Operating Policies by Which Management Should Be Guided (Bravo, Manuel, Seva, Ronilo)

8/3/2019 Operating Policies by Which Management Should Be Guided (Bravo, Manuel, Seva, Ronilo)

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OPERATING POLICIES BY WHICH

MANAGEMENT SHOULD BE GUIDED

Presented by:

Bravo, Jason

Manuel, Don

Seva, Ronilo

ME 5B


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4 GENERAL CATEGORIES:

Policies with respect to work allocation

Policies with respect to the work force

Policies with respect to intraplant relations

Policies with respect to control


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1) POLICIES WITH RESPECT TO WORK

ALLOCATION

To schedule or not to schedule?

- much planning is necessary so long as thesystem costs less than the cost of operating

without it. How much scheduling?

- a detailed schedule is obsolete after the firsthour because of emergencies is of little value.

- a schedule value is real if actual performanceindicates from 60 80% adherence.


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ASPECTS TO BE CONSIDERED FOR A

SOUND WORK SCHEDULING

PROCEDURE:Work unit standard time basis

Size of jobs scheduled

Percent of total work load scheduled

Lead time for scheduling


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SELECTION AND IMPLEMENTATION OF A

SCHEDULING SYSTEM

Flow of work

Coordinating and dispatching

Determination of priority


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2) POLICIES WITH RESPECT TO WORK

FORCE

Own work force or outside contractors?

a) the type of work involved

b) the amount of work involved and

c) the expediency with which this

work must be accomplished


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SHIFT COVERAGE

Process industries frequently operate

continuously - three shifts, 7 days a week.


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FACTORS INVOLVED IN STAFFING OF A

MAINTENANCE DEPARTMENT TO COVER

MORE THAN ONE - SHIFT

Efficiency of the worker

- loss of efficiency on the off shifts

- coordination with production activity

- location of plant with respect to the

homes of the craftsmen


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CENTRALIZATION VERSUS

DECENTRALIZATION

Advantages of a centralized maintenance shop:

Easier dispatching from a more diversified craft

group

The justification of more and higher quality

equipment

Better interlocking of craft effort

More specialized supervision

Improved training facilities


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RECRUITMENT

Controlled a great deal more by local

conditions and expediency than by the idealapproach.


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TRAINING

Recognized apprentice program

The simplest and most effective

Factors that influenced the degree of formalityof the training program:

Size of the plant

Attitude of the labor group Availability of skilled craftsmen

The overall policy of management


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3) POLICIES WITH RESPECT TO

INTRAPLANT RELATIONS

Participation by maintenance personnel in

selection of production equipment

Standardization of equipment

Reduction in maintenance costs can result from a sound

standardization program by:

Simplifying training of both operating and maintenance

personnel

Increasing interchangeability of equipment Decreasing capital tied up in spare park inventory


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INTRAPLANT RELATIONS

Authority to shut down equipment for

maintenance

Responsibility for safety

instrumentation


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CONTROL

Communications

Up through the supervisory organization

Down through the supervisory organization

Laterally across the same level of organization


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CONTROL

Use of standard practice sheets and manuals

Cost Control


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CONTROL

Some of the indexes that are commonly used

are maintenance cost as a function of:

Value of the equipment maintained

Pounds produced

Total manufacturing cost

Total conversion cost

Power consumed


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COST CONTROL SYSTEMS

Purpose

Equitable distribution of repair costs over the

departments serviced

A source of information necessary for soundadministration of the maintenance department.

Compliance with legal requirements for taxes

and earnings.

A source of information for the plant accounting

group in its function of recording and reporting

the financial position of the plant.

Documents

Operating Policies by Which Management Should Be Guided (Bravo, Manuel, Seva, Ronilo)