Total Productive Maintenance

Total productive maintenance (TPM) originated in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources.

Whereas in most production settings the operator is not viewed as a member of the maintenance team, in TPM the machine operator is trained to perform many of the day-to-day tasks of simple maintenance and fault-finding.

Teams are created that include a technical expert (often an engineer or maintenance technician) as well as operators. In this setting the operators are enabled to understand the machinery and identify potential problems, righting them before they can impact production and by so doing, decrease downtime and reduce costs of production.

Alonso Alán

Predictive maintenance

Predictive maintenance (PdM) techniques help determine the condition of in-service equipment in order to predict when maintenance should be performed. This approach offers cost savings over routine or time-based preventive maintenance, because tasks are performed only when warranted.

The main value of Predicted Maintenance is to allow convenient scheduling of corrective maintenance, and to prevent unexpected equipment failures. The key is "the right information in the right time".

By knowing which equipment that needs maintenance, the maintenance work can be better planned (spare parts, people etc.) and what would had been "unplanned stops" are transformed to shorter and less "planned stops" thus increasing plant availability. Other values are increased equipment life time, increased plant safety, less accidents with negative impact on environment, an optimised spare parts handling, etc.

Alonso Alán



Preventive maintenance

Preventive maintenance (PM) has the following meanings:

1. The care and servicing by personnel for the purpose of maintaining equipment and facilities in satisfactory operating condition by providing for systematic inspection, detection, and correction of incipient failures either before they occur or before they develop into major defects.

2. Maintenance, including tests, measurements, adjustments, and parts replacement, performed specifically to prevent faults from occurring.

Alonso Alán

Corrective maintenance...

Corrective maintenance can be defined as a maintenance task performed to identify, isolate, and rectify a fault so that the failed equipment, machine, or system can be restored to an operational condition within the tolerances or limits established for in-service operations.

A French official norm defines "corrective maintenance" as maintenance which is carried out after failure detection and is aimed at restoring an asset to a condition in which it can perform its intended function.

 Corrective maintenance can be subdivided into "immediate corrective maintenance" (in which work starts immediately after a failure) and "deferred corrective maintenance" (in which work is delayed in conformance to a given set of maintenance rules).

Alonso Alán

Organizational Behavior...

Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.

Models of Organizational Behavior

There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial:

• Autocratic — the basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.

 

• Custodial — the basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.

 

• Supportive — the basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.

 

• Collegial — the basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.

Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models.

I think these four models can help you to understand the different types of behaviors within the organization. I believe that if you understand your employees, the things that motivate them, their social behavior, their difficulties and their goals you will be able to manage them in a better way.

Also if you as a leader know the behavior of your employees you can help them creating development plans and providing them with projects so they can increase the companies' productivity, their own results and prepare them to be leaders. 

The organizational behavior determines what the company is and if you understand and model those behaviors your business will denifinetely succeed.

Title: Leadership and Organizational Behavior

Author: McGregor's Theories X and Y

Date: 11/27/2011

Source: http://www.nwlink.com/~donclark/leader/leadob.html

By Henry Badilla Medina