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Safeabilty: Analyzing the 
Relationship between Safety 
and Reliability 
Sponsored by:
Today’s Webcast Sponsor:
Speakers 
• Shon Isenhour 
CMRP, Founding Partner, 
Eruditio and The Institute at Patriot’s Point 
• Bob Vavra 
Content Manager and Moderator, 
Plant Engineering
Safeabilty: Analyzing the 
Relationship between Safety 
and Reliability 
Shon Isenhour, CMRP 
www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
Safability!?! 
• What if we treated maintenance and reliability improvement like 
safety? 
• How would that change our focus? our tactics? 
• What techniques could we apply directly from the other areas? 
• How are the two the same and how are they different? 
• In this session we will talk about how to leverage the success 
many sites have had with safety to improve maintenance and 
reliability. We will also look at how maintenance and reliability 
can affect safety performance. The connections are both 
interesting and profound. Both require education, diligence, 
focused attention to detail, planning, and measurable execution. 
They both provide lower risk, improved quality of life, lower 
stress and raise profits.
Safeability: At the Core 
• Risk Identification 
• Risk Reduction 
• Risk Elimination 
• Education 
• Communication 
• Continuous Focus 
• Process or System 
• Continuous Improvement with measures
Safety First! 
Safety Improvement 
Not Good Enough 
Safety Tools
Safety Improvement 
• Since 1970, workplace fatalities have been reduced by 
more than 65 percent and occupational injury and illness 
rates have declined by 67 percent. At the same time, 
U.S. employment has almost doubled. 
• Worker deaths in America are down–on average, from 
about 38 worker deaths a day in 1970 to 12 a day in 
2012. Worker injuries and illnesses are down–from 10.9 
incidents per 100 workers in 1972 to 3.4 per 100 in 2011.
Not Good Enough 
• 4,405 workers were killed on the job in 2013 [BLS 
preliminary 2013 workplace fatality data] (3.2 per 
100,000 full-time equivalent workers) – on average, 85 a 
week or more than 12 deaths every day. (This is the 
lowest total since the fatal injury census was first 
conducted in 1992.)
www.eruditiollc.com 
KEEP IT IN THE FOREFRONT
Tool Box Talks 
• 5 minutes of Safety 
• 5 minutes of Reliability 
• Learn from the process 
• Rotate through team 
• Topics from: blogs, OEM sites, tool sites, manuals, other 
plant communiques 
• Google away!
Blogs as a source of Tool Box Material
Rules 
• Rule 1: Be careful. Just because it is on the 
Internet does not make it true. 
– I have had very few problems with the reliability-based 
data and information that I find on the Internet, but you 
should definitely pay attention to sources. 
– Most hoaxes that are unleashed on the Internet are 
about celebrities and politics, not Gould centrifugal 
pumps and Honeywell proximity sensors, but it pays to 
take the time to do that extra bit of research.
Rules, cont’d 
• Rule 2: The Internet changes. 
– The Internet, unlike reference books, is constantly 
changing. Articles come and go. New sites are created 
and old ones are taken down. As you find things that 
you can use, save them locally in an organized manner. 
– Also, do not forget that many new and better sites are 
created every week. In fact, while this presentation 
shares the 6 sites I use today, a completely new list 
could be needed in a few short years, so keep your 
eyes open for these fresh sites that can better your 
reliability effort.
Tool Box Topics 
• How to: 
– Use a bearing heater 
– Use bearing installation tools 
– Use sheave and pulley alignment tools 
– Use ultrasonic lubrication 
– Use IR to verify repair 
– Select correct lubricant 
– Prevent oil contamination
Single or One Point Lessons 
• Create models to explain concepts 
• Leave them in the break room, on the walls, even… on 
the back of the bathroom door 
• Poster 
• Daily Management Boards
www.eruditiollc.com 
METRICS DRIVE SAFETY
Single Point Lesson – Performance Centered Metrics 
KEY FACTS 
• Understand the goals of the 
company and the behaviors they 
require 
• Manage behaviors; measure results 
• Cannot directly manage results 
• Analyze unintended consequences 
TOPIC DESCRIPTION 
Performance Centered Metrics is 
used to ensure that all metrics are 
clearly tied to business goals and 
drive the desired behaviors. 
WHY YOU SHOULD CARE 
Everyone in the organization should 
know how what they do on a daily 
basis connects to the goals of the 
company and helps drive the effort 
forward. 
SOURCES 
Andy Page, Shon Isenhour and 
Darrin Wikoff 
1) Goals - What different results do you want to see? 
2) Metrics - What metrics can be used to measure the 
accomplishment of the desired results? 
3) Time - How long will this goal be a focal point for 
leadership? What minimum level of performance is 
required to claim sustainable change has occurred? 
4) Results/Behaviors - Which of those metrics are measuring 
results and which measure behaviors? 
5) Risk – What, if any, unintended consequences might be 
driven by these metric choices? 
6) Constraints - What will prevent the organization from 
being able to measure the behavioral metrics? 
7) Compliance - What systems need to be put into place to 
enforce/reward compliance? 
8) Interlocking – Can any of these metrics be sub-optimized 
where the metric goal is reached without accomplishing 
the desired results? In what ways can the metric be 
satisfied without creating the desired change in behavior?
Single Point Lesson – Metric Categories Analysis 
KEY FACTS 
• Think bigger than “Is it getting 
done?” 
• Account for efficiency, quality, 
productivity, and innovation 
• Help the organization understand 
there are different angles from 
which performance can be 
measured 
TOPIC DESCRIPTION 
Metrics can be measured against 
different categories. Each category 
carries a different perspective on 
performance. 
WHY YOU SHOULD CARE 
Just judging a metric against one or 
even two categories leaves a lot of 
room for sub-optimization. 
SOURCES 
Andy Page 
Metric Category Example: PM 
Effectiveness 
“Is it getting done?” 
Route Compliance 
Efficiency 
“Is it getting done 
quickly and easily?” 
Actuals versus Estimates 
Quality 
“Is it producing 
results?” 
Emergency Work % Planned 
Work % 
PM Follow-up Work % 
Productivity 
“Are we doing enough 
of it?” 
Maintenance Labor Balance 
Innovation 
“Are we improving it?” 
Labor and Materials 
Estimates
Single Point Lesson – Behaviors versus Results 
KEY FACTS 
• Behaviors are leading factors 
• Behaviors must be active managed 
• Results are lagging by their very 
nature 
• Results are passive indicators of 
performance 
TOPIC DESCRIPTION 
Metrics should be sorted into those 
that reflect behaviors and those that 
reflect results. 
WHY YOU SHOULD CARE 
Results cannot be managed, they 
can only be measured. 
Behaviors can be managed. 
SOURCES 
Andy Page 
Shon Isenhour 
TOPIC: 
Metric Category • Behavior 
• Active 
• Leading 
• Result 
• Passive 
• Lagging 
Effectiveness 
“Is it getting done?” 
Efficiency 
“Is it getting done 
quickly and easily?” 
Quality 
“Is it producing 
results?” 
Productivity 
“Are we doing enough 
of it?” 
Innovation 
“Are we improving it?”
Single Point Lesson – Transition Plans 
KEY FACTS 
• Journey has to be broken up into 
manageable chunks 
• Steps cannot be so large that the 
organization does not perceive it to 
be achievable 
• Triggers have to be predefined else 
the leadership may lapse into a 
false sense of accomplishment and 
not be willing to take the next step 
• Fight the concept that any positive 
change is good enough to stop 
trying to achieve more 
• Instill the idea that no journey is 
ever finished - kaizen 
TOPIC DESCRIPTION 
Transition plans are paramount to the 
organization being able to 
accomplish the improvement 
initiative. 
WHY YOU SHOULD CARE 
Without a transition plan, people will 
perceive the journey to be too long 
and require too much effort, thus 
losing motivation. 
SOURCES 
Andy Page 
1) Goals – What level of performance do you want to attain? 
2) Time – How long will you take to make this journey? 
3) Steps – How many steps will this journey require? 
4) Size – How large will each step be? 
5) Trigger – What is the trigger for knowing when to take the 
next step? 
6) Limit – What is the maximum allowable time for each step? 
7) Action Plan – What is the immediate action plan when the 
maximum allowable time has been reached? 
8) Ownership – Who is in charge of executing this plan? 
9) Communication – How will this plan be communicated to 
those involved in it, those who may be affected by it, and 
those who can influence it? 
90 
70 
50 
30
www.eruditiollc.com 
PROBLEM SOLVING FROM 
SAFETY
Problem Solving/Cause Analysis (CA) 
KEY FACTS 
• Get past the physical and human 
roots 
• Action and Condition 
• Solve for maximum return on 
investment 
• No such thing as root cause 
• Nothing saved until solution 
implemented and verified 
• Must have a process 
• Many tools that cover time, tree, 
transparency 
TOPIC DESCRIPTION 
CA is how you identify and 
understand the underlying causes of 
failures in your systems and 
equipment and mitigate or eliminate 
them. 
WHY YOU SHOULD CARE 
Without Root Cause Analysis, you 
will face the same losses and 
problems repetitively. 
SOURCES 
And 
Or 
Elements Guide Andy Page and Shon 
Isenhour 
ReliabilityNow.com 
T3 Methods Guide Shon Isenhour 
Transitional CA 
Five Why 
Fault Tree 
Logic Tree
Transitions Video Clip 
www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
www.eruditiollc.com 
A FOCUS ON RISK
Failure Mode Based Maintenance 
lowers risk 
• Our past is our future here… 
• Know where and how it fails 
• Remove non-value added task 
• Procedures and Precision maintenance 
• Eliminate percussion maintenance
New Risk! 
• Aging assets 
• Counterfeit Parts are making their way into the supply 
chain. Can your staff identify them? 
• Additive Manufacturing Tinkers
ISO 55000 Fundamentals 
• Assets exist to provide value to the organization and its 
stakeholders 
• Asset management translates the organizational 
objectives into technical and financial decisions, plans 
and activities 
• Leadership and workplace culture are determinants of 
realization of value 
• Asset management gives assurance that assets will fulfil 
their required purpose
Asset Management Landscape or System 
http://gfmam.org
http://gfmam.org 
Asset Management Subjects 
Strategy and 
Planning 
Asset Management Policy 
Asset Management Strategy & 
Objectives 
Demand Analysis 
Strategic Planning 
Asset Management Planning 
Asset 
Management 
Decision- 
Making 
Capital Investment Decision-Making 
Operations & Maintenance Decision- 
Making 
Lifecycle Value Realisation 
Resourcing Strategy 
Shutdowns & Outage Strategy 
Lifecycle 
Delivery 
Technical Standards & Legislation 
Asset Creation & Acquisition 
Systems Engineering 
Configuration Management 
Maintenance Delivery 
Reliability Engineering 
Asset Operations 
Resource Management 
Shutdown & Outage Management 
Fault & Incident Response 
Asset Decommissioning & Disposal 
Asset 
Information 
Asset Information Strategy 
Asset Information Standards 
Asset Information Systems 
Asset Data & Information Management 
Organisation & 
People 
Procurement & Supply Chain 
Management 
Asset Management Leadership 
Organisational Structure 
Organisational Culture 
Competence Management 
Risk & Review 
Risk Assessment & Management 
Contingency Planning & Resilience 
Analysis 
Sustainable Development 
Management of Change 
Asset Performance & Health 
Monitoring 
Asset Management System Monitoring 
Management Review, Audit & 
Assurance 
Asset Costing & Valuation 
Stakeholder Engagement
Landscape vs 2 Published April 2014 
http://gfmam.org
Reliability and Safety 
The Link 
Planned Work is Safer 
PdM Provides Risk and Reward
Reliability (OEE) Impact on Safety 
Source: Ron Moore, Making Common Sense Common Practice.
Planned work is safer work 
• Right tools 
• Right people 
• Right parts 
• At the right time 
• Home repairs
Preventive, Predictive, and Precision Maintenance 
KEY FACTS 
PM Task Analysis: 
30% Non-Value Added 
30% Predictive Maintenance 
30% Reengineering 
10% Fine As Is 
Time Based Not Most Effective 
Precision provides most value 
TOPIC DESCRIPTION 
The Triple P M section deals with 
how maintenance should be done 
for maximum efficiency. 
WHY YOU SHOULD CARE 
Without a good understanding of 
each of these topics and how to 
apply them correctly, you will be 
locked into a reactive environment. 
S-I-P-F verses SPF 
S=Stores 
SOURCES 
RCM Nowlan and Heap 
ReliabilityNow.com
www.eruditiollc.com 
MAKING THE CHANGE TO A 
SAFER MORE RELIABLE WORLD
Project and Change Management 
KEY FACTS 
• Soft stuff is the hard stuff! 
• Risk and communication plan as 
part of your project plan, which is 
connected to the site master plan 
• Leadership styles change through 
the project 
• Metrics should link to behavioral 
change and should not be 
permanent 
TOPIC DESCRIPTION 
All changes are hard for the 
organization to make and sustain. 
You must have leadership, a process, 
and a few very important tools. 
WHY YOU SHOULD CARE 
Until you change the behavior and 
sustain the new culture, you can not 
attain your return on investment. 
SOURCES 
ADKAR by Jeffrey Hiatt 
Situational Leadership 2 Ken Blanchard 
Leading Change John Kotter 
ReliabilityNow.com 
• Awareness 
• Desire 
• Knowledge 
• Ability 
• Reinforcement 
Establish a 
Sense 
of Urgency 
Form a 
Powerful 
Guiding 
Coalition 
Create a 
Vision & 
Strategy 
Communicate 
The 
Vision 
Reliability Now Sustainable Change Model 
Empower 
Others to 
Act on the 
Vision 
Consolidate 
Improvements 
And Produce 
Still More 
Change 
Institutionalize 
And 
Anchor 
New 
Approaches 
Plan for and 
Create Short 
Term Wins 
ADKAR Model for Individual Change 
Situational Leadership 2 
Kotter Organizational Change Model
Thank you… Questions? 
Shon Isenhour CMRP 
www.reliabilitynow.com 
sisenhour@eruditioLLC.com 
843-810-4446
Speakers 
• Shon Isenhour 
CMRP, Founding Partner, 
Eruditio and The Institute at Patriot’s Point 
• Bob Vavra 
Content Manager and Moderator, 
Plant Engineering
Thanks to today’s Webcast Sponsor:
Safeabilty: Analyzing the 
Relationship between Safety 
and Reliability 
Sponsored by:

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Safeabilty: Analyzing the Relationship between Safety and Reliability

  • 1. Safeabilty: Analyzing the Relationship between Safety and Reliability Sponsored by:
  • 3. Speakers • Shon Isenhour CMRP, Founding Partner, Eruditio and The Institute at Patriot’s Point • Bob Vavra Content Manager and Moderator, Plant Engineering
  • 4. Safeabilty: Analyzing the Relationship between Safety and Reliability Shon Isenhour, CMRP www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
  • 5. Safability!?! • What if we treated maintenance and reliability improvement like safety? • How would that change our focus? our tactics? • What techniques could we apply directly from the other areas? • How are the two the same and how are they different? • In this session we will talk about how to leverage the success many sites have had with safety to improve maintenance and reliability. We will also look at how maintenance and reliability can affect safety performance. The connections are both interesting and profound. Both require education, diligence, focused attention to detail, planning, and measurable execution. They both provide lower risk, improved quality of life, lower stress and raise profits.
  • 6. Safeability: At the Core • Risk Identification • Risk Reduction • Risk Elimination • Education • Communication • Continuous Focus • Process or System • Continuous Improvement with measures
  • 7. Safety First! Safety Improvement Not Good Enough Safety Tools
  • 8. Safety Improvement • Since 1970, workplace fatalities have been reduced by more than 65 percent and occupational injury and illness rates have declined by 67 percent. At the same time, U.S. employment has almost doubled. • Worker deaths in America are down–on average, from about 38 worker deaths a day in 1970 to 12 a day in 2012. Worker injuries and illnesses are down–from 10.9 incidents per 100 workers in 1972 to 3.4 per 100 in 2011.
  • 9. Not Good Enough • 4,405 workers were killed on the job in 2013 [BLS preliminary 2013 workplace fatality data] (3.2 per 100,000 full-time equivalent workers) – on average, 85 a week or more than 12 deaths every day. (This is the lowest total since the fatal injury census was first conducted in 1992.)
  • 10. www.eruditiollc.com KEEP IT IN THE FOREFRONT
  • 11. Tool Box Talks • 5 minutes of Safety • 5 minutes of Reliability • Learn from the process • Rotate through team • Topics from: blogs, OEM sites, tool sites, manuals, other plant communiques • Google away!
  • 12. Blogs as a source of Tool Box Material
  • 13. Rules • Rule 1: Be careful. Just because it is on the Internet does not make it true. – I have had very few problems with the reliability-based data and information that I find on the Internet, but you should definitely pay attention to sources. – Most hoaxes that are unleashed on the Internet are about celebrities and politics, not Gould centrifugal pumps and Honeywell proximity sensors, but it pays to take the time to do that extra bit of research.
  • 14. Rules, cont’d • Rule 2: The Internet changes. – The Internet, unlike reference books, is constantly changing. Articles come and go. New sites are created and old ones are taken down. As you find things that you can use, save them locally in an organized manner. – Also, do not forget that many new and better sites are created every week. In fact, while this presentation shares the 6 sites I use today, a completely new list could be needed in a few short years, so keep your eyes open for these fresh sites that can better your reliability effort.
  • 15. Tool Box Topics • How to: – Use a bearing heater – Use bearing installation tools – Use sheave and pulley alignment tools – Use ultrasonic lubrication – Use IR to verify repair – Select correct lubricant – Prevent oil contamination
  • 16. Single or One Point Lessons • Create models to explain concepts • Leave them in the break room, on the walls, even… on the back of the bathroom door • Poster • Daily Management Boards
  • 18. Single Point Lesson – Performance Centered Metrics KEY FACTS • Understand the goals of the company and the behaviors they require • Manage behaviors; measure results • Cannot directly manage results • Analyze unintended consequences TOPIC DESCRIPTION Performance Centered Metrics is used to ensure that all metrics are clearly tied to business goals and drive the desired behaviors. WHY YOU SHOULD CARE Everyone in the organization should know how what they do on a daily basis connects to the goals of the company and helps drive the effort forward. SOURCES Andy Page, Shon Isenhour and Darrin Wikoff 1) Goals - What different results do you want to see? 2) Metrics - What metrics can be used to measure the accomplishment of the desired results? 3) Time - How long will this goal be a focal point for leadership? What minimum level of performance is required to claim sustainable change has occurred? 4) Results/Behaviors - Which of those metrics are measuring results and which measure behaviors? 5) Risk – What, if any, unintended consequences might be driven by these metric choices? 6) Constraints - What will prevent the organization from being able to measure the behavioral metrics? 7) Compliance - What systems need to be put into place to enforce/reward compliance? 8) Interlocking – Can any of these metrics be sub-optimized where the metric goal is reached without accomplishing the desired results? In what ways can the metric be satisfied without creating the desired change in behavior?
  • 19. Single Point Lesson – Metric Categories Analysis KEY FACTS • Think bigger than “Is it getting done?” • Account for efficiency, quality, productivity, and innovation • Help the organization understand there are different angles from which performance can be measured TOPIC DESCRIPTION Metrics can be measured against different categories. Each category carries a different perspective on performance. WHY YOU SHOULD CARE Just judging a metric against one or even two categories leaves a lot of room for sub-optimization. SOURCES Andy Page Metric Category Example: PM Effectiveness “Is it getting done?” Route Compliance Efficiency “Is it getting done quickly and easily?” Actuals versus Estimates Quality “Is it producing results?” Emergency Work % Planned Work % PM Follow-up Work % Productivity “Are we doing enough of it?” Maintenance Labor Balance Innovation “Are we improving it?” Labor and Materials Estimates
  • 20. Single Point Lesson – Behaviors versus Results KEY FACTS • Behaviors are leading factors • Behaviors must be active managed • Results are lagging by their very nature • Results are passive indicators of performance TOPIC DESCRIPTION Metrics should be sorted into those that reflect behaviors and those that reflect results. WHY YOU SHOULD CARE Results cannot be managed, they can only be measured. Behaviors can be managed. SOURCES Andy Page Shon Isenhour TOPIC: Metric Category • Behavior • Active • Leading • Result • Passive • Lagging Effectiveness “Is it getting done?” Efficiency “Is it getting done quickly and easily?” Quality “Is it producing results?” Productivity “Are we doing enough of it?” Innovation “Are we improving it?”
  • 21. Single Point Lesson – Transition Plans KEY FACTS • Journey has to be broken up into manageable chunks • Steps cannot be so large that the organization does not perceive it to be achievable • Triggers have to be predefined else the leadership may lapse into a false sense of accomplishment and not be willing to take the next step • Fight the concept that any positive change is good enough to stop trying to achieve more • Instill the idea that no journey is ever finished - kaizen TOPIC DESCRIPTION Transition plans are paramount to the organization being able to accomplish the improvement initiative. WHY YOU SHOULD CARE Without a transition plan, people will perceive the journey to be too long and require too much effort, thus losing motivation. SOURCES Andy Page 1) Goals – What level of performance do you want to attain? 2) Time – How long will you take to make this journey? 3) Steps – How many steps will this journey require? 4) Size – How large will each step be? 5) Trigger – What is the trigger for knowing when to take the next step? 6) Limit – What is the maximum allowable time for each step? 7) Action Plan – What is the immediate action plan when the maximum allowable time has been reached? 8) Ownership – Who is in charge of executing this plan? 9) Communication – How will this plan be communicated to those involved in it, those who may be affected by it, and those who can influence it? 90 70 50 30
  • 23. Problem Solving/Cause Analysis (CA) KEY FACTS • Get past the physical and human roots • Action and Condition • Solve for maximum return on investment • No such thing as root cause • Nothing saved until solution implemented and verified • Must have a process • Many tools that cover time, tree, transparency TOPIC DESCRIPTION CA is how you identify and understand the underlying causes of failures in your systems and equipment and mitigate or eliminate them. WHY YOU SHOULD CARE Without Root Cause Analysis, you will face the same losses and problems repetitively. SOURCES And Or Elements Guide Andy Page and Shon Isenhour ReliabilityNow.com T3 Methods Guide Shon Isenhour Transitional CA Five Why Fault Tree Logic Tree
  • 24. Transitions Video Clip www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
  • 26. Failure Mode Based Maintenance lowers risk • Our past is our future here… • Know where and how it fails • Remove non-value added task • Procedures and Precision maintenance • Eliminate percussion maintenance
  • 27. New Risk! • Aging assets • Counterfeit Parts are making their way into the supply chain. Can your staff identify them? • Additive Manufacturing Tinkers
  • 28. ISO 55000 Fundamentals • Assets exist to provide value to the organization and its stakeholders • Asset management translates the organizational objectives into technical and financial decisions, plans and activities • Leadership and workplace culture are determinants of realization of value • Asset management gives assurance that assets will fulfil their required purpose
  • 29. Asset Management Landscape or System http://gfmam.org
  • 30. http://gfmam.org Asset Management Subjects Strategy and Planning Asset Management Policy Asset Management Strategy & Objectives Demand Analysis Strategic Planning Asset Management Planning Asset Management Decision- Making Capital Investment Decision-Making Operations & Maintenance Decision- Making Lifecycle Value Realisation Resourcing Strategy Shutdowns & Outage Strategy Lifecycle Delivery Technical Standards & Legislation Asset Creation & Acquisition Systems Engineering Configuration Management Maintenance Delivery Reliability Engineering Asset Operations Resource Management Shutdown & Outage Management Fault & Incident Response Asset Decommissioning & Disposal Asset Information Asset Information Strategy Asset Information Standards Asset Information Systems Asset Data & Information Management Organisation & People Procurement & Supply Chain Management Asset Management Leadership Organisational Structure Organisational Culture Competence Management Risk & Review Risk Assessment & Management Contingency Planning & Resilience Analysis Sustainable Development Management of Change Asset Performance & Health Monitoring Asset Management System Monitoring Management Review, Audit & Assurance Asset Costing & Valuation Stakeholder Engagement
  • 31. Landscape vs 2 Published April 2014 http://gfmam.org
  • 32. Reliability and Safety The Link Planned Work is Safer PdM Provides Risk and Reward
  • 33. Reliability (OEE) Impact on Safety Source: Ron Moore, Making Common Sense Common Practice.
  • 34. Planned work is safer work • Right tools • Right people • Right parts • At the right time • Home repairs
  • 35. Preventive, Predictive, and Precision Maintenance KEY FACTS PM Task Analysis: 30% Non-Value Added 30% Predictive Maintenance 30% Reengineering 10% Fine As Is Time Based Not Most Effective Precision provides most value TOPIC DESCRIPTION The Triple P M section deals with how maintenance should be done for maximum efficiency. WHY YOU SHOULD CARE Without a good understanding of each of these topics and how to apply them correctly, you will be locked into a reactive environment. S-I-P-F verses SPF S=Stores SOURCES RCM Nowlan and Heap ReliabilityNow.com
  • 36. www.eruditiollc.com MAKING THE CHANGE TO A SAFER MORE RELIABLE WORLD
  • 37. Project and Change Management KEY FACTS • Soft stuff is the hard stuff! • Risk and communication plan as part of your project plan, which is connected to the site master plan • Leadership styles change through the project • Metrics should link to behavioral change and should not be permanent TOPIC DESCRIPTION All changes are hard for the organization to make and sustain. You must have leadership, a process, and a few very important tools. WHY YOU SHOULD CARE Until you change the behavior and sustain the new culture, you can not attain your return on investment. SOURCES ADKAR by Jeffrey Hiatt Situational Leadership 2 Ken Blanchard Leading Change John Kotter ReliabilityNow.com • Awareness • Desire • Knowledge • Ability • Reinforcement Establish a Sense of Urgency Form a Powerful Guiding Coalition Create a Vision & Strategy Communicate The Vision Reliability Now Sustainable Change Model Empower Others to Act on the Vision Consolidate Improvements And Produce Still More Change Institutionalize And Anchor New Approaches Plan for and Create Short Term Wins ADKAR Model for Individual Change Situational Leadership 2 Kotter Organizational Change Model
  • 38. Thank you… Questions? Shon Isenhour CMRP www.reliabilitynow.com sisenhour@eruditioLLC.com 843-810-4446
  • 39. Speakers • Shon Isenhour CMRP, Founding Partner, Eruditio and The Institute at Patriot’s Point • Bob Vavra Content Manager and Moderator, Plant Engineering
  • 40. Thanks to today’s Webcast Sponsor:
  • 41. Safeabilty: Analyzing the Relationship between Safety and Reliability Sponsored by:

Hinweis der Redaktion

  1. In 1997 , seven children died and many others were seriously injured when counterfeit brake pads made of sawdust failed, causing their school bus to overturn