The Death of Reliability: Is it Too Late to Resurrect the Last, True Competitive Advantage?

THE

DEATH

OF

Reliability

THE

DEATH

OF

Reliability

Is it Too Late

to Resurrect the Last,

True Competitive Advantage

DR. NATHAN C. WRIGHT

Industrial Press, Inc.

Industrial Press, Inc.

32 Haviland Street, Suite 3

South Norwalk, CT 06854

Phone: 203-956-5593

Toll-Free in USA: 888-528-7852

Fax: 203-354-9391

Email: [email protected]

Author: Dr. Nathan C. Wright

Title: The Death of Reliability: Is it Too Late to Resurrect the Last, True Competitive Advantage, First Edition

Library of Congress Control Number: 2017947357

© by Dr. Nathan C. Wright.

All rights reserved. Published 2017.

Printed in the United States of America.

ISBN (print): 978-0-8311-3622-2

ISBN (ePDF): 978-0-8311-9461-1

ISBN (ePUB): 978-0-8311-9462-8

ISBN (eMobi): 978-0-8311-9463-5

Editorial Director: Judy Bass

Copy Editor: Janice Gold

Interior Text and Cover Designer: Janet Romano-Murray

No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the publisher.

Limits of Liability and Disclaimer of Warranty

The author and publisher make no warranty of any kind, expressed or implied, with regard to the documentation contained in this book.

All rights reserved.

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ebooks.industrialpress.com

Dedication

For my loving and supportive wife, Lisa,

and my four wonderful children,

Joshua, Stephanie, Troy, and Natalee,

who provide unending inspiration.

TABLE OF CONTENTS

About the Author

Testimonials

Preface

Introduction: Competitive Advantage

CHAPTER 1 : WHAT IS RELIABILITY

Causes of Machine Failure

Understanding Reliability Efforts

The Future

CHAPTER 2: LUBRICATION

Mechanical Wear

Corrosion

Oils

Business Case

Partnership

Data Gathering

Lubrication Provider

The Goal

CHAPTER 3: CONTAMINATION

Stores

Lubricants

Cleaning and Inspecting

Remove Causes of Contamination and Improve Access

Equipment Cleaning and Lubrication Standards

Train/Develop for General Inspections

The Steps To Contamination Control

Contaminant Monitoring: The Cornerstone of Contamination Control

CHAPTER 4: IMPROPER INSTALLATION

Design for Reliability

Spare Parts Management

Measures and Key Performance Indicators (KPI)

Skills Development

Reliability Development

Hire Well

Engaging the Team

Transfer of Skills

CHAPTER 5: WHAT IS A RELIABILITY PROFESSIONAL?

A Reliability Professional

Identifying a Reliability Professional

Reliability Leaders

Workmanship

People Are Not Your Most Valuable Resource

Organizational Structure

This Is Important

Bringing It All Together

CHAPTER 6: LEADERSHIP STYLE

My Doctoral Research

CHAPTER 7: THINGS LEADERS SHOULD STOP/START DOING IMMEDIATELY

What to Stop Doing

Start Taking Ownership

Owner Or Victim Are Not Characteristics

How to Think Like an Owner

CHAPTER 8: MANAGING CONSULTANTS

The Wrong Approach

Under Promise and Over Deliver

Failed Policy

Failure to Control

Consultant Results

CHAPTER 9: REACTIVE MAINTENANCE STRATEGIES

Run-To-Failure Maintenance Approach

Preventive Maintenance Approach

Predictive Maintenance Approach

Effective Maintenance Management

CHAPTER 10: PROACTIVE RELIABILITY STRATEGIES

Proactive Reliability Approach

Getting To The Root of The Problem

Proactive vs. Preventive/Predictive

A Balanced Approach

CHAPTER 11: CONCLUSION

Reason For Failure

Hiring The Right Leader

How Do We Turn The Tide?

P-F Curve

Recommended Reading

References

Index

ACKNOWLEDGMENTS

This work would not have been possible without the support of the maintenance and reliability professionals I have had the pleasure to work alongside over the past thirty-five years, particularly Bill Cole and Larry Wiskirchen. I am especially indebted to Steve Holmes, Duane Aldueso, and Robert Hansen who have shaped my career and who worked actively to provide me encouragement to pursue my goals.

I am grateful to all of those with whom I have had the pleasure to work with during this project. Each of the members of my publishing team has provided me extensive personal and professional guidance and taught me a great deal about turning my life’s practices into a volume. I would especially like to thank Judy Bass, the Editorial Director, Janice Gold, my copy editor, and Janet Romano-Murray, my cover and text designer. As my publishing team, you will be forever linked to my family. I would also like to thank my brother and sister, Lester and Tracy, and my sons, Joshua and Troy, for reviewing my work to ensure I am making sense and adding value to the body of work.

Nobody has been more important to me in the pursuit of this project than the members of my family. I would like to thank my parents; whose love and guidance are with me in whatever I pursue. They are the ultimate role models. Most importantly, I wish to thank my loving and supportive wife, Lisa, and my four wonderful children, Joshua, Stephanie, Troy, and Natalee, who provide unending inspiration.

ABOUT THE AUTHOR

Why do I believe I have the answer to the question of how to make reliability a competitive advantage? I would like to give you a little background on me to put into context why I feel I can talk on this subject. I am a fourth-generation reliability person. My great-grandfather, grandfather, and father all worked for the Phelps Dodge Corporation. I have lived firsthand the effects of leadership in our industry. While some folks network with a few folks to share experience and knowledge, I lived it daily. Not only was my father a maintenance manager, but his brothers, as well as my mother’s brothers. My brother, cousins, nephews, and sister-in-law are all skilled tradespeople. My son is a fifth-generation reliability guy along with his cousins, so my network is extensive and spans many industries. While writing this book, I asked my son to read the draft and comment. As he and I sat discussing his review, he stated that most of what he read he has heard discussed at every family get together. I do not have to go to a seminar to network; all I must do is show up to dinner. This was confirmed by my son during our discussion, and it has been the same for him.

MY EDUCATION

From an education standpoint, after I graduated from Morenci High School I attended the University of Arizona and studied electrical engineering. Upon my father’s death, I enlisted in the U.S. Navy to continue my studies in electrical engineering and surprisingly, leadership. The Navy fueled my desire to understand how leadership affects everything else. The one thing the Navy taught me was that with advancement to positions of increasing leadership, there needs to be significant development. Now let’s fast forward to all my other promotions outside the Navy. There was little, and by that I mean no, leadership development. I was promoted because I was good at the position I was in and it was assumed that I would figure it out as I went along. Without development, there is a lot of risk to the success of leaders and their effects on their teams. As I worked to better understand the aspects of leadership, I pursued my bachelor’s degree because it is the latest requirement and belief that a reliability leader needs a degree. I attained my MBA so I could better understand the financial aspect of my job. It is no longer enough to know the right thing to do because companies today focus solely on the bottom line and not return on investment. To be successful as a reliability leader, I had to be able to talk in the language of today’s leaders: finance and budgets. Because the C-suite leaders are no longer people who have risen through the ranks, many corporate leaders lack real-world experience and an understanding of how to run the plant. They are lawyers and accountants focused on short-term objectives and not the long-term success of the company. To gain their buy-in I had to learn to speak their language. Finally, I completed my doctorate to enhance my ability to lead. With the ever-increasing pressure to do the wrong thing, leaders need to be able to motivate their teams despite poor corporate leadership. In order to deliver the results I desired with respect to reliability, I had to understand how to change the organization’s culture. The ability to know what to do is complemented by knowing how to change the culture that opposes it.

MY CERTIFICATIONS AND LICENSES

In addition to my education, I have obtained several certifications and licenses to further enhance my ability to deliver reliability to any organization I work within. I obtained my certified maintenance and reliability professional (CMRP) in order to communicate my 35 years of maintenance and reliability experience. This lets others know that besides my experience, I do carry the only ANSI certification in reliability, giving credibility to my experience. I also hold a project management professional’s (PMP) license. Moving an organization from run-to-failure maintenance to proactive reliability is a series of projects and I wanted to ensure I could be effective at leading and managing these projects. Delivering reliability relies on delivering projects on time and within budget. Each successful project builds on the confidence necessary to make these cultural changes. The next certification I pursued was the International Council on Machinery Lubrication’s machinery lubrication technician level one certification. With lubrication being 70% of the root cause of unreliability, it made sense to acquire a certification focusing in this area. As you can see, every degree, certification, or license was achieved to make me a better reliability professional.

WORK HISTORY

After leaving the Navy, I worked my way up the ranks, first at Phelps Dodge Tyrone then P&H Mining, followed by Northrop Grumman, ASARCO, Nyrstar, Empire Southwest, Kraft Foods, and Continental Building Products. I have been a laborer, apprentice, journeyman, front line supervisor, planner, superintendent, manager, and corporate officer, and the most important part of each one of these positions is leadership.

That is why I have written this book. It is my hope that we can turn the tide of organizations looking for shortcuts and immediate gratification, which has eroded the competitive advantage once held in the U.S.: Qualified Reliability Professionals.

TESTIMONIALS

I have had the privilege of working with Nathan at 3 different companies. All were in mining and wanted to have a reliability based maintenance program. Nathan is a back to basic type of leader. He knows that to build a good program you start at the bottom and build a good base. That starts with employees. He says you need people that have the skills whether it’s planners, journeyman, and apprentices. Nathan also believed that you must have buy-in from operations and management. Without it you cannot make things happen. I have personally seen his program work and decrease the cost of maintenance and increase safety and retention of workers. If I had the chance, I would work on another project with Nathan.

Bill Cole

Electrical Supervisor

Kinross Gold Corporation

Round Mountain, Nevada

For over 25 years I have had the privilege of observing and working with hundreds of exceptional leaders and specialists in a broad spectrum of business disciplines. My association with Dr. Nathan Wright has been one of the highlights of that experience.

Dr. Wright has a unique grasp of the realities of the business world and the often-perplexing challenges associated with focusing and channeling the energies of leaders, managers and workers within an organization. His insights come from his extensive background in manufacturing, mining, and consumer products, giving him the ability to see the dynamic balance between the policy and process issues of an organization and the people issues that make or break implementation and execution.

As a teacher of leadership skills, he brings the hands-on experience of having turned around ineffective teams by developing both the skill set and the mindset of leadership in those he has coached and mentored. He has a no-nonsense approach to training and development, which stems from a keen awareness of what people need to know and do, and what they don’t need to do, in order to achieve the outcomes demanded in today’s global economy.

Dr. Dennis Deaton

Co-founder and CEO

Quma Learning Systems, Inc. Mesa, AZ

Author, The Book on Mind Management, Ownership Spirit:

The One Grand Key that Changes Everything Else

In his new book: The Death of Reliability: Is it Too Late to Resurrect the Last, True Competitive Advantage, Dr. Nathan Wright takes innovative thinking to a new level. His approach to reliability could be the missing piece needed to complete the maintenance puzzle and bring about the increase in reliability that today’s engineers and managers are looking for, but unable to find.

If Dr. Wright is correct in his analysis of the challenges manufacturing facilities face regarding reliability, then industry is indeed in a very dire position and needs to act quickly before it is buried beneath its own mistakes.

Before Nathan led the maintenance team at the plant where I was working, maintenance was mostly reactive and poorly organized. Within a few weeks, he had begun to introduce the ideas he expands upon in this book which brought the plant uptimes which had not previously been thought possible. It was clear that his rich background in maintenance, reliability and management was a huge advantage to any organization.

I believe Dr. Wright is in fact correct in his analysis, and that his book will be a huge advantage to your organization as well.

Larry Wiskirchen

Reliability Professional,