Maintenance Technology November 2015 - (Page 6)
UPTIME
Seven Steps
To Culture Change
Bob Williamson
Contributing Editor
L
et's speculate: You have an older facility,
older equipment, some new technologies, a
stable but aging workforce, and a compelling business case for improving machinery
performance and reliability. Lower cost per unit
produced, more throughput, or better on-time
delivery are looming as the next business frontier.
So, what's next: more maintenance, newer equipment, more training?
These are the typical challenges and opportunities that face commercial and industrial facilities,
mining and manufacturing, and a whole spectrum
of other equipment-intensive businesses. The next
steps could lead to breakthroughs or just more of
the same.
Improving reliability almost always means
improving (or changing) the way people think
and work together toward common goals. While
changing the way people think and work is a
requirement for the move to new equipment and/
or new technology, investing in new machinery
and technology may not be the most efficient and
effective option.
Improving the performance and reliability of the
existing facility and equipment is another option to
seriously consider. In many cases, this may be the
fastest, lowest cost, most sustainable option.
No matter what path you take, a change in the
way people think and work is required. That's a
culture change. Let's explore a case example for
improving the performance of an older plant while
simultaneously creating a reliability improvement
culture.
STEP Prepare a compelling business case for
1
change. Be ready to answer the most basic
questions your workforce, supervision,
and management will ask: Why change the way we
are doing things? What's the hurry?
Having a "compelling business case for change"
is the most critical factor for fast and sustainable
change. To answer the "why change, what's the
hurry" questions, be prepared to have evidence of
the need to improve efficiency and effectiveness
and/or to reduce costs.
A centerpiece of this approach is to have
examples of specific reasons that the improvements
are needed. These reasons can reflect changes in
the traditional market, new competition, negative
customer feedback, or opportunities to grow the
business.
In many cases, all of these combine into an easyto-communicate-and-understand business case for
change that does not sound like a veiled case for
more corporate profits.
When attempting to effect cultural
change in your organization, think small
for big changes. Focus on a specific
department, module, production line, or
equipment, such as this coiling machine
at the Heatec plant in Chattanooga, TN. If
results can be observed in two weeks to
two months, you'll make more sustainable
progress than if you try to establish a
plant-wide program. Photo: Gary L. Parr
6|
MAINTENANCE TECHNOLOGY
NOVEMBER 2015
Table of Contents for the Digital Edition of Maintenance Technology November 2015
Editorial
Uptime
For on the Floor
Tiered Empowerment Drives PEX Reliability
Consider the Common-Cause Method
Think Like A Hacker
Take a "CSI" Approach to Asset Management
Maximize HVLS Fan ROI
Keep Your Planners Focused
Extend Chain Life
Scan Energy Wasters
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