The Importance of Planning to Sustain Continuous Improvement

 

Leaders.

They used to be represented at almost every maintenance reliability conference around the world. They were seen as the best in asset management with a seemingly limitless number of case studies that clearly showed the benefits of root cause analysis (RCA), condition monitoring, reliability-centered maintenance (RCM), planning and scheduling. Their people gave presentations that clearly showed the value of the foundational elements of walking down your assets, developing an accurate equipment hierarchy and performing a thorough criticality analysis.

And then the clock ticked.

Father Time simply aged a few leaders.

Read more here...

Keep a mild groove on,

Terrence O'Hanlon, CRL

CEO and Publisher

Reliabilityweb.com

Uptime Magazine

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What sticks out is the idea of an individual that is the catalyst of successful change in a plant.  Does the change agent want the recognition? Does the leadership know who those change agents truly are?  Do successful leaders look forward or do they look around the sphere, all angles, all directions?  Are they empowered to reward and punish?  Are they overlooking young talent?  Are they overlooking experienced talent? Are the overlooking older talent - "Over Qualified"?

As life moves on so few organizations have a simple Aim known by all and passed from generation to generation.  Each generation needs to know they can change the paint, yet the foundation, when built on rock, is the company.  Change is not to move from the foundation, it is the work that makes that which is built on the foundation, value added for the world, our families, our communities and our country.

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