By Don Nyman
Reliability is determined by shared figuring out and ideology. Managers in any respect degrees needs to know the way their judgements and instructions frequently influence adversely the facility in their association to accomplish and perpetuate Reliability…thereby undermining attention of wide enterprise goals. This publication identifies and explores fifteen cultural stumbling blocks ordinarily encountered through such a lot corporations of their pursuit of world-class reliability. The rationale is to supply senior administration with a take-heed call. they have to deal with the pointed out hindrances the folks they've got charged with pursuit of reliability (middle managers, engineers and sensible experts) could be profitable. another way, senior administration is its' personal worst enemy. it's a must-read for senior managers in any respect degrees (corporate to plant and inside of plant at departmental levels).
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Additional resources for 15 Most Common Obstacles to World-Class Reliability - A Roadmap for Managers
Backlogs above the upper control limit turn so slowly that customer needs cannot be met on a timely basis. In addition, emergency work displaces scheduled pro-active jobs, and maintenance is deferred. When legitimate backlog increases beyond upper limits, resources must be 48 Chapter 4 increased to protect reliability and bring backlog into acceptable limits. • Backlogs below the lower control limit contain insufficient workload to fully utilize available labor resources in a smooth, fully scheduled manner.
50. Quantify Workload by Nature, Workload can be prompt emergency response, reliable routine service, and timely backlog relief. Evaluate the adequacy of labor resources (staffing) to meet the Balancing Maintenance Resources 53 demand. Make allowances for indirect consumption of resources, such as vacations, absence, training, and meetings. 51. Regularly (Quarterly) Balance Resources with Workload. As appropriate, increase or decrease overtime, contract support, and staffing. The order shown reflects ease of flexibility.
Otherwise, day-to-day efforts are reactively focused on short-term targets of the individual units, to the detriment of long-term goals of the business entity. Compliance with weekly schedules (established to improve reliability) suffers in the interest of near-sighted daily urgencies. All units must understand that scheduled reliability jobs are the important work performed by Maintenance. Responses to failures, although urgent, are not the important work. They usually accomplish little beyond restoration of the asset to unreliable status quo, and are distractions from ultimate reliability goals.