IMC-2019 Focused Forum Session 45:30 Minutes

by Chris Colson, Allied Reliability and Paul DiJulio, West Fraser

The challenges of executing work can be overwhelming. Where does one begin when they find themselves in a reactive environment and “best practice” seems too far of a leap? Join the presenters as they share insight into one company’s ongoing journey through the implementation of work execution management. The motivating force behind the initiative is the establishment of repeatable processes to drive the flow of maintenance work, coupled with clear expectations for level of training and mentoring required for each role within their ranks. We’ll explore the objectives and processes that are being designed and established to support the sustainability of effective work execution management.

Objectives include:

  • Measurably improve the quality of work performed
  • Provide documentation for regulatory compliance
  • Increase workforce utilization
  • Reduce equipment downtime
  • Reduce materials costs associated with maintenance work
  • Reduce production delays associated with reactive and proactive work
  • Improve equipment availability and revenue generation capacity
  • Improve communication, efficiency, and standardization
  • Establish a foundation for future work management improvements

As processes are changed to support more effective work execution, everyone must work differently. Deming has often been quoted as saying, “every organization is perfectly designed for the results it gets.” As such, we believe that every organization is perfectly “aligned” for the results it gets. Enter change management! Without engaging the organization to realign its controls and mechanisms to reinforce the new standards and behaviors, the effort of this initiative will regress back to status quo. The presenters will share examples, stories, and strategies they’ve used to course correct and avoid pitfalls and regression. While many start with simple academic training on related subjects, we have found that the only true chance of improvement comes when we shift from the “should” of the issue to the “who, what, when, why, where, and how” of the issue.

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