Hi,

We are in the process of establishing Reliability Section in our Organization (New Section) and looking for the ways to Sell the idea to Managers as well as Maintenance Staff. We have CMMS in place and started following:
- RCA for Selected Failures
- PM Optimization
- CMMS Data Quality Checks
Any other initiative which can be taken with one or two Engineers in Reliability Section. Still not considering RCM/PdM approach. We are an Organization (Oil & Gas) with 90+ Maintenance Staff.

Regards

Raza,
Nothing sells your activities like success. Here are a few suggestions:
Keep a scoreboard external to the CMMS that tracks all losses rather than just the downtime that gets recorded. Show how these losses have fallen and how your work is connected to this. This is essential.
Next tip is to work in teams when you do the analysis work - you are doing this no doubt, but when you complete the workshop - hold a power point presentation for 30 minutes to present the findings to the operations and maintenance management. Make sure the team presents the findings - not the reliability engineers. They will sell your work to the management... it is better coming from the team than you for many reasons.
This is a marketing excercise where you show off what you do and the results coupled together with cultural change are big keys. Management seeing the operators and technicians believing they solved the problem and that they should be solving more problems and changing the way they do business will add the cultural dimention most of us "Techos" seem to miss or forget.

Good luck with your program - good to see you are using PMO Optimisation... if you want some tips on that, try www.pmoptimisation.com.au (optimisation with an s)

Regards
Steve

This message has been edited. Last edited by: Steve Turner,

Raza,
One other suggestion that is not always obvious. The people you will need to convince as well as management - and in fact often the most important people to convince are the trade and operations' supervisors.
Mant times management supports your inititives but the supervision is caught between mixed objectives - fixing the iminent breakdown or sending a person to your workshop.
A good KPI to keep is labor productivity. The supervisor will invest his people in your programs if he sees a return in productivity terms. They are typically short of labor and having budget pressure. If you can show the supervisor that the "say 25 hours" of investment he made by you having his key mechanic on a workshop, was repaid in one month or better still one week, then he will invest.
If he thinks this time was wasted, you will find that there will always be a breakdown about to happen that takes the staff from your workshops.
By the way, if you are not showing better than four to one on this number - that is payback in three months or better - you are going to be in trouble I would think.

Regards once again
Steve