Reliability Excellence: Mastering the Human Side for Transformational Success

Reliability Excellence (Rx) is a proven catalyst for evolutionary change, delivering significant benefits and extraordinary results when implemented successfully.

IndustryWeek’s survey of 884 U.S. companies revealed that 72% were in various stages of adopting improvement strategies such as lean manufacturing, Six Sigma, TPM, TOC, Rx, or similar initiatives. Yet 75% of those respondents reported little or no progress toward world‑class manufacturing goals, and only 2% had achieved world‑class status. The gap highlights a critical oversight: the human element.

Why the Human Factor Matters

The greatest source of variation in any manufacturing system is the human component. While technical problems are often solved with skilled engineers, the “soft stuff”—cultural change—remains the hardest to manage. As Michael Hammer noted in Re‑Engineering the Corporation, “The technical problems are the easy problems … the soft stuff is the hard stuff.” Without addressing this non‑technical side, even the most robust technical solutions fall short.

Three Factors to Reduce Variation

Rx re‑engineers processes to eliminate non‑value‑added work and integrates standard practices across functional boundaries. The technical challenge is solvable, but reducing human‑driven process variation is more demanding.

1. Selection. Prioritize hiring and retaining individuals with a positive, change‑oriented attitude. When attitude cannot be screened, leadership must nurture it through consistent, human‑focused engagement.
2. Training. Equip the team with both the technical skills to implement new processes and the mindset to embrace best practices. Training shifts paradigms by providing relevant, actionable knowledge.
3. Leadership. Effective leaders communicate expectations, address emotional and political needs, and create an environment where employees feel heard and empowered.

The Non‑Technical Side of Rx

Organizations typically operate in functional silos, each with its own incentives and metrics. This siloed approach breeds sub‑optimal performance and hinders cross‑functional collaboration. Deming famously said, “Every organization is perfectly designed to get the results it gets.” Therefore, true improvement demands systemic change—process re‑engineering, integration, and cultural transformation.

Rx’s scope extends beyond maintenance: it requires operations, planning, scheduling, and reliability engineering to work cohesively. When Rx is relegated solely to maintenance, the initiative is perceived as a niche project, limiting its impact.

Common Pitfalls and How to Avoid Them

1. Disengaged Leadership. Leaders who delegate without commitment signal that Rx is low priority. Active, visible engagement is essential to maintain momentum and make timely decisions.
2. Under‑Communication. Information must flow early and continuously. Sharing the rationale, expected benefits, and progress keeps stakeholders aligned and prevents frustration.
3. Competing Initiatives. Rx should be the foundation upon which other improvement efforts build. Executive sponsors must prioritize resources and remove obstacles to establish reliability first.

Six Tactical Responses for Success

1. Position Rx as a strategic business initiative that transforms the entire organization.
2. Provide passionate, committed leadership that removes barriers and allocates necessary resources.
3. Treat Rx implementation like a capital improvement project with rigorous project‑management discipline, including communication, risk, and earned‑value management.
4. Maintain strong, continuous communication—discuss status, benefits, impact, and expectations at all levels.
5. Invest in high‑quality training that balances efficiency with depth to build lasting competence.
6. Never underestimate the human side—prepare for the organizational, emotional, and political challenges that accompany change.

Summary

Rx transforms organizations by re‑engineering processes, integrating functions, and reshaping culture. Success hinges on strong leadership, clear communication, and a commitment to address the human dimension. By dismantling legacy silos and aligning incentives, organizations can achieve sustained reliability, higher equipment performance, and overall manufacturing excellence.

About the author:
Mike Aroney holds advanced degrees in organizational psychology, adult education, and business administration. As a principal consultant with Life Cycle Engineering, he specializes in change management, business process re‑engineering, work control, and information‑management system implementation. Mike has led large‑scale re‑engineering efforts supporting ERP implementations for global organizations with 21,000 and 36,000 end‑users. His change‑management approach delivers lasting cultural change and measurable performance improvements through training, communication, balanced‑scorecard metrics, rapid‑improvement events, leadership coaching, and organizational redesign. He joined Life Cycle Engineering as deputy director and principal consultant in 2000. For more information, visit www.lce.com or call 843‑744‑7110.