Maintenance Technology October 2016 - 21


MANAGEMENT STRATEGIES
many initiatives fail. On the surface, we see the signs of what is
expected and we stop there and declare success. Recognize that
some people will never progress past this point. Don't waste time
trying to convert those who can't be convinced. Focus on the
critical mass required to drive change. Let the perpetual naysayers
fend for themselves. (Word of caution: Situations wherein the
majority of an organization never advances beyond compliance
can be indicative of concepts that were flawed from the start. In
such a case, readjust and move forward.)
6. Crushing Barriers. The only way to move beyond compliance is if
there is perceived value in the expectations and if existing barriers
are removed. People must perceive value to self, family, or peers to
move to a point of commitment. People must be able to articulate
a positive answer to, "What's in it for me?" Be careful to avoid
allowing the answer to be based on rewards, which, after all, can be
fleeting. If a reward is removed, the entire program can collapse.
When addressing barriers, it is also important to look at the
mechanics of what is expected. Review questions such as, "Is what
is being asked achievable, given the tools and knowledge provided?
Are people fully empowered to do what is required? Have we made
it as easy as possible to do the right things?"
7. Commitment. Commitment is characterized by the ability of
people to clearly articulate value to others. People begin holding
themselves, and even others, accountable. It is in this phase that
the process of positive learning takes hold and there is resistance to
going back to the old way of doing things.
8. Culture. When something becomes ingrained in a company's
culture, the perception becomes, "That's the way we have always
done it." Keep in mind that only negative culture is self-perpetuating. A healthy culture is fragile and requires close monitoring
and continuous coaching to sustain.
Businesses must recognize the root cause of problems and avoid the
mistake of applying technological solutions to cultural or organizational issues. When implementing a change, an operation must also
make sure the technology is aligned with the capability and willingness of the organization to use that technology. Failure on either of
these fronts leads to excessive costs, failure to solve the problem, and
loss of technology.
To ensure successful adoption, we must understand that culture
change requires participation, vision, perseverance, and learning
cycles to be successful. Only when we take this long-term, corrective
action toward organizational culture can we successfully implement
solutions to any challenge we might face. MT

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Joe Park is the global director of reliability for Novelis Inc., Atlanta.
This article is based on his presentation at Mainstream 2016 in The
Woodlands, TX. Contact him at joe.park@novelis.adityabirla.com.

LEARN MORE

To learn more, see:

"Match Attitude, Structure to Change Culture"
maintenancetechnology.com/2015/09/match-attitudestructure-to-change-culture/
"Building a Corporate Reliability Program"
maintenancetechnology.com/2014/09/building-corporatereliability-program/
OCTOBER 2016

MAINTENANCETECHNOLOGY.COM | 21


http://www.FLIR.com/AX8 http://www.FLIR.com/AX8 http://www.maintenancetechnology.com/2015/09/match-attitude-structure-to-change-culture http://www.maintenancetechnology.com/2014/09/building-corporate-reliability-program http://www.MAINTENANCETECHNOLOGY.COM

Table of Contents for the Digital Edition of Maintenance Technology October 2016

Maintenance Technology October 2016 - 1
Maintenance Technology October 2016 - Cover1
Maintenance Technology October 2016 - Cover2
Maintenance Technology October 2016 - 1
Maintenance Technology October 2016 - 2
Maintenance Technology October 2016 - 3
Maintenance Technology October 2016 - 4
Maintenance Technology October 2016 - 5
Maintenance Technology October 2016 - 6
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Maintenance Technology October 2016 - Cover3
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