August 2005 - Library

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In additional to the above four factors, “one reason many organisations fail in the execution stage is because they do not put enough
re s o u rces in executing the change” 2 . To overcome this, the steering committee needs to appoint additional re s o u rces where re q u i re d
to accommodate the extra workload re q u i red during this phase. Typically additional re s o u rces are re q u i red in the area of a
Maintenance Co-ordination, who is responsible for managing the developing and implementing the new processes and pro c e d u re s
that are developed as part of the improvement process (such a position may be a temporary or permanent role).
F u rther to this, the use of an external adviser to the organisation who is fluent in best practice strategies and processes is
recommended. The role that this adviser undertakes is to ensure that new but appropriate processes are introduced to the
o rganisation as and when re q u i red while ensuring that the motivation and momentum of the maintenance improvement team re m a i n s
high during the course of the change process (this external adviser is in an improved position to do this due to the fact that he / she
is removed from the day-to-day operational activities of the organisation which can easily impact negatively on the progress being
made). In terms of the processes and pro c e d u res that need to be developed and implemented during this phase of the change
process, the level of activity required will be governed by the findings of the status quo review. Based on these results, the activity
required will vary across eight fundamental areas that form the foundation of Business Centred Maintenance. These eight areas
are shown in Figure 6 below.
Maintenance
Effectiveness Review
“Status Quo Review”
Gap Analysis
and “Way Forward”
Recommendations
“Toolbox for Change”
Workshop - Mobilising
Support for Change
Figure 6 - Roadmap to Business Centred Maintenance (Killick, 2004)
Based on the level of activity that is re q u i red within each of the eight fundamental areas, the development and implementation
p rocess associated with Business Centred Maintenance typically re q u i res a timeframe of between six to eighteen months. To
ensure that the new maintenance strategy is fully integrated into the maintenance team, so that the ‘new way’ becomes seen as
the normal way, a further two to three years is required.
Structure of the Maintenance Team
“Strategic Improvement Areas”
Maintenance
Management Strategy
(WBS 1.0)
Computerised Maintenance
Management System
(WBS 2.0)
Asset
Criticality Rating
(WBS 3.0)
Maintenance
Planning Systems
(WBS 4.0)
Key Performance
Indicator
(WBS 5.0)
Inventory
Management
(WBS 6.0)
Outsourced Service
Level Agreements
(WBS 7.0)
Team Structure
& HR Framework
(WBS 8.0)
Total Asset
Maintenance Strategy
Business Centred
Maintenance (BCM)
Based on a
“Customised” Best
Practice Maintenance
Strategy
The remaining area of executing the change process which re q u i res mentioning is that of maintenance team stru c t u re. The
maintenance team has to be lead through an effective leadership style, as without this, the on-going success of the maintenance
improvement project is likely to be limited.
Once the maintenance team support has been mobilised, it is important that the correct working environment is created for this
team to perform consistently at a high level. The changes that are required in this area are typically determined from the results
of the Work Behavioural Analysis that is completed as part of the Maintenance Effectiveness Review. Typically what is seen is that
environmental factors (e.g. team structure, resource management, information management and performance recognition) impact
on the performance of the team and individual which then lowers motivation and drive.
Two key areas therefore require attention to ensuring that the team is adequately structured and lead to a high performing team.
T h rough the creation of a high perf o rming team, the desire and will for this team to continually improve the work that they undert a k e
via the improved processes and pro c e d u res (as governed by the new strategy) will be present. Such a team culture, which
understands the benefits of the new way, will ensure the on-going success of the change process by focusing on the basics of
team work (refer to Figure 7) in order to achieve the goals and objectives of the new maintenance strategy.