Ler PDF

LER
Uptime® Elements ™
Passport
rs h i p fo
IN PREPARATION FOR d e r
a
Leadership for Reliability
Le
Part of the Certified Reliability Leader
Body of Knowledge
LER
t y
Re l i a b i l i
executive sponsorship • operational excellence

human capital management
competency based learning • integrity
reliability journey
LER
Es Opx Hcm Cbl Int Rj

ISBN 978-194872-58-1
HF012017
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10 9 8 7 6 5 4 3 2 1
LER Contents
executive sponsorship
Es Introduction.......................................................... 3
Key Terms and Definitions................................... 4
Definition of Executive Sponsor.......................... 4
Roles and Responsibilities of an
Executive Sponsor........................................... 5
Change Management Model Example................ 9
What Every Reliability Leader Should Know....... 14
Summary.............................................................. 14
References............................................................ 15
operational excellence
Opx Introduction.......................................................... 19
Developing the Target of Operational
Excellence........................................................ 21
Tools to Drive Operational Excellence................. 22
What Every Reliability Leader Should Know......... 29
iii
Summary.............................................................. 30
References............................................................ 30

Hcm Introduction.......................................................... 33
Definition of Human Capital Management.......... 34
Stages of Human Capital Management.............. 35
Work Environment............................................... 40
Summary.............................................................. 42
References............................................................ 44
competency based learning

Cbl Introduction.......................................................... 47
Definition of Competency.................................... 49
Why Competency Based Learning?..................... 50
The Structure of an Uptime Elements
Competency Based Learning System.............. 52
Assessment of Asset Management and
Reliability Leadership Competencies............... 56
iv
Additional Reliability Leadership
Competency Behaviors and Traits.................. 69
What Every Reliability Leader Should Know....... 70
Summary.............................................................. 71
References............................................................ 72
Int
integrity
Introduction.......................................................... 75
What Integrity Includes........................................ 78
Authenticity.......................................................... 81
Taking a Stand...................................................... 82
AIM........................................................................ 84
Summary.............................................................. 86
Rj
reliability journey
Introduction.......................................................... 89
Reliability Through the Uptime Elements............ 93
The Reliability Journey......................................... 100
v
Reliability Leadership Roles and
Responsibilities................................................ 108
What Every Reliability Leader Should Know........ 111
Summary.............................................................. 113
Appendix A: Maintenance Reliability and
Asset Management Supporting Standards.... 115
Acknowledgment............................................... 131
vi
The Uptime Elements is a holistic system
based approach to reliability
that includes: Technical Elements,
Cultural Elements, Leadership Elements
Leadership
LER for Reliability
Es Opx
executive operational
sponsorship excellence
Hcm Cbl
human capital competency
management based
learning
Int Rj
integrity reliability
journey
® ™
Uptime Elements
Technical Activities Leadership Business Processes
Reliability Engineering Asset Condition Work Execution Leadership

REM for Maintenance ACM WEM LER for Reliability AM Asset Management
Management Management
Ca Rsd Aci Vib Fa Pm Ps Es Opx Sp Cr Samp

criticality reliability asset vibration fluid preventive planning and executive operational strategy and corporate strategic asset
analysis strategy condition analysis analysis maintenance scheduling sponsorship excellence plans responsibility management
development information plan
Re
reliability
Rca
root cause
Ut
ultrasound
Ir
infrared
Mtmotor
Odr Mro
operator driven mro-spares
Hcm Cbl Ri Ak Alm
human capital competency risk asset asset lifecycle
engineering analysis testing thermal testing reliability management management based management knowledge management
imaging learning
Cp Rcd Ab Ndt Lu De Cmms computerized

Int Rj Dm Pi Ci
capital reliability alignment and non machinery defect maintenance integrity reliability decision performance continuous
project centered balancing destructive lubrication elimination management journey making indicators improvement
management design testing system
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Es
executive
sponsorship
Introduction
The term executive sponsor has become almost synony-
Es
mous with that of a project sponsor and if you compare
the roles they play, they do, in fact, require the same skill
sets to be successful. It’s only the scope or boundary
around their responsibilities that differentiates the title.
If you view a project as a coordinated set of changes
leading an organization to improvement, you can see
the similarities.
For ease of understanding, the role of an executive
sponsor will be presented as a project sponsor, but if you
extrapolate the examples of running an organization,
you will understand the larger role. It is clear, however,
that no matter which role you choose, in order to be
successful, the sponsor needs to be especially effective
at identifying, communicating and driving the need for
change. This involves developing a change management
model. Also fundamental to the role is a clear under-
standing of the organizational culture, its strategic goals
and how the project’s changes impact them.
3
Key Terms and Definitions

Asset management strategy – Documented information
that specifies how organizational objectives are to be con-
verted into asset management objectives, the approach for
developing asset management plans and the role of the
asset management system to support achievement of the
asset management objectives.
Strategic asset management plan (SAMP) – Docu-
mented information that specifies how organizational
objectives will be converted into asset management
objectives, the approach for developing asset manage-
ment plans and the role of the asset management system
in support of achieving asset management objectives.
A SAMP is derived from the organizational plan and
may be contained in, or a subsidiary plan of, the orga-
nizational plan.
Definition of Executive Sponsor

An executive sponsor is a high-ranking manager who
has a vested interest in the success of a project and holds
the ultimate responsibility for ensuring the asset man-
agement strategy and reliability leadership journey are
ongoing and will have no end. This presents new ways for
4
doing business. The executive sponsor interacts closely

with project managers and is responsible for communi-
Es
cating with other executives to gain their support and
understanding of the project. The executive sponsor is
the champion of the project and has a high-level of
responsibility for guiding, monitoring and ensuring its
success. In a non-project sense, the executive sponsor is
responsible for the success of the departmental managers
and the organization as a whole.
Roles and Responsibilities of an

Executive Sponsor
The role of an executive sponsor is complex in the sense
that the individual needs to have relationships with
and responsibilities to the complete cross section of
the organization. The sponsor has a responsibility to
the stakeholders, the project team and those employ-
ees affected by the change. Responsibilities also evolve
through the stages of the project, the planning and
design phase, the project implementation phase and the
transition phase. If you consider change to be as sim-
plistic as stopping something you always did and start
doing something new, then the transition to adopting
that something new becomes critical.
5
The planning and design phase responsibilities are:

• Identify the internal and external stakeholders and
ensure their concerns are being addressed.
• Educate stakeholders in the reasons why the change
is necessary and what the change process itself will
be. Ensure they understand the need for support for
the project.
• Clearly describe to all groups the purpose of the project,
how it will impact the strategic objectives, how success
will be measured and what will constitute success.
• Ensure the required resources are available at all levels
of the project and there is an understanding and
commitment from participants in the project. These
resources may include funding, personnel, time allo-
cation, or expertise in the change taking place.
• Assess the future needs for training that will be driven
by the project and plan for implementation.
• Actively participate in all meetings as required and
lead communications with employees.
• Ensure all decisions are based on accurate data and
facts when developing the plan.
• Address resistance from any groups through clear and
open discussions and an explanation of the benefits
the project will provide.
6
• Review expectations and deliverables with the project

team, identify any anticipated roadblocks and remove
Es
them.
• Assign accountability within the project team and
hold members to that accountability.
• Publicly take ownership of the project so there is a
clear understanding of the commitment to the success
of the project at the highest level.
The project implementation phase responsibilities are:
• Ensure the project remains on schedule by initiating
action when it falls behind or if objectives do not pro-
duce the expected results.
• Actively participate in all meetings as required and
lead communications with employees.
• Ensure ease of project flow by clearing roadblocks and
encouraging quick reviews and decision-making at
key points of the project.
• Take accountability for putting policy in place and
communicating it.
• Use the needs, wants and expectations of stakeholders
to agree on a set of decision-making criteria that can
be captured in the policy and strategic asset manage-
ment plan (SAMP) and used in asset management
decision-making processes.
7
• Take responsibility for making judgment calls and

decisions if conflict or hesitancy arises.
• Review availability and participation of required
resources and adjust accordingly. If resource avail-
ability is negatively impacted by other stakeholders,
reemphasize the importance of the project to the
organization and the impact of delay or failure.
• Implement the training required to sustain the proj-
ect’s changes.
• Provide frequent communications across the organi-
zation as to the progress of the project, the milestones
achieved and expected outcomes.
• Publicize and celebrate successes.
• Maintain visibility and communicate often as cham-
pion of the project.
Transition phase responsibilities are:
• Review the project with the project team to identify
challenges, learnings and successes of the project.
• Ensure all people, resources, processes, systems and
culture are in place to maintain the sustainability of
the project’s changes.
• Review and communicate the results of the project
changes across the organization and the impact they
will have at the various levels of the organization.
8
• Link project results to the stated strategic objectives

and organizational success.
Es
• Reinforce the new expectations and behaviors.
• Support, engage and encourage the transition across
the organization.
• Publicize and celebrate successes.
Change Management Model Example
Identify the Need

Change initiatives are successful only if everyone in the
organization understands the need for change or the
“why.” Asset management and reliability leadership are
more than improvement programs; they provide a new
way of doing business. It is important to communicate
the nature of this journey to the stakeholders so expec-
tations can be set.
Identify the importance of the new way of doing
business and how it will impact the organization at all
levels. It is equally important to demonstrate the impact
from the shop floor level to the boardroom level. Open
discussions around marketplace evidence or competitive
pressures help drive an understanding of the urgency
of the need for change. Review the opportunities for
change and how they will benefit the organization.
9
Identify the People

It is essential that all levels of the organization impacted
by the change are identified. Identify the leaders within
these levels. They may not be official leaders, but every
organization has unofficial leaders who exert great influ-
ence. Recruit and involve them in the change initiative.
Engage stakeholders who have enough authority to lead
the change with unofficial leaders in a steering team for
the change. The wider the cross section of the organiza-
tion, the better. Ensure the steering team is enthusiastic
and committed to the change by being open, enthusiastic
and committed yourself. Do not assume just because
they have been called a team that they will behave like
a team. Monitor and encourage them to act as a team
with team building exercises, if necessary.
Communicate and Teach the Fundamentals of
Reliability Leadership
The successful engagement and empowerment of any
team depends on the four fundamentals of reliability
leadership:
1. Integrity – Do what you say you will do.

2. Authenticity – Be who you say you are.
10
3. Responsibility – Be accountable; take a stand.

4. AIM – Work for something bigger than one’s self.
Es
These fundamentals must not only be communicated
by the executive sponsor, they must be modeled, too.
Identify the Vision and Communicate It
The vision is where the future state of the organization is
communicated. It is where you pull together all the goals
and improvement ideas in a concise, clear statement. The
vision statement needs to explain why the changes are
being proposed and should be easily understood across
the organization. As the change process progresses and
people are given new directions, it should be easy for
them to relate them to the vision statement.
Develop the road map or strategies that will guide the
organization toward the vision. To support the vision,
there should be norms or examples of the standards in
the strategies required to enable the vision. Ensure the
steering team understands and can clearly communi-
cate the vision statement without hesitation. Use every
opportunity to talk about the vision. It should not be
the subject of specific meetings, rather it needs to be
part of everyday actions and discussions. The steering
11
team needs to exhibit the behaviors described in the

strategies and vision in all aspects of the business and
lead by example as members will be judged by what they
do, not by what they say. Communicate clearly, openly
and often to other stakeholders throughout the change
process, explaining the progress of the change and what
they should expect to see in the short term. Encourage
participation and involvement in the process.
Identify the Impact
The change process will have wide ranging impacts in
the organization that will require training and changing
of roles. There even may be changes in the structure of
the organization. It is crucial that those affected under-
stand where their personal changes fit in the overall
process. Planning for addressing the impacts of the
changes should be scheduled and communicated to
those involved.
Identify Roadblocks
Even though you have planned and communicated
the vision and changes, there will still be roadblocks to
progress. They may be human, cultural, procedural, or
structural, but whatever the causes, it is essential that
they be removed as soon as they are identified. Removing
12
roadblocks not only allows the change process to flow, it

also empowers those responsible for executing the vision.
Es
Identify Successes
Before being able to identify successes, it is necessary to
identify indicators of success. In order to build momen-
tum, the goals for success should be incremental and
reflect improvements in the various stages of the process,
not just the long-term goals. It is important that these
indicators are measured regularly, the data integrity is
solid and they easily link back to the vision. Celebrate
the visible successes and recognize those involved in
achieving the improvements.
Identify More Opportunities
As the change process progresses toward the end, it is
critical that you maintain the momentum by understand-
ing what has worked and looking for more opportunities
to build upon. Listen across the organization as the
change process challenges the status quo and stimulates
the thought process.
This process is really continuous and when you think
you have reached the end, it is really the first step in the
next stage. Improvement and change must become the
psyche and culture of the organization.
13
What Every Reliability Leader

Should Know
• The executive sponsor is the highest ranking individ-
ual with a vested interest in the change. This individual
will champion the change.
• The executive sponsor ensures the required resources,
money, labor, material, etc., are available.
• One role of executive sponsorship is to remove road-
blocks to progress and the new way of doing business
that comes from asset management and reliability
leadership.
• The executive sponsor holds people accountable for
progress.
• The executive sponsorship is judged by actions, not
simply words.
Summary
Executive sponsorship requires a change agent and
leader. As such, the executive sponsor needs to recruit
the appropriate change leaders to his or her team. Exec-
utive sponsors are judged by their actions, commitment
and enthusiasm toward the change process. They com-
municate clear expectations and goals, and hold those
14
involved in the change accountable for maintaining

progress. Those in the role of executive sponsorship step
Es
in to remove obstacles that require higher authority and
ensure everyone understands the importance of achiev-
ing the change described in the vision.
References
Kotter, John. Leading Change. Boston: Harvard Business
Publishing, 2012.
Lewin, Kurt. “Lewin’s Change Management Model.”
Mind Tools: https://www.mindtools.com/pages/article/
newPPM_94.htm
15
Opx
operational
excellence
Introduction
Operational excellence means many things to many
people. Sometimes, the descriptions are all encompass-
ing, sometimes extremely detailed, but in all instances,
operational excellence usually involves an element of
Opx
“improving.”
The purpose of all operational excellence initiatives
is to leverage operational capabilities to allow for busi-
ness growth and achieve a performance level equal or
greater than best in class performance. Operational
excellence and asset management are like two sides of
the same coin. The journey to operational excellence is
best described through the lean methodology.

5S – A Japanese workplace organization technique to
reduce waste of resources and space while increasing
operational efficiency. It includes 5 elements that start
with “S” – Sort (Seiri), Set in Order (Seiton), Shine
(Seiso), Standardize (Seiketsu) and Sustain (Shitsuke).
Lean manufacturing – Applying the principles of
lean to a maintenance organization to reduce wasteful
activities.
19
ODR – Acronym for operator driven reliability. A

process in which the equipment operator improves reli-
ability by identifying potential equipment problems and
failures early. The operator fixes minor problems and gets
major ones repaired in a planned manner with the help
of maintenance.
OEE – Acronym for overall equipment effectiveness. A
measure of equipment or process effectiveness based on
actual availability, performance and quality of product or
output. It is calculated by multiplying these three factors
and expressed as a percentage: Availability % x Speed or
Rate % x Quality %.
Operational excellence – The point when each and
every employee can see the flow of value to the cus-
tomer and fix that flow before it breaks down or reduces
the value delivery; The teamwork and problem-solving
resulting from continuous improvement throughout the
organization by focusing on the needs of the customer,
empowering employees and optimizing existing activi-
ties in the process.
TOC – Acronym for theory of constraints. A system
management philosophy that focuses on identifying and
removing limiting factors, constraints, or bottlenecks to
increase system output while decreasing operating costs.
20
Total productive maintenance (TPM) – A mainte-

nance strategy that originated in Japan and emphasizes
operations and maintenance cooperation. Its goal
includes zero defects, zero accidents, zero breakdowns
and an effective workplace design to reduce overall oper-
Opx
ations and maintenance costs.
Value Stream – All activities, both value-added and
non-value-added, required to bring a product or services
from raw material state into the hands of the customer.
Developing the Target of Operational

Excellence
An essential step on the journey to operational excellence
is establishing clear goals and measures. It is important
to identify and include all stakeholders and ensure that
operational excellence is addressing their concerns.
In operational excellence, each employee must be able
to easily identify value, as described by top management,
understand if it is on target and react to correct if it is
not. This requires visual depiction of the desired value in
terms that all employees can understand and evaluation
of the current status.
21
Tools to Drive Operational Excellence
Lean Manufacturing
Once you have developed the targets and goals for
operational excellence, you need to enact tools and
methodologies that will enable the journey. As previously
mentioned, lean principles are an excellent guideline.
Introduction to Lean
Although the term lean manufacturing is relatively new
– it was first used in the 1990 book, “The Machine That
Changed the World,” by James P. Womack, Daniel T. Jones
and Daniel Roos – the concept has been around for almost
50 years. In the 1950s, Toyota was looking for ways to stay
competitive in the mass production dominated automotive
field. What evolved was the Toyota Production System
(TPS), the forerunner to lean. Toyota’s philosophy was that
first and foremost, they needed to know what represented
value to their customers. Once this was established, they
developed systems and processes to deliver it when the
customer wanted it, with the quality the customer wanted
and in the quantity the customer wanted. This was the start
of a new focus for continuous improvement: the custom-
er’s requirements within the process and the basis for the
evolution of lean manufacturing.
22
Customer Focus
The first step in a lean implementation is to identify your
customer. In manufacturing environments where contact
with the external customer is minimal, internal custom-
ers need to be identified. Next, the following questions
Opx
should be asked:
What exactly does my customer want?
When will my customer want it?
What is the value my customer will measure and
how will it be measured?
Once the needs have been determined, measures need
to be established to verify that you are meeting them.
At this stage, customer feedback on your performance
is essential because it will help eliminate any restrictions
to customer satisfaction.
Value Streams
The second step is to look at the process that takes the
product from concept to when the finished goods are
shipped and identify where value is being added. On an
asset management journey, the value is the same defini-
tion of value as those highlighted by stakeholder analysis.
Most organizations focus operational excellence on the
value the customer will measure and, therefore, pay for.
23
Anything that is done that the customer does not pay for is
considered waste. This information is visually represented
by value stream mapping – taking ALL the steps, both
value added and waste, and drawing a flow diagram. This
allows companies to see where waste occurs or value is
added and brings to light opportunities for improvement.
A future value stream map also needs to be developed,
highlighting where improvements can be made and quan-
tifying the effects. Along with the future value stream
map, there should be a page documenting how you will
achieve these improvements. Typically, there are three
branches to the map: Engineering, which encompasses
design, concept, etc.; Manufacturing, or the converting
of raw materials into finished goods; and Administration,
which includes the paper trail and indirect services.
Making the Value Flow
In order to make the value flow, you need to ensure that all
employees understand the targets and goals of operational
excellence and the part they play in the continued growth
of the business. You also need to train employees on the
value stream flow process by reviewing the current value
stream through identification and elimination of obstruc-
tions to the flow and developing tactics to establish the
target of the future stage map. Just as the value is from
24
the customer perspective, anything that doesn’t contribute

to the value or increases the cost to provide the value is
considered an obstruction or waste. Examples of this are
the seven forms of waste from lean: overproduction, excess
inventories, rework, non-value added process, non-value
Opx
added product movement, non-value added people move-
ment and waiting. Along with these are product damage,
downtime, customer complaints and equipment damage.
You need to look at whether you are producing in
the hope of selling your products and holding inven-
tory, or producing in response to customer needs. Your
customers’ needs may change, so holding inventory
may lead to obsolete products. Do you have product
flow through your plants or are you constantly trans-
porting the product from one stage to the next, risking
damage and taking up resources? Do you have people or
operations waiting for products because of operational
bottlenecks? Are your plants designed so your people
have all they need to complete their work within easy
reach, or do they have to waste time moving around the
plant? You need to ensure that all activities add value
as seen by the customer. Your customers won’t pay for
breakdowns, rework, or rejects, so you have to focus on
doing it right the first time.
25
Pull Production
The fourth step in lean is to manufacture under a pull
system. The pull concept involves manufacturing com-
ponents or finished goods in response to a demand or
pull from the customer, whether internal or external.
This means that nothing is produced based on sales or
production forecasting, rather until there is a need for
it. There are different techniques for triggering the pull
from the customer through the process. One of the most
widely used is kanban, a Japanese word meaning card or
communication. This is where a card or bin is returned
to the upstream department (i.e., the supplier) to signal
the need for production of that specific component at a
predetermined quantity.
Perfection
The last step of lean is the same as any continuous
improvement initiative and that is to seek perfection.
Monitoring measures and metrics will inevitably lead
to the next round of lean implementation.
Total Productive Maintenance
Total productive maintenance (TPM) is a pillar-based
operating model where the pillars may consist of auton-
omous maintenance, planned maintenance, quality,
26
focused improvement, learning and development, safety,

engineering and design.
Although TPM is often thought of as operator main-
tenance, it is much more than that. It is really a business
culture that is intended to drive continual improvement
Opx
throughout the organization. TPM takes a systematic
and consistent approach to identifying, mitigating, or
preventing losses or abnormal flow. As seen through the
number of pillars, the whole organization will need to be
educated and involved in the move to a more proactive
approach. Taking parts of TPM or viewing it as a quick
fix will not realize all the gains that it can bring.
The goals of TPM are zero downtime, zero defects
and zero speed restrictions, and the typical measure of
this is overall equipment effectiveness (OEE).
Operator Driven Reliability
Operator driven reliability (ODR) is a variant of TPM,
but since it does not entail the infrastructure that TPM
does, it requires strong executive sponsorship. ODR
involves the participation of those who are usually clos-
est to the problem (i.e., the operators) in basic care and
monitoring of the equipment. Operators take greater
ownership of the process and equipment by monitoring
conditions, trends and alerts. This allows them to drive
27
the goal of operational excellence, which is early inter-

vention and the return to value-added activities.
Theory of Constraints
The theory of constraints (TOC) is based on the premise
that the effectiveness of an organization can be con-
trolled through the management of three measures:
1. Purchases or inventory, or all of those things required
to make a product;
2. Throughput or production, which is the system that
converts the purchases into value;
3. Expense, which is the cost of the conversion.
Once the value and flow have been identified, you
need to:
• Highlight the system’s constraints, which are those
operations, equipment, or people that prevent the
organization from obtaining more of the value;
• Analyze how to reduce the extent of the system’s con-
straints and get the most value through the constraint;
• Ensure the system is aligned to support and enable
the above;
• Ensure that action has been taken to actually exploit
the constraint; this may be new work methods, new
equipment, or training.
28
When all this is completed and the particular con-

straint is no longer a constraint, start over again.
Visual Workplace
In a lean environment, it is commonplace to use tools,
such as shadow boards, performance boards, or identi-
Opx
fying inspection and lubrication points, but the pursuit
of operational excellence leads you even further to the
visual depiction of the flow. Throughout the plant, you
need to ensure that all employees can see the value flow
and are able to differentiate between normal, less than
normal and abnormal flow. This should lead to early
intervention to correct abnormal flow, all with minimum
involvement of management.

Should Know
Operational excellence and asset management are two
sides to the same coin. Operational excellence is a culture
and a way of doing business, not a methodology or a
program. In addition, operational excellence:
• Focuses on the value brought to an organization;

• Ensures that everyone understands what represents
value.
29
• Removes waste from the flow.

• Makes the value flow without constraints.
Summary
Operational excellence requires communicating value
from the boardroom to the shop floor. Everyone in the
organization must be able to identify the flow of value
versus non-value and understand how to react when they
find abnormal flow. Operational excellence is not just a
methodology, it is a culture that lives in the pursuit of
constantly improving as a business, irrespective of any
tools you may use.
References
Womack, James P.; Jones, Daniel T.; Roos, Daniel. The
Machine That Changed the World. New York: Free Press, 2007.
Womack, James P. and Jones, Daniel T. Lean Thinking.
New York: Productivity Press, 2003.
Goldratt, Eliyahu M. The Goal. London: Gower Publishing,
1996.
Duggan, Kevin J. Design for Operational Excellence.
New York: McGraw-Hill, 2011.
30
Hcm
human capital
management
Introduction
Without employees, what are companies other than a
collection of buildings? The employees are the lifeline
coursing through those buildings. Their skills, initiative,
experience, knowledge and ideas represent significant
value to the organization; they are, in fact, one of its
greatest assets. To leverage the value of that asset, many
companies have adopted a strategic human capital man-
Hcm
agement approach.
Successful companies understand the link between
the asset and the company’s well-being and align the
human capital management strategy with that link
to ensure maximum value is realized. The strategy
requires an organization to have a clear understand-
ing of the skills, ability and potential for development
of their workforce. It also needs to know where in the
organization this potential is most needed and best
realized.
In today’s employment marketplace – with the tran-
sient Generation Y or millennials looking for a cause
rather than a job and baby boomers leaving and taking
their knowledge with them – it has become apparent
that human capital is something to be nurtured and
grown, and not a resource to be cut or minimized. It is
33
essential that the goals of the human capital manage-

ment strategy match the goals in the key organizational
objectives.

Asset – A thing, item, or entity that has potential or
actual value to an organization; An item with a poten-
tial value that an organization owns and has a use for,
to create value (income), and has the responsibility to
take care of.
Asset management – An organizational process to max-
imize value from an asset during its life; The management
of the life of an asset to achieve the lowest lifecycle cost
with the maximum availability, performance efficiency
and highest quality.
Asset management plan – A strategy document for
maintaining the asset based on its criticality and an
optimum life cycle costs.
Definition of Human Capital

Management
Human capital is calculated as the value of the expe-
rience, knowledge, competencies and skills of the
employees in contributing to the productivity of the
34
organization. Human capital is realized when the cor-

rect people with the appropriate skills are placed in the
roles that require them.
The Uptime Element, human capital management
(Hcm), aligns the components of human capital to ful-
fill the organization’s needs. It maintains continuity of
this fulfillment by ensuring the hiring process, people
development and knowledge distribution provide the
competencies required across the organization.
Hcm
A human capital management approach aligns the
contributions of the program with the achievements of
strategic objectives. As such, a human capital manage-
ment program must have clear, measurable targets and
outcomes.
Stages of Human Capital Management
Workforce Planning
Asset management requires a linkage between the orga-
nizational objectives and plans and the asset management
plan. All asset management plans include references to
resources and resource plans. The Hcm element plays a
critical role in mapping this connection to ensure the
right people with the right competencies are available
to deliver value from the assets.
35
Developing human capital in support of asset man-

agement and reliability leadership is an ongoing effort
and should become an integrated business process. This
requires the organization to establish a framework of
competencies with details of where and how much of
these competencies are required to ensure that needs
are met.
Talent Acquisition
Human capital management plays a critical role in this
stage. How many times have you seen a vacancy filled
in a short time because the measure of the HR depart-
ment is “days with open vacancy?” This is the stage that
can easily disrupt the flow of competencies through-
out the organization. Many times, people are hired for
their technical skills with no regard to their soft skills
or ability to fit into the prevailing culture. Sometimes,
HR departments advertise for skills and competencies
that are not actually required for the role (see Compe-
tency-Based Learning (LER)). This is often seen when
searching for a technical manager. HR will look for
candidates that display the appropriate technical skills
and experience in a previous role without questioning
the candidate’s ability to manage, motivate, or inspire.
A candidate may demonstrate success in a role similar
36
to the vacancy, but seldom does HR explore the cul-

ture in which this was achieved. Someone who has been
successful in a command and control environment may
struggle and even prove detrimental in an empowering
and inclusive environment.
The correct approach to hiring for success is to first
clearly understand the outcomes required from the
vacant position, then establish the drivers that will
deliver the outcomes and finally, identify the compe-
Hcm
tencies required to enable those drivers. This is seldom
done through the existing job description.
When using a framework like Uptime Elements,
you can work cross functionally with HR to develop
long-term plans to ensure sustainable workforce talent,
personalities, capabilities and traits.
Onboarding
This is the first opportunity a new employee gets to see
the inner workings of the organization. Make sure it
represents the direction, culture and values you want
the new hire to pursue. Create an environment where
a new employee feels welcomed and valued. Introduce
new employees to the complete organization and pro-
vide a mentor who will support and guide them through
this process.
37
Learning and Development

This is key for ensuring that employees continue to have
the skills and knowledge to perform at the required stan-
dard. Changes in technology, regulations, or standards
help identify the need for training or upgrading. The
method of training should be appropriate to the task,
but quite often it is delivered through self-learning with
a competency-based assessment to evaluate success.
Training should be specific to the requirements of the
individuals and driven by the needs of the organization.
Generic training or training for the sake of training
should be avoided.
Performance Management
It is necessary for all employees to have a clear under-
standing of their roles and responsibilities, as well as the
performance standard required. As they receive training
and development, they should receive clearly defined
goals and objectives relative to the use of the training
provided. Quite often, compensation is tied to the per-
formance measure, but the main goal is to develop skill
sets to the level required by the organization. There
should be frequent evaluation and feedback of the per-
formance against the desired standards.
38
Succession Planning
Every organization is faced with the prospect of losing
a significant number of key personnel to retirement. As
such, organizations need to identify when and where
the gaps will appear. Potential candidates who can move
into the roles should be selected and an assessment of
the gap between current competencies and the desired
competencies should be made to create a career path for
the candidate.
Hcm
Career Path
Once a candidate has been identified in the succession
planning process, a clear career path should be developed
in conjunction with the employee. It should detail the
plan for the employee’s progression and include individ-
ual steps and required performance. Some organizations
help individuals develop their own career paths inde-
pendent of current needs. They provide the competency
framework, job roles and responsibilities, or interaction
with job incumbents to the point of job shadowing.
Compensation Planning
In a human capital management environment, compen-
sation is very often tied to performance. It may take
the form of multi-tiered salary levels, bonuses, gain
39
sharing, or company shares that are linked to individual

performance.
Work Environment
In order for a human capital management system to
succeed, the work environment needs to be open and
inclusive. Employees need to feel that they are making
a meaningful contribution to the success of the orga-
nization. To achieve this, there needs to be clear
communication of the organization’s goals and how
individual roles will impact them. Employees must
feel empowered to make decisions in their roles and be
comfortable making suggestions for improvement. There
must be a forum for employees to deliver feedback and
suggestions, though face-to-face is the better option (see
Executive Sponsorship (LER)).
The engagement formula is really quite simple. People
wish to work with pride and have a voice in the future
they are being asked to create. Reliability leaders listen
for the future of their organizations and give the work-
force a voice.
Suggestions must be evaluated on the merit to con-
tribute and not on the position of the person making
the suggestion. Senior executives must be seen as being
40
supportive and available as they discuss the progress and

obstacles of employees’ contributions.
Employees must be engaged and motivated through
constant involvement and feedback. Acknowledging
outstanding performance helps with both these goals.
Acknowledgment and reward are not always monetary,
but they need to be relevant and not just to the level of
performance, but also to the individual receiving them.
Even though roles and rewards are identified on an indi-
Hcm
vidual basis, there must be a strong emphasis on working
as a team, with a goal of achieving synergy, where the
contribution of the team as a whole is greater than the
sum of the individual contributions. In this work envi-
ronment, people feel they are valued and respected and
their opinions are heard. This does not mean that every-
thing suggested or every opinion offered will be acted
on, although the decision made is clearly communicated,
along with the reasons why.
The mission or vision of the organization is clearly
described and all employees can explain it. There are
established norms or examples of standards of behav-
ior that support and drive the vision. The vision is not
just a set of words posted on the boardroom wall; it
is a living document that guides the approach across
41
the organization. Leaders understand that they will be

judged by their actions, not just their words and are
aware of their ability to influence the attitude with both
their actions and words.

Should Know
• Deals with the greatest of the organization’s assets:
Humans.
• Aligns the available skills with the organizational
needs.
• Ensures there is appropriate learning and education.
• Has clear performance management and relevant per-
formance indicators that are both predictive of the
goal and can be influenced by the people being asked
to create the result. See Performance Indicators (AM)
for more details.
• Ensures employees are engaged and empowered.
Summary
The purpose of human capital management is fairly
simple: It enables organizations to hire the right people
by having complete knowledge about the require-
ments of the role when trying to fill a vacancy. Human
42
capital management also ensures that people develop in

response to organizational needs and the right people
are in the right jobs. Organizations will be able to retain
these people by offering a challenging and rewarding
work environment where individuals feel they are an
important part of the organization and can achieve
growth in their work life.
The realization that human capital is perhaps the
most important asset enables organizations to continue
Hcm
to grow and succeed when they manage it in the cor-
rect manner. Even though the term includes the word
management and the hard tasks, such as training, devel-
opment and competence management do, in fact, require
managing, what is essential for success is leadership.
Whereas managing tends to deal with processes and
procedures, leaders add a third and most important ele-
ment: People. They form connections with those in the
organization as they champion the change process and
are seen as examples for others to follow.
43
References
Baron, Angela and Armstrong, Michael. Human Capital
Management. London: Kogan Page Limited, 2007.
Ingham, Jon. Strategic Human Capital Management.
London: Routledge, 2006.
Thomas, Steve. Measuring Maintenance Workforce
Productivity Made Simple. Fort Myers: Reliabilityweb.com,
2010.
44
Cbl
competency
based
learning
Introduction
Competency based learning (CBL) is designed to
ensure that your investment in your people supports the
achievement of the aim, organizational objectives and
strategic goals of the enterprise.
Competency based learning is used to:

• Develop reliability leaders at every level of the
organization;
• Engage and empower stakeholders across the
organization;
• Align behavior with the aim, organizational objectives
Cbl
and strategic goals;
• Maximize the people advantage to leverage technical
and business process advantages of the organization;
• Install a consistent language of reliability and asset
management;
• Clarify job and work expectations;
• Hire the best people available;
• Adapt to change.
In the context of the Uptime Elements, competency

based learning is based on a competency model, using
47
the Uptime Elements Reliability Framework and Asset

Management System as that model.
A competency model based on the Uptime Ele-
ments identifies the skills, knowledge and characteristics
needed to be an effective reliability leader and exercise
reliability leadership as a natural self-expression.
Competition, market conditions and an aging
workforce have made competency based learning an
imperative for many organizations if they are to survive.
As these companies go lean and take aggressive actions
to reduce costs, the need to maintain the same or higher
levels of productivity with fewer people requires those
who remain to have the needed skills, knowledge and
reliability leadership traits.

Aim – A purpose or intention; a desired outcome for an
organization based on its objectives.
Asset – A thing, entity, or item that has actual or poten-
tial value to an organization.
Asset management – Coordinated activity of an orga-
nization to realize value from its assets.
48
Objective – An aim or goal towards which an effort is

directed; The set of results to be achieved that will deploy
a vision into reality.
Defining Competency
The traditional definition of competency is defined as
“the state or quality of being properly or well quali-
fied.” However, in the Uptime Elements, competency
is defined as “a cluster of related knowledge, skills and
attitudes that affects a major part of one’s job (i.e., a
role or responsibility) that correlates with performance
on the job.”
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One of Terrence O’Hanlon’s reliability laws is: How
something occurs to someone will match the way they
perform. In terms of reliability, the focus of competency
based learning is to change how reliability occurs to the
stakeholder so they will perform with reliability as a
natural self-expression.
Competency based learning is defined as a training
and development system that enables a focus on relevant
behaviors and skills that ensure alignment to the aim,
organizational objectives and strategic goals through line
of sight based on a framework that is well understood by
49
participants, human capital management (HCM/HR)

teams, area managers and reliability leadership coaches
and mentors.
A competency model is defined as the description
of the particular combination of knowledge, skills and
characteristics needed to effectively perform a role in an
organization. An example of a certified reliability leader
(CRL) competency model is provided (see Figure 1).
Why Competency Based Learning?

“Competence deteriorates if it is not managed actively.
This affects organizations that don’t understand the
capabilities they need, teams when key people leave,
and people whose knowledge and skills are out-of-date.
Businesses need to know that they and the people
working for them have what it takes to succeed.”
– Chris Lloyd, Competence Assurance Solutions
More than ever, human capital management and

other business managers are embracing the Uptime Ele-
ments Reliability Framework and Asset Management
System’s competency model to make decisions about
selection, placement, succession planning, learning and
50
Leadership
(5.x)
Knowledge
(4.x)
Skills
(3.x)
Personality
(2.x)
Ability
(1.x)
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Figure 1: Certified reliability leader individual
competency model (Courtesy of Reliabilityweb.com)
development related to reliability leadership. They use

it to ensure that the organization’s investment in people
yields the expected reliability and asset performance
result.
An organization’s technical and business process
advantages are only as useful as its employees’ ability to
employ and support them.
51
The Structure of an Uptime Elements

Competency Based Learning System
In his book, The Fifth Discipline, Peter Senge outlines
the five disciplines of a learning organization. When
designing your competency based learning system, much
can be gained by ensuring you are addressing all five
disciplines in some way that is appropriate for your orga-
nizational context.
1. Systems thinking – The ability to comprehend

and address the whole and examine interrelation-
ships between the parts. Uptime Elements stresses
that reliability leadership and asset management are
NOT maintenance activities, they are business activ-
ities and require cooperation and collaboration from
cross-functional stakeholders across the organization.
The Uptime Elements Reliability Framework and
Asset Management System provides the common
framework and language to coordinate and align the
stakeholders.
2. Mental models – These are deeply ingrained assump-

tions and image generalizations that influence
how people act. The Uptime Elements Reliability
52
Framework and Asset Management System is based

on four fundamentals of reliability leadership: integ-
rity, authenticity, responsibility and working on an
aim that is bigger than one’s self. These powerful
fundamental leadership ideas combine with a highly
defined language and visual system to slowly replace
the deeply ingrained assumptions and misplaced/
misunderstood ideas about how reliability occurs.
3. Shared vision – When presented with a clear vision,

people will excel and learn not because they are told
to, but because they want to. Top management usu-
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ally sets the overall vision, although some lower level
leaders may also set aligned visions within work
groups and other smaller teams. The concept that
relates from the Uptime Elements is working on an
aim that is bigger than one’s self. All work activ-
ity should be aligned through line of sight to the
achievement of the shared vision.
4. Personal mastery – All things that can be mastered

begin with the acquisition of a specialized language
that contains words, concepts and ideas. For example,
a doctor in medical training begins by studying the
53
specialized words, phrases and concepts related to the

practice of medicine.
Ross University School of Medicine provides the
following advice for medical students: “Clear use of
language is essential for communication with both
colleagues and patients—you cannot succeed as a
physician without a good command of language. You
are about to start learning a new language, the lan-
guage of medicine. The more you think about what
words mean, the more fluent you can become, and
the more effectively you will be able to think in this
new language.”
A Pennsylvania Academy of the Fine Arts instruc-
tor relates this musical mastery wisdom: “So, what is
the goal of a music education? It is to ‘communicate’
musically or, in other words, to learn and to speak
the ‘language’ of music.”
Using the word “language” in this context does
not refer to reading the written musical language
(although that is good), but instead speaking a
language in the broader sense of understanding,
as well as communicating, the grammar, vocabu-
lary and syntax so that ideas and creativity can be
shared.
54
Uptime Elements provides a path to master reli-

ability leadership with the acquisition of a specialized
language that contains words, concepts and ideas of
reliability and asset management.
5. Team learning – The process of aligning and devel-

oping the capabilities of a team to create the results
you truly desire to see. The Uptime Elements Reli-
ability Framework and Asset Management System is
designed to be part of the competency based learn-
ing system to engage and empower teams across the
organization as reliability leaders.
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Team learning and development can be formal, as
in a one- to four-day certified reliability leader work-
shop, with longer workshops focused on team based
exercises designed to allow participants to discover
for themselves what it is to be a reliability leader.
Uptime Elements Black Belt workshops are activi-
ty-based and project-focused workshops with active
mentoring and coaching for your teams.
Team learning and development can also take
advantage of interactions with external communities
of practice (e.g., Reliability Leadership Institute, Uni-
versity of Tennessee RMC), external communities of
55
knowledge (International Maintenance Conference,

The RELIABILITY Conference, Association of
Asset Management Professionals chapter meetings,
etc.), book, reading groups, clubs, vendor lunch and
learn events, and special interest working groups.
There are many online communities, like Reliabil-
ityweb.com, Maintenance.org and LinkedIn groups
that provide opportunities to expand professional
networks and quick learning of new ways to think.
Assessment of Asset Management and

Reliability Leadership Competencies
A possible model is suggested in the tables provided in
this section, however, you are strongly urged to develop
a competency assessment that is appropriate for your
organization and its roles and responsibilities.
In addition to the Uptime Elements’ competencies,
you may wish to consider additional traits, values and
behaviors from the list in the next section for certain
roles and responsibilities.
Clarifying specific behaviors, traits and practices
increases the likelihood of successful outcomes, employee
retention and productive succession.
56
Competency based learning is the bridge between

reliability leadership and human capital management,
top management, operations, IT, quality and other stake-
holders in your organization.
Cbl
Development Opportunity Rating
Development opportunity is where you make notes about

your observations related to a person’s development
opportunity related to the element. Rate the develop-
ment need using High (H), Medium (M) and Low
(L) based on your aim, organizational objectives and
strategic goals.
57
Knowledge Reliability Engineering for Maintenance (REM)

Domain 1
Summary The Uptime Elements Reliability Framework ensures that
activities are aligned with and achieve the aim, organiza-
tional objectives and strategic goals. Reliability Engineer-
ing for Maintenance (REM) identifies the assets that are
critical in delivery of the aim and the way those assets can
fail to deliver their intended value. In addition to formal
failure analysis, this knowledge domain also includes sta-
tistical techniques to make and refine evidence-based de-
cisions about renewal, reliability strategy and replacement.
Reliability-centered design and capital projects are also
placed in this domain.
Development
Development
Uptime Element Need
Opportunity
(H/M/L)
Element 1.1 Criticality Analysis Ex: Does not
understand
the difference
between critical
and priority
Element 1.2 Reliability Strategy
Development
Element 1.3 Reliability
Engineering
Element 1.4 Root Cause
Analysis
Element 1.5 Capital Projects
Element 1.6 Reliability-Centered
Design
Element 1.7
58
Knowledge and Understanding Requirements of Domain 1

The organization’s objectives (aim)
The organization’s risk management framework
Other relevant organizational policies and strategies
Legislative and regulatory frameworks
How to develop reliability strategy options and compare and assess their
benefits and impacts
Reliability strategy decision criteria and development processes
Reliability decision-making: capital investment, operations and
maintenance, lifecycle cost and value optimization, resourcing strategy
and optimization, shutdowns and outage strategy and optimization,
aging assets strategy
Processes for stakeholder management and consultation
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The impact of changing economic and stakeholder expectations on the
long-term management of assets
Effective implementation practices
Statistical reliability engineering practices
Capital project reliability review process
Design for reliability and purchase for reliability concepts
Comments:
59
Knowledge Asset Condition Management (ACM)

Domain 2
Summary Asset Condition Management (ACM) includes three
important ideas. 1) Reliability Engineering for Main-
tenance identifies opportunities for early detection of
potential failures using advanced sensing technologies to
provide an optimized intervention schedule; 2) Precision
domain activities, such as laser alignment and balancing,
and clean, dry, compatible lubrication to eliminate future
defects and potential failures; 3) An asset condition in-
formation management system, including basic concepts
around the Internet of Things and predictive analytics to
provide evidence based decision capabilities relating to
asset condition management, is required.
Development Development
Uptime Element
Opportunity Need (H/M/L)
Element 2.1 Asset Condition
Information
Element 2.2 Vibration Analysis
Element 2.3 Oil/Fluid Analysis
Element 2.4 Ultrasound Testing
Element 2.5 Infrared Thermal
Imaging
Element 2.6 Motor Testing
(online/offline)
Element 2.7 Nondestructive
Testing (NDT)
Element 2.8 Alignment/
Balancing
Element 2.9 Lubrication
60

The failure modes that can be detected using condition monitoring
How to develop condition monitoring strategy options and compare and
assess their benefits and impacts
How to manage asset condition information
How to determine inspection periods
Processes for building confidence in early detection of potential faults
Reporting program “saves” in economic or other important valuation
language
Creating and enforcing written alignment and balancing standards
Management of lubricant storage and dispensing for cleanliness,
dryness and compatibility
Management of technician professional development and certification
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How and when to replace time based or period based maintenance tasks
Comments:
61
Knowledge Work Execution Management (WEM)

Domain 3
Summary There is a requirement for effective Work Execution Man-
agement (WEM) of the maintenance strategy that results
from REM. This includes effective PMs, maintenance
planning and scheduling, MRO spare parts management,
operator driven reliability, defect elimination and an asset
information management system to track maintenance
labor, material and, equally important, history, such as fail-
ure causes and remedies.
Development
Development
Uptime Element Need
Opportunity
(H/M/L)
Element 3.1 Preventive
Maintenance
Element 3.2 Planning and
Scheduling
Element 3.3 MRO Spare Parts
Element 3.4 Computerized
Maintenance
Management System
Element 3.5 Defect Elimination
Element 3.6 Operator Driven
Reliability
62

The source of defects
How to create cross-functional defect elimination teams
The importance of using failure cause codes in alignment with REM failure
analysis results
The importance of high service levels for MRO spares and consumables
Effective planning and scheduling
Managing maintenance work information in a computerized administration
system
When and how to develop operator driven reliability
Understanding the application of preventive maintenance (PM)
Comments:
Cbl
63
Knowledge Leadership for Reliability (LER)

Domain 4
Summary There is a common domain in all high performance re-
liability organizations that is reflected in leadership. The
primary concepts include understanding, measuring and
driving value from assets, building an effective team of
people with the competencies required and top manage-
ment with long-term vision based in integrity, authen-
ticity, responsibility and working at an aim bigger than
one’s self.
Uptime Element
Element 4.1 Operational
Excellence
Element 4.2 Executive
Sponsorship
Element 4.3 Human Capital
Management
Element 4.4 Competency Based
Learning
Element 4.5 Integrity
Element 4.6 The Reliability
Journey
Element 4.7
64

Understanding the role of organizational culture in performance
Understanding value
Understanding the nature of the reliability journey
Understanding the concerns of all stakeholders
Competency development and sustainability mapped to aim, organizational
objectives and strategic goals
The importance of long-term management commitment and active
The relationship between integrity and reliability
Comments:
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65
Knowledge Asset Management (AM)

Domain 5
Summary An asset is something that has actual or potential value to
an organization. Asset Management (AM) is a coordinat-
ed set of activities to ensure that value. Uptime Elements is
designed to support the Asset Management framework as
defined in ISO55001. This knowledge domain ties the tech-
nical activities to the business.
Uptime Element
Element 5.1 Strategy and Plans
Element 5.2 Corporate
Responsibility
Element 5.3 Strategic Asset
Management Plan
Element 5.4 Risk Management
Element 5.5 Asset Knowledge
Element 5.6 Asset Lifecycle
Management
Element 5.7 Decision-Making
Element 5.8 Performance
Indicators
Element 5.9 Continuous
Improvement
66

Understanding of ISO55000 Asset Management Standards
Understanding of ISO31000 Risk Management Standard
Evidence based, whole life decision process
Integration of reliability leaders in early asset lifecycle phases
Understanding corporate responsibility
Asset information management
Strategic asset management plan creation
Comments:
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67
Uptime Elements Triple Bottom Line (Tbl)

Summary The aim of the Uptime Elements is to enable the delivery
of the triple bottom line of economic benefit, environmen-
tal sustainability and social responsibility through reliabil-
ity leadership.
Uptime Element
Element 6.1 The Business Case for
Reliability and Asset
Management
Element 6.2 Enabling

Environmental
Sustainability through
Reliability and Asset
Management
Element 6.2.1 Steam Systems
Element 6.2.2 Compressed Air
Systems
Element 6.2.3 Energy Efficient
Motors
Element 6.2.4 Reducing Spills and
Fluid Waste
Element 6.3 Social Responsibility
Comments
68
Additional Reliability Leadership

Competency Behaviors and Traits
Ability to handle multiple Emotional stamina
tasks Empathy
Accountable Engaging in
Accuracy and self-assessment
fact-checking Flexibility
Achievement need Influencing
Adaptability Informs and clarifies
Affiliation need Inspires others
Analytical skill Integrity
Assertiveness Listens with an open
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Attention to detail mind
Authentic Mentoring/Coaching
Basic selling skills Networking
Business knowledge Oral communication
Communication skills
Computer literacy Orchestrating resources
Conflict resolution Partners well
Consultative Patience
problem-solving Persistence and
Continuous learning follow-through
Credibility Planning ability
Customer focus Political judgment
Delegating ability Prioritizes
69
Recognizing and praising Team building

Reflectiveness Teamwork
Responsibility Technology skills
Rewarding Thinking/reasoning
Risk-taking Time management
Self-management Understanding financial
Social sensitivity impact
Strategic thinking Works at an aim bigger
Stress tolerance than one’s self
Takes initiative

Should Know
• Competency based learning is NOT training. It
requires learning, development, clear performance
expectations, coaching, mentoring and feedback.
• Competency based learning includes traits and
behaviors.
• Competency based learning is directly connected to
the aim, organizational objectives and strategic goals
through line of sight.
• Competency based learning only can be effective
when it is based on a strong, well-defined framework,
like Uptime Elements.
70
• The best competency based learning programs are in

learning organizations.
• Competency based learning uses systems for inter-
nal training, however, it also encourages external
inputs through conferences, associations, communi-
ties and other forms of knowledge and professional
networking.
• Competency based learning is the bridge between
reliability leadership and human capital manage-
ment (HCM). Partner with HR/HCM to manage
this activity.
• Competency based learning can combat the skills
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shortage and aging workforce succession challenge
facing many organizations.
Summary
There are ways of working together that are vastly more
satisfying and more productive than the prevailing
system. Organizations work the way they do because
of how people think and interact. The changes required
ahead are not only with your organization, but also with
its employees and stakeholders.
Competencies can transform your organization
by improving stakeholder engagement and asset
71
performance outcomes, supporting the organization’s

vision and values, increasing customer satisfaction and
employee retention, and boosting overall profitability.
The key to a successful competency based initiative is
to start with a strong, consistent framework to guide the
selection and incorporation of competency content into
your talent management and performance enhancement
processes.
References
Lucia, Anntoinette D. and Lepsinger, Richard. The Art
and Science of Competency Models. Hoboken: Pfeiffer and
Company, 1999.
Senge, Peter. The Fifth Discipline. New York: Doubleday,
2006.
72
Int
integrity
integrity
Introduction
Uptime Elements is built on the four fundamentals of
reliability leadership:
One of the law’s of reliability leadership is that with-
out integrity, reliability does not work.
Of course, one needs asset integrity to achieve reli-
ability. One needs data integrity as well, however, in the
Uptime Elements, integrity is used in the context of
leadership.
The simple definition of integrity from the Merri-
Int
am-Webster’s Learner’s Dictionary is: the state of being
complete or whole.
The definition of integrity used for the Uptime Ele-
ments is: Do what you say you will do. When you do
what you say you will do, you are complete and whole.
NOTE: The Uptime Elements does not relate integ-
rity with good or bad, nor is it discussed in the context
of morals or ethics. Rather, integrity is discussed strictly
as a performance issue.
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When something has integrity, its workability can

deliver its performance potential. When it loses integ-
rity, its workability declines, therefore, its performance
declines.
Take a bicycle wheel as an example. When it is intact
with all its spokes, it has integrity and is workable. Its
workability can deliver 100 percent of its performance
potential. As the wheel loses it spokes, it lacks integrity
and its workability decreases. As it slowly goes out of
round, it loses its performance potential.
People, on the other hand, have their word and when
their word is intact, they are said to have integrity.
But that is also the problem or the challenge of integ-
rity. From time to time, people fail to keep their word or
do what they say they will do. So now what? Once you
fail to do what you said you were going to do, you now
lack integrity and will suffer performance loss. It seems
like an insoluble situation.
So, the Uptime Elements take it from a different
angle, so even to say you have integrity lacks integrity.
It is more useful to view integrity like a bucket of water
with a small leak in it. The idea is to keep more water
in the bucket than leaks out. Another way to look at it
is that integrity is a road with no end. You are either
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integrity
going forward toward integrity or backward away from

integrity.
You fill up the bucket of integrity and make prog-
ress on the road to integrity by cleaning up the mess
you made at the earliest possible opportunity when you
chose not to keep your word or couldn’t keep your word
for some reason. You took responsibility for not keeping
your word and did not assign cause to some external
circumstance.
An example is that most people are never late for
anything. They are late because of traffic. They are late
because the alarm clock did not go of and they overslept.
They even may be late because they are not feeling well.
But reliability leaders act as if they are at cause in
the matter. They do not assign blame or fault external
circumstances. Reliability leaders are late because they
Int
are late.
Reliability leaders communicate with the stakehold-
ers who are affected by their not keeping their word and
they do what they can to clean up or make up for the
mess they caused.
If you have ever worked with someone who lacked
integrity, ask yourself if it made any difference to the
performance of your team or organization? Did it make
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a difference in the quality of daily work life? Of course

it did.
Now, ask yourself if you are aware of all the ways you
give your word?
For most people, a lack of integrity is invisible, not
even seen. But in many ways, that’s even worse than the
obvious breaking of your word because what is not seen
or what there is no awareness of cannot be easily cured
or improved.

Integrity – Doing what you say you will do to achieve
a state of being complete and whole.
Performance – A measurable result; The act of doing
a job, activity, or action to accomplish a goal or fulfill a
promise, claim, or request.
What Integrity Includes

Integrity is more than the explicit promises you make.
Integrity includes:
• What you say you will do;

• What you know is right;
• What is expected of you in your role;
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integrity
• What you say you stand for (authenticity);

• What you assert is true;
• What the law, regulations, or accepted rules of the
groups you live and work in are;
• Doing what you do completely and to the best of
your ability.
People give their word in all these ways, but often

without thinking or without choosing.
And people have very effective ways of ignoring or
justifying these violations of integrity without realizing
the cost to performance.
Reliability leaders think carefully about how and
when they give their word. They do not do so casually
and they always consider the cost/benefit before giving
their word. Reliability leaders give their word the way
Int
leaders give their word – they choose it.
The exercise here is to pay close attention to all the ways
you give your word and begin to be more aware, always
applying a cost/benefit ratio before you choose to give your
word. When you do give your word, keep it, unless you
choose not to or cannot. Then, you must clean up the mess
you make by not keeping your word at the earliest possible
opportunity if you want to increase performance.
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In the extreme, you agree to follow the rules of the

road (i.e., the highway laws) in whatever place you accept
your driver’s license. You may be able to drive 55 mph in
a 45 mph speed zone with no apparent consequences;
however, violating the law of integrity has painful conse-
quences, just as violating the law of physics and common
sense when you touch a hot stove.
If you want to improve performance, find ways to do
what you say you will do. Be aware of all the invisible
ways you give your word and may be breaking your word,
and clean up the mess as soon as possible.
When integrity is lacking the speed of transactions,
such as agreeing on a schedule for next week or buying a
service, slows down because you must protect your inter-
ests. You could say that a lack of integrity adds friction to
the system. If integrity is present, then the transactions
speed up and friction is reduced.
Performance increases of 100 to 500 percent are
possible simply by keeping your word. This is the most
effective aspect of the Uptime Elements Reliability
Framework. You should begin work in this area imme-
diately and return to review this passport every few
months. Remember, integrity is a road with no end.
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integrity
Authenticity
Authenticity shares the trait and statement used for
integrity. To be authentic, you must be authentic about
your inauthenticity.
Often, people feel like creatures of their own making,
but in reality, they live in a highly organized and struc-
tured society that creates the need to compromise and
conform to get by. It would be quite a coincidence if
the compromises and conformities in your life matched
who you really are. Most people would rather be fish-
ing, hunting, golfing, eating, or doing some other highly
desirable activity instead of the ones they spend every
day doing.
With that being said, people do carry some import-
ant core values with them, like honesty, family, loyalty,
Int
enthusiasm, faith and many others.
Reliability leaders are authentic about their inauthen-
ticity, but they also let those they work with know what
authentic values are most important to them. In that
way, even if others do not share those values, they build
respect over time as they act in a consistent way with the
values they say they hold dear.
This builds trust and confidence, which are at the core
of reliability leadership.
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Taking a Stand
Reliability leaders create a future that was not going
to happen anyway. Reliability leadership is expressed
through the actions that result in a created future that
was not going to happen anyway.
The future that is going to happen is called the default
future. The default future is neither good nor bad, it is
simply the future everyone knows will arrive if nothing
is done differently. If the default future is acceptable,
then reliability leadership is not required. Competent
management can provide the tools to deliver the default
future.
Reliability leaders live in a created future through
language. More specifically, reliability leaders create the
future through a declaration. A declaration is a funda-
mental speech act of saying something is so.
The United States of America was created in an
instant through the use of a declaration, The Declaration
of Independence issued July 4, 1776.
Most accomplishments in your own life probably
began with a declaration, like “I will quit smoking” or “I
will get this job,” etc.
A declaration is NOT magic and does not create
results by itself.
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integrity
A declaration creates the “clearing,” as described by

German philosopher Martin Heidegger in his 1927
book, “Being and Time.”
Another way to look at it is that the declaration takes
the “someday” future and moves it to “right now.”
The declaration creates the possibility.
To create a new clearing or possibility for reliability,
you should work with your team to make a declaration
of reliability and take a stand for the future the decla-
ration creates.
More specifically, the process is:

1. Make a declaration of reliability;
2. Take a stand for the future the declaration creates;
3. Act with integrity and authenticity;
4. Take committed action.
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Action is the only thing that actually bends the
universe or creates any kind of meaningful change.
Committed action is needed from an engaged, empow-
ered and aligned cross functional team to move from the
default future to a created future.
In the words of Margaret Mead, “Never doubt that
a small group of thoughtful, committed citizens can
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change the world; indeed, it’s the only thing that ever
has.”
Steve Jobs of Apple said it in a different way: “We’re
here to put a dent in the universe. Otherwise why else
even be here?”
AIM
Aim is the reason your organization exists.
A central theme and starting point for the Uptime
Elements is the concept of aim. It defines a higher pur-
pose. In many cases, you can discover an organization’s
aim in the mission, vision and values statements com-
municated by top management and usually found on the
“About Us” page on the company’s website. Other times,
the aim is not as clear as it could be. In these instances,
it is imperative that your team discerns the aim at the
earliest possible opportunity because it sets the destina-
tion for your journey.
In ISO55000 language, you can use organizational
objectives to replace the aim from the Uptime Ele-
ments. Anything that does not deliver the aim is likely
not adding value, so it is important to draw a line of
sight from your work to the aim or organizational
objectives.
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integrity
The fourth and final value of reliability leadership is

to work toward an aim that is bigger than one’s self.

Should Know
There is a direct relationship between integrity and
reliability.
The integrity of the system

The reliability of the system
The integrity of the structure

The reliability of the structure
The integrity of the brand

The reliability of the brand
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The integrity of the data
The reliability of the data
The integrity of the person

The reliability of the person
Put simply, without integrity, reliability does not work.
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Summary
Integrity means doing what you say you will do. It means
being authentic by communicating your core values.
The future of an organization is created through
language, more specifically, through a declaration. Reli-
ability leaders create a future that was not going to
happen anyway.
Reliability leadership is expressed through the actions
that result in a created future that was not going to
happen anyway.
Aim is the reason your organization exists.
Imagine the performance improvement of your orga-
nization if everyone worked toward the four values of
reliability leadership outlined in the Uptime Elements.

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reliability
journey
reliability journey
Introduction
Reliability is becoming an essential business require-
ment in today’s environment. Safety performance and
reliability performance are linked. In order to meet
customers’ needs on time at competitive prices, an orga-
nization’s equipment and assets have to work reliably
and effectively. Reliability is not just the responsibility
of the maintenance department; it is the responsibility
of everyone in the organization.
The Reliability Journey is designed to empower you
and your team on a self-led journey that will unlock
extraordinary value for your organization.
Reliability leadership involves managing value
delivery and the functional assurance of assets while
minimizing the effects of risk and failure. It is an enter-
prise-wide understanding and approach that enables an
organization to consider the potential impact of all types
of failures, including process, information and equip-
ment failures.
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The Uptime Elements Reliability Leadership System
draws from a body of knowledge that is based on the
Uptime Elements Passport series, various international
standards, such as ISO55001 and ISO31000, assess-
ments conducted at over 400 best practices organizations
89
as part of the annual Uptime Awards, and a small focused

collection of publications written by recognized inter-
national experts.
Simply put, Uptime Elements is a map for under-
standing the interrelated nature of reliability elements.
New reliability leaders will discover novel meaning to
their work and interactions with the people they work
with. Reliability leadership provides a basis for their
decisions and will eventually drive transformation of
the organization.
Moreover, it produces immediate and sustainable results

for your organization, including:
• An engaged and empowered workforce aligned
with the Aim of the organization;
• Improved financial results;
• Safety and environmental incident reduction;
• Sustainability and energy savings;
• Improved workforce recruitment and retention;
• Reputation and brand enhancement.
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reliability journey

Aim – A purpose or intention; a desired outcome for an
organization based on its objectives.
Asset – A thing, entity, or item that has actual or poten-
tial value to an organization.
Asset lifecycle – Stages or phases involved in the man-
agement of an asset during its life. These phases include
concept, design and development, build, install and com-
mission, operations, maintenance, decommissioning and
disposal.
Asset management – An organizational process to max-
imize value from an asset during its life; The management
of the life of an asset to achieve the lowest lifecycle cost
with the maximum availability, performance efficiency
and highest quality.
Certified reliability leader – An individual who has
passed the Association of Asset Management Profes-
sionals CRL exam and is in good standing.
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Equipment uptime – The time period during which an
equipment item is performing at design specification;
the inverse of downtime.
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ISO31000 – An international standard that describes

the components of a risk management implementation
framework.
ISO55001 – An international standard that describes
a management system framework to support an asset
management process.
Lifecycle – The stages involved in the management of
an asset.
Maintenance – Activities required to keep assets and its
component in proper operating condition as designed.
Reliability – The probability that an asset, item, or
system will perform its required functions satisfactorily
under specific conditions within a certain time period.
Reliability leader – Being a reliability leader is defined
as, realizing a future that wasn’t going to happen anyway.
Reliability leadership – Reliability leadership is defined
as actions that result in a created future that wasn’t going
to happen anyway.
Risk – A future event that has some uncertainty of
occurrence and could have negative or positive conse-
quences if it were to occur; Probability of an event times
its effects.
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reliability journey
Reliability Through the Uptime

Elements
The Uptime Elements provide a simple way to under-
stand a holistic, system-based approach to embedding
reliability into an organization’s practices and culture. By
using a unified theory and precise language to explain
the fundamental elements of reliability and how they
relate to each other, Uptime Elements allow everyone
to gain an understanding of reliability appropriate to
the work they do.
All things that can be mastered begin with the acqui-
sition of a specialized language that contains words,
concepts and ideas. Examples would be a doctor in
medical training who begins by studying the special-
ized words, phrases and concepts related to the practice
of medicine, or a musician who learns how to read the
written musical language. Using the word language in
this context means speaking a language in the broader
sense of understanding, as well as communicating the
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grammar, vocabulary and syntax so ideas and creativity
can be shared.
Uptime Elements detail a reliability and asset man-
agement system that includes the five knowledge
domains of:
93
• Reliability Engineering for Maintenance (REM),

• Asset Condition Management (ACM),
• Work Execution Management (WEM),
• Leadership for Reliability (LER),
• Asset Management (AM).
Reliability Journey falls under the Leadership for

Reliability domain.
Four Fundamentals of Reliability Leadership
The Uptime Elements Reliability Framework and Asset
Management System is built on a foundation of four
principles for reliability leadership:

3. Responsibility – Be accountable/take a stand.
4. Working for an Aim that is bigger than one’s self.
These reliability fundamentals are crucial for a high

performance reliability culture, and CRL training
courses include special exercises to allow participants
to discover for themselves what it is to “be” a reliability
leader.
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reliability journey
Reliability Engineering for Maintenance (REM)

This is the starting point for the Uptime Elements
system and the most important domain because it is
the only one that can reduce failures.
If leadership, asset management, condition mon-
itoring, work execution management and material
management are each executed at high levels, this will
make you more efficient, but they will NOT reduce
failures.
Every task in a reliability program should be aimed at:
• Prevention of a failure mode;

• Prediction of a potential failure mode;
• Meeting a regulation or legal requirement.
REM will:
• Inform, educate and enlighten leadership and

cross-functional team members; Rj
• Create a leadership line of sight from top management
to plant floor regarding value, criticality, reliability and
risk.
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• Inform your asset condition management and work

execution management tasks and decisions.
• Align functional silos and stakeholders who can
enable or disable reliability.
Asset Condition Management (ACM)

The three key principles used in this domain are:
1. ACM reduces/eliminates defects from entering the

organization through the application of precision
lubrication techniques, precision alignment tech-
niques and precision balancing.
2. ACM utilizes condition monitoring technologies
and nondestructive testing technologies to provide
early detection of possible failure modes to optimize
planning, scheduling and material requirements.
3. ACM includes a unified system for information
management and decision support related to manag-
ing the condition or health of equipment and assets.
More recently, smart connected assets, the Internet
of Things, advanced analytics, asset performance
models, connected and common data environments,
cloud computing and reliable connection options
have expanded at the fastest pace in industrial history.
It is important to have a fundamental understanding
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reliability journey
of a holistic approach to reliability to leverage these

emerging technologies.
Work Execution Management (WEM)

This domain guides organizations with the processes and
tools needed to execute and manage work efficiently and
effectively as new maintenance tasks and maintenance,
repair and operations (MRO) spare parts requirements
begin to flow from their REM and AM domains.
One of the most powerful concepts included in the
WEM domain is the use of empowered, cross-functional
defect elimination teams to reduce the flow of defects
into the system. These include defects from:
• Raw materials and process inputs;

• Operational discipline;
• Maintenance workmanship;
• Maintenance material and storage;
• Design, build and install.
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Leadership for Reliability (LER)
World-class organizations recognize that success is
achieved through leadership; however, they also realize
that results are only delivered through the engage-
ment and empowerment of everyone in the workforce.
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Leadership does not come from one person, it comes

from everyone. This is especially true for reliability.
It is important to have strong leadership at all levels
of the organization in order to create a sustainable, high
performance reliability system. Top management sets
the aim of the organization, creates the definition of
value and sets the tone for asset performance.
Reliability is not a concept, but rather a business
imperative. Reliability must be earned and continually
cultivated by leadership in order for it to sustain and
eventually become part of the culture.
Leadership is responsible for resourcing the reliabil-
ity effort with enough people who have the appropriate
competencies to deliver the results that align to the
aim of the organization. Leadership also sets the few
precious key performance indicators (KPIs) that allow
stakeholders to work to performance targets for their
appropriate level and are representative of value delivery
to the organization.
Asset Management (AM)

This overarching Uptime Elements domain takes all
phases of an asset’s lifecycle into consideration when
designing a managing system that delivers value.
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reliability journey
There are three distinctions of asset management that

need to be made as there is a lot of confusion around the
term asset management.
1. Asset
2. Asset Management
3. Asset Management Systems
An asset is something that has actual or potential

value to an organization.
Asset management is the actual decision(s) and
action(s) you take in a coordinated fashion to realize
value. Asset management is a verb, not a noun. It is the
stuff you do.
Asset management systems are the tools (i.e., the
technologies) and processes you use.
Typical asset lifecycle phases can be described as:
• Business needs analysis; Rj

• Asset planning;
• Asset design and creation;
• Asset operations and maintenance;
• Asset decommission and disposal;
• Residual liabilities.
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An asset management system ensures an organization

has the processes, support systems, tools, technologies
and people to make effective whole life decisions that
optimize value delivery from assets. The Uptime Ele-
ments system is designed to align perfectly with the
intent of ISO55001 and supports whole life asset deci-
sions related to value optimization.
The Reliability Journey
Scope and Maturity

To be successful and sustainable, the reliability initia-
tive needs to be comprehensive. It is useful to recognize
that enhancing reliability performance is a progressive
process and results cannot be achieved instantaneously.
Organizations must recognize and stabilize the oper-
ating domain in which they perform to progress to a
more mature operating domain.
The scope of the reliability initiative is normally
defined by an organization’s reliability maturity, ability
to deliver results from projects, resource constraints and
the expectation of the stakeholders.
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reliability journey
World
Class
Precision
Planned
Reactive
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Source: Don't Just Fix It,
Improve It, A Journey to the
Precision Domain
Ledet/ Abshire
Figure 1: Reliability leadership maturity levels
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Table 1 – Maturity matrix
World
Domain Reactive Planned Precision
Class
Responsive Planned Organization Learning
Behavior Traits Work Discipline Organization
Fix it after Fix it Improve it to
Design out defect flow
Reliability it fails before it fails reduce failure effects and failure modes
and consequences
Defect
elimination Activities Some empowerment Team is empowered
Defect Elimination through formal directed by to stem the flow of to prioritize defect
work requests– management elimination targets
low level defects
low feedback and report results

Anticipation
The equipment of failure tells Elimination of Defects and failures
Feedback Loops tells you what defects and failures designed out of new
you what to tell you what to assets based on failure
to work on work on work on knowledge
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reliability journey
Top Management/Executive Support

and Sponsorship
Reliability leadership is mandated by example and
integrity delivered from top management and it must
be continuous and high profile. Without this executive
sponsorship, the reliability initiative will not embed
into the organizational culture and results will be
unsustainable.
Alignment/Line of Sight
It is important to align reliability strategies and objectives
with asset management objectives, business objectives
and organizational objectives to engage and empower
stakeholders and value-based decisions throughout the
value chain. Figure 2 was created based on a concept by
Terry Wireman and featured in The NEW Asset Man-
agement Handbook (ISBN 9781939740519).
To create sustainable performance, there is a need to
align all activities toward delivery of the organization’s Rj
aim or purpose. Top management establishes high-level
direction and defines value.
The concept of vertical alignment or line of sight
establishes a connection between top management and
the assets of the organization in order to assure value
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Figure 2: Line of sight for organizational values (Courtesy of Reliabilityweb.com)
reliability journey
Top Management
(defines value)
Operational Excellence/Asset Management

(assures value delivery)
Reliability Leadership
(assures function in alignment with value delivery)
Asset Care/Maintenance
(assures capacity delivery)
Figure 3: Line of sight
delivery. Operational excellence, asset management, reli-

ability leadership and effective maintenance deliver the
results.
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Reliability leadership also provides an opportunity

to encourage horizontal alignment in support of value
delivery from assets across a typical organization’s func-
tional silos.
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Operations
Maintenance
Reliability
Leadership
Human
Resources
Purchasing
Finance
AIM
Figure 4: Reliability leadership line of sight
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reliability journey
Align Your Efforts at the Highest Possible Level

of Influence
Reliability leaders work at a wide range of positions or
job responsibilities, from global responsibilities to equip-
ment level responsibilities. It is important to define your
role and the role of other stakeholders in achieving the
organizational aim with an awareness of your specific
level of influence.
Corporate Performance Objectives

(AIM)
Plant Performance Objectives

(AIM)
Major Assets Performance Objectives

(AIM)
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Equipment Performance Objectives
(AIM)
Figure 5: Aligning roles with the Aim of the organization
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Reliability Leadership Roles and

Responsibilities
Top Management/CEO/Board of Directors

• Define and communicate the organization’s aim
• Define and communicate the organization’s risk
appetite
• Determine a strategic approach to asset management
• Understand and communicate the most significant
risks
• Model reliability leadership
• Active executive sponsorship
Business Manager/Plant Management/Middle

Management
• Establish the “why” statement for reliability through
listening and consensus
• Install a precision language of reliability
• Create the reliability and asset management objectives
and strategies at a high level
• Empower and enable a reliability leadership culture
through leadership and defect elimination
• Gain agreement on reliability performance targets
• Ensure reliability implementation recommendations
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reliability journey
• Ensure reliability competencies

• Identify and communicate dynamic changed
circumstances
• Active reliability sponsorship
Reliability Manager/Department Management

• Develop the reliability policy and keep it up-to-date
• Document reliability management activities
• Coordinate reliability management activities
• Compile reliability information and prepare reports
for top management
Reliability Specialists
• Assist organization in establishing reliability policies
• Keep up-to-date in specialty area competencies
• Support root cause analysis and problem-solving
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efforts
• Work at the appropriate time horizon
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Individual Contributors/All Employees

• Understand, accept and implement the reliability
leadership process
• Stay up-to-date in required and requested
competencies
• Report inefficient, unnecessary, or unworkable tasks
• Identify and report defects
• Join cross-functional defect elimination teams
• Record accurate failure causes
• Cooperate with root cause failure analysis and prob-
lem-solving efforts
Reliability assessment and continuous improvement

are key parts of a reliability leadership system and should
be designed to ensure that reliability is embedded deep
into the organizational culture as a value.
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reliability journey

Should Know
Leaders have a say and give others a say in
how reliability occurs.
Leaders are masters of conversations.
Leaders listen for the future of their organization.
~ Terrence O’Hanlon
There is great power in questions and Reliability

Leaders work with four enquires, standing in them and
looking out to create a space for insight to show up.
Reliability gives others a say in how reliability occurs
by facilitating the four Uptime Elements enquires with
their teams on a regular basis. The answers are less inter-
esting than the insights that show up from an open
discussion.
Enquiry 1: What is reliability?

Enquiry 2: Where does reliability come from?
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Enquiry 3: How are reliability decisions made?
Enquiry 4: What is my role in reliability?
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Here are some things that every reliability leader

should know.
1. The process of reliability journey resulting from

Uptime Elements looks like this:
a. The future is created through language. Create
a declaration of reliability so you and your team
can live into that stand and the future it creates.
b. Work with commitment towards that stand.
c. Act with integrity by doing what you say you will
do.
d. Honor your word by cleaning up the mess you
make at the earliest possibility when you did not
keep your word.
e. Take action – the universe only bends to action.
2. Reliability is a journey rather than a destination. It
is like a mountain with no top and the only way to
progress is to keep climbing.
3. There are numerous ways to map your team’s journey
toward reliability.
4. Start with “why.” This may be counterintuitive but is
critical. Tie this to AIM.
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reliability journey
5. Follow with “what” so everyone speaks and thinks

in sync (Uptime Elements framework provides this
common language).
6. Empower the frontline to create “how to” as it gives
them a voice in determining their own future.
7. Reliability is NOT a maintenance initiative. It is a
business initiative with an analog to safety.
8. Without integrity reliability does not work.
9. Reliability is everyone’s responsibility. ~ Terrence
O’Hanlon
10. You do not have to go looking for reliability when it
is where you come from. ~Terrence O’Hanlon
Summary
Countless organizations attempt to gain a competitive
advantage in today’s global marketplace through reli-
ability initiatives. But, the sobering fact is that roughly
70 percent of those initiatives fail to create a sustained
result. What is happening in the 30 percent of reliability
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initiatives that succeed? The answer can be summed up
in a single word: leadership.
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World-class organizations deploy enhanced reliability

leadership efforts early on in the asset’s lifecycle phases
to leverage their knowledge of failure modes with a goal
of designing out maintenance and minimizing failure
consequences.
The Uptime Elements Reliability Leadership System
provides guidance in applying its principles early into
the asset’s lifecycle, rather than in the typical operate
and maintenance asset lifecycle phase that most orga-
nizations employ.
Equally important, the Uptime Elements Reliability
Leadership System provides a map of theory to engage
and empower every stakeholder in your organization as
a reliability leader.
The goal of the Uptime Elements is to make everyone
in an organization the best reliability leaders they can be.
Imagine how much potential could be unlocked inside
your own organization!
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reliability journey
Appendix A: Maintenance Reliability

and Asset Management Supporting
Standards
The Association of Asset Management Professionals
(AMP) Certified Reliability Leader (CRL) program
supports standardized approaches to creating a man-
aging system framework for sustainable reliability and
asset management.
The following list of key standards that are referenced
in the Uptime Elements Body of Knowledge (BoK) are
provided as a useful guide for practitioners. Your input
is welcomed to expand this list of standards.
International Organization for Standardization

The International Organization for Standardization
(ISO) is the world’s largest developer of voluntary
international standards. International standards give
state-of-the-art specifications for products, services and
good practices, helping to make industries more efficient Rj
and effective. Developed through global consensus, these
standards help to break down barriers to international
trade. (www.iso.org)
115
ISO55000:2014
Asset management -- Overview, principles and termi-
nology: Provides an overview of asset management, its
principles and terminology, and the expected benefits
from adopting asset management.
ISO55001:2014
Asset management -- Management systems -- Require-
ments: Specifies requirements for an asset management
system within the context of the organization.
ISO55002:2014
Asset management -- Management systems -- Guide-
lines for the application of ISO55001: Provides guidance
for the application of an asset management system in
accordance with the requirements of ISO55001.
ISO31000:2009
Risk management -- Principles and guidelines: Provides
principles and generic guidelines on risk management.
ISO/IEC31010:2009
Risk management -- Risk assessment techniques: Pro-
vides guidance on selection and application of systematic
techniques for risk assessment.
116
reliability journey
ISO14224:2016
Petroleum, petrochemical and natural gas industries --
Collection and exchange of reliability and maintenance
data for equipment: Provides a comprehensive basis for
the collection of reliability and maintenance (RM) data
in a standard format for equipment in all facilities and
operations. Although it is directed at oil and gas indus-
tries, all industries can discover benefits.
ISO17359:2011
Condition monitoring and diagnostics of machines --
General guidelines: Sets out guidelines for the general
procedures to be considered when setting up a condition
monitoring program for machines and includes refer-
ences to associated standards required in this process.
ISO13372:2012
Vocabulary: Defines terms used in condition monitoring Rj
and diagnostics of machines. It is intended to provide
users and manufacturers of condition monitoring and
diagnostics systems with a common vocabulary.
117
ISO13381-1:2004
Condition monitoring and diagnostics of machines
-- Prognostics -- Part 1: General guidelines: Provides
guidance for the development of prognosis processes.
It is intended to allow the users and manufacturers of
condition monitoring and diagnostics systems to share
common concepts in the fields of machinery fault
prognosis; enable users to determine the necessary
data, characteristics and behavior necessary for accurate
prognosis; outline an appropriate approach to progno-
sis development; and introduce prognoses concepts to
facilitate the development of future systems and training.
ISO13373-1:2002
-- Vibration condition monitoring -- Part 1: General
procedures: This part of ISO13373 provides general
guidelines for the measurement and data collection func-
tions of machinery vibration for condition monitoring.
ISO13373-2:2005
-- Vibration condition monitoring -- Part 2: Pro-
cessing, analysis and presentation of vibration data:
118
reliability journey
Recommends procedures for processing and present-

ing vibration data and analyzing vibration signatures
for the purpose of monitoring the vibration condition
of rotating machinery and performing diagnostics as
appropriate. Different techniques are described for
different applications. Signal enhancement techniques
and analysis methods used for the investigation of
particular machine dynamic phenomena are included.
Many of these techniques can be applied to other
machine types, including reciprocating machines.
Example formats for the parameters that are commonly
plotted for evaluation and diagnostic purposes are also
given. This standard is divided into two basic approaches
when analyzing vibration signals: the time domain and
the frequency domain. Some approaches to the refine-
ment of diagnostic results by changing the operational
conditions are also covered.
ISO18436-2:2003 Rj
Requirements for training and certification of personnel
-- Part 2: Vibration condition monitoring and diagnos-
tics: Specifies the general requirements for vibration
analysis personnel who perform machinery condition
119
monitoring and diagnostics of machines. Certification in

this standard provides recognition of the qualifications
and competencies of individuals to perform machinery
vibration measurements and analysis using portable and
permanently installed sensors and equipment. This stan-
dard covers a four category certification program that is
based on the technical areas discussed within it.
ISO29821-1:2011
-- Ultrasound -- Part 1: General guidelines: Outlines
methods and requirements for carrying out condition
monitoring and diagnostics of machines using airborne
and structure borne ultrasound. It provides measure-
ment, data interpretation and assessment criteria. This
technique is typically carried out on operating machin-
ery under a range of conditions and environments. This
is a passive technique that detects acoustic anomalies
produced by machines.
ISO18436-8:2013
-- Requirements for qualification and assessment of per-
sonnel -- Part 8: Ultrasound: Specifies the requirements
120
reliability journey
for qualification and assessment of personnel who per-

form machinery condition monitoring and diagnostics
using ultrasound. A certificate or declaration of con-
formity to this standard provides recognition of the
qualifications and competencies of individuals to perform
ultrasound measurements and analysis for machinery
condition monitoring using ultrasound equipment. It is
possible that this procedure is not applicable to special-
ized equipment or other specific situations. This standard
specifies a three category classification program that is
based on the technical areas within it, consistent with
ISO18436-1 and ISO18436-3.
ISO18434-1:2008
Thermography -- Part 1: General procedures: Provides
an introduction to the application of infrared thermog-
raphy (IRT) to machinery condition monitoring and
diagnostics, where machinery includes machine aux- Rj
iliaries, such as valves, fluid and electrically powered
machines, and machinery-related heat exchanger equip-
ment. In addition, infrared applications pertaining to
machinery performance assessment are addressed. This
standard introduces the terminology of IRT as it pertains
121
to condition monitoring and diagnostics of machines;

describes the types of IRT procedures and their merits;
provides guidance on establishing severity assessment
criteria for anomalies identified by IRT; outlines meth-
ods and requirements for carrying out IRT of machines,
including safety recommendations; and provides infor-
mation on data interpretation, assessment criteria and
reporting requirements. This standard also encompasses
testing procedures for determining and compensating
for reflected apparent temperature, emissivity and atten-
uating media when measuring the surface temperature
of a target with a quantitative IRT camera.
ISO18436-7:2008
-- Requirements for qualification and assessment
of personnel -- Part 7: Thermography: Specifies the
requirements for qualification and assessment of person-
nel who perform machinery condition monitoring and
diagnostics using infrared thermography. A certificate
or declaration of conformity to this standard provides
recognition of the qualifications and competencies of
individuals to perform thermal measurements and anal-
ysis for machinery condition monitoring using portable
122
reliability journey
thermal imaging equipment. This procedure may not

apply to specialized equipment or other specific situ-
ations. ISO18436-7:2008 specifies a three category
classification program.
ISO18436-4:2014
-- Requirements for qualification and assessment of
personnel -- Part 4: Field lubricant analysis: Specifies
the requirements for qualification and assessment of
personnel who perform machinery condition moni-
toring and diagnostics using field lubricant analysis. It
provides recognition of the qualifications and compe-
tencies of individuals to perform field lubricant analysis
for machinery condition monitoring. The procedure
is not applicable to specialized equipment or other
specific situations. This standard specifies a three cate-
gory classification program based on the technical areas
within it. Rj
ISO18436-5:2012
-- Requirements for qualification and assessment of
personnel -- Part 5: Lubricant laboratory technician/
123
analyst: Specifies the requirements for qualification and

assessment of personnel who perform machinery condi-
tion monitoring and diagnostics using laboratory-based
lubricant analysis. A certificate or declaration of con-
formity to this standard provides recognition of the
qualifications and competencies of individuals to per-
form laboratory-based lubricant analysis for machinery
condition monitoring. It is possible that this procedure
is not applicable to specialized equipment or other
specific situations. This standard covers a three category
classification program that is based on the technical
areas within it.
ISO20958:2013
Condition monitoring and diagnostics of machine
systems -- Electrical signature analysis of three-phase
induction motors: Sets out guidelines for the online
techniques recommended for the purposes of condition
monitoring and diagnostics of machines based on elec-
trical signature analysis. ISO20958:2013 is applicable to
three-phase induction motors.
124
reliability journey
Other Managing System Standards from ISO

ISO9000
Quality management: The ISO9000 family addresses
various aspects of quality management and contains
some of ISO’s best known standards. The standards
provide guidance and tools for companies and organi-
zations who want to ensure their products and services
consistently meet customers’ requirements and quality is
consistently improved. ISO9001:2008 sets out the cri-
teria for a quality management system and is the only
standard in the family that can be certified, although this
is not a requirement. It can be used by any organization,
large or small, regardless of its field of activity. In fact,
over one million companies and organizations in over
170 countries have implemented ISO9001:2008.
ISO14001:2004
Environmental management systems – Requirements
with guidance for use: This standard sets out the cri- Rj
teria for an environmental management system, which
also can be certified. It does not state requirements for
environmental performance, but maps out a framework
that a company or organization can follow to set up
an effective environmental management system. It can
125
be used by any organization, regardless of its activity

or sector. Using this standard can provide assurance to
company management and employees, as well as external
stakeholders, that environmental impact is being mea-
sured and improved. The benefits of using this standard
include reduced cost of waste management, savings in
consumption of energy and materials, lower distribution
costs and improved corporate image among regulators,
customers and the public.
ISO50001:2011
Energy management systems – Requirements with
guidance for use: ISO50001 is based on the manage-
ment system model of continual improvement also used
for other well-known standards, such as ISO9001 and
ISO14001. This makes it easier for organizations to
integrate energy management into their overall efforts
to improve quality and environmental management.
This standard provides a framework of requirements for
organizations to develop a policy for more efficient use
of energy; fix targets and objectives to meet the policy;
use data to better understand and make decisions about
energy use; measure the results; review how well the policy
works; and continually improve energy management.
126
reliability journey
The International Electrotechnical Commission

The International Electrotechnical Commission (IEC)
has been publishing standards for maintenance reliabil-
ity and asset management since the early 1970s through
the work of TC56, which has prepared more than 50
international standards concerning many aspects of
dependability. (www.iec.ch)
PROJECT IEC60300-1
Dependability management -- Part 1: Dependability
management systems: Provides guidance for manage-
ment and application. This part of IEC60300 describes
the processes involved in managing dependability within
an organization and establishes a framework for manag-
ing dependability activities for the purpose of achieving
dependability performance. Dependability is the ability
of an item to perform as and when required. Depend-
ability is the term used to describe the time dependent
characteristics associated with the performance of an Rj
item. Dependability includes characteristics, such as
availability, reliability, maintainability and supportability,
under given conditions of use and maintenance support
requirements. Dependability describes the extent to
which something can be trusted to behave as expected.
127
IEC60300-3-11:2009
Dependability management -- Part 3-11: Application
guide -- Reliability-centered maintenance: Provides
guidelines for the development of failure management
policies for equipment and structures using reliabili-
ty-centered maintenance (RCM) analysis techniques.
This part serves as an application guide and is an
extension of IEC60300-3-10, IEC60300-3-12 and
IEC60300-3-14. Maintenance activities recommended
in all three standards, which relate to preventive main-
tenance, may be implemented using this standard. The
previous edition was based on ATA1-MGS-3, whereas
this edition applies to all industries and defines a revised
RCM algorithm and approach to the analysis process.
IEC60812:1985-2007
Analysis techniques for system reliability -- Procedure
for failure mode and effects analysis (FMEA): Describes
failure mode and effects analysis (FMEA) and failure
mode, effects and criticality analysis (FMECA). This
standard gives guidance as to how they may be applied
by providing the procedural steps necessary to perform
an analysis; identifying appropriate terms, assumptions,
criticality measures and failure modes; determining
128
reliability journey
ground rules; and providing examples of the necessary

forms.
IEC61078:1991-2011
Analysis techniques for dependability -- Reliability
block diagram method: Describes procedures for mod-
eling the reliability of a system and using the model to
calculate reliability and availability measures. A standard
set of symbols related to reliability parameters is given
and some formulae are given in the annexes.
SAE INTERNATIONAL
SAE International is a global association of more than
138,000 engineers and related technical experts in the
aerospace, automotive and commercial vehicle indus-
tries. SAE International’s core competencies are lifelong
learning and voluntary consensus standards develop-
ment. (www.sae.org)
JA1011_200908
Rj
Evaluation Criteria for Reliability-Centered Main-

tenance (RCM) Processes: This SAE standard for
reliability-centered maintenance is intended for use by
any organization that has or makes use of physical assets
or systems and wishes to manage them responsibly.
129
RCM is a specific process used to identify policies that

must be implemented to manage failure modes that
could cause the functional failure of any physical asset
in a given operating context. This standard is intended
to be used to evaluate any process that purports to be an
RCM process to determine whether it is a true RCM
process. The standard supports such an evaluation by
specifying the minimum characteristics that a process
must have in order to be an RCM process.
JA1012_201108
A Guide to the Reliability-Centered Maintenance
(RCM) Standard: Amplifies and clarifies each of the
key criteria listed in SAE JA1011 and summarizes
additional issues that must be addressed to apply RCM
successfully.
130
Acknowledgment
The Uptime® Elements™ were originally created by Terrence
O’Hanlon, CEO and Publisher of Uptime® magazine and
Reliabilityweb.com®, in consultation and close cooperation
with Reliabilityweb.com co-founder Kelly Rigg O’Hanlon.
Early versions were reviewed by Erin Corin O’Hanlon and
Ian Jaymes O’Hanlon. The initial idea was inspired during a
parent-teacher meeting with science teacher Mark Summit
at Canterbury School in Fort Myers, Florida.
Development of this concept could not have happened
without the mentoring by true masters in the, reliability
and asset management communities, including Terry Wire-
man; Paul Barringer; Dr. Robert Abernathy; Jack Nicholas
Jr.; Anthony “Mac” Smith; Ron Moore; Bob DiStefano;
Steve Turner; Joel Levitt; Ramesh Gulati; Winston Ledet;
June Ledet; Michelle Ledet Henley; Heinz Bloch; Christer
Idhammar; Ralph Buscarello; Edmea Adell; Celso De Aze-
vedo; JohnWoodhouse; the entire AEDC/Jacobs/ATA team
led by Bart Jones; and many more people who have been kind
and generous in sharing their expertise.
Early stage evolution definition and development by
Steve Thomas, Ramesh Gulati, Jeff Smith, Grahame Fogel,
John Schultz and the Allied Reliability Group team, and PJ
Vlok proved invaluable to its current state. Early presentation
of these elements resulted in valuable feedback from mem-
131
Acknowledgment
bers of the Oklahoma Predictive Maintenance Users Group

(OPMUG), Fort Myers Institute of Technology (formerly
High Tech Central), and attendees of CBM-2013 Condi-
tion Monitoring Conference and other learning events held
at the Reliability Leadership Institute in Fort Myers, Florida.
The Uptime Elements revision team includes contribu-
tions from Sandra DiMatteo, Scotty McLean, Anne-Ma-
rie Walters, David Armstrong and Greg Bentley of Bentley
Systems, Derek Burley of Blue Sky Reliability, Jack Poley of
CMI, Allan Rienstra of SDT, Dan Ambre of Full Spectrum
Diagnostics, Jim Hall of The Ultrasound Institute, Ramesh
Gulati of Jacobs and Christo Roux of Outotec Oyj. A huge
effort was made by Rhys Davies, Paul Scott, Danielle Hum-
phries and Claire Gowson of eAsset Management on the
new Asset Management passports.
There was a very strong effort to move thinking around
reliability strategy development and the updated RCM Proj-
ect Managers’ Guide that came from Derek Burley, Sam Paske,
Nick Jize, Tim Allen, Doug Plucknette and John Fortin.
The entire Reliability Leadership Institute Community of
Practice drove the revisions with many lessons and special
contributions from Randy Rhine and Rylan Eades of Honda
NA, Eric Newhard, Medtronic, Rob Bishop and Waldemar
Rivera of BMS, and George Williams of B. Braun.
The Reliabilityweb.com and Uptime Magazine team led
by Jenny Brunson and including Jocelyn Brown, Melody
132
Acknowledgment
McNeill, Dave Reiber, Joel Levitt, Maura Abad and Heather

Clark, made further refinement.
The biggest contributions have come from the existing
Certified Reliability Leaders who helped up reach our initial
goal of 1,000 CRLs within the first 26 months. Your active
participation and your leadership by example has inspired us
to continue to refine Uptime Elements to engage, empower
and align would-be reliability leaders who can positively im-
pact their organizations, their communities and the world.
We hope you will join us in our new CRL-2020 goal of
10,000 Certified Reliability Leaders by the year 2020 and
one in outer space!
Associations, such as the Association of Asset Manage-
ment Professionals, the Association for Facilities Engineer-
ing, the Vibration Institute, the Operational Excellence So-
ciety, the American Society of Civil Engineers, MIMOSA,
Fiatech, The Asset Leadership Network, the National Prop-
erty Management Association, the American Society for
Testing and Materials and The American Society of Non-
destructive Testing, have also created a foundation for this
work through their efforts to create guidance, metrics and
an ever expanding body of knowledge around maintenance,
reliability and asset management practices.
133
CRL Body of Knowledge
The Association of Asset Management Professionals (AMP)
has developed an exam and certification based on the
Uptime Elements and it’s Reliability Leadership system. It
is designed to create leaders who focus on delivering value to
the triple bottom line of:
• Economic prosperity,
• Environmental sustainability,
• Social responsibility.
The body of knowledge that creates the foundation for the
exam and certification includes:
1. The Uptime® ElementsTM Passport series
2. The Journey by Stephen Thomas
3. Don’t Just Fix it, Improve It! by Winston P. Ledet,
Winston J. Ledet and Sherri M. Abshire
4. Uptime® ElementsTM Dictionary for the Reliability Leader
and Asset Manager by Ramesh Gulati
All books are available at

www.mro-zone.com and Amazon.com
NOTES
NOTES
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NOTES
LER
Uptime® Elements ™
Passport
rs h i p fo
IN PREPARATION FOR d e r
a
Le
Part of the Certified Reliability Leader
Body of Knowledge
LER
t y
Re l i a b i l i
executive sponsorship • operational excellence

competency based learning • integrity
reliability journey

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Leadership for Reliability

executive sponsorship • operational excellence

Es Opx Hcm Cbl Int Rj

© 2017 Netexpress USA, Inc. d/b/a Reliabilityweb.com

This book, or any parts thereof, may not be reproduced,

For information: Reliabilityweb.com

Uptime®, Reliabilityweb.com® and Uptime® Elements™ are the trademarks or

human capital management

competency based learning

Reliability Engineering Asset Condition Work Execution Leadership

Ca Rsd Aci Vib Fa Pm Ps Es Opx Sp Cr Samp

Cp Rcd Ab Ndt Lu De Cmms computerized

A Reliability Framework and Asset Management System™

reliabilityweb.com • maintenance.org • reliabilityleadership.com

Key Terms and Definitions

Definition of Executive Sponsor

doing business. The executive sponsor interacts closely

Roles and Responsibilities of an

The planning and design phase responsibilities are:

• Review expectations and deliverables with the project

• Take responsibility for making judgment calls and

• Link project results to the stated strategic objectives

Change Management Model Example

Identify the Need

Identify the People

1. Integrity – Do what you say you will do.

3. Responsibility – Be accountable; take a stand.

team needs to exhibit the behaviors described in the

roadblocks not only allows the change process to flow, it

What Every Reliability Leader

involved in the change accountable for maintaining

Key Terms and Definitions

ODR – Acronym for operator driven reliability. A

Total productive maintenance (TPM) – A mainte-

Developing the Target of Operational

Tools to Drive Operational Excellence

the customer perspective, anything that doesn’t contribute

focused improvement, learning and development, safety,

the goal of operational excellence, which is early inter-

When all this is completed and the particular con-

What Every Reliability Leader

• Focuses on the value brought to an organization;

• Removes waste from the flow.

essential that the goals of the human capital manage-

Key Terms and Definitions

Definition of Human Capital

organization. Human capital is realized when the cor-

Stages of Human Capital Management

Developing human capital in support of asset man-

to the vacancy, but seldom does HR explore the cul-

Learning and Development

sharing, or company shares that are linked to individual

supportive and available as they discuss the progress and

the organization. Leaders understand that they will be

What Every Reliability Leader

capital management also ensures that people develop in

Competency based learning is used to:

In the context of the Uptime Elements, competency

the Uptime Elements Reliability Framework and Asset

Key Terms and Definitions

Objective – An aim or goal towards which an effort is

participants, human capital management (HCM/HR)