2nd Edition
Equipment Management in the Post-Maintenance Era Advancing in the Era of Smart Machines
Contents
Preface
Chapter 1. Introduction to Equipment Management
Background
Maintenance Management
Equipment Management
Key Equipment Terminology
Chapter 2. Development of Equipment Management:
From Premaintenance to Maintenance Era
Phase 1: Breakdown Management
Phase 2: Preventive Maintenance
Phase 3: Productive Maintenance
Phase 4: Total Productive Maintenance (TPM)
Phase 5: TPM with Predictive Maintenance
Chapter 3. Advancing in the Post-maintenance Era: From Robotic Automation to Smart Machine to Smart Factory
The New Business Environment
The Issues of Maintenance
The Post-maintenance Era
Phase 6: Robotic Automation
Phase 7: Smart Machine
Phase 8: Smart Factory
Chapter 4. The Systems View of Equipment Management
Environmental Suprasystem
Goals and Values Subsystem
Structural Subsystem
Technical Subsystem
Psychosocial Subsystem
Managerial Subsystem
Chapter 5. Strategic Changes in the Post-Maintenance Era
Equipment Management Objectives
Organizational Structure Changes
The Platform Ownership Concept
Employee Skill Requirements
Work Environment Improvements
Management Changes
Chapter 6. Adoption of the Maintenance Concepts
Preventive Maintenance (PM)
Reliability Centered Maintenance (RCM)
Predictive Maintenance (PdM)
Maintenance Prevention (MP)
Total Productive Maintenance (TPM)
Terotechnology
Chapter 7. Equipment Management Logistics
Planning and Budgeting
Training and People Development
Customer Services and Management
Vendor, Supplier and Contract Management
Inventory Management
Chapter 8. Performance Indicators
Equipment Performance Indicators
Process Performance Indicators
Cost Performance Indicators
Integrated Indicators
Chapter 9. Computerized Management Systems
CMMS Functions
CMMS Features
From CMMS to CEMS
Implementation
Chapter 10. Transformation to the Post-maintenance Era
Environmental Studies
Managerial Preparedness
Initiate Goals and Values Changes
Initiate Psychosocial Changes
Initiate Technical Changes
Initiate Structural Changes
Glossary
References
Biography
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.






