Efficient Plant April 2022 - 6

column | implementations
Is Your
Culture
Disciplined?
Dr. Klaus M. Blache
Univ. of Tennessee Reliability
and Maintainability Center
(RMC)
T
HESE THREE QUESTIONS
are at the foundation of my
facility assessments:
Do you have standardized work
processes?
Do you have an individual/small-team
continuous-improvement process?
Do you have methodology to improve
and sustain ongoing improvement?
Most responses to those three
questions are somewhat positive. Things
change when I ask the follow-up question:
How well are you doing on all three items?
The replies become less confident and
are usually followed by statements such
Fig. 1: Evaluate your culture
Work
High
process
issues
Best
practice
Low Fire fighting Cost cutting
High
Low
Maintenance cost as a
percentage of RAV
This quadrant chart will help you determine where
your maintenance culture is on the road from
firefighting to best practices.
as " It's more of an informal process, " and
" We have a process, but it's not followed
that well, " and " Accountability for
adherence to processes is inconsistent
or poor. " Basically, people aren't
performing job tasks to the best of
their abilities.
Accountability in the workplace is
important to overall facility success.
The person who sweeps the floor,
the tradesman, the engineer, and the
plant manager all have duties to fulfill.
Facilities full of accountable employees
have better organizational health.
Combined with good performance
standards, they are, on average, more
efficient, productive, and 20% to 40%
more cost effective.
When I was benchmarking
Based in Knoxville, Klaus M. Blache is director
of the Reliability & Maintainability Center
at the Univ. of Tennessee, and a research
professor in the College of Engineering.
Contact him at kblache@utk.edu.
6 | EFFICIENTPLANTMAG.COM
reliability and maintenance around the
world, one of the items we evaluated was
training. It was clear that the companies
we were benchmarking were not better
trained, but more accountable in daily
practices. I was taught to make rule, teach
rule, follow rule, and enforce rule. As John
Collins stated in his book, Good to Great
(Harper Business, New York, 2001): " All
companies have a culture, some companies
have discipline, but few companies
have a culture of discipline:
When you have disciplined people,
you don't need hierarchy.
When you have disciplined thought,
you don't need bureaucracy.
When you have disciplined action,
you don't need excessive controls. "
Facility maintenance costs, which
are measured as a percentage of RAV
(replacement asset value), and the reliability
and maintainability level of maturity
will fall into one of the four quadrants
shown in Figure 1:
Work process issues = high process
maturity and high maintenance costs.
Typically, this indicates something is
broken in the process. It could be a need
for a better process, need for a better
understanding of the existing process, or
a lack of accountability.
Best practice = high process maturity
and low maintenance costs, primarily
from adhering to a standardized process.
Fire fighting = high maintenance
costs and low process maturity, i.e., standardized
work is not well defined, set up,
or followed.
Cost cutting = low process maturity
while showing low maintenance costs.
This typically indicates cost cutting to
make financial goals.
Workplace accountability and culture
is what your employees do when you're
not watching. Leaders (at all levels) also
need to be accountable and demonstrate
the values they would expect from their
employees. If, as a leader, you look and
very few are acting accountably, you are
still a visionary. If you look and many are
accountable, you are leading and positioned
for improvement. EP
APRIL 2022
Reliability and maintainability
process level of maturity
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Efficient Plant April 2022

Table of Contents for the Digital Edition of Efficient Plant April 2022

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Efficient Plant April 2022 - 1
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