Abstract
Industries such as mining and manufacturing has support department or division of Engineering Maintenance and Services (EMS) that is responsible for smooth operations of the plant equipment and proper organisation building infrastructure. The EMS department normally spends more on the budget of the organisation compared to other departments because of its function and utilisation of multiple resources such as people, time, material, cost, information technology, energy, tools and machines. This study investigates the management and utilization of multiple resources to enhance overall organizational productivity.
The approach of the study focuses on a qualitative method. The sampling of the survey was conducted at Mintek. Organisation’s participants included the EMS department as well as one of the largest support departments. The selection of participants was based on their departmental knowledge and experience as well as understanding of the organisational and EMS department culture, gender, tribes and education. Data for analysis were collected during workplace visits, recording of interviews and research questionnaires.
Descriptive and inferential statistical analysis was conducted to establish the status of resource use in the selected department. The results on human resource indicated there is more work delegated to the staff. Correlation between the work delegation and quality of work being carried out showed that some members of staff do not carry out the work assigned to them to the best of expected quality and there is no need for additional staff. According to the participants most work can be electronically executed in the department. Some staff members were not equipped with training on information technology or computers. Most participants attested that tools provided by the department are effective. Creating opportunity and exposing EMS staff to different areas of the plant by rotating them would be ideal. Including training of staff or empowering technical staff to understand the measurable key performance indicators is a good strategy for obtaining the preventative, corrective and predictive maintenance on repairs of equipment in the plant. Also, the need to overhaul or equipment audit to ensure that it is operating effectively and efficient for maintenance use. Introducing equipment measurable strategy and resources management techniques can measure the mean time between failures of the equipment and exercises lean management. This will assist EMS division to eliminate waste, have continuous improvement, increase labour productivity, lower production cost and motivate and have respect for people.
6
DEFINITION OF TERMS
Human resource management - HRM, as it performs duties, is involved with the employment, development and incentives of people in organisations and the conduct of relationships between management and the employees; it involves all line managers and team leaders. The human resource generalists are there to make important contributions to the processes involved (Chytiri, 2019).
Enterprise resource planning - Enterprise Resource Planning (ERP) is the strategic tool which synchronizes, integrates, and streamlines data and processes of the organization into one single system to gain a competitive edge in the uncertain business environment (Madanhire & Mbohwa, 2016).
Maintenance - Effective maintenance management is the strategy development for each asset with a business plan fully integrated; organisation control of each asset functionality throughout its life cycles; application of effective maintenance methodologies (TPM/RCM) with intention of achieving continuous improvement and maintenance re-engineering to sustain achieved improved process (Ogunbayo & Aigbavboa, 2021).
Productivity - Measures of output quantity divided by measures of input quantity (O’Donnell, 2018).