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Achieving world class maintenance status

机译：实现世界一流的维护状态

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摘要

World class performance is the ultimate objective of many maintenance organizations. It marks the organization as a leader in its industry and sets it apart as the ultimate achiever. But what is a "world class" standard and how can it be achieved? Is there a yardstick by which an industrial organization can measure the relative performance of its maintenance activity and compare it with performance levels that universally identify "world class" status? Are there financial formulas, achievements, evaluation techniques or indices that provide this yardstick? Considerations. World class maintenance could be achieved when the organization consistently produces reliable equipment with an efficient organization by carrying out an effective program using accurate, timely, complete information to yield a long-term profitable mine operation. A world class operation is characterized by a cooperative production group, supportive staff organizations like warehousing or purchasing and is led by a visionary mine manager who can create an environment for success with a sound production strategy, clear department objectives and policies guaranteeing harmonious departmental interaction. World class status seldom results in a large banner flapping over the mine rather, it will be the satisfaction imparted to employees and customers that they are dealing with a quality organization.
机译：一流的性能是许多维护组织的最终目标。它标志着该组织在其行业中处于领先地位，并使其成为最终的成就者。但是什么是“世界级”标准，如何实现呢？工业组织是否有一个衡量标准，可以衡量其维护活动的相对绩效，并将其与普遍确定“世界一流”状态的绩效水平进行比较？是否有提供该标准的财务公式，成就，评估技术或指标？注意事项。当组织通过使用准确，及时，完整的信息执行有效的程序以产生长期可盈利的矿山运营来执行有效的计划时，如果该组织与高效的组织始终如一地生产可靠的设备，就可以实现世界一流的维护。世界一流的业务以合作生产团队，支持性员工组织（例如仓储或采购）为特色，并由有远见的矿山经理领导，他们可以通过合理的生产策略，明确的部门目标和政策来确保成功的部门互动，从而创造成功的环境。世界一流的地位很少会导致在矿山上飘扬的大横幅，相反，这是给予员工和客户与质量组织打交道的满意度。

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