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3 Ways to Create a Culture of Reliability in Your Organization

Posted on: June 3rd, 2019 by Aladon

Many senior managers initially support the idea of reliability. Who wouldn’t?! But these same individuals mistakenly think this is an easy fix that they can do on their own or that can be bought and then installed. When that doesn’t happen, these same managers will give up on a reliability plan before the organization makes any real progress.

This is one reason why nearly 85% of organizations fail at reliability improvement initiatives.

They might as well burn money.

Reliability is not a commodity or a product that can be bought. It is not available in a box, and there is no turn-key set up that comes with it. It is not even software on its own, although there is software that often comes along with it.

Reliability in an organization is only achieved by creating a culture of reliability.

While systems on the market can claim to provide reliability to organizations, there is no replacement for a well-documented methodology and proper change management. It’s only with a methodology like John Moubray’s reliability centered maintenance and subsequent risk-based RCM3 update by Marius Basson that organizations can achieve lasting, proven results.

A successful reliability program requires a top to bottom culture of reliability. Aladon’s systematic approach is based on training–changing the way people think–and implementation–changing the way people work.

Following are three ways to create a lasting culture of reliability:

1. Make a commitment at every level of your organization: A reliability culture starts with commitment from the top–not just support–to consider reliability as important as safety. This means an organization must be preoccupied with reliability so that it’s a top-down and bottom-up approach. Management must endorse reliability while the workforce lives it every day.

2. Stakeholder training. Reliability training across every level–from the c-suite decision maker and board to the managers and operator–ensures every player in reliability maintenance speaks the same language and shares the same goals. For some this will be a short introductory courses for an organization’s leadership to learn how to think about reliability and for others it will be an in-depth training program to learn how to actually implement reliability.

3. Be VERY patient: The biggest challenge to reliability maintenance is that it obviously takes time. There may be small payoffs in the beginning of the process, but the full reward of a reliable system of proactive risk management can (and often does) take years, although the benefits start to flow almost immediately. In the end, a proactive approach to maintenance pays off with sustainable results.

The Aladon approach changes the way organizations think about maintenance while providing operations and maintenance workers with a common language and a set of values. This kind of proper alignment is necessary for sustainable results. For more than 30 years, Aladon’s systematic approach to building a reliability culture has proven to be very successful. RCM3, our latest and updated methodology, is now placing risk management of physical assets into the  mainstream of organizations’ business processes.

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Categories: Asset Ownership, Change Management, Coaching and Mentoring, Launching a Reliability Initiative, Managing a Reliability Initiative, RCM Implementation, Reliability Centered Maintenance, Sustaining a Reliability Initiative, Training