Despite all of the methods, evidence, seminars, books and other products, a fair amount of maintenance activities are

still primarily reactive. This is not due to a lack of knowledge of what to do; rather a lot of maintenance leaders find themselves fighting for things that they take to be obvious, and frequently losing the fight. This short discussion is about how to adopt different tools to help make that transition possible at various levels of the organization. BE WARNED, I a m maintenance and engineering guy, a practitioner, so my delivery is probably not as polished, and my thoughts are not maybe as coherent as some of the excellent presentations that you get later. However, I seen a few things ll ve and maybe you can see some parallels in your own experience that can help.

(c) 2007-2010 Jerry Dover, P.Eng.

1st Generation: lots of manufacturing opportunities (low competition) meant low priority on reliability. Fixing things only when they failed was not a bad overall cost strategy, since there was lots of room for top line growth. 2nd Generation: increasing competition, especially as Europe and Japan rebuilt, meant that manufacturing costs (the bottom line) became more important. Increasing automation tied production lines together, increasing the criticality of failures. 3rd Generation: the need for lean manufacturing, JIT and mass air travel and wide-body aircraft drive the criticality of reliability and give birth to Reliability Centered Maintenance (RCM, developed by Nowlan and Heap at United Airlines) and many supporting methods

(c) 2007-2010 Jerry Dover, P.Eng.

As we move into 3rd Generation maintenance techniques, the demands increase: 1. Increasing costs (databases, software, inspection equipment) require more management support. 2. Increasing sophistication (root cause analysis, FMEA, thermography and vibration analysis) drives the need for higher maintenance skills and engagement. 3. Increasing workloads as automation increases, requires others to shoulder the load or a shift of lower skilled tasks to operations.

(c) 2007-2010 Jerry Dover, P.Eng.

We will focus on a few of the many areas that must be targeted in order to facilitate the transition: management support, development of the maintenance team, support and engagement by operations, and how to coordinate these efforts across the board.

(c) 2007-2010 Jerry Dover, P.Eng.

Soldiers are pretty attached to their weapons, and the army is notoriously tradition-bound. Remember that during WWII there were senior officers still insisting that there was a place for horses and cavalry on the battlefield, better than those unreliable motor transports. When I joined the army, our personal weapon was the FN-C1A1 rifle. During the mid-80s, we underwent a big change of our basic personal weapons. Sure, it a top-down, orderss driven system, but it still takes good change management to make it happen! Fabrique Nationale C1A1: Canadian version of the FN-FAL, 7.62 x 51mm NATO (.308 cal) , 2750 fps (840 m/s), 650-750 rds/min semi-auto, range 200600m Diemaco C7: Canadian version of the M-16A2, 5.56 x 45mm NATO (.223 cal Remington), 3000 fps (900 m/s), 750-950 rds/min semi- or full-auto, effective range 400m

(c) 2007-2010 Jerry Dover, P.Eng.

To help deepen our understanding, we will discuss a few of the key opportunities and main challenges associated with each target area. We will then move on to look as some of the enablers to success and how to measure that success. Along the way I use examples from my experiences in various ll organizations to help illustrate the principles.

(c) 2007-2010 Jerry Dover, P.Eng.

CHALLENGES: You need to make the time to drive the transition, and that means managing up It takes time, but selling the value proposition is the ONLY way that . you get management support, and it the way you enlist managers to ll s ll help clear the barriers for you. OPPORTUNITIES: It a given that starting small, getting the early wins, is a great means of s building credibility. Under-promise and over-deliver, as the sales/golf guys say.

(c) 2007-2010 Jerry Dover, P.Eng.

Building management support involves a lot of homework on your part, and then doing something very non-technical: SELLING your proposal. Here are some guidelines: 1. Match the strategy that you choose to corporate needs. Don do t maintenance for the sake of maintenance, do it for the company! If your problem is poor product quality and customer complaints then choose to the strategy that will have a direct link to solving this problem. 2. Understand how decisions are made. If you asking for money that has re not been budgeted mid-year, or looking to change union roles partway through a collective agreement term, then you choosing to fight an s re uphill battle. Choose to leverage the system, and enlist the right decisionmakers at the right time to support you. EXAMPLE: creating a new, hourly maintenance planner position in a unionized plant 3. $peak the right ($) language. Don bore managers with probabilities, t MTBF, and vibration-amplitude-jargon. Learn to use the language of investments and returns. Can you state how your project affects the bottom line, and thus the EBITDA of your company? 4. Finally be prepared to SELL. You may not feel too clean doing it, but it works and that why sales people get to golf more than maintenance s people.

(c) 2007-2010 Jerry Dover, P.Eng.

Basically this role calls for you to be a salesperson, pure and simple. Understand how to explain the cost-benefit analyses to show the true value of investing in maintenance, i.e. know the cost of downtime, know the frequency and severity of your major problems, and be able to express the return on investment in simple terms. DEFINITELY build your Elevator Speech, that short, seemingly impromptu discussion that you can have with a senior leader to pitch your idea. Doing these things can help you to get the financial and leadership support that you need. You know it when senior leaders know and can recite the ll mantra, i.e. proactive plant maintenance is a competitive advantage our .

(c) 2007-2010 Jerry Dover, P.Eng.

The Elevator Speech is a pitch to a senior leader. It takes the form of a short, off-the-cuffdiscussion that allows you to plant your ideas in the mind of a decision maker. It must lead them to want to know more, by being enthusiastic, concise, clear (avoid tech jargon) and really targeted at the needs of the listener. It a lot to pack in to the 30-ish seconds that it typically s takes, so practise, practise, practise. Here a formula: Explain the business need, then describe your solution, s and then reinforce the benefit. EXAMPLE: I understand sales are sluggish during this recession, and controlling bottom-line costs are more important than ever. We can spend our maintenance dollars more effectively if we had a maintenance planner helping me organize work, chase parts, and analyze the effectiveness of our preventive maintenance. I willing to take a guy off the floor to be a m dedicated planner since I confident that we will increase the wrench time of m the remaining crew. With a bit of support to establish the new planning role, we will be able to decrease spending on parts and overtime, and we will definitely increase our production reliability to ensure we meet customer orders. Basically it about being less reactive and more proactive, and your s support for this would be really appreciated.

(c) 2007-2010 Jerry Dover, P.Eng.

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Building a forward-thinking and engaged maintenance staff willing to follow through on new initiatives by: leveraging their experience and analytical skills to move beyond reactive methods. match the approach to your team skill level, and don attempt to push s t them too far too fast, so that the changes are PULLED build enthusiasm through vision-setting, and lead the change by example: remember that these are DOERS, not talkers

(c) 2007-2010 Jerry Dover, P.Eng.

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CHALLENGES: Overcoming prima donna attitude tradespeople are typically higher paid and higher educated than the operators whom they support. They speak a technical language unfamiliar to the operators, which can easily lead to a superiorattitude. Easing fear of change, esp. with older workers facing new technologies or new roles and responsibilities. Value their experience, demonstrate that technology can help, and remove barriers when necessary. EXAMPLE: faced with an older workforce with weak computer skills, I stopped the mechanics from using the CMMS and went back to paper work records. One skilled planner helped input the information, and what was a barrier to getting machine histories was removed. OPPORTUNITIES: Training and development to utilize predictive technologies (thermography, vibration analysis) and techniques (root cause analysis, FMECA). Providing an environment to encourage creativity can help create an engaged workforce.

(c) 2007-2010 Jerry Dover, P.Eng.

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Off-loading of menial/low-skill tasks. EXAMPLE: we trained operators in basic lubrication knowledge (oil vs. grease, what in a bearing, how to s lubricate). The mechanics and the oiler became coaches and a resource for the operators. It was a great lead-in to moving more care and feeding tasks to the operators. Constant selling of the service attitudeis critical. Reduced MTTR on critical processes as trades get engaged in improving their own work. Less overtime: does it make sense to have your highest-paid workers getting overtime to change filters or pump grease?

(c) 2007-2010 Jerry Dover, P.Eng.

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This is truly where you must wear the hat of the LEADER. EXAMPLE: getting mechanics in a department to list their top three most frustrating jobs, then together prioritizing them by risk and opportunity (safety, production loss, etc.) Allowing each tradesman in turn to run his own small project to improve his top choice. I had one guy pull a STACK of legal-sized paper full of ideas out of his toolbox where he been collecting them for d years.

(c) 2007-2010 Jerry Dover, P.Eng.

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Leadership should be SITUATIONAL. Remember that you have people with varying levels of competence, and ALSO with varying levels of motivation. Here is a simple matrix to help you categorize your approach to leading different people. Quadrant I low skills and unmotivated is dangerous in our field. Take an autocratic approach, set expectations and use a clearly-defined performance management method. These people may be 5% or less of your workforce, but the others will all be watching how you handle them, and their motivation may move up or down the scale based on their impressions of how you treat the slackers. Quadrant II low skills but an eager beaver, can develop the skills if given the coaching. Use a democratic approach to solicit their ideas, keep them on-side, and watch them grow. If the competence is never going to develop, then you back to a more prescriptive leadership style. re Quadrant III one of the toughest ones with which to deal is the competent, experienced maintainer whose heart just isn in it any more. While a collaborative, democratic leadership style may work, the emphasis must be on t setting and meeting clear expectations. They need to understand that you want all of that horsepower put to use, no coasting to retirementallowed! Quadrant IV these are your superstars, who can be lead with a hands-offapproach. Set the direction and pace, and ensure that they don slip back to Quadrant III if they feel they are not being valued (remember t maintainers are prima donnas).

(c) 2007-2010 Jerry Dover, P.Eng.

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One common method of engaging operations: maintenance forges ahead, damn the torpedoes.

(c) 2007-2010 Jerry Dover, P.Eng.

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Another common method, not really recommended. Building management support involved focusing on SELLING. Engaging the maintenance team demands LEADERSHIP. Now you may guess that my next suggestion, for engaging Operations, entails: COMBAT.

(c) 2007-2010 Jerry Dover, P.Eng.

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Instead of the traditional, confrontational or competitive method, let me recommend one more hat: MARKETING. We need to truly understanding that the operators are our customers and partners in success.

(c) 2007-2010 Jerry Dover, P.Eng.

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Take the initiative (i.e. implementing a CMMS) without being too far out of step (i.e. demanding low-skill operators fill out electronic work requests). Lead by example, so that operators want to come along for the ride. Build a Common Vision: What does proactive maintenance offer operations, and how can they be a part of the process?

(c) 2007-2010 Jerry Dover, P.Eng.

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The Marketing Approach: First: Meet the basic expectations, by executing the basics with excellence. Second: Delight your customers by exceeding their expectations being proactive! Third: Connect emotionally helping build operator ownership.

(c) 2007-2010 Jerry Dover, P.Eng.

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CHALLENGES: Easing fear of change, esp. with unskilled workers. Help them understand that it not offloading, rather it increasing trust in them. s s Overcoming complacency or frustration OPPORTUNITIES: More eyes and ears on the equipment earlier response to failure Ownership of care and feedingto free up skilled maintenance time

(c) 2007-2010 Jerry Dover, P.Eng.

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Basic training (eg. Autonomous Maintenance tech skills). Increasing proportion of tasks accomplished by operators will result in reduced MTTR. EXAMPLE: RED TAGS try a Blue Tag Programfor deficiency identification, which will drive ownership of the condition of equipment and help operators take action EARLY.

(c) 2007-2010 Jerry Dover, P.Eng.

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Resistance to change technology gets in the way of the actual process (eg. Kraft CMMS, Central Desktop) Proactive maintenance efforts can have a lag to the results, i.e. predictive technologies must build a history in order to analyze trends Coordinating the efforts of different levels and departments through a thorough CMMS process Finance, operations and mtce all have the same info on the assets Having solid data to sell further efforts

(c) 2007-2010 Jerry Dover, P.Eng.

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Use the CMMS as the source of all knowledge i.e. scheduling non-mtce , tasks (eg: company events, sanitation, operations care and feeding) Put your KPIs out in the open: let people know the average response time of your team when they put in work requests. Show them the volume of PMs being generated (and completed), the hours spent on emergency repairs, etc. Alignment on mtce work priorities

(c) 2007-2010 Jerry Dover, P.Eng.

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To summarize: the three tiers of engagement demand that you hone different skills and wear different hats:

(c) 2007-2010 Jerry Dover, P.Eng.

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These are not typically taught as technical skills. They need to be studied and practised, and can NOT be neglected if you are serious about making the transition.

(c) 2007-2010 Jerry Dover, P.Eng.

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Questions?

(c) 2007-2010 Jerry Dover, P.Eng.

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