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leadership for reliability

Do You Fit the Bill? 8 Crucial Skills Maintenance Managers Must Have

As a maintenance reliability professional, you have technical training of some kind, basic knowledge of asset management principles, technical knowledge of the equipment you manage and practical experience from years working in the field. These are the hard skills needed to perform your job. However, technical education, training and knowledge will not give you the skills you need to effectively manage a team of maintenance professionals. Along with hard skills, you need a very particular set of soft skills to excel in your role. These skills will lead to greater productivity and efficiency across the maintenance team. More importantly, they will lead to less stress, greater job satisfaction and ongoing career achievement for you. These soft skills are:

Work Execution Management

Lessons Learned from Mt. Stupid

IMC-2015 RAP Talk - 19:50
by Joseph Paris, Founder of the Operational Excellence Society

Each of us belongs to a community, or network. The individual members of a network have a shared commitment and affinity to the kernel. As such, they will behave in a predictable manner since there is nothing to gain by any individual changing their position unilaterally. In reality, to disturb the predictability never even crosses the mind of the members.

Applying Game Theory and the Nash Equilibrium, this session will investigate the circumstances under which change takes place – and when it does not. We will discuss the creation of an effective disruptor and how it can be deployed in a controlled and sustainable fashion. We will also touch on the human dynamics aspect of the Dunning-Kruger Effect which states that a person will pursue a path out of ignorance and with great confidence until it is glaringly apparent that the path is wrong, at which time their confidence deflates before the process of rebuilding can occur.

Leadership for Reliability

Leadership in Reliability Central Arizona Project

Most people are aware that the State of Arizona has grown considerably over the past few decades. In fact, according to the U.S. Census Bureau, the state’s population grew 40 percent from 1990 to 2000, second only to Nevada. Phoenix, the state’s largest city, stands today as the nation’s sixth largest city and is poised to be fifth soon. Interestingly, the five cities besting Phoenix in population all reside on great bodies of water along the East Coast, West Coast, Gulf Coast and Great Lakes, each with a river, port and shipping fleet. Contrast that to the metropolitan area of Phoenix with 4.4 million people living in a desert community with an annual average rainfall of less than eight inches. Ever wonder how that is even possible?

Leadership for Reliability

PDCA Cycle

The power of PDCA is its simplicity and cumulative improvement possibilities by continually repeating the cycle, done either by the same team or other teams.

PLAN: Start with the expected results in mind. Establish the objectives and processes required to attain the expected results.

DO: Implement the new process. Start small at first to test the new idea.

CHECK: Measure the new process relative to the expected results.

ACT: Analyze the differences and root causes by comparing current best practice versus new ideas to understand specific opportunities. Each cause should be the beginning of another PDCA, resulting in further improvement.

Tip from The Relativity by Dr. Klaus Blache

Leadership for Reliability

A Journey to Shape Reliability Excellence at BMS - Part 2

Part 1, published in Uptime Magazine’s December/January 2016 issue, discussed the initial implementation of Uptime Elements at Bristol-Myers Squibb Company (BMS), including an exercise in which our sites prioritized the elements to determine our path going forward as a company. As we wrapped up our exercise, the sites were challenged with taking this framework back to perform similar exercises and integrate the framework into their local strategies. Part 2 demonstrates how the adoption of a common framework translates at the site level and how the unique use of this framework begins to drive the culture at BMS.

Leadership for Reliability

Mapping the Uptime Elements to Your Asset Performance Management Process

Focused Forum from IMC-2015 - 37:43
by Sandra DiMatteo, Bentley Systems

Adhering to and sustaining an asset performance management process doesn’t come easy. That’s why we need a holistic system-based approach like the Uptime Elements with its evolving technical, cultural and leadership elements. This interactive session demonstrates the key to making the elements ‘stick’ – diligence to a proactive business process. Is your process proactive? Explore how to map your business process and tasks to the Uptime Elements, building on what you are already doing successfully and identifying areas for improvement. You will identify the need to improve in one Uptime Element or another; from reliability engineering for maintenance, asset condition management, work execution or perhaps your organization needs new leadership skills for reliability. But overall, the biggest bang for your buck is learning how to ensure people are focused on the process, understand their role and responsibilities and are supported with the proper training and software to drive and support the process.

Leadership for Reliability

How Smart Connected Assets Will Impact Your Uptime Elements

Whether you call it the Internet of Things (IoT) or the Industrial Internet of Things (IIoT), the simple fact is everyone is talking about the technological shift taking place today that is creating previously unimagined connectivity between myriad of devices. Many say IIoT isn’t actually new, as sensors have talked to controllers and other systems for decades and maintenance technicians have used tablets for at least 15 years. However, there is a different viewpoint, which this article explores.

Solutions 2.0 Virtual Conference - Session 3

RAP Talk - Leading Leaders
by George Williams - Director, Asset Management, B. Braun Medical

To be a leader of leaders one must never strive to be “the” leader but rather foster the growth of others until they, and only they, determine
you are. Leading leaders will explore the concepts of reliability sustainability with a focus on people and culture.

Leading Management Into Lubrication Best Practices by Jarrod Potteiger, Manager, Educational Services - Des-Case Corporation

For years manufacturers neglected precision lubrication in their pursuit of reliability, but things are changing. More and more maintenance professionals are discovering the importance of precision lubrication and gaining the knowledge to execute it. However, knowing what to do and getting approval to do it are two different things. One of the most common impediments is a lack of support from management and operations. This presentation walks you through the steps to create a rock solid case for getting management buy-in.

Leadership for Reliability

Uptime Elements & Global Sustainability Programs

Focused Forum from IMC-2015 - 33:10
by Nikolaus Despain & Laura Lamb, Leprino Foods

In this presentation, learn by shared examples and tools in Uptime Elements Cp, Mt, Pm & Hcm used
by a large food manufacturer that resulted in improved results for their Global Sustainability Program.

Areas to be covered:
Cp – Examples (with ROI) of capital projects focusing on energy management.
Mt – How using an All-Test Pro unit to identify high energy consuming motors changes replacement
decisions.
Pm – Examples on how to leverage PM programs to manage infrequent (but seasonally necessary) building & equipment adjustments for low cost/no cost energy savings.
Hcm – Examples and tools used to leverage the entire company work force to generate ideas for onsite
Resource Conservation teams, resulting in significant low cost/no cost resource conservation ideas

Leadership for Reliability

A Journey to Shape Reliability Excellence at Bristol-Myers Squibb - Part 1

The journey of reliability at Bristol-Myers Squibb Company (BMS) is not unlike that of many other companies. We have seen great successes, missed opportunities, supported reliability efforts and a focus on various initiatives. Like others, our journey continues as it always has….or not. There is a changing atmosphere developing. A paradigm shift, if you will. The culmination of many small changes coming together to create something special. Our global community of reliability professionals, a talented and special group of people, were ready when the opportunity presented itself. Ready to take the next step in our journey to excellence. Ready to collaborate on our direction as a community. Ready to transform from reliability professionals into reliability leaders. Ready to provide a sufficient benefit to fellow employees, shareholders, the environment, our community and the patients we serve.

Leadership for Reliability

Repair vs. Replace: How to use Lifecycle Cost Analysis to Determine the Threshold Limit

“If maintenance costs get high enough, we’ll just replace it.” This phrase represents the prevailing attitude about asset management that is taught in graduate business schools and heard in conference rooms in most, if not all, manufacturing and production facilities around the globe. From the perspective of reliability concepts, the phrase is a manifestation of a belief system that represents an inaccurate understanding of where high maintenance costs come from and what the proper method for reducing them would be. From a financial perspective, the phrase is correct at face value, but the actual threshold limit for the replacement decision point is substantially higher than what is commonly used in industry. This article contains an explanation of the logical pitfalls of the commonly held beliefs, as well as an explanation of the calculation of the threshold limits for the replacement decision.

Leadership for Reliability

Unleash the Potential of Your Reliability Function

It is a resounding fact that the need for advancement in the plant maintenance field gave birth to the function of reliability. But isn't it about time we disconnect this child from its umbilical cord and allow the reliability function to stand on its own feet, independent from maintenance? Shouldn't we now let this child unleash the true potential it has to offer to the industry by being an autonomous external entity, focusing on asset reliability at every level of asset lifecycle management (ALM)?

Leadership for Reliability

What is Total Productive Maintenance?

By Jordy Byrd

You're only strong as your weakest link. While trite, the phrase embodies what manufacturing plants and processing facilities have worked to overcome for years: How do you plan for; and prevent broken equipment in your lean machine?

leadership for reliability

Do You Fit the Bill? 8 Crucial Skills Maintenance Managers Must Have

Lessons Learned from Mt. Stupid

Leadership in Reliability Central Arizona Project

PDCA Cycle

A Journey to Shape Reliability Excellence at BMS - Part 2

Coach and Mentor Maintenance Planners for Improved Success

Mapping the Uptime Elements to Your Asset Performance Management Process

February 2016 Maximo Manufacturing User Group Meeting

How Smart Connected Assets Will Impact Your Uptime Elements

Reliability Leadership

Solutions 2.0 Virtual Conference - Session 3

Uptime Elements & Global Sustainability Programs

A Journey to Shape Reliability Excellence at Bristol-Myers Squibb - Part 1

WIRAM

Consejo de Liderazgo

Consejo de Capacitación

Consejo de Mantenimiento

Repair vs. Replace: How to use Lifecycle Cost Analysis to Determine the Threshold Limit

Unleash the Potential of Your Reliability Function

What is Total Productive Maintenance?