Friday, January 26, 2018

Laser Focused Turbo Implementation: Throwing the BS flag again

We live in a world where we are constantly sold silver bullets, magic pills, and laser focused turbo implementations. When in reality it takes focus, time, knowledge, and grit to implement organizational change. If someone promises you instant implementation, throw the BS flag. (If you don't have one let us know, we have plenty.) Real change takes more than a few weeks; no matter how many consultants you throw at it. Let's take a look at a traditional manufacturing reliability improvement initiative in each of these four areas.
First Focus: You need a vision to focus on and a plan to get you there. Chances are it will not be laser focused because reliability is a broad topic with may interdependent elements. For example, predictive maintenance without work processes is a fool's errand. 
Second Time:You need the time to train on the concepts and soak then train and soak again. You need the time to communicate the vision, focus, and the plan and then time for that to soak. You have to give the site the time to digest what is wrong with their current process before you can ask them to change to a new process. It all takes time. If anyone says they can generate meaningful organizational change in less than 6 months grab a flag.
Third Knowledge: Knowledge and "know how" speeds up the change process. You want to find it, consume it, and share it quickly. But even with a library of knowledge you need time to help the organization to absorb it and the others to put it to use.
Fourth Grit: Grit is the desire and fortitude to get things done even when it is hard. Organization change is hard. Really hard. Few are successful and a big reason is grit and gumption. If you have a vision, knowledge, and time but you don't have grit you will fail. It is that simple.
So in the end, don't look for silver bullets they are like seven day diets and 5 minute work outs, someone ends up fat and someone else ends up happy. If you are promised a quick fix or a turbo implementation throw that flag because you know that what is worth doing is worth doing right.

Monday, January 8, 2018

Eruditio Acquires HP Reliability

Eruditio and HP Reliability join forces as James Kovacevic joins the team as Principal Instructor.

CHARLESTON, SC, January 8, 2018 

Eruditio, LLC, a premier maintenance, reliability, and asset management professional training services company, acquired High Performance Reliability, Inc. on December 31, 2017.

High Performance Reliability, Inc. is built on the belief that a profitable and stable reliability and maintenance culture is an educated reliability and maintenance culture. High Performance Reliability provides an online toolbox of assessments, real world templates, and training resources your business can implement to achieve world-class efficiency and profitability.

James Kovacevic, Founder & Principal Consultant of HP Reliability stated “Our clients will benefit from the acquisition by Eruditio as it brings new and exciting offerings. The acquisition enables the strengths of HP Reliability and Eruditio to be combined, enabling improved deliverables and a wider offering of expertise for our clients.”

“We are excited about the additional technologies and resources available to Eruditio’s inspired Blended Learning (iBL®) students through this strategic acquisition”, said Shon Isenhour, Partner at Eruditio, LLC. “These are real world training tools and techniques for real world problems.”

The content provided with this acquisition will supplement Eruditio’s vast learning catalogue further strengthening our ability to identify, then prescribe a custom educational solution that allow companies to create sustainable organizational change and documented return on investment.

About Eruditio, LLC:

Eruditio, LLC is headquartered in Charleston, SC aboard the USS Yorktown at Patriots Point. We’re an education firm with a difference. We know that education without application is just entertainment. That’s why we focus on building custom learning experiences to develop, refine, and apply real-world skills.

Our inspired Blended Learning (iBL®) programs empower participants to take control of their learning experience. Eruditio uses blended learning techniques including instructor-led classes, eLearning modules, Augmented Reality, real-world case studies, interactive scenarios, and skills application activities within your facility or industrial environment to create a training experience like no other. When this is combined with our project based learning process and world class coaching the result is a 30:1 documented return on the training investment.

Sunday, December 31, 2017

What Is In and Out In 2018: The Maintenance and Reliability Edition

As James Kovacevic and I sat around and talked about trends in Maintenance and Reliability going into 2018 we noticed that we could see some elements that had fallen out of favor in 2017 (at least in North America) and others that have become the hot new thing. Out of that became the list you see above. Many of the decisions have been driven by the return of manufacturing demand and the need to meet customer orders. For example, many organizations have lost focus on Mean Time Between Failure and have instead decided to focus on Mean Time To Repair. In other words, they are focused on getting the asset back up and running quickly and not preventing the failure from happening to start with or preventing it from reoccurring. Others have given up on truly planning jobs and PM task and instead are just guessing at a schedule or “filling” the hours available. Many organizations are driving toward the more reactive choices “in order to meet demand.” With the exception of the items with an asterisk above, the items on both sides are the right choices if they are applied at the right time. You need all of them working in concert as part of a comprehensive plan to increase up time, reliability, and throughput. If you would like help building a plan for your organization reach out to us and let us show you how others are progressing with all of the elements in the right order and at the right time and avoiding the temptation to chase the shiny new silver bullet.

Friday, August 4, 2017

Why do people do training? 7 reasons we have been told.

Why do people do training? What a great question to explore your teams motives as well as your own. Here are 7 reasons we have heard recently. Let's look at each one and what it says about the organization and what you might do to improve your training ROI.
"My boss told me too..." Let's start with this common comment. On a positive note, at least the manager is providing training opportunities. Sometimes these participants are there as part of a manager's communication plan on a new topic. We see training used to introduce new concepts and improvement philosophies regularly with the hopes that the trainer creates awareness and desire to move in a new direction. If you are using training as part of your communication plan for a new initiative, don't let it be the first exposure. Make sure the attendee knows why they are going and why it is important that they develop this new skill. "What is important to my boss is important to me." Don't put all of the responsibility on the instructor to create desire. If the manager shows the importance, then the trainer can feed that and create more knowledge per given training time.  Other times the manager is just checking a box and "sending people to training." If this is happening, you are wasting training money, training time, and credibility. Just stop it.
"It's in the budget so we have to do it" This is a variation of the checking the box issue above and leads to training waste. Create a training needs assessment and identify the gaps that are holding you back. From this, create a training plan to address those gaps. Don't put the kids in charge of the cookie jar... create a plan. That plan is the start of getting an ROI from your training budget.

"It is a company paid vacation" When I hear this one, I know someone is checking the box or spending a budget and the training falls into a category that might possibly be a morale booster but certainly not a learning event. Put a stop to it and create and execute from the training plan.
"Training is good for the team" This is only true if someone comes back and does something better. If they don't, it is bad for the team because they have to pick up the slack while the people are out on "training."
"Training is good for morale" There are many studies that show training is indeed good for morale. Some even show that it is better than a raise. But, all this hinges on application of the training. In the training environment the student will get excited about the new information they learn. But, if they return and nobody will listen to them as they share what they learned and nothing changes to allow them to use the training, then morale will surely plummet. You will want to create a plan for how they are going to use the training as a whole and the specific learning objectives when they return. Enable their success and check in on them so that you can remove roadblocks. 
"We have a learning culture" This one warms my heart. Many companies have created a kind of continuous learning culture where training is on-going and is a regular part of the person's work habit. The key thing here is still application. It is great that we are continuously learning, but if we don't do anything with it, then it has a short retention period and offers no return on investment. This creates a life long learner instead of a continuous "improver". You are creating that guy who is still in school and has seven degrees at 39 and has never worked a day in his life.
"I enjoy learning new things" What a great person to have on your team. Now let's figure out how we can use their passion for knowledge to share with others as they continue learning. Can you let them be the aggregator and then empower them to distribute that knowledge to your organization? Could they be an internal coach, mentor, or instructor who boils down the lessons, and makes them site relevant for application?
In the end, to make your training dollar most effective, check these six boxes:
  • 1: Stop the nonsense
  • 2: Gap analysis
  • 3: Training plan
  • 4: Application plan for each training event
  • 5: Remove roadblocks to application 
  • 6: Empower your enthusiastic learners to share
What would you add?