Change Management Success
Abstract
Greg and Fred discuss organizational change management and behavior change. Greg’s change management is sell the sizzle. Fred’s is give them the steak. Discover why?
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by Greg Hutchins Leave a Comment
Greg and Fred discuss organizational change management and behavior change. Greg’s change management is sell the sizzle. Fred’s is give them the steak. Discover why?
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by Greg Hutchins Leave a Comment
Greg and Fred discuss the range of elements involved with change management.
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by James Kovacevic Leave a Comment
James and Fred discussing how being good at change management matters for reliability folks.
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The organizations are always going through one or the other change. Whether it’s the change in roles and responsibilities, the change in the technology or the change in the CMMS itself. Everything changes in the industry all the time and it is always at a higher rate than the organizations keep up with it. When we talk about the change, it always starts with the change in processes. When a business process changes, everything else changes with it. Whenever a change is to be implemented, the first question that pops up in everyone’s mind is ‘WHY’.
In this episode, we covered:
In this weeks article, we’ll explore how the three disciplines (product development, process improvement and project management) can enable change management.
First, it’s worth reflecting on how these disciplines fit together. Starting with product development our goal is to understand customer value, and to optimize the product (or service) by maximizing customer value and minimizing cost. It can be seen that, process improvement naturally complements this objective as way to further reduce costs. In addition, project management establishes how product development and process improvement is planned, executed, controlled and monitored.
Now let’s look at some key attributes of change management, along with elements of the three disciplines mentioned above.
by Fred Schenkelberg 2 Comments
The process to design and deliver a reliable product involves identifying risks. Taking action to understand or mitigate those risks involves much of the day to day work of reliability engineering.
Taking action to set expectations and improve decisions involves change. Change of understanding, change of specifications, change of expectations, change of designs, processes, and results.
It is the changes, big and small, that occur that achieve the desired results for the customer and organization.
You also know that not every suggestion is greeted warmly. Not every proposal is funded. Not every recommendation is accepted. [Read more…]
by James Kovacevic Leave a Comment
This episode focuses on the change management and the impact that it can have on your maintenance program. So, what is change management? It occurs at different levels in the organizations but the most basic level—the people level—that makes the organizational culture needs to be tended first. It happens a lot that after the successful planning and scheduling, work execution seems to be fine in the short term but fails horribly in the long term because the change process was not addressed and handled properly at all the critical levels in the organizational framework. So, what things need to be addressed first?
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by Robert Kalwarowsky Leave a Comment
When you bring in a new project or process, how do you manage the change? Do you connect with the stake holders? Do you ensure the proper amount of time is taken in the design phase? What is your process?
In this episode I talk with Ronan O’Sullivan on his management of plant and process change and he outlines his steps to ensure a successful project. It does not matter if the project is big or small this methodology can be applied to it all.
Episode Shout Outs:
Ronan O’Sullivan – https://www.linkedin.com/in/ronan-o-sullivan-25726a37/
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Music: The Descent by Kevin MacLeod
Link: https://incompetech.filmmusic.io/song/4490-the-descent
License: http://creativecommons.org/licenses/by/4.0/
by Robert Kalwarowsky Leave a Comment
On this week’s episode, I sit down with Ricky Smith and talk about culture change, spare room management and taking the CMRP. I hope you enjoy it!
Follow Ricky Smith on LinkedIn at:www.linkedin.com/in/rickysmithcmrp/
Follow Rob Kalwarowsky on LinkedIn at:www.linkedin.com/in/robert-kalwarowsky-p-eng-03a43552/
For any questions or inquiries: emailrobsreliabilityproject@gmail.com
by James Reyes-Picknell Leave a Comment
To get different results of any kind, we need to make changes. As human beings we are very good at change, but not so good at “being changed”. If we want it, it will happen. If we don’t want it, we will resist.
Physical asset performance is a result of having a robust and reliable design to begin with, the right maintenance executed the right way, and operation within the assets’ performance limits. In an existing operation, the design is fixed already. Maintenance and operations however, are not, and can often be improved, usually with considerable effort. That effort however, can be well worth it.
[Read more…]by Karl Burnett Leave a Comment
By the 1906 revision of the Regulations, there were many more technical changes to manage. Most ships now had iron or steel hulls, which changed the mechanism of how a hull would fail. Galvanic corrosion and methods to prevent it were well understood. The chapter covering “Preservation, Repairs, and Docking” required zincs, the sacrificial anodes to be placed near the screws to prevent galvanic corrosion.
[Read more…]by Mike Sondalini Leave a Comment
Maintenance Work Backlog Management: a Start in Managing Maintenance! A maintenance manager can commence a maintenance improvement programme by simply creating opportunities for individuals and groups to make high performance contributions. One way to do this is to manage the Maintenance Backlog.
[Read more…]by Karl Burnett Leave a Comment
In 1861, Royal Navy regulations updated the Captain’s responsibilities. Centralized management control of the technical system continued to grow. Regulations now prevented Captains from modifying the ship. Many new standard report forms were required to be routed to superior offices in the bureaucracy.
Many rules from the 1717 and 1731 regulations were kept, for example: managing ship surveys, tracking repair costs, written communications with the dockyard about defects and their status, and periodic caulking.
[Read more…]Communicating with FINESSE and JD Solomon Inc. are jointly focusing on asset management in early 2024. The articles include how to facilitate asset management plans, ways that asset management plans fail, how organizational context impacts implementation, and how to communicate asset management to senior management. These powerful articles will improve your asset management success!
Facilitation is a structured session(s) in which the meeting leader (the facilitator) guides the participants through a series of predefined steps to arrive at a result that is created, understood, and accepted by all participants. Not all asset managers are great facilitators.
These are my Top 5 tips for facilitating asset management plans:
5. Get the Right People Involved
4. Don’t Overthink the Gap Analysis Tool
3. Create a Charter
2. Establish Organizational Context
[Read more…]The 2022 Global Risk Report is the 17th risk assessment report. The preface to the report notes: “The 17th edition of the Global Risk Report identifies tensions that will results from diverging trajectories and approaches within and between countries and then examines the risk that could arise from such tensions.” (1)
The results of the survey have substantive implications as the above notes. These implications go beyond diverging trajectories and approaches, to something more fundamental. That is whether the survey has any probative value. This piece discusses the results of the survey. It also examines its probative value.
[Read more…]