The purpose of this paper is to provide an overview of state-of-the-art of maintenance management audit and to show a case study of maintenance audit and its results in the Czech Republic. Authors proposed audit methodology based on world and own experiences. It was defined hundred thirty audit criteria divided into ten maintenance management areas. Using expert approach to review of maintenance managers and documentation according to audit criteria enables to obtain answers and their assessment presented in percentage of audit criteria fulfilment. After that there is applied SWOT analysis method to determine mainly weakness (gaps) in real maintenance management processes comparing with world excellence maintenance class. On the base of the gaps there are recommended topics for maintenance improvement. Value of the results is a help to maintenance managers and supervisors in maintenance audit executing as a tool for maintenance management improvement.
Number of asset management models, methodologies and tools are available and well known today. However, companies in industry adopt various organizational approaches to the asset management processes. This paper summarizes several examples of maintenance process models and presents a comparison of examples (benchmark) of real maintenance organizational structures. Used examples originate from chemical, petrochemical and automotive industries. On this background, a case study of major maintenance organization change in Unipetrol, a central-european refinery and petrochemical group (part of PKN Orlen), is presented and analysed. The goal of the implemented changes in the company was to increase the overall efficiency of the maintenance organization, mainly in the areas of management, and to achieve the set KPIs. Organizational changes were implemented on the base of the model of a close connection between maintenance and production organizations in the form of a Multi-profession production team, named "Facility team". Changes in the organisational structure and asset management processes described in the paper had finally a significant impact on the number of management positions (reduction by 25 %), roles, competences and the asset management process flow. Regarding the quantitative impacts to KPIs in areas fulfilment of process safety requirements and efficiency after implementation of these changes, we notices a positive effect in the horizon of the coming year and the impacts are also evaluated and analyzed in the paper.
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