1. Improving Reliability
and
Maintenance Through Culture Change
Ian Knight
Reliability Institute, BV
The Netherlands

2. Who Are We!
 Ian Knight, Australian living and working in Europe, based In The
Netherlands.
 Mechanical trade background, however sales, service and marketing are my
key qualifications.
 35 years with SKF in Sales, Service and Marketing.
 Extensive experience in Condition Monitoring, Lubrication and Equipment
Reliability.
 Started Enluse BV in 2003.
 European importer for Fluid Defense lubrication equipment line.
 Supply all lube related equipment from the lube room to the machine.
 Consult on implementing Lubrication Reliability strategies.
 Last 12 months worked as an interim Maintenance Manager
 Started Reliability Institute – Launch with Culture change

3. My Examples of Change
Maintenance.
Started a process of machine inspections based on time. No CMMS, no top
management involvement, driven by the foremen.
Reliability.
3 year agreement to change maintenance from breakdown to proactive. Top
management initially involved, invested in vibration analyzer, new lube
room, filtering equipment etc.
Production.
Implementation of 5S on the production lines. Extensive training and follow-up,
top management involved.

4. 7
Things You Should
Know About
Change as
We Begin

5. Niccolo
Machiavelli
(1469-1527)

6. #1 - It Is Going to be Difficult
“There is nothing more difficult to take in hand, more
perilous to conduct, or more uncertain in its success
than to take the lead in the introduction of a new order
of things, because the innovator has for enemies, all of
those who have done well under the old conditions,
and luke-warm defenders in those who will do well
under the new.” Machiavelli

7. #2 -There is “No” Magic Pill

8. #3 – Change is a Process NOT a Project
Project Process
Performance
End
No End
Beginning Beginning
Degradation
Time Time

9. #4 – There is More Below the Surface
TASKS

10. #4 – The Components of Change
Task
Based
Change
Strategic Aspects
Eight Elements of
Change
Organizational Culture
The Four Elements of Culture

11. #4 – The Components of Change
• Leadership
• Work Process
• Structure
Tasks • Learning
• Technology
• Communication
• Cooperation
Strategic Aspects • Rewards
Organizational Culture

12. #4 – The Components of Change
Tasks
• Values
• Role Models
Strategic Aspects
• Rites & Rituals
• Cultural
Infrastructure
Organizational Culture

13. #4 – The Elements Are All Connected
“Task Based”
Change
Leadership
Work Process Group Learning Technology
Inter-
Structure Communication Rewards
relationships
Cultural
Values Role Models Rites & Rituals
Infrastructure

14. #4 – You Need to Address All of the Elements
If you want
your change
effort to
stand
the
test of time

15. #5 – A Country’s Culture IS NOT the Issue
The elements are
universally
applicable!

16. #6 – Culture is the Key
How many of you have
ever been told that to
improve we need to
change the
organization’s culture?

17. #6 – Culture is the Key
How many of you actually
understood what was
meant
by that statement?

18. #6 – Culture is the Key
“A pattern of shared assumptions
and behaviors that an organization
learned as it solved its problems
and that has worked well enough to
be considered valid and, therefore,
to be taught to new members as the
correct way to perceive, think, and feel
in relation to those problems.”

19. #6 – Culture is the Key

20. #6 – The Reactive Model

21. #6 – The Proactive Model

22. #7 – Change is a Barrier
Change
Barrier

23. The Process of Change
1. 2.
Understanding Development
3. 4.
Audit / Corrective
Implementation
Action
Feedback

24. The Process of Change
• Understanding
• Eight Elements of Change
• Four Elements of Culture
• A Clear Vision of the Future
• The Web of Change
• Change RCFA
• Goal Achievement Model
• Audit

25. Understanding
Task
Based
Change
Strategic Aspects
Eight Elements of Change
Organizational Culture
The Four Elements of Culture

26. Development
Establish a clear vision of the future

27. The Web of Change©

28. Change Root Cause Failure Analysis
Why?
Root Cause

29. The Goal Achievement Model ©
Goals Initiatives Activities Measures
Vision
Outcomes Impacts

30. The Goal Achievement Model ©
Feedback
(I) Measures
Score
Targets
Card
Goals Initiatives Activities Score Card
Vision
Senior Leadership Team
Measures
Plant asset
reliability
Outcomes Impacts

31. Parts You Do Not Want to Forget!
Outcomes What happens to your
world as a result of
what you do.
Cause & Effect
Who is affected by what
was done ( you and those
Impacts around you )

32. The Auditing Effort (Process Optimization)
Goals
Mismatch
Activities with Goals

33. A Case Study
Plant Condition –
• Poor reliability
• Constant equipment failure
• Values (Break-it / fix –it)
• Highly reactive workforce
• Fire fighter role models
• Rewards for reactivity

34. What They Wanted

35. What Was Done
Step #1
•Leadership engaged
•Visible on-going commitment
•Strategically focused team (not a
part time job)

36. What Was Done
Step #2
•Interviews (all levels)
•Workforce survey - questions
for each of the 8 elements of
change
•Web of Change Diagram
•Identified opportunities

37. What Was Done
Step #3
•Focus groups (low scores) change
RCFA
•Creation of initiatives
•Work on activities, outcomes and
impacts
(I) Measures
Score
Targets
Card
Initiatives Activities Score Card
Measures
C-RCFA
Outcomes Impacts

38. My Examples of Change
Maintenance.
Started a process of machine inspections based on time. No CMMS, no top management
involvement, driven by the foremen.

39. My Examples of Change
Reliability.
3 year agreement to change maintenance from breakdown to proactive. Top management
initially involved, invested in vibration analyzer, new lube room, filtering equipment etc.

40. My Examples of Change
Production.
Implementation of 5S on the production lines. Extensive training and follow-up, top
management involved.

41. In Conclusion
1. Change is difficult and is not a project (3 to 5 years)
2. There is no “magic pill”
3. Task focused change will fail!!!
4. You must address the cultural and strategic levels
5. An initial assessment tells you where to begin
6. Employ “Change – Root Cause Failure Analysis”
7. Focus groups will provide you with valuable input
8. The Goal Achievement Model will drive the effort
9. Audit / ongoing assessment is required

42. 23 Module On Line Training Course
www.reliabilityinstitute.com

43. Follow me on Twitter
ianknight8

44. Go for it matey, reach down to that point,
Under the pump, and behind that joint.