safeabilty: analyzing the relationship between safety and reliability
DESCRIPTION
-What if we treated maintenance and reliability improvement like safety? -How Would that change our focus? our tactics? -What techniques could we apply directly from the other areas? -How are the two the same and how are they different?TRANSCRIPT
Safeabilty: Analyzing the Relationship between Safety
and Reliability
Sponsored by:
Today’s Webcast Sponsor:
• Shon IsenhourCMRP, Founding Partner,Eruditio and The Institute at Patriot’s Point
• Bob Vavra
Content Manager and Moderator, Plant Engineering
Speakers
www.eruditiollc.com | 843.810.4446 | [email protected]
Safeabilty: Analyzing the Relationship between Safety and Reliability
Shon Isenhour, CMRP
• What if we treated maintenance and reliability improvement like safety?
• How would that change our focus? our tactics?• What techniques could we apply directly from the other areas?• How are the two the same and how are they different?• In this session we will talk about how to leverage the success
many sites have had with safety to improve maintenance and reliability. We will also look at how maintenance and reliability can affect safety performance. The connections are both interesting and profound. Both require education, diligence, focused attention to detail, planning, and measurable execution. They both provide lower risk, improved quality of life, lower stress and raise profits.
Safability!?!
• Risk Identification• Risk Reduction• Risk Elimination• Education• Communication • Continuous Focus• Process or System• Continuous Improvement with measures
Safeability: At the Core
Safety Improvement
Not Good Enough
Safety Tools
Safety First!
• Since 1970, workplace fatalities have been reduced by more than 65 percent and occupational injury and illness rates have declined by 67 percent. At the same time, U.S. employment has almost doubled.
• Worker deaths in America are down–on average, from about 38 worker deaths a day in 1970 to 12 a day in 2012. Worker injuries and illnesses are down–from 10.9 incidents per 100 workers in 1972 to 3.4 per 100 in 2011.
Safety Improvement
• 4,405 workers were killed on the job in 2013 [BLS preliminary 2013 workplace fatality data] (3.2 per 100,000 full-time equivalent workers) – on average, 85 a week or more than 12 deaths every day. (This is the lowest total since the fatal injury census was first conducted in 1992.)
Not Good Enough
KEEP IT IN THE FOREFRONT www.eruditiollc.com
• 5 minutes of Safety• 5 minutes of Reliability• Learn from the process• Rotate through team• Topics from: blogs, OEM sites, tool sites, manuals, other
plant communiques • Google away!
Tool Box Talks
Blogs as a source of Tool Box Material
Rules
• Rule 1: Be careful. Just because it is on the Internet does not make it true.– I have had very few problems with the reliability-based
data and information that I find on the Internet, but you should definitely pay attention to sources.
– Most hoaxes that are unleashed on the Internet are about celebrities and politics, not Gould centrifugal pumps and Honeywell proximity sensors, but it pays to take the time to do that extra bit of research.
Rules, cont’d• Rule 2: The Internet changes.
– The Internet, unlike reference books, is constantly changing. Articles come and go. New sites are created and old ones are taken down. As you find things that you can use, save them locally in an organized manner.
– Also, do not forget that many new and better sites are created every week. In fact, while this presentation shares the 6 sites I use today, a completely new list could be needed in a few short years, so keep your eyes open for these fresh sites that can better your reliability effort.
• How to: – Use a bearing heater– Use bearing installation tools– Use sheave and pulley alignment tools – Use ultrasonic lubrication– Use IR to verify repair – Select correct lubricant– Prevent oil contamination
Tool Box Topics
• Create models to explain concepts• Leave them in the break room, on the walls, even… on
the back of the bathroom door• Poster• Daily Management Boards
Single or One Point Lessons
METRICS DRIVE SAFETYwww.eruditiollc.com
KEY FACTS• Understand the goals of the
company and the behaviors they require
• Manage behaviors; measure results
• Cannot directly manage results
• Analyze unintended consequences
TOPIC DESCRIPTIONPerformance Centered Metrics is used to ensure that all metrics are clearly tied to business goals and drive the desired behaviors.
Single Point Lesson – Performance Centered Metrics
WHY YOU SHOULD CAREEveryone in the organization should know how what they do on a daily basis connects to the goals of the company and helps drive the effort forward.
SOURCESAndy Page, Shon Isenhour and Darrin Wikoff
1) Goals - What different results do you want to see?
2) Metrics - What metrics can be used to measure the accomplishment of the desired results?
3) Time - How long will this goal be a focal point for leadership? What minimum level of performance is required to claim sustainable change has occurred?
4) Results/Behaviors - Which of those metrics are measuring results and which measure behaviors?
5) Risk – What, if any, unintended consequences might be driven by these metric choices?
6) Constraints - What will prevent the organization from being able to measure the behavioral metrics?
7) Compliance - What systems need to be put into place to enforce/reward compliance?
8) Interlocking – Can any of these metrics be sub-optimized where the metric goal is reached without accomplishing the desired results? In what ways can the metric be satisfied without creating the desired change in behavior?
KEY FACTS• Think bigger than “Is it getting
done?”
• Account for efficiency, quality, productivity, and innovation
• Help the organization understand there are different angles from which performance can be measured
TOPIC DESCRIPTIONMetrics can be measured against different categories. Each category carries a different perspective on performance.
Single Point Lesson – Metric Categories Analysis
WHY YOU SHOULD CAREJust judging a metric against one or even two categories leaves a lot of room for sub-optimization.
SOURCESAndy Page
Metric Category Example: PM
Effectiveness“Is it getting done?”
Route Compliance
Efficiency“Is it getting done quickly and easily?”
Actuals versus Estimates
Quality“Is it producing results?”
Emergency Work % Planned Work %PM Follow-up Work %
Productivity“Are we doing enough of it?”
Maintenance Labor Balance
Innovation“Are we improving it?”
Labor and Materials Estimates
KEY FACTS• Behaviors are leading factors
• Behaviors must be active managed
• Results are lagging by their very nature
• Results are passive indicators of performance
TOPIC DESCRIPTIONMetrics should be sorted into those that reflect behaviors and those that reflect results.
Single Point Lesson – Behaviors versus Results
WHY YOU SHOULD CAREResults cannot be managed, they can only be measured.
Behaviors can be managed.
SOURCESAndy PageShon Isenhour
Metric Category • Behavior• Active• Leading
• Result• Passive• Lagging
Effectiveness“Is it getting done?”
Efficiency“Is it getting done quickly and easily?”
Quality“Is it producing results?”
Productivity“Are we doing enough of it?”
Innovation“Are we improving it?”
TOPIC:
KEY FACTS• Journey has to be broken up into
manageable chunks
• Steps cannot be so large that the organization does not perceive it to be achievable
• Triggers have to be predefined else the leadership may lapse into a false sense of accomplishment and not be willing to take the next step
• Fight the concept that any positive change is good enough to stop trying to achieve more
• Instill the idea that no journey is ever finished - kaizen
TOPIC DESCRIPTIONTransition plans are paramount to the organization being able to accomplish the improvement initiative.
Single Point Lesson – Transition Plans
WHY YOU SHOULD CAREWithout a transition plan, people will perceive the journey to be too long and require too much effort, thus losing motivation.
SOURCESAndy Page
1) Goals – What level of performance do you want to attain?
2) Time – How long will you take to make this journey?
3) Steps – How many steps will this journey require?
4) Size – How large will each step be?
5) Trigger – What is the trigger for knowing when to take the next step?
6) Limit – What is the maximum allowable time for each step?
7) Action Plan – What is the immediate action plan when the maximum allowable time has been reached?
8) Ownership – Who is in charge of executing this plan?
9) Communication – How will this plan be communicated to those involved in it, those who may be affected by it, and those who can influence it?
30405060708090
100
PROBLEM SOLVING FROM SAFETY
www.eruditiollc.com
KEY FACTS• Get past the physical and human
roots• Action and Condition• Solve for maximum return on
investment • No such thing as root cause• Nothing saved until solution
implemented and verified• Must have a process• Many tools that cover time, tree,
transparency
TOPIC DESCRIPTIONCA is how you identify and understand the underlying causes of failures in your systems and equipment and mitigate or eliminate them.
Problem Solving/Cause Analysis (CA)
WHY YOU SHOULD CAREWithout Root Cause Analysis, you will face the same losses and problems repetitively.
SOURCESElements Guide Andy Page and Shon IsenhourReliabilityNow.comT3 Methods Guide Shon Isenhour
And
Or
Transitional CAFive WhyFault TreeLogic Tree
A FOCUS ON RISKwww.eruditiollc.com
• Our past is our future here…• Know where and how it fails• Remove non-value added task• Procedures and Precision maintenance • Eliminate percussion maintenance
Failure Mode Based Maintenance lowers risk
• Aging assets• Counterfeit Parts are making their way into the supply
chain. Can your staff identify them?• Additive Manufacturing Tinkers
New Risk!
ISO 55000 Fundamentals
• Assets exist to provide value to the organization and its stakeholders
• Asset management translates the organizational objectives into technical and financial decisions, plans and activities
• Leadership and workplace culture are determinants of realization of value
• Asset management gives assurance that assets will fulfil their required purpose
http://gfmam.org
Asset Management Landscape or System
http://gfmam.orghttp://gfmam.org
Asset Management Subjects
Strategy and Planning
Asset Management PolicyAsset Management Strategy & ObjectivesDemand AnalysisStrategic PlanningAsset Management Planning
Asset Management Decision-Making
Capital Investment Decision-MakingOperations & Maintenance Decision-MakingLifecycle Value RealisationResourcing StrategyShutdowns & Outage Strategy
Lifecycle Delivery
Technical Standards & LegislationAsset Creation & AcquisitionSystems EngineeringConfiguration ManagementMaintenance DeliveryReliability EngineeringAsset OperationsResource ManagementShutdown & Outage ManagementFault & Incident ResponseAsset Decommissioning & Disposal
Asset Information
Asset Information StrategyAsset Information StandardsAsset Information SystemsAsset Data & Information Management
Organisation & People
Procurement & Supply Chain ManagementAsset Management LeadershipOrganisational Structure Organisational CultureCompetence Management
Risk & Review
Risk Assessment & ManagementContingency Planning & Resilience AnalysisSustainable DevelopmentManagement of ChangeAsset Performance & Health MonitoringAsset Management System MonitoringManagement Review, Audit & AssuranceAsset Costing & ValuationStakeholder Engagement
http://gfmam.org
Landscape vs 2 Published April 2014
The Link
Planned Work is Safer
PdM Provides Risk and Reward
Reliability and Safety
Reliability (OEE) Impact on Safety
Source: Ron Moore, Making Common Sense Common Practice.
• Right tools• Right people• Right parts• At the right time• Home repairs
Planned work is safer work
KEY FACTSPM Task Analysis:30% Non-Value Added30% Predictive Maintenance 30% Reengineering10% Fine As Is
Time Based Not Most Effective
Precision provides most value
TOPIC DESCRIPTIONThe Triple P M section deals with how maintenance should be done for maximum efficiency.
Preventive, Predictive, and Precision Maintenance
WHY YOU SHOULD CAREWithout a good understanding of each of these topics and how to apply them correctly, you will be locked into a reactive environment.
SOURCESRCM Nowlan and HeapReliabilityNow.com
S-I-P-F verses SPFS=Stores
MAKING THE CHANGE TO A SAFER MORE RELIABLE WORLD
www.eruditiollc.com
KEY FACTS• Soft stuff is the hard stuff!
• Risk and communication plan as part of your project plan, which is connected to the site master plan
• Leadership styles change through the project
• Metrics should link to behavioral change and should not be permanent
TOPIC DESCRIPTIONAll changes are hard for the organization to make and sustain. You must have leadership, a process, and a few very important tools.
Project and Change Management
WHY YOU SHOULD CAREUntil you change the behavior and sustain the new culture, you can not attain your return on investment.
SOURCESADKAR by Jeffrey HiattSituational Leadership 2 Ken BlanchardLeading Change John KotterReliabilityNow.com
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement
Establish aSense
of Urgency
Form aPowerfulGuiding
Coalition
Create aVision & Strategy
CommunicateThe
Vision
EmpowerOthers to
Act on the Vision
ConsolidateImprovementsAnd Produce
Still MoreChange
InstitutionalizeAnd
AnchorNew
Approaches
Plan for and Create ShortTerm Wins
ADKA
R M
odel
for I
ndiv
idua
l Cha
nge
Situational Leadership 2
Kotter Organizational Change Model
Relia
bilit
y N
ow S
usta
inab
le C
hang
e M
odel
• Shon IsenhourCMRP, Founding Partner,Eruditio and The Institute at Patriot’s Point
• Bob Vavra
Content Manager and Moderator, Plant Engineering
Speakers
Thanks to today’s Webcast Sponsor:
Safeabilty: Analyzing the Relationship between Safety
and Reliability
Sponsored by: