Today, maintenance is destined to be one of the fundamental pillars of any company that considers itself efficient and competitive. One way to conceptualize maintenance is to define it as the set of technical or administrative actions that allow a productive system to be conserved or restored to a state in which it can fulfill a required function; that is, prevent the occurrence of failures and identify and eliminate the causes of poor functioning of the equipment and installations, as well as execute the required corrective actions efficiently and at optimal costs.
Reaching world-class levels in the performance of the maintenance process implies formulating ambitious strategic plans and objectives aligned with high technological, quality and efficiency standards in the development of the maintenance value chain.
We can say with certainty that value chain management will be incomplete if it does not have a systematic and continuous process of monitoring, measuring, evaluating and improving it.
Do we frequently ask ourselves why measure, evaluate and control management? Simply because we need to know how efficient is the application of the maintenance policy that has been planned for the productive environment of the company and the assets that make it up and on the other hand, because it is necessary to know and quantify the existing gaps to define or redefine the continuous improvement plans that will allow us to achieve those world-class standards that we so much pursue.
A central element of the management control model and the value chain are MANAGEMENT INDICATORS , which must be formulated at the macro, intermediate and basic levels of the organization and must also measure all phases, processes and sub-processes.
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