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Archive for May, 2010

Is Reliability Equal To Safety?

My point is that if Reliability was treated EXACTLY like safety - where there is a clear policy, clear management support, clear performance metrics, clear regulation (do not get me started on enforcement here), a clear decision tree, and of course a clear path to litigation when a violation occurs - perhaps the evolution could take place faster than the 30 years we have had modern reliability techniques and methods.

What I am saying is that CEOs and Company Boards did not achieve safety out of the goodness of their hearts or from some sense of conscience. they did so out of fear of litigation. To be frank - the CEO and Company Boards are by charter - driven to maximize profit - and I am sure that early on they viewed safety compliance as a cost and a hindrance to that charter. After enough law suits the risk simply became too big to bear and like magic - safety became a standard operating context. CEOs understand TOO MUCH RISK. It became cheaper to have safety than to have violations.

If you ever had something to thank a lawyer about - that is it! (No lawyer jokes in reply please!)

I have visited and learned from hundreds of people who had made various reliability improvement journeys - and the one thing that EVERY SINGLE ONE of the have in common - is management as a barrier. It is either a barrier to achieving the performance that is possible or they are a barrier for sustaining the performance long term. The funny thing to me is that the assets we are all trying to make perform better and produce more - BELONG to the shareholders that the CEO and Board represent! They are not our assets - in fact from a shallow view - the less reliable the equipment - the more job security we have!

Shareholders currently have NO WAY to determine the devaluation of company assets based on operating and maintenance performance. They are blind as bats. It seems counterintuitive with so much investment money at stake.

Things that defeat reliability improvements are not mechanical or electrical. They are usually internal and include barriers and obstacles, competing forces, non value added work, lack of focus, lack of skills, lack of knowledge, general chaos and lack of communication. These can all be overcome - but need ongoing leadership at all levels - including the Corporate suite to succeed and sustain.

So that is why I asked added the legal to my original question.

As to the moral and ethical - the Do The Right Thing - element. I have heard it said that you can count on the CEO to do the right thing - once they have exhausted all other choices!

I am hoping that as a community - we can get them to that point sooner rather than later.

I do not expect much participation in this discussion because it is dangerous to people who are actively employed to speak up. That is fine because people speak to me off the record all the time.

I do not speak for the entire community because we are no monolithic in view or need - but I do speak for many.

Terry O

Posted by Terrence O'Hanlon on May 29, 2010 9:22 AM EDT

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Who Is In Charge Anyway?

We are just cogs in a large wheel right? We are not really empowered to make real business decisions are we?

We are simply doing what we are paid to do, doing what THEY tell us to do. THEY do know what is best - right?

Is there a place where you draw the line?

Is there something that would cause you to speak up?

Is there something that would cause you to take a stand - even if it cost you your job?

Posted by Terrence O'Hanlon on May 28, 2010 10:10 AM EDT

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Is Unreliability A Crime?

I am rereading John Moubray's article "The Case Against Streamlined Reliability Centered Maintenance" http://uptime4.me/cq7iVK and he states: "under certain circum-stances, individual managers can be sent to prison in connection with equipment failures that have sufficiently nasty consequences."

When a loss of life happens in that instance - Mr. Moubray states that United Kingdom has proposed that the laws governing involuntary manslaughter be revised to cover three new categories of crime, one of which is to be called ‘corporate killing’ which can result in life imprisonment for the managers involved.

Away from the moral violation involved, I would suggest that no job - and no manager is worth taking that kind of fall.

Do the right thing and stand up for reliability when you know it is the right thing to do.

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Posted by Terrence O'Hanlon on May 27, 2010 10:04 PM EDT

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Reliability as a Legal, Ethical and Moral Imperative

Does anyone agree that in addition to being smart business that Reliability should rise to the level of safety and environment in today's organizations?

Can and should Reliability be held as a Legal/Regulatory, Ethical and Moral responsibility by the companies that operate in the USA/North America?

Could a framework for Reliability as a standard requirement be one of the things that separates the companies North America and raises the bar for Global Manufacturers to reach?

Is Reliability a business advantage or business disadvantage?

Are the reliability decisions in your organization transparent and most importantly - DEFENSIBLE - as in defensible in a court of law?

Remember Moubray's article "The Case Against Streamlined Reliability Centered Maintenance"
http://uptime4.me/cq7iVK

It is worth a read right now.

Please add your comments to this discussion below

Posted by Terrence O'Hanlon on May 27, 2010 7:28 AM EDT

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99% right is 100% wrong

Reliability is not one of those things you where you can do some things and skip over other things. Like a puzzle - you need all the pieces to have a complete outcome.

Learn all you can about a system for reliability and then keep on trying.

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Posted by Terrence O'Hanlon on May 20, 2010 9:39 PM EDT

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Vibration Alarm Limit Settings Project

We have a request to facilitate a group to collect and define vibration alarm limits for specific equipment types in different types of plants.

Questions:

1) Is this project even possible?

2) Is there any interest by AMP Members to participate and possibly manage and facilitate?

3) Are there any suggestions for format and structure if possible and interest exists?

You can comment here or email me at tohanlon@reliabilityweb.com

Posted by Terrence O'Hanlon on May 18, 2010 10:08 PM EDT

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With a New UK Prime Minister moving in Infrared Discovers Energy Waste at 10 Downing

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Britain's new Prime Minister David Cameron will probably spend his early days on reviving UK economy and of course ensuring security - but he may need to turn some of his attention to giant energy sucking sound coming from his new home on 10 Downing Street.

A UK Thermography company gained official permission to take some Infrared Thermal Images of several landmark Government building including, ironically, the building housing the Department of Environment and Climate Change. The results show that these buildings could use a make over to reach current levels for Green Buildings!

You have to love that Infrared Technology!

Link to full story here

Posted by Terrence O'Hanlon on May 13, 2010 9:38 AM EDT

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Cash For Clunkers - Trade In Your Power Hungry Motors

The Industrial Energy Efficiency Incentive bill S.1639 is four steps away from the President's signature.

If this bill passes what does it mean to you and your company?

How about $25/hp to the purchaser for the replacement of an older motor with a new premium efficiency motor and $5/hp to the distributor with evidence of disposal.

Not too bad! 　

Here is a summary of the Bill
S. 1639: Expanding Industrial Energy Efficiency Incentives Act of 2009 - Amends the Internal Revenue Code to: (1) increase megawatt and horsepower capacity limitations for the combined heat and power system property energy tax credit; and (2) allow new tax credits to improve advanced motor system energy efficiency, to replace chlorofluorocarbon (CFC) refrigerant chillers, and for investment in any qualifying efficient industrial process water use project.

More details about The Industrial Energy Efficiency Incentive bill S.1639

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Posted by Terrence O'Hanlon on May 11, 2010 8:54 AM EDT