Representative End User Clients
Representative Automation Clients
Representative Software Clients
Who is responsible for reliability at your facility? A common response to this question from the asset performance management community is everybody. ARC supports this position and there is growing evidence that this message is reaching the end user community. The requirements of an enterprise will vary depending on its organizational and operating philosophy as well as maturity. However, it has been proven that establishing a culture of reliability, one where the entire workforce is focused on failure prevention, is critical to a sustainable reliability program.
A leading consulting firm has estimated that up to 70 percent of management’s attention should be focused on culture change in contrast to 30 percent to technical solutions. A quick Internet search of open positions for reliability director or leader acknowledges the need to establish a reliability culture. A sampling of responsibilities from these job postings touching from a culture perspective include: “Review and refine the maintenance organizational structure for continued business improvement.” “Drive cultural change around maintenance work management. ” “Manage corporate maintenance and reliability team consistently focused on developing and practicing the attributes of a high performing culture.” One of these positions listed team building as the number one priority in terms of responsibilities. These requirements are an acknowledgement of the importance of culture on process improvement and reliability.
From a technological standpoint, we have not yet progressed to the point where assets can heal themselves. Until that time, manufacturers need people with appropriate knowledge and skills to ensure that physical plant assets are able and available when needed. To be successful, reliability leaders must first clearly communicate objectives to the workforce. The workforce must be educated in reliability best practices and have a clear understanding their roles and responsibilities. Training is ongoing. A measurement system must also be established to gauge success and establish a reward system.
The culture of an enterprise reflects how things get done. It is a set of goals, roles, processes, values, communications, work processes, and attitudes. Creating a reliability culture is the most difficult challenge facing a reliability leader. Changing the hearts and minds of the workforce is not easy. It takes constant nurturing to reinforce the vision, a commitment to the cause, and the tools to do the job. It’s a lot easier on paper than in reality but when successful, the reward is worth the effort.
A leading consulting firm has estimated that up to 70 percent of management’s attention should be focused on culture change in contrast to 30 percent to technical solutions. A quick Internet search of open positions for reliability director or leader acknowledges the need to establish a reliability culture. A sampling of responsibilities from these job postings touching from a culture perspective include: “Review and refine the maintenance organizational structure for continued business improvement.” “Drive cultural change around maintenance work management. ” “Manage corporate maintenance and reliability team consistently focused on developing and practicing the attributes of a high performing culture.” One of these positions listed team building as the number one priority in terms of responsibilities. These requirements are an acknowledgement of the importance of culture on process improvement and reliability.
From a technological standpoint, we have not yet progressed to the point where assets can heal themselves. Until that time, manufacturers need people with appropriate knowledge and skills to ensure that physical plant assets are able and available when needed. To be successful, reliability leaders must first clearly communicate objectives to the workforce. The workforce must be educated in reliability best practices and have a clear understanding their roles and responsibilities. Training is ongoing. A measurement system must also be established to gauge success and establish a reward system.
The culture of an enterprise reflects how things get done. It is a set of goals, roles, processes, values, communications, work processes, and attitudes. Creating a reliability culture is the most difficult challenge facing a reliability leader. Changing the hearts and minds of the workforce is not easy. It takes constant nurturing to reinforce the vision, a commitment to the cause, and the tools to do the job. It’s a lot easier on paper than in reality but when successful, the reward is worth the effort.