Right now we are fleshing out the details of our proactive reliability plan for 2016. Proactive plans are easier, and more difficult. Easier, because we can take a holistic view of the potential work, and then pick where it would add the most value. Harder to implement because it’s not Urgent. And since reliability requires everyone to participate, as a reliability leader or ambassador, you have to convince people to look away from the Urgent to spend some time on the Important.
This is not easy to do. Proactive reliability is methodical and exhaustive.
Two thoughts: how do we set it up, and how do we make it stick?
Proactive reliability is predicated on understanding risk. This can seem nebulous, so how can we break it down into workable pieces? Risk is about what could happen, not what has already happened. We are looking at the potential impact of failure, and what plans we have in place to mitigate it. We are casting a broad net across our shop to see any hot spots, then focusing there first. This is how we’re setting it up.
Making a proactive program stick means we have to know why it’s important and be able to explain it. More than that, it’s about buy-in (like any change management, imagine that?) I’m tempted to rush ahead and get as much accomplished as possible, to fill out the analysis and get the “results.” I’m learning that even though it might take longer, involving everyone in the process means more buy-in over the long run.