Paper360 - March/April 2016 - (Page 32)

millwise | RELIABILITY AND MAINTENANCE Reliability and Maintenance Management Beliefs - Part IV World Class Performance can Only be Achieved in a Note: This is Part IV of a six-partReliability series. Parts Partnership I-III originally ran in PPI Magazine and are summarized below Work System for Paper360° readers. Parts V and VI will appear in future issues of Paper360°. CHRISTER IDHAMMAR Excellent, consistent and longterm leadership - along with well-defined, documented processes and the right people in the right positions - are the essential success factors for lasting results for any improvement initiative, including improvements of reliability and maintenance performance. As a leader, you need to create an organization of employees who will follow you to make your vision, or future organization, a reality. As a leader I have found that it is very important to develop and communicate your beliefs to your organization. These beliefs can then guide your employees on their journey toward your goals. My Copyright IDCON Management Beliefs©1-9, as covered in Parts I-III of this column, are: * Belief 1: Cost reduction does not generate improved reliability. Improved reliability results in lower costs. * Belief 2: People cannot be more productive than the system they work in allows them to be. * Belief 3: It is a leadership obligation to develop, communicate and coach implementation of these processes. * Belief 4: It is more important to do the right things than to do things right. * Belief 5: The right people are an organization's most vital asset. * Belief 6: Busy people are not productive unless they work on the right thing. * Belief 7: People do not mind change, but do not like to be changed. * Belief 8: Basic maintenance processes must be in place before implementing more advanced tools. * Belief 9: Rapid and sustainable change does not exist in maintenance because the change process is 90 percent about people and behaviors. 32 Paper360º MARCH/APRIL 2016 Maintenance Reliable Equipment Operations Reliable Process Reliable Production Engineering Reliability & Maintainability Design Figure 1: World Class Performance can only be achieved in a Reliability Partnership Work System. Here we'll discuss Management Belief 10: Operations, engineering, maintenance and stores must work in a partnership to reach excellence. Most organizations we work with think they work in a close partnership between these departments, but not many do. This is often reflected in in the way they use performance indicators. Operations are measured by the quality tons produced, maintenance by the cost of maintenance, engineering by "on time and within budget" for projects, and stores by turnover and value of inventory. These varied performance indicators do not promote a partnership between the departments. If you agree to Belief 1, you have set the foundation for a reliability-driven organization and the common lagging performance indicator should be production reliability. Production reliability is the number of quality tons manufactured divided by capacity tons: Quality performance x Time performance x Speed performance. If production reliability becomes the common goal for operations and maintenance (see graph), it will drive a different mindset - that is, it will be less important to record lost production by department. Instead, the organization will focus on eliminating the root cause of the problem. It will also lead you, as a leader, to focus more on development, documentation and implementation of the processes that drive better reliability, followed by lower costs, instead of focusing only on the cost of maintenance. In this scenario, the manufacturing cost per ton will override the maintenance cost per ton. This will encourage operations employees to participate in maintenance work and vice versa. As an example: Where it is practical, operators will do a big part of basic inspections and essential care of equipment. Shutdowns can be changed, but only as a joint decision between operations WWW.IDCON.COM and maintenance. Stores will not only be measured by inventory reductions in money; instead, inventory reductions will be done concurrent with measurement of service level to maintenance (right item available at the right time.) Engineering will include reliability and maintainability considerations in specifications and design of equipment and make procurement decisions based on life cycle cost over 10 years or more. If you agree with Belief 10, it is not enough to say "Now we shall all work together as equal partners in a reliability partnership." You need to define, document and communicate your beliefs, and then design all work processes according to these beliefs. Christer Idhammar (info@idcon.com) is a world-renowned and multi-award winning reliability and maintenance consultant. He is the founder and CEO of IDCON INC. in Raleigh N.C., a reliability and maintenance training and consulting company to the global pulp and paper industry since 1972. www.idcon.com www.tappi.org http://WWW.IDCON.COM http://www.idcon.com http://www.tappi.org

Table of Contents for the Digital Edition of Paper360 - March/April 2016

Setpoint
Over the Wire
Engineering: A Continuing Evolution
RISI’s European CEO of the Year
Sappi Europe: Serious About the Future of Paper
Reliability and Maintenance Beliefs – Part IV
Discovering Hidden Causes of Converting Problems
Barrier Technologies: The New Revolution in Food Packaging
Standard Bleaching Sequences Including an Ozone Stage – Part I
TAPPI Journal Summaries
Consolidation Watch
SWM Gets Faster ERP Financial Data
Battling Rejection Burnout
Association News
ASPI News
Index of Advertisers

Paper360 - March/April 2016

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