Maintenance in Saudi Industry

Maintenance in Saudi Industry Analyses the system of work in the maintenance departments of 59 Saudi industries and services. The sample includes 13 manufacturing, 12 metals, nine chemical and 25 other industries and services. The data were collected by a specially designed survey. Results show that maintenance departments employ 26 per cent of the workforce. Only 11 per cent of the maintenance staff is Saudi. Most maintenance work (83 per cent) is done in‐house. Contracting‐out maintenance work is not yet a major activity. Generally, management is aware of what should be done but is shy of doing it. Managers are aware of standard times, preventive maintenance (PM), PM frequencies, etc. The system of work, however, reflects largely the manager′s personal style. Preparation of adequate reports on performance and cost is visibly lagging behind. Top management is supportive of maintenance department needs. Problems faced reflect preoccupation with spare parts acquisition and lack of qualified manpower rather than lack of funds or top management support. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579410062194
Publisher site
See Article on Publisher Site

Abstract

Analyses the system of work in the maintenance departments of 59 Saudi industries and services. The sample includes 13 manufacturing, 12 metals, nine chemical and 25 other industries and services. The data were collected by a specially designed survey. Results show that maintenance departments employ 26 per cent of the workforce. Only 11 per cent of the maintenance staff is Saudi. Most maintenance work (83 per cent) is done in‐house. Contracting‐out maintenance work is not yet a major activity. Generally, management is aware of what should be done but is shy of doing it. Managers are aware of standard times, preventive maintenance (PM), PM frequencies, etc. The system of work, however, reflects largely the manager′s personal style. Preparation of adequate reports on performance and cost is visibly lagging behind. Top management is supportive of maintenance department needs. Problems faced reflect preoccupation with spare parts acquisition and lack of qualified manpower rather than lack of funds or top management support.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Jul 1, 1994

Keywords: Maintenance; Managers; Preventive maintenance; Questionnaires; Spare parts

References

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