No abstract available. / Thesis (Ph.D.)-University of Natal, Durban, 1983.

Typescript (photocopy). / Digitized by Kansas Correctional Industries

This master thesis focuses on the issue of tangible fixed assets management in the company HP spol. s r.o. which manufactures plastic bags and various technical parts. This thesis is based on the current state of the company and with attention to key areas such as care of the tangible fixed assets, organization and operation maintenance. The aim of the company analysis is to identify weaknesses and their resulting opportunities. In the next section are presented solutions to problems which were identified by analysis. Economic evaluation of the proposals with their benefits and timetable is carried out in conclusion of the thesis.

Darbo analitinėje dalyje išanalizuota įmonės UAB „Mobili garantija“ remonto darbų veikla, analizei atlikti sudaryti detalūs duomenų srautų bei duomenų struktūrų modeliai. Siekiant nustatyti, ar rinkoje egzistuoja galimas problemos sprendimas, atlikta rinkoje siūlomų produktų apžvalgą. Nusprendus kurti naują remonto darbų valdymo informacinę sistemą, apibrėžti kuriamos informacinės sistemos funkciniai ir nefunkciniai reikalavimai, pasirinktos priemonės informacinės sistemos realizavimui. Projektinėje darbo dalyje panaudojimo atvejų modelis detalizuojamas veiklos diagramų schemomis. Remiantis duomenų struktūrų modeliais suprojektuotas duomenų bazės modelis, aprašytos duomenų bazės lentelių struktūros. Remiantis duomenų bazės lentelių struktūra, sudaryti vartotojo sąsajos modeliai. Pateikiamas kuriamos informacinės sistemos navigavimo planas bei langų ir formų aprašymai. Sistemos testavimo ir kokybės įvertinimo dalyje aprašomas sistemos diegimas, sudaromas sistemos įvertinimo planas. Siekiant įvertinti sistemos funkcionalumą atliekamas sistemos testavimas, kurio rezultatai pateikiami lentelėje. Taip pat pateikiami anketinės apklausos apibendrinti duomenys. / The subject of this work is computerization of repairs works management process. During the analysis of UAB "Mobili garantija" repairs management, detailed data flow and the data structure models were created. Available products offering partial solutions to the problem were overviewed and compared. Functional and non-functional requirements for the repairs management information system were defined. In the projecting section of this document, detailed activity diagrams along with a specification of a developed database model are presented. A detailed navigation plan along with specifications of each user form and report concludes this section of the document. The tests of the finished information system revealed full compliance with the specified requirements. System user survey was carried out to make more precise quality evaluations. The survey showed that users were generally satisfied with both performance and functionality of the new system. Pilot implementation of the system showed that it meets the defined requirements and can be safely used by UAB "Mobili garantija" for repairs management.

M.Comm. / Operational management is to plan and control the transformation process that converts the requirements of customers into a product or a service. The non programmed refurbishing of railway wagons at Transwerk (Germiston) is a very difficult task for the operational manager. The number of wagons and what to repair on each wagon, only become known when the wagon arrives at Transwerk. The planning and scheduling of resources like labour, material, facilities, equipment and cash flow are therefor not so easy. To overcome the difficulties of the planning and scheduling of resources, and to refurbish the wagons according to the customer's requirements and satisfaction, it is necessary to have an operational management model or system. This system comprises of functions like aggregate planning, production scheduling, planning for fixed and variable capacities, inventory planning, design of the operational process itself as well as the control of the whole system. All of this must be set in a framework of the company's overall strategy as well as the financial and operational strategies. The first part of this study deals with the heories of operational management. It is important that the operational manager is familiar with the types of decisions to be made and what concepts are available to optimise his decisions. He also needs to know which product positioning strategy and which process positioning strategy to take. In the case of Transwerk a make-to-order product positioning strategy will be used to refurbish the wagons, and a make-to-stock strategy to manufacture the components that are needed to repair the wagons. A job-shop process positioning strategy will be used, because no fixed process flow can be followed to repair the different wagons. In the second part of this study an empirical research was done. The frequency and number of the different types of wagons that were sent to Transwerk, as well as the occurrence of the repair types on the wagons, were researched. Four years (1992 to 1995 book year) of information were used. The number of wagons and when the wagons might come in for repairs in 1996, as well as what types of repairs to do, are forecasted by using quantitative techniques as time series decomposition and weighted moving averages. The forecast or aggregate plan is the starting point of any operational model. Finally the operational model is designed. The model starts with the business- and operational strategies followed by the production plan. The production plan, derived from the forecast, shows the wagons that are expected to be built for the next five years. Transwerk should check the major available resources to assure that the production can be met. After the production plan is authorised by the executive manager the operational manager can do the master schedule. This schedule shows by model level which wagon types are expected to be repaired per day per month. This information also comes from the forecast that was done. Out of the master schedule, the material- and capacity plans can be drawn up. Production can start once the operational manager finds the planning to be correct. It is important that every step in the model is controlled and that the plans are changed if necessary. A well defined operational management model will help Transwerk on the way to be a world class company.

M.Phil. / In the modern world maintenance organisations are exposed to rapid changes in equipment complexity and the maintenance thereof. Maintenance people have to adopt completely new ways of thinking and managing. If organisations and their management do not adapt to these changes and challenges they are destined to oblivion. Moubray (1991:1) states that: "Managers everywhere are looking for a new approach in maintenance. They want to avoid the false starts and dead ends which always accompany major upheavals. Instead they seek a strategic framework which synthesizes the new developments into a coherent pattern, so that they can evaluate them sensibly and apply those likely to be of most value to them and their companies" One of the viable alternative business strategies and maintenance approaches in dealing with equipment complexity and hence the management thereof, is by means of maintenance outsourcing and contract setting. If done correctly it reduces the risk of organisations and increases flexibility. During outsourcing initiatives organisations will look for benefits such as improvement of its profit margins by means of inventory reductions, improved reliability, maintenance efficiency and expert skills maintaining their assets. Coetzee (1997:24) explain that the task of the maintenance function is "to support the production process with adequate levels of availability, reliability and operability at an acceptable cost". The same principles apply in adherence to the maintenance contracts where the Original Equipment Manufacturer (OEM) or contractor also needs to support the customer with the adequate levels of availability, reliability and operability at defined costs. This can only be achieved by quality maintenance; "the right level of maintenance performed at the right time to the right equipment by workmen able and willing to deliver quality workmanship and using correct task specifications" (Coetzee, 2000a). The method used in maintenance outsourcing negotiation and binding agreements between the organisation and the contractor is a Repair and Olivier-2008 Department of Mechanical and Manufacturing Engineering - UJ Maintenance Contract; commonly known as R+M or MARC contracts. Essentially a Repair and Maintenance contract is the outsourcing of a long term Service Level Agreement (SLA) or maintenance project, normally to the OEM, or its authorised service organisation. "A maintenance and repair contract is a contractual agreement between the OEM (original equipment manufacturer), or contractor, and the equipment owner or user, where the OEM or contractor carries out all maintenance and repair activities at a guaranteed rate per hour" (Lugtigheid, et al. 2007). When organisations adapt outsourcing as a business strategy, it creates a framework of uncertainty and risk to Original Equipment Manufactures and/or maintenance contractors who has to perform the maintenance services. The focus of manufacturing and selling is thus disrupted by the challenge of the unknown playgrounds of competitiveness

Thesis. 1976. M.S.--Massachusetts Institute of Technology. Dept. of Civil Engineering. / Microfiche copy available in Archives and Engineering. / Bibliography: leaves 116-118. / M.S.

Geologists have indicated that the question is not if a catastrophic earthquake will occur in Oregon but when one will occur. Scientists estimate that there is close to 40 percent conditional probability that a Cascadia subduction zone earthquake of magnitude 8.0 or above will strike Oregon in the next 50 years. In addition, the majority of Oregon's bridge inventory was built prior to the current understanding of bridge response and prior to current understanding of the expected earthquake demands. In order to minimize potential bridge damage in the case of an earthquake, one approach is to retrofit seismically deficient bridges. However, often times the decision maker is faced with the difficulty of selecting only a few bridges within the inadequate ones. Hence, the issue of prioritizing upgrading naturally arises. The goal of this study is to assess and refine bridge prioritization methodology to be utilized for ranking Oregon's bridge inventory. CFRP retrofit has been experimentally and analytically evaluated to demonstrate the effectiveness of the technique and was found to be an efficient and economical option. A vulnerability assessment estimates that close to 30 percent of Oregon's highway bridge inventory will sustain moderate damage to collapse. However, retrofitting two most common bridge types in the inventory will reduce the number of damaged bridges by about 70 percent. A cost-benefit assessment that takes into consideration direct and indirect costs associated with damaged bridges and retrofitting of bridges shows that the benefit is up to three times the cost to retrofit. The same principle was applied to rank twelve highway segments for seismic retrofit considered important by Oregon Department of Transportation. One selected segment was considered to be retrofitted and vulnerability assessed. The benefit to cost ratios for each assessment was compared and the highway segments were ranked accordingly. The top five segments in the ranking happen to be located in the East-West corridor connecting I-5 to US-101.

M. Tech. Business Administration / The research reviews how the implementation of total productive maintenance (TPM), as a maintenance strategy, can be adopted at DCD Wind Towers (Pty) Ltd., a wind tower manufacturing company in South Africa. It also focuses on maintenance management programmes, identifies obstacles, barriers and challenges to the implementation of maintenance management programmes.

Master thesis deals with the management of tangible fixed assets in the company Ecolab Hygiene s.r.o. which is engaged in purchase and sale of cleaning, desinfectant and sanitazing detergents, rental and repairs of cleaning machines and equipement. Introductory part is focused on theoretical bases. Second part of the thesis is focused on analysis of tanglibe fixed assets in the company and property maintenance. Based on analysis established knowledge there are subsequently weaknesses identified. In the final part solutions are proposed including their economic aspect whose implementation should have possitive impact on the current status improvement.