improving reliability and maintenance through culture change

Improving Reliability Improving Reliability and and

Maintenance Through Culture ChangeMaintenance Through Culture Change

Ian KnightReliability Institute, BV

The Netherlands

Who Are We!

Ian Knight, Australian living and working in Europe, based In The

Netherlands.

Mechanical trade background, however sales, service and marketing are my

key qualifications.

35 years with SKF in Sales, Service and Marketing.

Extensive experience in Condition Monitoring, Lubrication and Equipment

Reliability.

Started Enluse BV in 2003.

European importer for Fluid Defense lubrication equipment line.

Supply all lube related equipment from the lube room to the machine.

Consult on implementing Lubrication Reliability strategies.

Last 12 months worked as an interim Maintenance Manager

Started Reliability Institute – Launch with Culture change

My Examples of Change

Maintenance.

Started a process of machine inspections based on time. No CMMS, no top

management involvement, driven by the foremen.

Reliability.

3 year agreement to change maintenance from breakdown to proactive. Top

management initially involved, invested in vibration analyzer, new lube

room, filtering equipment etc.

Production.

Implementation of 5S on the production lines. Extensive training and follow-up,

top management involved.

7Things You Should Know About Change as We Begin

Niccolo Machiavelli

(1469-1527)

#1 - It Is Going to be Difficult#1 - It Is Going to be Difficult

“There is nothing more difficult to take in hand, more

perilous to conduct, or more uncertain in its success than

to take the lead in the introduction of a new order of

things, because the innovator has for enemies, all of those

who have done well under the old conditions, and luke-

warm defenders in those who will do well under the new.”

Machiavelli

#2 -There is “No” Magic Pill#2 -There is “No” Magic Pill

#3 #3 – – Change is a Process Change is a Process NOTNOT a Project a Project

Time Time

Perf

orm

ance

ProcessProject

Beginning Beginning

No EndEnd

Degradation

#4 – There is More Below the Surface#4 – There is More Below the Surface

TASKS

#4 – The Components of Change #4 – The Components of Change

TaskBased

Change

Strategic AspectsEight Elements of

Change

Organizational CultureThe Four Elements of Culture

Tasks

Strategic Aspects

Organizational Culture

• Leadership• Work Process• Structure• Learning• Technology• Communication• Cooperation• Rewards

#4 – The Components of Change #4 – The Components of Change

Tasks

Strategic Aspects

Organizational Culture

• Values• Role Models• Rites & Rituals• Cultural

Infrastructure

#4 – The Components of Change #4 – The Components of Change

#4 – The Elements Are All Connected#4 – The Elements Are All Connected

Group Learning

Leadership

Technology

Structure

Work Process

Inter-relationships Communication Rewards

Role ModelsValues Rites & Rituals Cultural Infrastructure

“Task Based” Change

#4 – You Need to Address All of the Elements #4 – You Need to Address All of the Elements

If you want

your change

effort to

stand

the

test of time

#5 – A Country’s Culture #5 – A Country’s Culture IS NOT IS NOT the Issue the Issue

The elements are

universally

applicable!

How many of you have

ever been told that to

improve we need to

change the

organization’s culture?

#6 – Culture is the Key

How many of you actually

understood what was

meant

by that statement?

#6 – Culture is the Key

“A pattern of shared assumptions

and behaviors that an organization

learned as it solved its problems

and that has worked well enough to

be considered valid and, therefore,

to be taught to new members as the

correct way to perceive, think, and feel

in relation to those problems.”

#6 – Culture is the Key

#6 – Culture is the Key

#6 – The Reactive Model#6 – The Reactive Model

#6 – The Proactive Model#6 – The Proactive Model

#7 – Change is a Barrier#7 – Change is a Barrier

Change Barrier

The Process of ChangeThe Process of Change

Understanding Development

Audit / Corrective ActionImplementation

1. 2.

3. 4.

Feedback

• Understanding• Eight Elements of Change • Four Elements of Culture

• A Clear Vision of the Future• The Web of Change • Change RCFA• Goal Achievement Model • Audit

The Process of ChangeThe Process of Change

UnderstandingUnderstanding

TaskBased

Change

Strategic AspectsEight Elements of Change

Organizational CultureThe Four Elements of Culture

DevelopmentDevelopment

Establish a clear vision of the future

The Web of ChangeThe Web of Change©©

Change Root Cause Failure AnalysisChange Root Cause Failure Analysis

Root CauseRoot Cause

Why?

The Goal Achievement ModelThe Goal Achievement Model © ©

Impacts

Vision

Goals Initiatives Activities Measures

Outcomes

Feedback

ScoreCard

Impacts

(I) Measures

Vision Goals Initiatives Activities

Targets

Measures

Outcomes

Score Card

Senior Leadership Team

Plant asset reliability

The Goal Achievement ModelThe Goal Achievement Model © ©

Parts You Do Not Want to Forget!Parts You Do Not Want to Forget!

Outcomes

Impacts

Cause & Effect

What happens to your world as a result of

what you do.

Who is affected by what was done ( you and those

around you )

The Auditing Effort (Process Optimization)The Auditing Effort (Process Optimization)

Mismatch with Goals

Goals

Activities

A Case StudyA Case Study

Plant Condition –

• Poor reliability

• Constant equipment failure

• Values (Break-it / fix –it)

• Highly reactive workforce

• Fire fighter role models

• Rewards for reactivity

What They WantedWhat They Wanted

What Was DoneWhat Was Done

Step #1

•Leadership engaged

•Visible on-going commitment

•Strategically focused team (not a

part time job)

Step #2•Interviews (all levels)•Workforce survey - questions for each of the 8 elements of change •Web of Change Diagram•Identified opportunities

What Was DoneWhat Was Done

Step #3•Focus groups (low scores) change RCFA•Creation of initiatives•Work on activities, outcomes and impacts

ScoreCard

Impacts

(I) Measures

Initiatives Activities

Targets

Measures

Outcomes

Score Card

C-RCFA

What Was DoneWhat Was Done

My Examples of Change

Maintenance.

Started a process of machine inspections based on time. No CMMS, no top management

involvement, driven by the foremen.

My Examples of Change

Reliability.

3 year agreement to change maintenance from breakdown to proactive. Top management

initially involved, invested in vibration analyzer, new lube room, filtering equipment etc.

My Examples of Change

Production.

Implementation of 5S on the production lines. Extensive training and follow-up, top

management involved.

In ConclusionIn Conclusion

1. Change is difficult and is not a project (3 to 5 years)2. There is no “magic pill”3. Task focused change will fail!!! 4. You must address the cultural and strategic levels5. An initial assessment tells you where to begin6. Employ “Change – Root Cause Failure Analysis”7. Focus groups will provide you with valuable input8. The Goal Achievement Model will drive the effort9. Audit / ongoing assessment is required

www.reliabilityinstitute.com

23 Module On Line Training Course

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ianknight8

Go for it matey, reach down to that point,Under the pump, and behind that joint.