Learn how to:

• Bring leadership and proven management techniques to the maintenance manager's role.
• Reduce maintenance backlog, control costs, reduce maintenance inventory and stockouts.
• Increase maintenance productivity, establish preventive programs, assure the vitality of the plant's equipment, extend equipment uptime, and improve customer satisfaction.
• Motivate the workforce, and wisely use available information resources
• Develop an appropriate maintenance budget which makes allowances for unforeseen emergencies.
• Install a Computerized Maintenance Management System to increase scheduling efficiency and productivity.

Course Objective:

Understand how maintenance management affects productivity and profitability. Develop skills to effectively manage maintenance by focusing on seven critical areas.

About This Course:

As one course among many offered in the American Management Association's curriculum, How to Manage Maintenance has been designed for the manager whose time is at a premium. It provides self-paced, individualized study; learning and self-evaluation through in-text exercises. Edward Hartmann is a registered professional engineer (P E.) and past president of several chapters of the Institute of Industrial Engineers (IIE). He has served as director of the Management Division and as chairman of the IIE Maintenance Task Force. Mr. Hartmann initiated and chaired the 1984 and 1985 International Maintenance Conference and has served on its Program Committee ever since. He has conducted Maintenance Management and TPM seminars for business and professional organizations in the United States and overseas, among them the American Institute of Plant Engineers (RIPE), the Institute of Industrial Engineers, the Institute for International Research (IIR), the Norwegian Society of Professional Engineers, CIDES in South America, and the APRC in Singapore and Malaysia.

Donald J. Knapp graduated in civil engineering from Georgia Tech. After Navy service, he obtained a graduate degree in industrial engineering at the University of Southern California. He has worked in aerospace manufacturing, at Univac, in computer services, data communications, facilities operation and construction, testing and inspection, plant maintenance, manufacturing systems, operations management, and information management. He has held such titles as: engineer, technical supervisor, project manager, director of engineering, director of plant engineering, director of computer systems, vice president/ sales and marketing, vice president/general manager, and president. He currently consults in the United States, Canada, South America, Europe, and the Pacific Rim area. He is a licensed professional engineer (PE.).

Joseph J. Johnstone, a management consultant specializing in manufacturing management and training, was corporate manager of engineering services for Armour Foods and Armour Dial before founding Engineering Management Systems, Inc. Mr. Johnstone has also served as an advisory editor to Training magazine, a member of the advisory editorial board for Factory magazine, and a fellow and former national president of the American Institute of Plant Engineers. Kenneth G. Ward spent over 20 years in various management positions at IBM before becoming a vice president of Engineering Management Systems, Inc., a management consulting firm. Mr. Ward has held numerous leadership positions in regional and national affairs for the American Institute of Plant  Engineers and has written extensively on engineering and maintenance topics. The publisher wishes to thank Salvatore T. Cordaro, president, Cord Associates, and Professor Lawrence J. Mann, Department of Industrial Engineering, Louisiana State University, for their help in reviewing the manuscript of this course.

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