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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

Challenging the Status Quo

Driving operational excellence is one key goal for every asset industry site. Manufacturers want to meet customer expectations and have sustainable improvements in the performance of their assets. In order for companies to achieve optimum performance, they create vision statements and mission statements supported by goals and objectives.

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.

Work Execution Management

Argo Consulting

Argo is an operations improvement consulting firm that breaks through the traditional barriers of the consultant-client relationship. We are hands-on consultants who deliver real results and no excuses.

Leadership for Reliability

Habits are the Building Blocks to Sustainability

What habits do you have at your workplace? What work habits do your peers have?

Habits can ruin your life or make it better. You choose which habits form your lifestyle, but can corporations choose the habits that form the behavior(s) present in its workforce?

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

Do You Speak RELIABILITY?

Part of the mission at Reliabilityweb.com® is to discover and deliver approaches to make reliability leaders and asset managers safer and more successful. I am blessed to be able to meet some of the best reliability leaders and asset managers in the world as I travel to learn (discover) and teach (deliver). There is nothing more satisfying than seeing someone presenting their journey based on the use of the Uptime® Elements™ framework.

Reliability Engineering for Maintenance

How To Achieve An Uptime Elements Black Belt

Do or do not – there is no try ~ Yoda

Are you one of those people who will not start a project until planning is close to perfect?

The Uptime Elements Black Belt program is designed

...

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

The Vanishing Workforce and How to Deal With It

For over 10 years, the country has seen a shift in the workforce. Older workers, known as baby boomers, have begun to leave in droves before younger replacements are trained or, in some cases, even onboard. You keep hearing, “jobs, jobs, jobs,” but what should be heard is, skilled workers, skilled workers, skilled workers. That’s right, there is a worker shortage more than a job shortage. Why, you may ask? There are several reasons, but more importantly, very little is being done to solve the problem.

Leadership for Reliability

Building a Reliable Plant Through Constant Evolution

Greenfield Global’s ethanol plant in Varennes, Quebec, Canada, demonstrates the power of maintaining and evolving a strong reliability plan. Reliability is a key term in manufacturing that plenty of people talk about, but often find difficult to tackle in a practical way. Often, when discussing reliability, people imagine it to be achievable only for large scale, high capital organizations with a great deal of manpower. This misunderstanding stems from the misconception that reliability is a goal: just put the right equipment in place, spend enough money and somehow the plant will become reliable. This couldn’t be further from the truth.

Leadership for Reliability

How to Get the Resources and Support You Need

If you’re getting comments like these, you’re not alone. For those in the reliability field with a technical background, it can be frustrating. Your response might be, “The numbers in the spreadsheets are clear. Why is it so hard to get support from the executive team?”

Although your work is backed by hard science and a solid body of work, the fact is many others in the company may not have a good picture of what maintenance reliability professionals do to contribute to its success.

This article gives you some ideas on how you can demonstrate the value of your work and that of your team’s in order to get acceptance and support from the rest of the organization. As a result, your recommendations get followed, you get the staff and budget you need, and you’re seen as a team player.

leadership for reliability

Executive Sponsorship: The #1 Reason Why Change Initiatives Fail

Building a Championship Organization

Challenging the Status Quo

Uptime Award Winner Best Green Reliability Program - Malaysia Airports

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

Argo Consulting

Why 90 Percent of Reliability Programs Fail to Sustain, and How to Beat These Odds

What’s in Your DNA?

Habits are the Building Blocks to Sustainability

Asset Performance Management - Enabling Advanced Analytics

Reliability Leadership Game Launched at The RELIABILITY Conference

April - May 2018

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

Uptime® Magazine Announces Solution Awards Winners for 2018!

Do You Speak RELIABILITY?

How To Achieve An Uptime Elements Black Belt

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

The Vanishing Workforce and How to Deal With It

Building a Reliable Plant Through Constant Evolution

How to Get the Resources and Support You Need