Equipment Management Organisation

For an equipment management organisation, failure or success depends upon the skill of the personnel involved. A well experienced team is needed. 

Personnel required for an equipment management organisation will vary with the scope of the project. With a large staff, individual jobs can be well defined. Work specialisation will increase proportionately with the size of the project and equipment fleet. In smaller operations, the owner, operator, or a single person may perform all management functions. 

Basic considerations in establishing an equipment management organisation are size of the operation, type of equipment, and type of work. No matter how large or small the organisation, to obtain satisfactory results, the responsibility of each management function must be defined and assigned. 

In a small operation, the equipment owner assembles a team of versatile employees who have overlapping capabilities and responsibilities. The accountant or book keeper, whether full time or part time, is important. With his assistance, costs can be analysed and activities geared to improve output and consequently profit. 

(:In small jobs the management cannot usually  afford to tie up capital in efficient service tools and shop equipment, and on adequate replacement parts stock. The management should rely on the equipment dealer or other major outside sources for the major repair works. 

On a large job the organisation must llave a clear definition of functions and responsibilities between persons. 

If the equipment owner decides to have service work perfornled by an outside agency, or if he utilizes dealer exchange service, he can reduce his mechanical staff. Repair of smaller equipment, such as compressors, pumps, light trucks, etc., may require a few shop personnel. 

The equipment manager's office staff is charged with maintenance of complete equipment records. This staff should be under the direct control of the equipment manager.