Maintenance Manager

Job title: MAINTENANCE MANAGER

Reporting to: HOSPITAL MANAGER

Department: TECHNICAL AND MAINTENANCE

Hours of work: NON-SHIFT WORKER

Location: MAINTENANCE DEPARTMENT

EXPECTATION FOR ALL EMPLOYEES

To fulfil our vision by ensuring a culture of honesty, integrity and respect; embracing a cultural diversity within the workplace. Encouraging open and transparent communication throughout the organisation.

1. PRIMARY RESPONSIBILITY

To maintain hospital facilities, utilities, equipment, motor vehicles and other non-medical equipment in the most cost efficient and effective manner with least down time and within approved budgets. Note: The term “equipment” refers to all fixed and movable assets as may require maintenance of any form

2. KEY PERFORMANCE AREAS (KPA)

1. Planned Maintenance

2. Maintenance Requisitions

3. Staff Management

4. External Contractor Management

5. Purchasing

6. Stock Control

7. Occupational Health and Safety

8. Quality Management

9. Financial Management

10. Continuous Quality Improvement (CQI)

11. Management Reporting

3. SPECIFIC RESPONSIBILITIES AND MEASUREMENT

3.1 KEY PERFORMANCE AREA 1: PLANNED MAINTENANCE

· Maintain a formal register of all equipment (this should ideally be reconciled with the formal Asset Register of the company used for accounting purposes)

· Develop and implement a Planned Maintenance programme for each item of equipment

· Maintain a detailed record of all such planned maintenance for reference purposes, particularly regarding warranties, guarantees etc.

· Record all expenditure incurred on equipment for reference, future budgeting and control purposes

3.2 KEY PERFORMANCE AREA 2: MAINTENANCE REQUISITIONS

· A Maintenance Requisitioning (MR) system to be in place that facilitates and effectively manages the process of requesting and carrying out of work

· MR’s to be fully recorded in a register with at least the following information:

- Date of requisition

- Source (Unit and person requisitioning work)

- Equipment involved

- Work required or problem being experienced

- Date work required to be completed by

- Person allocated to carry out the work

- Time taken to complete work

- Cost of materials and labour

- Use of external contractor and name to be indicated

- Cost of external contractor and invoice number

- Date completed

- Sign off by requisitioning party

· A summary of outstanding work to be prepared and submitted to Manager on a weekly basis with reasons for non-completion

· A monthly summary of work carried out by functional Unit/Department and category i.e. plumbing, electrical, air conditioning, buildings etc. and cost of such work

3.3 KEY PERFORMANCE AREA 3: STAFF MANAGEMENT

· A daily work schedule to be maintained for each staff member with Job No’s (Requisition numbers) and time spent on job (this is apart from a time and attendance system that may be operative)

· Staff utilization statistics to be reported to Management on a weekly basis as part of the MR reporting structure

· Set clear policies and ground rules such as the level of quality expected

· Delegate work appropriately and fairly to ensure quality outcomes.

· Agree expected outcomes and time lines and provide the resources needed to ensure successful task completion.

3.4 KEY PERFORMANCE AREA 4: EXTERNAL CONTRACTOR MANAGEMENT

· An official Order to be raised for each job allocated to external contractors together with the value of the quote. If no quote available then a best estimate cost to be entered

· An Indemnity form to be signed by contractors PRIOR to the job commencing that indemnifies the hospital against any claim whatsoever arising out of work being carried out by the contractor. Also, that they observe all the Occupational Health and Safety regulations applicable to the hospital. This form to be filed by Order no/Requisition number and easily accessible by management

· If access control is applicable to the hospital then contractors to be issued a security card for control purposes

3.5 KEY PERFORMANCE AREA 5: PURCHASING

· Official orders to be issued whenever work or goods are ordered. At no time is work or stock to be ordered without an official order

· Orders must comply with the Purchase Order procedures and policies

· Orders to be approved within the Limits of Authority as approved by management.

3.6 KEY PERFORMANCE AREA 6: STOCK CONTROL

· Stock of workshop supplies to be contained to the absolute minimum required in order to maintain standards and quality

· Stock to be kept under lock and key of a delegated Maintenance Department employee, if not the Maintenance Supervisor

· Stock to issued only on a Maintenance Requisition and charges against such Job (light bulbs to be replaced on a bulk Job MR or as part of a monthly Planned Maintenance MR)

· Stock to be replaced in accordance with the Purchase Order procedures and policies as indicated above in 3.5)

3.7 KEY PERFORMANCE AREA 7: OCCUPATIONAL HEALTH AND SAFETY

· Maintain a position on the Safety Committee as part of the regulations governing OCHSA and contributing as required

· Maintain OCHSA records as required

· Carry out regular surveys not only as required under OCHSA but for quality management purposes as well

3.8 KEY PERFORMANCE AREA 8: QUALITY MANAGEMENT

· Meet agreed standards of quality in the fulfilling of responsibilities:

- All jobs to be signed off as fully accepted by source

- Jobs, whether in-house or external contractor, to be undertaken once only

- The finish of jobs to meet agreed standards of look, image and should stand up to the scrutiny by professional trades and the public (where appropriate)

- Not always the cheapest material to be utilised, but the most cost effective

· All jobs to be checked and signed off by the Maintenance Manager or a delegated maintenance employee

3.9 KEY PERFORMANCE AREA 9: FINANCIAL MANAGEMENT

· Annual budgets to be prepared in conjunction with Hospital Manager and/or Financial Manager

· Monthly reports to be tabled of performance against approved budget highlighting key variances (see also Management reporting below)

3.10 KEY PERFORMANCE AREA 10: CONTINUOUS QUALITY IMPROVEMENT (CQI)

· Develop and consistently focus on the need to seek improved work processes through being aware of the needs of the hospital at all levels of maintenance

· Constantly be aware of work process problems or bottlenecks that prevent the achievement of goals, objectives and targets

· Take appropriate action through discussions with Hospital Manager in improving any process that will allow the improvement to work flow, reduction of cost and/or improvement to quality, service and productivity

· Actively participate in performance improvement and continuous quality improvement (CQI) activities.

3.11 KEY PERFORMANCE AREA 11: MANAGEMENT REPORTING

· Statistics to be produced

- Number of MR per week and month

- Number of MR’s per maintenance staff

- Total cost of jobs by major category e.g. Electrical, Plumbing, Building and Property, Air conditioning, autoclaves

- Materials

- Labour

- Value of sub-contracted work and cost per job

- Average cost per job

- Cost per Unit/Dept – total value and average cost

- Value of stock purchased

- Stock on hand value

4. LIMITS OF AUTHORITY

· Operate within determined limits of authority in the achievement of the strategic plan and any other agreed goals and objectives as approved by the Board of Directors

5. OUTPUT REQUIREMENTS

· MR’s to be actioned within 24 hours (or as otherwise agreed)

· No jobs to be attended to more than once

· Compliance with Planned Maintenance Programme

· Compliance with all Safety and other regulatory requirements

· No complaints from MR sources regarding slow or unsatisfactory service

· Quality and standards to be consistently met

· Meet bud