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leadership for reliability

Critical Factors to Achieve World-Class Manufacturing Reliability

The benefits of maintaining a facility with world-class reliability are enormous and should not be underestimated. Major advantages associated with excellent reliability are higher utilization of the asset, lower maintenance costs, fewer overall people required to run the facility, better safety performance and better energy efficiency.

Leadership for Reliability

Using Quantitative Fault Tree Analysis Based on Method of Cut Sets to Predict Failure

Originally, the intent of fault tree analysis (FTA) was to assess equipment reliability in the space industry. Nowadays, FTA is being widely used in any type of study that requires quantifying frequency or probability, or just for deductive representation of events that, when triggered, result in an occurrence of a top event. This article summarizes FTA quantification using the method of cut sets (MOCUS) and describes the methods of Birnbaum, criticality and Fussell-Vesely.

Leadership for Reliability

Maintenance Safety Certification

IMC-2017 Learning Session 39:50
by Tommy Cocanougher and James Wagoner, Cintas.

Maintenance professionals face hundreds of decisions each day all of which impact their personal safety and safety of the organization. Each maintenance situation or decision is usually unique. How do companies ensure the decisions and actions are made safely every time? The Maintenance Safety Certification is a great tool to empowering safety and leadership. In this presentation, you will learn how the Maintenance Safety Certification was developed at Cintas. You will also learn the details and scope of the Maintenance Safety Certification. Finally, you will learn the impact it has had on the workforce and safety.

Leadership for Reliability

Improving Reliability at Ajinomoto

IMC-2017 Learning Session 48:46
by Darren Blaha, Ajinomoto and Stan Moore, Emerson

Ajinomoto is embarking on a reliability improvement initiative that is in its genesis. Ajinomoto, located in Eddyville, IA is the primary US producer of monosodium glutamate, (MSG). In a competitive market with increasing demand, Ajinomoto has recognized the need to improve the management of their assets. Increased capacity utilization presents a real improvement opportunity for the site and these improvements started with the recognition that their foundational asset data was inadequate, lacking in both content and accuracy. This is a journey of both cultural change and recognition of the bottom-line business value of a reliable plant.

The primary focus of the presentation will center on building a robust dataset consistent with the tenets of ISO 14224, the configuration and implementation of a new CMMS, asset walk downs necessary for accurate data, development of robust work process flows that fully describe and define the life cycle of a work order from its inception to final closeout and completion, and finally criticality ranking to support prioritized and targeted strategy improvements.

This presentation will discuss Ajinomoto’s journey to improved profitability and capacity utilization through more reliable assets. The challenges encountered along the way, the successes achieved, the benefits realized and to be realized, along with the work remaining will all be discussed.

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

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

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

Reliability Excellence Needs a Roadmap: Convert What-Why to an Action Plan

TRC-2018 Learning Zone 41:10
by John Reeve, EDI

This presentation will create a horizontal line of sight. By doing this, we will establish a sequence of events that will help your organization develop an asset management system. Using 3 decades of field experiences, the facilitator will also tie in advanced processes as related to the elements chart. Specific topics to be discussed:

What foundational elements should be addressed first?
What chronological order makes the best sense regarding the five main verticals?
How do I inform leadership as to the significance of optimized asset management?
What is CRL accreditation and why is this of value?
And lastly, what would a master schedule look like for pursuing a roadmap to excellence?

Leadership for Reliability

Selling Reliability: Getting the Buy-In Is Essential to Successful Implementation

TRC-2018 Learning Zone 30:10
by Keith Staton, Weyerhaueser

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

The ROI of Reliability Leadership

TRC-2018 Key Note 58:23
by Terrence O'Hanlon, Reliabilityweb.com and Uptime Magazine

Technical skills abound in the reliability community, but it's common knowledge that 70% of the improvement initiatives launched do not generate sustainable business success. Learn how to create cross-functional awareness, desire and knowledge to drive sustainable change.

Leadership for Reliability

Building the Workforce of the Future: Uniting Industry and Education

TRC-2018 Learning Zone 40:34
by Gail Norris, Siemens

Innovative technologies are revolutionizing manufacturing. Many companies are fast-tracking these game-changing technologies and smart factories needing high-tech workers are no longer a vision – they are a reality. Industry’s reliance on advanced technologies, combined with the skills gap created by the ongoing generational change-out are driving organizations to find new and innovative learning methods to ready their employees for this transformational change. Join us to experience new learning approaches that will ensure your organization will succeed in the digital era.

Leadership for Reliability

Early Benefits of the Uptime Elements Journey

TRC-2018 Learning Zone 38:59
by Jim Carrel, Reliability Management Strategies and Lee McKinley, SGL Composites

The SGL Composites Maintenance Department was formed in 2013 but began its journey to Reliability after Lee McKinley was positioned as the Head of the Maintenance Department in late 2014 and started discussions with Jim Carrel, CRL (Reliability Coach, Reliability Management Strategies) in the Spring of 2015. After coaching Lee to a better understanding of Reliability, Jim invited Lee to join him at IMC 2015 and be immersed in the reliability discussions. Lee returned to the plant after the conference filled with hopes and expectations. He began the long process of organizational and cultural change and invited his peers, the Head of Production and the Head of Excellence, to join him at The Reliability Conference in the spring of 2016. Together, the three of them chartered the course to be followed over the next few years. Since the initial days of their journey to reliability, the plant has experienced improvement in the ratio of planned to unplanned maintenance, rising from 19% planned, to a current 53% in just 2 years. They’ve seen a 61% reduction in maintenance costs in less than 6 months in the Winders Sections. Over the past two years, they have trained and certified personnel and implemented specific Uptime Elements. The most important metric is, of course, production; and SGL has seen a significant increase in the percentile of Total Metered Length Spools (their corporate production KPI) from the low-70’s to mid-80’s. (Current KPI is 85% TMLS with 0 Defects) This presentation will detail the planning, actions, challenges, and results-to-date SGL is experiencing. This is not a finished story, but a mid-journey glimpse into their challenges and successes. It is our hope that this story can encourage those who are contemplating the journey to see the benefit of making the commitment to begin.

Leadership for Reliability

Addressing Culture Change in IIoT and AI Projects

TRC-2018 Learning Zone 43:15
by Blair Fraser, Lakeside Controls

In the manufacturing and industrial world, Industry 4.0, Smart Industry and Industrial IoT have created a lot of buzz lately. Machine Learning, Artificial Intelligence and Big Data are at the top of the hype cycle. Digital transformation and the digital enterprise are on the top of the strategic initiatives list of every board room and C-suite. While Machine Learning and IIoT have the potential to transform entire supply chains, initial successful implementations are clearly emerging in maintenance and asset reliability. Predictive maintenance is being transformed to prescriptive maintenance by combining existing and new condition monitoring sensors with Machine Learning and Pattern Recognition. This new technology has the promise to solve problems never capable of being solved before, however, we have learned over the last five decades of implementing traditional condition monitoring technologies like vibration monitoring, the common pitfall is the adoption of new technology and work processes is the people. More so than ever, technology like machine learning and artificial intelligence will have a bigger impact on people as it can learn and adapt without humans in the loop. But can people still play a role in AI projects? Is subject matter expertise still required? This presentation will review how through implementing many IIOT and AI projects over the last two years, I learned how people play the biggest role in the success of these projects and tips to address the "who moved my cheese" culture changed required for projects to be successful.

Leadership for Reliability

It’s Not You, but It’s You

TRC-2018 RAP Talk 18:16
by George Williams and Joe Anderson, B. Braun Medical

This RAP talk will explore why we need to look in the mirror if we are not happy with the results we are getting. Moreover, we will encourage and challenge the audience to take ownership of their reliability success.

Leadership for Reliability

Using the Industrial Internet of Relationships to Build Supply Bridges

TRC-2018 RAP Talk 21:10
by Allan Rienstra, SDT

The transactional relationship between buyer and seller is as old as civilization itself. While our civilization evolves at a frantic pace, a collaboration between supply and demand remain mired in the stone ages. Since before the first industrial revolution, the sales professional was tasked with a singular job; to facilitate transactions that moved assets from his company’s balance sheet to the customer’s warehouse, as quickly as possible. And since the reward for this transaction was remuneration – usually in the form of a commission or bonus – the task of successful implementation remained the customer’s problem alone. The sales professional, driven by the need to feed his family, set out in search of the next transaction. Customers accepted this arrangement, for no other reason, then that’s the way it always was. This RAP Talk presents a new paradigm for supply and demand. It challenges our community of solution providers to raise their game while scrutinizing the customer’s resistance to let them. The Industrial Internet of Relationships is about building bridges between supplier and consumer. The best bridges are built from both shores and meet in the middle. Bridges empower us to work toward an aim bigger than ourselves. To progress toward achieving the triple bottom line of economic prosperity, environmental sustainability, and social responsibility.

Leadership for Reliability

Human Capital Management: An Uptime Element, Not an HR Program

TRC-2018 Learning Zone 29:28
by Sean Mullan, 3M

As Reliability professionals, we need to rely on our Human Resources Departments as business partners. But at the end of the day, WE are responsible for managing our Human Capital. Do you have a strategy to manage human capital in your maintenance organization? Can you clearly articulate this strategy? How has the skills gap affected your organization and what are you doing to overcome the skills gap? Are you ready for the “Silver Tsunami”, and have you established clear plans for succession? Defining a career pathway in a Reliability and Maintenance organization helps ensure the health of that organization. The pathway must be clear and it starts with educating and developing the talent pool. Having an employment branding strategy helps target and attract the best talent. Assessing the talent pool and the current workforce ensures the right candidates are hired, and defines internal opportunities for training. Establishment of a progression system for technicians improves retention and engagement of employees. This presentation will describe key factors and tactics that together define one strategy for effective Human Capital Management.

Leadership for Reliability

Back to the Future: Challenges in Developing the 21st Century Workforce

TRC-2018 Keynote 31:51
by Stan Shoun, Ranken Technical College

The #1 barrier to most industry growth globally is fielding a stable, trained workforce, especially in the technical areas. This presentation will highlight the challenges facing businesses and industries in recruiting, training and retaining the 21st-century workforce. Discussion will center on several areas such as demographics, preparing the emerging workforce and the effects of the dynamics of emerging technologies. It will also present some very unique educational/industry partnerships to overcome some of the challenges.

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

Black Belt Program

Critical Factors to Achieve World-Class Manufacturing Reliability

Using Quantitative Fault Tree Analysis Based on Method of Cut Sets to Predict Failure

Maintenance Safety Certification

Improving Reliability at Ajinomoto

Operationalizing Reliability

Effective Reliability Leadership: Habits of Effective Reliability Leaders

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

Reliability Excellence Needs a Roadmap: Convert What-Why to an Action Plan

Selling Reliability: Getting the Buy-In Is Essential to Successful Implementation

The ROI of Reliability Leadership

Building the Workforce of the Future: Uniting Industry and Education

Early Benefits of the Uptime Elements Journey

Addressing Culture Change in IIoT and AI Projects

It’s Not You, but It’s You

Using the Industrial Internet of Relationships to Build Supply Bridges

Human Capital Management: An Uptime Element, Not an HR Program

Back to the Future: Challenges in Developing the 21st Century Workforce

October - November 2018

Best Overall Reliability Program (Uptime Award Winner)