Improving Reliability and Maintenance Through Culture Change

Improving Reliability andMaintenance Through Culture Change Ian Knight Reliability Institute, BV The Netherlands

Who Are We! Ian Knight, Australian living and working in Europe, based In The Netherlands. Mechanical trade background, however sales, service and marketing are my key qualifications. 35 years with SKF in Sales, Service and Marketing. Extensive experience in Condition Monitoring, Lubrication and Equipment Reliability. Started Enluse BV in 2003. European importer for Fluid Defense lubrication equipment line. Supply all lube related equipment from the lube room to the machine. Consult on implementing Lubrication Reliability strategies. Last 12 months worked as an interim Maintenance Manager Started Reliability Institute – Launch with Culture change

My Examples of ChangeMaintenance.Started a process of machine inspections based on time. No CMMS, no top management involvement, driven by the foremen.Reliability.3 year agreement to change maintenance from breakdown to proactive. Top management initially involved, invested in vibration analyzer, new lube room, filtering equipment etc.Production.Implementation of 5S on the production lines. Extensive training and follow-up, top management involved.

7Things You ShouldKnow AboutChange asWe Begin

NiccoloMachiavelli (1469-1527)

#1 - It Is Going to be Difficult“There is nothing more difficult to take in hand, moreperilous to conduct, or more uncertain in its successthan to take the lead in the introduction of a new orderof things, because the innovator has for enemies, all ofthose who have done well under the old conditions,and luke-warm defenders in those who will do wellunder the new.” Machiavelli

#2 -There is “No” Magic Pill

#3 – Change is a Process NOT a Project Project ProcessPerformance End No End Beginning Beginning Degradation Time Time

#4 – There is More Below the Surface TASKS

#4 – The Components of Change Task Based Change Strategic Aspects Eight Elements of Change Organizational Culture The Four Elements of Culture

#4 – The Components of Change • Leadership • Work Process • Structure Tasks • Learning • Technology • Communication • Cooperation Strategic Aspects • Rewards Organizational Culture

#4 – The Components of Change Tasks • Values • Role Models Strategic Aspects • Rites & Rituals • Cultural Infrastructure Organizational Culture

#4 – The Elements Are All Connected “Task Based” Change Leadership Work Process Group Learning Technology Inter- Structure Communication Rewardsrelationships Cultural Values Role Models Rites & Rituals Infrastructure

#4 – You Need to Address All of the ElementsIf you wantyour changeeffort tostandthetest of time

#5 – A Country’s Culture IS NOT the Issue The elements are universally applicable!

#6 – Culture is the KeyHow many of you haveever been told that to improve we need to change theorganization’s culture?

#6 – Culture is the Key How many of you actually understood what was meant by that statement?

#6 – Culture is the Key“A pattern of shared assumptionsand behaviors that an organizationlearned as it solved its problemsand that has worked well enough tobe considered valid and, therefore,to be taught to new members as thecorrect way to perceive, think, and feelin relation to those problems.”

#6 – Culture is the Key

#6 – The Reactive Model

#6 – The Proactive Model

#7 – Change is a Barrier Change Barrier

The Process of Change 1. 2. Understanding Development 3. 4. Audit / Corrective Implementation Action Feedback

The Process of Change• Understanding • Eight Elements of Change • Four Elements of Culture• A Clear Vision of the Future• The Web of Change• Change RCFA• Goal Achievement Model• Audit

Understanding Task Based Change Strategic Aspects Eight Elements of Change Organizational Culture The Four Elements of Culture

DevelopmentEstablish a clear vision of the future

The Web of Change©

Change Root Cause Failure Analysis Why? Root Cause

The Goal Achievement Model © Goals Initiatives Activities MeasuresVision Outcomes Impacts

The Goal Achievement Model © Feedback (I) Measures Score Targets Card Goals Initiatives Activities Score Card VisionSenior Leadership Team Measures Plant asset reliability Outcomes Impacts

Parts You Do Not Want to Forget!Outcomes What happens to your world as a result of what you do. Cause & Effect Who is affected by what was done ( you and those Impacts around you )

The Auditing Effort (Process Optimization) Goals Mismatch Activities with Goals

A Case StudyPlant Condition –• Poor reliability• Constant equipment failure• Values (Break-it / fix –it)• Highly reactive workforce• Fire fighter role models• Rewards for reactivity

What They Wanted

What Was Done Step #1 •Leadership engaged •Visible on-going commitment •Strategically focused team (not a part time job)

What Was DoneStep #2•Interviews (all levels)•Workforce survey - questionsfor each of the 8 elements ofchange•Web of Change Diagram•Identified opportunities

What Was DoneStep #3•Focus groups (low scores) changeRCFA•Creation of initiatives•Work on activities, outcomes andimpacts (I) Measures Score Targets Card Initiatives Activities Score Card Measures C-RCFA Outcomes Impacts

My Examples of ChangeMaintenance.Started a process of machine inspections based on time. No CMMS, no top management involvement, driven by the foremen.

My Examples of ChangeReliability.3 year agreement to change maintenance from breakdown to proactive. Top management initially involved, invested in vibration analyzer, new lube room, filtering equipment etc.

My Examples of ChangeProduction.Implementation of 5S on the production lines. Extensive training and follow-up, top management involved.

In Conclusion1. Change is difficult and is not a project (3 to 5 years)2. There is no “magic pill”3. Task focused change will fail!!!4. You must address the cultural and strategic levels5. An initial assessment tells you where to begin6. Employ “Change – Root Cause Failure Analysis”7. Focus groups will provide you with valuable input8. The Goal Achievement Model will drive the effort9. Audit / ongoing assessment is required

23 Module On Line Training Course www.reliabilityinstitute.com

Follow me on Twitterianknight8

Go for it matey, reach down to that point,Under the pump, and behind that joint.

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Improving Reliability and Maintenance Through Culture Change

by BEMAS - The Belgian Maintenance Association on Jul 04, 2012

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