|
|
A Framework for Achieving Best Practice in Maintenance
|
|
|
A Quick Reference for Preparing a Change Management Plan
Change Management is an inherent element to any quality, productivity or improvement project, and represents modifications to the "way of living" inside a company; as a consequence, it needs to be handled in a strategic manner
|
|
|
Changing Your Organization for the Better
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things, because the innovator has for enemies, all of those who have done well under the old conditions, and luke-warm defenders in those who will do well under the new. Part 1 of a 5 part series.
|
|
|
Considerations for the Human Aspects to Accomplish or Prevent True Maintenance-Related Machinery Improvement
This paper concentrates on the really hard part of getting a plant’s "culture for precision" changed
|
|
|
Creating a Culture Change- A Pathway to Improved Reliability
Why do many change programs fail?
|
|
|
Cultural Change For Success: A Lumber Mill's Renaissance
|
|
|
Driving Reliability through Maintenance Best Practices and Proactive Organizational Change Management
Are your pleas and initiatives to adopt proactive maintenance practices falling on deaf ears among your maintenance and production peers and managers?
If so, you are not alone!
- requires free Adobe Acrobat Reader for viewing.
|
|
|
Establishing A Sense of Urgency
"Change" needs a driving force that most of the involved people can accept.
|
|
|
Focus On Results and Change Culture Along the Way (Part Three)
See how one company reduced equipment downtime
by more than 50% in less than one month
|
|
|
Focus On Results and Change Culture Along the Way (Part Two)
See how one company reduced equipment downtime
by more than 50% in less than one month
|
|
|
Leading Change
More and more companies are being forced to increase productivity, reduce operating costs, and improve the quality of their products and services using various initiatives, such as the Reliability Excellence Program championed by Life Cycle Engineering. The resistance to change can be overbearing at times; however, the stress associated with these initiatives can be minimized if organizations LEAD CHANGE in a strategic fashion.
- requires free Adobe Acrobat Reader for viewing.
|
|
|
Maintenance Excellence and Focus Teams
When an organization decides to implement an improvement initiative, whether it be
maintenance excellence related or not, an empowered & engaged workforce is a key component
to a successful program. Implementing focus teams is a basic, but effective, way to get the
workforce involved and distribute the workload.
- requires free Adobe Acrobat Reader for viewing.
|
|
|
Measure Behavior - Measure Success!
Many times, maintenance professionals have been involved in changes to processes or systems where they have relied on seat of the pants knowledge to determine whether or not they were successful. More often than not, the initiative flounders once their attention has been turned to other endeavors. Times have changed significantly and there are three primary reasons why new performance measures are required
|
|
|
Nobody Ever Gets Credit for Fixing Problems that Never Happened
Creating and Sustaining Process Improvement
- requires free Adobe Acrobat Reader for viewing.
|
|
|
Not Enough People - EDUCATION
Awareness is the Key to Culture Change; Education is the Key to Awareness
- requires free Adobe Acrobat Reader for viewing.
|
|
|
Not Enough People?
In working with many different companies in a wide variety of industries, it is surprising how similar the obstacles and issues are when undertaking an improvement initiative. While the underlying technology or processes in each industry may be completely unique, the maintenance and reliability issues are surprisingly universal. And more importantly, human nature is the same wherever we go. This is important to note since a successful change management initiative is approximately 80% people and 10% technology and business processes, respectively. It is not uncommon to hear our clients or perspective clients say, "You don’t understand, this plant is different!" or "we have so much equipment,"” or "our equipment is old" or "we have so many equipment problems that we simply DON’T HAVE ENOUGH PEOPLE to keep the plant running much less be proactive!"
- requires free Adobe Acrobat Reader for viewing.
|
|
|
Reliability and Maintenance Implementation Model - Step I
This column is the first in a series of articles about the implementation steps you need to take if you want to be successful in improving reliability and maintenance, sustain that improvement and after that continue to improve.
|
|
|
Reliability and Maintenance Implementation Model - Step II
This column is the second in a series of articles about the implementation steps you need to take if you want to be successful in improving reliability and maintenance, sustain that improvement and after that continue to improve
|
|
|
Reliability and Maintenance Implementation Model - Step III
This column is the third in a series of articles about the implementation steps you need to take if you want to be successful in improving reliability and maintenance, sustain that improvement and after that continue to improve in the future.
|
|
|
Senior Management Commitment
Senior management commitment is required for any initiative to be successful. Simply stated
without their commitment or demonstrated leadership, initiatives stall, fall substantially short of
the expectation or just plain fail.
- requires free Adobe Acrobat Reader for viewing.
|
|
|
The Strength of Following Up
Why do we not follow up? We simply do not seem to have that habit!
|
|
|
The stress of resisting change
A Leader’s Guide to turn resistance into acceptance
|
|
|
Training - The Backbone of Cultural Change
Role specific training is the missing ingredient in most projects, changes or implementations.
- requires free Adobe Acrobat Reader for viewing.
|
|
|
Understanding the Business Side of Your Job
Throughout my nearly 30-year career in manufacturing maintenance, I have routinely faced an undercurrent of distrust, frustration, and communication gaps between manufacturing management and the management of the maintenance organization. These conditions often cause low morale, dissatisfied employees and reduced profitability for the organization.
|
|
|
Vision and the Goal Achievement Model
Chapter 3 of Stephen Thomas' book on Improving Maintenance & Reliability Through Cultural Change
- requires free Adobe Acrobat Reader for viewing.
|
