PROCESS FLOW CHARTS AND PLANT LAYOUT

(Flow chart, Different unit operations in milk processing with the help of flow charts, Know how
to draw the flow charts and plant layouts)

FLOW CHART

A flow chart is a representation of sequence of operations in a processing plant or in process. For

example, if we want to prepare dried vegetables, the sequence of operation will be sorting,
washing, peeling, slicing and then drying either under sun or in a mechanical dryer. But we may
also think of blanching of the vegetable or treat with Sulphur dioxide depending on the
characteristics of the commodity and product. Thus, if we prepare a flow chart of these
processes,

the flow chart may look somewhat like as in Fig. 3.1.

Fig. 3.1 Flow chart for vegetable dehydration

For preparation of a flow chart, first of all we have to know the sequence of operations. Or in
other words, we can know the proper sequence of operations and better understand the process, if
we have a flow chart of the process. We can also know the critical control points and we also
know where to improve. The flow chart also helps in identifying each unit operation in the
process which helps in proper selection of equipment and better management of man and
machines. For example, the type of equipment that will be required for the preparation of
dehydrated vegetables will be as follows.
Equipment required for vegetable dehydration

• Wash tanks or special washers

• Knives, peelers, small peeling machines

• Fruit and vegetable choppers, cutters, slicing and dicing machines

• Pulpers, liquidizers, steamers, or at a large scale, pulper-finishers

• Boiling pan, heat source, wire basket or steamer

• Weighing scales or scoops, sulfuring cabinet or food grade plastic tank

• Weighing scales or scoops, boiling pan, heater, food-grade tank, muslin cloth filter

• Sun-drying, solar dryer, any type of suitable dryer

• Electric heat sealer for plastic bags

So now we have understood that the flow charts are very important for understanding and
monitoring a process. In this section, we will discuss how the flow charts are prepared for some
common milk processing operations. In fact this will also help you in understanding the methods
of preparation of these specific products.
 PLANT OPERATIONS

In planning a fish plant, in addition to planning for buildings, equipment, and workers,
you need to think about many other details of your processing operations. This chapter discusses
some of these details, including regulations and permits, processing yields, supplies, and
transporting your products to market.

Regulations and Permits

Fish processing is part of the food business, and the food business is highly regulated.
There is a good reason for this. Fish products that are not processed safely can make people sick
or even kill them. If that happens, it can harm not only the person that got sick and the plant that
processed the fish, but the entire Alaska seafood industry. To operate your fish plant, you will
need to comply with many different regulations and obtain permits from many different
agencies. Some of the regulations may seem unnecessary and arbitrary. But you still have to
comply with them. If you don’t, your fish plant can be shut down.

Start thinking about regulations and permits as

soon as you begin planning your plant.
Otherwise, you run the risk that you will not
be able to get a permit, and you may have to
make expensive alterations to your plant
before you are allowed to operate. The Alaska
Department of Environmental Conservation
(DEC) has the most detailed regulations
affecting fish processing plants. As soon as
you begin planning your plant, you should
learn more about the requirements for getting
a DEC seafood-processing permit. At the back of this handbook are copies of the form and
instructions for applying for a DEC permit. You can obtain more details from the DEC Web site
at:

Here is some of what you will need to do to get a DEC seafood processing permit:
 Submit profile and floor drawing plans for your plant
 Submit plumbing plans for the plant which show that you meet state requirements for
plumbing facilities
 Provide water samples
 Submit waste disposal plans which meet state and federal laws

DEC may also require that you obtain other permits, such as a Wastewater Disposal Permit or a
Solid Waste Management Permit. Other permits you will need each year include:
 An Alaska Business License
  A Certification of Measuring/Weighing Devices from the Alaska Division of
Measurement Standards. The scales you use to weigh fish are checked every year by the
division.
 A Fisheries Business Tax bond for the Alaska Department of Revenue, for an amount
double your estimated fisheries business taxes.
 A Processor Surety Bond to cover employee wages and payments to fishermen. If you
process more than 30,000 pounds per year, you need to post a bond for $10,000.

If you receive any federal funding for your plant, the Fish and Wildlife Service may need to
certify that your plant won’t harm any threatened or endangered species.

You will need to meet federal processing requirements called the Hazard Analysis and
Critical Control Points (HAACP) system. Federal and state regulations require each Alaska
processor to have a plan which federal Food and Drug Administration (FDA) and state
Department of Environmental Conservation (DEC) inspectors can review at any time. This plan
must identify the “critical control points” where a food safety hazard could occur, and which
specifies how safety hazards will be prevented.
 Processing Yields
As you plan your production, you need to estimate the processing yields you will obtain, or
the finished product weight as a percentage of the round pound weight of fish you buy.
Processing yields are an important factor in your costs. The lower your yields, the higher your
fish costs for any product volume.

The table below shows average Alaska salmon processing yields for selected products in a
study conducted by the University of Alaska Marine Advisory Program. You can get a
copy from the Marine Advisory Program by calling 907-274-9691. These yields can give you a
general idea how your final product weight might compare with the round weight of fish you
buy. But remember that yields can vary widely from plant to plant, and will depend on the skill
of your workers, the kinds of machines you use, and the size and quality of fish you are working
with.
 Transportation
Transportation is one of the biggest challenges facing village fish processing plants. It
costs more–sometimes much more–to ship fish products to U.S. or foreign markets from most
western and interior Alaska villages than it does from processing plants on the coast of southeast
or southcentral Alaska. It also costs more to bring in supplies.

It’s important to think

realistically about what your
transportation costs will be and what
you can do to keep them as low as
possible. Higher transportation costs
can make it difficult for village fish
plants to compete with plants in
other parts of Alaska. If you sell
your products for the same prices as
your competitors, but you have
higher costs, then you can’t make as
much money. If you need to ship
your products by air, your
transportation costs will depend on
what length runway your village has,
what kind of planes can land on it, and how far they need to fly to get to a larger airport with jet
service. If you have to fly product a long way in small planes, it may be more difficult to operate
a fish plant successfully in your village than in other villages.

You also need to think about whether

you can
get reliable transportation so you can
get your
products to your customers when they
are expecting them. This is especially
important if you are selling fresh
products which can go down in value–
or even have to be thrown away–if
they don’t get to your customers in
time. If bad weather, mechanical
problems with planes, or not having
enough planes make it impossible for
you to ship your fresh fish, this can
cause you very serious problems.

Overhead Costs
In addition to the direct costs of processing fish, your plant will have other costs that need to be
paid every year but are not directly tied to how much fish you process. These are called overhead
costs. Here are some of the costs that you need to plan for:

 Loan payments. If you take out a loan, you will need to make payments on the loan
every year.
 Rent payments. If you rent any land or buildings, you will need to make rent payments.
 Salaries. You will need to pay salaries for your manager and any other administrative
workers such as secretaries. Although some of these people may work only part of the
year, the manager will need to work for several months before and after the season,
finishing up with business for the season and making plans for the next season.
 Building maintenance. Every year you will need to do at least minor maintenance and
sometimes major maintenance. As a rough rule of thumb, you should plan on spending at
least 2% of the value of the building on maintenance each year.
 Equipment maintenance. Every year you will need to do maintenance on your
machinery, including trucks, to fix problems caused by normal wear and tear Sometimes
you will need to do major maintenance on equipment that breaksdown.
 Insurance. You will need insurance for your buildings and equipment. As a rough rule of
thumb, this might cost 1% of the total value of your buildings and equipment. You will
also need liability insurance and insurance for any commercial vehicles the plant owns.
Under state regulations, you will also need a Fisheries Business Tax Bond and a Fish
Processors Bond.
 Telephone and Utilities. You will have to pay telephone bills and for regular utilities,
over and above the water and electricity used in your processing operations.
 Professional Services. You will probably need help each year from an accountant. You
may also need to hire lawyers or consultants. These services will probably cost you at
least several thousand dollars per year.
 Travel. Your manager and sometimes other plant employees will need to travel to places
like Anchorage and Seattle to purchase equipment and supplies, make transportation
arrangements, meet with consultants and sales representatives and potential customers,
and attend trade shows and other meetings. You need to include costs of plane tickets and
hotels for this travel in your overhead costs.

Plant and Equipment Management Procedure

 1. Purpose
The purpose of this procedure is to ensure that risks associated with plant and equipment
within the Department of Education and Training (the Department) are identified and managed.
2. Scope
This procedure applies to all plant and equipment which are used in Department
workplaces, including schools and central and regional offices.
3. Procedure

3.1 Identify Plant and Equipment

The Workplace Manager and/or Management OHS Nominee must identify all plant and
equipment within the workplace in consultation with the Health and Safety
Representative (HSR) and employees and record this information in the Plant and
Equipment Register.

Examples of plant and equipment include:

 ladders
 table saws
 powered hand tools
 lifts.
Hazard identification should take place:
 when new plant and equipment is introduced into the workplace
 for all existing plant and equipment
 before any changes are made to the system of work for plant and equipment
 before the plant and equipment is used in a manner other than what it was
designed for
 when new information regarding the safety of the plant and equipment becomes
available.

3.2 Risk Assessment of Plant and Equipment

The Workplace Manager and/or Management OHS Nominee are to ensure that a risk
assessment is completed as per the requirements of the OHS Risk Management Procedure
and documented in the Plant and Equipment Risk Management Form. A risk assessment
should be completed for each identified hazardous item of plant and equipment in
consultation with:
 HSR
 Employees
 Relevant standards, codes of practice or legislation. When determining the level
of risk of a hazard the Workplace Manager and/or Management OHS Nominee
should also consider:
 the systems of work related to the use of the item of plant or equipment
 the layout and physical conditions of the workplace
 the range of methods by which the work can be completed
 the type of hazards involved with the method of use and item of plant or
equipment proposed to be used
 The competence of persons to undertake the work.
3.3 Purchase or acquisition of Plant
The Workplace Manager and/or Management OHS Nominee must ensure that prior to the
purchase or acquisition of plant and equipment, that the OHS Purchasing Checklist is completed
in accordance with the OHS Purchasing Procedure. This should occur in consultation with:
 HSR
 Employees
3.4 Controlling Plant and Equipment Risks
3.4.1 Control Measures
The Workplace Manager and/or Management OHS Nominee in consultation with the
HSR and employees are to ensure suitable controls, as outlined in the OHS Risk Management
Procedure are selected and implemented where plant and equipment risks are identified. This is
to be documented on the Plant and Equipment Risk Management Form.
Examples of plant and equipment controls (from most to least effective) could include:
 determining whether the task can be completed by an alternative method e.g.
purchasing timber pre-cut to the correct length
 installing and maintaining fixed guarding on machinery
 training employees in appropriate courses to obtain the required competencies
 developing Safe Work Procedures
 providing Personal Protective Equipment (PPE) such as ear and eye protection.
Where the controls include development of procedures for the safe operation and/or use
of plant and equipment, a Safe Work Procedure Template should be completed and displayed
adjacent to all items of static plant and accessible to operators of portable plant.
Plant and equipment that is identified as being unsafe must be isolated and tagged as per
the Isolation and Tag Out Procedure.

3.4.2 Training and Education

The Workplace Manager and/or Management OHS Nominee are to ensure teachers are
competent to use plant and equipment in their facilities.Teachers are required to have the
necessary qualifications as outlined in the Victorian Institute of Teaching (VIT) Qualification for
Teacher Registration Qualification Policy to enable them to teach Materials Technology in
schools. This shall be supplemented by successful completion of relevant modules of the Safe
Use of Machinery in Technology Teaching course. Further information on this course is
available from the Department’s OHS Advisory Service on 1300 074 715.
Training records are to be maintained by the Workplace Manager and/or Management OHS
Nominee as outlined in the OHS Induction and Training Procedure.

3.4.3 Maintenance
A record of inspections and maintenance must be kept for each item of plant and
equipment. This includes scheduled maintenance, breakdown maintenance and replacement of
parts (e.g. blades and belts) outside the scheduled maintenance program. Maintenance
requirements should be determined in accordance with the supplier or manufacturer
recommendations. Details recorded for plant and equipment should as a minimum include:
 plant and equipment name
 location
 serial or identification number
 description of work performed
  completion date of repairs/maintenance
 who the work was performed by.
If the workplace does not have an existing recording system, the Plant and Equipment
Risk Maintenance Form may be used. When items of plant are being maintained or repaired,
they must be isolated and tagged as per the Isolation and Tag Out Procedure. The Workplace
Manager and/or Management OHS Nominee should ensure that contractors engaged to
undertake maintenance are managed as per the Contractor OHS Management Procedure. The
frequency of the maintenance program will depend on:
 legislative requirements
 manufacturer recommendations and requirements
 results of the Plant and Equipment Risk Management Form
 plant and equipment breakdown/failure rates.
3.5 Reviewing Controls
The Workplace Manager and/or Management OHS Nominee are responsible for
reviewing the effectiveness of risk controls in consultation with the HSR and employees.
The Workplace Manager and/or Management OHS Nominee should review the
completed Plant and Equipment Risk Management Form, OHS Risk Register and any
other relevant sources of information (e.g. operating manual) to determine if the current
controls are appropriate for individual items of plant and equipment. Any changes to the
risk controls must be documented on the relevant Plant and Equipment Risk Management
Form and the OHS Risk Register.
Plant and Equipment Risk Management Forms are to be reviewed and revised whenever
there is evidence to indicate that the controls may no longer be valid, for example:
 when the system of work for plant and equipment changes
 if the plant and equipment is used in a manner other than what it was designed for
 when an incident occurs involving an item of plant
 when new information regarding the safety of the plant and equipment becomes
available.
3.6 Licensing Requirements
WorkSafe Victoria requires the operator of certain items of plant and equipment to hold a
relevant licence. Licencing requirements can be found in Schedule 3 of the Victorian
Occupational Health and Safety Regulations-High Risk Work Licence Classes.
The Workplace Manager and/or Management OHS Nominee should ensure that all operators of
plant and equipment required to be licenced are identified as per the Induction and Training
Procedure.A photocopy of the current licence must be collected by the Workplace Manager
and/or Management OHS Nominee and retained in the training records. The licensing
requirements for contractors are to be managed as per the Contractor OHS Management
Procedure.

3.7 OHS Risk Register

The Workplace Manager and/or Management OHS Nominee are to ensure that the OHS
Risk Register is kept up to date and is reviewed when plant and equipment hazards are
identified, assessed, controlled and reviewed. Communication of any changes to the
hazards associated with plant and equipment is to occur as per the OHS Consultation and
Communication Procedure.
4. Defined terms
 Terms defined within this Procedure can be located on the Department’s Defined Health,
Safety Terms website. Defined roles will appear in bold.
5. Related references:
Occupational Health and Safety Act 2004
Occupational Health and Safety Regulations 2017
Safe Use of Machinery in Technology Teaching
School Policy and Advisory Guide – Curriculum
6. Related documentation:
Contractor OHS Management Procedure
Isolation and Tag Out Procedure
OHS Consultation and Communication Procedure
OHS Induction and Training Procedure
OHS Purchasing Procedure
OHS Purchasing Checklist
OHS Risk Management Procedure
OHS Risk Register
Plant and Equipment Register
Plant and Equipment Risk Management Form
Plant and Equipment Maintenance Form
Safe Work Procedure Template
Testing and Tagging of Electrical Equipment Procedure  
7. Further assistance
Further information, advice or assistance on any matters related to plant and equipment
management is available by contacting the OHS Advisory Service on ph.

Plant & Equipment Management

Plant & Equipment Management is one of the critical factors for increase of Construction
Project profitability. It is a systematic process of Audit, Acquisition, Operation, Maintenance,
Renewal and Disposal. Prime objective for Plant & Equipment Management is to achieve of
lowest ownership and operating cost with optimum productivity.
Objective of Plant & Equipment Management:

1. Lowest Ownership Cost

2. Lowest Operating Cost
3. Optimum Productivity

Plant & Equipment Audit: Plant & Equipment Audit is the examination or

inspection of various plant & machinery as per books of accounts followed by physical
checking with condition of assets. It consists of following major activity:

1.     What do you own?

2.     What is it worth?

3.     What is the condition?

4.     What is the deferred maintenance?

5.     What is the remaining service life?

6.     What do you fix first?

Plant & Equipment Acquisition: It is the process of gaining ownership and

control of Plant & Equipment for use by the Construction Project.

Following issues are considered before Plant & Equipment Acquisition:

1.     Whether the plant will provide an adequate rate of return on the capital employed?

2.     Is plant can be acquired through some other means or it is necessary to own it
outright?

3.     Is there the potential of hiring out to others?

4.     Is it possible to sell, when it is no longer required?

5.     What are the maintenance, operation and transport costs associated with using?

6.     Can it be securely stored when not in use?

7.     Will finance be necessary?

8.     Are there options for hire purchase or leasing?

Following considerations are made for selection of Plant & Machinery:

1.     task considerations,

2.     site constraints,

3.     equipment suitability,

4.     operating reliability,

5.     maintainability,

6.     economic considerations and

7.     commercial considerations.

Plant & Equipment Operation: Plant & Equipment Operation is the utilization

for fulfilling construction project need with safety. During operation of Plant &
Equipment following thing is need to be taken care:

1.     Operation cost should be minimum,

2.     productivity need to be optimum,

3.     should be used for intended purpose,

4.     need be utilized as per safe operating practice,

5.     recommended maintenance is to be done as per schedule.

Plant & Equipment Maintenance: It is the  administrative, financial, and technical framework
for assessing and planning maintenance operations on a scheduled basis. Maintenance is the
process and same came be defined by following frame work:
 As construction industry operates in a highly competitive environment and
contractors cannot survive without effective Plant & Equipment Management.
Plant & Equipment is the one of the key factors for improving capability in
performing their work more effectively and efficiently. Through the utilization
of equipment, an extensive volume of work can be completed in a shorter
period of time with quality and safety. The contractor has to use proper
methodology from acquisition phase to disposal phase for profitability of
projects and further for survival in the competitive business environment.

Why Effective Plant & Equipment Management is needed?

1. Return On Asset = Revenue/Asset Value

Revenue = Price x Volume
Volume = Maximum Capacity x Overall Equipment Effectiveness X Overall Craft
Effectiveness

2. Profitability
= sales / costs
= (output quantities * prices) / (input quantities * unit costs)
= (output quantities / input quantities) * (prices / unit costs)
= productivity * price recovery factor

3. Market prices - Project Cost = Profit

The customer who has become quite demanding with respect to cost, quality & variety
determines the market price. The current economic environment automatically brings
tremendous pressure on optimizing the Project Cost & for survival of the unit also.

Project cost can be optimized by enhancement of Effectiveness and Productivity of

manpower, equipment, technology up gradation, waste reduction.

Hence, Effective Plant & Equipment Management is one of Key Element for
enhancement of Profitability of Construction Industry.

We will disscus about each phase of Plant & Equipment Managment in next article

Plant and equipment maintenance

Maintenance on plant and equipment is carried out to prevent problems arising, to put
faults right, and to ensure equipment is working effectively.

Maintenance may be part of a planned programme or may have to be carried out at short notice
after a breakdown. It always involves non-routine activities and can expose those involved (and
others) to a range of risks.
Why is maintenance of plant and equipment important?
An effective maintenance programme will make plant and equipment more reliable.
Fewer breakdowns will mean less dangerous contact with machinery is required, as well as
having the cost benefits of better productivity and efficiency.

Additional hazards can occur when machinery becomes unreliable and develops faults.
Maintenance allows these faults to be diagnosed early to manage any risks. However,
maintenance needs to be correctly planned and carried out. Unsafe maintenance has caused many
fatalities and serious injuries either during the maintenance or to those using the badly
maintained or wrongly maintained/repaired equipment.

The Provision and Use of Work Equipment Regulations 1998 (PUWER) require work
equipment and plant to be maintained so it remains safe and the maintenance operation is carried
out safely.

What do I have to do?

If you are an employer and you provide equipment for use, from hand tools and ladders
to electrical power tools and larger plant, you need to demonstrate that you have arrangements in
place to make sure they are maintained in a safe condition.

Think about what hazards can occur:

if tools break during use

machinery starts up unexpectedly
there is contact with materials that are normally enclosed within the machine, ie caused by
leaks/breakage/ejection etc
Failing to correctly plan and communicate clear instructions and information before
starting maintenance can lead to confusion and can cause accidents. This can be a
particular problem if maintenance is during normal production work or where there are
contractors who are unfamiliar with the site.

Extra care is also required if maintenance involves:

working at height or when doing work that requires access to unusual parts of the building
when entering vessels or confined spaces where there may be toxic materials or a lack of air

How can I do it?

Establishing a planned maintenance programme may be a useful step towards reducing risk, as
well as having a reporting procedure for workers who may notice problems while working on
machinery.

Some items of plant and equipment may have safety-critical features where deterioration would
cause a risk. You must have arrangements in place to make sure the necessary inspections take
place.
 FISH WASTE DISPOSAL
Improper disposal of fish waste from sport fishing, personal use fishing, and commercial
fisheries poses a potential risk to the environment and public health and safety. The ADEC Solid
Waste Program only regulates the land disposal of fish waste from commercial operations.
However, it is important to understand the best management practices for disposing fish waste to
reduce nuisances and animal attraction.

PERSONAL USE AND SPORT FISH WASTE

fisherman cleaning fish
Even for sport and personal use fishing, disposing of
fish waste on public or private land is illegal and can
result in fines. The Alaska Department of Fish and
Game recommends that you clean fish riverside or in
port, chop fish carcasses into numerous pieces, and
throw them into deep or fast-moving water or use a
provided fish grinder. Anglers who remove fish from
the fishing site and fillet or process them must also
dispose of fish waste in a safe manner.

Fish waste should be taken directly to a permitted

landfill that will accept it.

 The Central Peninsula Landfill in Soldotna accepts fish waste free of charge during the
fishing season.
 Anchorage Regional Landfill, the Central Transfer Station, and the Girdwood Transfer
Station accept residential fish waste.
 Matanuska-Susitna Borough takes bagged residential fish waste at the Palmer Central
Landfill and the Big Lake, Butte, and Sutton transfer stations.

If you have local trash pickup, freeze the fish waste to eliminate odors and then put it out of the
morning of your trash pickup day. Do not place waste out the night before or put it in
commercial dumpsters.

COMMERCIAL FISH WASTE

ADEC Solid Waste Program allows three methods for managing commercial fish waste on land:
fish processor

Landfill Disposal: Commercial fish waste

may be disposed in a permitted landfill
willing to accept it.

Land Application: Fish waste may be ground

and tilled into agricultural or silvicultural land
as fertilizer, provided the waste is processed and treated as prescribed in the solid waste
regulations. Composting: Fish waste can be composted to create a usable product. Several
successful composting projects have been operated in Alaska. The Alaska Sea Grant's guidance
Safe and Legal Fish Waste Composting in Alaska discusses proper composting operations.
Depending on the volume of waste involved, a composting operation may require a solid waste
treatment permit or plan approval.
Commercial fish waste placed on land must be carefully managed to minimize pathogens, odors,
animal attraction, and contamination of water resources. Improper management of fish waste
can attract wildlife and pose a serious risk to health, safety, and the environment. Contact the
ADEC Solid Waste Program to determine if your project requires an authorization.
Disposal of commercial fish waste in water requires a permit from the ADEC Wastewater
Discharge Program.

RELATED REGULATIONS
18 AAC 60.040(b): A person may not dispose of septage, sewage solids, fish waste, animal
manure, or animal byproducts or waste on the ground within 100 feet of a well that produces
water suitable for drinking.

18 AAC 60.010(e) Land Application of Fish Processing Waste: Subject to 18 AAC 60.040(b), a
person who wishes to dispose of organic waste from a commercial slaughterhouse or fish
processing waste may apply that waste to agricultural or silvicultural land for soil enhancement
purposes if the waste is:ground up to less than two inches in diameter;
treated by a method described in 40 C.F.R. 503.15, revised as of July 1, 1997, adopted by
reference, to reduce the number of salmonella spp. or fecal coliform bacteria present to meet the
Class A requirements for pathogen reduction at the time of land application;
incorporated into the soil surface when the waste is applied;applied at or below the agronomic
rate for nitrogen for any crop or vegetation that will be grown on that land;
applied in a manner that does not create an odor nuisance or attract animals or other vectors; and
applied in a manner that ensures that run-off of surface water from the disposal site does not
violate the water quality standards in 18 AAC 70.

Equipment management includes managing, monitoring and maintenance of both motorized

assets and non-motorized equipment. Effective equipment management can make a major
difference to their equipment utilization, allowing firms to deploy their vehicles and equipment
where and when they’re needed, and to reallocate assets quickly where required. It allows firms
to know where their assets are and whether or not they’re being used.

What is Equipment Management?

Equipment Management Software > Resources > What is equipment management?
Equipment management includes managing, monitoring and maintenance of both motorized
assets and non-motorized equipment. Effective equipment management can make a major
difference to their equipment utilization, allowing firms to deploy their vehicles and equipment
where and when they’re needed, and to reallocate assets quickly where required. It allows firms
to know where their assets are and whether or not they’re being used.

EXPLORE OUR PLATFORM

In recent years, the arrival of ‘big data’ and the Internet of Things have radically transformed
equipment management in sectors such as the construction industry, providing managers with
previously unheard-of amounts of detailed data on fuel usage, maintenance, location and asset
utilization. Furthermore, it provides a real-time overview of operations via asset tracking,
ensuring that managers are better equipped to determine where improvements to efficiency can
be made.

EQUIPMENT MANAGEMENT IN THE CONSTRUCTION INDUSTRY

Given the size and scope of the projects it has to undertake, the construction industry is
particularly prone to delays and budget overruns. Construction projects can sometimes go wildly
over budget and profit margins are often thin as a result. According to research from McKinsey,
large construction projects can take 20 per cent longer to complete than expected and go up to 80
per cent over budget. The study also notes that productivity in the construction industry has
tended to lag behind general rates of productivity growth. This makes it all the more imperative
for construction firms to ensure they have a robust equipment management system in place, so
that they can make efficient use of their equipment and maximize productivity.

ENHANCE PRODUCTIVITY AND EFFICIENCY WITH EQUIPMENT

MANAGEMENT

The construction industry has tended to be somewhat slow to digitize the way it operates and
integrate new technologies. However, there are signs that this is changing and in the years ahead,
we can expect it to gather pace even further. As construction firms continue to adopt and
integrate telematics technologies into the way they work, they will be provided with new and
detailed insights into their own operations. This will allow them to highlight shortcomings in
relation to efficiency or productivity, and to develop new approaches that can deliver real
improvements in these areas.

For example, firms will have a clearer idea of how much of their equipment is being utilized at
any given time. This could then allow them to eliminate unnecessary rental expenses and
maximize productivity, providing a more accurate and detailed insight into overall equipment
costs. Efficient equipment management can also facilitate significant improvements in the area
of fuel management, a major concern for construction firms. Data on engine run time and idling
time can help construction companies identify areas where efficiencies can be delivered.

ENSURE EFFECTIVE MAINTENANCE

Equipment that is inadequately maintained is far more likely to be susceptible to breakdowns and
failures. This means unexpected downtime – which can contribute to project delays and cost
overruns. Equipment maintenance software makes it easier for construction firms to schedule
maintenance and ensure that said schedule is adhered to. This helps to reduce the risk of
unscheduled downtime and identify any possible faults with equipment before they develop into
a serious problem, so that these issues can then be resolved.
IMPROVE FLEET SAFETY WITH EQUIPMENT MANAGEMENT

Good equipment management is vital to ensuring safety on construction projects. Effective

maintenance, in particular, is crucial to ensuring that employees on site can go about doing their
jobs as safely as possible. Having processes (i.e. regular maintenance and inspection reports) in
place that identify equipment faults can help to prevent accidents on site. This means that good
equipment management can not only boost productivity and efficiency – cutting back
unnecessary costs and preventing waste – but it can also, and at the same time, provide real
improvements to safety on the job.

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Plant Operation is the managing and controlling the equipment, facilities, systems, or
plants in industrial and manufacturing processes to produce desired products that ensures the
effective implementation and efficient, safety, and reliable process operation.
plant operator is an employee who supervises the operation of an industrial plant. The term is
usually applied to workers employed in utilities, wastewater treatment plants, power plants or
chemical plants such as gas extraction facilities, petrochemical or oil refineries.
automated, with control of the plant's processes centralised in a control room from which valves,
gauges, alarms and switches may be operated. Employees working in these environments are
sometimes known as control room, panel or board operators - conversely, workers carrying out
field operations may be known as 'outside operators'. Generally, operators are assigned to a
particular unit, on which they are responsible for a certain function or area of equipment.
Operators are also often responsible for ensuring work is being done in a safe manner, including
managing 'permit to work' systems covering other workers.
Plant includes machinery
Plant includes machinery, equipment, appliances, containers, implements and tools and
components or anything fitted or connected to those things. Some examples of plant include lifts,
cranes, computers, machinery, scaffolding components, conveyors, forklifts, augers, vehicles,
power tools and amusement devices.
Machine safety - Designers

Every year thousands of workers in NSW who use machinery suffer horrific and life-
changing injuries

Lack of controlling risks in the design, lack of maintenance, lack of training and improper use of
machinery are frequent causes of fatalities, amputations, manual handling injuries, crush injuries,
burns and fractures to the fingers, hands and arms.
But all these injuries are preventable!

If you design machinery, this guide will help you design safe machines. Design of a machine
includes providing drawing or sketches, specifying material sizes, material condition, material
finishes functional specifications and method of manufacture. Persons that modify machines
including adding attachments become ‘designers’ for these tasks and must consider the impact of
these tasks on the rest of the machine and its operation.

What are the hazards?

The hazards of machines used in manufacturing include:

 Mechanical hazards such as; shearing, crushing, entangling, stabbing and drawing-in,
abrasion and high-pressure fluid injection
 Electrical hazards
 Noise and vibration hazards
 Manual handling hazards
 Thermal hazards; high or low temperature surfaces, liquids or flames

What you need to do

Designers have a duty to ensure, so far as is reasonably practicable, that machines are without
risks to the health and safety throughout their life cycle. Hazards can be eliminated or managed
by designing-in control measures before the plant is introduced into the workplace. This is best
achieved by incorporating health and safety risk management in the design process.

Machine safety - Manufacturers, importers, suppliers and installers

Manufacturers

Manufacturers have a duty to ensure, so far as is reasonably practicable, that plant is

manufactured to be without risks to workers throughout the lifecycle of the plant. Manufacturers
must advise the designer of any hazards they identify during manufacture and discuss with the
designer and controls the risks.

Manufacturers must provide information required to manage the residual risks to importers,
suppliers or users depending on how the item is supplied to the end user.

Importers and suppliers

Importers of plant from outside Australia must take all reasonable steps to obtain information
from the manufacturer and then pass this information on when supplying the plant. If this is not
available importers must carry out any testing necessary to ensure, so far as is reasonably
practicable, that the plant is without risks to the health and safety of any person.

Any imported plant must be inspected, having regard to information provided by the
manufacturer. If this information requires the plant to be tested then the importer must undertake
this testing.

If an importer identifies any hazards, the importer must not supply the plant until the risks have
been eliminated, or minimised, so far as is reasonably practicable, or if that is not possible,
advise the person receiving the plant of those risks.

If the item of plant requires any alteration as a result of testing or hazard identification, then the
importer must take all reasonable steps to advise the designer and manufacturer of this.

What is a management style?

A management style is a way in which a manager works to fulfill their goals. Management style
includes the way that a manager plans, organizes, makes decisions, delegates, and manages their
staff.

It can vary widely depending on the company, level of management, industry, country, and
culture, as well as the person themself.

An effective manager is someone who can adjust their management style in response to different
factors while keeping their focus on successfully achieving targets.

Management styles are affected by both internal and external factors.

Internal factors include:
The overall organizational and corporate culture of the company,
 policies,
 priorities,
 employee engagement,
 staff skill levels.

In general, the higher-skilled staff does not need as much supervision, while less skilled staff will
require more monitoring to consistently achieve their objectives.

External factors include:

 employment laws,

 the economy,

 competitors,

 suppliers,

 consumers.

These are factors that are outside of the control of the organization, but will have an effect on
both managers and employees.

Types of management styles

There are three broad categories of management styles: Autocratic, democratic and laissez-

faire.

Within these categories, there are specific subtypes of management styles, each with its own pros
and cons.

Autocratic management styles

This type of management follows a top-down approach, with one-way communication from
bosses to employees.

This is the most controlling of the different management styles, with the management making all
workplace decisions and holding all of the power.
Employees are treated as drones, to be monitored closely as they perform within clearly defined
perimeters.

Employees are not encouraged to ask questions, submit ideas, or share their thoughts on
improving processes, and are in some cases actively discouraged from doing so.

The subtypes of autocratic management style are authoritative, persuasive, and paternalistic.

1. Authoritative management style

In this style, managers dictate exactly what they require their subordinates to do and punish those
who do not comply.

Employees are expected to follow orders, not question the authority of management, and perform
their tasks the same way each time.

Managers monitor the employees closely, micromanaging their performance without placing
trust or confidence that their employees can achieve their goals without direct and constant
supervision. These types of managers believe that without this supervision, employees will not
operate successfully.

Pros:

This management style allows quick decision making, and creates clearly defined roles and
expectations.

With unskilled workers or large teams, setting clear and solid expectations can allow
workers to operate without uncertainty.

Productivity will increase, but only when the manager is present.

Cons:

The negatives of authoritative management style includes an increase in the dissatisfaction

of employees, which leads to higher turnover, resentment, a lack of professional
development and employee engagement, and the formation of an ‘us’ versus ‘them’
mentality between employees and management.

Innovation is stifled and inefficient processes will remain in place.

2. Persuasive management style

In this style, managers use their persuasive skills to convince employees that the unilateral
decisions that the manager implements are for the good of the team, department, or organization.

Rather than simply ordering employees to perform tasks, managers employing this style would
invite questions and would explain the decision-making process and rationale behind policies.
This can help employees feel as though they are a more trusted and valued part of the staff and
are involved in key business decisions, leading to lower levels of resentment or tension between
management and staff.

Pros:

Management can establish a higher level of trust between themselves and employees, and
employees will accept top-down decisions more easily.

Employees respond more positively to reason and logic than they do the threat of
punishment, and may feel less constricted than those managed with an authoritative style.

Cons:

Employees will still chafe under the restrictions they are placed under, and become
frustrated that they cannot give feedback, create solutions, or upskill in a meaningful way.

3. Paternalistic management style

In this style, the manager acts with the best interests of their subordinates at heart.

Usually, the organization will refer to staff as ‘family’ and ask for loyalty and trust from
employees.

Management using this style will use unilateral decision making but will explain to employees
that the decision-makers are working from a place of expertise, and thus, legitimacy. Decisions
are explained to employees, but there is no room for collaboration or questioning.

Pros:

A paternalistic manager is focused on the welfare of their employees, and will base their
decisions on what is best for their staff.
 Upskilling and employee education are valued, leading to happier, more skilled, more
productive employees.

Cons:

Employees can become too dependent on management, leading to a lack of innovation and
problem-solving.

There is a high chance of this style breeding resentment among employees who do not
believe in the ‘organization as family’ concept.

Employees might find this style condescending and infantilizing.

Democratic management styles

In this style, managers encourage employees to give input during the decision-making process,
but are ultimately responsible for the final decision.

Communication goes both ways, top-down and bottom-up, and team cohesiveness is increased.

This process allows for diverse opinions, skills and ideas to inform decisions.

1. Consultative management style

In this style, managers ask for the opinions and thoughts of their team, consulting the viewpoints
of every member of their team.

The manager will make the final decision, but they will consider all of the information given by
team members before they do so.

This style is often used in specialized fields, where staff are experts and their input is needed for
the management to make informed decisions.

Pros:

This style promotes a deeper bond between staff and management, and builds trust within
teams.
 Management grows with the team, as they learn from the ideas, opinions and experience of
the employees that they lead.

Innovation and voicing opinions are encouraged, leading to better problem-solving.

Cons:

The process of consulting staff can be labor and time-intensive.

If a manager is not skilled in the time management aspect of this process, they can easily get
bogged down.

If there is an appearance of favoritism or bosses not listening to opinions, employees may

become resentful and distrustful of the manager.

Excessive reliance on this style can lead to staff losing trust in their boss, as they will start
to wonder why they are always called on to help solve problems instead of management
handling it as part of their job.

Participative management style

In this style, managers and staff are all active members of the decision process.
Staff are given access to more information about the company and its goals, and are encouraged
to innovate solutions.
Management seeks the thoughts, ideas and opinions of staff, works together with staff to make
decisions and then the company acts on them.
Pros:

Employees feel as though they are valued by their management team and the organization
as a whole, and will respond with increased motivation and productivity.

The more they understand and connect with the organization’s goals, the higher their
engagement will be. Innovation is increased.

Cons:
 This process can be a slow one, and there is a risk of staff with bigger personalities
steamrolling less assertive staff members, leading to conflicts and resentment.

In industries with trade secrets, letting staff have access to sensitive information can be
risky.

If employees do not want to be involved in this type of decision making, they can grow to
resent managers who employ this style.

Collaborative management style

In this style, management creates an open forum for ideas to be discussed extensively
before making decisions based on majority rule. Staff is empowered to take ownership of
outcomes, which can lead to increased engagement, innovation and creativity.
Pros:

Staff feels trusted, valued and heard by all levels of their management team.

They are inspired to put forth their best work, find collaborative solutions to problems, and
engage completely with the process.

Open communication means that workplace conflicts are often solved before real issues
arise.

Turnover is decreased when employees are engaged, and diverse voices often lead to better
solutions and outcomes.

Cons:

As with other democratic management styles, this process can be time-consuming.

Majority rule can also not always be the best choice for an organization, and if there is a
decision that is not in the best interests of the business, management will need to step in and
change it, which can breed resentment and mistrust.

Transformational management style

This style of management is agile and growth-focused.
Managers focus their efforts on pushing their staff to ever greater accomplishments through
encouragement, pushing them past their comfort zones regularly, and consistently motivating
their teams to raise their bar for achievements.
Managers work alongside with their employees, inspiring their team to ever greater efforts by
demonstrating their own work ethic.

Pros:

Innovation is increased, and employees will more easily adapt to change, disruptions, or
challenging projects.

Creative thinking is encouraged, and problem-solving and product development will benefit
from the increased flexibility of the staff.

Cons:

If not used carefully, this style will cause staff to burn out.

Staff may end up spread too thin, worn out from constantly pushing themselves, and unable
to keep up with the pace.

Coaching management style

In this style, managers see themselves as the coach and their employees as the valued members
of their team.
The manager’s job is to develop and guide their team, putting their team’s professional
development at the forefront of their priorities. Long-term development is valued above short-
term failures in this style, and the manager wants to promote learning, upskilling and growing in
the workplace.

Pros:

Employees feel valued, they know that they will learn and develop within their roles, and
are more likely to be engaged.

Managers build a strong bond with their employees, who will in turn be more likely to put
forth their best work for their ‘coach’.

Cons:

This style can lead to toxic environments, as staff jockey for favored roles and development
tasks.
 Too much focus on long-term development can leave short-term projects without proper
support.

Laissez-faire management styles

In this style, management takes a hands-off approach to leadership.

Staff is trusted to do their work without supervision, and they are left to control their decision
making and problem-solving.

Management is present at the delegation and delivery stages of work, but otherwise steps back
and gives staff the freedom to control their workflow and outcomes. Management is only
involved during the process if the staff requests their assistance.

1. Delegative management style

In this style, the manager is only present to assign tasks, although they still are responsible for
tasks being completed successfully. Once the task is assigned, then the employees are
empowered to do their work as they see fit.

After the task is complete, the manager steps back in to review the work and give advice about
how to improve future projects.

Pros:

Innovation and creativity are fostered by this system, especially in organizations with highly
skilled workers.

Problem solving and teamwork are strengthened, as staff are given space to handle their
own issues and will work together to solve them.

Job satisfaction may be increased in those who crave autonomy in their workplace.

Cons:

Without leadership, productivity may suffer.

 Teams can experience a lack of direction, focus, or uniformity.

Poorly managed conflicts may flare up and breed resentment.

Some staff may feel that the management is not contributing anything towards the team’s
success and become resentful.

2. Visionary management style

In this style, managers lead through inspiring their staff.

Leaders explain their goals and the reasons behind them, convincing their team to work towards
executing their vision.

Team members are motivated by their manager, then allowed the freedom to achieve their tasks
with minimal interference. Managers will check in from time to time, but they trust that their
shared vision will keep employees on track and produce good results.

Managers offer a lot of constructive feedback during and after the process to assist their
employees, and make sure to give praise liberally.

Pros:

Engagement is heightened because staff believes in what they are creating and are driven to
complete tasks to the best of their ability.

Employees are more satisfied, motivation is higher and turnover will be lowered.

Innovation is higher, and problem-solving can happen quickly within teams.

Cons:

Not all managers can be legitimately inspiring. It depends on the job, the industry, the
product, and the person.

This is not a style that can be faked, employees must actually be inspired, or they will not
perform as well.
The Importance of Plant Maintenance

 Plant maintenance is essential to the management of an effective and safe working

facility. The Provision and Use of Work Equipment Regulations 1998 (PUWER) insists
that plant and equipment is maintained to ensure that it is deemed safe to use and that all
operations carried out are done in a safe manner with minimum exposure to hazards.

Risk Assessments and Scheduled Maintenance

Employers should install a preventative maintenance plan through informative risk assessments
and scheduled planned maintenance on site that happens on a routine basis. This will ensure that
the equipment is safe for workers to use and reduces the possibility of a costly breakdown or
major accident occurring. Businesses should also have a procedure in place that allows workers
to report any damages or faults so that a systematic log can be monitored and the company has
evidence of any maintenance work that has been carried out.

To assess the risks of machinery in the workplace, the maintenance team should be aware of and
follow the below steps outlined by the HSE:

 Identify the hazards

 Identify who could be harmed and how
 Evaluate the risks and decide on precautions
  Record any findings
 Review the assessment
By introducing these procedures and systems into the business, the environment will become a
much safer and more reliable place of work as there will be fewer breakdowns and less risk of
danger.

Accident Prevention

It is important to implement accident prevention measures into the workplace as it is required by

law that businesses provide their workers with a safe place of work. The safety of other non-
maintenance employees who work within the operational area should be taken into consideration
by mounting the necessary signs and barriers and positioning operatives at key points of the
equipment if necessary to limit the number of people within the hazardous area.

Safe Isolation

Maintenance work should be carried out after the power has been turned off so it is vital to
establish a system that ensures the plant is stationary and any power supplies have been isolated.
Should the work be taking place near any overhead electrical conductors then the power should
again be shut off beforehand, ensuring that machines have been correctly locked in order to
prevent the power accidentally turning back on. Plant and pipelines that contain pressurised gas,
fluid or hazardous material should also be isolated by locking off the isolation valves before
maintenance begins.

Any major maintenance work should be carried out outside of the busy working hours and, if
possible, completed during the site's shutdown week.

Other Factors

Businesses should establish whether or not a specialist contractor is required to carry out any
maintenance as it should always be executed by someone competent, of whom has the required
skills and knowledge to complete the work to a safe standard. By using the manufacturer's
operating and maintenance instructions, equipment can be maintained regularly and properly,
especially if any of the features are safety-critical.

Not only does effective maintenance make equipment more reliable, it also increases
productivity, cost effectiveness and return on investment. Keeping the equipment in a good
working condition will ensure the optimum uptime of equipment and facilities at the lowest
possible cost since poorly maintained machinery will inevitably result in a costly repair or
rebuild. Therefore, it is in the business' best interest to follow a strict and thorough maintenance
plan in order to maximise the profit-making capacity of equipment and safety in the workplace.

For more information about maintaining your equipment or to find out what training courses we
can offer, contact us on 01603 627428 or look at our open course calendar.
 Plant Management
the economic and technical administrative machinery of an industrial
enterprise. The plant management is headed by the director. The main task of
plant management is preparing, developing, and substantiating the decisions
of the director through collection and processing of information data. The
structure of plant management depends basically on the size and the specific
production type of the enterprise. The work of plant management employees
is part of the general productive labor of the whole industrial and production
staff.

The immediate task of the plant management is to assist the director in

organizing the entire work force of the enterprise to produce high-quality
output for the national economy within the production plan’s time limits,
increase efficiency, create healthy and safe working conditions, and improve
the worker’s conditions of daily life, including social and cultural services.
The main subdivisions of plant management are the division of technological
guidance, headed by the chief engineer; the division of economic
management, headed by the chief economist; the division of production
management, headed by the chief controller (production chief); and the
subdivisions of external economic relations, headed by the deputy director for
supply and marketing. The department in charge of training and extension
courses, upgrading of staff qualifications, hiring and dismissals, and service
facilities is headed by the assistant director in charge of personnel affairs and
living conditions.

The complexity and size of contemporary enterprises increase the role of

plant management and lead to increases in the number of staff. Improving the
quality of management requires higher professional performance on the part
of the staff, greater work effectiveness, and a progressive and optimal
approach to all decisions that have to be worked out. In order to make the
administrative work less labor-consuming, plant management is backed up by
modern organizational and computer technology. Training and regular
extension courses raise the qualifications of the staff employed by the plant
management and lead to better organization of their work. To be efficient in
its work, plant management requires continuous improvement of its structure
and a fixed, standard limit on the number of employees.
What Are the Objectives of Plant Maintenance?
To minimize equipment maintenance & decrease downtime.
Ensure asset breakdown does not occur.
Utilize assets to their fullest potential & capacity.
To keep assets well maintained and optimize asset performance.
Minimize the total maintenance cost including using spare inventory.
Optimize asset life by providing maintenance.

These are the objectives of plant maintenance.

What Are the Various Types of Plant Maintenance?

Below we have discussed various types of plant maintenance:

Various Types of Plant Maintenance

1. Preventive Maintenance
Preventive maintenance is one of the most important proactive & plant maintenance types.
Preventive maintenance can be applied end two ways first is usage-based and the second is
calendar-based preventive maintenance.

In this strategy when an asset covers a particular distance, the maintenance is scheduled, for
example, if the vehicle has covered 1000 (This distance is also set as per requirement) kilometres
the organization will provide maintenance to that asset.
On the other hand, in time-based preventive maintenance is asset work or not it will be given
after a particular time of 15 days, 30 days 3 months as per the organization's requirements.

2. Predictive Maintenance
Predictive maintenance also enables organizations to schedule maintenance in advance. In a
predictive maintenance strategy, the organization predicts when asset failure can occur, and right
before it can occur maintenance is provided to that asset.

For this purpose, asset monitoring, asset analytics & performance are analyzed regularly so that
anticipation can be made. This is one of the most used plant maintenance types as no plant
manager wants unexpected asset failure.

According to Allied Market Research, “The global predictive maintenance market size was
valued at $4,331.56 million in 2019, and is projected to reach $31,965.49 million by 2027,
growing at a CAGR of 28.8% from 2020 to 2027.”

Missed To Read: Is Conveyor Maintenance Checklist Crucial? How Does It Help to Reduce
Downtime?

3. Condition Monitoring Maintenance

Condition monitoring maintenance can be a very effective maintenance strategy. However, it is
expensive, and a skilled maintenance team is required. Why? Because it is proactive, and the
asset is utilized to its full capacity and potential right before asset failure maintenance is
performed.

In this way, asset uptime increases and downtime decreases. For this purpose, sensors and
artificial intelligence are used so that predictions can be made without compromising accuracy.

4. Corrective Maintenance
Some people also refer to it as breakdown maintenance. Corrective maintenance is mostly
reactive, but it can be proactive as well. When a high-priority asset suddenly stops working then
corrective maintenance is used.

In this technique, the machine is brought back into running condition, but the root cause is not
identified. Mostly corrective maintenance is used on those assets which are run to failure.

In corrective maintenance, no planning is required but when a failure occurs the maintenance
team is under a lot of pressure as they must fix an issue as quickly as possible. There are several
organizations that use the plant maintenance type.

5. Emergency Maintenance
Emergency maintenance is maintenance in which asset failure has occurred, and it needs to be
brought back into running condition as soon as possible. Emergency maintenance is utilized on
those assets which are highly reliable but are not working.
This maintenance is reactive in nature as asset failure has occurred. Emergency maintenance is
very costly.

Conclusion
So these were the various plant maintenance types. If you are thinking about which plant
maintenance type will be suitable for your business, then asset management software is essential.

Why? Because lots of organizations still use manual methods, as a result, frequent asset failure
occurs. For them, the option is to utilize asset management software that will automate the
maintenance process and several other benefits will be achieved as well.

Also Read: What Are the Major Objectives of the Maintenance Management System?
Frequently Asked Questions (FAQs)
Q.1 - What Are the Advantages of Using Asset Management Software?

1. Avoiding sudden equipment failure.

2. Minimizing maintenance expenses.
3. Optimizing asset performance.
4. Eliminating ghost assets.
5. Asset & inventory tracking.
6. Fast & effective audit.
7. Ensure compliance.
What Is a Plant?

A plant is a manufacturing unit where raw material (inventory) is brought and a wide range of
complex machinery (assets) is used in order to create a final product. These machines are
operated by workers who process them.

Q.3 - Which Industry Is Equipped with Plants?

1. Mining Oil & Gas.

2. Petrol refining.
3. Food process.
4. Electronic.
5. Automobiles.
6. Pharmaceutical.
7. Apparel.

These are a few of the industry is equipped with plants.

Plant Manager responsibilities include:

 Planning, organizing, directing and running optimum day-to-day operations to exceed our
customers’ expectations
  Increasing production, assets capacity and flexibility while minimizing unnecessary costs
and maintaining current quality standards
 Responsibility for production output, product quality and on-time shipping

Job brief

We are looking for a Plant Manager to drive continuous improvement and optimization of all
processes.

Plant Manager Job Duties

The Plant Manager will oversee all daily operations of the plant from production and
manufacturing to ensuring policies and procedures are followed. They develop processes that
will maximize stewardship, safety, quality and productivity.

Responsibilities

 Plan, organize, direct and run optimum day-to-day operations to exceed our customers’
expectations
 Increase production, assets capacity and flexibility while minimizing unnecessary costs
and maintaining current quality standards
 Be responsible for production output, product quality and on-time shipping
 Allocate resources effectively and fully utilize assets to produce optimal results
 Implement strategies in alignment with strategic initiatives and provide a clear sense of
direction and focus
 Monitor operations and trigger corrective actions
 Share a trusting relationship with workgroup and recruit, manage and develop plant staff
 Collect and analyze data to find places of waste or overtime
 Commit to plant safety procedures
 Develop systems and processes that track and optimize productivity and standards,
metrics and performance targets to ensure effective return on assets
 Address employees’ issues or grievances and administer collective bargaining
agreements
 Influence and learn from below
 Stay up to date with latest production management best practices and concepts

Requirements and skills

 Proven work experience as a Plant Manager

 Proven managerial experience
 Adequate knowledge of business and management principles (budgeting, strategic
planning, resource allocation and human resources)
 Familiarity with industry standard equipment and technical expertise
 Be knowledgeable of safety, quality, productivity, demand creation, inventory and
stewardship processes
 Computer literacy
 Ability to create accountability and to lead by example
 Strong team building, decision-making and people management skills
 BS degree in Business Management or related field