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Maintenance management triangle. Practical exercise

Table of contents:

Anonim

Keywords: Management, Maintenance, System, Functions, Quality.

1. Problematic situation:

In order to exemplify the application of the Maintenance Management Triangle, it is necessary to make a sample of an example developed in practice, which also demonstrates the validity of the matter. For this, we decided to take as a reference a Hotel Facility of the City, which presented the following problem.

Problematic situation: There were problems with the quality of the Maintenance actions. Number of customer complaints raised.

Thus, we took on the task of resolving this situation, firstly, by conducting an analysis of the facility's quality system. This quality system was not implemented in the Facility, which brought too many problems for the rest of the areas and vice versa. Finally, the decision was made to approach the matter as a grouping of all Maintenance functions and analyze, as established, how the elements of the organization behaved and their influence on the poor quality of the service.

If we remember that the Maintenance Function Management Triangle is used according to Figure 1, then we can start by placing the established elements.

Fig. 1: Analysis methodology with the Maintenance Management Triangle.

For this case, we must focus on the elements to be analyzed, based on the Quality of the processes, since the issue to be analyzed is precisely the poor quality of the Maintenance work. In this case, we have to divide the triangles in Figure 2 into different triangles that have to do with quality. If we look closely, we can perform a deep analysis in four (4) triangles, where in one or two of its vertices, Total Quality Management is present. (See Figure 3)

Fig. 2: Elements to Analyze in the Maintenance Management Triangle.

Fig. 3: The four (4) Triangles to analyze.

It would not be logical to analyze the four triangles arbitrarily, simply because we know that there are elements in common within each one of them. So I know made the decision to start the analysis, by the triangles where the presence of Total Quality management is greater. That is, Triangles 3 and 4.

Therefore, we need to look for the processes or functions that are failing, to determine the possible improvements to implement in the case we are dealing with. That is, Poor quality in Maintenance Work, large number of Customer Complaints.

We will begin the analysis with the mentioned triangles, in order to evaluate the parameters or variables that identify them.

2. Analysis began:

To begin the analysis, it is necessary to begin to determine the processes. In the example in question, the processes to be developed as a Quality Policy for the Technical Services of the facility were not defined. So this was the first satisfactory element that the analysis of the problem worked on from the Maintenance Management Triangle.

After solving this problem, we took on the task of evaluating each Process (sub-processes) from what we call the Process Evaluation Matrix. With this matrix we evaluate each of the Processes that we will see below.

2.1. Analysis of the Processes Related to Triangle 3.

If we see Triangle 3, it presents the following Processes (sub-processes):

1. Knowledge Management.

2. Maintenance Management Tools.

3. Communication Between All Employees.

4. Total Quality Management Line. *

* It implies a balance line, but it is valid to highlight that there is no quality system implemented throughout the organization, so the analysis here will always be the same, that is, negative. Total Quality Management is then used, as a necessary Process that can negatively influence the entire process.

The evaluation of these processes will be:

Here, a weighting of the elements is carried out, based on well-studied analysis criteria, which give the final evaluation of the process. In addition, it is necessary to carry out a qualitative analysis of it before issuing a final opinion. The process associated with quality is not taken into account, because as already stated, they are not defined in the Organization. (If not, you need to see their influence.)

Well, the analysis showed that:

Not. PROCESS: EVALUATION:
one. Knowledge Management. 38.23%
two. Maintenance Management Tools. 76.34%
3. Communication Between All Employees. 78.26%
Four. Total Quality Management Line. 0.00%

If we do not take into account the Total Quality Management Line, we can say that the Process that is most affecting, in this analysis, is that of Knowledge Management.

From here, we must focus on the processes associated with it, in order to define responsibility for each one. If we analyze Figure 3, we see that Knowledge Management is also present in Triangles 1 and 2. Well, we must analyze these Triangles, in the same way that Triangle 3 was done.

2.2. Analysis of the Processes Related to Triangles 1 and 2.

If we see Triangle 1, in it the following Processes (threads) are presented:

5. Knowledge Management.

6. Information Management.

7. Communication between all Employees.

8. Continuous improvement.

9. Human Resources Management.

10. Total Quality Management. *

From here we must analyze only Processes 6, 8 and 9, since the rest are common to Triangle 3. This analysis must be done in the same way as those previously carried out.

Here the results found were:

Not. PROCESS: EVALUATION:
5. Knowledge Management. 38.23%
6. Information management. 91.39%
7. Communication between all Employees. 78.26%
8. Continuous improvement. 69.35%
9. Human resources management. 97.31%
10. Total quality management. 0.00%

From this result, we can see that the Knowledge Management Process continues to be the most affected, in addition to the fact that compared to the rest of the Processes analyzed in this Triangle, Continuous Overcoming is also affecting the result. Now the linking of these two processes will be the objective of the qualitative analysis. When we analyzed Triangle 2, we got the following result:

Not. PROCESS: EVALUATION:
eleven. Knowledge Management. 38.23%
12. Stock management. 94.60%
13. Maintenance Management Tools. 76.34%
14. Maintenance Strategies. 93.13%
fifteen. Management of Material Resources. 95.10%
16. Total quality management. 0.00%

Here the same idea is corroborated, the Knowledge Management and Continuous Improvement Processes are the ones that are creating the most problem for the Organization's Maintenance organization. Now, as we already have the critical processes, if we compare it with the lack of a Quality System in the facility, we can obtain the following criteria, which were sought when the results of the analysis were obtained.

1. The Technical Services Staff was made up of a single Engineer, the rest of the employees had levels of education below the average level.

2. There was a tendency to not comply with the planned Maintenance plan.

3. Employees were not exceeded when a new technology or equipment was obtained.

4. The most important criterion was that the Number of Employees (completion of the form) did not exist to carry out the amount of Work that was planned, far from it, to avoid the occurrence of unforeseen failures.

Now, delving into the matter, we have the following elements:

1. According to the analysis of the Knowledge Management Process, the financial aspect in the 3 points of analysis has a marked difficulty. In other words, the first thing is to start giving financial support to the Activity.

2. The processes associated with it have a favorable situation, which must be taken into account for the future.

3. There is a need for Continuous Improvement, but that is offset by the lack of time to perform other tasks.

4. There are difficulties for the communication of the Employees, since there are no internal means of communication in the Facility, which delays the work.

5. It was necessary to carry out a more in-depth analysis regarding the Workers' Time Fund in order to determine the Need to Incorporate more workers or not.

All these elements indirectly affected the Quality of Maintenance Work, for which customers constantly complained. The main results obtained were the following.

3. Results.

1. The number of complaints issued was eliminated almost to zero.

2. Three (3) more workers were incorporated to the Technical Services Staff. These employees perform specific technical jobs.

3. A Continuous Improvement strategy was approved, with the aim of keeping employees at a maximum level of knowledge and stimulated.

4. It is intended to improve the communications of the Department, with the use of a Computer Aided Maintenance Management system.

5. They began when taking the first steps for the Implementation of a Total Quality Management system.

6. The strategy for the Installation Technical Services was carried out and is in the approval process.

As you can see, if we do not maintain a Process Vision, and a general approach to our Installation, it can become an almost impossible matter to detect some irregularities that are not visible to the naked eye. This procedure, using the Management Triangle, can solve a lot for us, of course, everyone's participation is necessary, and if nothing can be achieved with the processes that are defined, well, forget about them and naively analyze everything. the Business again. Nothing, I am calling for a Business Engineering throughout the Organization.

As mentioned on one occasion, everything is framed in a global vision of the organization. A

Process Approach in the Maintenance Function.

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Maintenance management triangle. Practical exercise