Maintworld 3/2017

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RELIABILITY the time, we might be attracted by the prospect of solving a problem. However, for the most part, senior leaders are not technical people. They are not going to be involved directly the implementation of anything you suggest. They are instead motivated in the areas where their performance is measured; revenue, cost reduction, risk mitigation, regulatory compliance, customer satisfaction, delivering shareholder value (or whatever drives your business) and perhaps other things. Therefore, all they really want to hear is how you can help them achieve their goals. Therefore, rather than discussing technical issues, regardless of how practical and sensible they may seem to you, you need to focus on how reliability improvement helps them increase revenue, reduce cost, reduce risk, etc. You need to RELIABILITY IMPROVEMENT RELIES ON DEVELOPING A “CULTURE OF RELIABILITY” AND ENGAGING WITH PEOPLE SO THAT THEY ACTIVELY CONTRIBUTE AND BENEFIT BY THE RELIABILITY IMPROVEMENT PROCESS. speak their language. You need to show how you can help them achieve their goals. And that’s how you will get their attention. There is a lot more that can be said about how you get their support, and that is for another article, but here is a summary: 1. Understand what drives the business and how it measures success. 2. Assess the risks faced by your organization (e.g. safety, environmental, production loss, etc.). 3. Determine why and where the organization has poor reliability. 4. Evaluate the extent to which reliability improvement can help close the gap between the current state and the desired state. Put a dollar/euro value on that gap. This is an investment after all. 5. Evaluate the extent to which reliability improvement can help minimize the risks faced by your organization. If possible, put a dollar/euro value on the risk mitigation. 6. Implement one or more pilot projects, and measure their effect, so that you can prove that it can work in your organization. 7. Establish a business case that demonstrates the value of reliability improvement which is supported by the results achieved in your pilot projects. Don’t provide technical information unless requested. Make it clear how the goals of the senior management team can be achieved which includes mitigation of risk. Are you willing to do that? Upon making this suggestion I saw his face go pale. Senior management? Business case? Investment? Company goals? Pilot projects? It was a daunting prospect… Unfortunately, I was making life very difficult for him. I wanted to give him a simple solution - but over 30 years of involvement with these programs, I have not seen anything else work. People need an incentive to change. Senior management is in the best position to create that incentive. Of course, they need to understand how each individual employee will benefit, but regardless, they need an incentive to do anything. Buy-in: Allow people to take ownership of the ideas If I came to you and suggested you do something differently, how will you react? Will you think that I am implying that you have been doing something wrong? Will you see it as more work you have to deal with? Will you have any buy-in, or ownership, of the process? What level of personal motivation will you have to make those changes; especially if you do not clearly understand the benefits? Sure, if I was your supervisor, and I required you to make a change you may make it, reluctantly. But unless I was very clear about the priorities, and I followed up with requests for progress reports, the change may not be made. What if we instead engaged in a conversation related to a goal you are trying to achieve or problem you are trying to solve? What if, during that discussion, you came to the conclusion that a change should be made? And what if you were in a position to take ownership of that change, and you knew that you would be recognized for taking the initiative and helping your coworkers and the business? Would you be more likely to make the change? If an organization sees the urgent need to improve reliability, and everyone has a thirst for making improvements, then suggestions from others are more likely to be taken on board and implemented. But if there is no push from above, and you do not see how you personally benefit, and there is no accountability, then there is very little reason to make any improvements whatsoever. Reliability improvement relies on developing a “culture of reliability” and engaging with people so that they actively contribute and benefit by the reliability improvement process. When it 40 maintworld 3/<strong>2017</strong>
RELIABILITY is a win-win, change will happen and the improvements will be sustained. If not, frustration will continue. Are you willing to do that? Upon making that suggestion I could again see some doubt. Technical people are not always great with the “touchy-feely” stuff. We may be interested in technical solutions, and we might want to dictate how things should be done and maybe even take credit for the change. That motivates you, but it doesn’t motivate the other person. So this is a tough decision to make. What’s most important, you or the people who are working with? What’s most important, you or the success of the reliability improvement program (i.e. the success of the organization)? Conclusion With strong leadership, reliability can be improved, and every employee will benefit. It is very difficult to force change, but when people are motivated anything is possible. ONLINE BEARING CONDITION MONITORING SYSTEM Save time, save your bearings and improve plant reliability WE’VE GOT YOU COVERED Monitor your bearings REMOTELY using ULTRASOUND technology Review bearing information from the convenience of YOUR OFFICE The 4Cast continuously LOGS BEARING DATA and bearing RECORDED SOUNDS All stored data and sound samples are sent to a computer for REPORTING AND ANALYSIS SET UP ALARMS - alarm levels can be set to provide a low alarm and a high alarm ETHERNET PORT available - connect the 4Cast to your plant’s network UE Systems Europe T: +31 546 725 125 | E: info@uesystems.eu | W: www.uesystems.eu
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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 and 12: LEADERSHIP BILL LEAHY, RMIC, Senior
Page 13 and 14: Why gamble with Reliability educati
Page 15 and 16: CONDITION MONITORING every six mont
Page 18 and 19: CONDITION MONITORING Enjoy Success
Page 20 and 21: CONDITION MONITORING Figure 2. vibr
Page 22 and 23: INDUSTRIAL INTERNET IIoT Simplifies
Page 24 and 25: LUBRICATION Bearing Grease Replenis
Page 26 and 27: Road Map to Operational Readiness a
Page 28 and 29: ASSET MANAGEMENT Using Technology a
Page 30 and 31: ASSET MANAGEMENT we have expedited
Page 32 and 33: MAINTENANCE MANAGEMENT Elements of
Page 34: BENCHMARKING Demonstrating Value wi
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Page 49 and 50: CONDITION MONITORING PEAK VALUE MET
Page 51 and 52: Master the Language of Your Machine

Maintworld 3/2017

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