Please use your business email address if applicable

Visite nuestro sitio en Español

human capital management

The Learning Culture

by John Yolton

There are numerous examples of maintenance maturity charts, matrix, graphs, diagrams and this one is no different, except, perhaps that this one recognizes that a penchant for learning from past mistakes or historical data is one of the pillars of support for a learning culture.

This behavior separates one culture striving to do better from another that is comfortable doing nothing different.

I Heard It Through the Grapevine: Communicating Effectively During Major Change

By Dave Berube

I have never been known to be musically inclined, but I can recognize a great song when I hear one. One of these great songs is "I Heard It Through the Grapevine." This particular song has been recorded and re-recorded numerous times over the years by many different artists and although it may bring thoughts of animated raisins to people in my generation, it is more closely associated with Marvin Gaye.

What Tool? When? Some Thoughts

By Ron Moore

Companies are bombarded daily with recommendations from various sources regarding the tools they should use for improvement, leaving most people in a quandary regarding their selection and application. Unfortunately, there are any number of tools being offered, with little guidance regarding which one is best in a given situation, how the tools might relate to each other, or perhaps more importantly, the enabling practices or readiness that any given organization might need in order to effectively apply the tools.

Negotiate Like You Mean It: Nine Tips to Help Women In Business Ask For The Money

Many women aren't comfortable dealing with negotiations, even when something they really want (and deserve!) is on the line. Vickie Milazzo shares nine tips to help you stop underpricing yourself and start getting paid what you're worth.

Five Affordable Ways to Boost Employee Happiness, Loyalty, and Motivation

No matter how much they want to reward their employees, many leaders just don't have the financial resources to give out much-deserved raises and bonuses. Fortunately, according to Todd Patkin, you don't need to spend a cent to show your people beyond a shadow of a doubt that you care about them and appreciate their hard work.

Leadership and Little White Lies

How Those Seemingly Harmless Fibs and Half-Truths Can Hurt Your Business

Every leader tells a white lie every now and then, right? Perhaps-but that doesn't make it okay. Author Dave Anderson says that white lies can do serious damage to your reputation and can lead to much bigger issues down the road. Read on to see why cleaning up your act can help save your business.

Things to think about (and do) in 2011

We are pleased to announce a the 2011 version of the very successful eBook - Things to think about (and do)

Reliabilityweb.com and Uptime Magazine invited thought leaders in the maintenance and reliability community to contribute a single page communication directed toward creating a new idea or action on the part of the readers, the maintenance and reliability professional community at large.

Life Cycle Engineering - 1st US Authorized Training Provider for Prosci Change Management Programs

CHARLESTON, SC,—The Life Cycle Institute, Life Cycle Engineering’s education group, is now accredited as the first U.S. Authorized Training Provider for Prosci, the world leader in change management best practices and research. Prosci’s methodology has become one of the most widely used approaches for managing the people side of change in corporations and government.

Leadership for Reliability

How to Develop a Highly Effective Maintenance Team

Maintenance technicians are key to the success of any maintenance department. What about the other people on the team such as maintenance planners, managers, supervisors? All of these members of your team must work synchronized in order to become effective. Finding those simple things that can motivate and empower a highly effective workforce is not hard and in this WebEx you will learn a few secrets to making your team the best of the best.

It is recommended your maintenance manager, maintenance supervisors, maintenance planners, and key maintenance personnel attend this session. It will be the best one hour you ever spent together. Expect an hour of discussion amongst your people afterwards. Expect to be engaged and get excited about this journey.

Join me today and enjoy the benefits from a short session which will impact performance of your crew.

The Law of Unintended Consequences

Or why some incentive programs work against reliability and maintenance excellence.

Actually it is not clear whether this is a law, a rule, a guideline or simply a figment of someoneʼs imagination. However, there are some examples in history of well-intended laws and policies that generated significantly different results from what the originators desired. One example that stands out is the actions and reactions resulting from the passage of the Volstead Act in October 1919. The intention was to ban alcohol (Prohibition) in any form. The unanticipated result created the so-called "roaring twenties"-an era of unprecedented violence in the US that did not end until repeal in 1933.

Maintenance Goes a Lot Further Than Equipment

Maintenance managers have a lot of responsibility in making sure that equipment is properly maintained. Equipment is an asset and carries some kind of monetary value. People on the other hand are an asset but do not carry a specific monetary value as an asset. Countless times managers have proclaimed people are the most valuable asset. Why do we perform preventative maintenance on equipment and not the people, which carry the most value and work on the equipment?

Operations Versus Maintenance

Everyone who works in a manufacturing facility recognizes that there is always a conflict between Operations and Maintenance, and most would like to see a solution for the ongoing difference of opinions. This problem, however, is just a manifestation of two functions with opposing values created when a facility is built to produce a product. Operations people value maximum production. Maintenance people value preservation of the equipment. Thus, there is a conflict of Utilization of the facilities versus Availability of the facilities.

Building Steam

A Story of Hard Work, Dedication, and, Ultimately, Transformation

by Judith Charlton and Steve Lipscombe

Sembcorp UK, one of the leading suppliers of utilities to UK industry, is transforming its operations. Steam and power operations are vital to the success of Sembcorp UK and its customers in the petrochemical, power and biofuels sectors. Just five years ago the business was struggling to manage an aging power station and all its associated problems with limited resources. The challenges seemed insurmountable.

Breaking Through Glass Ceilings

Thoughts on Implementing Organizational Change

by R. Keith Mobley, MBB, CMRP

Have you ever been involved in an attempt to improve the performance of your department or one function, such as maintenance or quality, in your plant or corporation? Ever wonder why the attempt did not work at all or failed to reach its full potential? If you have, the reason was probably a list of deficiencies or omissions, or perhaps it was because cosmic forces preordained that improvement is not possible. Sound familiar?