IRIM TECHNICAL GUIDE: MAINTENANCE HUMAN RESOURCES

RENOVETEC editorial, through the IRIM (RENOVETEC Institute of engineering of maintenance) has published the Guide technique: The resources humans in maintenance. The Guide, composed by a total of 11 chapters and more than 200 pages edited in color, analyzes in depth each one of them aspects more important related with the management of them resources human in departments of maintenance: charts possible, description of posts of work direct e indirect, motivation, work environment, processes of increase and reduction of staff, it outsourcing and its consequences in them resources human , the staff budget...

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ISBN: 978-84-617-3302-6

Price: 95€ (VAT and shipping included in peninsular Spain)

Language: Spanish

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Maintenance departments are areas with a large load technical and subject to conditions of work and job stress higher than from other departments, and therefore have features that make them unique. It guide them resources human in maintenance seeks to offer an approach practical and useful to them responsible of the area of resources human of companies that include departments of maintenance can know with advance them problems to which must face is in the management of the personal of such departments.

The publication is the first of a series of practical guides that approach each of the areas of the maintenance of facilities management. The next technique IRIM Guide, to be published in the month of December 2014, will approach the development of the maintenance plan, and will try to show the methodology to follow to develop maintenance plans easily and efficiently.


INDEX

1. MAINTENANCE OBJECTIVES                                        

BASIC IDEAS ABOUT MAINTENANCE                                                       

MAINTENANCE OBJECTIVES

  • Availability objective 
  • Reliability objective 
  • The useful life of the plant
  • Budget fulfilment

THE MENTALITY OF MAINTENANCE TO SHORT TERM

POSSIBILITIES TO DEAL WITH THE MAINTENANCE OF A PLANT

  • Maintenance performed by the owner in its entirety
  • Operation and maintenance by the owner with the support of manufacturers
  • Operation and maintenance performed by the engineering company responsible for the project
  • Maintenance performed by a specialized company

2. ORGANIZATIONAL CHARTS IN MAINTENANCE DEPARTMENTS 

MAINTENANCE CHART 

CRITERIA FOR THE DEFINITION OF THE ORGANIZATIONAL CHART

  • Determination of the indirect jobs
  • Development of the maintenance plan
  • Estimation of preventive workload
  • Outsourcing policy
  • Corrected preventive workload calculation
  • Speed of response
  • Availability objective
  • Specialities analysis
  • The final composition

TYPICAL ORGANIZATION CHARTS 

  • Basic organization chart
  • Trades organization chart
  • Organization chart for type of maintenance
  • Schedules organization chart
  • ‘Pool’ of maintenance staff
  • Advantages and disadvantages of each organization chart
  • Complex organization chart

3.  DESCRIPTION OF INDIRECT JOBS

INDIRECT JOBS

JOB DESCRIPTION

MAINTENANCE DIRECTOR

  • Roles and responsibilities
  • Academic and educational profile
  • Perfil personal
  • Relaciones de dependencia

MANAGER OF OFFICE MAINTENANCE TECHNIQUE

  • Roles and responsibilities
  • Academic and educational profile
  • Personal profile
  • Dependence relations

MAINTENANCE MANAGER

  • Roles and responsibilities
  • Academic and educational profile
  • Personal profile
  • Dependence relations

MANAGERS AND TEAM LEADERS

  • Roles and responsibilities
  • Academic and educational profile
  • Personal profile
  • Dependence relations

RESPONSIBLE FOR WAREHOUSE OF SPARE (STOREKEEPER)

  • Responsibilities
  • Academic and educational profile
  • Personal profile
  • Dependence relations

OTHER INDIRECT JOBS

  • Planner
  • Preparer
  • Verifier
  • Damage analyst
  • Workshop manager
  • Safety technician
  • Administrative
  • Data recorder 
  • Purchasing manager
  • Responsible for the deposit of tools

4. DESCRIPTION OF DIRECT JOBS

DIRECT JOBS IN MAINTENANCE

MECHANICAL ADJUSTER

ASSISTANTS

LOW VOLTAGE ELECTRICIAN

HIGH VOLTAGE ELECTRICIAN

ELECTRONIC

INSTRUMENTALIST

CONTROL ENGINEER

OILER

LOCKSMITH

VALVES SPECIALIST

SPECIALTIES ACCORDING TO THE TOOL THAT USED

5. TRAINING PLAN

THE IMPORTANCE OF PLANNING THE TRAINING

PRIOR LEARNING

LA FORMACIÓN DE ACOGIDA

INITIAL TRAINING 

THE SPECIFIC TRAINING OF MAINTENANCE STAFF

OBLIGATORY COURSES

TRAINING IN ENVIRONMENTAL MANAGEMENT

SPECIFIC COURSES OFFERED BY EQUIPMENT MANUFACTURERS

TRAINING COSTS

ROTATION STAFF AND THEIR TRAINING

CONTINUOUS TRAINING

  • Objectives of the continuous training
  • Advantages and disadvantages of continuous training

DOCUMENTING THE ANNUAL TRAINING PLAN

GRANTS AND TRAINING

GRANTS ARE NOT EVERYTHING

6. INCREASE AND STAFF REDUCTION PROCESSES

ADDITIVE PROCESSES: HIRING STAFF

  • Recruitment
  • Selection: selection tests
  • Selection: the final interview
  • Contracts types
  • Companies specializing in personnel selection
  • Adjustment period

SUBTRACTIVE PROCESSES: STAFF REDUCTION

  • Dismissal
  • Off works
  • Change of department
  • Early retirement
  • Record of regulation of employment

7. THE ROTATION OF STAFF: CAUSES AND CONSEQUENCES

CAUSES OF UNWANTED ROTATION

PROBLEMS ARISING FROM THE EXCESSIVE ROTATION

CAUSES OF ROTATION ANALYSIS: OUTPUT INTERVIEW 

ADVANTAGES OF A 'SUSTAINABLE' ROTATION

8.  MOTIVATION AND WORK ENVIRONMENT

WHATS IS THE WORK ENVIRONMENT?

RESPONSIBLE FOR THE WORK ENVIRONMENT

EVALUATION

  • Independence
  • Environmental conditions of work
  • Leadership
  • The relations between the members of the team
  • Involvement
  • Procedures existence
  • Emergency level
  • Recognition
  • Remuneration system
  • Equality
  • The existence of several labour environments
  • Other factors

9. VERSATILITY AND SPECIALIZATION

VERSATILITY AND SPECIALIZATION

SPECIALIZATION

ADVANTAGES AND DISADVANTAGES OF SPECIALIZATION

THE VERSATILITY AS A TACTIC FOR OPTIMIZATION

THE EVOLUTION FROM SPECIALIZATION TO THE VERSATILITY

10. OUTSOURCING

WHY THE COMPANIES HIRE THE MAINTENANCE TO OTHERS

  • Reduction of costs
  • Conversion of fixed into variable costs
  • Lack of knowledge and/or technical resources
  • Flexibility in the management of human resources
  • The achievement of results or its improvement

EVOLUTION OF THE HIRING OF THE MAINTENANCE

ADVANTAGES OF THE MAINTENANCE OUTSOURCING

  • Advantages related to human resources
  • Advantages related to tools and technical resources
  • Advantages related to knowledge and working methods
  • Advantages related with the materials and spare parts
  • Advantages related to the technical results
  • Advantages related with economic results 
  • Advantages related to the organizational improvements and management

OUTSOURCING DISADVANTAGES AND RISKS

  • Rising prices and loss of competitiveness
  • Subcontracting
  • Loss of control of the technical results
  • Loss of know-how

THE ILLEGALITY OF THE ASSIGNMENT WORK

11. MAINTENANCE BUDGET

THE BUDGET OF MAINTENANCE

STAFF BUDGET

SPARE PARTS AND CONSUMABLES NEEDED

CONTRATOS NECESARIOS

TECHNICAL RESOURCES AND TOOLS

FAULT PROVISION 

INSURANCE, FRANCHISES AND LIMITS OF LIABILITY

UNEXPECTED EVENTS

APPROXIMATE AVERAGE WAGES

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