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Markov models find optimum inspection intervals for phased deterioration of monitored complex components in a system with severe down time costs. The number of (pseudo)‐phases can be increased, but in most cases, simple models tracking actual states and their perception by the user will suffice, because of paucity of data and near‐constant rates. The matrix is cyclic; it includes renewal and regression to earlier states, simplifying solution and matching observation. An example involves roller bearings in paper mills with three phases, no defect, possible defect, and final deterioration towards failure. In the last phase, continuous monitoring is used.

Suggests new ways to construct and update preventive schedules for a complex system by making better use of system failure down time to do preventive work without further productive loss. The methodology is based on age renewal but necessarily approximate. However, it includes the recursive effects of maintenance on system MTBF, and of opportunities insufficient to prevent system deterioration. Opportunity maintenance theoretically self‐adjusts; if insufficient opportunities arise, average lateness increases, and failures increase until a balance is achieved, but minimum conditions exist for a given age renewal schedule, and the natural balance may not be economically optimal.

Modern production management systems are being increasingly computerized in the pursuit of higher quality, the faster development of new products and lower unit costs. But the present generation of methods and software, e.g. JIT, MRP II, CIM, omit to integrate the maintenance function and do not properly consider plant availability and renewal. Considers how these can be included in the next CIM generation, the advantages and costs of doing so, and the quality and market‐share consequences of failure to do it. Total productive maintenance (TPM) and reliability‐centred maintenance (RCM) are considered inadequate in themselves, but each has features which can be used within an integrated management information system to implement TQM and optimize life cycle profit (LCP), provided that the need to collect and analyse failure, repair and maintenance data in respect of increasingly expensive plant is fully recognized.

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Reviews overall models for maintenance management from the viewpoint of one who believes that improvements can be made by regarding maintenance as a “contributor to profits” rather than “a necessary evil”. The reasons why maintenance is such a “Cinderella function” are largely historical and can mostly be overcome by new information technology (IT) and its falling cost. Progress is now being held up by outdated notions of what is economically possible in data acquisition and analysis, and failure to revise basic maintenance and reliability concepts, some of which are now 30 years out‐of‐date. Integrated IT permits mathematical optimisation of supra‐departmental management decisions, e.g. co‐planning of production with maintenance, overhaul/renewal of machinery and improvement of product performance/quality. Life‐cycle profit (LCP) is a fair measure of overall effectiveness that emphasises the value rather than the cost of terotechnological activities.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

Adopting an EU policy lens, this chapter primarily addresses the proposed pivotal role of firm-level innovation capability (FLIC) in small and medium-sized enterprises (SMEs) as a stimulant of sustainable development (SD) and green growth in Ireland/Wales. The chapter specifically examines the scale and scope of the green economy (GE), and considers the importance of organizational inherent “green” innovation capabilities (GICs) to achieve it. Underpinning the study is the methodology and concept of utilizing a facilitated cross-border multi-stakeholder learning network to enable knowledge transfer and exchange practices to flourish between partners, acting as a significant predictor of the development of SME GICs structures. Specifically, against the backdrop of the Green Innovation and Future Technologies (“GIFT” hereafter) INTERREG 4A Project, the research assesses how academic–industry partner exchange and inter-group learning and cooperation facilitates the development of GICs in smaller enterprises to realize a sustainable smart green economy in Ireland.