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 The Reliability Leadership Connection

The Reliability Leadership Connection


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About this title

This book gives organizational leaders and anyone from the boardroom to the shop floor an understanding of what asset reliability and maintenance is truly all about. It also outlines what steps must be taken to transform an organization to succeed in the 21st century. If acted upon, the topics presented will break the cycle of management job-hopping and help define the role of a leader as one who inspires and facilitates passion and purpose.

Asset reliability and maintenance is not taught in business academia and is only occasionally taught in colleges of engineering. Today’s organizational leaders have rarely been exposed, in a direct and fundamental way, to the reliability principles presented in this book. Furthermore, most of Deming’s fourteen points and Moubray’s reliability principles have not trickled down to plant manufacturing levels. This book sets out to explain those points and principles so that manufacturing leaders will understand and be able to take action on the new paradigm of asset reliability and maintenance.

Our industrial processes are not likely to become less complicated in the future, quite the contrary. An understanding of how Moubray’s RCM and Deming’s management philosophy align lends support to the position that these two processes are worth the effort to learn. When an organization adopts Deming’s theories and an understanding of Moubray’s RCM, that organization sets itself on a path to achieve a level of manufacturing excellence that will exceed the expectations of its shareholders, customers and employees.

Acerca del Autor - Jay Shellogg

Jay Shellogg, owner and founder of Strategic Maintenance Reliability LLC, is a RCM2 Practitioner and Aladon Network member, and a Civil Engineer registered in the State of Arkansas as a Professional Engineer with four years consulting engineering experience. In addition to his consulting experience, he has 16 years of experience in the pulp and paper industries working at one of the largest uncoated freesheet mills in North America. His work for the first five years in pulp and paper was as a Senior Environmental Engineer and the last 11 years was spent in maintenance, first as a Senior Maintenance Engineer and finally as the Reliability Maintenance Superintendent. In late 2005, Jay was tasked with the project lead for budgeting and implementation of a RCM2 based reliability solution at his mill. The implementation of the reliability solutions has been a key focus for him ever since.

Jay has spent the last 11 years leading, coaching, and mentoring teams of new reliability leaders who understand the principles of reliability and how those principles are used to develop a strategic plan. Jay has led multifaceted team members, including staff engineers, supervisors, superintendents, mechanics, electricians, operators, and many other skill sets during this process. In leading these teams, the focus was not simply to extract information or solve a unique problem, but rather to impart the knowledge and passion to drive each of these individuals to embrace a new paradigm of reliability and become leaders themselves. Through the use of modern culture change management techniques, Jay has been successful at transforming organizations that were thought to be unchangeable.


Chapter 1: My Introduction to W. Edwards Deming
Chapter 2: Deming’s Fourteen Key Principles for Management and Their Relationship to RCM
Chapter 3: Deming’s Five Diseases of Management and Their Relationship to RCM
Chapter 4: My Introduction to John Moubray
Chapter 5: Reliability Principles
Chapter 6: Motivation for Change (Reliability Principle 1)
Chapter 7: The Right Job at the Right Time (Reliability Principles 2, 4, 5 & 9)
Chapter 8: Safety Inspection and Spares (Reliability Principle 7)
Chapter 9: RCM and Continuous Improvement
Chapter 10: The Maintenance Department versus the Maintenance Function
Chapter 11: A New Definition of Failure (Reliability Principle 6): Failure Isn’t Just an Option, It’s Unavoidable
Chapter 12: What You Want Your Equipment to Do (Reliability Principle 8)
Chapter 13: The Data You Need and Where to Get It (Reliability Principles 4 & 5)
Chapter 14: Combining Deming’s and Moubray’s Teachings to Achieve a Higher Level of Reliability Leadership
About the Author


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