“Create a Dynamic Reliability Culture to Bring your Goals Alive”
Create a dynamic Reliability Culture within your organization by imagining four infinite quadrants. Successfully navigating three of these assures success, while one promises failure. Join Nancy on a journey through all four quadrants. Using two life lessons, a simple physics equation, a common business skill, and audience participation, you will discover how to foster the environment necessary to achieve most objectives. But creating a Reliability Culture isn’t all about technological details. Most improvement initiatives fail due to lack of buy-in because we often overlook the human element, the most significant factor in any Reliability improvement effort. While emphasizing the role people make in achieving technical objectives, Nancy reveals what is really causing the lack of buy-in and uncovers how to get team members on board. You will learn how to achieve your Reliability goals by creating a culture that supports successful implementation. Bonus – and if you dare – navigate one of the quadrants towards your own heart’s desire!
“What Does Good Look Like?”
We are happy to welcome David Sliger, Director of Maintenance Operations for Nissan North America as one of our featured Keynotes. He’ll be presenting “What Does Good Look Like.”
Your new job or assignment is to lead an organization operating in a reactive mode and where direction is based on the latest automation crisis. You quickly notice vision is MIA, every significant event drives the next change of direction, morale is low due to an unsustainable work-life balance and lastly, expectations are so low most would consider them insulting. After this quick assessment, you retreat to your office and contemplate your first move. You remind yourself that this is not a startup operation with a gradual ramp-up. Nor is this an operation that has a previous history of success that you can study or reference. Instead, this is an operation that’s been in business for over a decade and the demand for its product is very high and its imminent you turn the operation around immediately. You decide that the first order of business is to meet with your organization’s leadership that reports to you and the plan you have laid out to them is…? How will this be communicated to the workforce?
This was exactly the situation I found myself in. Providing vision, leadership and setting expectations were only part of the solution. The other part? Painting a portrait of what GOOD looks like. During this time with you I will explain a few key lessons I learned in my journey to turn an organization from being in the red financially to being in the black, significantly improving morale, and becoming globally competitive in OEE performance. Please join me as I share my keys to success.