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Initiatives to Improve Performance

The four decisions in Section 6.6 acted as a framework for action. Large numbers of issues were identified. Equally large numbers of corrective actions were initiated and integrated to make step changes in performance. There were too many to cover in this book, but a number of the most significant issues and the related initiatives are explained in some detail in the chapters detailed below:

  • • Chapter 8 Benchmarking
  • • Chapter 10 Integrating Inspection & Degradation Strategies
  • • Chapter 15 Managing Surplus Staff
  • • Chapter 27 Workflow Management
  • • Chapter 32 Overtime Control
  • • Chapter 33 Managing Contractors
  • • Chapter 44 Pump Reliability

Lessons

  • 1. Making lots of money does not necessarily imply that you are a good performer (but it can hide the truth and dull your desire to improve).
  • 2. Improvements in performance need to be managed by defining vision and strategies.
  • 3. Misalignment, however well intentioned, must not be allowed.
  • 4. A sense of urgency needs to be established; otherwise, nothing happens.

Applying Business Best Practices 49 6.11 Principles

Significant events and changes trigger responses, which follow the bereavement curve. This is true for people at all levels.

Facts demonstrate reality and drive alignment in a way that opinions never can.

Reference

Kotter, J. P. 1996, Leading Change. Boston: Harvard Business School Press. ISBN-10: 0875847471.

 
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