Maintenance Management Organization and Function

1
AIRCRAFT MAINTENANCE
Section 2

• Maintenance Management Organization and Function

2
MANAGEMENT FUNCTION
By Samrit RatanachenaMobile 084 3224277 e-mail
address samrit.aero_at_gmail.com
3
MANAGEMENT FUNCTION

• Management Framework
• Production system is a system whose function is
  to convert a set of inputs into a set of desired
  outputs. Production system is depicted under with
  help of chart

4
MANAGEMENT FUNCTION

• INPUT
• 4 Ms Man-Money-Material-Method/Management
• 6 Ms Man-Money-Material-Method/Management-Machi
  ne-Market
• 7 Ms Man-Money-Material-Method/Management-Machi
  ne-Market-
• Morale
• 8 Ms Man-Money-Material-Method/Management-Machi
  ne-Market-
• Morale-Message

5
MANAGEMENT FUNCTION

• PROCESS
• Henri Fayol, 1916
• POLC Planning, Organizing, Leading,
  Controlling
• Harold D. Koontz,1972
• POSDC Planning, Organizing, Staffing,
  Directing, Controlling
• Gulick Urwick, 1937
• POSDCRB Planning, Organizing, Staffing,
  Directing, Coordinating, Budgeting

6
POLC Model, Henri Fayol

• ????????? (Planning)
• ????????????? (Organizing)
• ????? (Leading)
• ????????? (Controlling)

7
POLC Model, Henri Fayol

• Planning (?????????)
• ??????????????????????????????????????????????????
  ??????????????????????????????????????????????????
  ????
• ??????????????????????????????????????????????????
  ???????????
• ??????????????????????????????????????????????????
  ???????????????????????????????????????
  ??????????????????????????????????????????????????
  ???????????????????????????
• ????????? ?????????? ?????????????? (Mission)
  ??????????????????????????? ??????????????
  ?????????? ????????????????????
  ??????????????????????????????

8
POLC Model, Henri Fayol

• Planning (?????????)
• ??????????????????????????????????????????????????
  ??????????????????????????????????????????????????
  ?????????????????????????
• ??????????? (Decision Making) ????????????????????
  ????????
• ???????????????????????? ?????????????????????????
  ?? ???????? ????????????????????
• ??????????????????????????????????????????????????
  ?????????????????????????? ????????????? ????????
  ???????????? ?????????????????

9
POLC Model, Henri Fayol

• Organizing (???????????????)
• - ??????????????? ??????? ???????????????????????
  ???????????????
• - ????????????????? ??????????????????????????????
  ???????????????????????????????
• - ????????????????????????????????????????????????
  ??????????????????????????????????????????????????
  ???????

10
POLC Model, Henri Fayol

• Organizing (???????????????)
• - ????????????????????????? (Work
  Specialization) ??????????????????????????????????
  ????????????? ?????????? ?????????????????????
  (Delegating Authority) ???????????????????????????
  ??????????????????????? (Job Description)
  ?????????????????? (Job Specification)
• ???????????????????????????????? (Organization
  Structure) ???????????????? (Span of Control)
  ???????????????????? (Chain of Command)
• ????????????????????????????
• - ?????????? (Functional)
• - ??????? (Divisional)
• - ????????????????????????? (Strategic business
  unit) ???
• - ????????????? (Matrix)

11
Modern Organization(?????????????????????????????
?)

• Organizing (???????????????)
• ???????????????????????
• ????????????????????????????????????????????????
• - ?????????????????
• - ????????? (Flat organization)
• - ??????????????????????? ??????????????????????
  ????? ???? ??? ???????????? (Re-engineering)
  ?????????????????????? (Learning Organization)
  ?????????????????? (Knowledge-base
• Organization)
• - ????????????? (Empowerment)

12
POLC Model, Henri Fayol

• Leading/Directing (???????????????????)
• - ????????????????????????????????????????????????
  ?????????????????????????
• - ????????????????????????????????????????????????
  ???????????????????
• ??????????????????? ??????????????????????????????
  ??????????? ???? ?????????????????????????????
  ???????? ????????????????????????
  ?????????????????? ???????
• ???????????????????????????????????????
  ?????????? ???????????????????????????????????????
  ??????????????????????????????????????????????????
  ????????????????????

13
POLC Model, Henri Fayol

• Controlling (?????????)
• - ??????????????????? ?????????
  ?????????????????????????? ???????????????????????
  ?????????????????????????? ??????????
  ??????????????????????????????????????????????????
  ????????????????????????????????????
  ?????????????????
• - ????????????????????????????????????????????????
  ?????????????????? ???????????????????????????????
  ? ????????????????????????????????????????????????
  ?? ???????????? ??????????????????????????????????
  ????????????????????????????

14
POLC Model, Henri Fayol

• Controlling (?????????)
• ????????? ?????????????????????????-?????????????
• ??????????????????????????????????????????????????
  ?????????????????????????????????????????????????
  ????????????????????????
• ??????????????????????????????????????????????????
  ????????????????????????????
• ????????????????????
• 1. ??????? (Standard) 3. ??????????????
  (Comparison)
• 2. ???????? (Measurement) 4. ?????????? (Take
  Action)

15
POSDC Model, Harold D. Koontz

• Planning
• According to KOONTZ, Planning is deciding in
  advance
• - what to do, when to do how to do.
• - It bridges the gap from where we are where
  we want to be.
• - A plan is a future course of actions. It is an
  exercise in problem
• solving decision making.
• - Planning is determination of courses of action
  to achieve desired
• goals.

16
POSDC Model, Harold D. Koontz

• Organizing
• It is the process of bringing together physical,
  financial and human resources and developing
  productive relationship amongst them for
  achievement of organizational goals.

17
POSDC Model, Harold D. Koontz

• Staffing
• The main purpose o staffing is to put right man
  on right job i.e. square pegs in square holes and
  round pegs in round holes.
• According to Kootz ODonell, Managerial
  function of staffing involves manning the
  organization structure through proper and
  effective selection, appraisal development of
  personnel to fill the roles designed un the
  structure.

18
POSDC Model, Harold D. Koontz

• Staffing (cont)
• Manpower Planning (estimating man power in terms
  of searching, choose the person and giving the
  right place).
• - Recruitment, selection placement.
• - Training development.
• - Remuneration. (?????????)
• - Performance appraisal. (??????????)
• - Promotions transfer.

19
POSDC Model, Harold D. Koontz

• Directing
• It is considered life-spark of the enterprise
  which sets it in motion the action of people
  because planning, organizing and staffing are the
  mere preparations for doing the work.
• Direction has following elements
• - Supervision
• - Motivation
• - Leadership
• - Communication

20
POSDC Model, Harold D. Koontz

• Directing (cont)
• 1. Supervision- implies overseeing the work of
  subordinates by their superiors. It is the act of
  watching directing work workers.
• 2. Motivation- means inspiring, stimulating or
  encouraging the sub-ordinates with zeal to work.
  Positive, negative, monetary, non-monetary
  incentives may be used for this purpose.
• 3. Leadership- may be defined as a process by
  which manager guides and influences the work of
  subordinates in desired direction.
• 4. Communications- is the process of passing
  information, experience, opinion etc from one
  person to another. It is a bridge of
  understanding.

21
POSDC Model, Harold D. Koontz

• Controlling
• It implies measurement of accomplishment against
  the standards and correction of deviation if any
  to ensure achievement of organizational goals.
• The purpose of controlling is to ensure that
  everything occurs in conformities with the
  standards. An efficient system of control helps
  to predict deviations before they actually occur.
  

22
POSDC Model, Harold D. Koontz

• Controlling (cont)
• The controlling has following steps
• - Establishment of standard performance.
• - Measurement of actual performance.
• - Comparison of actual performance with the
  standards and finding out deviation if any.
• - Corrective action

23
MANAGEMENT FUNCTION
Planning
???????????????
?????????????????????????????????? ????
???????????? SWOT
?????????????????? ?????????????????????? ???????
?????????? ????????????????????????
????????????????????????
??????????,??????,??????,????????,??????
???????????
???????????? Organization Life Cycle , BCG, GE
Matrix Product Life Cycle, 5
Forces Model
??????????
???????????? PERT/CPM? ??????????????????????????
????? IRR, NPV
???????????
???????????? ????????????????????????
??????????????????????? ???????????????
?????????????????????????????? ???????????????????
???????????????????? ??????????????????????, PDCA
?????????????
24
MANAGEMENT FUNCTION
Planning
???????????????????????
?????????????????
????????????????

• Mckinseys 7-S Model ?????????????????????????????
  ??????
• Strategy ????????????????????????????????????????
  ??????????
• Structure ??????????????????? ?????????????
  ????????????? ????????????????????????????????????
  ?????????????
• System ????????? ????????? ???? ???????????
  ????????????????????????? ??????????????
  ??????????????????? ??????????? ????????????
  ??????????????????
• Style ????????????????? ?????????????????????????
  ?????????????????????
• Staff ??????????????????????????????????
  ??????????? ????????? ??????????????????
• Skill ???????????????????????? ??????? ??????
• Shared Value ????????????????????????????????????
  ???????????????????????????????????????

????? PEST ??????????????????????????????? ???????
??????????????? ????????????????????????????
???????????????? ???????????????????????

• ?????? 5 Forces
• ??????????????????????? ???????????? ??????
  ?????? ???????? ???
• ???????????????????????? ????????????? Five
  Forces Model
• ?????????????????????????????????

????????????????? (Value Chain) Michael E.
Porter ??????? ?????????? ??????????? (Primary
Activities) ?????????????????? (Support
Activities) ?????????????????????????????????????
???????????????????????????????????????????
(Value Added) ?????????????????????
??????????????????????????????? (TQM)
??????????????????????????????????????????????????
?????????????????

• ?????????????????????????? QEIC
• ??????????? (Efficiency)
• ?????? (Quality)
• ???????? (Innovation)
• ??????????????????????????????????????????
  (Customer Responsiveness)

25
PEST  Analysis

• PEST (?????)
• ??????????????????????????? ?????????????????????
  ????????????????????????? ???
• ??????????????????????????????????
• ???????????????????????????????
  ?????????????????? ????????????????????????
  ??????????????? ???
• ??????????????????????? ????????????????????????
  ???????? ???
• ?????????????????????? ??????????????? ???
• ?????????????????????? ??????????????????
  ??????????????

• P  Political  component 
• E  Economic  component 
• S  Sociocultural component 
• T  Technological  component  

26
FIVE FORCES Analysis
27
Organization Life Cycles(???????????????????)

• ??????? ???????????????????? ??????????????????
  ??????????????????? ??????????????????????????????
  ??????????????????????????
• ?????????? ??????????????????????????????????????
  ?????????? ??????????????????????????
  ????????????? ??? ??????????????????
  ??????????????????????????????????????????????????
  ??????
• ?????????? ???????????????????????
  ??????????????????????????????????????????????????
  ????????? ???????????????????????????????????
  ????????????????????????????????????
• ??????????? ???????????????? ????????????????????
  ???????????????? ?????????????????????????????????
  ???????????????????????????????????
  ???????????????????

28
Product Life Cycle
??????????? (Introduction) ??????????????????????
?????????????????????????????????????????????????
?????????????????? (Growth) ?????????
?????????????????????????????????????????????????
???/???????????????????????????????
????????????????????????????? ????????????????????
????? (Maturity) ???????????????????????????????
???????????????????????????????????????????????
???????????????????????????????????????????????? ?
???????? (Decline) ???????????????????
??????????????????????????????????????????????????
?????????????? ??????????????????
Product Life Cycle
29
7S Analysis

• Mckinseys 7-S Model ?????????????????????????????
  ??????
• Strategy ????????????????????????????????????????
  ??????
• Structure ??????????????????? ?????????????
  ????????????? ????????????????????????????????????
  ?????????????
• System ????????? ????????? ???? ???????????
  ????????????????????????? ??????????????
  ??????????????????? ??????????? ????????????
  ??????????????????
• Style ????????????????? ?????????????????????????
  ?????????????????????
• Staff ??????????????????????????????????
  ??????????? ????????? ??????????????????
• Skill ????????????????????????
• Shared Value ????????????????????????????????????
  ???????????????????????????????????????

30
Value Chain (?????????????????)

• ??????????????????????????????????????
  ????????????????????
• ???????????????? ??????? 2 ????????
  ?????????????????????????????
• ???????????? ?????????????????????????????????????
  ??????????????????
• ????????????????? ????????????????????????????????
  ?????
• ???????????????????????? ??? ?????????????????
  ???????????????????? ?????????????????????????????
  ??? ????????????????????? 3 ?????????

- ????????????????????????????????????????????
????????????????? ???????????? -
????????????????????????????????????????
??????????????????????????? ??????????????????????
- ??????????????????????????????????????
??????????????????????????????????????????????????
????????? ???? ??????????
?????????????????????? ??????? Supplier
???????????????????? ????????????? 5.
???????????????????????? ???????
???????????????????????????????
????????????????????????????????????????? ???????

31
BCG Matrix
???????????????????????????????????? ???
???
??? (Stars) ??????????????????????????????
?????????????????????????? ???????????????????????
??????? ??????????????????????????????????????????
??????????????????????????????????????????????????
??????????????????????????????????????????????????
???????????? ?????????????????????????????????????
?????????????????????????? ???????????????????????
????????????????? ????????????????????????????????
?????????????
???????????????? (?) ????????????????????????????
??????????????????????????????????????????????????
???????????????????????????????
???????????????????????? ?????????????????????????
????????????? ??????????????????????????????????
??????????????????????????????????????????????????
??????????????????????????????????????????????????
????????????? ????????????????????? Stars
??????????????????????????????????????????????????
??????????????????????????????????????????????????
?????????????????
?????????????????????????? ???
10 ??? 20
??????? (Cash Cows) ????????????????????????????
???????????????????????? / ??????????????
???????????????????????????????
???????????????????????????? ?????????????????????
???????????????????????????????????????????
????????????????????????????????????????
??????????????????????????????????????????????????
????????
????? (Dogs) ?????????????????????????????????????
???????? ?????????????????????????????????????????
??????????????????????????? / ????????????????????
??????????????????????????????????????
??????????????????????????????????
??????????????????????????????????????????????????
?
BCG Matrix
32
Controlling
??????????????? ?? 4 ???????
??????????????????????????? ?????????????????????
?????????????????????
??????????? ???????????????????????????????????
??????????????????????????????????????????????????
????? ????????????????? ?????????????????????????
????????????????????????????????????
??????????????????????????????????
33
Controlling
???????????????

• ???????????????? Balance Scorecard
  ?????????????????????????????????????? ????????
• 1. ??????????????????
• . ???????????????????
• . ???????????????????????????????????????
• 4. ?????????????????????

?????????????????????????????? (??????)

• ??????????????? ???? TQM, Benchmarking,
  Outsourcing ??? SQC (Statistical Quality
  Control)
• ????????????????????? ???? EOQ (Economic Order
  Quantity) JIT (Just In Time)
• ??????????????????? ???????????????? ????????????
  ????????????????????????
• ????????????????? ?????????????????????????????
• ??????????????????????? ?????????????????????????
  ???????????????????????

??????????????????????

• ??????????????????????? ???????????????
  (Time-Performance Charts) ???????? ??????????
  Gantt Chart ??? Network Control (PERT/ABC)
• ??????????????????????
• ??????????????????????? ?????????????????????????
  ??????????????????????????????????????????????????
  ?????????????????? ??????????????????????????????
  ??????????

??????????????????????????
34
Balance Scorecard Model

• Balance Scorecard ????????????????????????????????
  ?????? ????????
• 1. ?????????????????? ???????????????????????????
  ???????????????????????????????????
  ????????????????????? ??? ???????????????????????
  ???? ?????? ??????? ???????????????????????????
  ?????????????
• 2. ??????????????????? ??????????????????????????
  ??????????????????????????????????????????????????
  ?????????? ????????????? ??? ???????????????
  ????????????????????????????????????? ???????
• 3. ???????????????????????????????????????
• - ??????????? (Efficiency)
• - ?????? (Quality)
• - ???????? (Innovation)
• - ??????????????????????????????????????????
  (Customer Responsiveness)
• 4. ????????????????????? ????????????????????????
  ????????

35
Total Quality Management-TQM (???????????????????
???)

• Total Quality Management
• is a comprehensive and structured approach to
  organizational management that achieves best
  quality of products and services through using
  effectively refinements in response to continuous
  feedback,

and through using them effectively in order
to deliver best value for the customer, while
achieving long term objectives of the
organization.
36
PDCA (Deming Cycle)

• Plan (??????)
• ??????? ????????????????????????????????
  ??????????????????????????????????????????????????
  ???? ???????????????????????????
  ??????????????????????????????????????
• Do (?????????????)
• ??????? ?????????????????? ?????????????
  ???????????????????? ????????????
• Check (???????????????????????)
• ??????? ????????????? ?????????????
  ???????????????????????????? ????????????
  ????????????????????????????? ??????????????????
  ???????????????????????????????

• Act (?????????????)
• ??????? ???????????????????????????
  ?????????????????????????????????
• ????????? ????????????????????????????????????
  ?????????????????????????????????????????????
• ??? ??????????????????? ??????????????????????
  ???? ?????????????????? ????????????

37
Any question?
38
(No Transcript)
39
ORGANISATION OF PRODUCTION PLANNING AND CONTROL
- PPC

• The production engineering department of a
  division of a company engaged in aircraft
  production is typically organized as follows
• 1. Central or Programme Planning Group
• 2. Methods Engineering Group
• 3. Tool Engineering Group
• 4. Material Planning Group
• 5. Scheduling group
• 6. Shop Progress Group

40
ORGANISATION OF PRODUCTION PLANNING AND CONTROL
- PPC

• 1. Central or Programme Planning Group
• This group is responsible for issue of the
  aggregate plan which specifies what products are
  to be produced in the next 1-3 years, the
  resources required to launch andsustain
  production, the broad assignment of tasks and the
  targets/standard of  performance to be achieved
  by the groups engaged in execution and control.
  Itderives the requirement of products to be
  produced from the marketing, RD, personnel,
  purchase and finance departments. The programme
  planning group is alsoresponsible for design of
  the plant layout and for taking Make or Buy
  decisions.
• 2. Methods Engineering Group
• This group is responsible for studying the design
  specifications andmanufacturing drawings, issuing
  manufacturing process instructions to the shops
  for each operation, part assembly. The
  instructions are issued together with an
  indicationof time standards, inspection stages,
  requirement of production tools, standard
  tools,machine tools, production equipment and
  materials.

41
ORGANISATION OF PRODUCTION PLANNING AND CONTROL
- PPC

• 3. Tool Engineering Group
• This group responsible for study of the process
  instructions issued by methodsengineering,
  planning, design, fabrication, proving, storage,
  issue andreconditioning of production tools.
• 4. Material Planning Group
• This group is responsible for specifying the
  requirements of materials inspecified time
  periods for use in or supporting production. This
  group derives theinformation on material
  requirements as per process instructions issued
  by themethods.

42
Organization Life Cycles(???????????????????)

• ??????? ???????????????????????
  ???????????????????? ??????????????????
  ?????????????? ????? ???????????????????????????
  ??? ?????????????????????????? ????????????????
  
• ??????????????????????????????????????????
• ?????????? ??????????????????????????????????????
  ?????????? ??????????????????????????
  ???????????????????????????????
  ???????????????????????????????????? ????????????
• ????????????????????????????????????????????
  
• ?????????? ???????????????????????
  ??????????????????????????????????????????????????
  
• ????????? ??????????????????????????????????
  ? ????????????????????????????
• ????????????????????????????????????????????
  ???
• ??????????? ???????????????? ????????????????????
  ???????????????? ?????????????????
• ????????????????
  ???????????????????????????????????
  ???????????????????

43
ORGANISATION OF PRODUCTION PLANNING AND CONTROL
- PPC

• 5. Scheduling group
• This group schedules the sequence, priority and
  time periods for the fabricationof individual
  parts and their assemblies and assigns the tasks
  to be performed byeach of the departments/shops/wo
  rk centers. Scheduling provides the cues
  for timely provision of the resources required
  for execution of the tasks, which willinclude
  drawings, process instructions, production tools,
  standard tools,machinery and equipment, materials
  and manpower.
• 6. Shop Progress Group
• This group arranges to load the jobs to be
  performed by the shops together with the job
  card, drawings, process instructions, tools and
  materials so that notime is lost in starting and
  completing the job. The group thereafter, moves
  thematerial from one work centre to the next
  centre until the job is finished. Thegroup
  provides feedback on the execution of the plans.