create a road map for knowing where they are and where they want to be
• Processes—documentation, adherence, and discipline
• Measurements—to provide feedback and control and to ensure that they, the leadership, continue to support the continuous improvement environment and are creating a conducive, sustainable culture
Q2.1 What are the key attributes of a leader?
Q2.2 Why is vision important?
Q2.3 Define MBWA. Why is it considered one of the key leadership practices?
Q2.4 Define an organizational culture.
Q2.5 What are the key benefits of having a mission statement?
Q2.6 Why are the mission and vision statements important for an organization?
Q2.7 Define reliability culture.
Q2.8 Why is change management an important part of creating the right reliability culture?
Q2.9 Define the role of a change agent. Who is best qualified to perform this role?
Q2.10 How do we measure leadership effectiveness?
Q2.11 State four key attributes of a leader. Explain why these attributes are important.
Q2.12 State the differences between a manager and a leader.
Q2.13 Discuss Colin Powell’s 18 lessons. Can they be adapted to the business environment?
Q2.14 What is the difference between transformational and transactional in leadership styles?
Q2.15 What is the difference between a servant- and participative-style leadership?
References and Suggested Reading
Barter, Art. The Art of Servant Leadership II: How You Get Results Is More Important Than the Results Themselves. Wheatmark Publishing, 2018.
Bennis, Warren, and Burt Nanus. Leaders. HarperCollins Publishers, 1985.
Burns, James McGregor. Leadership. Harper Perennial Modern Classics, 1982.
Campbell, John. “Leadership, the Old, the New, and the Timeless:A Commentary.” The Oxford Handbook of Leadership. Oxford University Press, 2012.
Covey, Stephen R. 7 Habits of Highly Effective People. Simon & Schuster, Fireside Edition, 1990.
Covey, Stephen R. First Things First. Simon & Schuster, 1994.
Harari, Oren. Leadership Secrets of Colin Powell. McGraw-Hill, July 2003.
Kotter, John P. Leading Change. Harvard Business Review Press, 2012.
Kouzes, James M., and Barry Z. Posner. The Leadership Challenge, 4th ed. Jossey-Bass, August 2008.
Logan, Dave, John King, and Halee Fischer-Wright. Tribal Leadership. Harper Business, 2008.
Mann, Robert L. The Measure of a Leader: A Review of Theories about Leadership and a Methodology for Appraising Leader Effectiveness.iUnivers, 2013.
Maxwell, John C. Leadership 101: What Every Leader Needs to Know. Thomas Nelson Publishers, 2002.
Peters, Tom, and Nancy Austin. A Passion for Excellence. Grand Central Publishing, 1989.
Peters, Tom, and Robert Waterman. In Search of Excellence: Lessons from America’s Best-Run Companies. Warner Books, 1982.
Phillips, Donald. Lincoln on Leadership: Executive Strategies for Tough Times. Warner Business Books, 1992.
Schwartz, David. The Magic of Thinking BIG. Simon & Schuster, Fireside Edition, 2007.
Thomas, Stephen. Improving Maintenance & Reliability Through Cultural Change. Industrial Press, 2005.
Watson Wyatt’s Survey report, “Watson Wyatt’s Work USA Survey Identifies Steps to Keep Employees Engaged, Productive in a Downturn.” HR.com February 10, 2010.
Your system is perfectly designed to give you the results that you get.
—W. EDWARDS DEMING
After reading this chapter, you will be able to understand:
• Why maintenance should be done
• Objectives of maintenance
• Benefits of maintenance
• Types of maintenance approaches and practices
• Purpose of CMMS/EAM
• Maintenance quality challenges
• Importance of assessing your maintenance program regularly
What Is Maintenance, and Why Is It Important?
Maintenance is concerned with keeping an asset in good working condition so that the asset may be used to its full productive capacity. The maintenance function includes both upkeep and repairs. The dictionary defines maintenance as “the work of keeping something in proper condition.” A broader definition is:
• Keep in “designed” or an acceptable condition.
• Keep from losing partial or full functional capabilities.
• Preserve, protect.
This definition implies that the term maintenance includes tasks performed to prevent failures and tasks performed to restore the asset to its original condition.
However, the new paradigm of maintenance is related to capacity assurance. With proper maintenance, the capacity of an asset can be realized at the designed level. For example, the designed capacity of production equipment of x units per hour could be realized only if the equipment is operated without considerable downtime for repairs as well as other maintenance actions.
An acceptable capacity level is a target capacity level set by management. This level cannot be any more than the designed capacity. Consider production equipment that is designed to make 500 units per hour at a maintenance cost of $150 per hour. If the equipment is down 10% of the time at this level of maintenance, the production level will be reduced to 450 units per hour. However, if the maintenance department, working with the production department together as a team,can find a way to reduce the downtime from 10% to 5% at a slightly increased maintenance cost/hour, this reduction will increase the output by another 25 units/hour. Therefore, it is conceivable that management would be able to justify the increased maintenance cost. Thus, capacity could be increased closer to designed capacity by reducing downtime.
Unfortunately, literature related to maintenance practices over the past few decades indicates that most companies did not commit the necessary resources to maintain assets in proper working order. Rather, assets were allowed to fail; then whatever resources needed were committed to repair or replace the failed assets or components. In fact, maintenance function was viewed as the necessary evil and did not receive the attention it deserved.
However, in the last several years, this practice has changed dramatically. The corporate world has been recognizing the reality that maintenance does add value. It has been very encouraging to watch maintenance move from so-called backroom operations to