Page 420 - Intro Predictive Maintenance

World-Class Maintenance 411

18.7.13 Tasks

The form of the organization should be flexible enough to perform various routine
tasks in an effective manner.

18.7.14 Decision Making
The organization should be designed to drive decision making to the lowest
level possible. Those who will be personally affected usually make the best deci-
sions. Attention should be placed on an organization that can make decisions
quickly.

18.7.15 Stability
To encourage a feeling of belonging and dedication, the organization should not be
changed often without good reason. Where a change is required, extensive efforts must
be made to accommodate the change and to communicate to all the rationale for the
change.

18.7.16 Innovation

The organization should provide for the constant development of innovative
approaches to improve, enhance, and strengthen the maintenance improvement
process. Much of the grist for this development will come from the shop floor. Let it
be heard and recognized.

18.7.17 Trust
The organization should promote a high degree of trust among its employees. One
part of the organization must not be pitted against another in an adversarial relation-
ship. Teamwork and cooperation must prevail throughout the organization.

18.7.18 Problem Solving
The company should have a problem-solving process that is widely understood and
used. The common thread binding these characteristics of successful change is the
individual worker as the focal point in a team-driven organization. By using people’s
talents and ideas, not just their physical abilities, a great deal of positive change can
be effected.

Those involved with the equipment on a daily basis are the primary equipment stew-
ards, or caretakers, in a proactive culture. The most receptive culture for implemen-
tation is one where people at all levels understand the business environment in which