M.Ing. / Ever since man had invented the wheel, or for that matter any of his first hand tools, he had a definite need to maintain that object. Man did not have any means to predict failures and he had no idea of how to prevent them. He could not plan for these failures and would not know what material and resources to have on hand. He was obviously restricted to a very primitive and elementary form of breakdown maintenance or a sort of run to break strategy as we would call that in modern maintenance terms. His success could only be measured in terms of the time to the next failure. Due to the nonexistence of engineering standards, the large standard deviation in mean time between maintenance (MTBF) values would render these same values rather useless for predictive purposes. This situation restricted our forefathers to a very reactive approach to maintenance. The astonishing present levels of sophistication in man's skills, engineering design and manufacturing came about through revolution and evolution. This indicates a huge amount of change that has taken place over the years and is still taking place today. As the world is in a constant state of change no business organization can escape the effects of operating m a continually evolving landscape. The very forces of change come about typically through industrial globalization, technological advance, political upheaval, the opening up of new markets and the changing expectations of customers that become more knowledgeable and demanding. For any business to respond to customer needs in a satisfactory manner, that business will have to be highly dependent on logistics. As logistics is a major contributor to life cycle cost (Blanchard, 1992: 70-84) and therefor impacts directly on profit margins, there is a growing need for more effective and efficient management of an organization's resources. Logistic support for any organization or plant is a major consideration in the early design stages of any system or organization or plant. From a logistic support perspective it becomes therefor necessary to assure the effective and economical support of a system, organization or plant throughout its programmed life cycle. One of the most important logistic support elements is maintenance. A lot has been said and written about maintenance. A number of well known philosophies and procedures (Blanchard, 1992: 9-25) such as 'planned preventive maintenance' (PPM), `condition based monitoring' (CBM), 'reliability centered maintenance' (RCM), 'total productive maintenance' (TPM), 'just in time' (JIT), 'life cycle costing' (LCC), etc. have been developed over many years and are applied throughout the world today. Techniques such as 'failure mode effect and criticality analysis' (FMECA), 'fault diagnostics', 'quality circles', and others have also been introduced to the industry. However various studies (Willmott, 1990: 17) have shown that present levels of maintenance management effectiveness are still unsatisfactory. One of the most important reasons for this state of affairs is that maintenance is still viewed by many organizations as a technical activity rather than an integrated management discipline. This misconception is then reinforced by several factors such as that the maintenance department is at its most visible when an emergency malfunction occurs. As soon as the malfunction has been restored, production carries on with its activities and no one asks the question why the breakdown was not anticipated before it occurred and disrupted production. A second reason is that maintenance managers view themselves as fire fighters and not as managers. A third reason is that the maintenance department is viewed as an organizational function with unpredictable response times and erratic priorities. All of these prejudices and misconceptions are costing industry dearly. This study will indicate that much can be done to transform the maintenance function of any organization to such an extent that costs are minimized and plant availability is improved that will ultimately lead to higher profit margins.

M.Ing. (Engineering Management) / Since the beginning of the knowledge era, individuals powered their ideals on the 20th century’s industrial knowledge age, also defined as “the power of knowledge”. The modern day knowledge era will use the collective intelligence of diverse groups to collaborate for specific purposes and objectives. Society and education developed from the “know what” and “know how” age to “what is the best way”. (NZCER, 2010) Leading into the 21st century, organisations are forced to adapt to a new state of mind and use a diverse knowledge spectrum to solve the problems of the future. This mind-set is being challenged by a recent recession and cautious investment future. The recession initiated a negative impact on the global markets and forced most organisations to become innovative and use their collective knowledge. (NZCER, 2010) This investigation is based on an increment of the global corporate environment. The collective thinking principle can be used to achieve success in an organisation based on a first and third world country, i.e. South Africa. The concern, Hall Longmore (Pty) Ltd. opened its doors to a 21st century strategic solution in respect of its maintenance department. Maintenance at the concern is currently a decentralised employee structure, where the current culture of the group impacts negatively on the performance of the department. During the industrial age this would have been solved by implementing autocratic structures and strict discipline on employees. This management style is feasible in the short term, but how do employees stay motivated, creative and innovative over time? World class maintenance programs need a clear vision to become a unified labour force functioning with an innovative and creative approach. The key aspects of the initial state need to be investigated and understood before decisions can begin towards reinstating the desired culture and behaviour. The aim of this dissertation is to change the paradigm of the autocratic 20th century management style relating to the maintenance function, which aims to decrease cost and increase reliability and availability to a more performance driven culture and integrated workforce, which will create a high performance concern through its actions.

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.

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

Today's successful manufacturing organisations require a significant competitive advantage, hence the need to implement and develop a Total Productive Maintenance (TPM) strategy. This research paper addresses the impact of TPM on manufacturing performance at the Colt production facility (DCSA). A literature survey was undertaken into the elements and benefits of TPM. Questionaires were also sent to all levels of people at the Colt production facility for their views on TPM and the impact, they believe, it has had on manufacturing performance. In conclusion, this research paper has also led to the development of recommendations to improve TPM activities at the Colt production facility. From the research, it was shown that top management support for TPM activities is needed and that training is an essential factor for TPM's success in improving manufacturing performance.

M.Ing. / Companies are seeking innovative ways of enhancing their competitiveness in their markets. Currently, one of the ways used to improve competitiveness by companies in a process environment is to implement an Enterprise Resource Planning system. An Enterprise Resource Planning system is a software system that automates and integrates data and information captured in an organisation. An analysis of the impact of implementing a maintenance management system depends on a number of factors that may include capabilities of chosen system, effective application and ownership of the system by those who use it. Central to implementation of a maintenance system is the maintenance philosophy adopted by an organisation, information system in place, availability of skilled maintenance personnel and execution of developed maintenance program. The implementation process itself also has a bearing on acceptance of the system by those who are supposed to use it. A review of literature on these important factors and on development of an Enterprise Resource Planning system was conducted to show influence each factor has in making maintenance activities effective. To determine the impact of implementing an Enterprise Resource Planning system in a process environment a case study on a company that has recently implemented such a system was conducted. From this case study recommendations on a number of issues were made.

M.Phil. (Mechanical Engineering) / The coal mining industry plays a major role in the global economy. Coal is required for the provision of primary energy needs, generation of electricity and production of steel. Hence, there is a high demand of coal worldwide. For the continuous supply of coal, mining equipment should be in good working conditions and the maintenance teams should be highly equipped and motivated to perform their maintenance activities ...

This treatise investigates the underlying factors that are hindering the improvement of Overall Equipment Effectiveness at the Ford Struandale Engine Plant. In January of 2008 the Ford Motor Company announced plans to invest more than R1.5 billion to expand operations for the production of Ford's next-generation compact pickup truck and the PUMA diesel engine. Ford will use the investment to expand operations both in Silverton for the production of 75 000 units of a new bakkie and in Port Elizabeth for 220 000 units of its new-generation PUMA diesel engines (http://www.autoblog.com /2008/01/31/ford-to-invest-209m-in-south-africa-for-new-ranger-pickup/). Only five Ford plants globally will be producing the PUMA engine (Turkey, UK, Thailand, Argentina and South Africa – Ford Struandale Engine Plant). The Ford Struandale Engine Plant will be the only plant which will have the I4 assembly, I5 assembly and 3C (Crank, Cylinder Block, and Cylinder Head) machining and the expectations of operating in a lean environment is high. The management team at the Ford Struandale Engine Plant needs to understand what the underlying factors that are hindering the improvement of Overall Equipment Effectiveness of the plant or, in other words, they need to be informed of the total benefits of TPM. A literature review was conducted to determine what the theory reveals about Overall Equipment Effectiveness, the three factors of OEE (Availability, Performance Efficiency, and Quality), the influence of Six Big Losses on each of the factors and the role of Total Productive Maintenance in improving OEE by eliminating these Six Big Losses. A Ford literature study was conducted to reveal the current literature being applied at Ford. This was then followed by an empirical survey conducted within the Ford Struandale Engine Plant. In addition, a task team formed to analyse the current maintenance operating strategy. Finally, the findings from discussions with the task team, the empirical survey, Ford Struandale Engine Plant literature survey and a general literature survey were amalgamated to draw conclusions relating to the Ford Struandale Engine Plant. These conclusions indicate what the underlying factors are that are hindering the improvement of Overall Equipment Effectiveness of the Ford Struandale Engine Plant facilities and equipment. Then recommendations are made as to how the Ford Struandale Engine Plant can improve the Overall Equipment Effectiveness of its facilities and equipment.

The methodology and the processes that are followed in the maintenance of government-operated district hospitals in the Eastern Cape Province of South Africa are outlined while the strategies that are employed to roll-out the maintenance plan have been investigated. The challenges in managing hospital maintenance are identified so that it can be improved and advice be given on the strategies currently being used. The objectives of the research were to determine the effectiveness of machinery maintenance in government-operated district hospitals. The study has been carried out by investigating 50 district hospitals within the Eastern Cape Province, with the aim of obtaining knowledge of practices in relation to the strategic plans and best practices in the maintenance industry. The following factors identified by the maintenance staff were found to be most important in maintenance management practices; realistic budgets, adherence to occupational health and safety regulations, engagement of qualified and skilled maintenance staff, good record management in relation to the equipment under maintenance, availability of tools and materials and keeping abreast with the latest technologies and trends of machinery advancement. The study also revealed that the majority of the hospitals use a combination of in-house and outsourced personnel during maintenance, the outsourced part being under contract from the National Department of Public Works Repair and Maintenance Plan (RAMP) projects. Service kits and recommended replacement parts for machinery are rarely stocked on the hospital premises while only minor spare parts that include replacement bulbs, electrical fittings, plumbing fittings and paint are readily available. In addition, the maintenance staff members have little or no input in maintenance budgeting, this aspect is controlled by hospital management. For maintenance to be effective, strategic planning that takes into account carefully thought-out maintenance management systems is the first step in the direction of setting out definite tangible objectives and goals. The real challenge lies in the implementation and sustainability of the maintenance management system and the monitoring thereof.