Up Time Magazine - February/March 2009 - (Page 49) are currently used for both long-term and dayto-day activities. While the Assessment provided a cursory evaluation of these processes, it lacked the depth to clearly identify the specific deficiencies, e.g. waste and losses, inherent in them. The plan for reliability transformation must include specific means for these evaluations and processes that will quantify and prioritize corrective actions. A proven path to successful completion includes: modify or replace processes that identify, plan, schedule, and execute day-to-day activities. These processes may include all functional groups, e.g. engineering, production, procurement, maintenance, etc., depending on the assessment results. The work control teams may include: › Operations Improvement: Processes design to implement Lean methodologies such as SMED, Takt Time, Kanban, etc., needed to optimize the effectiveness of the production or operations function. › Maintenance Improvement: Processes designed to implement maintenance optimization methodologies, such as TPM, RCM, and Condition Monitoring • Materials Management: Effective management of production and maintenance materials is essential for success. In most cases, one or more design teams are required to develop and implement effective processes for materials management and handling. standing and mastery of the new processes. • Implementation: The new processes should be sequenced into the pilot area under the direct supervision of the design or focus team who developed these processes. The design team members act as Subject Matter Experts (SME) to reinforce or retrain as needed. • Evaluate: As part of its development, each of the new processes include a set of Key Performance Indicators (KPIs) that quantify its effectiveness and efficiency. These indicators should be carefully evaluated to determine whether the new processes are working and meet their expectations. • Lessons Learned: The final task in this phase is to determine whether corrections or changes are needed to any or all of the new processes. This task relies on the original cross-functional teams, with oversight from the Leadership Team, to perform the evaluation and to implement any needed corrective actions. If all has gone as planned, we are twelve to eighteen months into our journey. We have developed new business and work processes that will eliminate waste, losses and other problems that take from our ability to compete effectively. Our workforce is open to change, but not fully convinced that Reliability Excellence is truly the way of the future. The worst is over—or is it? In our next and final article, we will discuss the steps that are needed to lock in the changes needed to assure continuous improvement and long-term success, called Reliability Excellence. Keith Mobley has earned an international reputation as one of the premier consultants in the fields of plant performance optimization, reliability engineering, predictive maintenance and effective management. He has more than thirty-five years of direct experience in corporate management, process design and troubleshooting. For the past sixteen years, he has helped hundreds of clients worldwide achieve and sustain world-class performance. Mr. Mobley is actively involved in numerous professional organizations. Currently, he is a member of the technical advisory boards of: American National Standards Institute (ANSI), International Standards Organization (ISO) as well as American Society of Mechanical Engineers (ASME) and others. He is also a Distinguished Lecturer for ASME International. Analysis and Design The analysis and design phase of a successful transformation will require at least six months and perhaps a year or more to complete. The actual time is dependent on the size and complexity of the plant or facility, as well as the current state of its processes. It absolutely cannot be rushed. This is one instance where it is imperative that you do not become impatient and try to shortcut the process. Always remember that the future—your future—depends on the quality and effectiveness of the analysis and design phase of the transformation. The analysis and design process will require a focused effort from cross-functional teams of your workforce; each assigned a specific focus area or group of activities that were identified by the assessment as being in need of improvement. Each of the teams should include representatives of all stakeholders associated with the focus area or function. In addition, the team makeup should be free of interference or distractions caused by management or bargaining unit pressures. The actual number and makeup of the Design or Focus teams is dependent on the assessment results, but typically will include: • Leadership: Management commitment and effective leadership are fundamental requirements for success. This design team is charged with the responsibility of developing processes that will assure strong leadership, as well as effective communications, employee empowerment and full integration of plant functions. • Reliability: The reliability of your installed capacity as well as your business and work processes are critical to success. In almost all transformations, a design team is needed to assure that all business and work processes are reliability focused. • Work Control: In many cases, one or more design teams are required to evaluate, Pilot Implementation The next step in the transformation process is to test or pilot the new work processes that were developed in the analysis and design phase. This step will require three to six months to complete and should not be rushed. Each of the new processes should be thoroughly tested and evaluated to assure that it is appropriate for the plant or company, and that it will provide the effectiveness and efficiency needed for long-term success. The tasks required to complete the Pilot or test phase include: • Education: The workforce, including all levels, in the Pilot area must fully understand Reliability Excellence, including how it will affect their jobs, what they are expected to achieve, and why it is necessary. This education should be delivered by the design or focus teams with direct, active support from plant leadership. This education will be much more effective coming from peers than from management or a consultant. • Training: All affected personnel in the pilot area must receive appropriate training for each of the new processes that will be implemented in the pilot area. This training should include classroom and practical application to ensure full under- www.uptimemagazine.com 49 http://www.uptimemagazine.com
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