RCM: When Strategy Meets Culture - Culture Wins - Again!

We just closed an informal poll on Reliability-centered Maintenance at LinkedIn.

We asked: What is the #1 reason Reliability Centered Maintenance implementation has such a low sustainable success rate?

82% of the RCM failure causes have nothing to do with the technical process of Reliability-centered Maintenance analysis.

Reliability Research on RCM from 2015 and 2005 show the exact same failure numbers.

Yet the search for technical "silver bullets" continue to dominate the quest for advancing reliability and asset management. Obviously the people and organizations in past research discovered the right technical answers and still failed.

Even the Training and Consulting organizations who attempt to copy Uptime? Elements Reliability Framework and Asset Management System are pitching that they have better answers! Good luck with that!

The answers for achieving technical reliability have been around, known and tested for over 40 years, yet the majority of asset-intensive organizations HAVE NOT achieved the Inherent Reliability or Inherent Safety or the performance that their assets were designed for.

Countless organizations attempt to gain a competitive advantage in today’s global marketplace through reliability initiatives. But, the sobering fact is that roughly 70 percent of those initiatives fail to create a sustained result. What is happening in the 30 percent of reliability initiatives that succeed? The answer can be summed up in a single phrase: Reliability Leadership.

The sceptics, who by the way, are part of the 82%, scoff at Reliability Leadership as a powerful Reliability Journey insight generator. They laugh because they can only see what they believe. If it does not make sense to them - they think it must not make any sense, yet they have done nothing to advance their own paradigms for decades. Yes, they have 20 years experience - of the same two week project - over and over again. Their mental models are their constraint. And they offer to sell you their constraint and many of you are willing buyers.

Back in the day, technical knowledge was the top trait of a Maintenance Professional, Reliability Leader or Asset Manager. Today what is needed is a new breed of Reliability Leader.

Reliability is becoming an essential business requirement in today’s environment. Safety performance and reliability performance are linked. In order to meet customers’ needs on time at competitive prices, an organization’s equipment and assets have to work reliably and e?ectively. Reliability is not just the responsibility of the maintenance department; it is the responsibility of everyone in the organization.

The Reliability Journey is designed to empower you and your team on a self-led journey that will unlock extraordinary value for your organization.

Reliability leadership involves managing value delivery and the functional assurance of assets while minimizing the e?ects of risk and failure. It is an enterprise-wide understanding and approach that enables an organization to consider the potential impact of all types of failures, including process, information and equipment failures.

The Uptime Elements Reliability Leadership System is Human-centered and draws from a body of knowledge that is based on the Uptime Elements Passport series, various international standards, such as ISO55001 and ISO31000, assessments conducted at over 600 best practices organizations as part of the annual Uptime Awards, and a small focused collection of publications written by recognized international experts.

Simply put, Uptime Elements is a map for understanding the interrelated nature of reliability elements.

New reliability leaders will discover novel meaning to their work and interactions with the people they work with. Reliability leadership provides a basis for their decisions and will eventually drive transformation of the organization.

Moreover, it produces immediate and sustainable results for your organization, including:

? An engaged and empowered workforce aligned with the Aim of the organization;

? Improved financial results;

? Safety and environmental incident reduction;

? Sustainability and energy savings;

? Improved workforce recruitment and retention;

? Reputation and brand enhancement..

My advice: Stand on your own two feet and think for yourself. Do not take my word for it but I also advise against taking any other Guru's advice. Discover for yourself if true Reliability Leadership might provide a new opportunity to advance for you and your organization.

I hope we get a chance to collaborate someday soon

I am grateful for your time and attention.

Terrence O'Hanlon

Reliability Leader