Paper360 - March/April 2016 - (Page 32)
millwise | RELIABILITY AND MAINTENANCE
Reliability and Maintenance
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
Magazine and are summarized below
for Paper360° readers. Parts V and VI will appear in future issues of Paper360°.
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
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
* 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.
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
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
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
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 (firstname.lastname@example.org) 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.
Table of Contents for the Digital Edition of Paper360 - March/April 2016
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
SWM Gets Faster ERP Financial Data
Battling Rejection Burnout
Index of Advertisers
Paper360 - March/April 2016