Chemical Engineering May 2016 - 65

each one of these issues can negatively
impact a business and put it at
risk. all of these can have one common
cause: assets not running as designed,
or not running reliably. under
these circumstances, a customer
may not get their product on time,
and when that happens, the customer's
decision about what to do next is
often not in your hands. When lack of
reliability leads to equipment malfunctions
and poor quality, environmental
and regulatory issues are likely to
arise. think about when manufacturing
facilities make the news - more
often than not it is when some part of
the process is in a risky condition.
another interesting factor, one that
is related to equipment reliability and
is often overlooked from a financial
performance standpoint, is how
much inventory needs to be carried
by an organization. let's put this in
the simplest of terms. the more reliable
a manufacturing organization is,
the lower the inventory of all products
it has to carry and therefore the
less capital burden it has to carry. if
you are examining the entire supply
chain from sales to manufacturing
and the manufacturing assets are
completely reliable, then, assuming
good communication between sales,
supply chain and manufacturing, you
can carry the optimal inventory and
always meet the customer's needs.
this leads to customer loyalty and
maximum profitability, two of the
three outcomes of reliability.
assets that function reliably and
are led by a culture of proactive employees
are one key to reducing unnecessary
business risk and ensuring
delivery of desired performance
to all stakeholders.
top performers focus on culture,
mechanical availability, and the cost
to achieve that mechanical availability.
they also know that their mechanical
availability is an outcome of
their culture and their cost is an outcome
of their mechanical availability.
they never confuse the order or priority
of these three. as a result, they
provide all their stakeholders with exactly
what they are looking for: customer
loyalty, employee engagement
and maximized profitability.
n
Edited by Gerald Ondrey
Reference
1. The Solomon International Reliability and Maintenance Benchmarking
Study is a granular analysis of the overall reliability of
an organization and the maintenance dollars that are spent to
achieve that level of reliability. Details about the study can be
found at www.solomononline.com.
Author
Jeff Dudley is a senior consultant
for Solomon Associates (One Lincoln
Center, 5400 LBJ Freeway,
Suite 1400, Dallas, TX 75240;
Phone: +1-989-430-1521; Fax:
+1-972-726-9999; Email: Jeff.
dudley@solomononline.com),
where he is project director for The
Solomon Reliability and Maintenance
Benchmarking Study. He
also leads Solomon's LeadeReliability Workshop. Dudley
is an experienced chemical manufacturing and operations
leader and recognized practitioner of developing
reliability-based cultures. He has 36 years of experience
in the chemical industry. Prior to joining Solomon in
2014, Dudley was corporate director of Maintenance
and Reliability for The Dow Chemical Company. He also
held numerous global business operations roles. He is
the author of LeadeReliability, and is an internationally
recognized thought leader in reliability and leadership.
He has published numerous articles on both topics and
has delivered many conference addresses on the subjects.
Dudley has a B.S.Ch.E. degree from Carnegie
Mellon University, and is a member of the SMRP Best
Practices Committee and AFPM.
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Chemical Engineering May 2016

Table of Contents for the Digital Edition of Chemical Engineering May 2016
