【Peace of mind】Dear leaders, I would like to ask for advice on equipment management methods for corporate enterprises!
Thread Content
Dear leaders, I am a equipment management specialist who is responsible for equipment management at the headquarters of a state-owned group company. The headquarters itself does not engage in actual production; it is the subsidiary companies at the second and third levels that carry out the actual production activities. I would like to ask everyone: how should equipment management be carried out at the group headquarters? What aspects of manufacturing enterprises are of primary concern? How detailed should it be? Mainly, there are dozens of subsidiaries!
Recently, our management holds monthly economic analysis meetings, requiring a summary of the equipment operations for each month. I compiled information on the maintenance activities carried out by various companies on a monthly basis (in text form), the operation status of key installations and equipment (in table form), the inspection results for special equipment (in table form), as well as other aspects related to daily management (in text form) into a PPT. However, the management always feels that the content is insufficient and asks what else can be summarized
What kind of equipment management is involved in group enterprises? There are many types of enterprises (factories) across various industries, and their equipment cannot be compared to one another. Group-based enterprises manage fixed assets, which are categorized into categories such as production equipment, office supplies, and IT equipment. QR codes are created for each category, with the inventory information stored within those QR codes; inventory checks are carried out,...
All those things you mentioned are under the responsibility of the Assets Department. Our group is primarily a chemical enterprise; in the past, management was rather casual, with emphasis mainly on supervision and inspection. This year, with the reform of professional managers, there is a requirement to manage corporate equipment in a more thorough and detailed manner, which has left us without a clear direction
In our regular monthly equipment meetings, what is mainly summarized and discussed includes the integrity rates of key (or important) equipment and backup equipment, the maintenance of key equipment, downtime caused by failures in important equipment, as well as the time taken for repairs, the reasons for those failures, the maintenance actions taken, and any follow-up actions related to incidents that occur. Compile inspection forms for various equipment in the workshop and list the items that need to be corrected. . Completion rates, reasons for non-completion, and so on – it involves matters related to equipment upgrades and technical improvements that are scheduled to be carried out in the near future or are already in progress; it’s quite troublesome anyway. Our leaders don’t care about the process; they only look at the results. . .
But what kind of equipment management is handled at the group level? The ground beneath my feet felt empty, as if I were floating on duckweed. It’s better to control the frequency of starting and stopping operations, strictly limit unplanned stops, manage the budget costs associated with major and minor repairs, and ensure the equipment remains in good condition from the outset – all of these are more effective than focusing on individual pieces of equipment.
Okay, thank you. Our newly appointed deputy keeps asking me to work on the key parameters of rotating equipment and lubrication records. I don’t really have any ideas; in summary, compiling such parameters is just a formality without any real practical value
These groups you mentioned are also under control, but it’s impossible to fully regulate them; the subsidiaries are all independent legal entities. Now professional managers demand detailed oversight at every level; it’s really unthoughtful. . . .
You mean the operating condition of moving and stationary equipment, downtime, equipment lubrication, routine inspections, maintenance, and things like that, right? This is easy to do. Inform the person in charge of equipment at the company below that you just need to have everything you require counted according to your specifications; your role is to compile the information. However, you must be aware of any abnormalities – it’s pointless if you don’t know anything when the manager asks questions. . . If it can’t be paid by the due date, there’s an assessment, simple.
The “professional manager” in your group is likely an outsider who needs to adapt to new approaches in leadership and management.
Personal opinion: 1. First, it is necessary to have a macroscopic perspective, stay informed about relevant laws, regulations, and industry standards, and ensure that these are implemented in all units of the group. 2. Establish various management rules and regulations, with a focus on ensuring that any mandatory standards are reflected in them. 3. Develop assessment criteria by drawing on those of leading companies in the industry, in order to evaluate and assess the various units within the group. 4. Stay up to date with the latest developments both domestically and internationally, and organize subordinate companies to learn from them*