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by Daryl
Mather
During
the current time globalization and the forces of competition are
causing many of the worlds industries to change frequently in order to
either remain in the game, or to try to gain advantage in some manner.
Organizational structures are becoming transient things used as a tool
to facilitate change. For example people often are required to do
project work for short periods in order to maintain the continuous
improvement focus that an organization may wish to achieve.
As
a result here are many and regular changes occurring within the fields
of maintenance as well. A CMMS system may be implemented, maintenance
strategy review undertaken, business processes reviewed or even the
regular addition of root cause analysis projects. TPM and lean
maintenance programs have also now entered the landscape as part of
the changes open to maintenance departments.
All
of these forces can cause the organizational culture to shift
somewhat. The organisation of the early twenty first century finds
itself in the situation where it is always breaking paradigms and
accepting new ones only to break them again as their advancement
continues.
However
much if the continual change within some organizations is due to the
lack of success of previous programs. The “Program of the Month”
phenomena. I feel that there is somewhat of a misunderstanding of this
issue. Mindsets such as these are often attributed to the fact that
management are not fully behind the concept, or a coping mechanism for
a workforce that has reached a saturation point in terms of the
continual changes that they need to endure.
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