improving reliability and maintenance through culture change
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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.