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Rooted in Reliability: The Plant Performance Podcast
36 minutes | Oct 12, 2021
282- The Low Hanging Fruit of Lubrication Improvements with Devin Jarrett
The Low Hanging Fruit of Lubrication Improvements with Devin Jarrett It’s my pleasure to welcome Devin Jared to the podcast. Devin is a success manager at Noria. He has worked as a processes guy, made a transition over into the technical team, managing projects, then I stepped into the technical consultant role, then now a success manager. He officiates football on the side as a hobby. In this episode we covered: Where do we start with lubrication? What are some of those low hanging fruits you typically see that we need to address in organizations? Would you consider filtering oil before putting it in equipment low hanging or is that a little bit more advanced? Where do we start with lubrication? Create awareness that we’re doing something about lubrication. What are some of those low hanging fruits you typically see that we need to address in organizations? Labeling equipment or labeling lubrication points Color-coding things Calibrating your grease gun. How much grease really comes out with a pump of grease. Create awareness; how many people have you talked to? How much grease do you put inside the bearing? Would you consider filtering oil before putting it in equipment low hanging or is that a little bit more advanced? Purchasing a bulk system; a storage system that does it all and re-circulates inside of a tank is an easy thing to do, but it’s very costly, upfront. Getting a filter card and hooking it up to a drum of oil is relatively inexpensive. It totally depends on where you are, and how much you want to start with. You need to understand that clean oil coming in from a drum isn’t always clean enough for our equipment. Utilize some time to filter and remove solid contaminants, water, and find a good place to store it. Ensure it's not getting rained on. Identify who is going to drive the program and really push for things to happen. Take your time to implement it and get one thing across the finish line. Ensure proper maintenance of the lube room. Do we have to develop some sort of standards or processes to make sure that it's sustainable, or does that come a little bit later? As you’re putting things together, it’s great to have a standard. If we’re going to do calibrating grease guns, lets have a standard on how we’re going to do that. Make sure we have a postal scale and a sheet of paper we’re going to zero it out Determine how many pumps we’re going to put on that grease or on that piece of paper What’s that number? Have a solid process for that. Decide to dedicate a grease gun to a specific grease because obviously a grease with a 460 in it is going to pump different than a grease that has a 150 in it. Document the things that you’ve made and the changes Have periodic checks to make sure that we’re still doing what we were supposed to do Do all these happen at once or is it little bit of phases? On one hand, yes, you can implement a bunch of things. The one downside of that is making a very drastic change to a lot of people. If you’re going to just dive headfirst into all of it, you’ve got to remember that it’s not just about your equipment or writing down the documentation side of things. You’ve got to bring your people along with that. That’s sometimes a longer journey than what we think it should be but it's worth it. If you can’t get people to buy in and follow it, it’s not going to be successful. Have a realistic plan Identify the things that you want to accomplish Put a timeline on it Break it up a little bit, focus on a particular machine type. How do we quantify some of these improvements from the loop program so we can just define the next round or next evolution of the program? Sometimes when we make a change to a piece of equipment, we’ll stick with 3d bull’s eyes. Before you put on that 3d bullseye, more than likely you were unscrewing a level plug. Do a 3d bulls-eye inspection Check oil level Check oil clarity Look for bubbles in the sight glass Does the oil Keller look the same? Checking in a sight glass every time someone walks by It's those little things that can make a huge difference. You’re not going to maybe see it right away. After a while you may realize that the gearbox that we used to change every five years has now been there for 15 years and we haven’t had any problems with it. What do you want our listeners to take away from the conversation today? Don’t be afraid to step out there and do something. Even if it’s not right, at least you've tried If you don’t know the answer to something, there are tons of people out there that know the answers. And all you got to do is ask Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Devin Jarret Links: Noria.com Devin Jarrett LinkedIn Djarrett@noria.com Devin Jarrett Phone Number – 918-749-1400, 918-392-5070 3-D Bullseye Sight Glass Lubrication Awareness Training Machinery Lubrication Magazine Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 282- The Low Hanging Fruit of Lubrication Improvements with Devin Jarrett appeared first on Accendo Reliability.
39 minutes | Oct 5, 2021
281 - Asset Criticality with Gregory Perry
281 – Asset Criticality with Gregory Perry Welcome Gregory Perry to the Podcast. Gregory is a Capacity Assurance Consultant at Fluke Reliability. Today we will discuss asset criticality. In this episode we covered: What is asset criticality? Why is it important to organizations? How do organizations determine asset criticalness? What about the ranking system within each category? What is asset criticality? Why is it important to organizations? Reliability is not just a function of the maintenance department but of every department in the organizations from top to bottom. If for instance, Uptime is essential to your organization, then what is the first element in achieving it? Criticalness is the fundamental and basic building block to everything else in maintenance reliability. There has been a conflation of work priorities versus asset criticality versus work order types. This is coupled with an inadequate understanding of scheduling tools such as RIME Ranking Index. Such a misunderstanding causes failure to meet targets. Decisions on asset criticality need to be made early in executing a CMMS. This is done by objectifying an overall asset criticalness to the organization. It is important because it will determine your entire maintenance approach. How do organizations determine asset criticalness? Requires a method of change i.e.: Determine the core team- has to be cross-functional to achieve consensus Core team familiarization- everyone in the team understands what criticality is. Everyone in the team understands the cases against which criticality analysis is going to be applied. The team has to know what the organization stands to gain from the exercise and what is in it for each of them. Understand the criteria of the analysis and that it has to be objective The criteria have to be aligned with the industry and the organization's goals It sounds like there isn't one approach and it may vary even from site to site. You have to look at the operational context to determine the approach to critical analysis e.g. the approach in a chemical factory is more comprehensive than in facilities management. What about the ranking system within each category? Focus is often on granularity. You do not have to do 1,2,3 You can do 1,3,7 Score yourself in a percentile or a summation. Also, mix it up such that some categories are in percentile some are in summation. Discuss the categories; the weighted values of each category as a team. Create a rule of thumb to determine the number of variables to be considered in critical analysis: It gives you a place to start. Also note that the document developed in critical analysis keeps evolving- it can grow or shrink. Always review it to ensure that it covers all the bases. Everything between doing maintenance is management of change. The critical analysis document needs to be reviewed not only based on a time frequency but also during operational changes. At what level do we do critical analysis? It depends on how diverse your hierarchy and taxonomy are. Some organizations are not that granular and so they might use functional assembly as their approach. If they choose to go by function, then: Do they have assets performing as a functional location? As they write their correctional work orders- do they have a working maintenance strategy? Do they have PM schedules? If they have done FMEA, how did they know which ones to go for first? What assets qualify for RCA? After analysis, carry out an assessment to objectively put each category into a tier. Take tier 1-4 and overlay them on a P-F curve. This will help determine how to expend your resources and time. What else do we use criticality analysis for? Resource allocation Spares lead time should be featured in criticality analysis Asset maintainability, serviceability, supportability Design out maintenance and design in reliability Identify opportunities Many Organizations do not do criticality analysis upfront Yes. Because they do not make all-inclusive decisions for instance, procurement purchasing an equipment without involving the maintenance team. What is the one thing that makes the biggest difference? Understanding criticalness and who owns reliability Look at criticality analysis as a means to gain consensus and certainty. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Gregory Perry Links: Fluke Reliability Gregory Perry Linkedin Past Gregory Episodes Asset Criticalness Asset Criticality Workshop Accelix.com SMRP.org Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 281 – Asset Criticality with Gregory Perry appeared first on Accendo Reliability.
30 minutes | Sep 28, 2021
280 - Healthy Buildings with Brian Turner
280 – Healthy Buildings with Brian Turner Buildings IOT is a: System integrator Software developer Services provider for the built environment: Work spaces, play, and industrial buildings except housing. In this episode we covered: What is a healthy building? Is it more than custodial work? Prior to COVID-19 people rarely talked about air quality What is a healthy building? A building that does not put people at risk of contracting a disease whenever they are in any section of it. Little was invested in knowing what keeps a building healthy especially in things that we cannot see like air and gases in it. Is it more than custodial work? Cleaning has been ramped up in most buildings due to the COVID-19 pandemic but air quality has still not been given the same attention. At Buildings IOT we monitor CO2, CO, and VOCs that people rarely know affect their air quality. You need data to monitor these gas levels. Prior to COVID-19 people rarely talked about air quality Air quality issues are often tackled at the design phase where tests are done before commissioning to ensure proper ventilation. Over time, adjustments are done upon requests or complaints to change air flow: Fan size, duct size, fan belt adjustments. These adjustments distort the entire ventilation system. In some cases, the economizers are destroyed and minimum outdoor air levels are manually adjusted through guess work. Why do we need these healthy buildings now more than before? The reason has not changed. The awareness has. Things like good air quality in a work space sustains good productivity though it is difficult to measure it in dollar value. The average person expects good air quality but does not think about how it is achieved. Companies such as airlines are using good air quality as a marketing tool because awareness has increased. How do organizations ensure that they have a healthy building? Focus on the basics including: Cleaning Track the cleaning by documenting to show tenants that it is being done Automate (using sensors) to monitor: temperature, humidity, sound, lighting, and all different gas levels to make adjustments. Maintain the equipment It is the employer's responsibility to maintain a healthy building. Can you outline the stages to a healthy building? They include: Cleaning Reporting Tracking Monitoring (sensors) Ventilating Monitoring the air quality and maintenance of the equipment provides data needed to find areas of focus. Without data you will be reacting to complaints. Stay ahead by aggregating different sources of data. Are organizations still relying on time-based frequency to change filters or are they using differential pressure sensors? Most are using time-based frequency which is often a manufacturer’s recommendation. Another challenge is the use of a switch which is often faulty and relies on a technician to adjust when they notice it. If they used transmitters, they'd get data and information on how often they need to change the filter or when a sensor is failing. What technology is available to help with this? There are: Building Management Systems Air handlers for small buildings Communication protocols going on different networks However, none of these are connected to a CMMS. You need an integrator to transfer the data from the source to the reporting platform. We do not have a technology problem but we have a business problem. (What to invest in, finances, and users). Is there anything we did not consider in this discussion? Be aware of the choices you are making while picking amongst the technology available in the market especially: The feature it has that makes a difference to you The connection to the building: is it suitable? Connectivity- data security such as client's indoor air quality information How do you know that the technology does what it is purported to be doing? Who is the vendor? How long will they be available? The reliability of the APIs provided What is the one thing that makes the biggest difference in healthy buildings? Finding a partner who understands your business goals and values: better shopping environment, working environment, timeliness There are a series of things to do but make a healthy building part of your business strategy and culture. Key takeaway Educate yourself on healthy buildings and how to select a partner. Learn through podcasts, white papers, consultation etc. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Brian Turner Links: Brian Turner Linkedin Buildingsiot Can Healthy Buildings Really Improve Productivity? 5 Steps to a Healthy Building Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 280 – Healthy Buildings with Brian Turner appeared first on Accendo Reliability.
31 minutes | Sep 21, 2021
279 - Learning from Metrics with Dan Miller
279 – Learning from Metrics with Dan Miller Welcome Dan Miller to the podcast. Our topic will be metrics; how to pick the right KPIs and we will also discuss cornerstone metrics. But first, about Dan: Dan is a maintenance reliability engineer at Global Water Resources. The guest worked as a consultant but currently is settled at the water company in Arizona. In this episode we covered: You need KPIs to ensure your assets are working correctly, right? What is performance management? Why do we have to do performance management? You need KPIs to ensure your assets are working correctly, right? Yes. There is a lot going on in the background to ensure that water and electricity supply works correctly. What is performance management? It is maintaining the system by which you measure performance. It involves: Measuring performance Setting targets Looking for trends Coming up with ways to address shortfalls All these are done routinely. Why do we have to do performance management? It is about managing the health of the process. But it is a leadership/administrative job to set the targets and involve those in the process. Also find a way to make the process repeatable. What is a metric? It is a numerical value assigned to the actual performance of a process. A single metric does not tell much. It needs to be combined with others to give a broad perspective of the process. The metrics need to be scrutinized and challenged before being used. What have you learned over the years about metrics? Metrics assist in explaining the process to the leadership in a way that they can understand for say, approval of CAPEX projects like the purchase of a piece of equipment or a part. Some metrics that can be used include: Process performance changes Impact on raw materials utilization Lost production Increased cost of labor and overtime Quality of finished products Equipment downtime Take advantage of every moment to sell your idea using such metrics. Are there any other metrics that are a requirement for everyone (cornerstone KPIs)? The most important KPI is labor utilization. It compares the hours paid to those recorded in the work order. Inquire about the difference in the two sets of hours to gain an insight about your entire process. What happens if you do not have the cornerstone KPIs in place? Take for instance the labor utilization; it tells how good all the other KPIs are e.g. work order reporting i.e. compare the mean time to repair (MTTR) to the total recordable hours. If the MTTR is skewed then it has an impact on scheduling, the cost of ownership, and many other KPIs. You are missing a lot of other information about your process if you are not tracking labor utilization. Have you seen cornerstone KPIs driving not only good but also undesired behaviors? Take for instance in safety: they often use the number of days without an incident to give salary raises or bonuses. People might avoid reporting incidences that could potentially repeat to avoid damaging the prevailing record. A KPI needs to be combined with other metrics to avoid driving such undesired behavior. Do KPIs only have to be within a certain sphere of influence? If so, who determines those in that sphere? Not really. However, it is important for individuals to understand how they influence a given KPI. They need to influence the part that affects their work by diligently tracking and reporting the KPI. This way, the information in their possession becomes reliable in decision making. What is the most important outcome of a performance management system? Trust- If people do not believe what is being reported then it will be ignored. Therefore: They have to understand how the KPI is developed. Reports need to be scrutinized before being published- consider changes in operations Always do the gut check (if it doesn't look right, it probably isn't right) Use a consistent formula in calculation of KPI values Key takeaways Every KPI deck is different and tells a different story Review your KPI deck and record all the meaningful work Make sure your metrics are as accurate as possible, accessible, and trusted Dispose of a KPI that no longer adds value It is important to seek professional assistance when necessary One variable can mess up all the other KPIs Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Dan Miller Links: Dan Miller Linkedin Global Water Resources SMRP Case Study Event SMRP.org SMRP 2021 Conference Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 279 – Learning from Metrics with Dan Miller appeared first on Accendo Reliability.
39 minutes | Sep 14, 2021
275 - Decoding Mechanical Failures: A class experience with Shane Turcott
278 – Maintenance Task Analysis with Lucas Marino Welcome Lucas Marino to the podcast. Lucas is the founder of East Partnership and initially spent a lot of time as an engineer with Coast Guard starting off as a diesel engineer and rising through the ranks. Today's topic is maintenance task analysis. But first: In this episode we covered: What is the East Partnership? What is maintenance task analysis? So it involves everything needed to maintain an asset, correct? What is the East Partnership? It is an online platform that develops courses for people who maintain or build complex systems. The courses include: Asset Management Reliability-centered maintenance Lifecycle management Project management We also do blogging and training. What is maintenance task analysis? Maintenance task analysis (MTA) enables you to document your maintenance procedure in terms of: The steps involved The time each step will take Skill level required Number of personnel needed Required consumables and parts Specialized tools and technology It also involves identifying possible challenges and addressing them beforehand. So it involves everything needed to maintain an asset, correct? Yes. It is essential to do it before the asset is in service so that it does not have an impact on production time. Doing it prior also ensures that you consider everything before starting the task. Also, MTA is best done in the operating environment to identify all the possible interferences with its service before starting the tasks. How can MTA be done while the equipment is in the design phase? MTA can be done at any phase of the asset lifecycle (design, implementation or in service) The optimal time is when doing the design in conjunction with RCM analysis (FMEA or FMECA) on an asset that is close to design maturity. At this point you are often sure of the design, failure modes, and recommended maintenance actions. You want to do it when FMEA or FMECA is mature because you shall have eliminated maintainability or reliability problems, correct? Exactly. In organized environments, you want to do it after the design has been approved by the approvers. Is MTA only used for preventive maintenance or other maintenance tasks such as corrective actions, calibration etc.? Depends on the level of criticality of the asset to production. If it is highly critical and requires input from other functions such as procurement, labor supply etc. then MTA can be done on corrective actions. Also consider the return on investment of the time and resources in doing the MTA. For some tasks doing MTA can result in negative ROI. . Who does MTA? It will need: The leadership of a reliability engineer or such to drive the exercise. Mechanics who will execute the task (the right skill and headcount) An analyst solely dedicated to: document the outputs of the analysis (time for each task, consumables, parts, etc.), they also edit the outputs in real time and adds what is missing Include safety team members We can obtain a list of everything that we will need to support an asset throughout its lifecycle as an output of MTA, right? Yes. You can aggregate the lists, look at the maintenance program, and get an idea of the cost of maintenance of the asset. The organization also becomes knowledgeable about the asset. You will understand the budget and skill level needed as well before starting the task. Yes. It also prevents initiating a task then halfway realizing that you are unable to complete it and will need to outsource resources. MTA informs the need to outsource and also develop capabilities during the outsourcing period to assist full ownership at the end of such contracts Basically we use MTA to develop logistical supportability before the asset is in service, right? Ideally before it is in service but also, a keen analysis can be done while in service Why isn't MTA not being done despite the value it can create? Could be because of: Lack of familiarity with MTA it is not a common practice It appears to complex yet it is not Maintenance is often pressed to deliver and work on corrective actions hence little or no time can be allocated for MTA. Are there any other industries leveraging MTA as much as the military? The aviation community Maritime community Industries that perform their own maintenance and do not outsource it. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Lucas Marino Links: Eastparternship.org Lucas Marino Linkedin Past Lucas episodes Council of Logistics Engineers Design for Maintainability MTA Course Logistics Engineering & Management Defense Acquisition University Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 278 – Maintenance Task Analysis with Lucas Marino appeared first on Accendo Reliability.
33 minutes | Sep 7, 2021
277 - Adoption of Mobility with Ryan Chan
277 – Adoption of Mobility with Ryan Chan Welcome Ryan Chan back to the podcast. Today we will discuss mobile work solutions. In this episode we covered: What are mobile work solutions? Why would organizations want to leverage mobile work solutions? Why haven't many organizations implemented mobile solutions? What are mobile work solutions? As it relates to maintenance and reliability, it is a workflow execution software in a mobile device that enables a maintenance team to receive information regarding their work while in the field or shop floor. Such information includes work orders and related notifications. Technicians also use the tools to upload information related to their work while out in the field. Such software falls under CMMS and EAM. It could be a laptop, phone or a tablet, correct? Yes. Could be a desktop station too. Why would organizations want to leverage mobile work solutions? Technicians spend 80-90% of their time in the field. Therefore: Mobile work solutions are convenient since they get and feed information where they work Increases productivity Saves time and gets work done faster Why haven't many organizations implemented mobile solutions? Change management is difficult. In implementing mobile work solutions, a lot has to be considered including connectivity, security, hardware supplier, pricing, and source of funds amongst others. This takes a lot of work. The industry so far is demanding in terms of responding to failure issues that it leaves little time to focus on implementing mobile work solutions. What are the technological challenges involved? The big question Is who supplies the devices (does the company source or do users bring their own devices). Another one is security- how do users sign in and who is responsible for the devices? Is security being perceived as a high risk aspect? If yes, how do they overcome that? Absolutely. There are a lot of ways to tackle simple security issues including: single sign in, two-factor authentication etc. The technology is evolving fast but hackers are equally developing new ways. The challenge will continue being there and the negative consequences are evident. What about connectivity when working in remote areas or other places with similar connectivity issues? Solutions have been developed for people in areas with connectivity issues such as mines. They are capable of working offline and uploading as soon as they reach areas with connectivity. Are there challenges in the adoption of technology? There is a challenge in change management. Often, at first, people do not appreciate the need to have another device tracking them. Sometimes there is a wrong choice of devices and tools that only create additional work for the users. Cultural shifts should also be handled before making changes. It is more difficult if the users do not understand the benefits if the change Look at it from the user's perspective; why would it matter to them? Involve the technicians in not only uploading the data but in analyzing it and seeing the benefits to their work. The users must see the technology at work solving problems that matter to them Yes. Make sure to explain the why behind the capturing of the data on failure modes. How do organizations select the right mobile work solution? Find the best practice in the industry and borrow from them as a baseline study. Also, define requirements (why you are adopting it, how it will contribute to your goals. Pay attention to the value that is being added to the present team even as you pursue the best mobile work solution. Understand the difference between The must have and what would be nice to have It is best to learn from organizations that have already succeeded. How do you overcome all the challenges and actually implement solutions? Choosing the right technology for defined goals: KPIs/expected outcomes Setting up the right infrastructure Buy in from the users- let them see the value the technology brings Any other thoughts on mobile work solutions? The tools are not just only meant to transfer the desktop work to a mobile device. The devices can do more including scanning QR codes, taking pictures and videos, speech to text tool for the notes and other numerous possibilities. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Ryan Chan Links: Upkeep CMMS Maintenance Community Ryan Chan Linkedin Past Ryan Chan Episodes SMRP 2021 Conference Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 277 – Adoption of Mobility with Ryan Chan appeared first on Accendo Reliability.
40 minutes | Aug 31, 2021
276 - Driving Asset Answers with Suspect Data with Manjish and Yanpei
Driving Asset Answers with Suspect Data with Manjish and Yanpei Welcome our guests to the podcast. We are going to discuss Asset Answers in today's episode. However, briefly about our guests: Yanpei has a background in telecom and smart grid. Currently is working as a product leader at Asset Answers. Manjish is the service lead for Asset Answers and has been in the maintenance and reliability for 15 years building CMMS and analytic software on top of the CMMS) In this episode we covered: Many organizations have data but not information. Have you witnessed such? What are the main causes of suspect data? Does the data have to be perfect to start? Many organizations have data but not information. Have you witnessed such? In many industries. They do not have information on how a failure was detected, what kind of failure it was and, was it a people, system, or process related failure? What are the main causes of suspect data? The causes include: The people- incomplete data, or inaccuracies in recording. The system might not be user-friendly if it has many (perhaps 100) failure modes. It might be too tedious to use. The system Mismatch of what the tool is designed for and what its current use at the site. The users later realize there aren't the right fields that suit their use The data collection process is not standardized such that it varies from site to site in the same organization. The sites might have different functional location hierarchies I.e. areas, sites, systems, units such that: what might be a unit is considered a system in another. Does the data have to be perfect to start? No it doesn't. The solution we provide is to focus on the purpose of the data. You can calculate key performance metrics using the small available data. How do organizations know the specific data points needed? First, understand the organization's goals– perhaps to optimize resources or reduce equipment failures. Determine: What metrics are going to measure performance e.g. cost of maintenance, failure count, mean time before failure etc. Understand the quality of the data e.g. how many work orders have costs on them? Take a parallel approach i.e. While working to improve the data, use the good available data and measure pertinent KPIs. Can we still gain insight into an asset using things like the Law of Big Numbers? You can work backwards once you have decided and defined the purpose of the data. You do not need absolute numbers. For instance, measuring the value of allocating resources on working on one equipment versus another. How do organizations select the right asset to work on once they have good data? There are multiple ways of selecting a bad actor. For instance: At Asset Answers, we have peer benchmarking analytics to compliment the internal view of key performance metrics. It provides an external view of the businesses in the same industry producing the same product. How does peer benchmarking analytics work? Asset Answers has been built by: Collection of maintenance data, CMMS data, and associated work orders for over 10 years Used the data to standardize all the codes like functional location hierarchy across different companies. Doing a data quality analysis Identifying the metrics upon which decisions can be made with high confidence given the available data Measure the metrics Providing the company's versus peer benchmarking view of all the metrics. Identify opportunities to focus on given current industry practices It is basically the aggregation of data to analyze it at different levels (site, area, equipment class etc). The biggest challenge is standardization. It is an easy way to find bad actors. What action drive improvements on identified bad actors? Asset Answers tells you where to focus on. Actions depend on the asset strategy in place. We provide another tool called PM Diagnostics where both instances of reactive and proactive are counted. The two are sketched on an axis (proactive maintenance on X-axis and reactive on Y-axis) to create 3 categories: Insufficient proactive maintenance- assess the current asset strategy especially in terms of cost. Suboptimal proactive maintenance- doing a lot of proactive maintenance yet too few failures. Is it necessary? Ineffective proactive- doing a lot of proactive maintenance but experiencing a lot of failures. Identify failure modes not being addressed. Can we calculate ROI for all these using Asset Answers? We installed an equipment tracker that stores data on historical (before) and after improvement activities to show ROI. Does it consider downtime avoidance? Depends on the data being tracked in the CMMS and its quality. Can be used to measure maintenance versus downtime cost. Key takeaway Data quality issues is normal and should not stop the use of available data in making practical decisions Peer benchmarking analytics provides perspectives essential for resource management. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Manjish and Yanpei Links: Manjish Naik Linkedin Yanpei Chao Asset Answers – GE Digital Past epsiode with Manjish SMRP.org SMRP 2021 Conference Maintenance Reliability Metrics/KPI’s 101 Keeping it Simple Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 276 – Driving Asset Answers with Suspect Data with Manjish and Yanpei appeared first on Accendo Reliability.
35 minutes | Aug 24, 2021
275 - Decoding Mechanical Failures: A class experience with Shane Turcott
275 – Decoding Mechanical Failures: A class experience with Shane Turcott Welcome Shane who is the author of Decoding Mechanical Failures. More about Shane and Steel Image: Shane is a mechanical engineer who founded Steel Image, whose primary business is analyzing information on broken parts: how it failed, mechanisms of failure, and whether the part was built correctly or not. They avail all this information to aid those conducting RCAs. In this episode we covered: What is Mechanical Failure? What is the process of diagnosing the failures? How do the boxes work for fractures e.g. brittle? So all the information is available for those at the site level? Yes. The basic information in conducting such analysis is learnt at apprenticeship yet it is not well disseminated across the other engineering disciplines. I resorted to disseminate this knowledge to other industries. You made the shift from in-person to virtual training. Were there challenges in the conversion? Yes, there was. In-person training uses 40-60 broken parts physically present and being examined by learners, which is engaging. Doing this online is a challenge and people are easily bored thus affecting retention. To avert this, we prepared a workbook with 36 fracture surface images to teach what to look for, finding initiation sites, and commenting on the loading level. Etc. What is Mechanical Failure? They are fractures as a result of mechanical loading; cyclic loading, impact loading and overloading (without the contribution of corrosion, high temperature damage mechanisms)- entirely applied load. It is essential as it is the first place you look at without specialized equipment and obtain the most information regarding the failure. What is the process of diagnosing the failures? Diagnose the failure mode Find how to use the diagnosis in the next steps for instance, did it fail due to fatigue as a result of stress concentrators. Perhaps the cyclic loading was greater than the material strength. Investigate if the loading was too high and was it expected or not. How do the boxes work for fractures e.g. brittle? Once the diagnosis is done, we give a series of factors to consider e.g. if diagnosed as a brittle fracture then it could be ductile; consider the following: Temperature- changes can take a ductile steel into transition Rate of loading; if slowly loaded versus letting the load drop with a high impact. Also the presence of stress concentrators Material flaws: brittle or have sharp corners. The training outlines how to identify the causes of failures. Yes, it does. You have to test for both fatigue (Strength-based) and toughness. Differentiating the two helps in RCAs. Why do most people find it difficult to study the fractures? Most people do not know that they can do it. It can be difficult but learning the basics makes a big difference. People often resort to switching from one tool or part to another without finding the actual cause of mechanical failures. The only way to be sure of why the failure happened is by analyzing all the data around the fractured part. Reliability managers could use this analysis as a key tool in finding reasons for failures. Why do you think this information is limited? Enough effort and time was not spent in preparing enough material to communicate. To communicate the concept, you have to collect a lot of failure data to create a good package to disseminate. It is inarguably a big step in improving RCAs in a reliability and maintenance engineering The tool does not replace those available but shall only make them better. If the failure has been identified as fatigue; where did it start from? Should the area be loaded or not? Are there unexpected stress concentrators or material flaws? Will the damage be introduced on a new part? Without answering these questions then, it is often guess work Carrying it out is essential because it needs to be done at the beginning of the failure analysis. It forms the foundation of all that follows in RCA. It eliminates guess work in critical matters such as safety and product loss. It is impressive because you do not need specialized equipment. Define the threshold upon which you move from a basic visualization to a laboratory analysis. However, most of what happens in a lab is equally visual (which is critical) albeit the use of a microscope or a magnifying glass. Challenge is the storage of a broken part; most people leave them to build up junk Basic: Put it in a plastic bag, label it and date it. Key takeaway To understand why it failed you must understand how it happened. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Shane Turcott Links: Past Episodes with Shane Steel Image Shane Turcott LinkedIn Decoding Mechanical Failures Next Online Decoding Mechanical Failures Course – October 22, 2021 Decoding Mechanical Failures Course Decoding Mechanical Failures Book Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 275 – Decoding Mechanical Failures: A class experience with Shane Turcott appeared first on Accendo Reliability.
46 minutes | Aug 17, 2021
274 - Dealing with Ramp Up and Degraded Assets with James Reyes-Picknell
274 – Dealing with Ramp Up and Degraded Assets with James Reyes-Picknell Welcome James Reyes who is the author of Uptime and many other books, also a principal consultant at Conscious Asset. More about James: Having a career that spans for 44 years, James has worked in different organizations and industries some of which include reliability on board both at sea and air. The guest began a reliability consulting career in 1995 focusing on the execution of reliability programs. In this episode we covered: What types of Issues are companies going to face? How do organizations reduce the risks of these challenges? Do you believe organizations are still hunkered down? A lot of organizations slashed spending on maintenance, training, and capital upgrades during the shutdown over the COVID-19 period. Is this impacting asset operations as they ramp up? Yes, it is. And it is going to get worse. Companies slashed all training, improvement, and consultancy expenses. Without the training, the workforce's skills deteriorate and they do not learn anything new. Scaled down operations also means few challenges for them. People in the workforce are afraid and therefore less focused. Also, during the pandemic, pieces of equipment were being run at low speeds giving a false image of longer uptime hence less maintenance. A ramp up will demand more from assets that haven't been maintained for a long time. Consequently, the equipment will break down causing more losses. Do you believe organizations are aware of these challenges? A lot of people aren't. There is a pent up demand for products yet nothing has been done to prepare assets for ramp up. A lot of people were laid off and most of the experienced talents are resorting to retirement after realizing the benefits of staying at home. Less experienced and underprepared people are taking up management positions after shutdowns. Supply chain is also a major challenge as parts and materials are taking longer lead time to arrive due to border restrictions and affected supply countries. What types of Issues are companies going to face? Machine stressors shall be driven by demand yet the assets have not been prepared. Employees are going to make a lot of mistakes after a lot of time without working Ability to recover from breakdowns will be lowered. These challenges shall open doors to competitors who had earlier addressed them Training live shall also prove a challenge and costly given the circumstances. More so in the face of already available alternative use of online materials which are scalable, cheaper, and convenient. The challenges are causing pressure on reliability managers yet they are things out of their control. Yes. Managers are stressed managing teams that are in different locations. Already a high turnover is being experienced. How do organizations reduce the risks of these challenges? It won't be fixed immediately. The following are needed. Focus needs to shift from maintenance to reliability. Maintenance is more task oriented yet there are computer programs that can monitor day to day tasks. Focus on monitoring to capture failures before they fully manifest. A lot of reliability training is needed. The computer programs need reliable data which takes time to get. All the deferred capital investments, upgrades, and training will need to be executed. Do you believe organizations are still hunkered down? They are because of supply chain issues People haven't yet perceived the impact on asset operation What are organizations to do if something like this happens again? Think longer term especially in the face of climate change. Every business needs to think about the impacts of the conditions to their business. Cutting costs isn't the only way during the pandemic. The execution of such opportunities are not expensive, right? Nothing in maintenance is complicated. Think and work smarter. A lot of challenges are yet to come- equipment breakdowns, high turnover rate I have witnessed the same problems affecting my neighboring minivan factory. People are often out of work because of a shortage of parts from overseas. That's because the parts are not manufactured here. The borders are closed. The government needs to better support the supply chain in this situation. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report James Reyes-Picknell Links: Past James Reyes-Picknell episodes James Linkedin Uptime by James Reyes-Picknell RCM Re-Engineered Paying Your Way Conscious Asset Conscious Asset Blog PEMAC.org Maintrain 2021 MRO Magazine Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 274 – Dealing with Ramp Up and Degraded Assets with James Reyes-Picknell appeared first on Accendo Reliability.
42 minutes | Aug 10, 2021
273 - Understanding and Leveraging OEE with Ron Moore
273 – Understanding and Leveraging OEE with Ron Moore Welcome Ron back to the podcast. Ron is an author and the founder of RM Group. In this episode we covered: What is OEE? Do companies use OEE simply because it is strategic and tactical? Why does maintenance get blamed for poor OEE? What is OEE? OEE refers to overall equipment efficiency. It is availability*Rate*quality. The concept was developed by Shinji Nakajima who wrote the book Total Preventive Maintenance . Reliability is not only about pieces of equipment in a production system. Reliability is the ability of a system to produce a product: in time, in full, and at the lowest sustainable cost. Pay attention to demand issues such as: changeover, transition losses, short stops, or equipment not being run properly. Wasn't that the original intent of OEE? Yes. If you consider the formula availability*Rate*quality. However, Nakajima did not consider or encourage the inclusion of demand issues such as transition losses, changeover, planned downtime, upstream supply failures. He only focused on planned production time. But I say it is important to put the demand issues into consideration. Think of OEE as a tactical means to count and manage losses. It is also strategic in optimization of market opportunities'. Can be used to justify budget increment by showing what a system can best produce to maximize market opportunities. Do companies use OEE simply because it is strategic and tactical? Often OEE is misused by operations to look good and by management a club to put pressure on operations. Does every company follow the availability*rate*quality? A lot of organizations try to include more issues such as utilization then they give up and focus on one aspect or loss. This is wrong as the production system will always experience losses. It is important to identify, measure, and decide if the losses are acceptable or not. Then manage them. Is that how OEE should be used instead of the club approach ? If used as a club, people will hide, become reactive and start gaming the system. Should only be used as a tool to manage losses. Any percentage of OEE is acceptable as long as the losses are being managed. How do people game the system? How can they be stopped? The system can be gamed by perhaps cutting short the breaks to compensate for the losses. To stop the losses: Identify and account for the losses For losses you can’t explain put them in miscellaneous Use maximum demonstrated sustainable rate to gauge your performance Improve your performance Measure losses at the bottleneck For a complex plant, start for a single line then replicate on all the other lines Why does maintenance get blamed for poor OEE? How can they leverage OEE? Maintenance is blamed because of visibility: People see them working on breakdown. However, on average, maintenance only accounts for 3-10% of losses. They can leverage by: Accurately identifying where the losses come from and addressing Can maintenance use OEE to measure ROI on activities such as profit? Yes. Gross profit, managing costs, and strategic improvements often demonstrate the worth of improved OEE. You will also see reduced safety incidents with improved OEE. The company shall also have less reactive maintenance, use less energy and be more environmentally friendly. Where do we start? Pick a line to measure and manage before expanding across the company. You can bring an external resource to help set it up The operators should put in the production and losses data in real time to improve ownership The data has to be correct Read OEE by David Brown Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Ron Moore Links: Past Ron Moore Episodes Ron Moore Email: email@example.com Book: Introduction to TPM: Total Productive Maintenance by Seiichi Nakajima Book: Overall Equipment Effectiveness by Robert Hansen Book: Making Common Sense Common Practice by Ron Moore Book: What Tool? When? by Ron Moore Book: A Common Sense Approach to Defect Elimination by Ron Moore Book: Where Do We Start Our Improvement Program? by Ron Moore Book: Business Fables & Foibles by Ron Moore Book: Our Transplant Journey: A Caregiver’s Story by Ron Moore Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 273 – Understanding and Leveraging OEE with Ron Moore appeared first on Accendo Reliability.
40 minutes | Aug 3, 2021
272 - Operator Care: A Thought Out Approach with Cliff Williams
272 – Operator Care: A Thought Out Approach with Cliff Williams Welcome Cliff Williams back to the Podcast. Cliff is a principal advisor with People and Process as well as TMS Asset Management. The guest has also worked as an asset manager for many years. In this episode we covered: What is operator care? Where should we use operator care and autonomous maintenance? What prerequisites are often needed to implement operator care? What's Cliff currently working on? Presently we are leaning more towards asset management-trying to incorporate maintenance reliability into asset management. What is operator care? It implies that those who are operating any piece of the equipment are involved in reliability such that; they need to take care of the machine. In fact, they are the closest to the machine enough to identify the issues and participate in finding the solutions. It's like turning car renters into owners, correct? Yes. It is about breaking the barrier between the operators and maintenance. The operators need to accept new challenges involved in addressing some of the issues that affect the pieces of equipment in their custody. However, it requires a lot of change management. How does operator care differ from autonomous management or TPM? Autonomous maintenance is part of the operating context but it succeeds well if it goes along with preventive maintenance. Operator care on the other hand, looks at changing the role of the operator to assist in maintaining a required operating level. Operator care does not really change the culture of the organization whereas autonomous maintenance requires culture change. Where should we use operator care and autonomous maintenance? It largely depends on the environment; Autonomous maintenance is best suited for places with a lot of interaction between the operator and the machine or the product. The team is often large in this case. Whereas operator care works in places with minimal or no interaction with the machine. The operation is often computerized such that they only operate a system. What prerequisites are often needed to implement operator care? Change management: taking care of the people’s side of things. Have a clear understanding of the results you want Use the desired results to drive change. Involves defining what we are going to measure, the impact on people. But you cannot do it without work management, Right? Yes. People have to understand the expectations; anticipate how much will be done. Sell the idea of reporting issues that have to be worked on but also be clear that work management is key. Communicate that: We are going to evaluate the work to prioritize it or to find a better way to do it in combination with other orders. Manage the expectations Publish the schedule and make it visible. What level of planning is needed? It's all about change management: you have to sell the idea (what are the desired outcomes and what is expected of the team?). Communicate well to avoid misleading information from other sources. Anticipate areas you will experience resistance to the change and address them beforehand. Some organizations simply put up names on a RACI chart and switch responsibilities but it doesn't work like that, does it? That way both autonomous maintenance and operator care will fail. About training: Autonomous maintenance requires high level training: digging deeper into details of an asset. Operator care is more or less task specific training. But always communicate the expectations. So it is not just the what but also the how and why ? Yes. The goals have to be clear to the team- if it's about improving availability or throughput. What similarities are there among organizations that have succeeded in operator care? The culture is more engaged and collaborative as opposed to command and control. People are often willing to take on extra tasks. The maintenance team is more involved in value adding projects since operators are capable of taking on technical tasks. Anything else you want to share? Perhaps to reemphasize the need to communicate the why instead of just the what to the team. Training people to do what you expect is fundamental to the program. Where do those who want to make a shift start? Evaluate the need for the program and understand it. Have the numbers you expect and reasons. It will help in telling whether you are succeeding. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Cliff Williams Links: Cliff Williams LinkedIn PEMAC JIPM Book: People A Reliability Success Story by Cliff Williams TMS Asset Management People & Process Past Cliff episodes Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 272 – Operator Care: A Thought Out Approach with Cliff Williams appeared first on Accendo Reliability.
28 minutes | Jul 27, 2021
271 - Developing Operational Standards with George Williams and Joe Anderson
271 – Developing Operational Standards with George Williams and Joe Anderson Welcome Joe Anderson and George Williams back to the podcast. They are the founders of ReliabilityX and are consultants as well as trainers. Briefly about them and Reliability X: Reliability X covers all aspects of reliability; both operational and maintenance, coaching and currently creating online classes. Joe Anderson has been in the pharma and food industries for 25 years before moving to consultancy. George Williams has a background in pharma and medical devices rising from a technician over the years to a global reliability manager. In this episode we covered: What are operational standards? Why would we need operational standards? Who develops standards? What are operational standards? It is a measure of excellence; what is currently being measured against the best practice in the industry then implementing changes needed to improve. Is it creating benchmarks across a variety of areas of the company? Every facet should have a standard in the organization. Why would we need operational standards? Needed for consistency and repeatability for growth in achieving the best results. It also makes business sense so that we do not only maintain machines for their sake but for the business' sake. Are standards required in traditional companies or just in those embarking on TPM? It is just a question of whether you are doing well or poorly- all organizations need operational standards. Reliability helps in finding and naming the losses such as machine failures and process losses. Shows the prevailing conditions and the standards needed. What is included in making operational standards? Depends on the standards being developed; one-point lesson, single point lessons, knowledge standards. If it is about a piece of equipment's operations, then make procedural standards. Make the standards visual using pictures instead of using words to describe the pictures. Also ensure that simplicity centers the standard making process. Who develops standards? It ought to be a cross-functional exercise- Maintenance quality safety The entire operations teams Get pieces of excellence across the shifts and transfer the knowledge of how these are achieved. Why is maintenance involved yet it is an operation? Maintenance need to be involved because: They cover gaps that would otherwise be missed by the operations team alone. Natures good relationship between operations and maintenance A chance to share and learn for all the departments. Maintenance can only succeed with a good operations team Maintenance needs to understand operations and not just fix and adjust pieces of equipment. They need to understand the impact of quality materials in machine adjustments and centers. How do we make sure that a standard improves and evolves? They should be reviewed frequently and updated accordingly. Have a feedback loop Audit- Get all the functions in auditing the standards Building relationships with operations to quickly identify and solve issues. What improvements should we expect after implementing the standards? Quality of products Reduced safety issues Efficiency will improve Cost reduction Producing more units in a day However, change management is needed. What advice do you have for those starting out? Develop a simple standard for a simple problem at first, apply and replicate Understand the business reason for the installation of the line. What makes the biggest difference? Discipline and sustainably Continuously auditing the process to drive sustainability. Do the simple things first. ] They make the biggest difference Key takeaways. Do it now and audit for improvements and to identify what works and what does not. Find a simple problem, create a simple standard, and solve it. Work with other departments, see a way to improve the business. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report George Williams and Joe Anderson Links: ReliabilityX.com Joe Anderson Linkedin George Willams Linkedin Past Episodes with Joe and George SMRP.org Reliable Plant Conference Book: TPM for Process Industries Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 271 – Developing Operational Standards with George Williams and Joe Anderson appeared first on Accendo Reliability.
40 minutes | Jul 13, 2021
269 - The Capabilities Trap with Simon Jagers
The Capabilities Trap with Simon Jagers Welcome Simon back to the podcast. Simon is the founder of Samotics and has been involved in technology throughout his Career. Today we will talk about capabilities trap. Although briefly, tell us more about you: Involved with technology, our guest focuses on: machine learning, and the conversion of data into information. In this episode we covered: What is a capabilities trap? It basically refers to sacrificing everything for the short-term, right? Why should we be aware of capabilities trap? How do we manage it? What is a capabilities trap? Despite its inherent operational and financial benefits, technology is sparingly adopted across all industries. Prof. John Sterman explains this in the article The Capability Trap: Prevalence in Human Systems . Briefly, the articles states; Production capacity depends on capabilities and the number of hours used. Capabilities refers to the quality of the tools and the skills of the people in the process. The trap begins when there is demand for high output for a short-term achievement-the team then starts to put in more hours, reduce maintenance activities, compromise on safety and quality, and reduce training hours. The long-term goals are thereby compromised because capabilities start to erode and performance eventually drops. It basically refers to sacrificing everything for the short-term, right? Yes, because unlike investing in long-term improvement processes (training, technology, maintenance), there are immediate short-term gains. Besides, investment in these improvement processes has a worse before better phase. Sometimes the benefits might arise but it will be difficult to conclusively link them to the investments. Why should we be aware of capabilities trap? How do we manage it? Neglecting capabilities trap will result in reduction of production capacity over time. Machines will fail, the organization will fall back in terms of technology, and people's skills will erode. If you opt for these improvements, you must be willing to withstand the worse before better period. Though it is a challenge because managers are judged on short-term gains. How do managers create a balance between being judged on short and long-term gains? Manage expectations- take the long-term view and not expect an immediate turn around in the initiatives. Pay attention to the maintenance KPIs Plan for the long-term Invest in capabilities that can be executed both in good and tough times. Even in a reactive maintenance environment, set aside some time (even 2hours per week) to focus on long-term investments. What does capabilities trap mean to maintenance innovation technology? Investment in technology has a lot of benefits but you shouldn't always expect immediate returns. After a new technology is adopted performance will drop in the learning period. In reliability, you must focus on the end result while capitalizing on the present opportunities. Pay attention to the technology; some can do one thing well (isolated tech) but not fit in the system in pursuit of the goal. Have a clear road map because the more the complexities the more capabilities trap will manifest. If it gets too complex, desire for immediate performance rises and people sacrifice the long-term goal. We call it the value of despair -trying to adopt new systems but people are still stuck in the old culture and eventually performance drops. People often blame culture because it cannot be quantified to reveal culpability in the team. Prof. Sterman takes a systems modelling approach to explain the performance drop; If you work longer hours there will be no time to innovate. Consequently, your capabilities will erode. Although we cannot quantify culture, it has a direct influence on organizational performance. How do we overcome the capabilities trap? Long-term planning and vision clear roadmap; calculate a realistic business case for the technology. Focus on the needed technology and make it scalable. Build and ecosystem of technology partners. Drive transformation from the top. Most importantly Acknowledge the worse before better phase and to avert it; invest in technology with a long time frame but daily useful. Have a shared understanding of the roadmap and invest in relationships. Have you seen the results of ignoring the capabilities trap? Yes. At a personal level; opting to work harder when things do not work out instead of being smart about it. Also, USA Airlines opted to lay off its skilled workers to cut costs during the pandemic but now travels have resumed and their ratings are plummeting. What is the key takeaway? Expect the worse before better phase in adoption of technology. Take the long-term view to help through it. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Simon Jagers Links: www.samotics.com Samotics on Twitter (https://twitter.com/samotics) Samotics on Linkedin (https://www.linkedin.com/company/samotics/) Past Simon Jagers Episodes How to Save a Leaky Ship Book: Where Good Ideas Come From by Steven Johnson Book: What Technology Wants by Kevin Kelly Book: Abundance: The Future is Better Than You Think by Peter Diamandis Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 269 – The Capabilities Trap with Simon Jagers appeared first on Accendo Reliability.
30 minutes | Jul 6, 2021
268- Understanding & Communicating the Value of PMs with Rick Clonan
Understanding & Communicating the Value of PMs with Rick Clonan Welcome Rick Clonan who has been in maintenance for 30 years working both in defense and industry. More about Rick: Currently at SMRP working as implementation and training manager. In this episode we covered: How do we communicate the value of PdM and PM? What is/isn't a PM? What about PMs with instructions to inspect and replace if necessary ? How do we communicate the value of PdM and PM? You have to set measurements for performance. Consider the following: What is the reliability of the assets on which you perform the PM? How are you utilizing resources? Combine the two to measure and communicate the value of PMs. What is/isn't a PM? PM is the intentional maintenance activities before failure. It may not take into account the current state of the machine but instead sticks to a schedule. They include: Adjustments Cleanings Lubrications Non-distractive testing What about PMs with instructions to inspect and replace if necessary ? It is not appropriate because it lacks a job plan for maintenance. It also implies that you are only doing maintenance to find mistakes and not to prevent them. Possibly means that you are under/over utilizing the resources at your disposal PM not being done in a timely manner. Intending to fix a problem you haven't known its magnitude and impact means you will not prioritize your tasks appropriately. PMs have to be intentional whether you find mistakes or not. How do we know whether PMs are effective or not? You have to measure it from two perspectives: Reliability: no unmanageable backlogs, delivering to customer (operations) Operations: Uptime, downtime, units delivered. At SMRP we use PM Yield: Take the amount of corrective work found in PM and divide by PM work in hours to produce a ratio. How do these help communicate the value of our PM? Communicate the cost of reduced corrective work as a result of the PM. PM should be 30% of the time, 60% corrective maintenance and 10% crafting. Have a system that allows for recording the data i.e. what corrective work comes out of the PM alone. Have closing codes; telling hours used and saved by the PM. Do we look at PM to corrective maintenance ratio at an individual or macro level? Always view it at a program level because its yield should be the same for all assets. Assess the program not the asset. Have you ever heard of the 6:1 Rule? Yes. It is a statistical tool for setting the frequency of inspection to find failures. Means that for 6 regular inspections should at least once reveal a given failure criterion. Its utilization is based on a curve depicting failure data for a long period of time of repeated inspections yet what we want is a narrow curve (few regular inspections that reveal a failure criterion). 6:1 rule is useful in critical systems to determine how a given number of inspections will capture a failure criterion. However, it should only be used at a micro level (task-based) on a specific failure mode but not as an overall (macro level). It is not programmatic. Micro and macro metrics are often interchanged right? Also, PM yield is not a macro-metric because even as you find work through PM, you should check its input to asset availability. So should we view all these metrics together for the full picture? Separately assess these two: PdM yield and PM yield separately. Asset availability I.e. downtime, uptime, maintenance between failures. They could show: High corrective work with low reliability- poor corrective practices. Low reliability and low corrective work- excessive inspection with reasons for failure not being identified, High reliability with low corrective work- PM optimization is low, reassess 6:1. High reliability high corrective work- is right but if operation demand goes up then the time for inspection reduces. High reliability with not too low/high corrective work is the best. Do we have to stick to PM schedule to get the right measurements? There is a 10% rule where you can always start two days prior to or after the scheduled PM date. Some may do PMs at any time in a month but this implies they won't be well spaced and won't stick to 6:1 rule. How do we link all these to get operation's cooperation? PM needs support from other functions such as planning and scheduling. Create a structured corrective work in your CMMS from structured PM based on failure PM tasks. Structured corrective work then goes to backlog and feeds planning and scheduling process and execution process as operational capacity is provided. Use terms that concern operations for them to understand. With all these we can then communicate? Maintenance teams have to learn to communicate in quantities that concerns operations. Communicate that reactive corrective work is more costly than planned downtime What makes the biggest difference? Communicate PM outputs in terms of asset availability, uptime, product losses, overhead labor costs. Key takeaway Communicate value of PM Asses PdM , PM yield, 6:1 Rule Look at reliability Look at resource utilization Have structured work order type in CMMS Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Bennett Fitch Links: Eruditio Rick Clonan Linkedin Eruditio Linkedin SMRP.org Leading Reliability Conference Book: Engineer’s Guide to Preventive Maintenance By Rick Clonan Book: Maintenance & Reliability Best Practices by Ramesh Gulati Book: Making Common Sense Common Practice by Ron Moore Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 268- Understanding & Communicating the Value of PMs with Rick Clonan appeared first on Accendo Reliability.
40 minutes | Jun 29, 2021
267 - Managing Up with Bobby Lee
Managing Up with Bobby Lee Welcome Bobby Lee who has been involved in maintenance engineering working for different companies in various capacities. Bobby Lee started out as a maintenance apprentice and has risen through the ranks as a maintenance engineer for over 9 years. In this episode we covered: What does it mean to manage up? Why would someone need to manage up? Give examples of moments that you had to manage up? What does it mean to manage up? Managing up means taking up responsibilities of a senior role while still working in a junior position. Occurs in instances where your superior isn't present or is indisposed to execute their mandate. It is intimidating because peers are aware of your junior capacity but the responsibility to lead rests with you. Whoever is in charge can also trust a junior staff with their responsibilities. Why would someone need to manage up? It happens when one steps up to lead the team in different situations. Perhaps in absence of a supervisor or a planner. Situations may also rise where one needs to go out of their way and present solutions, and to get others on board. Give examples of moments that you had to manage up? A maintenance superintendent wasn't present and I had to attend meetings together with superiors. It also happened to be a day when many machines had broken down. One of the solutions was to ask an older team colleague to change work stations to an area they had expertise. The key was to ask them while mentioning that I would attend to the task if it were possible. They were more skilled and I couldn't be in more than one place at a time. What advice is there for a technician who finds themselves in such circumstances? Lead out of respect; ask for help justifiably and not out of authority. Build personal relationships with peers. Know the skill sets of your colleagues. Have you ever gotten a pushback from the teams you have managed up? Yes. But the solution was to provide alternatives to let them choose the best one for them. I explained to them why I was asking and showed them what they stand to gain if they performed the task. Perhaps mentioned how it could help them achieve their targets or makes their work easier. It is usually not the time to present the bigger picture i.e. company goals. Instead, explain to them what they, as individuals, stand to gain from doing the task. How intimidating is it? Managing up can be intimidating because you have to offer input on behalf of your superiors. This happens in the presence of other senior leaders. The secret is to lay down the data to put your point across. Be confident and speak up to offer your perspective in the topic at hand. If you do not agree with a point in such a scenario, then speak up and present your input. How do people prepare to manage up? It comes naturally to most people. They make an effort to know what different team members do exemplarily well. It is important to take initiative in scenarios where no one else would. Most importantly, be efficient and good at what you do. Have conversations with people and follow through with tasks to completion to build leadership capital. What makes the biggest difference? Respect helps in a variety of situations especially in getting others to do things. Not authority. Psychological safety is essential; a combination of trust and respect. Learn to coach and not sound authoritative. Key takeaway. Be confident in your abilities. Step up and don't be distracted by what others say. Managing up is intimidating but worth it Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Bobby Lee Links: Bobby Lee past episodes Book: Dare to Lead by Brenee Brown Eruditio.com Bobby Lee Email Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 267 – Managing Up with Bobby Lee appeared first on Accendo Reliability.
40 minutes | Jun 22, 2021
Asset Modeling with Dane Boers
Asset Modeling with Dane Boers Welcome Dane Boers who is the founder of Modeler. Our topic will be asset modelling. More about Dane: Dane started his career in mining then moved to consultancy before starting Modeler. The company was started to make reliability more efficient and automated because of the repetitive work he had observed. In this episode we covered: What is asset modeling? What is an asset class? Does asset modeling take into account the failure modes in the operational context; what's impactful and what's not? What is asset modeling? It is the digitization of asset knowledge. The idea is to develop a framework that combines tools such as work plans and working instructions into a structure that can be used to answer business-related questions. The goal is to have one centralized store of knowledge about an asset class. For instance, everything about pumps are fed into one structure i.e. A pumps failure data, failure mode details, decision making logics e.tc gets captured in one place. The information assists in answering queries related to budgeting and optimization of maintenance strategy etc. What is an asset class? Refers to a group of assets that share a lot of information that can be used to put them together. Does asset modeling take into account the failure modes in the operational context; what's impactful and what's not? Yes. It takes into account the failure mode and all the factors that can change the probability of that failure mode happening. Such factors might be environmental conditions and operational parameters. All these are inputs in the model. The model then creates relationships between these factors and failure modes to provide links that can drive decisions. So it gives an insight about what could happen and what to do about it? Yes. It is all about statistical probability that updates predictions regarding asset failures with reasons for the same. However, there is still an element of variance and unknown. How can companies leverage this asset model to develop effective strategy? To understand how to leverage it requires an understanding of how the model works. It has 3 components; Asset model itself that contains the asset knowledge data and the logic. The use of the model to perform analysis or calculations to answer business queries Turning the answer into a digestible format i.e integrations. SAP loads, documents, dashboards e.t.c. If it is about RCM, of importance is that all RCM related information about an asset is logically fed into the system if a query is about RCM optimization. The information could be inspections, overhauls, and subtasks to be performed. The query then could be: which of the tasks gives the best cost-benefit or life cycle cost. The model then analyses the information and gives a calculated, best alternative. What type of data do we need? It starts from a specific asset e.g. a pump; inputs can be the type of pump. Perhaps a centrifugal pump and the fluid that flows through the pump. Then move to the next type of pump and build a model based on the same inputs. The inputs are then linked to turning on and off of certain components and changing failure distribution. The model improves and grows with varying operational contexts. The basic data that you need; date of installation, equipment age, type of pump, types of fluid, impeller size etc. The model increases the need to have more data because they are connected to asset performance. What other outputs are there apart from effective strategy? It depends on the type of queries you have for the model. There are varying uses ranging from budgeting, equipment selection depending on operational context, intervention tradeoffs depending on the information fed in the model. Can we update the inputs after perhaps selecting an equipment to capture the operational context? Yes. In fact, RCA outcomes, mitigating tasks, and problem trees can be updated into the model. However, single case failures may not skew the model as much. Longer period of repetitive failures is needed for the model to produce actionable predictions. Optimization of the model is to link back and find out what the new input means to the failure mode. Would having a good asset hierarchy help build the model? We tend to take a subject matter expert (SME) approach when starting out. This is because of the expert knowledge of what is important and what isn't. However, certain important issues may not be quantified or recorded in usable data form but affect failure mode. In that case, we adjust failure rates using the SME approach. It is preferred to start modeling at the asset level rather than system level. Do you ever see clients experiment with different assets concurrently to see which one performs better? Yes. Especially in equipment selection. Say; selection of electric pole materials while considering geographical, climate and environmental factors. One thing that makes the biggest difference: Apart from asset knowledge, linking factors to failure modes, it is essential to understand that the data in our procession is imperfect. You need to use the best assumptions in such gaps until you find better data. Key takeaway The industry is moving towards data-based, prescriptive recommendations. We need to structure the data to suit this. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Dane Boers Links: Modla.co Dane Boers Linkedin Modla Linkedin Book: RCM2 by John Moubray Book: The Book of Why: The New Science of Cause and Effect by Judea Pearl & Dana Mackenzie Reliawiki Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 266 – Asset Modeling with Dane Boers appeared first on Accendo Reliability.
24 minutes | Jun 15, 2021
Moving from Paper to a CMMS with Jeff O'Brien
Moving from Paper to a CMMS with Jeff O’Brien Welcome Jeff O'brien who is the cofounder of Zoidii CMMS Jeff has worked with CMMS in manufacturing and consultancy for years and has currently launched their own application. In this episode we covered: What prompted you to start your own CMMS? Why would organizations transition from a paper-based system to CMMS? How do organizations decide to make the transition? What prompted you to start your own CMMS? When the pandemic started in 2020 , consultancy work was affected. As an alternative, the team sought to create a cloud-based application that could host a range of tools with different functionalities. Why would organizations transition from a paper-based system to CMMS? The reasons include: They need a single source of information for ease of tracking issues A single point where everyone can come for knowledge (facility knowledge transfer) Records management to reduce reliance on human memory Organizational data protection Issues being fully tracked to completion Credibility for auditing purposes. Ease of measuring KPIs to determine actual value for resources invested. How do organizations decide to make the transition? Some organizations naturally reach a point where they need the system to assist in maintenance management. Others come about as a result of trigger events e.g. audit failure or safety event. New management. However, it is advisable not to wait for a trigger event. Start early by making your data ready for a CMMS. What are the key factors to consider for a successful transition? Enough resources i.e. dedicate expert users of the equipment and create the time for them to be fully involved. A detailed implementation plan; discovery, configuration, training, go live, post-go-live, support and review. Data availability if none then can they create one? – data include: list of assets, checklists, PMs, intervals etc. Staff commitment; it is crucial to involve the team from the beginning, What are the common mistakes during the transition? Failure to involve the team; you have to get the buy-in from the team. Choosing an overly complicated system. Organizations underestimating the importance of training in the implementation of a CMMS. Ensure that you dedicate enough time and resources in training. Involve the vendor in customizing the training to your organizational training needs. How much effort should be put up front (in training, data preparation, choosing a system)? Intending to get everything right at once rarely works. Instead, start by making small steps and build up from there. Get the critical assets onto the system. Add their PMs, and encourage the team to be processing the assets' work orders from the system. After noticing success, you can replicate the process on other machines and functionalities. How do we get the staff onboard? The strategies include: Help them come to the CMMS solution by themselves by perhaps asking how to prevent a work order being skipped, missing records etc. Explain the why we need a CMMS. Reasons could be high maintenance budget, skipped work orders etc. Get the team involved in the evaluation of the CMMS at the selection stage. Select CMMS champions for training and let them show others that It is practical and beneficial Make the use of CMMS a daily routine for certain processes. E.g. only accept work orders coming from the system. As a leader set a good example by always using the system. How do we expand the use from pilot assets to the entire facility? Repeat the process in other functions of the facility Get the vendor to help in replication in other functions What piece of advice is there for those struggling with CMMS implementation? Do not try to do it all at once; take small incremental steps. Start with basic functions such as work order creation then improve What makes the biggest difference? Only choose a system based on your needs; decide on what you want to achieve and only focus on those. Key takeaway Implementing CMMS shouldn't be complicated. Assign dedicated resources Ensure staff are involved Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Jeff O’Brien Links: Zoidii.com Zoidii Linkedin Jeff O’Brien Linkedin Simon Sinek Books Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 265 – Moving from Paper to a CMMS with Jeff O’Brien appeared first on Accendo Reliability.
35 minutes | Jun 8, 2021
Crucial Decision with Ryan Sitton
Crucial Decision with Ryan Sitton Welcome Ryan Sitton to the podcast. Ryan is the founder and CEO of Pinnacle Engineering and has spent a lot of time around reliability and production engineering. Notably, he is the author of Crucial Decisions ; a book that we will discuss in the episode and how it applies to maintenance and reliability. More about Ryan: He has a mechanical engineering background and has worked at a gas company called Oxy and also worked as an Energy Regulator for the State of Texas. He has a PhD in Data Science and is the founder of Pinnacle Engineering. Data Science has become an inevitable necessity in that; data plays a crucial role in what we tend to accomplish in our daily activities. In this episode we covered: What is a crucial decision? What makes it different from other ordinary decisions in a facility? What types of crucial decisions brought about the issues we saw in Texas Big Freeze? How does risk assessment fit into decision making? Do we underestimate or overestimate risk? What is a crucial decision? What makes it different from other ordinary decisions in a facility? Crucial decisions are those with a lasting impact. For instance; The Big Freeze in the Texas power industry elicited a number of issues regarding past crucial decisions. In reliability, it is about understanding the decisions that people and computers make that have lasting impacts. Often decisions are made based on subjective opinion rather than their potential impacts. What types of crucial decisions brought about the issues we saw in Texas Big Freeze? The Electrical Reliability Council of Texas made power sustainability decisions based on reliability by redundancy. Meaning; there were back up facilities in case one goes down. The strategy works well if; One facility doesn't affect another. There are no events that can affect large pieces of the system. In the Freeze, however, some pieces of a facility's system affected other plants. The crucial decision would have been to ensure that we have enough redundancy to overcome the challenges. How does risk assessment fit into decision making? Do we underestimate or overestimate risk? We have to look at the probability of certain outcomes. For instance; look at major events in the recent past and the money being diverted to avert their impacts. One would say we are overestimating the risks. Case in point; the reaction to shut down the economy based on the dangers of COVID-19 to a small population segment. In large chemical refineries, reliability leads might invest a lot of money to protect against risks. The quantitative analysis however, may reveal that the risks are too low to warrant such investments. Does data limit our ability to make decisions? Can we rely on our subjectivity? How does it all fit together? Despite the inherent resistance to change, there is a need to remove some subjectivity from decision making. To do this; Define the intended objective to ease quantitative analysis; do we need to have zero failures or all the failures we face have to be controllable? Use subjective analysis to determine the known (available good data) and the unknown. What do we do in cases where data is incomplete or invalid? The traditional process would be to gather experts for subjective and collective opinions. Data flow process demands that the data dictates the thresholds where we decide on specific issues i.e. at what ROI, profit points etc. If data is incomplete, data flow decision making calls for further analysis or activities to reduce uncertainties. How do we overcome the challenge of transitioning between the two methods of decision making? Decide on the ultimate objective. Decide on the criteria for decision making towards that objective Get everyone on board in the laid down process. What are key steps in making the shift? Define the objective Determine the criteria that feed into that objective. Does one need a software to facilitate the decision making process? Software is not always needed but decision making might require too many variables that cannot be considered at once by the mind alone. The software tools are available to make the process more efficient, repeatable and valid. We need some sort of PDCA loop that can evaluate the decisions. Where can people find out more about quantitative analysis? In books; Crucial Decisions by Ryan Sitton The Failure of Risk Assessment by Douglas Hubbord. Where do people get started in making better decisions? It is essential to understand the objective Understand the flow of data ie. Data gathering, organizing, analysis to determine strategy and the recycle loop. Separate the assumptions from what is truly known (data-informed) Data exists in 3 buckets; Existing and usable data. Not enough data but the user has enough knowledge to create data. Unknown What makes the biggest difference? The key point is understanding the objective especially in large facilities. Integrate the data analysis with expert opinion. Key takeaway. There is a transition in decision making and industry leads have to participate and learn. Where can people find you? Webpages-Ryansitton.com Pinnaclereliablity.com Favorite resources; Superforecasting - Philip Tetlock Thinking Fast and Slow - Daniel Kehneman Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Ryan Sitton Links: Pinnaclereliability.com Pinnacle Linkedin Ryan Sitton Linkedin RyanSitton.com Crucial Decisions by Ryan Sitton The Failure of Risk Management by Douglas Hubbard Super Forecasting by Philip Tetlock & Dan Gardner Thinking Fast and Slow by Daniel Kahneman Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 264 – Crucial Decision with Ryan Sitton appeared first on Accendo Reliability.
26 minutes | Jun 1, 2021
Leadership with Rob Kalwarowsky
Leadership with Rob Kalwarowsky Welcome Rob back to the Podcast. You were the founder of Rob's Reliability Project and later started working as a co-host of the Leadership Launchpad Podcast and Dismantling the High Performance Narrative. Although, tell us more about yourself. Rob- Having worked in reliability for ten years- transitioning across manufacturing, mining, and presently in an oil pipeline, it is clear that the biggest gap in the industry is in leadership. This became apparent after the observation of shop floor teams in different sites. Some leadership teams rarely listened to them and that drove a lack of psychological safety. In this episode we covered: What drove you to this ? What is your definition of leadership? Why is leadership important to culture change? What drove you to this ? Rob- At the beginning, my career led to the mental issues that I had. Later on working as a leadership coach, I started piecing it all together and further discussions about mindsets made it clearer. While hosting the podcast, the common response to the question of say, RCM and RCA challenges from different experts was implementation and culture. These two elements depend on leadership. The key question is: how do we motivate change alongside the technical side of reliability? What is your definition of leadership? Rob- To quote Simon Sinek, Leadership is not as much a rank as it is a choice. It is about attitude and trying to make people around you better. Why is leadership important to culture change? Rob- Engagement is the essential aspect and 70% of it comes from the direct manager. The Gallup American Workforce Report talks about the benefits of moving from a disengaged to an engaged culture. Disengagement costs about 450-550 billion dollars every year since only 15% of the workforce is engaged. If you double your engagement, safety incidences reduce, productivity increases and profitability rises as you cut down absenteeism and turnover rates. Where do leaders go wrong? What can they do about it? Rob- Leaders go wrong in their fundamental assumption about people. Incident RCAs tend to point directly at the individual and victimize them. The overall assumption then is that the individual's deliberate actions led to the incident. Teams also rely on metrics alone to reward and discipline its members. Consequently, we discourage openness and contribution. We should assume that 99% of the time, people are trying to do the right thing. We then ask the right questions such as: What business process drove the individual to that decision? What cultural or political aspects contributed? This encourages openness, curiosity, and continuous improvement, which allows the team to find and fix the problem. Leadership has to provide this psychological safety, right? Rob- Yes. Diversity and inclusion is essential. Diversity is having different people in the room. Inclusion is having people feel like they belong. It encourages psychological safety where they are free to speak up. In reliability, a plant will fail if the management doesn't know what is wrong and people are not willing to tell. Can you define servant leadership? Rob- Servant leadership is about serving the people as opposed to the traditional leadership where management only focuses on the success of the organization. The only problem is that servant leadership can be misunderstood as neglecting oneself to serve others. On the contrary, leaders need to take care of themselves as they help others to grow. Are leaders born or made? Rob- You can get better at anything since you are not fixed from the onset. In as much as you might not be as great as the best of us but you can learn and improve. What are leaders to do in taking organizations through these cultural changes? Rob- There are a lot of perspectives on leadership out there. Get as broad a perspective as possible and choose the one that works for you. Can Leadership Launchpad Podcast help people become better? Rob– Leadership Launchpad Podcast is on all the platforms; itunes, Spotify e.t.c. We discuss high impact leadership and bring people from across all industries (even sports) as hosts. We have a 12-week program coming up. It will focus on the basics of psychology as we get people started on their leadership journey. To get it go to robsreliabilty.com/leardership. What is the one thing that makes the biggest difference towards a successful leadership? Rob- Create a rapport with people in that; show your vulnerability enough to include them in finding solutions. What is the key takeaway? Rob- Belief; make the decision to be a leader. Where can people find you? Rob- Follow me on Linkedin. Also go to robsreliabilty.com. We are also offering a Leadership Launchpad Program whose registration was closed but still giving a 500-dollar discount till 21st May. What are your favorite resources? I like Simon Sinek resources; books and podcasts. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Bennett Fitch Links: Robert Kalwarowsky's LinkdIn Rob’s Reliability Project Leadership Launchpad Podcast Dismantling the High Performance Narrative podcast The Leadership Launchpad Project on Apple Podcasts Psychological Safety Books by Simon Sinek Leadership Training Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 263 – Leadership with Rob Kalwarowsky appeared first on Accendo Reliability.
35 minutes | May 25, 2021
Why AI Fails with Matt Kirchner
Why AI Fails with Matt Kirchner Matt is the Chief Product Officer at Atonix Digital and is involved with AI, works on software packages, analytics etc. More about Matt: He has a background in mechanical engineering and started off in a large firm where they offered remote monitoring services to power generating customers. They oversaw reliability and operational performance. Over time, the company started investing in software tools to facilitate better and more efficient monitoring. The firm then split and now a portion of it only focuses on operational intelligence tools. In this episode we covered: What is operational intelligence and how is it different from reliability or preventive maintenance programs? Why do many organizations miss operational intelligence in reliability? How do companies benefit from operational intelligence? Despite such progress some companies still lack basic data collection tools; Certain industries are further along the path of adoption of these technologies but even within these industries, some companies are ahead of others. Of importance is effectiveness in continuously improving. What is operational intelligence and how is it different from reliability or preventive maintenance programs? Reliability programs can be perceived in three ways; Programs focusing on the details of what is happening in an equipment. Such data is high frequency and focuses on detailed analytics. Programs based on medium frequency data which are the actions and activities in a process. I.e. Process data Longer term maintenance planning based on such factors as the age of the equipment. The difference is based on the data sources. Operational intelligence obtains data from activities and actions in the process line (medium frequency data) used to make near-term decisions. Why do many organizations miss operational intelligence in reliability? Because of the overselling of advanced analytics, machine learning and AI such that there is too much expectations and overreliance on these programs. Organizations also try to deploy all these programs at once without a proper work management program. How do companies benefit from operational intelligence? It helps in planning equipment preventive maintenance. Aids in monitoring process performance by analyzing operational costs such as water and energy consumption. Gives a forewarning before failures become immediate safety concerns or even emergencies Why are so many organizations unable to implement operational intelligence? There are several reasons including; The way AI and other programs are marketed bombards potential users with many complex alternatives that it creates confusion. Analytics should target the experts and should be simplified for easy consumption and implementation. Many users expect the program to do everything. This is wrong because the calculations will only point a user in the right direction but they must choose how to act. People tend to overthink the programs and expect to achieve immediate perfection instead of taking small incremental steps towards success, Implementers might have too narrow or too broad focus in the pilot phase; if the focus is too narrow, perhaps on one equipment, then results may not be achieved. It could have been achieved if a few more pieces of equipment were within the scope. Adopting a too broad approach at the same time at the pilot phase creates difficulty in monitoring a new program. Pick a site or a major process for the scope of a pilot phase. However, do not perceive the pilot phase as experimental or a step for proof of concept. Instead, explore a hypothesis for a program that you already know will work. How do organizations start implementing operational intelligence? Pick an area to focus on for the pilot phase It is better if you already have data on the performance of the program. Use designed templates developed from prior knowledge even from service providers. Find a partner who is experienced in implementing operational intelligence. What are the common characteristics of organizations that are successful in implementing operational intelligence? Organizational culture is imperative i.e. there are those that are innovative and seek to do it themselves while others want to learn from those who have implemented these programs. Operational intelligence can succeed in both environments such that; those who are not innovative can hire experts and receive training on how to optimize the program. Those who seek to do it themselves would still benefit from a 3rd party advising the team on how not to disrupt their process during execution. Why is it that some organizations have invested heavily but have not seen ROI? Reasons include: Unrealistic expectations on analysis without actions. Mismatch of the tools and the resources In some cases, the analytics is superior and unusable; you need an environment where the analytics is powerful but usable in the process. Last thoughts for anyone seeking to implement operational intelligence. Ignore the noise that makes the program appear excessively complex. Have realistic expectations on the program Find someone who is more experienced in the program to assist. Key takeaways Do not be overwhelmed because the program is not as complex as misconstrued. Analysis without actions is useless. How can people find you? Atonix.com Best resources: Analysis reports from product or vendor reviews give good insights on the programs. Eruditio Links: Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report Matt Kirchner Links: Atonix LinkedIn Matt Kirchner LinkedIn Atonix.com Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 262 – Why AI Fails with Matt Kirchner appeared first on Accendo Reliability.
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