Maintenance task, organization

Corrective maintenance condncted following a failure must be carried out in a similarly controlled manner. However, the engineer must manually construct the maintenance task schedule following investigation of the problem. The risk to GxP compliance, therefore, increases due to the manual intervention. It is essential that the organization of the EDMS and MMS, in particular, is structured to ensure that SOPs, documentation, drawings, and information are easily accessible through the relationship to a specihc system. 

A. Performance measiires The first step in establishing an effective maintenance basics program is to identify and establish performance measures. Most experienced managers have learned that you get what you measme. Successful pharmaceutical plants develop and implement a series of supportive key performance measures to track and manage improvement of maintenance/reliability. Examples are mean time between failure, maintenance cost per unit of output, percent planned and scheduled maintenance, preventive maintenance tasks completed, expense maintenance cost as a percentage of replacement asset value, etc. These indicators must be available to aU levels of an organization and shoiild be used to maximize individual and group contributions. It would be best if these indicators were part of the reliability-balanced scorecard. 

The Risk Assessment Worksheet should be used for all maintenance tasks. What is known in maintenance is that a maintenance organization, in order to be successful, must have defined processes, and thus this worksheet is one of the important processes one must utilize in order to be successful. What makes this process so important is that lives are at risk if we do not follow it. 

The organization of a maintenance task can be divided into the following... 

Error free operation and maintenance can only occur within an effective management system. At the level of the task itself, this is provided by operating instructions. However, at a more global level, separate tasks have to be organized in a systematic manner, particularly if hazardous operations are involved, and where several individuals need to coordinate to achieve an overall objective. This section illustrates some accidents due to poor organization of work or failure to carry out checks. 

Following the reauthorization of Superfund in 1986 under the Superfund Amendments and Reauthorization Act (SARA), the agency received major new mandates. SARA broadened ATSDR s responsibilities in the areas of public health assessments, establishment and maintenance of toxicological databases information dissemination, and medical education new groups within ATSDR were organized to carry out the new tasks. By August 1989, the agency had assumed its current structure. 

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