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Improving reliability will help the bottom line of any organization – and much more.
However, if that organization is experiencing any level of reactive maintenance, then
improved reliability may seem like a pipe dream. Until you can break out of the “reactive
maintenance cycle of doom”, it is not possible to make any real inroads into your
reliability improvement initiative.
If you were to look at the failures you are experiencing today, would you agree that most
of them are preventable? Are those failures consuming your resources, manpower and
budget? As a result of having to deal with those failures, are repairs performed poorly, or
are you performing temporary repairs that you plan to correct later (but never do)? And
as a result, are you experiencing more repeat work? Do you ever perform root cause
failure analysis so that you can eliminate those failures? And what happens when
suggestions are made for improvement? Are they ignored?
And what is management’s response? Do they reduce the headcount and try to squeeze
the budget in order to deal with the high costs of downtime and reactive maintenance?
What happens then? Does morale decline? Do standards drop further? And as a result
do you experience even more preventable failures that consume resources and results in
temporary repairs being performed? We could continue to go through this list, around
and around and around.
Well, if you answer “yes” to the majority of the questions above, then you are trapped in
the reactive maintenance cycle of doom… You have to get out!
But How Do You Get Out?
We have to get out of the reactive maintenance cycle of doom. If everyone is dragged
back to perform reactive work, then none of the proactive tasks that will ultimately lead
to improved reliability can ever be performed. Well, you may believe that management
could hire additional people so that you have the resources to perform those proactive
tasks. That is about as likely as management hiring unicorns to maintain the grass.
The basic answer is that we have to do much more with the people and budget that we
have right now. We have to stop performing tasks that waste our money, waste our time,
and induce failures in our equipment. This may sound like a push for higher productivity.
In a sense, it is. But that is not our focus.
So, how do we break out of this vicious cycle so that we can make real improvements in
reliability?
Jason Tranter
Founder and Managing Director of Mobius Institute
Jason.tranter@mobiusinstitute.com