An Equipment Maintenance Management Mode Based On Synergy

The undeniable global competition, characterized by both a technology push and a market pull, and the rapidly evolving technology and increased customer requirements put forward a lot of challenges for management. One of these challenges concerns maintenance of production equipments. High-speed technological innovation combined with severe competition shortens the equipment life cycle and puts equipment under higher stress. The purpose of this study is to improve the level of equipment maintenance management and to build competitive advantage for many enterprises in China. The major contents include: Firstly, a new mode of equipment maintenance management is put forward based on three points: the review of three basic thoughts for managing equipment maintenance business; the evolution of failure rate curve; and the comparison of three methods of resource allocation. In this mode, the total life cycle of equipments is decomposed two different periods. During the first phase, correctly maintaining is critical and equipment suppliers should play an important role. While the second phase, the specialization service from equipment maintenance enterprises is key to reduce the total maintenance cost and meet the requirements for market change and production system. This thesis describes the architecture of the mode using supply chain topology structure, introduces the basic contents of it affected by five factors, and brings forward the implement framework of it. Secondly, the inside synergy between functional departments is discussed from the view of BPR with the assumption that BPR is an effective method for achieving synergy. After introducing the basic concept of process and maintenance management process, the thesis brings forward a method on the basis of activity-flow chart to find the unreasonable process. For illustrating the application, the paper studies two processes in details. Some suggestions are put forward from the perspectives of deleting all active cycles and reducing redundant trip. Due to the simplification of business process and deletion of non-value added activity, synergic effect is achieved and OEE is improved notably. Finally, the network synergy among many enterprises is studied according to the framework introduced by Porter. Also, process model is built to reflect the synergic evolution of equipment maintenance management. It includes three organic phases: competition, integration and synergy. The another contribution of this thesis is to bring forward value chain model of equipment maintenance enterprise on the basis of concepts from service supply chain, which can be used to synergic analysis and the discussion of acquiring competitive advantage. Besides, the thesis studied the identification of synergetic opportunity and the achieving of synergetic benefits.