Book Chapter10.1007/978-1-4471-2757-4_5
Defining Maintenance Management Framework
Juan Francisco Gómez Fernández,Adolfo Crespo Márquez +1 more
- 01 Jan 2012
- pp 127-147
5
TL;DR: In this article, the authors have studied the specific characteristics of maintenance in network utilities, reviewed existing standards and best current management practices, and assumed that these companies have similar objectives and management problems and that these organizations need to conduct certain activities managing similar resources.
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Abstract: In the previous chapters, we have studied the specific characteristics of maintenance in network utilities, we reviewed existing standards and best current management practices. Of course, to do that we have assumed that these companies have similar objectives and management problems and that these organizations need to conduct certain activities managing similar resources.
read more
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Citations
The Strategy Process: Concept, Context, Cases
Joseph Lampel,Henry Mintzberg,J.B. Quinn,S. Ghoshal +3 more
- 01 Jan 2013
148
Competencies development and self-assessment in maintenance management e-training
TL;DR: The development of tools to support competencies development and self-assessment in maintenance management are discussed, based on requirements arising from professional bodies’ guidelines and a user survey, which implement a dedicated maintenance management training curriculum.
14
Empirical scrutiny of the human resources management features for effective maintenance management of educational buildings
TL;DR: In this paper , the authors present the findings of an empirical assessment of human resources management features required for the effective maintenance of higher education institutions (HEIs) buildings in South Africa.
Reducing Maintenance Costs for Government Projects in Iraq Using Performance Indicators
Saifullah Omar Mohammed,Kadhim Raheim Erzaij +1 more
TL;DR: A model to reduce maintenance costs in government projects in Iraq using performance indicators is proposed. The model includes three indicators and baseline/target values for each indicator.
References
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Robert S. Kaplan,David P. Norton +1 more
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TL;DR: The Balanced Scorecard approach retains traditional financial measures which reflect past organizational acheivements, but adds three new measures of future performance found necessary in this information age with its focus on customer relationships and long-term capabilities: customer, internal business process and learning and growth.
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TL;DR: In this paper, the authors set aside much of the received wisdom of the last 200 years of industrial management and in its place presented a new set of organizing principles by which managers can rebuild their businesses.
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Process Innovation: Reengineering Work Through Information Technology
Thomas H. Davenport
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