You Have Two Minutes: Refining Your Reliability Elevator Pitch

Have you ever been caught with only a few minutes to explain why a focus on reliability or maintenance improvement is critical to your organization and it's future? It happens very often. Your ability to explain why the leadership should care, and what you need to make it happen, is the key to moving your agenda forward. Lets look at 3 key points to nail if you want support and resources.
First, speak their language. What keeps them up at night? Is it the dollars and cents or the concern over risk? Is it getting more production out or controlling the cost on the current deliveries? Think about what you can give them with reliability that addresses their concern in their language.
 Seconded, carefully deliver a positive and practiced narrative. Watch your body language. Is it closed and confined or open and believable? Are you looking at your shoes our engaging the receiver. Are you using words like "could" "should"  and "might" or "will"  and "when"? If you don't believe it why should they?
Lastly, have a format. I like one I call "hook, story, ask!" Hook them with something they care about. Something from the first point above preferably. Then tell them a story about what is happening currently or what could happen in the future. (use emotion if you sense they are emotional receptive) and then do not forget the ask. You have to ask for their support, or resources. Be specific in your request and make it time bound if possible.
We have to sell reliability and maintenance improvement and only those of us who have seen or heard what good looks like and believe in the power can get it started. Frame it in their language and meet their needs, show them that you believe what you are saying and do not forget the "hook, story, ask!" Now go get'em tiger.

Not Running From the Saber Tooth Tiger: Reactive to Proactive Leadership in 3 Steps.

Life pushes us to be reactive and we learn it from an early age. When we are young, we stick a fork in a power outlet or touch a hot stove and then we react. That becomes the predominant learning style as we grow. It is how we learn the concept of cause and effect. But later in life we are told that proactive is better but, this goes contrary to what has shaped us up to this point. Why would I want to be proactive? Why should I change? That is not what my past has reinforced.
So lets answer those questions first, and then talk about how we can become a more proactive leader moving forward. While reactivity allowed or ancestors to run from the saber tooth tiger, proactivity would have allowed them to not run into the saber tooth tiger in the first place or at the very least show up with spears for protection. Proactivity lessens the chances of needing reactivity which has been scientifically proven to lower the blood pressure in people like me (Cake loving non-athletes). High blood pressure is mostly bad so, we want that metric to trend down to a point. Why stir up the chemicals and hormones of stress if you can identify the risk early and address them before they attack you like a saber tooth tiger.
So how do we do it? No matter what project or task you want to manage or lead proactively you can get started with three steps.
First, decide what success would look like for the task or project. What are the goals? How do you know you have won? Knowing these elements first helps with the follow on activities.
Second, ask yourself what could go wrong that could jeopardize your goals or success with the task or project. List out each of these risk. Some will involve people. Some will involve resources. Be a real Negative Nancy and list as many as possible (get out you inner project negativity). Once you have the risk listed then prioritize them. I use a simple 1(low risk) -10 (high risk) scale with three categories multiplied together to rank the risk list. The categories are: severity, likelihood of occurrence, and ability to proactively detect. Once this is complete you can move onto step three.
Third, you create a plan to address the high risk items early before they occur. Many of the steps to address the risk will be communication action items that will need to be drafted in advance to explain that an issue is expected and that this is what we are doing about it proactively.
We could spend the rest of the day discussing the intricacies of proactive project and task leadership and management but these are the three overarching steps you should be taking to keep from being eaten by the saber tooth tiger you are trying to manage.

"The Lost Art of a Smile" Guest Post from Madelaine Kenner

Madelaine Kenner who is part of the awesome team here at Eruditio shares with us her thoughts on making a real difference and how simple it can be. Enjoy!
"My grandmother had this saying about storms that really stuck with me. She used to always tell me, “If there is enough blue in the sky to patch a Dutchman’s britches, then it will clear up.” I used to think it was a silly saying until I thought of it in another light; everyday connections with people. Let me ask you this; when a storm is coming…do you ever see just one little dark cloud? I highly doubt it. It can start out as one cloud and quickly evolve into a whole sky of dark in the blink of an eye. However, after a whole day of rain, isn’t it nice to see the sun peak out from behind those clouds…a silver lining you could say?
The Human Race is a social species. We value connection with others. Here’s an example; say you are on the way to work. You pass by people every day at work, right? So why not smile? It’s the simplest form of communication and yet has come to almost be a lost art. But here’s the thing…IT TAKES VERY LITTLE EFFORT! Just like that little blue patch in the sky, a simple smile and glance can turn someone’s whole day around. They may not talk about it to anyone and you may not say a word to each other, but it can be that one thing that turns their whole day around. Now let’s put the shoe on the other foot; can you recall ever having a bad day? What was a simple remedy to having a bad day? Maybe it was your friend telling you a funny joke, or a coworker giving you the “cheer up, buttercup” talk you needed. Or, it could just be that one little smile that you catch from a stranger as you exchange passing glances that give you that little burst of positivity you need to get through your day.
So my question to you is this…would you rather be that dark cloud on the horizon? Or, would you rather be that little blue patch of sky in everyone’s sky? No words, just smiles; the positivity will radiate from you and spread to everyone else. Who knows…maybe you will even make an acquaintance on your mundane commute that could make your routine a little more entertaining and worthwhile. So dust off that smile and keep it in your back pocket; you never know if someone might need their britches patched up. "

Five questions you have to answer before your next change initiative.

We all are part of change initiatives and interestingly the majority of them fail to deliver the results expected or projected. When we look back at the ones that failed to deliver, we find many that were destined to fail from the beginning because of the way the change was unveiled and communicated to the affected individuals. Below are five question that are crucial to answer upfront, repeatedly, and through multiple medias. I will demonstrate the questions using a hypothetical Enterprise Asset Management System (EAM) or Computerized Maintenance Management System (CMMS) implementation as the example and share a few elements that satisfy a portion of the questions.  
1. Why are we doing this? 
 Example: Tell them about the transparency the new EAM provides.  You might also share the fact that it is connected with all of the other management systems from procurement and human resources and it allows the business to be better managed by tearing down the walls between these departments. In the end it will make the business more efficient and will help us to surpass our competitors. 
2. What does this look like?
Example: Show them the master project plan for the EAM roll out with the dates and areas of focus. Allow them to drill down into the plan so they can see the details where it is of interest. This will help with the next question. 
3. How will it affect me? or What's in it for me?
Example: Show them how the new system will change their current role. Hopefully you can show them areas where the new system is easier and better for them. This can be done with the work flow process maps or the RASI or RACI documents that were created during the blueprinting phase of the EAM implementation.  If RASI or RACI is a new acronym check out this post here.
4. What do you expect from me?
Example: This is where you can take them through specifically the "R's" or Responsibilities relating to their role. These are shown in the RASI documents. These responsibilities are what is required for the process to work effectively and it shows what you need for them to do specifically to meet the needs of the change.
5. What can I expect from you?
Example: This is where you might share the "R's" that you own and what you will also provide from an "A" or accountability standpoint.
These examples only begin to scratch the surface of the information that you need to provide but should give you some context for each question. Please take the time to plan out how you are going to communicate each of these points out to all the different groups that will be affected by the change.
 If you have other questions that we should consider please add them in the comments below. 

6 Question About Your Reliability Vision That You Need To Answer.

Is your reliability vision driving you forward or is it just something you hang on the wall or put on the back of your business card?
Here are six questions you might use to bring your vision to the forefront and driving effective change in your organization.
1. First have you created a reliability or asset management vision? Is it clear, concise, memorable, and easily explained to anyone in the organization?
2. Have you and your leadership team practiced communicating the vision in your own words? Ensure that even though you convey the vision in different words that the organizations hears the same message.
3. Have you shared it with the whole organization and with multiple medias? Share it through video, text like brochures and emails, two way conversation, and training to all parts of the site.
4. Did your check for understanding? Two way communication is key when it comes to ensuring that what was said was heard and interpreted correctly. Ask questions. Listen intently.
5. Have you empowered others to act toward the vision with a plan and deadlines for completion?
It is critical to have a master plan to learn more about it click here. 
6. Did you celebrate your success? As the organization completes steps in the plan and moves closer to the vision, celebrate those completed steps. Use them to create a pull in the organization for the elements of the vision. This will make getting to that vision much easier and efficient.
These are 6 questions that many miss and hopefully you can use this as a checklist prior to or during your improvement project.

A Valentines Day Message About Mismatched Communication

Mismatched communication plagues a lot of organizations and affects the implementation of new initiatives and organizational changes. This video shows a demonstration of the concept.


To reduce the probability of mismatched communication here are three things to think about before you communicate.
1.Body language: if you are talking about the exciting changes but your body is slumped the audience will perceive this and it will cause confusion and a loss of organizational support at best and distrust and rebellion at worst. 
2. The self fulfilling prophesy: If you don't think it will work then it will not and the audience will see right through you. If you don't believe in it find someone who does to be your spokesman.
3. Follow the words with action that support them. For example,
don't tell everyone how important a meeting is and then show up late.

I will leave you today with one Steven Covey quote:
"You can't talk your way out of problems you behaved yourself into."

It’s Not Like I’m Speaking Chinese Here! 5 steps to "deglaze" your audience

When you are communicating with your team or organization do you ever feel like you are speaking a language they don’t understand? Do they look more glazed over than a box of Krispy Kremes? Yea, me neither.
Is it all the acronyms we used… maybe?
Is it the latest business buzzwords that we tossed in… possibly?
But more than likely it’s that we forgot to answer the most important question of all first?
This question is the “deglazer” if you will. It allows them to relate and then process and use all the information that you follow with. What is that question you ask? Well it is...
How does your subject affect them? Or said differently, what is in it for them if they comply or follow along versus ignoring and remaining with the status quo?
So many times I listen to leaders as they discuss new initiatives and they share great plans for big changes. Unfortunately the audience cannot hear them because they are listening to their inner voice speculate on how this is going wreck their life. Very few leaders can talk louder than the inner voice of the audience but if that leader answers the question for the inner voice sometimes the voice can be kept quite long enough to allow the listener to grasp more of the key points of your message.This is one of the reasons we must communicate key changes multiple times and with multiple medias. This is also why we focus on two way communication to check for understanding after the topic is communicated.
So to recap 5 steps to "deglaze" your audience and speak over the inner voice:
1. Address what is in it for them
2. Address how it affects them
3. Communicate the message multiple times
4. Use multiple medias
5. Use two way communication to check for understanding
Are you communicating over the inner voice of your audience?

Leadership, Fast Cars, and Road Blocks: Three things leaders need to know about project roadblock removal.

Leadership is about road block removal. Your team may be the best in the world at what they do but certain issues can stop them cold every time. They may be like a garage full of incredibly fast sports cars eager to get the job done, but someone has to open the garage door to get them started and remove the roadblocks along the way that prevent them from demonstrating their full potential. In the picture I show a 505 horsepower Viper stuck behind the cross bar of a train crossing. The way it sits in this picture it could as well be a 185 horsepower Pontiac Aztec as their would be no difference in performance until someone removes the barrier or plans a way around it. So what do leaders need to do? Leaders must take the time to do theses three things to ensure that their fast cars go fast. 
First, identify as many of the barriers in advance. Get with the team and think about what could go wrong on the way to the goal. What are you are currently doing to prevent or mitigate it and what might you want to do differently in a proactively attempt to lower the potential of occurrence or significance of the impact? 
Second, get to know your people so that you know what will be a barrier for them. Everyone is not the same. Some of your team is more like a rental car. You know, "no curb to high no ditch to deep" they can go anywhere. Others may be like the Viper, where anything higher than a speed bump can knock them out of the race. Both cars have their place and are great for the team but you just need to know their needs and meet them for maximum performance. 
Lastly, keep up continuous communication so that you see or hear about barriers before they cause large losses in momentum. Many leaders leave the team to work on a project and are surprised to find them mired in the mud of a problem. The team may not be able to make a decision about an approach due to lack of information, perceived support or buy in. This is where constant contact is important. Not micromanagement per say, just simply understanding the obstacles they are facing and providing help where they request it and based off of their needs. The way the best leaders demonstrate this is by attending team meeting but only for the first few minutes so as to not depower the team and practicing situational leadership. 
Can you think of other points that leaders should consider to ensure high performance teams maintain the ability to deliver?
Share them below in the comments section please.

Saying the Same Thing Differently: A Tip for Change Initiatives

As you start any large change initiative one of the first things you do is form a guiding coalition, a leadership team. That group will champion the change. One of the first things that group is then tasked with is to create a vision and mission for the change initiative. Where do we want to go? How will we get there? This vision and mission is then ratified by the group and should then be communicated to the larger organization. This is where some organizations run into their first major issue. They create the vision without a full understanding by each of the involved parties as to what details the vision conveys. Human resources only hears the part that affects them and misses the operational component or maintenance only hears the changes in their function and ignores the quality aspects. Then the leadership group begins the communication process to the masses and the message is both delivered and received differently by various parts of the organization. An organizational mess can then be created one word at a time.
The suggestion is to take time to practice, as a leadership team, conveying the message to each other. It is expected that everybody will delver the message slightly different using their stories, filters, and life experiences to add the context to the vision. However, in the end the message received by the organization needs to be the same regardless of the communicator or the communication style. This is harder than it sounds and may even require teaming up of leaders from different parts of the organization to ensure consistent messaging reaches the affected associates. If we do not get this step correct the organizational components can go down different paths that may in the end lead to to different locations and inadequate initiative results.
Have fun with this step use role play, single point lessons, and scripting within the leadership team to refine the message and delivery. Work together where needed to generate a cohesive message. In the end this will provide the team with a practiced method to say the same thing differently with in the comforts of their preferred styles and should remove one more barrier from your initiative's success.

What things do you do to refine your communications and messaging around change initiatives?

Nine "Ps" for Profitable Plant Reliability Improvement Efforts

So if you could sum up the common areas of focus during reliability improvement efforts what would they be? 

The thought behind this blog post was if someone ask us what we are doing or what all is involved in a reliability improvement effort, how can we give them the scope in a concise, and memorable way. This could be used early on in the discovery or kick off phase to outline without overwhelming. 

I have listed nine things that I would focus on and they all start with P for ease of remembering.

Predictive Maintenance

Using technology to understand equipment condition in a noninvasive way before the functional failure occurs

Example: Vibration, Ultrasonic, Infrared 

Preventive Maintenance

Traditional and more invasive time based inspections which should be failure mode based

Example: Visual Inspection of gears in a gear box 

Precision Maintenance

Doing the maintenance craft to the best in class standards to prevent infant mortality

Example: Alignment, Balancing, Bolt Torquing   

Process

Clear series of steps to identify, prioritize, plan, schedule, execute, and capture history with who is responsible for each

Example: Work Identification Process, Root Cause Process. Work Completion Process

Problem Solving

The process for understanding the real causes of problems and using business case thinking to select solutions  that reduce or eliminate the chance of recurrence

Example: Root Cause Analysis, Fault Tree, Sequence of Events 

Prioritizing of Work

The process of determining sequences of work as well as level of effort using tools like equipment criticality and work order type

Example: RIME index 

Parts

These are the processes required to have the right part at the right time in the right condition at the right place for the right cost

Example: Cycle counting process, proper storage procedures, kitting process  

Planned Execution

This piece is about taking the identified work and building the work instructions, work package and collecting the required parts and then scheduling the execution.

Example: Job Packages, Schedules, Gantt Charts 

People

This is where we deal with the change management and leadership portion which is required in order to true make a change to the organization 

Example: Situational Leadership, Communication Planning, Risk Identification, Training

So here are my nine "Ps"  that you can share as early communication to get your organization on board with your reliability efforts and develop the Profit we all want. 

What would you add? 

Looking Back for the Keys to Sustainability

From time to time I get to go back and visit plants and facilities that were clients of mine from years ago. This week happens to be one of those weeks. I find it so exciting to go back and see what they have held on to, what they have improved, and where they have slipped back and why. Interestingly I see different things in each site. Some sites progress with continued focus on reliability, others moving  into other initiatives like lean or six sigma and build off of their reliability results further building success and a third group lose focus and slides back toward the old norm and the reactive philosophies of the past. These sites have many reasons why they slip back including leadership changes, union issues, retirements, sudden changes in the market place.
The question for today’s blog is how do we lock it in? How do we sustain the cultural change that has been or is being completed?
The plants that have the most success have done these four things.
First they have moved past a champion model. Reliability for them is more than just one person’s vision. They do not have one single leader for the initiative that either charismatically leads the pack or forces compliance within the site. They have many folks who see the benefits of reliability and evangelize it consistently. Nearly all implementations start as a champion model with a key leader but the sustainable ones work this down into the organization and develop and army of like-minded drivers that demonstrate that reliability is the new way we do business.
Second, they communicated broadly as they implemented with a plan, consistent activity, and increasing site involvement. These groups start by going through a risk analysis of the transformational change. They look to understand what might go wrong and what they can do to mitigate that risk. They communicate at every stage of the process and the message and media changes based on the risk and the needs of the impacted. They focus on situational leadership and provide the individuals with what they need to help them progress through the change and then sustain.  In short they plan their communication and they work the plan increasing involvement and pushing toward the tipping point and increased likelihood of sustainability.
Third, they have a clear goal, vision, and business case and they reject things that go against that vision.  If the vision changes then that is fine but they work hard to communicate the changes. They evaluate all initiatives site wide and include only the ones that support the goals. Of those they select they sequence them in a way that supports and allows them to build. This means they may do a part of one initiative with the required resources and then complete a section of another selected improvement strategy knowing that they will build on each other and help improve overall site performance. If they take this approach then they build a system unique to them that can be developed without overloading the resources and provides for stable continuous improvement.
Fourth, they use metrics effectively. They don’t focus on every metric all the time they focus on the metrics that drive the behaviors that they need to change at that moment. Once the behavior is changed and becomes the new norm then they move their focus to other metrics and other behaviors.
There are other factors that come into play but these are some key success factors that seem to be present for success and sustainability.

I'm A Change Manager... But Do Not Ask Me To Change. Part 3 in a 3 Part Series: Duck Hunt

Communication is key, but we have all heard that before. That in its self is not news. But the element that I see missing from many change initiatives is the plan. So maybe it should be "Communication planning is key." If you are trying to create change in the organization and you do not have a communication plan then your communication may be ad hoc and ineffective.
It would be much like going on a duck hunt with a rifle. You would make a lot of noise but the chances of success are unnecessarily low. You need a distributed plan that like a shotgun blast approaches the problem in multiple ways and increases the chances of success.
If you completed the FMEA of your project  (from the last blog) and you have your list of ways the project could fail and the causes associated with those failures then many of those can be addressed in your communication plan.
The plan should include the following things:

• Items to be communicated (Goal of communication element)
• Audience (Who needs to hear or see the message?)
• Time frame and number of iterations (When does it get sent?)
• Media (How does it get sent?)
• Person responsible to create (Who?)
• Person responsible to deliver (Who?)

The other key thing to think about when developing your communication plan is striking the right balance of broadcast and two way dialogue around the messages. Two way is the most effective form of communication, however it is not always efficient. Email blast to the complete population is very efficient but not very effective. You have to find a balance of both.
In the end you need to think about the messages and the points you want to communicate and then craft a plan that has repetition of the message in multiple medias for extended periods of time to ensure the highest level of penetration and understanding.
Happy Hunting!