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International Maintenance Conference 2024

The RELIABILITY Conference® 2025

MaximoWorld 2025

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More Videos From Leadership for Reliability

Leadership for Reliability

Reliability Leadership: How to Engage People in the Culture of Reliability

TRC-2018 Learning Zone 47:20
by Luis Alberto Tilleria, Schlumberger SPM Shaya

In the industry, it is intended to implement the Asset Management Strategies supported by Reliability Engineering, one of the biggest challenges in implementing complex methodologies, is the difficult task of convincing people to win adherents, obtain the support and commitment of the personnel involved in the area of production, maintenance and projects, as well as, the senior executives of the organization. It is important to demonstrate that Reliability Engineering contributes to reduce operational risk, improve decision making and increases environmental care and safety to people, as well as sustainability, productivity, and profitability of processes. It is required that not only a strategic and technical implementation plan be drawn up, but this strategic plan must also contain a marketing, training, and communications plan for the staff. This will be demonstrated with practical and complex examples of how these methodologies were helping the staff to get involved to support the implementation of the Reliability Engineering Management. Demonstrating how these complex techniques can improve the quality of life in the workforce, increase the profitability of the process and contribute to the improvement of safety in the environment, makes it possible to obtain the necessary support to achieve the success of these Asset Management programs.

Leadership for Reliability

Effective Reliability Leadership: Habits of Effective Reliability Leaders

TRC-2018 Learning Zone 26:06
by Ramesh Gulati, Jacobs

Are you a Reliability Leader (RL) or trying to become one? Basically, anybody, at any level in the organization, can be a Reliability Leader. Anyone who helps another person, a machine or a gadget to do a better job is a Reliability Leader. Question is, are you an effective reliability leader? Do you have the right attributes – habits to be an effective reliability leader? Some of the attributes of good leaders are:

They create (or help) create a Vision- see into the future
They have the Courage and are willing to take risks
They Focus on results - needs of the organization and the situation
They believe in high Integrity / Humility
They are great Communicators
They are truthful and self-confident
Etc..

This paper will discuss how you can form lasting habits, form a culture within you, to do the right things and become an effective Reliability Leader.

Leadership for Reliability

Operationalizing Reliability

TRC-2018 Learning Zone 41:47
by George Williams and Joe Anderson. B. Braun Medical

Reliability as a whole is not a maintenance initiative, but an overall business strategy that should drive a company’s culture, systems and processes. So, how do you get a seat at the table? How do you sell it to your organization? Where do you begin? These are all great questions that will be answered during this session. Learn how to get the seat at the table and have others take you seriously. Learn how to sell the initiative, project or change needed within your organization. Also, learn how to set a strategy for a path forward to drive success within your organization.

Leadership for Reliability

Best Overall Reliability Program (Uptime Award Winner)

IMC-2017 Learning Session 50:16
-Jacobs NASA- by Michael Stites, Jacobs Engineering.

In the era of “constrained budgets,” strategies to decrease maintenance program costs yet increase critical system reliability and availability are more important than ever. A robust Preventive Maintenance (PM) approach is required to maintain the assets and deliver a meaningful level of reliability. However, performing too much PM can be costly beyond their direct costs (labor, materials, equipment, etc.) as many are highly invasive procedures which can disrupt and disturb stable systems resulting in unplanned downtime.

In 2012, Jacobs took the initiative to develop key maintenance strategies for NASA Langley Research Center (NASA LaRC) – a 788-acre campus of over 270 buildings and other national assets including several large wind tunnels which provide subsonic to hypersonic speed aeronautic testing. Finding our proposal compelling, NASA provided strategic investment funding for three consecutive years to implement real-time condition based monitoring (CBM) of critical assets and systems. In addition to physical asset monitoring, our comprehensive solution included everything from applying fundamental RCM principles and processes to designing and operating a 24/7/365 Integrated Operations Center. Our Jacobs holistic approach enabled early identification and prevention of catastrophic failures; increased the useful life of plant equipment; optimized maintenance intervals; increased worker safety; and lowered disruptions to normal operations by performing CBM. In fact, we have enhanced system reliability to the point that NASA LaRC has not experienced a single, unplanned asset failure on CBM monitored assets since 2015!

After implementation, the overall cost of maintenance also decreased significantly – a savings of $5.3M over three years.

Leadership for Reliability

Best Overall Reliability Program (Uptime Award Winner) - Jacobs NASA

In the era of “constrained budgets,” strategies to decrease maintenance program costs yet increase critical system reliability and availability are more important than ever. A robust Preventive Maintenance (PM) approach is required to maintain the assets and deliver a meaningful level of reliability. However, performing too much PM can be costly beyond their direct costs (labor, materials, equipment, etc.) as many are highly invasive procedures which can disrupt and disturb stable systems resulting in unplanned downtime.

In 2012, Jacobs took the initiative to develop key maintenance strategies for NASA Langley Research Center (NASA LaRC) – a 788-acre campus of over 270 buildings and other national assets including several large wind tunnels which provide subsonic to hypersonic speed aeronautic testing. Finding our proposal compelling, NASA provided strategic investment funding for three consecutive years to implement real-time condition based monitoring (CBM) of critical assets and systems. In addition to physical asset monitoring, our comprehensive solution included everything from applying fundamental RCM principles and processes to designing and operating a 24/7/365 Integrated Operations Center. Our Jacobs holistic approach enabled early identification and prevention of catastrophic failures; increased the useful life of plant equipment; optimized maintenance intervals; increased worker safety; and lowered disruptions to normal operations by performing CBM. In fact, we have enhanced system reliability to the point that NASA LaRC has not experienced a single, unplanned asset failure on CBM monitored assets since 2015!

After implementation, the overall cost of maintenance also decreased significantly – a savings of $5.3M over three years.

Speaker: Michael Stites, JTOG Director of Maintenance, Jacobs Engineering

Leadership for Reliability

Executive Sponsorship: The #1 Reason Why Change Initiatives Fail

IMC-2017 Learning Session - 39:06
by Bill Wilder, Life Cycle Engineering

As our senior leaders move into positions of increasing responsibility, they learn to delegate more projects and tasks to others. Out of necessity they move beyond the “if you want something done right, you have to do it yourself” mentality and realize that by enabling employees to excel and succeed, leaders will excel and succeed.

When faced with a major change initiative that will result in transformation within the company, leaders establish a project management group to handle the project. Tasks are subsequently divided and delegated. Resources are allocated and a utilization plan created. Knowing that change requires leadership, we assign someone with the title of “Project Sponsor”. Yet our major change initiatives still fail. So what is the problem? What exactly is a sponsor and what is their role?

The title of this presentation is “Executive Sponsorship” and will discuss exactly what an executive sponsor is and what they do. We will also explore the meaning of the word “sponsor”, the various types of sponsorship, and the roles of sponsors using the ABC’s of sponsorship.

Leadership for Reliability

Building a Championship Organization

IMC-2017 Learning Session - 31:49
by Bryan Debshaw, POLARIS Laboratories

A program champion is the catalyst for change within an organization, and their influence can guide an oil analysis program from reactive maintenance to predictive maintenance. Adopting oil analysis into a maintenance program and integrating it into the company culture is never easy, but it can have a profound effect on maintenance costs and equipment reliability.

From triaging equipment breakdowns to adjusting sump capacity based off of data trends, this presentation covers the challenges, setbacks and successes associated over the first few years of integrating fluid analysis into a company. One size never fits all, but there are common techniques to organize the people, processes, and technology in order to generate longer equipment life and maintenance savings.

Leadership for Reliability

Uptime Award Winner Best Green Reliability Program - Malaysia Airports

IMC-2017 Learning Session - 50:00
by Mohd Hakimi Usa Ahmad and Bibi Sabrena Sakandar Khan, Malaysia Airports Holdings Berhad

Malaysia has come a long way since the country recorded its first flight more than a century ago with five international airports in Malaysia and one in turkey, 16 domestic airports and 18 short take-off and landing ports, Malaysia Airports is now the second largest airport group in the world in terms of number of passengers handled. Malaysia Airports’ Engineering Division is responsible for the maintenance of the group’s airport infrastructure to ensure we continue to offer the most efficient and secure service to our airline partners, as well as to the passengers who use our facilities. The Engineering assets that worth billions of Ringgit shall be managed in highest levels of efficiency for ensuring public safety and excellent passenger/user experience.

In line with our green commitments, and our support for the national goal of reducing 45% of carbon emissions by 2030, we are working to reduce energy consumption and ensure more of our power is derived from renewable sources. Already, we have been able to reduce electricity consumption by 9,510,583kWh/year – equivalent to 1,463 homes electrified per year. The installation of light emitted diode (LED) masts has created a significant energy saving of69% or 782,784 kWh/year, and also reduced carbon emissions at KLIA by 1,951 tonnes CO2e per year. The e-Energy Management System (EnMS), a globally accepted framework for managing energy, has been in use since and allows us to monitor and adjust the energy performance, profile and building energy index of each facility.

Engineering Division Malaysia Airports Holdings Berhad (MAHB) has continuously and rigorously strive on improving the business and service by leveraging on the latest technologies on Energy Management. Malaysia Airport energy policy was established in 9th January 2012 with the main objective of this policy are to improve energy consumption efficiency, reduce utility cost, optimize capital expenditure for energy efficiency and strive to become a world-class energy management in airports industry. One of Malaysia Airports’ core values is to take great concern care on the environmental sustainability, with the elements of energy and carbon reduction through the establishment of Carbon Management Plan (CMP) by reducing total direct emission by 10% in 2020.

Leadership for Reliability

Best Leadership for Reliability Program (Uptime Award Winner) - Mercedes-Benz USA

IMC-2017 Learning Session - 49:46
by Kenneth Hayes & Justin McCarthy, Mercedes-Benz U.S. Intl, Inc.

This presentation highlights how the Maintenance department at Mercedes-Benz U.S. International Inc. (MBUSI) has managed to change their culture through evolution not revolution. After benchmarking plants across many industries, they realized it’s not “what you do” that’s important, it’s “how you do it.” We share the lessons learned that have enabled our team to change our organization’s culture with involvement from all levels of the organization.

Leadership for Reliability

Asset Performance Management - Enabling Advanced Analytics

IMC-2017 Learning Session - 28:42
by Victor Rioli, Praxair, Inc

To compete in the global industrial markets today we must quickly navigate through the mountain of “Big Data” created by reliability, process, and financial systems into clear indicators where prescriptive actions can be taken to mitigate poor reliability before it occurs, maximizing ROI from our assets. Asset Performance Management or APM is attacking our “Big Data” challenge by systematically categorizing data that can be easily utilized by complicated algorithms and advanced analytics to drive prescriptive maintenance to optimize asset performance, and maximize OP. Advance analytics will define corrective maintenance causes, enable PM optimization, prescribe condition monitoring schedules, optimize critical spares, define TCO for proper supplier selection, and continually mitigate gaps in key performance indicators (KPI’s). Finally, even more important than competing, is winning and defining clear indicators with dispatch from your data will be your key to success.

Leadership for Reliability

10 Years of Reliability Implementation at ArcelorMittal - What We Have Learned

IMC-2017 Learning Session - 37:59
by Scott Piech, ArcelorMittal

The new focus for ArcelorMittal’s USA plants is on creating MTA Turbo inspection routes, not full blown RCM analysis. This focus helps us for the following reasons:

Modified and reduced the training needed for the program.

Reduced the training required for a reliability engineer to produce MTA Turbo inspection routes:

2 week RCM class reduced to 1-week class

8 day EXP class reduced to 3 days

We only train our ArcelorMittal engineers to produce MTA Turbo inspection routes, not full blown RCM analysis. No need to train for something most areas will never use.

For supervisors, mechanics, electricians, and operators that will be needed to participate as subject matter experts:

3 day RCM class reduced to one 1 days.

Established Senior Management Steering committee

Report out on reliability team progress – focus on completing the inspection routes the reliability team develops and completing the WO’s that result from the inspections.

This has been the #1 issue in areas that we have failed. We don’t do the inspections or complete the WO’s from inspections

Creating a management steering team addressed these issues.

Leadership for Reliability

How and Why to Change an Award - Winning Asset Management and Reliability Program

IMC-2017 Learning Session - 34:11

by Ray Congdon & Russ Parrish, CBRE

In 2016 CBRE won the Best Work Execution Management Program award at the 2016 International Maintenance Conference (IMC) for our Maintenance Excellence (ME) Program. In 2017 CBRE modified and rebranded ME to Asset Performance and Energy Excellence (APEX). Why in less than a year would CBRE take the ME program and significantly modify it? What made it necessary to change and rebrand a program that was as successful as ME? How did CBRE go about doing it and what have the results been? This presentation will go down this decision making process and journey.

Other aspects that will be covered include:

Detailed explanation of the APEX program

How APEX and the Uptime Elements/Reliability Leadership Institute are intertwined

Varying environments APEX is implemented in – medical, pharma, manufacturing, traditional facilities management, data centers, retail, etc.

Global rollout challenges conquered

How APEX partners with CBREs plan to be “world Class”.

Vision for 2018 and beyond

How APEX fits into CBREs overall reliability and innovation plan

Leadership for Reliability

Before the P-F Curve

IMC-2017 Keynote - 36:17
by Terrence O'Hanlon, Reliabilityweb.com and Doug Plucknette, Author

Join us for a unique, but critical look further left of the curve. We will examine the importance of precision maintenance at the time of installation and discuss methods and tools used to design reliability in your equipment.

Leadership for Reliability

Selling Reliability: Getting Buy-In Is Essential to Successful Implementations

The RELIABILITY Conference Learning Session - 32:56
by Keith Staton, Weyerhaeuser Company

How many times do we have reliability projects that appear to be a no brainer on paper, but we fail to get the buy in from the “powers that be”. Sometimes even the best projects don’t sway the decision makers. Sometimes Reliability has to be Sold – This is a light hearted look at how we sometimes don’t consider the presentation of a potential Reliability Project and fail to get the Buy In necessary to get it off the ground. A brief case study on how selling Lubrication Training was accomplished and is still moving forward to this day.

Leadership for Reliability

Cintas Journey to World Class Reliability

IMC-2016 Learning Session - 44:21

by Eric Ayanegui and James Wagoner, Cintas

Cintas Improves Return on Net Assets by 100% Through Reliability Program – This is our StoryFollow Cintas through the reliability journey from having no maintenance or reliability program to a successful reliability program that has achieved results recognized by executives and industry. Journey starts in 2008 with minimal understanding of reliability to corporate wide understanding and support of reliability. This presentation covers elements to develop an effective reliability program for a large corporation. We will discuss how buy-in was achieved throughout 165 different production facilities across the US and Canada and a technician population of 500+. The Reliability program includes the following elements:

•Reliability marketing, logo, and banner

•Training and awareness presentations across all levels of management

•Annual Reliability Scorecard Audit

•Standard preventative maintenance tasks

•Maintenance trainee/apprentice development program

•Maintenance employee development and training

•Maintenance safety certification

•Effective CMMS implementation

Leadership for Reliability

The Fundamentals of Reliability Leadership

IMC-2016 RAP Talk - 33:24
by Terrence O'Hanlon, CEO and Publisher, Reliabilityweb.com

In this RAP Talk from IMC-2016, Terrence O’Hanlon talks about shifting the context of your work and doing the best you can do with the circumstances you got handed. What he provides are the building blocks to instead create the outcomes you want regardless of the circumstances. To be a reliability leader is about creating a new future that wasn’t going to happen anyway. Join O’Hanlon as he “jolts you awake” about reliability leadership.

Leadership for Reliability

Leadership - What Is It? How Do We Use It for Operational Excellence?

IMC-2016 RAP Talk - 22:01
by Ron Moore, Author

In this RAP Talk from IMC-2016, Ron Moore discusses leadership—one of those things that’s kind of hard to define, but you know it when you see it. Moore outlines some of the leadership models he’s learned from the several books he’s read throughout the years on the subject. But what he primarily wants to share with the audience is what he thinks leaders should do and the behaviors they should present.

Leadership for Reliability

Training: Where the Rubber Meets the Road

IMC-2016 Maximo Learning Zone 32:44
by Jill Owen, General Motors

Training is one of the key components of success for any company. You can have the best maintenance system in place but if your user community doesn’t understand how to use it, you are doomed to fail. Therefore, it is imperative to understand what business problem you are trying to solve, the importance of training the users to support the maintenance strategy, and how to monitor that the training was successful while focusing on developing an environment of continuous learning. At General Motors, we have faced many obstacles in developing a training strategy for Maximo that aligns with our Global Maintenance Strategy. We have developed different methods of training over time to provide our plants the best chance to be successful. This session will provide insight on how General Motors develops training, what methods we use to deliver the material, how we track progress, and encourage feedback.

Leadership for Reliability

Best Leadership for Reliability Program (Uptime Award Winner) - Bristol-Myers Squibb Syracuse

IMC-2016 Uptime Award Winner Presentation - 43:16
by Rob Bishop, Bristol-Myers Squibb

At IMC-2016, Bristol-Myers Squibb Syracuse were awarded Best Leadership for Reliability Program at the Uptime Awards. In this presentation, Robert Bishop gives an overview of their award-winning program. A summary of maintenance and reliability in Syracuse, the continuous learning they’ve put into place, best practices, and areas for improvement are also discussed.