Read the case study and identify 4 examples for each of the following elements with a brief explanation on each of your choices.

1. Planning
2. Organizing
3. Staffing and Leading
4. Controlling

A Typical Day in the life of a Maintenance Engineer in a Lime Stone Quarry A lime stone quarry in a developing country has an operations department, maintenance department and an administration department. The quarry has the following equipment: Dump Trucks Loaders Bull Dozers Compressors Crawler Drills Motor Grader Water bowser Jeep Maintenance truck Ambulance PPNNNNNNN Portable generator Railway wagons 100 Locomotive Engine The quarry has to supply at least 2800 tons of limestone to the cement factory, which uses it to manufacture cement. The government's railway department transports the limestone between the quarry and the factory. The quarry owns and maintains their own wagons and engine to form the loaded train consisting of twenty wagons. Each wagon carries about 20 tons of lime stone. Each dump truck carries about 7 tons of limestone and thus 3 loads make one wagon. The production work can be summarised as Drill, blast, load and transport at least 480 truckloads of limestone to the loading bay of the railway wagons. The transport distance varies from Lkm to S km. The quarry is located in the middle of a jungle and the employees of the quarry have built a village that consists of them mainly. Most of the employees stay in the bachelor accommodation while some employees live with their families in the houses owned by the quarry. The quarry operates 24 hours a day and seven days a week and each day is divided into three shifts in the following way! A Shift - From 6 AM to 2 PM B Shift - From 2 PM to 10 PM C shift - From 10 PM to 6AM (following Dayl Generall shift - From 8AM to 4 PM Maintenance and administrational staff come on the general shift. Other shifts are covered with over time work. The machines have to be operational and should be maintained. Mr Ahmed is the engineer in-charge for the maintenance workshop in the limestone quarry. A typical day in Mr Ahmed's work is described below On a Wednesday morning Mr Ahmed got up at 6 AM finished his morning duties and had his morning coffee at 6.30 AM while reading the morning newspaper. He then got himself ready and had his breakfast at7.20 AM. At 7.40 the vehicle came to pick him and other general shift employees from the bachelor accommodation and the reached the quarry office at 7.55 AM. At 8.00 AM he is in his office and his day at work began. The first job for him in the morning was to talk to the shift engineer foreman in operations to find out whether there were any major breakdowns during the night that might bring some work that have to be attended immediately. He was told that two dump trucks went out of action at the end of the night shift because the tyres have failed pre-maturely. They are fully loaded and are parked at 500 m from the workshop. Tyre maintenance being a heavy job he has a separate section with 3 trained men who prepare extra wheels and attend all work related to wheel maintenance. When the wheels have to be changed, they get extra helpers. All vehicles have to be serviced once in every week. He has arranged with the operations that Thursday mornings are for servicing the loaders and the railway engine. On that day the operations the A shift are cancelled. Special machines like the motor grader are scheduled for service on Wednesdays. The crawler dinills are serviced on days when there is enough drill holes to blast or when there are signs of raining The compressors are serviced on a regular The next job for him was to detail work for the employees. The employees being in the bachelors' accommodation might go on leave to visit families, go to do some work in the nearby town or to get medicine if they are sick. Also the workers have a grace time of 15 minutes to report for work. This means that he can effectively allocate work after 8.15 AM. Once he knew who and who were present he started allocating work for them. He has organized his workshop into several sections namely body overhaul section, Engine overhaul section, repair section, electrical section, battery section, tyre section. He has 4 skilled mechanics including two engine specialists, 8 assistant mechanics, 2 battery and electrical technicians, 3 tyre maintenance persons, 2 service persons and 32 handymen who want to train as mechanics. He has to allocate employees for Electrical running repairs Mechanical running repairs Regular servicing Engine overhaul Body overhaul Tyre works An overhaul team consists of 1 skilled mechanic, 2 assistant mechanics and two helpers. If only one skilled mechanic and two assistants are only available Mr Ahmed would allow the team to function but if no skilled mechanics are available the work will not be continued for that day. If there are many breakdowns the overhaull work would be suspended and they would be used for running repairs as it affects production. Servicing a truck takes 4 hours. On that day he had both servicing men present. Wednesday being the day for the Motor grader the allocated the service crew to service the grader. Then he called a truck at 11.00 AM for servicing. Two helpers were allocated to the team. The tyre work was an emergency. The tyre team was split into two and reinforced with assistant mechanics and helpers to handle the loaded truck. Problems were reported on a compressor and team was allocated to attend that with a skilled mechanic. The running maintenance team consisting of a mechanic, an assistant mechanic and two helpers was assembled to be on stand by for the day. By the time the different teams went to their respective machines it was 9.00 AM. Mr Ahmed decided to go and oversee the work on the wheel change as the trucks were loaded and thus pose risk. He returned to the workshop at 11.00 AM The standard practice for running repair work allows the mechanics to draw items from the stores without an SIR or Stores que requisition, which should be properly signed and filled by Mr Ahmed. He finished that by 1L.45 AM. The tyre failures prompted him to check whether there are enough tyres in stock. He found that the stocks were marginal and he decided to raise a purchase requisition PR (to be on the safe side). The workshop has a break for lunch from 12.30 to 1.00 PM. Mr Ahmed got his lunch from the canteen. While he had lunch the canteen manager reported a problem in the bakery. After the lunch he inspected it. He found that the exhaust blower bearing has gone. He promised to send the running repair crew after the break. After lunch Mr Ahmed went through the records with the technical assistant who maintains a computer based system recording all Service Requisitions and histories of individual machinery. Mr Ahmed has to send reports to the senior management about major works, replacement etc, based on these records. It was about 2.00 PM and all the work were progressing well. Mr Ahmed thought that everything is going fine when the operations foreman came running to the shop and said that one of the trucks while travelling with the load has lost its 'wheel and has toppled by the side of the haul road blocking half the road. The driver is trapped inside the vehicle. The incident took place in a place 2 km away from the office. Mr Ahmed sprung into action. He instructed the crane and ambulance to rush to the place. He jumped into the maintenance truck with his running maintenance crew with additional helpers drawn from other allotted works. His immediate concern was the safety of the driver. On reaching the place he went to the cabin and spoken to the driver and assessed the situation. Fortunately the driver was not badly affected, but was shaken and trapped between some moved parts from the cabin. He assured and comforted the driver and the first task was to recover the driver and send him to the hospital. He requested the operations foreman to suspend transport until things are brought under control while the running repair crew worked hard to relieve the driver from the trap and recover him. Soon the driver was recovered and was sent to the hospital in the ambulance with the welfare officer and a safety technician accompanying him. The next task was to resume operation. He cordoned off the area required for the recovery of the vehicle. He was able to decide that operations can continue with careful passage through the other half of the road. He installed two persons on both sides of the incident with red and green flag to control the traffic and imposed a speed limit. By then the crane has arrived. The recovery process started. Emptying the load in the truck was important because the stones can fall on persons working on the recovery. However this manual work took some time. The clock was ticking and it was nearing 4.00 PM when the general shift comes to an end. He arranged the persons working in the recovery to stay back to work over time. He arranged for short eats and drinks for the workers. It was getting dark. He expected the work to finish before it was dark. But as a stand-by arrangement he arranged for the portable generator and floodlights to be brought to the site. By 7.00 PM the truck was ready for lifting. After a final check for safe lifting and safe staying of all workers Mr Ahmed led the lifting the truck was in position again. He had already arranged the tyre team to be ready to replace the lost wheel. By about 8.30 PM the truck was checked and certified to be operational. A long day at work for Mr Ahmed had come to an end