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Equipment maintenance in chemical enterprises has a significant impact on production and the overall efficiency of the enterprise. Under market economy conditions, how to reform the equipment maintenance management system, reduce corporate operating costs, organize and manage maintenance personnel scientifically, and fully motivate their enthusiasm for work has always been a concern for chemical enterprises. To carry out this task effectively, it is crucial to establish a practical equipment maintenance management system based on the actual conditions of the enterprise. I. Centralized management of maintenance personnel with decentralized operations XX Company owns over 3,600 sets of various production equipment, which are distributed across 9 workshops throughout the company; each workshop has some large-scale equipment as well as equipment with a high level of technical complexity. Our company previously implemented regional maintenance, but due to a shortage of maintenance personnel and varying levels of technical skill, it was often difficult for them to handle complex faults or the repair of equipment that required high technical expertise. Later, centralized maintenance was implemented, with all maintenance personnel managed under a centralized system. While this is advantageous for resolving major faults, it leads to delayed repairs for the common faults, which account for the majority of incidents. In light of the above situation, XX Company has reorganized and assigned tasks to its maintenance staff across the entire plant. A maintenance workshop has been established, with the workshop supervisor in charge of managing all the maintenance workers. At the same time, all the plant’s equipment is divided into three operational areas; maintenance personnel of appropriate numbers and with suitable technical skills are assigned to each area to form three regional maintenance teams. In addition to the three area maintenance teams, the entire maintenance workshop also includes a comprehensive team and an inspection team. The responsibilities of each team are as follows: 1. Regional Maintenance Team: Responsible for troubleshooting equipment in its respective area, guiding and supervising operators in the proper use of the equipment, and carrying out routine and periodic maintenance on it as required. 2. Comprehensive Team: Responsible for carrying out various equipment repair plans within the factory, as well as the installation, relocation, commissioning, and modification of equipment, in addition to handling some temporary tasks. 3. Inspection team: It is actually composed of the head of the maintenance workshop and a maintenance engineer with comprehensive technical skills; their technical expertise complement each other, enabling them to effectively resolve mechanical faults. Since the number of members in each regional team is kept as low as possible, when there are a large number of equipment failures in a particular area, the maintenance staff may be overwhelmed. In cases where complex failures are difficult to resolve by the local team, the inspection teams step in to assist, thereby increasing the maintenance capacity in that area, compensating for any technical shortcomings, and ensuring balanced equipment maintenance across all areas of the plant. Through this model of centralized management for decentralized maintenance, the tasks of each team were clarified, work efficiency was improved, the maintenance staff could be optimized in composition, and at the same time the issue of a shortage of highly skilled maintenance personnel was resolved, thus ensuring the smooth progress of production. II. Quantitative assessment of maintenance personnel’s performance: In the past, the quantitative indicators used to assess maintenance personnel included the equipment integrity rate, downtime due to failures, equipment availability rate, equipment utilization rate, and maintenance costs per 10,000 yuan of output value. However, these methods were very complicated to implement, and the accuracy of the data obtained was often compromised. When formulating the evaluation criteria, we conducted a thorough analysis of various quantitative indicators from previous periods. Based on an understanding of the significance of each indicator, we decided to simplify them to make them easier to use and more targeted. With this in mind, we developed evaluation methods for each team. 1. Regional team assessment: We consider the three regional teams as three separate assessment units and calculate scores for each of them. To achieve fast and high-quality repairs while reducing costs, we have established two assessment indicators: “equipment uptime rate” and “parts consumption cost”. “The calculation method for “equipment availability rate” is similar to that of “equipment utilization rate”. Equipment availability rate = Available operating time of the equipment / (Available operating time of the equipment + Time spent in queue due to failures), where the time spent in queue due to failures does not include the downtime caused by waiting for tasks to be processed. Part consumption costs include both purchased parts and self-made parts. Based on past experience and taking into account the current equipment conditions in each area, assessment criteria were established for the three regional teams. The full score for each assessment criterion is 100 points, with each of the two indicators accounting for 50%. The specific procedure is as follows: when a device malfunctions, the equipment attendant in the workshop where the device is located fills out a \"Fault Repair Form\", indicating the device’s number, name, the time the fault occurred, and details of the fault. This form is then handed over to the maintenance staff in that area. Once the repair is completed, the equipment attendant fills in the duration of work performed and a list of parts replaced on the form. After both the maintenance staff and the equipment attendant sign it, the form is kept by the equipment attendant in the respective workshop and sent to the back-office workshop on the settlement date, where the \"fault resolution rate\" and \"part consumption costs\" for each area are calculated. After comparing the statistical data for each region with the corresponding evaluation criteria, the group scores for each region are determined to determine the awards. 2. The assessment score for the inspection team is the average of the assessment scores of the three regional teams. The daily work of the integrated team is arranged through specific plans or ad-hoc orders; the work process and outcomes are relatively clear. Moreover, repair plans are often disrupted by urgent tasks, so their evaluation is handled flexibly by the back-office workshops. Practice has shown that this method is simple and easy to implement, with the two indicators complementing each other to achieve the following results: 1. It boosts the enthusiasm of maintenance staff and improves the quality of repairs. Since the shorter the time spent waiting for a fault to be resolved, the higher the \"fault resolution rate\" is, maintenance staff promptly start working on repairs as soon as they receive a repair request. Moreover, in order to reduce the number of faults, they strive to carry out thorough repairs rather than dealing with them perfunctorily, thereby **improving the quality of repairs**. Furthermore, the assessment scores of the inspection teams vary depending on the regional teams, which also enhances their willingness to assist those regional teams in solving problems. 2. Reduced maintenance costs: In an effort to solely maximize the ‘equipment uptime rate’, there may be a tendency to replace components indiscriminately for the sake of convenience during maintenance, which leads to increased costs. “The statistics on “part consumption costs” were developed precisely to address this phenomenon; although they cannot accurately reflect the equipment maintenance costs, they encourage employees to repair and reuse existing parts, thereby reducing maintenance expenses. Under the combined effect of these two evaluation criteria, maintenance work is carried out quickly and efficiently at low costs, achieving the purpose of the evaluation criteria we designed. 3. Consciously supervising and guiding operators in the maintenance and use of equipment: Under the constraints of this assessment mechanism, in order to extend the interval between equipment failures and reduce the number of failures, maintenance personnel generally manage to consciously supervise and guide operators in using the equipment correctly and maintaining it as required, thus acting as on-site supervisors for the equipment. III. Different maintenance methods are applied according to equipment categories. We divide all equipment into two main categories: key and general. The criteria for identifying key equipment are: large-scale equipment that is difficult to overhaul in this factory, equipment for which spare parts are hard to obtain, and equipment whose shutdown would have a significant impact on production. The rest are general equipment. For key equipment, we schedule planned repairs. The repair plan focuses on fixing individual issues; the specific repairs to be carried out are determined based on the product’s manufacturing requirements. Major overhauls are avoided as much as possible in order to reduce downtime and maintenance costs, and it also makes it easier to schedule repairs during holidays. For ordinary equipment, repair is carried out after the problem arises. Since the spare parts for such equipment are readily available in the market at relatively fixed prices, repairing them after the issue occurs prevents long periods of downtime due to waiting for parts. This approach also takes advantage of the benefits of collaborative efforts within society, helping to reduce inventory levels and lower capital investment. By combining the two repair methods, some unnecessary repairs can be avoided, maintenance costs can be reduced, and it is easier to arrange repair times flexibly, thus effectively resolving the conflict between maintenance and production. The key to an equipment maintenance management model is to adapt it to the actual conditions of the enterprise in order to achieve good results. Through more than two years of practical application, we have proven that the aforementioned methods are effective; equipment maintenance management has become organized and is on a positive development track. Issues such as laxness, inefficiency, and lack of responsibility from before have been corrected, and the frequency of equipment failures has significantly decreased.