The economic implications of equipment failure are called for effective maintenance techniques. The research investigates current maintenance practice in several New Zealand industries and the improvements that could be obtained by the use of predictive maintenance techniques. Initial research was undertaken in a series of case studies within New Zealand industries situated in Auckland. The first two cases studies were of preventative maintenance techniques of two conveyor lines in a biscuit manufacturing company. The results showed a well defined preventive maintenance schedules that was Systems Applications Products (SAP) programme was used to managed for daily, weekly, monthly and yearly maintenance activities. A third case study investigated current predictive maintenance technique involving Fast Fourier Transform analysis of shaft vibration to identify a bearing defect. The results diagnosed a machine with a ball bearing defect and recommendation was given to change the bearing immediately and install new one. The machine was opened up, a big dent was on one of the balls as predicted by the analysis and the bearing was changed. Research then looked at a novel technique called Cepstrum analysis that al lows the deconvolution of vibration spectra from separate sources. This allows identification of several defects from the monitoring of a single vibration signal . Experiments were carried out to generate transfer functions for different gear faults at two different loadings. Blind deconvolution of the signal using a homomorphic filter was used to separate the source forcing frequencies from the structure resonance effects of the two gear faults, indicating that the technique could be used successfully to monitor equipment for a range of gear faults occurring simultaneously.

Effective and efficient operations management is the cornerstone of any company's success. Presently, because of cost-cutting pressures, all investors look out for companies' operations before making any investment commitment. The South African Government (through the Department of Public Enterprises), as an owner and investor in Eskom, is looking at optimising operational excellence within state-owned enterprises like Eskom. Eskom is presently experiencing problems with increased electricity consumption which it cannot meet due to the limited plant capacity it presently has. These challenges are forcing Eskom to be more efficient and effective in management of the present plant assets (like Matimba Power Station) it presently operates. Matimba Power Station has consistently shown improvement in the areas of plant, financial and operations performance over the last three years. It is presently the standard bearer for the whole Eskom in terms of plant and operational performance. Asset management (through maintenance and management thereof), especially preventative management with in a power utility like Eskom, is a critical factor because supply (generation of electricity) has to meet demand (consumption of electricity) instantaneously as electricity cannot be saved. The planning, scheduling and execution of maintenance (through a work management process) to ensure success of business operations are very critical. An Eskom document titled Routine Work Management Manual emphasised the criticality of preventative management and included a six-step process of work management within the power generation business. The Japanese success in ensuring that operations costs are limited by implementing total productive maintenance (which includes work management) is suggested in the study as a way to go for operational success at Matimba Power Station. Many of the research studies done at Eskom in regard to maintenance were based on and confined to a sampling population of senior staff members like managers, engineers and supervisors. Experience has shown that progress of implementing change (whether in systems or structures) is slow if there was no proactive involvement of all participants and stakeholders, especially employees at lower levels involved in operations. A work management process, which is one of the pillars of total productive maintenance, was recently implemented at Matimba and is currently experiencing teething problems which are being attended to. Employee involvement in making sure of the success of work management is critical. The study investigates the implementation of work management from the employees' perspective in order to address problems for possible full implementation of total productive maintenance. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Effective and efficient operations management is the cornerstone of any company's success. Presently, because of cost-cutting pressures, all investors look out for companies' operations before making any investment commitment. The South African Government (through the Department of Public Enterprises), as an owner and investor in Eskom, is looking at optimising operational excellence within state-owned enterprises like Eskom. Eskom is presently experiencing problems with increased electricity consumption which it cannot meet due to the limited plant capacity it presently has. These challenges are forcing Eskom to be more efficient and effective in management of the present plant assets (like Matimba Power Station) it presently operates. Matimba Power Station has consistently shown improvement in the areas of plant, financial and operations performance over the last three years. It is presently the standard bearer for the whole Eskom in terms of plant and operational performance. Asset management (through maintenance and management thereof), especially preventative management with in a power utility like Eskom, is a critical factor because supply (generation of electricity) has to meet demand (consumption of electricity) instantaneously as electricity cannot be saved. The planning, scheduling and execution of maintenance (through a work management process) to ensure success of business operations are very critical. An Eskom document titled Routine Work Management Manual emphasised the criticality of preventative management and included a six-step process of work management within the power generation business. The Japanese success in ensuring that operations costs are limited by implementing total productive maintenance (which includes work management) is suggested in the study as a way to go for operational success at Matimba Power Station. Many of the research studies done at Eskom in regard to maintenance were based on and confined to a sampling population of senior staff members like managers, engineers and supervisors. Experience has shown that progress of implementing change (whether in systems or structures) is slow if there was no proactive involvement of all participants and stakeholders, especially employees at lower levels involved in operations. A work management process, which is one of the pillars of total productive maintenance, was recently implemented at Matimba and is currently experiencing teething problems which are being attended to. Employee involvement in making sure of the success of work management is critical. The study investigates the implementation of work management from the employees' perspective in order to address problems for possible full implementation of total productive maintenance. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

The U.S. Air Force (USAF) estimates it has a $33 billion (about 10 percent is airfield pavements) deferred maintenance backlog within its $263 billion infrastructure portfolio. Given the scope of this backlog and the importance of airfields, the USAF has a vested interest in finding strategies to help reverse this growing trend. Without an increase in funding, divestiture of excess infrastructure, or change in strategy, this backlog is estimated to climb to over $50 billion by 2030. Reversing the growing infrastructure backlog trend requires new methods and strategies to rethink how the USAF invests in its infrastructure. As such, the overall goal of this research is to develop a comprehensive and practical asset management approach to reduce the total cost of ownership of USAF airfield pavements. By reducing the cost of ownership, the goal is to reverse the growing maintenance backlog while maintaining a pavement portfolio capable of supporting USAF flying operations into the future. While this research is particularly relevant to the USAF, it seeks to fill research gaps within the current body of knowledge related to pavement management strategies for other agency types by presenting a practical, simulation-based methodology for work planning and budget allocation across a large pavement portfolio over a thirty-year period. The dissertation presents the development of the BEAST and RAMPSS algorithms. The BEAST algorithm is a simulation tool capable of modeling behaviors and decisions of 109 organizations managing a global network of airfield pavements over thirty years. Additionally, the BEAST is used to forecast outcomes of USAF investment decisions utilizing its current management strategies and historical behaviors. The RAMPSS is a simulation algorithm designed to select the most economical maintenance strategy for each pavement section in the USAF’s portfolio (i.e., individualized maintenance recommendation strategy for each pavement section). Analysis from the RAMPSS algorithm of the USAF’s pavement portfolio suggests that airfields are generally more cost-effective to maintain if kept in better conditions with strategies other than localized preventative maintenance. The USAF’s current maintenance strategy is unsustainable; however, switching to recommendations from RAMPSS (incorporated and modeled in the BEAST) provides a potentially significant course correction.

With the world economy becoming unpredictable, it has become a necessity for businesses to relook at the way they do business. The world has become competitive and companies that aim to become profitable have seen the need to find ways to improve efficiencies and increase productivity to stay relevant. There has been an adoption of strategies that are aimed at improving the efficiencies in companies such as Total Productive Maintenance (TPM). The strategy is aimed at improving equipment efficiencies and increase productivity through the transfer of certain skills from maintenance personnel to operators. The aim is that the operators perform some of the activities that the maintenance people used to do and they do the more complex tasks. By transferring these skills to operators there is constant cleaning, inspections and lubricating of equipment. This frees up time for maintenance people to do planning and other jobs that require time and higher skills levels. The implementation of these activities allows companies to tap into unused capacity that was always hidden by breakdowns and unplanned stops. The process however requires commitment from management and all stakeholders involved in the organisation. There are prescribed implementation processes that can be followed or companies can follow their own processes but the fundamentals of involving people from the onset must be followed. The involvement of stakeholders creates commitment at all levels and in order to sustain this initiative people must be committed to it. The inclusion of the activities transferred from maintenance people to operators, will reinforce the knowledge and habits required from operators and perhaps sustain the initiative. / MBA, North-West University, Potchefstroom Campus, 2015

With the world economy becoming unpredictable, it has become a necessity for businesses to relook at the way they do business. The world has become competitive and companies that aim to become profitable have seen the need to find ways to improve efficiencies and increase productivity to stay relevant. There has been an adoption of strategies that are aimed at improving the efficiencies in companies such as Total Productive Maintenance (TPM). The strategy is aimed at improving equipment efficiencies and increase productivity through the transfer of certain skills from maintenance personnel to operators. The aim is that the operators perform some of the activities that the maintenance people used to do and they do the more complex tasks. By transferring these skills to operators there is constant cleaning, inspections and lubricating of equipment. This frees up time for maintenance people to do planning and other jobs that require time and higher skills levels. The implementation of these activities allows companies to tap into unused capacity that was always hidden by breakdowns and unplanned stops. The process however requires commitment from management and all stakeholders involved in the organisation. There are prescribed implementation processes that can be followed or companies can follow their own processes but the fundamentals of involving people from the onset must be followed. The involvement of stakeholders creates commitment at all levels and in order to sustain this initiative people must be committed to it. The inclusion of the activities transferred from maintenance people to operators, will reinforce the knowledge and habits required from operators and perhaps sustain the initiative. / MBA, North-West University, Potchefstroom Campus, 2015