Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Safeabilty: Analyzing the 
Relationship between Safety 
and Reliability 
Sponsored by:
Today’s Webcast Sponsor:
Speakers 
• Shon Isenhour 
CMRP, Founding Partner, 
Eruditio and The Institute at Patriot’s Point 
• Bob Vavra 
Content Ma...
Safeabilty: Analyzing the 
Relationship between Safety 
and Reliability 
Shon Isenhour, CMRP 
www.eruditiollc.com | 843.81...
Safability!?! 
• What if we treated maintenance and reliability improvement like 
safety? 
• How would that change our foc...
Safeability: At the Core 
• Risk Identification 
• Risk Reduction 
• Risk Elimination 
• Education 
• Communication 
• Con...
Safety First! 
Safety Improvement 
Not Good Enough 
Safety Tools
Safety Improvement 
• Since 1970, workplace fatalities have been reduced by 
more than 65 percent and occupational injury ...
Not Good Enough 
• 4,405 workers were killed on the job in 2013 [BLS 
preliminary 2013 workplace fatality data] (3.2 per 
...
www.eruditiollc.com 
KEEP IT IN THE FOREFRONT
Tool Box Talks 
• 5 minutes of Safety 
• 5 minutes of Reliability 
• Learn from the process 
• Rotate through team 
• Topi...
Blogs as a source of Tool Box Material
Rules 
• Rule 1: Be careful. Just because it is on the 
Internet does not make it true. 
– I have had very few problems wi...
Rules, cont’d 
• Rule 2: The Internet changes. 
– The Internet, unlike reference books, is constantly 
changing. Articles ...
Tool Box Topics 
• How to: 
– Use a bearing heater 
– Use bearing installation tools 
– Use sheave and pulley alignment to...
Single or One Point Lessons 
• Create models to explain concepts 
• Leave them in the break room, on the walls, even… on 
...
www.eruditiollc.com 
METRICS DRIVE SAFETY
Single Point Lesson – Performance Centered Metrics 
KEY FACTS 
• Understand the goals of the 
company and the behaviors th...
Single Point Lesson – Metric Categories Analysis 
KEY FACTS 
• Think bigger than “Is it getting 
done?” 
• Account for eff...
Single Point Lesson – Behaviors versus Results 
KEY FACTS 
• Behaviors are leading factors 
• Behaviors must be active man...
Single Point Lesson – Transition Plans 
KEY FACTS 
• Journey has to be broken up into 
manageable chunks 
• Steps cannot b...
www.eruditiollc.com 
PROBLEM SOLVING FROM 
SAFETY
Problem Solving/Cause Analysis (CA) 
KEY FACTS 
• Get past the physical and human 
roots 
• Action and Condition 
• Solve ...
Transitions Video Clip 
www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
www.eruditiollc.com 
A FOCUS ON RISK
Failure Mode Based Maintenance 
lowers risk 
• Our past is our future here… 
• Know where and how it fails 
• Remove non-v...
New Risk! 
• Aging assets 
• Counterfeit Parts are making their way into the supply 
chain. Can your staff identify them? ...
ISO 55000 Fundamentals 
• Assets exist to provide value to the organization and its 
stakeholders 
• Asset management tran...
Asset Management Landscape or System 
http://gfmam.org
http://gfmam.org 
Asset Management Subjects 
Strategy and 
Planning 
Asset Management Policy 
Asset Management Strategy & ...
Landscape vs 2 Published April 2014 
http://gfmam.org
Reliability and Safety 
The Link 
Planned Work is Safer 
PdM Provides Risk and Reward
Reliability (OEE) Impact on Safety 
Source: Ron Moore, Making Common Sense Common Practice.
Planned work is safer work 
• Right tools 
• Right people 
• Right parts 
• At the right time 
• Home repairs
Preventive, Predictive, and Precision Maintenance 
KEY FACTS 
PM Task Analysis: 
30% Non-Value Added 
30% Predictive Maint...
www.eruditiollc.com 
MAKING THE CHANGE TO A 
SAFER MORE RELIABLE WORLD
Project and Change Management 
KEY FACTS 
• Soft stuff is the hard stuff! 
• Risk and communication plan as 
part of your ...
Thank you… Questions? 
Shon Isenhour CMRP 
www.reliabilitynow.com 
sisenhour@eruditioLLC.com 
843-810-4446
Speakers 
• Shon Isenhour 
CMRP, Founding Partner, 
Eruditio and The Institute at Patriot’s Point 
• Bob Vavra 
Content Ma...
Thanks to today’s Webcast Sponsor:
Safeabilty: Analyzing the 
Relationship between Safety 
and Reliability 
Sponsored by:
Upcoming SlideShare
Loading in …5
×

Safeabilty: Analyzing the Relationship between Safety and Reliability

2,231 views

Published on

-What if we treated maintenance and reliability improvement like safety?
-How Would that change our focus? our tactics?
-What techniques could we apply directly from the other areas?
-How are the two the same and how are they different?

Published in: Education

Safeabilty: Analyzing the Relationship between Safety and Reliability

  1. 1. Safeabilty: Analyzing the Relationship between Safety and Reliability Sponsored by:
  2. 2. Today’s Webcast Sponsor:
  3. 3. Speakers • Shon Isenhour CMRP, Founding Partner, Eruditio and The Institute at Patriot’s Point • Bob Vavra Content Manager and Moderator, Plant Engineering
  4. 4. Safeabilty: Analyzing the Relationship between Safety and Reliability Shon Isenhour, CMRP www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
  5. 5. Safability!?! • What if we treated maintenance and reliability improvement like safety? • How would that change our focus? our tactics? • What techniques could we apply directly from the other areas? • How are the two the same and how are they different? • In this session we will talk about how to leverage the success many sites have had with safety to improve maintenance and reliability. We will also look at how maintenance and reliability can affect safety performance. The connections are both interesting and profound. Both require education, diligence, focused attention to detail, planning, and measurable execution. They both provide lower risk, improved quality of life, lower stress and raise profits.
  6. 6. Safeability: At the Core • Risk Identification • Risk Reduction • Risk Elimination • Education • Communication • Continuous Focus • Process or System • Continuous Improvement with measures
  7. 7. Safety First! Safety Improvement Not Good Enough Safety Tools
  8. 8. Safety Improvement • Since 1970, workplace fatalities have been reduced by more than 65 percent and occupational injury and illness rates have declined by 67 percent. At the same time, U.S. employment has almost doubled. • Worker deaths in America are down–on average, from about 38 worker deaths a day in 1970 to 12 a day in 2012. Worker injuries and illnesses are down–from 10.9 incidents per 100 workers in 1972 to 3.4 per 100 in 2011.
  9. 9. Not Good Enough • 4,405 workers were killed on the job in 2013 [BLS preliminary 2013 workplace fatality data] (3.2 per 100,000 full-time equivalent workers) – on average, 85 a week or more than 12 deaths every day. (This is the lowest total since the fatal injury census was first conducted in 1992.)
  10. 10. www.eruditiollc.com KEEP IT IN THE FOREFRONT
  11. 11. Tool Box Talks • 5 minutes of Safety • 5 minutes of Reliability • Learn from the process • Rotate through team • Topics from: blogs, OEM sites, tool sites, manuals, other plant communiques • Google away!
  12. 12. Blogs as a source of Tool Box Material
  13. 13. Rules • Rule 1: Be careful. Just because it is on the Internet does not make it true. – I have had very few problems with the reliability-based data and information that I find on the Internet, but you should definitely pay attention to sources. – Most hoaxes that are unleashed on the Internet are about celebrities and politics, not Gould centrifugal pumps and Honeywell proximity sensors, but it pays to take the time to do that extra bit of research.
  14. 14. Rules, cont’d • Rule 2: The Internet changes. – The Internet, unlike reference books, is constantly changing. Articles come and go. New sites are created and old ones are taken down. As you find things that you can use, save them locally in an organized manner. – Also, do not forget that many new and better sites are created every week. In fact, while this presentation shares the 6 sites I use today, a completely new list could be needed in a few short years, so keep your eyes open for these fresh sites that can better your reliability effort.
  15. 15. Tool Box Topics • How to: – Use a bearing heater – Use bearing installation tools – Use sheave and pulley alignment tools – Use ultrasonic lubrication – Use IR to verify repair – Select correct lubricant – Prevent oil contamination
  16. 16. Single or One Point Lessons • Create models to explain concepts • Leave them in the break room, on the walls, even… on the back of the bathroom door • Poster • Daily Management Boards
  17. 17. www.eruditiollc.com METRICS DRIVE SAFETY
  18. 18. Single Point Lesson – Performance Centered Metrics KEY FACTS • Understand the goals of the company and the behaviors they require • Manage behaviors; measure results • Cannot directly manage results • Analyze unintended consequences TOPIC DESCRIPTION Performance Centered Metrics is used to ensure that all metrics are clearly tied to business goals and drive the desired behaviors. WHY YOU SHOULD CARE Everyone in the organization should know how what they do on a daily basis connects to the goals of the company and helps drive the effort forward. SOURCES Andy Page, Shon Isenhour and Darrin Wikoff 1) Goals - What different results do you want to see? 2) Metrics - What metrics can be used to measure the accomplishment of the desired results? 3) Time - How long will this goal be a focal point for leadership? What minimum level of performance is required to claim sustainable change has occurred? 4) Results/Behaviors - Which of those metrics are measuring results and which measure behaviors? 5) Risk – What, if any, unintended consequences might be driven by these metric choices? 6) Constraints - What will prevent the organization from being able to measure the behavioral metrics? 7) Compliance - What systems need to be put into place to enforce/reward compliance? 8) Interlocking – Can any of these metrics be sub-optimized where the metric goal is reached without accomplishing the desired results? In what ways can the metric be satisfied without creating the desired change in behavior?
  19. 19. Single Point Lesson – Metric Categories Analysis KEY FACTS • Think bigger than “Is it getting done?” • Account for efficiency, quality, productivity, and innovation • Help the organization understand there are different angles from which performance can be measured TOPIC DESCRIPTION Metrics can be measured against different categories. Each category carries a different perspective on performance. WHY YOU SHOULD CARE Just judging a metric against one or even two categories leaves a lot of room for sub-optimization. SOURCES Andy Page Metric Category Example: PM Effectiveness “Is it getting done?” Route Compliance Efficiency “Is it getting done quickly and easily?” Actuals versus Estimates Quality “Is it producing results?” Emergency Work % Planned Work % PM Follow-up Work % Productivity “Are we doing enough of it?” Maintenance Labor Balance Innovation “Are we improving it?” Labor and Materials Estimates
  20. 20. Single Point Lesson – Behaviors versus Results KEY FACTS • Behaviors are leading factors • Behaviors must be active managed • Results are lagging by their very nature • Results are passive indicators of performance TOPIC DESCRIPTION Metrics should be sorted into those that reflect behaviors and those that reflect results. WHY YOU SHOULD CARE Results cannot be managed, they can only be measured. Behaviors can be managed. SOURCES Andy Page Shon Isenhour TOPIC: Metric Category • Behavior • Active • Leading • Result • Passive • Lagging Effectiveness “Is it getting done?” Efficiency “Is it getting done quickly and easily?” Quality “Is it producing results?” Productivity “Are we doing enough of it?” Innovation “Are we improving it?”
  21. 21. Single Point Lesson – Transition Plans KEY FACTS • Journey has to be broken up into manageable chunks • Steps cannot be so large that the organization does not perceive it to be achievable • Triggers have to be predefined else the leadership may lapse into a false sense of accomplishment and not be willing to take the next step • Fight the concept that any positive change is good enough to stop trying to achieve more • Instill the idea that no journey is ever finished - kaizen TOPIC DESCRIPTION Transition plans are paramount to the organization being able to accomplish the improvement initiative. WHY YOU SHOULD CARE Without a transition plan, people will perceive the journey to be too long and require too much effort, thus losing motivation. SOURCES Andy Page 1) Goals – What level of performance do you want to attain? 2) Time – How long will you take to make this journey? 3) Steps – How many steps will this journey require? 4) Size – How large will each step be? 5) Trigger – What is the trigger for knowing when to take the next step? 6) Limit – What is the maximum allowable time for each step? 7) Action Plan – What is the immediate action plan when the maximum allowable time has been reached? 8) Ownership – Who is in charge of executing this plan? 9) Communication – How will this plan be communicated to those involved in it, those who may be affected by it, and those who can influence it? 90 70 50 30
  22. 22. www.eruditiollc.com PROBLEM SOLVING FROM SAFETY
  23. 23. Problem Solving/Cause Analysis (CA) KEY FACTS • Get past the physical and human roots • Action and Condition • Solve for maximum return on investment • No such thing as root cause • Nothing saved until solution implemented and verified • Must have a process • Many tools that cover time, tree, transparency TOPIC DESCRIPTION CA is how you identify and understand the underlying causes of failures in your systems and equipment and mitigate or eliminate them. WHY YOU SHOULD CARE Without Root Cause Analysis, you will face the same losses and problems repetitively. SOURCES And Or Elements Guide Andy Page and Shon Isenhour ReliabilityNow.com T3 Methods Guide Shon Isenhour Transitional CA Five Why Fault Tree Logic Tree
  24. 24. Transitions Video Clip www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
  25. 25. www.eruditiollc.com A FOCUS ON RISK
  26. 26. Failure Mode Based Maintenance lowers risk • Our past is our future here… • Know where and how it fails • Remove non-value added task • Procedures and Precision maintenance • Eliminate percussion maintenance
  27. 27. New Risk! • Aging assets • Counterfeit Parts are making their way into the supply chain. Can your staff identify them? • Additive Manufacturing Tinkers
  28. 28. ISO 55000 Fundamentals • Assets exist to provide value to the organization and its stakeholders • Asset management translates the organizational objectives into technical and financial decisions, plans and activities • Leadership and workplace culture are determinants of realization of value • Asset management gives assurance that assets will fulfil their required purpose
  29. 29. Asset Management Landscape or System http://gfmam.org
  30. 30. http://gfmam.org Asset Management Subjects Strategy and Planning Asset Management Policy Asset Management Strategy & Objectives Demand Analysis Strategic Planning Asset Management Planning Asset Management Decision- Making Capital Investment Decision-Making Operations & Maintenance Decision- Making Lifecycle Value Realisation Resourcing Strategy Shutdowns & Outage Strategy Lifecycle Delivery Technical Standards & Legislation Asset Creation & Acquisition Systems Engineering Configuration Management Maintenance Delivery Reliability Engineering Asset Operations Resource Management Shutdown & Outage Management Fault & Incident Response Asset Decommissioning & Disposal Asset Information Asset Information Strategy Asset Information Standards Asset Information Systems Asset Data & Information Management Organisation & People Procurement & Supply Chain Management Asset Management Leadership Organisational Structure Organisational Culture Competence Management Risk & Review Risk Assessment & Management Contingency Planning & Resilience Analysis Sustainable Development Management of Change Asset Performance & Health Monitoring Asset Management System Monitoring Management Review, Audit & Assurance Asset Costing & Valuation Stakeholder Engagement
  31. 31. Landscape vs 2 Published April 2014 http://gfmam.org
  32. 32. Reliability and Safety The Link Planned Work is Safer PdM Provides Risk and Reward
  33. 33. Reliability (OEE) Impact on Safety Source: Ron Moore, Making Common Sense Common Practice.
  34. 34. Planned work is safer work • Right tools • Right people • Right parts • At the right time • Home repairs
  35. 35. Preventive, Predictive, and Precision Maintenance KEY FACTS PM Task Analysis: 30% Non-Value Added 30% Predictive Maintenance 30% Reengineering 10% Fine As Is Time Based Not Most Effective Precision provides most value TOPIC DESCRIPTION The Triple P M section deals with how maintenance should be done for maximum efficiency. WHY YOU SHOULD CARE Without a good understanding of each of these topics and how to apply them correctly, you will be locked into a reactive environment. S-I-P-F verses SPF S=Stores SOURCES RCM Nowlan and Heap ReliabilityNow.com
  36. 36. www.eruditiollc.com MAKING THE CHANGE TO A SAFER MORE RELIABLE WORLD
  37. 37. Project and Change Management KEY FACTS • Soft stuff is the hard stuff! • Risk and communication plan as part of your project plan, which is connected to the site master plan • Leadership styles change through the project • Metrics should link to behavioral change and should not be permanent TOPIC DESCRIPTION All changes are hard for the organization to make and sustain. You must have leadership, a process, and a few very important tools. WHY YOU SHOULD CARE Until you change the behavior and sustain the new culture, you can not attain your return on investment. SOURCES ADKAR by Jeffrey Hiatt Situational Leadership 2 Ken Blanchard Leading Change John Kotter ReliabilityNow.com • Awareness • Desire • Knowledge • Ability • Reinforcement Establish a Sense of Urgency Form a Powerful Guiding Coalition Create a Vision & Strategy Communicate The Vision Reliability Now Sustainable Change Model Empower Others to Act on the Vision Consolidate Improvements And Produce Still More Change Institutionalize And Anchor New Approaches Plan for and Create Short Term Wins ADKAR Model for Individual Change Situational Leadership 2 Kotter Organizational Change Model
  38. 38. Thank you… Questions? Shon Isenhour CMRP www.reliabilitynow.com sisenhour@eruditioLLC.com 843-810-4446
  39. 39. Speakers • Shon Isenhour CMRP, Founding Partner, Eruditio and The Institute at Patriot’s Point • Bob Vavra Content Manager and Moderator, Plant Engineering
  40. 40. Thanks to today’s Webcast Sponsor:
  41. 41. Safeabilty: Analyzing the Relationship between Safety and Reliability Sponsored by:

×