The question of the correct organisation structure of maintenance is debated frequently and energetically. The result of this debate is in many cases a form of organisation which follows the trend. The real problems and needs of the customer are disregarded in many cases. The aim of this contribution is the description of a flexible form of organisation and a management system linked to it. The harmonisation of organisation and management system makes it possible not only to satisfy the interests of the production but also to carry out the maintenance economically and furthermore to introduce a process of improvement. The companies in the cement industry have been in a difficult competitive situation for a long time which has created a need to reduce costs. The manager of a maintenance organisation is frequently confronted with statements like: 1. The maintenance costs and therefore the production costs are too high. 2. The achievements of the maintenance department are not easily visible. 3. The transparency of costs is unsatisfactory; a clear assignment of costs is required. But how should the maintenance manager meet the rationalization demands?
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