Who are your customers, vendors, providers?
New type of Organization Chart shows customers and service providers
When a maintenance function is audited, an important early step is to isolate all of the users for services and all of the resources available to deliver the service.
Demands for maintenance services:
1. On an 11x17 quad ruled tablet (or in software Visio or OrgChart) diagram all of the people (Users) that can legitimately request (demand) your resources.
2. Use an organization chart format. There is great software to draw the chart available.
3. Include as much detail as possible for production departments, tenants, delivery drivers, administrators, facility maintenance, safety office, security, housekeeping, fire/life support, warehouse, wherever there is equipment to maintain. The level of detail should go to the supervisor, team, or requestor level.
4. Estimate the skills needed to support that customer. Any special skill sets needed?
5. How much effort does that customer need? Make a quick estimate.
6. Review the last year or two for unusual non-maintenance requests. These are called hidden demands. They include pick-ups at the airport, party clean-up, special functions, pet projects, moving furniture, decorating. Also don't forget the semi-legitimate requests (the Governor's son's Go-Cart or the washing the president's spouse's Mercedes, etc.). There may be employees for whom you work to help "get things done" from other departments.
7. Include your own department if you maintain your own compressors, doors, lifts, etc.
8. One idea is to glue pictures of all requestors to the chart. This helps humanize the users. Remember it is hard to give world class service as long as your customer is viewed by members of the maintenance department as a jerk!
On the other side of the balance are your resources. Your resources consist of all of your ability to deliver completed maintenance jobs to satisfied users.
1. List all of your mechanics in organizational chart format. List them under their supervisors or teams and include their skills.
2. Include ancillary people related to maintenance including stock room people, material handlers, janitors, spotters, inspectors, helpers.
4. Include contractors where you have established a long term relationship or partnership.
3. Uncover hidden resources who you could use for some of the maintenance tasks but may not be using to their fullest such as: vendors, drivers, operators, warehouse people, stock clerks, maintenance craftspeople from other areas (if your are a fleet what about the plant maintenance folks).
In many cases you can transfer the responsibility and the hours to others. This is called maintenance in-sourcing. Housekeeping staff should have an active role in maintenance inspection. They should be provided with forms and instruction.
In a fleet when your driver is fueling they can check the oil, and go through a simple check- off list of safety items. In fact, the CDL (Commercial Drivers License) requires safety checks. Crane operators are required to complete safety checks every shift. Are there any other opportunities for operator involvement?
One of the biggest changes happening in the production and process world is the involvement of the operators in significant maintenance work. This is called TPM (Total Productive Maintenance).
Many vendors have programs of stocking shelves and refilling inventory.
Stockroom clerk can enter parts used on WO into computer system. Many firms have the Stock clerk as one of the main data entry people.
When a maintenance function is audited, an important early step is to isolate all the users for services and all the resources available to deliver the service. There is demand for resources, such as: use an organization chart format, estimate the skills needed to support that customer, includes your own department if you maintain your own compressors, doors, lifts, etc. Your resources consist of all of your ability to deliver completed maintenance jobs to satisfied users. List all of your mechanics in organizational chart format, include contractors where you have established a long term relationship or partnership, include ancillary people related to maintenance including stock room people, material handlers, janitors, spotters, inspectors, helpers.