Author Description

Starting back when maintenance included the routine sharpening of knives or essential tools to the repair work needed for modern technologies, our tools and machines have needed upkeep and repair. “If it isn’t broken, don’t fix it” is an adage that has been repeated for decades. Modern work management can be traced back to the 18th century. Work that Harrington Emerson pioneered, Fredrick Taylor, and Frank and Lillian Gilbreth. This process applied much of the early work management to construction tradespeople like bricklayers. World War II brought forward much of the need to measure maintenance work developed by navy forces to ensure reliability. Today volume is king for factories and finding ways to maximize, standardize, and create reliability is the goal. Having a razer shape approach to minimizing downtime is the ongoing objective of factories today. Having a supply chain that receives goods, creates, and ships finish products Just-In-Time is necessary. To keep those factories running is built on solid maintenance programs. A work management program has maintenance plans that meet the work and schedule to complete when needed. Regardless of the industry in which planning and scheduling are engaged, organizations are responsible for optimized utilization of installed asset capacity. The goal is for capital assets to yield the degree to which the factory was designed and to which they were economically justified. This book is created to improve the productivity of maintenance. Understanding maintenance work management, best planning, and scheduling practices that clarify and simplify maintenance. Most importantly is how to implement the process for sustaining through controls.