The ReliabilityXperience

Building a World-Class Lubrication Program

In the industrial landscape, the humble lubricant might seem inconspicuous, but it plays a pivotal role in ensuring the smooth operation of machinery, reducing friction, and extending the life of critical assets. Achieving lubrication excellence isn’t just a matter of choosing the right oil; it’s about developing a comprehensive program that encompasses the best practices, advanced technologies, and a culture of precision. In this blog, we will explore the methods to build a world-class lubrication program that’s the cornerstone of operational success.

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In the intricate web of industrial operations, maintenance, repairs, and operations (MRO) process development stands as the unsung hero, optimizing workflows, minimizing downtime, and ensuring the seamless continuity of production. It’s a craft that requires precision, strategic planning, and a knack for efficiency. Let’s embark on a journey to uncover the art of MRO process development and why it’s the lynchpin of high-quality operations.

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In the realm of industrial operations, a culture of reliability isn’t just a preference; it’s a necessity. It’s the bedrock of efficiency, safety, and sustainability, providing the fertile ground for organizations to thrive and adapt in an ever-evolving world. In this blog, we will explore the methods and principles that guide the development of a reliability culture, the essence of operational excellence.

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Credibility, often described as the currency of trust, is a quality that sets the foundation for professional success. It’s the attribute that influences how others perceive your competence, reliability, and integrity. Whether you’re an individual striving to advance your career or a business aiming to gain the trust of your clients, credibility is your guiding star. In this blog, we’ll delve into the methods of developing and enhancing credibility to help you stand out in your professional journey.

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The Backbone of High-Quality Operations

In the world of industrial and manufacturing enterprises, where precision and reliability are paramount, maintenance leadership stands as the unsung hero. Behind the scenes, these individuals and teams are the custodians of high-quality operations, ensuring that machinery hums with efficiency, downtime is minimized, and standards are not just met but exceeded. Let’s take a closer look at the essence of exemplary maintenance leadership and why it’s the cornerstone of a well-oiled operation.

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Over thirty years ago, Steven R. Covey, renowned author and business management guru, introduced to us The 7 Habits of Highly Effective People, which presented an approach to being effective in attaining personal or business goals by aligning to what he called “True North” principles based on character ethics. This book has become a best seller, a must-read, and has sold 40 million copies worldwide.

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by Phil Swanton

When planning and scheduling, we need to have estimated hours to be able to schedule efficiently. Without estimated hours it makes it close to impossible to know your resource consumption. To take your scheduling efforts to the next level you need to understand the difference between Duration of job vs. labor hours required to perform the tasks.

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This mindset I have and bring to my client’s struggling businesses did not get built overnight. It took years of conscious concentration to develop the discipline that says basically, if something goes wrong, it was probably my fault. Either I didn’t plan or predict a problem, or I didn’t solve the problem before it happened a second time; but now the burden is on me to solve it.

Luckily I have a few tips on how to develop a self-ownership mindset.

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The focus on attention to detail is one of the most critical portions of self-ownership. Everyone can walk by trash, but when the leader does it, it’s sending a message. The focus on attention to detail, especially in contracts, is best illustrated by the famous rock group, Van Halen.

Rock stars are able to put seemingly insane requests into what they need from the venues they perform at, and Van Halen was no different. After all, they’re the reason venues can charge hundreds of dollars per seat, they can choose to be picky.

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Think back to the restaurant mess we talked about a few pages back, who was responsible?

The lesson for grown-ups (and more importantly executives and business leaders) from The Boy Who Cried Wolf is that the boy was at fault when he lied the first time, but the person who was really responsible for the sheep being lost was the shepherd who left his flock with a boy who he knew couldn’t be trusted.

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A good mental framework to have is that instead of you pushing towards accomplishing goals, you think about what things you have to “pull” to get to the end game. The subtle shift in the thinking will position you to find more creative solutions to problems. A very frequent problem with management who doesn’t really know how to solve problems is saying things like “work harder”. If we just turn up the Hard Work Dial to 11, then the problems will go away, obviously. Instead if we looked at what is stopping the success and actively worked on removing those problems, we’d be able to remove the stress of failure without having to break the Hard Work Dial.

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Here’s a common situation that most of us have experienced in our careers or education:

You’re working on a project with a tight deadline, the task is do-able, but difficult. Everyone has their specific tasks assigned, and the whole team is working together on a final document to turn in. Your section is the financial analysis portion of the project.

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We’ve spoken enough about the psychology of self-discipline, let’s get into actionable steps, things that are easy to remember and implement on a day to day basis. If writing some of these down on a post-it note help remind you, do it.

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Self-discipline can be broken into two portions: the will to get the actions turned into habits, and the ability to create incentives to keep the habits going, long after passion fades away.

The first thing we need to do is set some clear goals, which you can take from the personal development plan we created earlier. Next we’re going to look at the time audit we did where we broke everything into ten minute sections. We’re going to act like project managers for our days, and we’re going to micro-manage our time (to start) to make sure that our time we plan on investing in our goals is actually implemented.

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In our previous chapters, we talked about how the topics of the three previous chapters work together. In our analogy, we’re sailing a sailboat to the North Pole.

This is done by using self-awareness as an understanding of where your starting point on the journey is, with a focus on radical honesty, as lying to yourself is as useless as not even starting to reflect.

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