In Part I, we introduced the seven tactics for mastering reliability, safety, and maintenance. We discussed the first three tactics: calibrating goals among disciplines, sharing tools and methods across teams, and aligning management systems. Continue reading Part II below to learn the next four tactics, keeping in mind that these tactics are only excerpts from the white paper. For a complete list, download the white paper Mastering the Performance Triad.
Did you miss Part I of the series? Go back to read the first article.
Part II – Master Reliability, Safety, and Maintenance with These Tactics
Create a unified risk-based approach.
Reliability, safety, and maintenance all recognize there is, at any time, a possibility that a component will fail or that a worker will make a mistake. All three professions must match those probabilities with the consequences of the event to focus resources on avoiding the worst-case scenarios. A risk-based strategy—supported by aligned management systems—allows leaders, frontline supervisors, and operators a heightened level of situational awareness that prevents those incidents with the most serious combinations of probability and consequence, improving both uptime and safety.
Implement mitigation plans.
Planned, predictive, and preventive approaches to maintenance, reliability, and safety recognize that most incidents can be foreseen, either probabilistically forecasted or detected as their precursors accumulate. To master the Performance Triad, an operation must address effective risk reduction proactively and take advantage of the tools and methods available—many of which we employ—to detect minor variabilities that allow a management team to refine estimates of the probability and timing of possible incidents.
Create an engaging culture.
Safety professionals know that organizational culture—employee and manager attitudes
and practices—have dramatic effects on safety, maintenance, and ultimately, the reliability
and performance of the entire operation. Worker engagement levels will partially determine whether and how early they notice discrepancies in how a process is operating. Those engagement levels will also determine their willingness to speak up when they notice an issue, to order work stopped when they perceive a hazard, to follow prescribed procedures, and to protect assets from damage.
Cross-train disciplines to create partnerships and collaboration.
At first blush, cross-training can be perceived to be asking more of the employees in each discipline. Leaders are requiring them to be proficient in their respective areas and to learn the other two as well. However, employees generally see cross-training as opportunities to master new knowledge and skills. Additionally, the purpose of cross-training is to eliminate silos and form one team with a host of internal specializations. As professionals from each area learn from each other, adopt relevant aspects of each other’s’ tools and methods, assist one another, and contribute information to aligned management systems, silos naturally break down. In the end, both the operation and the employees benefit from cross-training.
Learn More About Mastering the Performance Triad
The tactics outlined in this article series are samples taken from the white paper Mastering the Performance Triad. Download your personal copy to read the seven tactics in full and get the guidance you need to optimize your strategy for reliability, safety, and maintenance.