If you have a reliability program at your company, how is it integrated into your business planning? Is it set apart as a separate initiative? Or does it show up in many areas of your business planning?
If a reliability program is treated as something apart of the other systems in place, it can be treated as an add-on. Something that needs separate resources, requires extra time, and will likely be treated as optional.
What it should be is a tool used to meet our company’s strategic goals. Productivity, cost, quality, health and safety, environment. Reliability tools can be applied to these objectives. There shouldn’t be a separate section in our business plan, because reliability tools are tactics to further your business goals. Same with capital investments, improvement projects, and all the rest.
Reliability projects may be driven by a different group of people, and the leader of that group should have a list of those projects to make sure they get done. The difference is in personnel responsible for a work process, but all of it should support the same goals everyone is working towards.
We should be able to draw a straight line from our work to our strategic priorities, or we should be doing different work.