By Don Nyman
Reliability depends upon shared realizing and ideology. Managers in any respect degrees needs to know the way their judgements and instructions frequently influence adversely the facility in their association to accomplish and perpetuate Reliability…thereby undermining consciousness of vast company goals. This publication identifies and explores fifteen cultural hindrances more often than not encountered via so much corporations of their pursuit of world-class reliability. The reason is to supply senior administration with a warning call. they need to deal with the pointed out stumbling blocks the folks they've got charged with pursuit of reliability (middle managers, engineers and sensible experts) should be winning. another way, senior administration is its' personal worst enemy. it's a must-read for senior managers in any respect degrees (corporate to plant and inside plant at departmental levels).
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Additional resources for 15 Most Common Obstacles to World-Class Reliability - A Roadmap for Managers
When cost reduction is pursued first, the reactive hole of deferred maintenance simply gets deeper, in which case, excellence and reliability cannot be achieved. Process Steps to Address These Barriers (continued from previous section) 16. Purify Current Backlog. It is likely that some work orders have been completed but never closed out. Others may not be required any longer. Clarify the current status regarding reasons for delay. Capture any work that needs to be performed, but has not been committed to a work order (see Step 17).
Except for true emergencies (such as safety, downtime, Creating a Culture for Reliability 23 and environmental situations), prompt response should not be expected. Emphasize regularly that the best way to get all non-emergency work performed is through the weekly scheduling process (Appendix K). Once the weekly schedule is agreed to, limit the number of individuals with authorization to approve schedule-breaks. Three-to-five senior managers is a reasonable number. Obstacle 5 Insufficient Organizational Stability to Sustain the Reliability Mission Cultural change is a gigantic and prolonged challenge.
The struggle for integrity between vision and practice must be immediately restored. Consider what happens when a pro-active reliability work order is reactively bumped in order to respond to a last-minute customer order. By responding to one customer in Week A, how many customers will be dis- 22 Chapter 1 served in subsequent weeks due to diminution of reliable capacity stemming from disregard of the PM/PdM Process? It was not conducted as a controlled experiment! Management must convey that instant satisfaction is no longer the expectation, except for real emergencies.