Episode 18-Reliability Leadership with Terrance O’Hanlon

Overview:

In this episode Terrance O’Hanlon and I talk about reliability, safety and operational excellence. We dive deep into leadership and talk about how if leaders really want to be excellent at their jobs they need to get better at asking questions and listening. Terrance gives some excellent advice for leaders and for helping their workers to understand the value in their work. Terrance’s Bio: Terrence O'Hanlon, CMRP is the Publisher of Reliabilityweb.com®, RELIABILITY® Magazine and Uptime® Magazine. He is certified in Asset Management by the Institute of Asset Management and is a Certified Maintenance & Reliability Professional by SMRP. Terrence is the acting Executive Director of the Association of Asset Management Professionals (AMP). He is the executive editor and Publisher of the 5th Edition of the Asset Management Handbook. Terrence is also a voting member of the US TAG (PC251) for ISO 55000 - ASTM E53 Asset Management Standards Committee. More recently Mr. O’Hanlon has been selected as the sole US Representation through ANSI for ISO Working Group 39 to create a standard for competence in assessing and certifying Asset Management programs known as ISO 17021-5. Mr. O’Hanlon is also a member of the Institute of Asset Management, American Society of Mechanical Engineers, The Association of Facilities Engineers, Society of Maintenance and Reliability Professionals and the Society of Tribologists and Lubrication Engineers.

Show Notes: There are a number of proven tools for improving reliability, yet they fail about 70% of the time. Effective leadership behind these tools is one of the key drivers behind what makes these tools successful. Reliability is directly tied to safety. Reliability goes beyond the business case. It can be a factor in promoting social good, and it and can be seen as a way of life. It can be very empowering when leaders ask workers about their jobs and about what they do and know. Not only can leaders learn more, but when workers have the opportunity to explain their work it can improve morale. Asking questions, working through inquiry and listening to answers can create a more powerful force in creating greater reliability. Leaders need to work through master to discovery. Leaders need to build trust with their subordinates and have to in turn trust them. Organizations should work to preempt failures and work to prevent failures from “piercing the shell” of organizations. Organizations should work to avoid letting defects into the system. They should work to find and remove the sources of the potential defects before they enter the system, which creates greater reliability, as opposed to allowing defects into the system and then finding and fixing them later. Detection is a necessary skill, but the leverage is not letting the defects into the system. You can help do that through empowering and engaging the team and empowering team members to fix the defects before they enter the system without having to go through a bureaucratic process.

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Resources:

Books: How to Measure Anything by Douglas Hubbard, The Toyota Way by Jeffery Liker, Don't Just Fix It, Improve It! by Winston Ledet and Sherri Abshire

99 Percent Invisible Podcast About Air France Flight 447: http://99percentinvisible.org/episode/children-of-the-magenta-automation-paradox-pt-1/

Contact:

Web: www.reliabilityweb.com

LinkedIn: https://www.linkedin.com/in/reliabilityweb

Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, reliability, reliability leadership, high-reliability organizations podcast, HRO podcast, tower safety, wireless safety