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leadership for reliability

A Quick Staff Exercise

A very interesting quick exercise for your staff:

  1. Explain to each staff person that we are conducting a study of the Maintenance department. What you tell the people:
    List all your activities. After you create the list please describe each activity in enough detail that an outsider could understand what you are talking about and include: In a typical week what % of your time is spent doing what activity, what are your most important activities, what activities do you like best, what activities do you like least. Add any comments about your job that you think could help this study. Important: Please add any activities that happen annually or quarterly.
  2. At the same time, ...
 DuPont Unveils Newest Smart Clothing Technology at Outdoor Retailer Show

DuPont Unveils Newest Smart Clothing Technology at Outdoor Retailer Show

Launch of Intexar™ Inks and Films Enable Seamless, Comfortable, High-Performing Smart Garments

Why Use the Uptime Elements Framework for Reliability Culture Awareness?

The Uptime® Elements™ provides a visual framework.

Easy to follow & set up to prioritize your plan for a successful implementation. The value of a whole site, all in sync with the goals and objectives of the company, and associated

The ...

 BorgWarner Increases Overall Equipment Effectiveness with Leading2Lean Cloud-based Lean Mfg

BorgWarner Increases Overall Equipment Effectiveness with Leading2Lean Cloud-based Lean Mfg

Within a short time period after implementing Leading2Lean, the plant began to resolve inefficiencies and frustrations with a system that allowed them to better identify production weaknesses.

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 The Markle Foundation and Microsoft Partner to Accelerate a Skills-Based Labor Market

The Markle Foundation and Microsoft Partner to Accelerate a Skills-Based Labor Market

With $25.8 million grant, Microsoft Philanthropies joins forces with Markle to enable American workers to connect with businesses facing a shortage of skilled labor in an era marked by technology disruption.

The Fundamentals of Reliability Leadership

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.

Discovering Valuable Trends in Machinery Reliability

Discovering Valuable Trends in Machinery Reliability

Much can be said about trends that relate to equipment reliability in one way or another. Like everything else, they come and go randomly. Just like carbonated water, trends that are reduced to the flavor of the month can fizzle out and disappear rapidly. Trends probably always existed in all fields of endeavor and have been observed for years in the field of machinery reliability improvement. This article focuses on some recent ones that are on relatively solid ground and should be of interest to you.

 Renishaw Developing the Next Generation of Manufacturing Professionals With Greenville Tech

Renishaw Developing the Next Generation of Manufacturing Professionals With Greenville Tech

Pilot program aims to address manufacturing “skills gap” with hands on training and real-world experience working with top tier suppliers in the aerospace, power generation and automotive industries.

 June - July 2017

June - July 2017

Click to read all articles from this issue. You can also download the full PDF.

Raising The Flag For Change

Raising The Flag For Change

IMC-2016 Learning Session - 46:25 
by Paul Monus, BP and Felicjan Rydzak, Felix Consultancy

This talk is about leadership of defect elimination that build on a lot of the discussions happening around maintenance and reliability. The presentation uses the Lima Refinery story as a backdrop to it. Twenty years old now, it has a lot of lessons that have been extensively studied and written about. After Paul talks about the story, Felicjan gives a system dynamics lesson that offers some insights about the social network and social structures that were involved in Lima.

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

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.

Training: Where the Rubber Meets the Road

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.

Asset Criticality Helps Industry Weather Springtime Maintenance

Cold snaps, Flooding, Strong winds, and Varmint are just a few ways seasonal changes affect operational excellence in the industrial sector in the early months of the year.

Remote outdoor assets

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

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.

 April - May 2017

April - May 2017

Click to read all articles from this issue. You can also download the full PDF.

The Evolution of Performance Measurement

The Evolution of Performance Measurement

In the current environment of ever-increasing demands to deliver exceptional results with limited resources, leaders are placing greater emphasis on performance measurement. Performance measurement is defined as the process of analyzing information to determine the progress toward a desired outcome for a given organization.

6 Successful Strategies for the Not So New Challenges of Today

6 Successful Strategies for the Not So New Challenges of Today

The challenges facing any industry sector today are the same that existed decades ago and were delineated at many conferences and meetings. They are still the same challenges because acting on preexisting ones would have added to the workload.

Principles of Measuring Performance

Engineer and management consultant Joseph M. Juran said, “If you don’t measure it, you don’t manage it.” It’s a fairly accurate statement. But, another question might be: “If you do measure it, does that help you manage it?” Far too often, experience shows that it does not, for a host of reasons. Some of these include: having too many measures leading to complexity and confusion about what’s important; a lack of focus; measuring the wrong things; not measuring things that are truly important to the business; having measures that are in conflict across functional boundaries; or not displaying the measures prominently or, if displayed, not keeping measures current, resulting in employees considering them unimportant (after all, if you don’t keep the measures current, how important could they be?).

Steps for Designing an Asset Management Model

  1. Define and agree on needs: The first step toward a successful design of an asset management model is to recognize within the core of the organization that there is a need to define a management model to orient and guide the company’s activities.
  2. Define functions: The objective is to identify the functions of integral asset management and the strategic objectives necessary to align with business objectives. In this phase, the vision and mission of asset management are reviewed. A common error committed in this stage of the process is not involving all levels of the organization. Consequently, the vision, mission and strategic objectives of the new management model are not shared by all levels and its implementation becomes traumatic, slow and costly.
  3. Define processes, people and technology: Once the functions are defined, you must review the business areas associated with processes, people and technology in order to support the functions and strategic objectives that have been established.
  4. Define the evolution of the processes: Once the strategic objectives are defined, the macro processes and business areas that will be part of integral asset management must be defined in a process map. This map must be followed by the organization in order to achieve evolution and continual improvement of each of the business areas. This means that programs, projects, action plans and tasks must be defined in a way that allow continual evolution of the organization within the defined framework of evolution (i.e., the integral asset management model).
  5. Support tools: At this point, an asset management model exists that will serve as a guide for the management of assets. However, the philosophical model and the definition of processes of improvement are not, in themselves, sufficient enough to achieve effective transformation of the management of assets. In this sense, joint techniques and basic tools are required to guarantee a correct understanding and implementation of the process of transformation, as shown in Figure 15.

Figure 15: Critical integration factors for success (Amendola, 2011)

Tip from  The Ingredients for by Luis Amendola

 February - March 2017

February - March 2017

Click to read all articles from this issue. You can also download the full PDF.

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