Towards a value‐based view on operations and maintenance performance management

Liyanage, Jayantha P.; Kumar, Uday

doi:10.1108/13552510310503213

Cited by 123 publications

(119 citation statements)

References 16 publications

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“…This is in line with the maintenance literature (Liyanage and Kumar, 2003;Markeset et al, 2004). In fact, due to closer partnerships in the service setting, soft values emerge which must be taken into account in designing more value-adding services.…”

Section: The Importance Of Intangible Valuesupporting

confidence: 83%

“…However, closer examination reveals it is moderately important in PharmaCo and MedicaCo, less so to MetalCo and not mentioned by InsulaCo. This is in contrast with the commonly held cost-centric view of maintenance where "avoiding the costs of failure" is considered the main source of value for customers (Liyanage and Kumar, 2003;Al-Najjar, 2007). On the other hand, Pricing (overall frequency 36% and ANV 13.66) is perceived as important, indicating that customers are more focussed on the price of the service contract and spare parts than on the savings that the service contract can deliver.…”

Section: Financial Imperativesmentioning

confidence: 80%

“…Furthermore, most previous research into maintenance value has focussed on the technical and financial benefits at strategic and operational level (Al-Najjar, 2007). However, there are elements of in-tangible and soft values that are as important in decision-making as tangible values (Liyanage and Kumar, 2003;Markeset and Kumar, 2004).…”

Section: Value-in-use Of Maintenance Servicesmentioning

confidence: 99%

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Assessing the value dimensions of outsourced maintenance services

Toossi

Lockett

Raja

et al. 2013

Journal of Quality in Maintenance Engineering

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Purpose-The purpose of this research is to investigate the diverse nature of tangible and intangible value dimensions that contribute to customers' perception of value from outsourced maintenance services.Design/methodology/approach-A multiple case study approach has been adopted. Repertory grid, an in-depth structured interviewing technique, has been used in order to draw out the respondents' hidden constructs in evaluating outsourced maintenance services. Data has been collected from four customer organizations of outsourced maintenance services, and a total of 33 interviews have been undertaken. Findings-The research has identified a range of tangible and intangible value dimensions that are of importance in maintenance outsourcing decision-making. The most important value dimensions for maintenance outsourcing were found to be specialist knowledge, accessibility (of the service provider), relational dynamic, range of products and services, delivery, pricing and locality. Although we have identified the most important value dimensions we also emphasise the need to take into account the full range of value dimensions in order to understand the whole value pattern in an organization.Practical Implications-The results will be of use for maintenance service providers to help them to improve value adding capacity of maintenance services. The results can also be applied by customers to help them assess the value they receive from outsourced maintenance services. Originality/value-A different perspective on maintenance outsourcing value is provided. The value patterns in different organizations and the viewpoints of respondents in different organizational roles are described. The dynamic nature of these tangible or intangible values over time and their interrelationships has also been explored. 2

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Section: The Importance Of Intangible Valuesupporting

confidence: 83%

Section: Financial Imperativesmentioning

confidence: 80%

Section: Value-in-use Of Maintenance Servicesmentioning

confidence: 99%

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Assessing the value dimensions of outsourced maintenance services

Toossi

Lockett

Raja

et al. 2013

Journal of Quality in Maintenance Engineering

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“…Despite all that, today it is accepted that maintenance is a key function for long-term profitability in an organization [7], and for this reason, organizations are treating maintenance as an important part of their business [8], in the same way as other functions like production, marketing, sales and so on. Effective maintenance management, in fact, requires a multidisciplinary approach where maintenance is viewed strategically from the overall business perspective [9].…”

Section: Introductionmentioning

confidence: 99%

Imperfect Maintenance Models, from Theory to Practice

Carlo¹,

Arleo²

2017

System Reliability

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The role of maintenance in the industrial environment changed a lot in recent years, and today, it is a key function for long-term profitability in an organization. Many contributions were recently written by researchers on this topic. A lot of models were proposed to optimize maintenance activities while ensuring availability and high-quality requirements. In addition to the well-known classification of maintenance activities-preventive and corrective-in the last decades, a new classification emerged in the literature regarding the degree of system restoration after maintenance actions. Among them, the imperfect maintenance is one of the most studied maintenance types: it is defined as an action after which the system lies in a state somewhere between an "as good as new" state and its pre-maintenance condition "as bad as old." Most of the industrial companies usually operate with imperfect maintenance actions, even if the awareness in actual industrial context is limited. On the practical definition side, in particular, there are some real situations of imperfect maintenance: three main specific cases were identified, both from literature analysis and from experience. Considering these three implementations of imperfect maintenance actions and the main models proposed in the literature, we illustrate how to identify the most suitable model for each real case.

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“…Overall strategic goals are broken down into operational objectives, and this is followed by measuring and studying the outcomes in terms of railway infrastructure performance. The development of the model is a continuation of the research by Liyanage and Kumar (2003) andÅhrén (2008). The model is also verified in a case study on a section of track in Sweden.…”

Section: Introductionmentioning

confidence: 99%

Link and effect model for performance improvement of railway infrastructure

Stenström

Parida

Galar

et al. 2013

Proceedings of the Institution of Mechanical Engineers, Part F:

Self Cite

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Railway traffic has increased over the last decade due to its fuel efficiency and the need to reduce emissions. The railway infrastructure performance needs to be measured to allow assets to be managed effectively against set objectives. Various systems are used to collect and store data on traffic, failures, inspections, track quality, etc. However, these systems are sometimes used in an ad hoc manner, partly because of the weaknesses of traditional performance measurement systems. This paper proposes a link and effect model which is focused on the areas of continuous improvement, the key elements of strategic planning and on the underlying factors responsible for the railway performance. The model provides information on the performance of railway systems and components, and how they are linked to each other and to the overall objectives, thereby facilitating proactive decision-making. The model is applied in a case study on the Iron Ore Line in Sweden. The performance of a section of the line is studied in terms of failures, train delays and repair times, and ranked through a risk matrix and composite indicator.

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Towards a value‐based view on operations and maintenance performance management

Cited by 123 publications

References 16 publications

Assessing the value dimensions of outsourced maintenance services

Assessing the value dimensions of outsourced maintenance services

Imperfect Maintenance Models, from Theory to Practice

Link and effect model for performance improvement of railway infrastructure

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