Have you ever worked extremely hard on a reliability initiative only to discover that showing the benefit of the work and the results of the improvement were nearly impossible to relay to management? Or if you were able to show the outcomes to management, they failed to understand the technical aspects of your final report? Although it sometimes seems that reactive maintenance gets all the credit mainly due to the ease of demonstrating success, I know that management is looking for reasons to reward you for your hard work. To get the recognition that you deserve, you need to be able to relay your work and improvements into something that management can easily interpret and understand what the results mean to the company.
- Bill Barto
- RELIABILITY CONNECT