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Maintenance Organizational Structure
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Guideline to Good Practices For Maintenance Organization and Administration
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Management Succession


DOE-STD-1051-93
5)
Ensuring maintenance division personnel are properly trained and qualified
6)
Developing personnel for key supervisory and management positions
7)
Monitoring maintenance performance by performing activities such as the
following:
a) observing personnel performing their duties
b) promoting personal involvement and continuing assessments by key
subordinates
c) communicating frequently with subordinates
d) reviewing performance monitoring trend reports, reports from the
quality program, and reports from other groups or activities
8)
Reviewing assessments performed by outside organizations
9)
Identifying root causes of problems, initiating corrective actions, and
tracking actions to completion
10)
Ensuring incorporation of industry operating experience into appropriate
aspects of maintenance operations
b.
Staff Assistants
Staff assistants may be designated within the maintenance organization to
fulfill certain staff functions for the maintenance division manager. When
designated, the staff assistant's duties, responsibilities, and reporting relationship
should be clearly defined in position descriptions approved by the maintenance
division manager. Staff assistants should not perform functions that are the
responsibility of line management.
c.
Department Managers
The managers of the line operations and support departments generally report
to and receive instructions from the maintenance division manager. Department
managers should be responsible for the activities of personnel assigned to their
department. In addition, department managers should be held accountable for
ensuring that plant policies and procedures are carried out.
5


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