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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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Move From . To . (2)
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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Move From . To . (3)
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
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