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39 – Managing Performance in Asset Management with Scott Kelley

39 – Managing Performance in Asset Management with Scott Kelley

Managing Performance in Asset Management with Scott Kelley

In this episode of the weekly podcast, the guest Scott Kelley explains the 5th cell of the Hexcellence Model. All of the previous cells of this hexagon are connected to each other and are equally important when it comes to getting the superior asset management outcomes. But when it comes to achieving optimum results for the company some sort of performance measures must be done and each of the factors involved in determining the performance level must be taken care of. Not only that you need to understand these factors deeply, you need to relate them to your baselines for budget and time as well. In this way, you will be able to meet the expectations and standards that ultimately lead to focused improvements in the long run. Now, these measures will change the behavior of your organization. So, you have to be careful while using any metrics for measurement to get those numbers that will determine the behavior of your people. A good performance metric is always balanced to avoid any counter-productive outcomes. You can create as many metrics as you want but unless those are aligned with your strategic goals, they won’t be of any help at all. That’s why all the metrics that you use should be fit for purpose—meaning that look at the overall picture and make the indicators in a comparative fashion if you want those to make sense.
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38 – Utilizing Policy and Procedures with Scott Kelley

38 – Utilizing Policy and Procedures with Scott Kelley

Utilizing Policy and Procedures with Scott Kelley

In this episode, the guest Scott Kelley explains another cell in the hexagon of Plant Hexcellence model and that is, Policies and Procedures. This cell is pretty much based on standards and the directions to follow these standards but before you get into the details, it is extremely important that you understand the basic terminology. A policy is comprised of the written guidelines that are officially part of any organization where the employees are bound to respect and follow these documented and published, set of rules. The procedure is a technique or method that you use to support and repeatedly implement these guidelines in that particular organization. Then these terms are tied back to the processes as they include the step by step graphical interpretation of the methods that you are going to adapt—answering what’s and how’s to achieve the guidelines. Another term that is often confused with the policy is the practice that is different—unless organization wants to make it officially part of the policy—as it’s not documented like policies. Now as all of these terms as dependent on each other because written guidelines are always easy to keep in mind and follow one way or another. The procedures are documented to make them easier to follow or at least the standard and basic procedures are to be strictly adapted in every good organization.
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37 – The Benefits of Processes with Scott Kelley

37 – The Benefits of Processes with Scott Kelley

The Benefits of Processes with Scott Kelley

In this episode of the rooted in reliability podcast, Scott Kelley talks about the benefits of the processes. A process is a visual representation of work depicted in flow diagrams that demonstrate the path you have chosen along with alternative paths to accomplish your goals, also including the decision making.
A process gives you the insight into the most efficient methods of doing your work and then document them for future use. These processes are directly tied to policies and procedures of an organization. You can also use CMMS for gathering information and then implement these methods accordingly in a better way as you will know exactly what kind of system you need depending upon your requirements.There are following things that you need to know while building a process map; who does the work? Who authorizes the work? Who hands-off the work and who they hand out to? Who verifies the work? Who approves the changes? This part continues until all the stakeholders such as suppliers, owners, customers, community, employees, and regulators are involved.
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36 – What a Plant Consists of with Scott Kelley

36 – What a Plant Consists of with Scott Kelley

What a Plant Consists of with Scott Kelley

In today’s episode, the guest Scott Kelley tells the audience about the importance of a plant in the asset management model. The plant cell is not just limited to the physical assets of the organization but it also includes the methods, risk evaluation, and mitigation strategies which you need to take care of to keep your plant performing at its best. The physical assets, facilities, and the equipment that you are using play a critical role when you need your plant to be working successfully. To accomplish this, you will need an asset management plan which should answer the following questions; what to maintain? How to maintain? When to maintain? Why maintain? Who will maintain? How and where to document the information? What is the cost involved? What are the consequences of non-maintenance? Now there are some facets that need to be kept in mind while planning for the asset management especially your plant.
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35 – Importance of People in an Asset Management Model with Scott Kelley

35 – Importance of People in an Asset Management Model with Scott Kelley

Importance of People in an Asset Management Model with Scott Kelley

In this episode, the guest Scott Kelley explains the role of the people component in the asset management model. Asset management is the most effective way of making the best use of investment and improve the production level of any organization. There are total six components in the model; people, plant, processes, policies and procedures, performance, and proactive maintenance. The people factor is of top priority among all of these factors. Why is the people component most important? Well, considering even if you have excelled in every other cell, you are going to need people to manage all of these and above all well trained and skillful people to make this work. Now, this cell in the model contains things such as organizational development, organizational structure, continuous improvement, change management, and operational excellence.
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