The impact of the implementation of management system on the perception of role and tasks of maintenance services and effectiveness of their functioning

Abstract

PurposeThe first goal of the article was to examine how the perception of the role and scope of operation of maintenance services in the enterprise changes, depending on whether the company has an integrated management system (IMS), only a quality management system implemented in accordance with ISO 9001 and in the absence of a formal, certified management system. The second goal was to propose a model for assessing the quality of maintenance service functioning in enterprise with IMS implemented.Design/methodology/approachThe author's experience of over 1,000 audits in enterprises in various industries: food, automotive, construction, petrochemical, electronic and so on was used in the work. The audits were carried out in three types of companies: which had IMSs (800 audits), which only had a system implementation certificate ISO 9001 (140 audits) and without any standardized management system implemented (so-called second-party audits, commissioned by the client of the audited company.FindingsThe most important conclusion is – the role of UR services in enterprises with the implemented IMS is much broader and goes beyond the classic framework for planning, implementation and settlement of maintenance and repair work. Maintenance is understood more broadly and includes in its scope also the safety of people and the environment, the efficiency of production and consumption of utilities as well as the quality of products and services. Maintenance issues include not only strictly technical aspects but also economic, logistic, legal and organizational and management aspects.Practical implicationsResearch shows that enterprises, especially those with high technical and organizational culture, should not treat management systems as costs, but as a driving force for the implementation of new technologies, new organizational solutions and the development of employees' competences.Social implicationsBroad views on stakeholders of maintenance services (including employees, their families, control institutions) and their requirements make enterprises begin to see the need to maintain the so-called lifetime balance, as well as the safety and comfort of work of employees of these services.Originality/valueThe author did not find in literature any reports on studies of the impact of formal, certified management systems on the quality of maintenance services; this article shows that this impact is large and, above all, positive; with such a broad understanding of the role of maintenance, there is a need to develop a common platform for such seemingly distant concepts as machine technical condition or fatigue life versus cost accounting and quality management.

Lean maintenance index: a measure of leanness in maintenance organizations

“…A few researchers have not specifically mentioned lean maintenance in their work; however, they have identified and described critical success factors of the maintenance function. These include the usage of information technology (Gopalakrishnan et al , 2015), integrating performance measures in maintenance activities (Parida et al , 2015), changing the culture of the organization (Ng et al , 2017) and utilizing an integrated management system (Drożyner, 2020) among others.…”

Guidelines on Asset Management of Offshore Facilities for Monitoring, Sustainable Maintenance, and Safety Practices

“…Asset management (or facilities management) has been identified as a key aspect of the oil and gas sector, which ensures longevity, life extension, serviceability, and aging assessment, among others, for these offshore facilities (or assets) [ 33 , 34 , 35 , 36 , 37 , 38 , 39 , 40 , 41 ]. However, recent issues that have challenged the offshore industry include the structural integrity of offshore assets [ 42 , 43 , 44 , 45 , 46 , 47 ]; offshore asset monitoring [ 48 , 49 , 50 , 51 ]; asset life extension [ 52 , 53 , 54 ]; risk assessments [ 55 , 56 , 57 , 58 ]; health, safety, and environment (HSE) [ 59 , 60 , 61 , 62 , 63 ]; monitoring indicators [ 64 , 65 , 66 , 67 , 68 , 69 , 70 ] and asset management [ 71 , 72 , 73 , 74 , 75 ]. With these systems running well, oil corporations and operators can achieve their goals of having sustainable oil exploration, and related activities.…”

Metodología de administración para el mantenimiento preventivo como base de la confiabilidad de las máquinas

“…El mantenimiento preventivo es un camino que dirige a las empresas hacia la excelencia, puesto que promueve que los procesos se acerquen más al flujo continuo, a un ritmo definido y con metas fijadas (Drożyner, 2020). La comunicación entre los involucrados se mejora, desde los altos puestos hasta los más bajos, porque la senda en cuestión permite visualizar la planeación y lo necesario para cumplir con dicha planeación, lo que a su vez permite tomar acciones necesarias para que se continúe trabajando en tiempo y forma.…”