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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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Greg and Fred discuss the range of elements involved with change management.
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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.
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…]
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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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/
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
A simplifying assumption associated with using MTTF or MTBF implies a constant hazard rate. Some assume we’re in the useful life section of the bathtub curve. Others do not understand what assumptions they are making.
Using MTTF or MTBF has many problems and as regular reader here know, we should avoid using these metrics.
By using MTTF or MTBF we also lose information. We are unable to measure or track the rate of change of our equipment or system’s failure rates (hazard rate). The simple average is just an average and does not contain the essential information we need to make decisions.
Let’s explore five different reasons the rate of change of a failure rate is important to measure and track. [Read more…]
A sometimes overlooked function of production planning, is materials management for new product introduction (NPI).
In our previous article, we covered fundamentals of managing contract manufacturers (CM) value streams. The goal for NPI is similar: we want NPI prototypes available per a prototype plan and (eventually) a production plan.
Below is a simplified value stream map for a managing a contract manufacturer using “plan, source, order, make, deliver” as major subprocesses. The planning function “NPI Materials Manager” is shown with corresponding interfaces and is the focus of this article.
The Physics of Failure Factors Analysis for selecting maintenance strategy is a one-person exercise that identifies all ways a component can physically fail. Equally important to its simplicity is its ability to select the most effective life cycle strategies for maximising reliability. Another powerful business advantage is the failure-addressing solutions arrived at are universal solutions that apply to every other identical component, whatever equipment it is in. Do a Physics of Failure Factors Analysis for one part and you do it for all identical parts for the life of your operation. It is a highly accurate and cost-effective maintenance strategy selection methodology.
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Compliance management is getting more challenging. Not only are legislators and governments around the world imposing more regulations, but the expectations placed on compliance leadership to management expanding scope of compliance oversight is growing every day. The periphery of compliance–including ethics, diversity, ESG, and risk management–ask to sever more of compliance leaders who are seeking to best manage, scale, and address compliance demand efficiently and effectively.
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A Hybrid Methodology combining the speed and flexibility of Agile and the structure of Waterfall is feasible and practical. I base my opinion on the research I have done. I recently presented a Webinar to Project Management Institute (PMI) members on how to merge Agile and Waterfall to achieve a Hybrid methodology. The focus of this paper is to address the greatest risk to a company in implementing the new methodology i.e., acceptance of it. I addressed how to accomplish the merger to achieve a Hybrid method in a paper I wrote and posted on LinkedIn in May.
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‘Change To Win’ is a structured change management program used to introduce needed changes, best practices and innovative improvements into an organisation. A ‘Change To Win’ team consisting of managers, supervisors and people from the workplace is assembled to implement the changes and is responsible to plan how the organisation will adopt the changes, to trial them and then implement them into standard practice.
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