Equipment Management in the Post-Maintenance Era : A New Alternative to Total Productive Maintenance (TPM) book cover
1st Edition

Equipment Management in the Post-Maintenance Era
A New Alternative to Total Productive Maintenance (TPM)

ISBN 9781466501942
Published April 12, 2012 by Productivity Press
255 Pages 22 B/W Illustrations

USD $54.95

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Book Description

Recent advancements in information systems and computer technology have led to developments in equipment and robotic technology that have permanently changed the characteristics of manufacturing equipment. Equipment Management in the Post-Maintenance Era: A New Alternative to Total Productive Maintenance (TPM) introduces a new way of thinking to help high-tech organizations manage an increasingly complex equipment base. It also facilitates the fundamental understanding of equipment management those in traditional industries will need to prepare for the emerging microchip era in equipment.

Kern Peng shares insights gained through decades of managing equipment performance. Using a systems model to analyze equipment management, he introduces alternatives in equipment management that are currently gaining momentum in high-tech industries. The book highlights the fundamental internal flaw in maintenance organizational setup, presents new approaches to replace maintenance functional setup, and illustrates a time-tested transformation and implementation process to help transition your organization from the maintenance era to the new post-maintenance era.

  • Breaks down the history of equipment into five phases
  • Provides a clear understanding of equipment management fundamentals
  • Introduces alternatives in equipment management beyond the mainstream principles of maintenance management

The book examines maintenance management logistics, including planning and budgeting, training and people development, customer services and management, vendor management, and inventory management. Supplying a comprehensive look at the history of equipment management, it analyzes current maintenance practice and details approaches that can significantly improve the effectiveness and efficiency of your equipment management well into the future.

Table of Contents


Maintenance Management
Equipment Management
Key Equipment Terminology
     Equipment States
     Equipment Time
     Equipment Actions
     Equipment Failure Patterns
     Equipment Performance Measurements

History of Equipment Management
Phase 1: Breakdown Management
Phase 2: Preventive Maintenance
Phase 3: Productive Maintenance
Phase 4: Total Productive Maintenance
Phase 5: TPM with Predictive Maintenance
Summary of the Pre-maintenance and Maintenance Phases

Introduction to the Post-Maintenance Era
The New Business Environment
     Operational Changes
     Equipment Characteristics
     New Enabling Technologies
     New Management Concepts
The Issues of Maintenance
     Problems in Objectives
     Structural Inefficiency
     Unsuitable for Changing Environment
Introduction to Phase 6: Post-Maintenance Era


General Maintenance Concepts and Practices
     Preventive Maintenance
     Preventive Maintenance Schedule
     Preventive Maintenance Task List
     Preventive Maintenance Staffing Requirements
     Preventive Maintenance Equipment/Tool Requirements
     Preventive Maintenance Materials/Parts Requirements
     Preventive Maintenance Information System
Reliability-Centered Maintenance
Predictive Maintenance
Maintenance Prevention
Total Productive Maintenance

Maintenance Management Logistics
Planning and Budgeting
Strategic Planning in Maintenance
Headcount Plan
Budget Plan
Tactical Planning in Maintenance
Training and People Development
Customer Services and Management
Vendor, Supplier, and Contract Management
Inventory Management

Maintenance Performance Indicators
Equipment Performance Indicators
     Safety Indicators
          Format and Variation
     Availability Indicators
          Format and Variation
     Reliability Indicators
          Format and Variation
     Maintainability Indicators
          Format and Variation
     Utilization Indicators
          Format and Variation
Process Performance Indicators
     Labor Productivity Indicators
          Format and Variation
     Nonproductive Downtime Indicators
          Format and Variation
     Customer Satisfaction Indicators
          Format and Variation
     Operational Misses and Error Rates
          Format and Variation
Cost Performance Indicators
     Cost Rates
          Format and Variation
     Cost Breakdown by Categories
          Format and Variation

Computerized Maintenance Management Systems
CMMS Objectives
CMMS Functions
     Equipment Module
     Work Order Module
     Preventive Maintenance Module
     Safety Module
     Labor Module
     Inventory Module
     Financial Module
     Calendar Module
CMMS Features
     Assessibility and Security
     Communication and Notification
     Data Entry and Presentation
     Flexibility and Customization
CMMS Implementation


The Systems View of the Equipment Management Process
Environmental Suprasystem
Goals and Values Subsystem
Structural Subsystem
Technical Subsystem
Psychosocial Subsystem
Managerial Subsystem

New Changes in the Post-Maintenance Era
Equipment Management Objectives
     Functional-Level Objectives
     Job-Level Objectives
Organizational Structure Changes
The Platform Ownership Concept
Employee Skill Requirements
Computerized Equipment Management Systems
Work Environment Changes
Management Changes
Summarizing the Post-Maintenance Era

Transformation and Implementation
Environmental Studies
Managerial Preparedness
Goal and Value Changes
Psychosocial Changes
Technical Changes
Structural Changes


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Dr. Kern Peng holds two doctorate degrees, one in mechanical engineering specializing in nanocomposite materials, and the other in business administration specializing in operations management. He also holds an MBA in computer information systems and a BS in industrial engineering.

Dr. Peng designed and has been teaching the Equipment Management course at Santa Clara University, Santa Clara, California, since 2001. In addition, he regularly teaches four other master level courses in engineering management at SCU. Before that, he also taught MIS courses at San Jose State University, San Jose, California.

Dr. Peng has more than 26 years of people and project management experience in engineering and manufacturing, with over 19 years at Intel Corporation. He has mastered all aspects of engineering and manufacturing management and has proven results in finding innovative solutions to business and engineering problems. He has been accorded more than 50 career awards in the areas of engineering design; software development; technical paper publication; problem resolution; project management and execution; teamwork; and leadership.


If you are at all responsible for equipment management, especially in high tech, you need to read this book. And give it to your boss. Dr. Peng has illustrated in great detail why equipment maintenance should no longer be considered a standalone function but rather a strategic competitive opportunity that impacts all facets of the organization.
—Kurt A. Beiter, PhD., Dept. of Mechanical Engineering, Stanford University

This book points out, in substantial clarity, that while numerous concepts have been adopted and applied over the years (such as TPM, Predictive Maintenance, etc.) they fall short of meeting the significant challenges of the future–especially in the world of hi-tech, complex equipment … an absolutely superb account of the history of equipment maintenance and the progression of new advances that have taken place over the past few decades.
—John W. Davis, author of Progressive Kaizen: Leading the Lean Initiative, and Fast Track to Waste-Free Manufacturing