Maintenance Technology September 2016 - 32

RELIABILITY STRATEGIES between expectations and reality, including processreliability controls and human-resource issues (hiring), the three detailed here dominate the landscape. Subsequently, after cold water is poured on expectations for a quick turnaround, managers will rephrase their questions along the lines of, What pace should I expect from my reliability-improvement initiative and how long until I see glimpses of a turnaround? And, What should I tell my senior leadership about what to expect? The answers focus on development of a quick-win strategy and longer-term strategies that build sustainability from changes in cultural, capital-design, and equipment-care approaches. But it all starts with a good plan. First: Strategic planning Once all approvals are in place for a reliability-improvement initiative, and buy-in from all levels of senior leadership is covered, it's time to finalize a strategic plan. The document addresses all of the components needed to direct the pace, i.e., vision, mission, strategies, tactics, goals, and responsibilities. It's essential to build into this plan an approach based on successful industry experience, principles of machine failure, and effective asset-care strategies. Table I reflects a typical example. Second: Quick-win projects The strategies listed under the category "Eliminate Failure" in the accompanying sample strategic plan (Table I) are quick-win approaches. Quick wins are vital for several reasons. First, they hold off the naysayers and support the early adopters, as well as show management what can be done in the short term. Second, evidence of improvements diffuses attempts by senior leaders to question the rationale for a project and, possibly, cancel it. Quick wins are early efforts that result in accomplishments such as turning bad-acting equipment into good actors, i.e., low-hanging fruit that immediately affects productivity and costs. Conversely, setting up lubrication programs, designing work systems, and creating dashboards of 32 | MAINTENANCE TECHNOLOGY metrics, among other things, can wait. While those types of endeavors are of great importance, they depend on analysis, technical knowledge, and behavioral change-and require a great deal of time, effort, and patience to roll out. Their results don't show up quickly, which can frustrate implementers and management. Other examples of quick-win projects include: ■ changing equipment operation (stop deadheading pumps, swapping spares) ■ remediating issues found during operator monitoring rounds ■ putting needed parts in stores and locations close to a unit ■ creating a "Do It Now" (DIN) crew to deal with reactive work ■ ensuring all maintenance work is prioritized ■ revising instructions to improve technician ability to stay within operating windows. To help pace a reliability effort, quick wins should come out of the gate early. Keep in mind that these wins underpin future strategies and tactics in your plan. In addition to demonstrating that reliability improvement is possible, they can quell the impatience of a plant manager, senior leaders, and finance people. Just as important, they support early adopters who place their careers on the line through the initiative. Never underestimate the power of quick wins for your plan. Third: Longer-term strategies At some point, most low-hanging fruit will have been picked. The program's attention must then turn to building sustainability. When people move from jobs, practices, and behaviors that support long-term reliability, improvement must be in place. To be sustainable, asset-care strategies, work systems, competencies, and other reliability-program elements must be established. Each element should have an associated strategy detailed in the strategic plan. Although these elements take longer to develop, they move the organization to be more proactive, eliminate defects, and detect early failures, all of which are needed to increase productivity and reduce operating costs. Pacing on longer-term strategies is key since no one has the resources, i.e., time, people, and money, to do everything at once. Prioritization, based on industry experience and fundamental reliability principles, should dictate the order of implementation as detailed here: SEPTEMBER 2016

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

Editorial
Uptime
On The Floor
Old-School Approach To New-World Technology
Art Meets Reliability Science
Commit To Safety
Robot-Human Interaction Getting Safer
Sanitary, Stainless Conveyors Not The Same
Reduce Hidden Process-Safety Costs
Pace Your Reliability Program
Win The War With 'Lubrication By Design'
SAP Tips And Tricks
Understand Pump Vibration
Select The Right Relay
Bearing Care
Clear Up HOA Confusion
Potato Waste Becomes Clean Water, Energy
Products
Showcase
Ad Index
Final Thought
Maintenance Technology September 2016 - 1
Maintenance Technology September 2016 - Cover1
Maintenance Technology September 2016 - Cover2
Maintenance Technology September 2016 - 1
Maintenance Technology September 2016 - 2
Maintenance Technology September 2016 - 3
Maintenance Technology September 2016 - Editorial
Maintenance Technology September 2016 - 5
Maintenance Technology September 2016 - Uptime
Maintenance Technology September 2016 - 7
Maintenance Technology September 2016 - On The Floor
Maintenance Technology September 2016 - 9
Maintenance Technology September 2016 - Old-School Approach To New-World Technology
Maintenance Technology September 2016 - 11
Maintenance Technology September 2016 - 12
Maintenance Technology September 2016 - 13
Maintenance Technology September 2016 - 14
Maintenance Technology September 2016 - 15
Maintenance Technology September 2016 - Art Meets Reliability Science
Maintenance Technology September 2016 - 17
Maintenance Technology September 2016 - 18
Maintenance Technology September 2016 - 19
Maintenance Technology September 2016 - Commit To Safety
Maintenance Technology September 2016 - 21
Maintenance Technology September 2016 - 22
Maintenance Technology September 2016 - 23
Maintenance Technology September 2016 - Robot-Human Interaction Getting Safer
Maintenance Technology September 2016 - 25
Maintenance Technology September 2016 - Sanitary, Stainless Conveyors Not The Same
Maintenance Technology September 2016 - 27
Maintenance Technology September 2016 - 28
Maintenance Technology September 2016 - Reduce Hidden Process-Safety Costs
Maintenance Technology September 2016 - 30
Maintenance Technology September 2016 - Pace Your Reliability Program
Maintenance Technology September 2016 - 32
Maintenance Technology September 2016 - 33
Maintenance Technology September 2016 - 34
Maintenance Technology September 2016 - 35
Maintenance Technology September 2016 - Win The War With 'Lubrication By Design'
Maintenance Technology September 2016 - 37
Maintenance Technology September 2016 - 38
Maintenance Technology September 2016 - SAP Tips And Tricks
Maintenance Technology September 2016 - Understand Pump Vibration
Maintenance Technology September 2016 - Select The Right Relay
Maintenance Technology September 2016 - Bearing Care
Maintenance Technology September 2016 - 43
Maintenance Technology September 2016 - Clear Up HOA Confusion
Maintenance Technology September 2016 - Potato Waste Becomes Clean Water, Energy
Maintenance Technology September 2016 - 46
Maintenance Technology September 2016 - 47
Maintenance Technology September 2016 - 48
Maintenance Technology September 2016 - 49
Maintenance Technology September 2016 - 50
Maintenance Technology September 2016 - 51
Maintenance Technology September 2016 - 52
Maintenance Technology September 2016 - Showcase
Maintenance Technology September 2016 - Ad Index
Maintenance Technology September 2016 - 55
Maintenance Technology September 2016 - Final Thought
Maintenance Technology September 2016 - Cover3
Maintenance Technology September 2016 - Cover4
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