Maintworld 3/2017

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LEADERSHIP maintenance peers within the company and beyond. It started slowly but by end of year two the Manufacturing and Reliability Plan revision meetings evolved from a one man show to a cross functional team of leaders, techs, and operators. The maintenance plan transformed from an individual business venture into a cooperative. A maintenance culture that valued training, partnership, and accountability began to take root. Five Points to Success The Army made it simple and to the point. I didn’t understand the advantages their system provided and why it worked at the time. It took a year of constant failure and much reflection to realize how and more importantly why they placed so much value on training, partnering and mentoring. Here are the five things I took away from the Army and built into my reliability improvement strategy. First, find experience. Sources of 1| expert knowledge are available, if not in your company they are certainly available outside of it though organizations like EFNMS (European Federation of National Maintenance Societies) and SMRP (Society of Maintenance and Reliability Professionals). You need these experts to help paint the picture of what a good facility can look like. If you have never seen it, it can be hard to picture in your mind. Ask to visit world class sites or collect real world examples and case studies from successful sites. You need this experience and these examples to explain it to your organization. Second, we encourage young 2| maintenance leaders to network as much as possible. Look for others that are experiencing the same things you are that you can talk to and compare notes. You can find them at conferences, local chapter events, and possibly even in your own organization. Third, find a mentor who will answer your questions and push you 3| along. This is someone who will show you what to do differently and work with you when you get stuck using a tool or process. Fourth, constantly advocate for additional training, for you and your 4| staff, from sources beyond the company. This outside information brings new perspectives and ideas to keep the organization moving forward. Fifth, document and share. Create 5| standardized processes and tools where you can and roll them out across the group of young leaders to facilitate both onboarding, benchmarking, and understanding. Now if you are trying to create a reliability culture at the corporate level, I would ask are you providing for these needs and ensuring these new young leaders have the support they need from all levels or are you leaving them to reinvent the wheel in a vacuum? 12 maintworld 3/<strong>2017</strong>
Why gamble with Reliability education? eruditio is a sure bet. Your one stop source for the UT RMIC & SMRP certification. We're here to solve your problems. We know that education without application is just entertainment. That’s why we focus on building custom project based learning experiences to develop, refine and apply real-world skills. Our iBL ® Courses Include: • Planner Scheduler • Maintenance Manager • Reliability Engineer • Maintenance Engineer • Implementation Leader To do get your own Augmented Reliability playing card and see the iBL ® curriculum go to: www.iBLtraining.com +1 843-375-8222 www.Eruditiollc.com/MW
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Page 3 and 4: FLEXIBLE PROGRAMS Tailor a program
Page 5 and 6: IN THIS ISSUE 3/2017 42 Backlog man
Page 7 and 8: TECHNOLOGY BEFORE STARTING, it is i
Page 9 and 10: APM Solutions to Keep You on Target
Page 11: LEADERSHIP BILL LEAHY, RMIC, Senior
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Page 22 and 23: INDUSTRIAL INTERNET IIoT Simplifies
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Page 51 and 52: Master the Language of Your Machine

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