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leadership for reliability

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.

Leadership for Reliability

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?).

Leadership for Reliability

Steps for Designing an Asset Management Model

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.
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.
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.
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).
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

Leadership for Reliability

An Asset Manager’s Guide to Harvest Management Commitment

The Uptime article, “An Asset Manager’s Guide to Building a Meaningful Company Vision,” explained why it’s essential to have a company vision at the department level in order to gain collaboration and create excitement among department level managers. Next, this article explains why it is crucial for the enterprise asset manager to guide department level managers toward an understanding of how to translate their vision into a top level, order of magnitude for change. In other words, a company vision is only good if it can be sold to the executive level team of your organization.

Leadership for Reliability

New Industrial Operations Analytics Software Advances Manufacturing Industry

Enterprise Data Management (EDM) for Manufacturing from Sightline Systems equips quality and process engineers with advanced, real-time analytics to proactively address costly challenges

Leadership for Reliability

Positioning Your Company for a Trump Administration: 5 Steps Manufacturing Leaders Should Take Now

If President Donald Trump is able to renegotiate trade deals to be more U.S. friendly during his first 100 days in office, it is both good and bad news for American manufacturing. On the one

You ...

Steven L. Blue is the President & CEO of Miller Ingenuity, an innovative company revolutionizing traditional safety solutions for railway workers, and author of the new book, American Manufacturing 2.0: What Went Wrong and How to Make It Right.

For more information, please visit www.SteveBlueCEO.com, www.milleringenuity.com

Leadership for Reliability

Description of the Training Process

A flawless effort is possible but only with adequate training. It is important that everyone, especially those immediately involved, know exactly what they are to do and how to do it.

The

...

Time (min.)	Discussion
Agenda Review	5	What the training will address so that the work sampling project can be a success
Work Sampling - What it is and what it is not	5	Recognition of the possible past problems with this type of effort To clear up misconceptions To begin developing an understanding of what the work effort is all about Explain and reinforce that it is not designed to find people problems. It is process problem focused.
Why Are We Doing It?	5	Overall productivity baseline data and future periodic reviews An understanding of productivity problems to be addressed—process, not people
Discussion of a Valid Sample	5	Stress honesty. This is a very critical success factor for this effort Also, timeliness of data submission
Sampling Procedure	10	Discussion of how the sampling procedure works. It is important that those to be sampled understand what to do and when to do it. Identify who will be making the foremen contacts and where to submit the forms—the coordinator Problems and what to do about them (see section 3.3)
Direct Category	5	Review all definitions for understanding so that observations are accurate
Indirect Category	5	Same as direct
Non-Productive Category	5	Same as direct
Questions	15
Close by site lead if possible		Make sure they know who to call for help

Leadership for Reliability

10th Anniversary of the Fuller Challenge Announced

The 2017 Fuller Challenge cycle dates have been announced. Applications will be accepted starting January 13th, 2017. A $100,000 prize will be awarded to support the development and implementation of one winning strategy. 2017 marks the 10th anniversary and first phase of this prestigious, internationally recognized prize program.

Leadership for Reliability

Redefining Reliability Through Lean Practices

The concept of reliability changes from business to business. No one definition is correct because reliability needs change from one business to the next. However, personnel in charge of a reliability program should have a clear answer to what reliability means to them. This article helps define what reliability means to an organization, shows where flaws can develop in the program, explains how reliability responds to evolving business needs and demonstrates how lean principles can relate to these processes.

Leadership for Reliability

Bad Salesmanship Hinders Reliability

Do not dismiss the above statement thinking it does not apply to your situation because you are not a roving consultant or contractor. In-house maintenance reliability professionals need to exhibit the same, or even better, customer service when it comes to driving change or pulling their organization toward a path of continuous improvement.

Leadership for Reliability

Q&A with an Industry Leader - Breon Klopp

Uptime Magazine had the opportunity to sit down with the 31^st International Maintenance Conference (IMC-2016) Keynoter, Breon Klopp. Breon is the Founder and Managing Partner at Sestrana, a company that develops and facilitates high-impact experiential learning and training events to engage and motivate organizations on methods for improvement. From a perspective that is entertaining and realistic, Breon inspires participants through a racecar pit stop challenge that focuses on performance, processes, and teamwork.

leadership for reliability

6 Successful Strategies for the Not So New Challenges of Today

Principles of Measuring Performance

Steps for Designing an Asset Management Model

February - March 2017

An Asset Manager’s Guide to Harvest Management Commitment

WorkTech names Eric Grimes Vice President of Sales and Marketing

New Industrial Operations Analytics Software Advances Manufacturing Industry

Positioning Your Company for a Trump Administration: 5 Steps Manufacturing Leaders Should Take Now

Facilitate Employee Implementation of the Change Process

Description of the Training Process

10th Anniversary of the Fuller Challenge Announced

Optimization of the Operations and Maintenance Phase

Redefining Reliability Through Lean Practices

December - January 2017

There are Outcomes and Impacts for Everything

Managing Risk for Operational Excellence

Bad Salesmanship Hinders Reliability

Q&A with an Industry Leader - Breon Klopp

To Create and Sustain Culture Transformation, Educate Your People

Employee Involvement and Enthusiasm