Introduction

Many tasks, methods, and tools can be used to achieve reliability. Every system requires a different level of reliability. A commercial airliner must operate under a wide range of conditions, the consequences of failure are grave, but there is a correspondingly higher budget. A pencil sharpener may be more reliable than an airliner, but has a much different set of operational conditions, mild consequences of failure, and correspondingly lower budget.

A reliability approach is essential for a successful management program. Today's organizations must operate under an ever-widening range of conditions with an ever shrinking budget. The answer to this dilemma is a reliability approach to management.

In general, reliability (systemic def.) is the ability of a system to perform and maintain its functions in routine circumstances, as well as hostile or unexpected circumstances

Reliability may be further defined in several ways: * The idea that something is fit for purpose with respect to time. * The capacity of a device or system to perform as designed; * The ability of a system to perform a required function under stated conditions; * The resistance to failure of a system;

The probability that a functional unit will perform its required function for a specified interval under stated conditions.

Fit For Purpose

This is perhaps the most critical parameter of organizational reliability and one that is most often overlooked in managing the organization. The keystone to reliability is the application of the five basic obligations of an organization. The five obligations are * Survival Obligation (Why?) * Essential Work Obligation (How?) * Principal Products Obligation (What?) * Principal Markets Obligation (Who?) * Principal Territory Obligation (Where?)

Unless you have a clear and concise concept of the purpose of the organization, you can not effectively manage it. The five obligations define the purpose of mission of the organization and allow the manager to effectively determine if the organization is fit for the purpose of that organization.

Capacity of a System to Perform As Designed

The next critical element of Reliability Focused Management is whether the organization has the capacity to perform as designed. The capacity to perform is dependent upon the presence or lack of a clear and concise shared vision. In addition to vision, the organization requires a design that is flexible and relies upon the skills, abilities, and talents of the people who make up the organization. The team concept has proven to effectively meet this need and is a foundation piece of this book.

Ability of a System to Perform

System performance is dependent upon effective planning. Planning for Reliability addresses the two key planning concepts vital for an effective organization: * Strategic planning * Operations planning * Reliable system performance also requires a system of accountability in order to effectively control reliability of the organization.

Resistance to Failure of a System

The degree that an organization is resistant to failure is dependant upon the ability of the manager to think strategically, plan effectively, organize resources, control the organization, and provide effective leadership. The manager must also be able to integrate the team with the business of the organization and build a culture of continuous improvement. Too many managers have lost sight of the need to apply management basics of planning, organizing, controlling and leadership. In recent years it has been popular to focus mostly on leadership while giving less attention to the other three.

Probability That a Functional Unit Will Perform

The probability that a functional unit will perform, is greatly increased with an effective program of accountability based upon the five fundamental obligations of the organization and its component parts. In order for this to happen, the manager and his/her subordinates must understand and commit to the concept of accountability as a negotiated responsibility of each and every manager within the organization.

Managerial control based on regulation of resources, human competency, and improved asset effectiveness is vital to increasing the probability of functional unit success. Controlling reliability also requires that managers plan for reliability. Basically it requires that you: Plan what you will do; Do what you plan; and document that you did it.

The Importance of a Vision

There is a verse in the bible that states: "Where there is no vision, the people perish." Proverbs 29:18. Several thousand years after these words were written, they are as appropriate for today's organizations as they were for the children of Israel. A vision is the guiding light that directs your organization to achieve what is possible.

Vision without corresponding action is only a dream! Action without vision is a waste of time. Vision with corresponding action will change your world - Joel Barker, Business of Paradigms

One of the keys to a reliable organization is that everyone understands and supports the company's vision of what it wants to be in the future. A vision statement defines the organization's goals for three to ten years

An effective vision statement is one of the most important documents that a company can develop, especially with respect to a reliability program. The absence of a vision linked to reliability can result in misdirect, constant haggling, poor planning and a workforce that lacks direction.

Defining your future vision requires careful thought and should not be delegated to consultants or anyone other than the senior leaders of the company.

A good vision statement paints a picture in every employee's mind of where the company wants to be in the future. It should be succinct so that he employees can remember it easily. It should be verifiable in that employees can tell whether or not it is being achieved. A vision should also be focused on one or two aspect of performance that are important for future success. Employees must be able to easily understand it and its importance to their futures. Finally a vision should inspire employees. A good vision statement should be: * Succinct * Verifiable * Focused * Understandable to all employees * Inspirational * Memorable.

Summary

A reliability approach is essential for a successful management program. The five obligations define the purpose of mission of the organization and allow the manager to effectively determine if the organization is fit for the purpose of that organization.

A critical element of Reliability Focused Management is whether the organization has the capacity to perform as designed.

System performance is dependent upon effective planning. Planning for Reliability addresses the two key planning concepts vital for an effective organization: * Strategic planning * Operations planning

Reliable system performance also requires a system of accountability in order to effectively control reliability of the organization.Controlling reliability also requires that managers plan for reliability.

A vision is the guiding light that directs your organization to achieve what is possible. A vision statement defines the organization's goals for three to ten years

Finally a vision should inspire employees.

About the Author

Brice Alvord has over thirty years experience as an internal and external performance improvement consultant. He holds a BA in Sociology/Psychology from Central Washington University and an MBA degree from City University of Seattle. He is the author of over two dozen books on continuous improvement and training.