International Maintenance Conference: The Speed of Reliability

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International Maintenance Conference 2025
The RELIABILITY Conference® 2026
MaximoWorld 2026
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leadership for reliability

Leadership for Reliability

Initiative Overload: A Misalignment Issue

A second misalignment issue is initiative overload—too many initiatives competing for limited resources and lacking in alignment to an overall strategy that links them in an understandable way.

... by Ron Moore

Leadership for Reliability

People Are Your Challenge… People Are Your Opportunity

Have you ever wondered why the promotion you recently made just isn't working out? He or she was our best millwright or engineer but they are really struggling as managers. They seem to be able

... Cliff Williams, CRLPrincipal Advisor Maintenance and Reliability

Deciphering the Myths: Some Observations on Improvement Tools and Strategy
Leadership for Reliability

Deciphering the Myths: Some Observations on Improvement Tools and Strategy

It’s not easy trying to convince people to use a more comprehensive approach to achieve reliability and operational excellence objectives. Managers need to focus less on maintenance and more on operations, design and procurement. Eliminating the defects in these areas will naturally result in fewer failures, lower costs, higher production and, not surprisingly, a far more efficient and effective maintenance organization. If you focus mainly on maintenance, you will only do work that you shouldn’t be doing in the first place more efficiently. But if you focus on the other areas, working as a team aligned to a common purpose while giving an appropriate level of attention to maintenance, you will be far more successful in having a reliable plant. This article attempts to convince people to apply this comprehensive approach by addressing certain myths.

Leadership for Reliability

Common Mistakes in CM Programs

One note shown in the figures indicates that it is essential to have an excellent work management process, including excellent planning and scheduling in order to effectively manage the findings


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Leadership for Reliability

A Performance Management System

A Recipe for Success

Most companies compete in an environment that is in a constant state of flux. Goals change, plans change, customers’ needs evolve, new technologies enable improved cost

...

Leadership for Reliability

Impact of Team Influence on Productivity

Enthusiasm can come from a number of things, such as sense of mission, team competition, personal satisfaction, shared benefits and profits, and job interest. Genuine enthusiasm, however, is

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Infographic: 9 Items to Consider When Choosing a Venue for Your Training Program
Leadership for Reliability

Infographic: 9 Items to Consider When Choosing a Venue for Your Training Program

When it comes to selecting a room for your business training event or meeting, there are essential factors you need to consider to ensure a successful learning experience.

eAsset Management and Rainbow Haven Collaboration
Leadership for Reliability

eAsset Management and Rainbow Haven Collaboration

The eAsset Management team is excited to announce its sponsorship of Rainbow Haven, as part of our company policy to contribute 10% of profits to good causes every year.

Leadership for Reliability

The Journey to Organizational Change - Who’s Got the Map?

All too often organizations are attempting change or improvement efforts and yet, have no formal strategy or roadmap to get there.

Do you recognize that upwards of 70% of all failures are

Learn more

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Leadership for Reliability

Core Enablers

“Only a third of excellent companies remain excellent over the long term. An even smaller percentage of organizational change programs succeed.”

The question continually being asked

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Oxford Economics: Structural Changes Needed to Spur US Productivity
Leadership for Reliability

Oxford Economics: Structural Changes Needed to Spur US Productivity

Despite Technological Advances and an Increasingly Skilled Labor Force, US Productivity has Slowed

Reliability Engineering for Maintenance

Endress+Hauser Announces Spring 2016 Training Courses

April 5, 2016 -- Endress+Hauser announces its Spring 2016 schedule of instrumentation training courses. Classes typically are a combination of classroom and hands-on training on either the Endress+Hauser PTU® (Process Training Unit), a full-scale, working process skid with on-line instrumentation and controls, or live instruments in training stands, both designed to simulate operating conditions.

The True Value of Reliability
Leadership for Reliability

The True Value of Reliability

In the current economic climate, only the strongest businesses are likely to survive. That means companies who perform reliably with a healthy cost level and, therefore, are able to build a competitive advantage over weaker performers. This also allows them to maintain a positive margin even in a depressed market, while others fall into red figures.

Using Performance and Development to Sustain Performance Improvements
Leadership for Reliability

Using Performance and Development to Sustain Performance Improvements

The road to better manufacturing performance is littered with well-meaning improvement efforts that fall short. In some cases, initial progress fizzles out due to a lack of structure and incentives. In others, the workforce never embraces the desired change, viewing it as a top-down directive rather than an initiative they can truly own. Although executives often recognize emerging issues that impede improvement, developing and executing strategies that effectively address those issues have proved to be a recurring challenge.

Leadership for Reliability

Does Your Company Need a Maintenance Culture Intervention?

Let’s face it, most companies need a culture intervention – something like a 12-step program. This article will explore behavioral issues that are often at the core of a culture of neglect and mediocracy. It borrows much from management science, leadership principles and conversations with individuals working in the field of maintenance reliability.

A Journey to Shape Reliability Excellence at Bristol-Myers Squibb - Part 3
Leadership for Reliability

A Journey to Shape Reliability Excellence at Bristol-Myers Squibb - Part 3

This installment shows how the Bristol-Myers Squibb Company (BMS) aligned its central efforts with the reliability strategy. It continues the journey from Part 1 in Uptime’s December/January 2016 issue describing the initial implementation of Uptime Elements at BMS and Part 2 in Uptime’s February/March 2016 issue demonstrating how the sites began to adopt and utilize Uptime Elements as a communication tool to set strategy and align reliability efforts with their specific site goals. This seemingly hands-off approach helped to create an organic culture with a sense of ownership for the sites while still maintaining a consistent approach globally.

Leadership for Reliability

The Eight Elements of Change and the Four Elements of Culture

Change fails mainly for one reason. That reason is that those who initiate the change initiatives work and think only at what I will call the “hard skill” level.

Hard skills are those tasks we


Leadership for Reliability

Leaders - Enabling Progress

Leadership is described by what you do not what you say. Leaders understand differences - different challenges, different people, and different needs - manage accordingly. Do you struggle with

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Starting Your Campaign: Selling Maintenance as a Profit Center
Leadership for Reliability

Starting Your Campaign: Selling Maintenance as a Profit Center

IMC-2015 RAP Talk - 19:13
by Joe Anderson

Starting Your Campaign: Selling Maintenance as a Profit Center by Joe Anderson, The J.M. Smucker CompanyProactive maintenance can be a tough sell. Why invest in expensive updates or costly down time to work on machines that are functioning well enough? While most maintenance managers understand the value of proactive maintenance, making it happen may require an effective sales pitch to upper management. This presentation will help propel the careers of those in maintenance by explaining how to present your maintenance department as a profit generator,not a necessary evil. Attendees will learn how to start this type of campaign as well as the business side of maintenance management, including why competitive advantage is important,the three value types, and the different methods of tracking cost savings and avoidances.

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