Tasks required for workshop equipment management
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We are a newly established petrochemical company, and our equipment management is still quite inadequate. We have adopted some of Sinopec’s systems, but implementing these systems requires support in terms of technology, human resources, and leadership attention, among other things. Therefore, I would like to ask those experienced experts in equipment management for their advice. The main issues are as follows: 1. How should the responsibilities for equipment management be divided? There are currently disputes regarding which tasks should fall under the responsibility of the Operations Department, which ones should be handled by the operation workshops, which ones should be taken care of by the maintenance company, and which ones should be the responsibility of the Logistics Department ； 2. The common practices suitable for medium-sized petrochemical enterprises at present ； 3. Allocation of personnel management at all levels ； and division of responsibilities ； 4. How should the evaluation of equipment be carried out? Please share any good practices ；
Actually, the way to resolve disputes is for the workshop to take responsibility. The maintenance company assigns personnel to the workshops, which are then responsible for allocating them. The Operations Department is responsible for overall coordination across the plant, while the Logistics Department handles external coordination.
In our view, equipment management also seems to be a difficult problem to solve. The company has been in operation for nearly 10 years yet is still not at its best; despite numerous changes, it is difficult to determine what the optimal state should be. In the end, it seems that the production workshop, as the core element, is the only constant, while the cooperation from other departments is insignificant. However, responsibility and power must be given equal importance in order to manage effectively; neither can be lacking.