Reliability Culture

7/31/2019 Reliability Culture

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v

ISTM 4

Reliability Culture

By Yusif J. HalawaniReliability Dept.

RCA Specialist


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Agenda

Reliability, Culture & Reliability Culture

Reliability Responsibility

Reliability Culture Components

Obstacles

What to do

Q & A


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What is Reliability & Culture ?

Reliability : The ability of a system or component to perform

its required functions under stated conditions for a

specified period of time

Culture : The set of shared attitudes, values, goals, and

practices that characterizes an institution, organization or

group


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Reliability Culture

The Reliability Culture is

: a continuous process for looking

after the different systems performance and improve it,

driven by the shared attitude and common practice in our

organization.


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Components of Reliability Culture ?

Proactiveness (to what)

Focus (on what)

Priority (what)

Reliability culture can be described in three words :


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Focus

Most organizations have, within their fence line, the capability

to solve most of their problems yet they continue to be

hampered by recurring failure events.

Focus is directing human energy and capability to thesignificant few issues and opportunities that result in quantum

benefits.

Focus on what drives the results instead of the results.


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Proactiveness

Examine staff paradigm and align with the reliability

vision and values.

Proactiveness is an improvement, foresight and/or execution

activities that will prevent equipment, process or human failure orminimize the consequence of failure.

Using methods that help in predicting failures like FMEA

This could be done by :

Identify and Measure the performance gap, analyze, study and

make necessary actions.

Using standards which are higher than the existing ones.


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Priority

Provide visible support mechanism, track the change

agents and clear obstacles

Set out the vision, goals and values that we want the

organization to achieve and we have to make the appropriate

policy changes.

To establish priority :

Priority is putting things in the right order

Changing paradigm to achieve quantum results.

Senior management must be part of the process.


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Obstacles for reliability culture

Believing that this is a new program instead of a

continuously improving process

Lack of clear understanding and support from management.

The new manager usually associated with new program

phenomenon.

Failing to repeatedly communicate and act according to vision

and mission.

Long term documented and communicated best practices and

constancy of purpose.


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Move From . To . (1)

5. Restricted Information to Open Flow of Information

1. Presentsight to Foresight

2. Recognize Reaction to Recognize Proactiveness

3. Criticize Constructive Insubordination to Recognize a

Challenge to Existing Limits

4. Supervisor Accountability to Doer Accountability


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6. Do Everything That Comes Up to Do What Is Most Important

7. Field Procedures That Just Protect Legally to Field Procedures

That Work

8. Spot Learning to Continual Learning

9. Big Ticket Improvements to Continuous Improvement

10. Supervisors as Pushers to Supervisors as Coaches


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11. Non-Value Added Work Accepted as Routine to Non-Value

Added Work Continually Reduced

12. Identifying Potential Failures to Reducing Potential Failures

14. Discipline People Who Make Mistakes to Find Management

System Causes

13. Focus on Major Failures/Problems to Focus on Chronic

Failures/Problems


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Q & A

Y.J.Halawani

Thank you

Documents

Reliability Culture