Rewarding operational improvements: Target changes, not just numbers

Rewarding individual operators, and operations as a group, means recognizing them for their performance and acknowledging their contributions to their organization's goals. Group recognition typically is tied to lagging metrics, such as asset reliability. On the other hand, operator behavior us...

Full description

Saved in:
Bibliographic Details
Published in:Plant Engineering 2017-07, Vol.71 (6), p.10
Main Author: Blanchard, Michael W
Format: Magazinearticle
Language:English
Subjects:
Behavior
Business metrics
Employee awards
Group dynamics
Industrial engineering
Operations management
Operators
Reliability
Sustainability
Sustainable development
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Rewarding individual operators, and operations as a group, means recognizing them for their performance and acknowledging their contributions to their organization's goals. Group recognition typically is tied to lagging metrics, such as asset reliability. On the other hand, operator behavior usually is linked to leading metrics, such as percentage of inspections completed. To understand how to shift the operating culture by rewarding the reliability-boosting behaviors, one first needs to consider how to identify the appropriate key performance indicators (KPI) and which behaviors positively affect them. Leading KPIs are performance measures that can be used to indicate potential issues so corrective actions can be taken. When monitoring leading KPIs, operators need to plan ahead and prepare for potential threats and dangers in the future by taking the initiative today. Rewarding operators for proactive behavior sets the stage for sustainable performance. Sustainability of asset reliability requires that the right actions and behaviors are in place and are rewarded appropriately.
ISSN:0032-082X
1558-2957