rationalize the purpose of their jobs.
You are more likely to accept or
embrace what you understand and
shrug off what you don't.
Periodic Reassessments
An assessment is the practice
of benchmarking an organization
against a specific standard of excel-
lence that is precise and definable.
Compliance to this standard should
be measured or verified. e stan-
dard must be aligned to business
objectives, standardized work and
the change that was achieved. is
is done at each iteration of change
a nd periodica lly rea ssessed to
confirm compliance and continuity
(no backsliding).
Kaizen
Change is a slippery slope.
Kaizen is how we give it traction.
You can't relapse if you're always
going forward. Never stop advancing
the ball. is is kaizen, also known
as continuous improvement.
ese five elements (anchoring
change to business objectives,
standardized work, training, peri-
odic reassessments and kaizen)
are the driving forces behind
sustained change. ey also serve
as the centerpiece of a modern asset
management system. Many of you
may be familiar with ISO 55000,
which is the new international
standard on asset management.
It standardizes a framework for
managing assets in a way that is
structurally similar to ISO 9001 for
quality. e same is true for ISO
14000 relating to environmental
protection. is framework codi-
fies the manner in which assets are
managed against costs, risks, perfor-
mance and organizational objectives.
W hen it comes to change,
some organizations are way beyond
low-hanging fruit. ey're into the
hard work of climbing up higher
into the tree to harvest the fruit of
their efforts. As someone once said,
"Most world-class companies don't
realize they are world class. ey
are too busy and preoccupied with
improvement and getting where
they are not (up the tree)." I couldn't
agree more.
ML
Reference
This article was inspired by Drew Troyer
and his teachings on change management.
About the Author
Jim Fitch has a wealth of "in
the trenches" experience in lubri-
c ation, oil a na lysis, tribolog y
and machinery failure investiga-
tions. Over the past two decades,
he ha s presented hundreds of
courses on these subjects. Jim
ha s a lso published more t ha n
200 technical articles, papers and
publications. He serves as a U.S.
delegate to the ISO tribology and
oil analysis working group. Since
2002, he has been the director
and a board member of the Inter-
national Council for Machiner y
Lubrication. He is the CEO and a
co-founder of Noria Corporation.
Contact Jim at jfitch@noria.com.
40%
of lubrication professionals say
their organization does not have
a change-management strategy,
based on a recent poll at
MachineryLubrication.com
ML
www
.
machinerylubrication.com
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May - June 2018
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