Whether for an interview and reliability issue or another kind of challenge. "Successfully people take responsibility at a level that others do not," said Kenn Kington (www.kennworks.com)'s comic and motivational speaker Kenn Kington, a former SMRP symposium in Atlanta this month. The Symposium, hosted by the Society for Maintenance and reliability of professionals (www.smrp.org), aims to offer a deep dive into different conservation and Reliability themes in a short period of time. Participants had the opportunity to participate in interactive workshops for four hours, to plant and maintain stubborn and take certification in During the two day event.
In addressing the word on the second day, Kington "four key decisions" to describe what successful people are: where and how to report focus, anticipation, initiative and responsibility. He encouraged all the symposium attendees program to identify their greatest maintenance or reliability challenge and to focus, expecting what workshop to solve the most relevant issues, and then working backwards to determine the solution and the responsibility that when the changes pass. He stressed that it is good to fail because it is the way people learn. "Go there and that step," he said.
In one of the workshops Alex Willems, senior reliability engineer for North America at Newmont Mining, discuss the value of their company cause analysis or "industrial CSI". NEWMONT Mining is a global gold mining company, several million dollars, and Willems offered some lessons he had a small but an effective team called for by focusing on RCA and defect elimination.
"We looked at the cause in the wrong way," said Willems. The old idea was to eliminate the symptom of a quick solution and blame someone for the problem. "Change the conversation from whom to the suggestion the company began measuring the key performance indicators (KPI) for improvements ..." The change is the only thing that you think the most likely cause is - no All 20 possibilities - and then measure the only thing because you have to know that it solves the problem. "
To find the right facilitator to bring a Reliability program, it's extremely important, he said. The person must be well organized, a critical thinker, a good communicator and ready to use intelligent tools, such as 5 for, Ishikawa diagrams and logical trees. "The best facilitator may not be the most experienced or most popular," he observed.
Andy Page, head of the Allied Reliability Group, a workshop entitled "Leading the positive change - The psychology of Resistance and effective measures for the management of a host." "Where management of leadership and change is strong, the probability of success is high," he said.
Page to say that because of the way in which the brain is connected, the need to avoid the risk is greater than the need for success, so it is important to change a security aspect. "Well-managed change does not create anxiety or ambiguity," he said. "To eliminate the fear does not believe."
Training and education are not enough factors of change, because each one has different values and underlying prejudices, he added. "The leader of change must help new individuals guide, to form positive experiences - that help change their beliefs, attitudes, actions and results," said Page. He concluded with psychological techniques to facilitate a psychologically safe environment and behavior.
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