the 5th advancing reliability through leadership · iso14224 collection and exchange of reliability...

The 5th AdvancingReliability Through Leadership

Terrence O’Hanlon, CEO and Publisher of Reliabilityweb.com and Uptime Magazine 150 feet below London at the Crossrail UK Paddington Station site

• Co-Author: 10 Rights of Asset Management

• Executive Director, Reliability Leadership Institute Community of Practice

• Asset Management Strategy Advisor to Fortune 500 firms

• Recipient 1st Veteran CMRP of the Year Award

• Voting member ISO55000 Asset Management TC251 and ISO TC56 Dependability Advisory Group

• Asset Management expert ISO WG39

• Executive Producer for Conferences like IMC, MaximoWorld, The RELIABILITY Conference

• Judging Panel Uptime Awards

• Judging Panel Year In Infrastructure Awards and Emerson Reliability Program of the Year

• Co-Founder: IAM USA

• Member: AMP, STLE, AFE, IAM, SMRP

• I am a CMRP, have an Asset Management Certificate (IAM)

• Prosci Change Management Professional/ Immunity to Change Facilitator

• I am excited and enthusiastic about the people who are seeking to advance Reliability and Asset Management

Three Reliability Business Lines

IMC/TRC/MaximoWorld

Conferences

Uptime Magazine

Reliabilityweb Publishing

Publishing

Training

Certification

Reliability Leadership


Who are we?

We work with these personal and business values:

✓ Integrity – by doing what we say we will do and cleaning up the mess at the earliest possible opportunity when we cannot or don’t

✓ Authenticity – as a team we share our most important values with each other and support each other to work with them and toward them

✓ Responsibility – we take a stand to be work with responsibility to create/generated the outcomes we want to see

✓ Aim – working to make the people we serve safer and more successful is an honor and drives us


Influenced Uptime Elements Change Management: Becoming a Learning Organization

Deming to Senge

Influenced Uptime Elements Change Management: Becoming a Learning Organization

Deming to Senge to O’Hanlon

Is Reliability at the level you want it?

”besides having to get through the non-intuitive thinking process required in reliability, the process requires a rare systematic blend of cross-functional experience, judgement, decision making, leadership,

empowerment and engagement enabled by enlightened executive sponsorship. Wonder why it's rare? It is consequence driven when it really needs

to be value driven." -Terrence O’Hanlon

© Copyright 2019 Reliabilityweb.com ® All rights reserved

Discipline One: Systems Thinking

✓ Introduced 2013 with an aim to transform the prevailing style of technical Reliability and Asset Management implementation with powerful cultural leadership centered implementations

✓ Based in Systems Thinking

✓ Empowers cross-functional collaboration from stakeholders across the organization

✓ Human values as the Cornerstone for Uptime Elements Leadership Foundation

✓ Align Technical Activities to Business Process

✓ Introduces the Domain of Generation

✓ Core belief: Leadership creates Culture/Culture creates performance – focus on leadership to create performance

Systems Thinking

The Organization as a System with an Aim to provide benefit to all

stakeholders

Reliability and Asset Management as a System


Systems Thinking

Reliability and Asset Management as a System

Uptime Elements places human value at the cornerstone of the system


2002Preventive

Maintenance Best Practices

2005CMMS

Best Practices

2005Reliability Centered

MaintenanceBest Practices

2005RCM Project

Managers Guide1st Edition

2011CMMS

Best Practices

2011Asset Health

Management Best Practices

2014Asset

ManagementPractices,

Investment and Challenges

2015RCM Project

Managers Guide2nd Edition

2015Acoustic

Lubrication Guide

2015Work Execution

Project Managers Guide

2016Asset Condition

Monitoring Project Managers Guide

2017MRO Best

Practices Guide

2017Reliability Leadership Leadership

Best Practices

Uptime Elements Reliability Framework and Asset Management System is based on the industries deepest research on best practices


Uptime Elements is aligned to a Framework of International Standards

✓ ISO55000 Asset management -- Overview, principles and terminology:

✓ ISO55001 Asset management -- Management systems –Requirements:

✓ ISO31000 Risk management -- Principles and guidelines:✓ ISO14224 Collection and exchange of reliability and

maintenance data for equipment:✓ ISO17359 Condition monitoring and diagnostics of machines --

General guidelines✓ ISO13372 Condition monitoring and diagnostics of machines –

Vocabulary:✓ ISO18436-8 Condition monitoring and diagnostics of machines✓ Requirements for qualification and assessment of personnel✓ IEC60300-3-11 Dependability management -- Part 3-11:

Application guide -- Reliability centered maintenance:✓ SAE-JA1011 Evaluation criteria for reliability centered

maintenance (RCM) processes✓ Many more…


CHANGE OR DIE


9:1 odds says bet red


Operating Domain Maturity

Reactive Domain

Planned Domain

Precision Domain

World Class Domain

Department Thinking

Isolated Ownership:Maintenance Department

Preventive Maintenance ApproachMoving from Reactive Domain to Planned


Traditional Approach to Reliability Through Maintenance

Department Thinking

Everyone adding defects faster than maintenance/inspection

can remove

Maintenance (Only) Approach

Up to 72% of premature failures may be considered “infant mortality” and not time/usage related in pattern. Maintenance may not be the most cost effective way to deal with the elimination or prevention of these issues. © Copyright 2015-2018 Reliabilityweb.com ® All rights reserved

You Can’tPlan

BreakDowns

Who is causing these failures?



Pla

nn

ed D

om

ain

Is N

ot

Stab

le

Reliability requires a cross-functional approach to stop adding defects and begin removing them

Don’t Just Fix It –Improve It!

The goal is to engage and empower stakeholders to provide the asset with all the care it needs to run perfectly


The Precision Domain

Source: Asset Management Investment Priorities and Challenges, Reliabilityweb.com March 2014


AIMShared VisionSet organizational objectivesStakeholder concernsHierarchy of needsWhy Reliability?

Team LearningDraft PolicyDraft Strategy SAMP

Personal MasteryEngage and EmpowerCross-Functional teamsReliability Leadership GameHuman Capital Management

Mental Models Decision MakingUnderstanding RiskLong Term Thinking

System ThinkingReliability NetworkingAssessmentsBenchmarkingBlack Belt Documented ProjectsUptime AwardsAligned people, processes and technology

The Reliability Roadmap

© Copyright 2018 Reliabilityweb.com ® All rights reserved

What is Being A Reliability Leader?

Being a reliability leader is defined as, realizing a future that wasn’t going to happen anyway


Mental Models

What are Mental Models?

Mental models are deeply ingrained assumptions, generalizations, or even pictures or images that

influence how we understand the world and how we take action. Very often, we are not consciously aware of our mental models or the effects they have on our behavior.

Issue universal PMs for monthly bearing

lubrication – needed or not!

Mental Models Effects on Reliability and Asset Management✓ Entrenched mental models can lead to failure of system thinking efforts.✓ If managers “believe” their views as facts rather than assumptions, they will not be open to challenging those views.✓ If they lack skills in inquiring into their and other’s ways of thinking, they will be limited in experimenting with new ways of

thinking.

It occurs to me that if a little grease is good,

more grease is better

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SsSHAFT SEALS

STORAGE & HANDLING

Lubricant formulation

Lubricant properties

Lubricating Oil types

Application methods

Storage options

Common contaminants

Contamination Prevention

Contamination Removal

Lubricant failure modes

Lubricant monitoring

Condition-based lubrication

FPm

FLUID PROPERT

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RING

CmCONTAMINATION MONITO

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WEAR DEBRIS

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A visual framework detailing the steps necessary to establish a precision lubrication program.

1. Select the right lubricant2. Apply the lubricant in the right

amount at the right time3. Keep the lubricant clean and dry4. Keep the lubricant cool5. Inspect, sample and analyze to

ensure machine and lubricant health

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Personal Mastery

60% of employees say the ability to do what they do best in a role is “very important” to them.

Does your culture

empower employees

to do what they do

best?

Do you speak Reliability?™️


Personal Mastery

All things that can be mastered begin with the acquisition of a specialized language that contains words, concepts and ideas. Examples would be a Doctor in medical training begins by studying the specialized words, phrases and concepts related to the practice of medicine.

Terry O’s Second Reliability LawHow reliability occurs to a person is how it will be performed:

Senior Leadership?

Procurement?

Operators?Technicians?

You?

?



A Scheduled Maintenance Program has four objectives

1. To realize the inherent safety and reliability levels of the asset

2. To restore safety and reliability to their inherent levels when deterioration occurred

3. To obtain the information necessary for design improvement of those items whose inherent reliability proves inadequate

4. To accomplish these goals at a minimum total cost, including maintenance cost and the costs of failures or other optimum factor basis for your context

Reliability Strategy Development

Sources: Certified Reliability Leader Body of Knowledge 2016 and Nolan and Heap Reliability-centered Maintenance, Nov 1978


It is important for all stakeholders advancing the reliability journey to have a basic understand of the technical definition of failure.

Failure is an unsatisfactory condition.

✓ A functional failure is the inability of an item (or the equipment containing it) to meet a specified performance standard.

✓ A potential failure is an identifiable physical condition which indicates that a functional failure is imminent

What is failure?


Inspect an item to detect

a potential failure

Rework an item before a maximum permissible age

is exceeded

Discard an item before a maximum permissible age is

exceeded

Inspect an item to find failures that

have already occurred

Redesign or Accept Risk

Four Types of Scheduled Maintenance Tasks

from Reliability Strategy Development Review


1

2

34


Each scheduled maintenance task in an Uptime Elements developed Reliability Strategy is

generated for an identifiable and explicit reason.

The consequences of each failure possibility are evaluated, and the failures are then classified

according to the severity of their consequences and the risk to organizational objectives.

Reliability Strategy Development


3 LAWS OF SCHEDULED

MAINTENANCE


3 LAWS OF SCHEDULED MAINTENANCE

Law 1

Scheduled maintenance is required for any item whose loss of function or mode of failure could have safety consequences. If one of the four type of scheduled preventive tasks (inspect to detect, rework before maximum age, discard before maximum age and inspect to find hidden failures that have already occurred but are not evident) cannot reduce the risk of such failure to an acceptable level, the item must be redesigned to alter its failure consequences.

Law 1 exists because you cannot leave a safety consequence unaddressed.




Law 2

Scheduled maintenance is required for any item whose functional failure will NOT be evident to the operating crew and therefore reported for corrective action. Law 2 exists to address two kinds of "hidden failures". Hidden failures are failures that are not evident to the operating crew.

An evident function is one whose failure will be evident to the operating crew during the performance of normal duties.

A hidden function is one whose failure will not be evident to the operating crew during the performance of normal duties.




Law 3

In all other cases the consequences of the failure are either economic or line of sight to organizational objectives and scheduled maintenance tasks directed at preventing such failures must be justified as economically feasible (just because you can prevent it does not mean it is worth preventing).

Law 3 or the Sanity Law or as Ron Moore calls it - "the Common Sense Law", demands that we ONLY perform scheduled maintenance tasks that can be proven to be beneficial. Tasks that add significantly more value than they cost to perform in time, labor and other factors.

This is not only due to economic factors but due to the fact that unnecessary maintenance can actually induce failures, increase safety risk and reduce environmental sustainability.


Personal Mastery

The Best Project That You Can Ever

Work On Is You

Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning; but without it, no organizational learning occurs. - Peter Singe, The Fifth Discipline

Shared Vision

Deming on Aim

Systems must have an aim because without one, no system exists.

The aim of the system must:

✓be clear for everyone in the system,

✓include plans for the future,

✓be a value judgment, and

✓be defined in terms of activity or methods.

AIM – The reason your organization exists

Google

“To organize the world’s information and make it universally accessible and useful.”

Walt Disney Parks and Resorts

“One of the world’s leading providers of family travel and leisure experiences, giving millions of guests each year the chance to spend time with their families and friends, making memories that last a lifetime.”

Reliabilityweb.com

We make the people we serve safer and more successful through Reliability Leadership


http://www.google.com/about/company/

http://aboutdisneyparks.com/

Four key themes of asset managementUptime® Elements™️ framework.


Asset management is what you do as an organization.

The policies, strategies and plans to realize organizational

objectives


✓ Frontline Planning✓ All Groups Acting In Concert✓ Forward Movement

Momentum✓ Plans Become Reality

✓ Plan Made Without Stakeholder Investment

✓ Lot’s Of Energy, Little Movement

✓ No Forward Momentum

✓ Groups Move In Many Directions

✓ No Plan or Coordination


Aim is the engagement buttonIt is also the disengagement button

Push to engage


Reliability Leader Return On Investment

Leadership Creates Culture

Culture Delivers PerformanceStand as a Reliability

Leader To Improve Performance

Imagine: Every employee in the organization empowered and engaged to think and act like a reliability leader

Trim Tab


Take a look at the work you do to advance

reliability and see for yourself that the

world only moves for you when you act.–

Terry O’Hanlon

Reliability LeaderTM

Create A Better Future Now

Find me :About.me/reliabilityFacebook.com/assetmanagerTwitter: @reliabilityEmail:[email protected]

Fall seven times, stand up eight.~ Japanese Proverb


the 5th advancing reliability through leadership · iso14224 collection and exchange of reliability...

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