Skip to main content
Article thumbnail
Location of Repository

Impact of corporate culture on plant maintenance in the Nigerian electric-power industry

By Mark C. Eti, S. O. T. Ogaji and S. D. Probert

Abstract

Comparisons have been made of modern maintenance-practices, i.e. in the more developed economies, with what occurs in Nigeria. Significant differences arise due to variations in corporate culture, pertinent learning opportunities and effectiveness of strategic planning. The managerial implications of these divergences are discussed. A systematic, total productive-maintenance (TPM) approach needs to be adopted to allow corporate changes to be implemented at a rate commensurate with each organization's evolving culture. This paper advocates that maintenance should be managed better, in each organization, so as to cultivate a sense of ownership in the operators. Also autonomous maintenance-teams, consisting of operators, engineers and managers, should be set up with the aims of improving personnel competence and equipment performance

Publisher: Elsevier
Year: 2006
OAI identifier: oai:dspace.lib.cranfield.ac.uk:1826/995
Provided by: Cranfield CERES
Journal:

Suggested articles

Citations

  1. (2002). An evolution of excellence: some main trends, doi
  2. (1999). Assessing for Excellence: a Practical Guide for Self-Assessment, European Foundation for Quality Management,
  3. (1998). Beyond World Class, doi
  4. (1994). Building a learning organization,
  5. (1994). Can organizations have a learning disability?
  6. (1995). Creating the learning organization – an essential ingredient for attaining customer loyalty,
  7. (1996). Developing an organisation capable of implementing strategy and learning,
  8. (1996). Developing an organization capable of implementing strategy and learning, doi
  9. (1997). From knowledge to action: the impact of benchmarking on organizational performance, doi
  10. (1999). Implementing a quality-management programme: the three C’s of success – commitment, culture and cost. doi
  11. (1995). Infinity model for organizational excellence,
  12. (2001). Is quality taken for granted?
  13. (1999). It’s the learning: the real lessons of the quality movement,
  14. (2002). Learning to compete: the value of internal benchmarking, doi
  15. (2000). Maintenance Management: A New Paradigm http:www.maintenanceresources.com/RCM/.
  16. (2000). Maintenance: a business-centre approach, Chris Thomas Associates,
  17. (2000). Organizational longevity and technological change, doi
  18. (1999). Quality is a winning formula, The John Simons Lecture,
  19. (2000). Quality Management Systems: Fundamental Vocabulary, Final draft International Standard Organization for Standardization,
  20. (2003). So shat do you know about your overall equipment effectiveness? http://www.swspitcrew,com/html/june_oohlml
  21. (1992). The art of Japanese Management,
  22. (1998). The challenge of managing organizational change: exploring the relationship of re-engineering, developing learning organizations and total quality management, doi
  23. (1991). The knowledge – creating company, doi
  24. (1990). The leader’s new work: building learning organizations,
  25. (1994). The Quality Empowered Business,
  26. (1999). To come of age: the antecedents of organizational learning, doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.