Machinery Lubrication magazine published by Noria Corporation
Issue link: http://www.e-digitaleditions.com/i/572212
ML The first part of this communication process should prepare the facility for transformation or change. These conver- sations should include why the change is necessary, the plan or process for change and the role each individual will play, as well as any objections, which is where the two-way communication occurs. It's impor tant for the messages and conversations to be consistent. Ever yone on the leadership team must have an excellent understanding of the project. Some people may tr y to discredit the improvement process or challenge lead- ership's commitment if they receive mixed messages. Make sure you and your peers are aligned, and don't be afraid to use a script. It's not so much the presentation quality but rather the content of the communication that is key. People will recognize the position of the individual within the organization, e.g., the senior manager or their direct super visor, and will tune into the message being deliv- ered, not the deliver y method. Star t by identif ying the topics of your communication and then the target audi- ence for each topic. This can be done by examining the groups of people impacted by the changes. Next, select the preferred media for each topic, keeping in mind that the best communication method is face to face from a direct super visor. Training is a major contributor to answering the question of why. I have been asked many times to be the catalyst for change through education. It's quite remarkable how easy this is. Instead of just telling the audience that changes are coming and how the changes will affect them, I like to f irst teach them about the subject matter. I let them come up with their own solutions and help drive them to the same conclusions about change that have already been made by upper management. This process is so predict- able that in almost ever y instance the response has been, "That makes perfect sense. Why haven't we always been doing it that way?" Communication is one aspect of the improvement process that it would be extremely diff icult to have in excess. However, ineffective communication has the ability to derail any improvement project. Be diligent in your communica- tion planning and message. With the correct culture and process in place, you should never hear the words "failure to communicate" as a root cause for program or project failure. About the Author Jeremy Wright is the vice president of technical services for Noria Corporation. He serves as a senior technical consultant for Lubrication Program Development projects and as a senior instructor for Noria's Machinery Lubrication I and II training courses. He is a certified mainte - nance reliability professional through the Society for Maintenance and Reliability Profes- sionals, and holds Machine Lubricant Analyst Level III and Machine Lubrication Technician Level II certifications through the International Council for Machinery Lubrication. Contact Jeremy at jwright@noria.com to learn how Noria can help you implement a world-class lubrication program. 800.749.5823 www.klsummit.com You can reduce your hydraulic problems by increasing equipment reliability with lubricants from Summit Industrial Products. Summit offers a variety of hydraulic fluids including 100% synthetic, NSF H1 registered, mineral oil food grade, fire resistant and bio-based formulations. Summit provides a wide range of viscosities to insure optimal volumetric and mechanical pump efficiency, which prevents over-heating. Each Summit hydraulic lubricant is formulated to enhance product efficiency and meet or exceed OEM standards. Summit Industrial Products 800.749.5823 NSF H1 lubricants available www.klsummit.com Reliable Hydraulic Lubricants Reduce excessive wear, sludge, rust, overheating, and oxidation Hydraulic new_Layout 1 8/25/2015 3:22 PM Page 1