| Summary: | 碩士 === 國立中山大學 === 企業管理學系 === 87 === ABSTRACT
This study selects China Steel Corporation as research object and analyzes the significant maintenance managerial factors of its automation production lines. The research method and objectives are listed as follows:
1. Paper review and investigation on local companies' total productive maintenance system and China Steel Corporation's maintenance managerial system was done first to establish the hierarchy structure of the significant maintenance managerial factors of automation production lines.
2. Analytic hierarchy process method was then used through questionnaire survey to solicit the opinions of specialists and scholars who are experienced on automation production lines. Empirical research is conducted on the distribution of weight of the significant maintenance managerial factors of automation production lines. Then the significant maintenance managerial factors were summarized for the reference of implementing maintenance managerial system of automation production lines.
3. The investigation on managerial issues could inspire the previously technical oriented maintenance managerial personnel to combine technology and management so as to enhance the maintenance quality and performance of automation production lines.
The study result implies the priority of the significant maintenance managerial factors of an automation production line in the following order: (1) Effective allocation of human resources, (2) Total involvement, (3) Establishment of maintenance consciousness, (4) Support of superior managers, (5) Management on maintenance cost, (6) Implementation on self maintenance activities, (7) Implementation on individual improving activities. In sum, this study provides the following conclusions and recommendations: Effective allocation of human resources, the most significant one among the significant maintenance managerial factors of automation production lines, can not only inspire every employee to bring his or her skill and talent into fully play, but also make the implementation of this maintenance managerial system more effective. Total involvement can enhance maintenance work both on quality and performance. Establishment of maintenance consciousness can convince both the managerial and operational personnel the value and importance of maintenance work. Finally, the top manager's pioneering example can also create a unanimous consensus and action, which will be of great help to the promotion of maintenance work.
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