Machinery Lubrication magazine published by Noria Corporation
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training plan involving the three reliability courses and a subset of the site personnel. • Measure downtime on a 24-hours-a-day/ seven-days-a-week basis and categorize into Pareto charts. • Participate in global reliability forums. The sites have responded well to this plan. Several have already completed their reliabili- ty-improvement project and are demonstrating improved performance of the asset or line. All sites are in various stages of training, and many people outside of engineering and mainte- nance are talking about reliability as a part of their normal job functions. Keep in mind that reliability is an outcome. It is more than maintenance. It is the result of how equipment is selected, installed, operated, serviced and improved. The consequence of all this activity is the probability that the equipment or systems will perform their designed functions correctly when needed. Changing the culture means eventually changing everyone. Most organizations have previously been successful with a reactive culture. The reactive culture is natural and normal to many people. However, the changing business environment means that your assets must produce more cost-effective, high-quality products. It will take significant leadership and management energy to change the culture from its formerly successful reactive culture to a proactive culture. Remember, the ability to improve long-term reliability business prac- tices will be earned through sustainable manufacturing output improvements. Asking the Right Questions managEmEnt bEhavior is critical for thE succEss of a reli- ability-based culture. merely asking certain questions during an unexpected equipment failure could send unintended messages to the organization. the following excerpt is based on winston ledet's article, "how Does Plant Management – and Possibly corporate Management – enable unreliability." given an equipment failure, these are the types of questions management has historically asked, along with their unspoken message that created the culture: Questions more appropriate for a failure in a reliability-based culture would be: MANAGEMENT QUESTiON iN REACTiVE MODE UNSPOKEN MESSAGE TO WORKERS When will it be fixed? Fix it fast. Can we expedite repairs? Don't take the time to fix it right. Just do the minimum to get it back on-line. Cut corners if necessary. What will it cost? Spend the minimum amount of money even if it risks longer range performance. MANAGEMENT QUESTiON iN PROACTiVE MODE UNSPOKEN MESSAGE TO WORKERS is it likely to happen again? Now is the time to take actions to get prepared for the next time. What inspections should be initiated to ensure we take it down early next time? We don't want any unexpected equipment failures. What is the root cause of this failure event? We want to get to the fundamental causes of failures so we can understand why this type of failure happens and then fix it. How will we communicate this failure to everyone in order to prevent it from ever happening again? We should learn from our problems and share learning with others to be proactive about reliability. www.machinerylubrication.com | July - August 2014 35