Now I know this seems obvious, but if it truly were obvious then companies would not expect wholesale change in an organization instantaneously upon implementation of a new improvement strategy.
For example, I recently visited a site that has made great strides in their facility implementing things like Planning and Scheduling, Precision Maintenance, Root Causes Analysis, Reliability Centered Maintenance, and the Predictive Technologies, but yet they were being described by some as ineffective and the efforts as a waste because the assets were still failing. Let me clearly state, if your site has been installing bearings with a hammer and a punch or aligning motor with string and a strait edge for the last 25 years then implementing precision maintenance will not fix all your problems overnight. Every defect that have been introduced to the asset base over the last 25 years will have to be detected and removed through replacement before you can comfortably say that the assets are healthy and precision is the norm. Now most of us can't afford to replace all the components damaged by our past sins so we look at the risk and the cost and we develop a plan that is perceived as having a reasonable chance of success. This will include some failures. Hopefully less of them will be a surprise as we mature into more predictive maintenance application but they will still appear.
If you are implementing any improvement strategies at your site, make sure that as part of your communication plan you let people know of the success that you expect of course and also of the sins of the past that will still need to be worked through. If we set this expectation early then the transparency will drive the change forward. Remember, you can't drive like a drunk in a rental car jumping ditches, change the oil and expect it to be a new car again.
What have you done to acknowledge and mitigate the risk of your past reliability sins?
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