-What if we treated maintenance and reliability improvement like safety?
-How Would that change our focus? our tactics?
-What techniques could we apply directly from the other areas?
-How are the two the same and how are they different?
3. Speakers
• Shon Isenhour
CMRP, Founding Partner,
Eruditio and The Institute at Patriot’s Point
• Bob Vavra
Content Manager and Moderator,
Plant Engineering
4. Safeabilty: Analyzing the
Relationship between Safety
and Reliability
Shon Isenhour, CMRP
www.eruditiollc.com | 843.810.4446 | SIsenhour@eruditiollc.com
5. Safability!?!
• What if we treated maintenance and reliability improvement like
safety?
• How would that change our focus? our tactics?
• What techniques could we apply directly from the other areas?
• How are the two the same and how are they different?
• In this session we will talk about how to leverage the success
many sites have had with safety to improve maintenance and
reliability. We will also look at how maintenance and reliability
can affect safety performance. The connections are both
interesting and profound. Both require education, diligence,
focused attention to detail, planning, and measurable execution.
They both provide lower risk, improved quality of life, lower
stress and raise profits.
6. Safeability: At the Core
• Risk Identification
• Risk Reduction
• Risk Elimination
• Education
• Communication
• Continuous Focus
• Process or System
• Continuous Improvement with measures
8. Safety Improvement
• Since 1970, workplace fatalities have been reduced by
more than 65 percent and occupational injury and illness
rates have declined by 67 percent. At the same time,
U.S. employment has almost doubled.
• Worker deaths in America are down–on average, from
about 38 worker deaths a day in 1970 to 12 a day in
2012. Worker injuries and illnesses are down–from 10.9
incidents per 100 workers in 1972 to 3.4 per 100 in 2011.
9. Not Good Enough
• 4,405 workers were killed on the job in 2013 [BLS
preliminary 2013 workplace fatality data] (3.2 per
100,000 full-time equivalent workers) – on average, 85 a
week or more than 12 deaths every day. (This is the
lowest total since the fatal injury census was first
conducted in 1992.)
11. Tool Box Talks
• 5 minutes of Safety
• 5 minutes of Reliability
• Learn from the process
• Rotate through team
• Topics from: blogs, OEM sites, tool sites, manuals, other
plant communiques
• Google away!
13. Rules
• Rule 1: Be careful. Just because it is on the
Internet does not make it true.
– I have had very few problems with the reliability-based
data and information that I find on the Internet, but you
should definitely pay attention to sources.
– Most hoaxes that are unleashed on the Internet are
about celebrities and politics, not Gould centrifugal
pumps and Honeywell proximity sensors, but it pays to
take the time to do that extra bit of research.
14. Rules, cont’d
• Rule 2: The Internet changes.
– The Internet, unlike reference books, is constantly
changing. Articles come and go. New sites are created
and old ones are taken down. As you find things that
you can use, save them locally in an organized manner.
– Also, do not forget that many new and better sites are
created every week. In fact, while this presentation
shares the 6 sites I use today, a completely new list
could be needed in a few short years, so keep your
eyes open for these fresh sites that can better your
reliability effort.
15. Tool Box Topics
• How to:
– Use a bearing heater
– Use bearing installation tools
– Use sheave and pulley alignment tools
– Use ultrasonic lubrication
– Use IR to verify repair
– Select correct lubricant
– Prevent oil contamination
16. Single or One Point Lessons
• Create models to explain concepts
• Leave them in the break room, on the walls, even… on
the back of the bathroom door
• Poster
• Daily Management Boards
18. Single Point Lesson – Performance Centered Metrics
KEY FACTS
• Understand the goals of the
company and the behaviors they
require
• Manage behaviors; measure results
• Cannot directly manage results
• Analyze unintended consequences
TOPIC DESCRIPTION
Performance Centered Metrics is
used to ensure that all metrics are
clearly tied to business goals and
drive the desired behaviors.
WHY YOU SHOULD CARE
Everyone in the organization should
know how what they do on a daily
basis connects to the goals of the
company and helps drive the effort
forward.
SOURCES
Andy Page, Shon Isenhour and
Darrin Wikoff
1) Goals - What different results do you want to see?
2) Metrics - What metrics can be used to measure the
accomplishment of the desired results?
3) Time - How long will this goal be a focal point for
leadership? What minimum level of performance is
required to claim sustainable change has occurred?
4) Results/Behaviors - Which of those metrics are measuring
results and which measure behaviors?
5) Risk – What, if any, unintended consequences might be
driven by these metric choices?
6) Constraints - What will prevent the organization from
being able to measure the behavioral metrics?
7) Compliance - What systems need to be put into place to
enforce/reward compliance?
8) Interlocking – Can any of these metrics be sub-optimized
where the metric goal is reached without accomplishing
the desired results? In what ways can the metric be
satisfied without creating the desired change in behavior?
19. Single Point Lesson – Metric Categories Analysis
KEY FACTS
• Think bigger than “Is it getting
done?”
• Account for efficiency, quality,
productivity, and innovation
• Help the organization understand
there are different angles from
which performance can be
measured
TOPIC DESCRIPTION
Metrics can be measured against
different categories. Each category
carries a different perspective on
performance.
WHY YOU SHOULD CARE
Just judging a metric against one or
even two categories leaves a lot of
room for sub-optimization.
SOURCES
Andy Page
Metric Category Example: PM
Effectiveness
“Is it getting done?”
Route Compliance
Efficiency
“Is it getting done
quickly and easily?”
Actuals versus Estimates
Quality
“Is it producing
results?”
Emergency Work % Planned
Work %
PM Follow-up Work %
Productivity
“Are we doing enough
of it?”
Maintenance Labor Balance
Innovation
“Are we improving it?”
Labor and Materials
Estimates
20. Single Point Lesson – Behaviors versus Results
KEY FACTS
• Behaviors are leading factors
• Behaviors must be active managed
• Results are lagging by their very
nature
• Results are passive indicators of
performance
TOPIC DESCRIPTION
Metrics should be sorted into those
that reflect behaviors and those that
reflect results.
WHY YOU SHOULD CARE
Results cannot be managed, they
can only be measured.
Behaviors can be managed.
SOURCES
Andy Page
Shon Isenhour
TOPIC:
Metric Category • Behavior
• Active
• Leading
• Result
• Passive
• Lagging
Effectiveness
“Is it getting done?”
Efficiency
“Is it getting done
quickly and easily?”
Quality
“Is it producing
results?”
Productivity
“Are we doing enough
of it?”
Innovation
“Are we improving it?”
21. Single Point Lesson – Transition Plans
KEY FACTS
• Journey has to be broken up into
manageable chunks
• Steps cannot be so large that the
organization does not perceive it to
be achievable
• Triggers have to be predefined else
the leadership may lapse into a
false sense of accomplishment and
not be willing to take the next step
• Fight the concept that any positive
change is good enough to stop
trying to achieve more
• Instill the idea that no journey is
ever finished - kaizen
TOPIC DESCRIPTION
Transition plans are paramount to the
organization being able to
accomplish the improvement
initiative.
WHY YOU SHOULD CARE
Without a transition plan, people will
perceive the journey to be too long
and require too much effort, thus
losing motivation.
SOURCES
Andy Page
1) Goals – What level of performance do you want to attain?
2) Time – How long will you take to make this journey?
3) Steps – How many steps will this journey require?
4) Size – How large will each step be?
5) Trigger – What is the trigger for knowing when to take the
next step?
6) Limit – What is the maximum allowable time for each step?
7) Action Plan – What is the immediate action plan when the
maximum allowable time has been reached?
8) Ownership – Who is in charge of executing this plan?
9) Communication – How will this plan be communicated to
those involved in it, those who may be affected by it, and
those who can influence it?
90
70
50
30
23. Problem Solving/Cause Analysis (CA)
KEY FACTS
• Get past the physical and human
roots
• Action and Condition
• Solve for maximum return on
investment
• No such thing as root cause
• Nothing saved until solution
implemented and verified
• Must have a process
• Many tools that cover time, tree,
transparency
TOPIC DESCRIPTION
CA is how you identify and
understand the underlying causes of
failures in your systems and
equipment and mitigate or eliminate
them.
WHY YOU SHOULD CARE
Without Root Cause Analysis, you
will face the same losses and
problems repetitively.
SOURCES
And
Or
Elements Guide Andy Page and Shon
Isenhour
ReliabilityNow.com
T3 Methods Guide Shon Isenhour
Transitional CA
Five Why
Fault Tree
Logic Tree
26. Failure Mode Based Maintenance
lowers risk
• Our past is our future here…
• Know where and how it fails
• Remove non-value added task
• Procedures and Precision maintenance
• Eliminate percussion maintenance
27. New Risk!
• Aging assets
• Counterfeit Parts are making their way into the supply
chain. Can your staff identify them?
• Additive Manufacturing Tinkers
28. ISO 55000 Fundamentals
• Assets exist to provide value to the organization and its
stakeholders
• Asset management translates the organizational
objectives into technical and financial decisions, plans
and activities
• Leadership and workplace culture are determinants of
realization of value
• Asset management gives assurance that assets will fulfil
their required purpose
34. Planned work is safer work
• Right tools
• Right people
• Right parts
• At the right time
• Home repairs
35. Preventive, Predictive, and Precision Maintenance
KEY FACTS
PM Task Analysis:
30% Non-Value Added
30% Predictive Maintenance
30% Reengineering
10% Fine As Is
Time Based Not Most Effective
Precision provides most value
TOPIC DESCRIPTION
The Triple P M section deals with
how maintenance should be done
for maximum efficiency.
WHY YOU SHOULD CARE
Without a good understanding of
each of these topics and how to
apply them correctly, you will be
locked into a reactive environment.
S-I-P-F verses SPF
S=Stores
SOURCES
RCM Nowlan and Heap
ReliabilityNow.com
37. Project and Change Management
KEY FACTS
• Soft stuff is the hard stuff!
• Risk and communication plan as
part of your project plan, which is
connected to the site master plan
• Leadership styles change through
the project
• Metrics should link to behavioral
change and should not be
permanent
TOPIC DESCRIPTION
All changes are hard for the
organization to make and sustain.
You must have leadership, a process,
and a few very important tools.
WHY YOU SHOULD CARE
Until you change the behavior and
sustain the new culture, you can not
attain your return on investment.
SOURCES
ADKAR by Jeffrey Hiatt
Situational Leadership 2 Ken Blanchard
Leading Change John Kotter
ReliabilityNow.com
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement
Establish a
Sense
of Urgency
Form a
Powerful
Guiding
Coalition
Create a
Vision &
Strategy
Communicate
The
Vision
Reliability Now Sustainable Change Model
Empower
Others to
Act on the
Vision
Consolidate
Improvements
And Produce
Still More
Change
Institutionalize
And
Anchor
New
Approaches
Plan for and
Create Short
Term Wins
ADKAR Model for Individual Change
Situational Leadership 2
Kotter Organizational Change Model
39. Speakers
• Shon Isenhour
CMRP, Founding Partner,
Eruditio and The Institute at Patriot’s Point
• Bob Vavra
Content Manager and Moderator,
Plant Engineering
In
1997
, seven children
died and many others were seriously injured
when counterfeit brake pads made of
sawdust failed, causing their school bus to overturn