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

Maintenance Technology November 2015

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