Leadership and Reliability [Article]

December 4, 2015 tohanlon@reliabilityweb.com

by Ron Moore For essentially all business objectives, top management’s leadership and active support is vitally important for achieving any single objective. Reliability is no different. However, it seems that top leadership in most organizations has little understanding of reliability principles. Of course, they understand the concept of reliability at some level, but most immediately think maintenance and delegate the responsibility to a corporate maintenance manager and expect reliability will simply happen. This view is only reinforced by organizations and service providers that provide so-called reliability services. For example, the Society for Maintenance and Reliability Professionals (SMRP) has maintenance and reliability in its name, implying that if you do good maintenance, you’ll have good reliability. This mentality of intimately linking maintenance and reliability and thinking if you do maintenance really well, you’ll have good reliability is seen far more often than not. It seems especially prevalent in the senior leadership of most organizations. And it’s flat wrong for a host of reasons! Let’s explore this fundamental issue.

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