In order to create such a journey on a large scale, we think it is important to clearly separate targets and measurements into goals, means, and consequences. The goals will remain relatively constant throughout the journey whereas the means and consequences will vary as we change stable domains.

GOALS

• Performance goals should be set in terms of a business mission. These should not be stated in financial terms that are more consequences rather than goals.
• The organizational change goal should be a journey through the stable domains of Reactive maintenance to Planned maintenance to Improved Precision maintenance.

• There must be some force applied to the organization that destroys the possibility to just continue the status quo. This can occur by circumstance such as over capacity in an industry or can be generated within by a process such as re-engineering or a change in the business mission being pursued. This force has the effect of unfreezing the organization for change.
• We recommend Action Teams with narrow focus and short term improvement targets as the primary vehicle for change. These teams should be small (less than 10 people), voluntary, and temporary.
• A leadership process should be created to give positive reinforcement to things that the action teams are doing right. This process should ignore the things the action teams are doing wrong. The regular management systems should deal with those. Action Teams who are not doing well should be ignored by this process in order to give maximum attention and support to success in the transformation.
• Defect elimination should be the focus of Action Teams in maintenance. Further down the journey, some other means of improvement can be introduced.
• Training for the people on Action Teams should be created as a pull system. Let the work they are doing determine the training they need and provide that training when they need it, not before or after. All of the skills needed for good maintenance techniques and equipment reliability are included here. Our experience is that the needs for this are much smaller than most people anticipate. People already have the skills to do proactive maintenance.
• Create and destroy systems including information systems to support the current needs. There will not be one system that can support all of the stable domains so there is no need to search for it. Create or buy what you need to get to a target and then dismantle it when you no longer need it. Treat these systems as if they are like scaffolding where good parts can be reused but they need to be set up in a different place for each domain.

• One consequence of this approach will be lower maintenance cost and higher uptime which should contribute to better earnings and business competitiveness.
• Another consequence will be teamwork. We feel that teamwork is a consequence of a different way of working not a social goal of chumminess between people. We feel that a good team is formed when a group of people faces a significant work challenge and together creates a better way of performing work to accomplish that task.
• We think culture change occurs as a consequence of a critical mass of people in an organization changing their belief about what is possible to accomplish and successfully applying that change in their way of working.