“The right people are an organization’s most vital asset.” – Christer Idhammar
It is imperative that equipment and staff at your organization have the ability to do what is asked of them when called on. This enables effective execution of operations and the business plan on a daily basis, ensuring the success of your business. People are arguably the most important asset driving the success of an organization next to physical assets. Employee reliability at your organization must be established, just like the equipment that the people in maintenance were hired to manage and maintain.
Employees need to be reliable today as well as tomorrow. People must maintain professional and technical skills to remain relevant, competitive, and effective in their roles. Even more is required of employees who aspire to take on more responsibility or are seeking a promotion.
For those of you looking to increase your reliability as an employee, you may need to add to your current skill set to continue to perform and add value to your organization. Whether you are happy in your current role or looking for opportunities to transition to a new role, your organization relies on you to consistently perform well. You and your fellow employees are part of the machine that keeps the business operating successfully and effectively to meet and exceed objectives.
Reliability, Risk, and People
In the world of asset and maintenance management, the main idea is to gain value through effectively managing the lifecycle of assets and maximizing reliability.
What is reliability?
According to MeriamWebster.com reliability is, “the quality or state of being reliable (Merriam-Webster, 2022).” This is a straightforward concise definition. Synonyms listed on the page include, “dependability, dependableness, reliableness, responsibility, solidity, solidness, sureness, trustability and trustworthiness.”
Uptime Elements Dictionary by Ramesh Gulati defines reliability as, “the probability that an asset will perform its required functions satisfactorily under specific conditions within a certain time period” (Gulati, 2017). Most people would like to be associated with these qualities when coworkers, friends, and family members think of them.
Effective asset and maintenance management maximizes asset reliability to support objectives and reduces exposure to risk.
What is risk?
MerriamWebster.com defines risk as, “possibility of loss or injury” and also mentions risk as, “the degree of probability of such a loss.” Risk is a key element in decision making, as too much risk can be a liability to the organization. Reducing and successfully managing risk is critical to avoiding failures and incidents that can negatively impact the business. In the world of physical asset management, the tolerance for risk is low.
So, what do people have to do with this? People make all of this happen…or not! The question is, are the people reliable?
Increase Reliability, Reduce Risk
“The reliability of the people who provide you with facts, are just as important as the facts themselves.” – Harold Geneen
Reliability and risk are inversely proportional. That is, the higher the reliability of a piece of equipment, the lower the risk of a failure. In contrast, as reliability diminishes, risk creeps up and so does exposure to negative consequences, a potential failure, an injury, or lost profits due to downtime.
Similar to reliable assets, reliable people can also reduce risk. Reliable people follow proper processes and provide quality work in their deliverables whether it is a critical report, or performing a maintenance activity.
Think about it.
You have a critical task you need to complete and have two choices for the assignment. As a manager, who will you choose? The person that consistently performs and provides quality work or the person that does just enough to scrape by and frequently misses deadlines?
Is there risk associated with the choice? Yes, there is always risk, however, most people like to rely on people that are reliable. These people do what is expected of them without issue, reducing exposure to risk for the manager that assigned the task.
Capital Improvements: Investing in Yourself
“The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.” – Peter Drucker
The following are investments we can make in ourselves to be more effective in our current position, boost our career, or prepare for a future opportunity. Advanced trade certifications, professional certifications, college degrees and other types of specialized professional development can be some of the improvements considered by people who are on their own continuous improvement reliability journey.
Consider conferences too, they are great for networking and learning from people that you might happen to have a lot in common with. If you are one of these people that take advantage of personal development, have a plan. Write it down, revise it as your career matures and talk to a mentor. By preparing for tomorrow we increase the chance of stepping into a new role and having a positive impact when the time comes. Take advantage of any professional development opportunities your employer offers! If you don’t know, ask!
Can Your Employer Support Personal Reliability?
Absolutely! Successful organizations understand the need to invest in employees. They understand the role employees play sustaining and growing the business. Employee reliability is a 2-way street.
First, the employer is one of the responsible parties. It is an expectation that the employer provides employees the proper training and professional development enabling them to be effective and remain in their current roles. Employees must be informed of business process and technology changes and trained accordingly.
Second, responsibility falls on the individual. Employees need to accept the training and embrace its importance. Employees need to show up for the training, be engaged and complete the training as expected. Don’t do the training and you will become one of the weak links in the organization. Do the training, and benefit from the opportunity to learn something new and support initiatives that strengthen the business and employee reliability.
Walk the Talk, Build Trust
Wolfgang Schauble said, “Reliability is the precondition for trust.”- Orrin Woodward
Do what you say you are going to do; actions speak louder than words. After the training and professional development and whatever self-improvements you decide to invest in are completed, put your skills to use.
In addition to being competent you need to be able to execute, to follow through. If you say you are going to do something, or make a promise, do it, keep your word. Don’t lead people on and have them think you are working on a deliverable when you aren’t. If there are roadblocks to completing your task, bring them up. It gives people the chance to help. If they trust you and you have a reputation for being reliable, they will be more willing to assist you in managing the challenges and help you succeed.
Put It All Together
“Reliability pays dividends in all aspects of life. Your personal brand is a promise to your clients… a promise of quality, consistency, competency, and reliability.” – Jason Hartman
Focusing on how you can consistently deliver today and tomorrow becomes part of what management and your peers see in you. Doing what you say you are going to do becomes part of you. Embracing training for employee reliability as a benefit and not a chore helps support a positive culture, and becomes part of you. All of these things become traits of your product, and over time, they build your brand. Think about that. Create a valuable brand for yourself and you will be a commodity. Your value will increase and you will have a successful career because people will need you to get the job done!
Jason Weis
Jason Weis is currently an EAM consultant at Marine Tiger Technologies. He started his career with the IBEW completing a 5-year apprenticeship and working as a union electrician and instrument technician for 10 years. Accepting an opportunity with a local refinery, Jason served the maintenance organization as a maintenance planner, maintenance scheduler, EAM project manager and turnaround planner. Jason earned his BA in construction management and has also earned the PMP, CRL and CMRP certifications.
Expert troubleshooters have a good understanding of the operation of electrical components that are used in circuits they are familiar with, and even ones they are not. They use a system or approach that allows them to logically and systematically analyze a circuit and determine exactly what is wrong. They also understand and effectively use tools such as prints, diagrams and test instruments to identify defective components. Finally, they have had the opportunity to develop and refine their troubleshooting skills.
Expert troubleshooters have a good understanding of the operation of electrical components that are used in circuits they are familiar with, and even ones they are not. They use a system or approach that allows them to logically and systematically analyze a circuit and determine exactly what is wrong. They also understand and effectively use tools such as prints, diagrams and test instruments to identify defective components. Finally, they have had the opportunity to develop and refine their troubleshooting skills.
Semiconductor devices are almost always part of a larger, more complex piece of electronic equipment. These devices operate in concert with other circuit elements and are subject to system, subsystem and environmental influences. When equipment fails in the field or on the shop floor, technicians usually begin their evaluations with the unit's smallest, most easily replaceable module or subsystem. The subsystem is then sent to a lab, where technicians troubleshoot the problem to an individual component, which is then removed--often with less-than-controlled thermal, mechanical and electrical stresses--and submitted to a laboratory for analysis. Although this isn't the optimal failure analysis path, it is generally what actually happens.
Semiconductor devices are almost always part of a larger, more complex piece of electronic equipment. These devices operate in concert with other circuit elements and are subject to system, subsystem and environmental influences. When equipment fails in the field or on the shop floor, technicians usually begin their evaluations with the unit's smallest, most easily replaceable module or subsystem. The subsystem is then sent to a lab, where technicians troubleshoot the problem to an individual component, which is then removed--often with less-than-controlled thermal, mechanical and electrical stresses--and submitted to a laboratory for analysis. Although this isn't the optimal failure analysis path, it is generally what actually happens.
In an ideal world, multiple components could be produced in a single piece, or coupled and installed in perfect alignment. However, in the real world, separate components must be brought together and connected onsite. Couplings are required to transmit rotational forces (torque) between two lengths of shaft, and despite the most rigorous attempts, alignment is never perfect. To maximize the life of components such as bearings and shafts, flexibility must be built in to absorb the residual misalignment that remains after all possible adjustments are made. Proper lubrication of couplings is critical to their performance.
In an ideal world, multiple components could be produced in a single piece, or coupled and installed in perfect alignment. However, in the real world, separate components must be brought together and connected onsite. Couplings are required to transmit rotational forces (torque) between two lengths of shaft, and despite the most rigorous attempts, alignment is never perfect. To maximize the life of components such as bearings and shafts, flexibility must be built in to absorb the residual misalignment that remains after all possible adjustments are made. Proper lubrication of couplings is critical to their performance.
The key to realizing greater savings from more informed management decisions is to predetermine the "True" cost of downtime for each profit center category. True downtime cost is a methodology of analyzing all cost factors associated with downtime, and using this information for cost justification and day to day management decisions. Most likely, this data is already being collected in your facility, and need only be consolidated and organized according to the true downtime cost guidelines.
The key to realizing greater savings from more informed management decisions is to predetermine the "True" cost of downtime for each profit center category. True downtime cost is a methodology of analyzing all cost factors associated with downtime, and using this information for cost justification and day to day management decisions. Most likely, this data is already being collected in your facility, and need only be consolidated and organized according to the true downtime cost guidelines.
I use the term RCPE because it is a waste of good initiatives and time to only find the root cause of a problem, but not fixing it. I like to use the word problem; a more common terminology is Root Cause Failure Analysis (RCFA), instead of failure because the word failure often leads to a focus on equipment and maintenance. The word problem includes all operational, quality, speed, high costs and other losses. To eliminate problems is a joint responsibility between operations, maintenance and engineering.
I use the term RCPE because it is a waste of good initiatives and time to only find the root cause of a problem, but not fixing it. I like to use the word problem; a more common terminology is Root Cause Failure Analysis (RCFA), instead of failure because the word failure often leads to a focus on equipment and maintenance. The word problem includes all operational, quality, speed, high costs and other losses. To eliminate problems is a joint responsibility between operations, maintenance and engineering.
The potential-to-functional failure interval (P-F interval) is one of the most important concepts when it comes to performing Reliability-Centered Maintenance (RCM). Remarkably, the P-F interval is also one of the most misunderstood RCM concepts. The failure mode analysis becomes even more complicated when you are dealing with several P-F intervals for one failure mode. This paper will help clarify the P-F interval and the decision-making process when dealing with multiple P-F intervals.
The potential-to-functional failure interval (P-F interval) is one of the most important concepts when it comes to performing Reliability-Centered Maintenance (RCM). Remarkably, the P-F interval is also one of the most misunderstood RCM concepts. The failure mode analysis becomes even more complicated when you are dealing with several P-F intervals for one failure mode. This paper will help clarify the P-F interval and the decision-making process when dealing with multiple P-F intervals.
As many of us strive to improve the reliability of our plants, several comments bemoan how challenging that is to do in an era of continuous deep cost cutting. They say that in their operation, maintenance is seen as a cost, and is one of the first things to arbitrarily cut. Some think their operations have cut too far! What they seek is a way to justify a strong maintenance capability. I submit that one approach is to speak of maintenance as an “investment in capacity.” Use the language that plant managers, controllers and senior management understands: capital investment and return on investment (ROI).
As many of us strive to improve the reliability of our plants, several comments bemoan how challenging that is to do in an era of continuous deep cost cutting. They say that in their operation, maintenance is seen as a cost, and is one of the first things to arbitrarily cut. Some think their operations have cut too far! What they seek is a way to justify a strong maintenance capability. I submit that one approach is to speak of maintenance as an “investment in capacity.” Use the language that plant managers, controllers and senior management understands: capital investment and return on investment (ROI).
