The primary object of this research was to develop a two-phase strategy for preventive maintenance and the critical number of units. Maintenance is done if the number of failures is equal to or greater than the critical number of units. The system under consideration had q components. The system failed when k (k < q) components or more failed. This system when subjected to preventive maintenance can be described by a Markov Process. The transition probabilities of the Markov Process were obtained from the distributions qf the strength and stress of the components. The underlying distributions were assumed to be double exponential. Various combinations of the inspection period and the critical number of units were used to obtain the global minimum. The criteria were that the system should not fail and minimum cost. / Master of Science

This research was concerned with investigating “the absence of Total Productive Maintenance (TPM)” at a plastic painting plant. TPM is a combination of operations and maintenance activities and is performed by operators under their own authority and is called “autonomous maintenances”. The author has tested the degree of implementation of TPM by using a sevenstep TPM implementation model this highlighted an absence of TPM in the organisation investigated. TPM is a relatively new concept in the South African automotive industry and has not been fully accepted by management as a solution to the maintenance problems in the organisation. Due to a long implementation period and the difficulty in measuring the benefits of the TPM program for the organisation TPM tends not to be implemented by companies. The research studies several maintenance philosophies each with its own advantages and disadvantages. The benefits that arise from the implementation of an effective TPM philosophy were explored. The development of an effective improved model for the implementation of TPM was investigated. Maintenance engineers and managers in any organisation can use this model to implement an effective TPM program. The seven-step TPM implementation model formed the basis for the compilation of a questionnaire. A survey was conducted to determine if an absence of TPM existed in a plastic painting plant. The results from the survey were drawn up and recommendations to further develop a model for the implementation of TPM was put forward.

Submitted in fulfilment of the requirements for the degree of Masters in Business Administration, Durban University of Technology, 2009. / All manufacturing organizations have plants that require the provision of Maintenance, Repair and Operations (MRO) supplies in the manufacture of products. The appropriate and effective application of these concepts and principals contribute significantly to the effective and efficient utilization of plant assets and other resources within the manufacturing organization. Components of the supply chain can be outsourced to third parties who with the correct focus, expertise and experience can realise strategic benefits for the manufacturing organization, allowing it to concentrate on activities that are core to its business. It is necessary to determine the organizational buying centre’s attitudes and perceptions to this concept in order to establish an independent third party Maintenance Repair and Operation (MRO) vendor. The area of study is the Durban South area of Kwazulu Natal. Sample units of analysis were selected on a judgemental basis to ensure that different industrial sectors with different outsourcing experiences were represented. Data of a qualitative descriptive nature was collected. The models employed provided a robust and constructive framework and by and large there was consensus between the research findings and the literature. A key recommendation is that a mature and well disciplined environment within organizations and in their relationships with suppliers and collaborators is essential. Key further research is needed in the establishment of current and prospective future commonality of MRO stock items across different manufacturing organizations in the same geographical area.

Thesis (MBA)--Stellenbosch University, 2005. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: A critical success factor for investment in high capital intensive business is to ensure that there is an integrated physical asset management plan in place that is integrated with the business strategy. The three fundamental aspects in modern physical asset management are to have a balanced performance measurement framework, self assessment system and benchmark review process in place to integrate, control and continuously improve the return on asset investment. There is a general lack of "hands-on" structured integration and performance management in the physical asset management environment. The result is ineffective assets with high life cycle costs that will have a negative effect on the business return on investment. A literature study was done on the most resent physical asset management models and business performance measurement systems to identify if the necessary methods and business systems exist to effectively manage the physical asset management function. A self assessment review and benchmark was done on Ticor South Africa and Kumba Resources centres to identify the gap in performance and what the main criteria is for improvement. The process was also used to identify the barriers that exist to effectively implement and integrate physical asset management with a link into business strategy. Achieving success in any strategy implementation requires a team effort among all stakeholders. A shared understanding and collaboration of all the role players is required. Very often physical asset management is not seen as core business, but as a cost centre that cannot be done without. This leads to sub optimisation and increased asset life cycle cost. It also promotes the tendency to make short-term financial decisions that do not have any longterm sustainability. A further downside to it is that if the function is seen as a service department it will only be reactive to business strategy and does not form part of the business strategy. This leads to a very reactive situation where the actions are driven by fixing what is wrong just to stay in business. A uniform performance measurement framework must be implemented across all business functions to align the entire organisation with the business goals. All functions have an effect on overall business performance, but they seldom have conflicting goals. Physical asset managers are sometimes not properly prepared and skilled to ensure that an effective and efficient physical asset management function is being maintained. Training and learning should be a major focus to ensure optimum use of employee potential in meeting the functional goals. Ignored leadership is a recipe for poor performance and frustration. The degree to which a company's business functions and processes are aligned with customers' needs makes a significant impact on the bottom line. The key objectives for the physical asset management strategy should be drafted with customer "needs and wants" in mind. The objective must be to maximise long-term profitability of plant and equipment through utilisation of the allocated resources. The opportunities and improvement methods that are possible in the physical asset management environment are endless and the potential that exists can be missed by the likelihood of failure to implement it effectively. The lack of managerial support is in many cases the only cause of failure to link physical asset management with business strategy. Secondly, the weakness of some of the solutions offered and the lack of embedding the solutions that are generated also contribute to the failure of linking physical asset management with business strategy. "The secret of managing success is choosing the right direction despite the uncertainties and conjlicting stakeholder expectations, and taking the whole organisation with you." - John Woodhouse. / AFRIKAANSE OPSOMMING: 'n Kritiese faktor vir die suksesvolle belegging in kapitaal intensiewe besighede is om te verseker dat 'n geïntegreerde fisiese batebestuurplan in plek is wat met die besigheidstrategie integreer. Die drie fundamentele aspekte in moderne fisiese batebestuur is om 'n gebalanseerde prestasieraamwerk vir bestuur, self-evalueringstelsel en doelwit-bestuursproses in plek te hê, om dit te integreer, te beheer en deurlopend opbrengste op bate-belegging te verbeter. Daar is 'n algemene gebrek aan vaardighede om die gestruktureerde integrasie en prestasiebestuur in die fisiese batebestuursomgewing te verseker. Die resultaat is oneffektiewe bates met baie hoë lewensikluskoste wat die besigheid se opbrengs op kapitaal negatief sal beinvloed. 'n Literatuurstudie is gedoen om die nuutste fisiese batebestuurmodelle en prestasiebestuurstelsels te identifiseer en te analiseer. Die doel was om vas te stel of die nodige metodes en besigheidraamwerke bestaan waarmee die fisiese batebestuur funksie bestuur kan word. 'n Self-evaluering analise en doelwitmeting is gedoen op Ticor South Africa en Kumba Resources-sentra met die doel om die gapings in prestasie te identifiseer en kriteria vir verbetering te bepaal. In die proses is die hindernisse wat in die pad van effektiewe implementering en integrering van fisiese batebestuur met besigheidstrategie staan, geïdentifiseer. Spanwerk word benodig vir die suksesvolle implementering van besigheidstrategie. 'n Gedeelde verstandhouding en samewerking deur alle belanghebbendes word benodig. Fisiese batebestuur word gereeld uitgesonder as een van die nie-kern besigheidsfunksies en dat dit slegs 'n kostesentrum is waarmee nie weggedoen kan word nie. Dit lei tot die suboptimisering van die bate se lewensiklus-koste. Dit skep ook die tendens om slegs korttermyn finansiële besluite te neem, wat geen langtermyn volhoubaarheid het nie. 'n Verdere gevolg is dat die funksie slegs beskou kan word as 'n dienste-funksie en dat dit baie reaktief raak teenoor strategie verandering. Die funksie word ook nie deel van die besigheidstrategie nie. Dit lei tot 'n baie reaktiewe situasie waarin aksies en inisiatiewe slegs gedryf word deur die noodsaaklikste bates te herstel net om in besigheid te bly. 'n Uniforme prestasie-bestuursraamwerk moet geïmplementeer word regoor al die besigheidsfunksies om die totale organisasie se besigheidsdoelwitte in ooreenstemming te bring. Al die besigheidfunksies het 'n effek op oorhoofse besigheidprestasie, maar daar is baie selde doelwitte wat totaal in konflik met mekaar is. Fisiese batebestuurders is soms nie ten volle voorbereid of bevoeg om te verseker dat 'n effektiewe fisiese batebestuursfunksie onderhou word nie. Opleiding en mentorskap moet 'n fokuspunt wees om te verseker dat werknemerpotensiaal benut word in die bereiking van funksionele doelwitte. Leierskap wat agterweë bly is 'n resep vir lae prestasie en frustrasie. Die graad waartoe 'n besigheidfunksie en proses ooreenstem met sy kliente se behoeftes sal 'n beduidende impak op die netto prestasie van die besigheid hê. Die kern doelwitte van die fisiese batebestuurstrategie moet opgestel word deur die behoeftes van die kliente in ag te neem. Langtermyn winsgewendheid van aanlegtoerusting moet die doelwit wees tydens die allokasie van hulpbronne. Die geleenthede en verbeteringsmetodes beskikbaar in die fisiese batebestuuromgewing het oneindige potensiaal wat verlore kan gaan as nagelaat word om die funksie effektief te implementeer. Gebrek aan ondersteuning deur bestuur is in baie gevalle die rede hoekom die fisiese batebestuurfunksie nie geïntegreer is met die besigheidstrategie nie. Die swakpunte van sommige van die oplossings wat aangebied word en die onvermoë om oplossings te implementeer, dra by tot die mislukking om fisiese batebestuur met besigheidstrategie te verbind. "The secret of managing success is choosing the right direction despite the uncertainties and conflicting stakeholder expectations, and taking the whole organisation with you. " - John Woodhouse.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / Physical asset management has been given very little consideration in the commercial property industry in South Africa and abroad. In the production environment, especially where fast moving consumer goods are concerned, slight improvements in production equipment performance can bring about large savings and increased profits. In the commercial property environment however, a physical asset management strategy and all the components which constitute such a system, are not yet very well developed and are usually seen to be an unnecessary financial expenditure. A change of thinking has been confirmed by this study and can be seen in the way in which physical asset management and methodologies have already largely been accepted in the international municipal infrastructure environment, including buildings and structures. A desire to remain competitive and reduce unnecessary losses, together with a new focus on environmental concerns and legislative factors, appears to be the catalyst for such a shift in thinking. Punitive legislation, such as the electrical consumption controls for buildings in South Africa, likely to be introduced soon, will also help to steer commercial property owners and managers towards a more strategic view on how they manage their physical assets. An important component of this research report was to determine whether performance measures are being used to measure the effectiveness of the physical assets and strategy in terms of the commercial property industry. In the context of this study however, very few such measures could be found, besides some financial measures. As a more strategic physical asset management approach is adopted, performance measures for all aspects of facility and asset performance will become necessary and therefore more common place. "When you measure what you are speaking about, and express it in numbers, you know something about it ... otherwise your knowledge is of a meagre and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in thought advanced to the stage of science." - Lord Kelvin (1824- 1907). / AFRIKAANSE OPSOMMING: Dit wil voorkom asof fisiese batebestuur in Suid Afrika en oorsee min aandag geniet in die kommersiele eiendoms bestuursmark. In die produksie omgewing, veral waar vinnig bewegende gebruiksgoedere betrokke is, kan klein verheteringe in die werking van produksie toerusting daartoe lei dat groot besparings en gevolglik verbeterde winsopbrengs behaal kan word. In die eiendoms bestuursmark is fisiese batebestuur strategie en die gepaardgaande komponente nag nie volledig ontwikkel nie en word dit gewoonlik beskou as 'n onnodige finansiele koste. Daar is egter alreeds 'n verandering in denke, $005 gesien kan word deur die baie fisiese batebestuur made lie wat alreeds aanvaar is deur die internasionale munisipaliteit en infrastruktuur marke, wat geboue en structure insluit. 'n Strewe om voortdurend kompeterend te bly en om onnodige vermorsing uit te sny, tesame met 'n nuwe fokus op omgewingsake asook om aan wetlike vereistes te voldoen, blyk om die katalisator te wees vir hierdie verandering in denkswyse en dit sal gevolglik oak veroorsaak dat kommersieHe eiendomseienaars 'n meer strategiese benadering gaan toe pas in terme van die bestuur van hulle fisiese bates. 'n Belangrike deel van die verslag was om te bepaal watter aanwysers en maatstawwe om die doeltreffendheid van die fisiese bates en strategie in terme van kommersieHe eiendom te meet, gebruik word. In die konteks van hierdie verslag kon daar min bewyse van maatstawwe gevind word, behalwe vir finansiele maatstawwe. As 'n meer strategiese benadering tot fisiese batebestuur aanvaar word, sal aanwysers en maatstawwe vir al die komponente van fasiliteit en fiesiese batebestuur belangrik wees en daarvolgens oak meer algemeen word in die industrie. "When you measure what you are speaking about, and express it in numbers, you know something about it ... otherwise your knowledge is of a meagre and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in thought advanced to the stage of science." - Lord Kelvin (1824-1907).

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, in fulfilment of the requirements for the degree of Masters in Engineering. May 2016 / Successful implementation and execution of asset management strategy is found to be a critical element in driving value, which depends on physical assets’ performance. This paper shows that strategic asset management targets measured as AM Maturity are often not attained. This study identifies key issues that prevent mining organisations from attaining the desired level of Asset Management Maturity. A qualitative methodology was utilised on a single case study design in order to investigate a particular phenomenon which is Asset Management Maturity at A-Coal site. The study revealed revealed the following key issues: lack of strong Asset Management leadership; lack of a favourable organisational structure which will provide Asset Managers with credibility and the authority to make decisions in support of organisational objectives; no leadership support; and a lack of training obviate the benefits that can be realised from improvement initiatives which motivated, committed and enthusiastic employees will be delivering. In addition to these challenges are organisational culture and a certain level of employees’ competitiveness in the field of asset management. / MT2016

abstract: Public institution facility operations and maintenance is a significant factor enabling an institution to achieve its stated objectives in the delivery of public service. To meet the societal need, Facility Directors must make increasingly complex decisions managing the demands of building infrastructure performance expectations with limited resources. The ability to effectively measure a return-on-investment, specific to facility maintenance indirect expenditures, has, therefore, become progressively more critical given the scale of public institutions, the collective age of existing facilities, and the role these institutions play in society. This research centers on understanding the method of prioritizing routine work in support of indirect institutional facility maintenance expense through the lens of K-12 public education in the state of Arizona. The methodology documented herein utilizes a mixed method approach to understand current facility maintenance practices and assess the influence of human behavior when prioritizing routine work. An evidence-based decision support tool, leveraging prior academic research, was developed to coalesce previously disparate academic studies. The resulting process provides a decision framework for prioritizing decision factors most frequently correlated with academic outcomes. A purposeful sample of K-12 unified districts, representing approximately one-third of the state’s student population and spend, resulted in a moderate to a strong negative correlation between facility operations and student outcomes. Correlation results highlight an opportunity to improve decision making, specific to the academic needs of the student. This research documents a methodology for constructing, validation, and testing of a decision support tool for prioritizing routine work orders. Findings from a repeated measures crossover study suggest the decision support tool significantly influenced decision making specific to certain work orders as well as the Plumbing and Mechanical functional areas. However, the decision support tool was less effective when prioritizing Electrical and General Maintenance work orders. Moreover, as decision making transitioned away from subjective experience-based judgment, the prioritization of work orders became increasingly more consistent. The resulting prioritization, therefore, effectively leveraged prior empirical, evidence-based decision factors when utilizing the tool. The results provide a system for balancing the practical experience of the Facility Director with the objective guidance of the decision support tool. / Dissertation/Thesis / Doctoral Dissertation Construction Management 2019

The main reason for the low production efficiencies at North Coast Milling is the frequent stoppages due to equipment breakdowns and the requirement for unscheduled maintenance. In order for this factory to be able to reach the desired efficiencies, it is imperative that downtime and cost drivers in the production lines be identified and rectified. In order to achieve world-class performance, more and more companies are replacing their reactive strategies for maintenance with proactive strategies like Preventive maintenance (PM), Reliability-centred maintenance (RCM) and Condition based maintenance (CBM) and aggressive strategies like Total Productive Maintenance (TPM). While these newer maintenance strategies require increased commitments to training, resources and integration, they also promise to improve performance. New asset management philosophies are being implemented world-wide in an effort to improve industrial system reliability as well as to reduce maintenance costs. Concepts such as TPM, RCM and CBM are being customised for implementation in various industries. Real-time condition monitoring via computerised maintenance management systems has helped make it possible to transfer from a time-based maintenance strategy to a condition-based maintenance strategy. Detecting possible future failures is now a cost-effective reality that reduces considerably the risk of catastrophic failures and system breakdowns. The aIm of the study is to apply military logistic techniques to the industrial environment of North Coast Milling in order to identify downtime and cost drivers. It will be shown that more of the military logistics techniques can be incorporated into some of the existing maintenance techniques at this factory, which would aid in the achievement of maximum plant utilisation and minimum downtime.! / Thesis (MBA)- University of Natal, 2002.

Maintenance philosophies have evolved over a period of time. These philosophies have evolved from breakdown maintenance to ReliabilityCentred Maintenance (RCM). By performing proper maintenance on plant equipment, organisations' goals can be achieved. This forms the basis of the Total Productive Maintenance strategy, which aims to support business goals. Total Productive Maintenance (TPM) is based on the integrated manufacturing system approach that includes process control, quality assurance, safety and maintenance. Some organisations in South Africa have taken an initiative to implement the Total Productive Maintenance program. This research study confirms that organisations that have implemented the TPM program have had increased productivity, reduced costs and improved the quality of their products. Secondly, factors that affect successful implementation of the Total Productive Maintenance program are identified. Through training of all the employees on TPM, encouraging teamwork and systematically implementing the TPM program, the organisations' competitiveness can enhanced. / Thesis (MBA)-University of Natal, Durban, 2003.

Thesis (Ph.D.)--Aerospace Engineering, Georgia Institute of Technology, 2008. / Committee Chair: Dimitri Mavris; Committee Member: Erwing Calleros; Committee Member: Hongmei Chen; Committee Member: Mark Waters; Committee Member: Vitali Volovoi.