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        <title>Terry O's Transformation Train</title>
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        <link>http://www.maintenance.org/index.php?page_id=1007&amp;module_name=sblog_info&amp;sblog_id=1&amp;group_id=&amp;tk=MCH8wwUGz5c-P_x6e8hoZwnKWGQUOfw3OP7UGIpUMms,&amp;tm=Acx4N0iTeyex3hiy7bbaxfJbyYKfumZFWccGH_f8ub4,</link>
        <lastBuildDate>Thu, 20 Jun 2013 06:22:54 +0100</lastBuildDate>
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        <pubDate>Thu, 20 Jun 2013 10:22:00 +0100</pubDate>
        <item>
            <title>You Say You Want A Revolution</title>
            <link>http://www.maintenance.org/blogs/1/249</link>
            <description><![CDATA[
	by&nbsp;Terrence O&#39;Hanlon, Publisher and CEO&nbsp;Reliabilityweb.com&nbsp;and&nbsp;Uptime Magazine

	&nbsp;

	On the song Revolution that appeared on the White Album many Beatles experts think John Lennon wrote &ldquo;We all want to change the world&rdquo;&nbsp;and&nbsp;&ldquo;We&rsquo;d all love to see the plan&rdquo;&nbsp;to express his doubts about the methods being employed by some of the 60s protest movements who wanted to use him as a sponsor or spokesperson.

	&nbsp;

	I like to consider myself a Beatles expert of sorts and I think that John may have been trying to tell the maintenance reliability community something as well. For example:

	&nbsp;

	You say you want a revolution well you know

	We all want to change the world

	&nbsp;

	Of course we all think that if the world around would only change &ndash; life and work would be so wonderful.&nbsp;&nbsp;&nbsp;&nbsp;We all imagine what the default future looks like if nothing changes and sometime s the language we use to describe that future actually plays an important role in serving that same future to us..&nbsp;&nbsp;What John wanted us to know is that each one of us can write a new future by changing the responses we have to world around us &ndash; and in that way &ndash; change the world.

	&nbsp;

	&nbsp;

	You say you got a real solution, well you know

	We&#39;d all love to see the plan

	&nbsp;

	I think what John is saying is that many of us think we know the solution to the challenges we face but very few of us have a plan and those that do have a plan often fail to invite the stakeholders to help write that plan.&nbsp;&nbsp;&nbsp;You will not be able to move away from the default future until you invite everyone involved to co-author the future with you.&nbsp;

	&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

	You ask me for a contribution, well you know

	We&#39;re all doing what we can...

	&nbsp;

	In his infinite wisdom John Lennon is telling us not to wait for someone else to contribute.&nbsp;&nbsp;If you begin with your own contribution, you will find it is much easier to get others to contribute.

	&nbsp;

	You say you&#39;ll change the constitution, well you know

	We all want to change your head

	&nbsp;

	One way to look at John&rsquo;s message here is to consider changing the language we use to describe how situations occur to us.&nbsp;&nbsp;The words we choose to describe things often create the future reality for us.&nbsp;&nbsp;Try to describe a challenge in a new way that includes possibility for change or improvement.&nbsp;&nbsp;Try it again.

	&nbsp;

	You tell me it&#39;s the institution, well you know

	You better free your mind instead

	&nbsp;

	John is letting us know that it is easy to blame &ldquo;them&rdquo;, &ldquo;management&rdquo; or &ldquo;the company&rdquo; for the way things are.&nbsp;&nbsp;There are many things in this world that you cannot change however you have a choice about how your respond to things and what words your use to describe them.

	&nbsp;

	John also seemed to know that if you read every article in every issue of Uptime Magazine:

	&nbsp;

	Don&#39;t you know it&#39;s gonna be&nbsp;&nbsp;&nbsp;Alright

	Don&#39;t you know it&#39;s gonna be&nbsp;&nbsp;&nbsp;Alright

	Don&#39;t you know it&#39;s gonna be&nbsp;&nbsp;&nbsp;Alright
<br /><br />Posted by Terrence O'Hanlon<br />Jan 27, 2013 8:02 am<hr noshade />]]></description>
            <pubDate>Sun, 27 Jan 2013 13:02:01 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/249</guid>
        </item>
        <item>
            <title>Reliability Enlightenment</title>
            <link>http://www.maintenance.org/blogs/1/248</link>
            <description><![CDATA[by&nbsp;Terrence O&#39;Hanlon, Publisher and CEO&nbsp;Reliabilityweb.com&nbsp;and&nbsp;Uptime Magazine



	Don&rsquo;t alter what your management knows about reliability, alter the way they know it
	&nbsp;

	&nbsp;

	Over the years I have heard many maintenance reliability professionals lament that their leadership does not understand or appreciate the concept of reliability.&nbsp;&nbsp;I could not disagree more regardless of what level of ignorance is demonstrated by the decision that they make.

	&nbsp;

	I have a news flash for the complainers: your leadership already knows reliability!

	&nbsp;

	I can assure you that your organizations&rsquo; top leadership has an expectation of reliability.&nbsp;&nbsp;The KNOW they want and need a certain level of reliable operation to meet profit goals or to accomplish a mission.

	&nbsp;

	They may also wonder why you are not delivering it.&nbsp;&nbsp;They provide tools like vibration analysis data collectors, infrared thermal imaging cameras and other condition monitoring technologies.&nbsp;&nbsp;They provide software like computerized maintenance management systems (CMMS) and asset health management systems (AHM).&nbsp;&nbsp;They provide manpower through direct employees and service contractors.&nbsp;&nbsp;&nbsp;&nbsp;What else can they do?

	&nbsp;

	Although these resources are useful when an organization seeks higher levels of reliability, the most powerful thing leadership can provide is leadership.&nbsp;

	&nbsp;

	Leadership creates and communicates the mission and vision of the organization.&nbsp;The mission and vision set the goals and the goals set the tasks.&nbsp;&nbsp;Leadership does not have to know the specific tactics required to enhance reliability, however it is very useful for them to understand the philosophies and strategies that can improve reliability.

	&nbsp;

	The organization and its people will by nature provide as much or more resistance to reliability improvements than will the simple physics of failure prevention.&nbsp;&nbsp;To overcome those hurdles, leadership must guide the team for a sustained effort even when results are not present on the immediate horizon.

	&nbsp;

	Not many people were born with all of the instinct and intellect, experience and knowledge required to create high-performance reliability.&nbsp;&nbsp;The industrial revolution began in 1712 however the concept of&nbsp;Reliability-Centered Maintenance (RCM)&nbsp;did not appear until 266 years later in 1978.&nbsp;&nbsp;

	&nbsp;

	As I stated, top leadership in your organization already knows reliability.&nbsp;&nbsp;&nbsp;&nbsp;They wonder why you don&rsquo;t.

	&nbsp;

	Your job as a maintenance reliability leader is to transfer what top leadership already knows, which is probably based on out-of-context memories, more than one bad experience and false assumptions about the way things fail (i.e. bathtub curve).&nbsp;

	&nbsp;

	&nbsp;

	You must find ways to move them to the&nbsp;actual truth&nbsp;about &ldquo;why and how&rdquo; things fail, what the effects of those failures are in order of priority and what will be done to ensure these most critical failures will not occur in the future.&nbsp;&nbsp;

	This includes teaching and doing.

	

<br /><br />Posted by Terrence O'Hanlon<br />Aug 13, 2012 6:47 pm<hr noshade />]]></description>
            <pubDate>Mon, 13 Aug 2012 22:47:36 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/248</guid>
        </item>
        <item>
            <title>Reactive maintenance leadership and culture: Atlas shrugging?</title>
            <link>http://www.maintenance.org/blogs/1/246</link>
            <description><![CDATA[
	by&nbsp;Terrence O&#39;Hanlon, Publisher and CEO&nbsp;Reliabilityweb.com&nbsp;and&nbsp;Uptime Magazine

	&nbsp;

	In my work, I have the privilege and honor to met and speak with many maintenance reliability leaders.&nbsp;

	&nbsp;

	During some of the conversation we might happen to get around to speaking about executive management and their relationship to improving reliability.&nbsp; There are generally two types:

	&nbsp;

	&nbsp;

	
		Enlightened management that has taken the time to learn about modern maintenance reliability approaches combined with an appreciation of the leadership and culture that must be sustained for long-term success.
		&nbsp;
	
		Unenlightened management that thinks reliability is a maintenance improvement project and will have an end date.



	&nbsp;

	I am always impressed when I see teams attending&nbsp;maintenance conferences&nbsp;likeIMC the International Maintenance Conference.&nbsp;&nbsp;The teams include company executives and operations managers in addition to the maintenance managers, maintenance supervisors, maintenance planners and maintenance technicians.&nbsp;

	&nbsp;

	&nbsp;

	The benefit comes from allowing the company executive and operations/production leadership to hear about the reliability journey from third party companies, sometimes companies that are direct competitors.

	&nbsp;

	You can imagine the power and impact of a reliability performance improvement message delivered by a direct competitor or even just a third paty.&nbsp;

	&nbsp;

	I think that maintenance reliability leaders should assume the responsibility for ensuring that company executive and operations professionals understand the story of a high performance reliability journey.&nbsp; Make a plan to begin telling that story to your executives and operations people today.

	&nbsp;

	It does not do any good to be angry or resentful about &ldquo;why&rdquo; they do not currently understand.&nbsp; It is not useful to insist they &ldquo;should&rdquo; already understand.&nbsp; The most successful reliability leaders adopt an Atlas-like attitude and place the world on their shoulders and assume all responsibility to shape reality and reliability.

	&nbsp;

	Like the successful entrepreneurs in Ayn Rand&rsquo;s&nbsp;Atlas Shrugged, you can burn down the place and leave them to their own fates or you can be a proactive leader and carry them to goal line in spite of themselves.
<br /><br />Posted by Terrence O'Hanlon<br />Jul 24, 2012 2:17 pm<hr noshade />]]></description>
            <pubDate>Tue, 24 Jul 2012 18:17:37 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/246</guid>
        </item>
        <item>
            <title>What reliability improvements are possible within 60 days?</title>
            <link>http://www.maintenance.org/blogs/1/239</link>
            <description><![CDATA[Management is impatient for results and wants to see results as soon as possible and long time horizons are usually not very interesting for them. &nbsp;
&nbsp;
Is it possible with the right focus, support and team, to make major reliability improvements within 60 days that show improved production and OEE?
&nbsp;
If you had a 60 days charter to focus on one production line where would you begin your efforts to improve it?&nbsp; What kind of team would you assemble?&nbsp;
<br /><br />Posted by Terrence O'Hanlon<br />Nov 10, 2011 8:01 am<hr noshade />]]></description>
            <pubDate>Thu, 10 Nov 2011 13:01:20 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/239</guid>
        </item>
        <item>
            <title>Can you make reliability improvements without consultants?</title>
            <link>http://www.maintenance.org/blogs/1/237</link>
            <description><![CDATA[Face it, our day to day jobs generally keep us too busy to effectively drive changes in our organizations.&nbsp;
&nbsp;
Is it possible to drive reliability improvements with an internal team or are consultants required?
&nbsp;
Even if you know what reliability strategies and techniques to use and you have a deep knowledge of their application &ndash; there are special skills required to successfully implement.&nbsp; Implementation is a different skill than practice.
&nbsp;
What is your opinion &ndash; can you drive improvement internally or do you need a consultant?

What are some guidlines and tips for making improvements yourself? <br /><br />Posted by Terrence O'Hanlon<br />Nov 4, 2011 8:13 am<hr noshade />]]></description>
            <pubDate>Fri, 04 Nov 2011 12:13:57 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/237</guid>
        </item>
        <item>
            <title>Shirt Sleeve Seminars</title>
            <link>http://www.maintenance.org/blogs/1/236</link>
            <description><![CDATA[Next time you have a safety meeting - how about adding 7 minutes at the end where a Maintenance Reliability professional selects a topic to educate everyone on an aspect of equipment in the plant (example - discuss couplings, seals etc...) &nbsp;so there is a general awareness of procedure, decision criteria etc...

At the end of the 7 minutes a single sheet is handed out with procedure details about the topic (kind of like Ricky Smith&#39;s Tool Box Talks). &nbsp;You can laminate them and use a 3 hole punch to collect them in a binder.

Give the people you work with the knowledge and tools that support success and excellence.

Let me know if you already use Shirt Sleeve Seminars or Tool Box Talks


<br /><br />Posted by Terrence O'Hanlon<br />Nov 2, 2011 8:24 am<hr noshade />]]></description>
            <pubDate>Wed, 02 Nov 2011 12:24:23 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/236</guid>
        </item>
        <item>
            <title>3 Things Every Maintenance Reliability Professional Needs</title>
            <link>http://www.maintenance.org/blogs/1/235</link>
            <description><![CDATA[From Heinz Bloch workshop at Lube -2011 at the Reliability Performance Institute:

1) A clear role statement

2) A formal long range training plan

3) A journal that includes monthly summary of tasks and accomplishments<br /><br />Posted by Terrence O'Hanlon<br />Nov 2, 2011 8:14 am<hr noshade />]]></description>
            <pubDate>Wed, 02 Nov 2011 12:14:19 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/235</guid>
        </item>
        <item>
            <title>Lubrication Best Practices: Back At It</title>
            <link>http://www.maintenance.org/blogs/1/233</link>
            <description><![CDATA[We are beginning Lube-2011 Machinery Lubrication Conference today at the new Reliability Performance Institute in Fort Myers.

It is amazing to me how many organizations still do not practice new oil filtering, contamination control, proper training, color coded containers and grease guns etc....

We have so many conversation about topics like Reliability Centered Maintenance that we soemtimes forgot that if we cannot get the fundamentals right - like having good lubrication practices, we will not have a high peformance Reliability program.&nbsp;<br /><br />Posted by Terrence O'Hanlon<br />Nov 1, 2011 12:29 pm<hr noshade />]]></description>
            <pubDate>Tue, 01 Nov 2011 16:29:49 +0100</pubDate>
            <guid>www.maintenance.org/blogs/1/233</guid>
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