Daeilkim:

Start small.

Take a small chunk that needs a good amount of attention. Fix it. Expand the program.

Within several of my clients, the slow, steady approach has several impacts:

1. Provides an area as a 'case study.' Easier for a manager to digest and justify time and expediture. (less risk)
2. Is then used as the basis to expand the program. Take on the next chunk of the problem, and so-on. Everyone wants to jump aboard when there is success.

For instance, just with a motor management program, I have observed large plants that try to implement MCA/MCSA and/or ESA throughout the facility, all at once. These programs often fail. The ones that take on a critical department, then use the success to expand the program, do fantastic (most times). The concept of taking it all on at once is the reason why 93% of motor management programs fail, 57% of CMMS programs fail and over 90% of planned maintenance programs fail (fail means forgotten, ineffective or suffer from the entropy factor).

One place where this has been effective is Allison Transmissions (General Motors). Dave Humphrey, in the attached article, is a maintenance electrician who is now a GM legend. He took on the program, started small and expanded, it has had such an impact on the profitability of the plant that Corporate now sends him to the GM sites that need help. The program, after five years, has hit a point where he can spend time at the other plants and has time to do his maintenance work.

Howard

General_Motors_Article.pdf (311 Kb, 30 downloads) GM Article