Subscribe to the Human Capital RSS feed | Most often CMMS data structures were not properly thought out or were not loaded into the CMMS properly. When the data structures have been thought out and entered into the CMMS, the leadership team did not or does not require their disciplined use. Leaders must demand disciplined data collection to enable indicators or measures to be generated so performance can be monitored and communicated.
A good leader must ask an honest question about why the organization is not already achieving these performance levels? Is it lack of senior level support? Lack of internal capacity or expertise? Lack of funding?
The question of what internal and external support you need is important to think through. The main issue here is to first determine how fast you want or need the improved performance to occur and by how much. Organizational change is evolutionary; it takes time to gain support, design the changes, pilot an implementation, make adjustments to the design, re-train, and roll out to the balance of the organization. A realistic timeline of milestones and reasonably ambitious performance goals should be outlined.
The speed and scale of performance improvement must be balanced against the resources you have available — internal capability and funding to hire expert help.
Generally speaking, most organizations have had staff and labor reductions beyond the fat, into the muscle, and sometimes into the bone. Pulling internal resources out of their day-to-day tasking means other activities are not going to get done. Oftentimes, internal resources have limited expertise or experience or lack enthusiasm due to program-of-the-month syndrome.
Supplementing your team with outside experts who have done many performance improvement projects reduces risk and shortens the timeline for benefit realization. Maintenance and reliability professionals know the pitfalls and how to deal with them. Additionally, when senior management pays for outside support, they pay more attention to the project; they expect tangible results with a return on investment.
All performance improvements drive up costs in the near term. Your objective should be to reduce the net impact by managing the process to attain a net return on investment expeditiously. Think through the Five Whats to develop a framework for understanding and communicating the challenges and benefits of performance improvement. You will be in a better position to present the need for internal and external resources to achieve performance improvements quickly.
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