A Study of mechanical maintenance Key Performance Index by AHP Method-A Case Study of CSC U-Plant

• Main Authors: Kuen-Jyi Hshieh, 謝坤吉
• Other Authors: Hsien-Tang Tsai
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/24784453943288679141

碩士 === 國立中山大學 === 企業管理學系研究所 === 99 === Outsourcing is a popular name in the employ market. It is a common situation for enterprises to adopt the outsourcing system instead of hiring employees in order to achieve the goals of cost-down and elevate the competency of enterprises. Especially at the lower level technical and heavy physical- loaded industries. China Steel Corporation (CSC) has been experiencing of applying the outsourcing system on site-work over thirty years. CSC and the subcontractor are becoming a symbiosis relationship. Nevertheless, most of the documents focused on the research between the workforce flexibility and organization performance of the subcontract system, it’s rare to investigate the integral job performance which are resulted from the cooperative working model in specific factory. Moreover, there are problems to be improved during the long period operation experiences under the similar symbiotic structure, such as work safety, quality, efficiency, management of manpower etc. which lead to results that are unsatisfied working performances. But there is no actual performance evaluation system to verify. This research conducts to find out the key successful factors and construct the key performance index of mechanical maintenance for job performances evaluation. It can be utilized to promote continuously for synchronizing maintenance performances of CSC and subcontractors. Eventually, enterprises、outsourcing employees and subcontractors can get the best of benefits from each other. This research applies the method of Analytic Hierarchy Process (AHP) to conduct interviews from experts and questionnaires survey. It was capable to be calculated the key performance factors weight for the references of the performance evaluation standard. Furthermore, the key points of recognition of maintenance performances from supervisors were analyzed the weight differentiations of sections、positions、field experiences from the EXCEL statistic program. The final conclusions were: 1 The priority to weight Key Performance Indexes of mechanical maintenance on main hierarchy structure are management of manpower(0.346), equipment maintenance(0.27), preparation of material(0.148), working environment(0.122) , working method planning(0.113)。 2 The top 80 % of KPI’s weight include 14 items listed as below: 2.1 promotion of reliability of equipment maintenance. 2.2 reduce the rate of resignation. 2.3 promotion of numbers of qualified for the testing of technical and operation licenses. 2.4 decreasing the waiting time of materials during the repair period. 2.5 increase periodical training hours. 2.6 elevate the level of education. 2.7 reduce accident occurring rate. 2.8 reduce the times of safety working accidents 2.9 reduce the trouble shooting time. 2.10 raise the rate of presence. 2.11 reduce the break down hours of equipments. 2.12 reduce the numbers of break down equipment. 2.13 raise amounts of equipment improvement proposals. 2.14 raise amounts of operation method improvement proposals. 3 From the individual survey analysis, it shows that there are obvious differentiation related to the management of manpower、equipment maintenance、working environment. 4 Based on different sections perspectives, it shows that even though most of the sections are consistent, but having diverse recognition were found. It means that only a slice difference can be observed overall. 5 Based on different positions perspectives, it shows that different levels of authority are consistent in top two KPI indexes on main structure. the others indexes have slice differences. 6 Based on different experienced perspectives, it shows that reverse result occurred between veterans and people who are not experienced for long time of work, and the former focus on the management of manpower; the latter focus on equipment maintenance.