Individuals with experience in the industry or a few years under their belt, Tom Peters discusses the concept of skunk works in his renowned book, "In Search of Excellence." Skunk works refer to unofficial projects that typically lack official budgets or designated managers. Surprisingly, many of these skunk works have proven to be highly successful for their organizations. One well-known example is the creation of the sticky note by 3M. As I review numerous books for the upcoming edition of RELIABILITY®Magazine, a recurring theme that stands out is the importance of "top-level" management support. I am curious to hear about any notable maintenance and reliability skunk works that you have been involved in or have heard about (feel free to keep the details confidential if needed).
I once had the opportunity to lead an essential "anti-vibration" initiative during the commissioning of a large four-unit plant. We provided training to mechanical maintenance technicians on conducting "acceptance test" vibration measurements, creating standardized reports with observations and comments, and diagnosing issues. Our goal was to empower them to take ownership of the machine's monitoring data from the start. The technicians showed great enthusiasm and dedication in their work. For instance, they successfully addressed structural resonance issues in various fans by implementing corrective modifications, which were later reversed as part of formal change processes. In another case, a mid-sized chemical company conducted a study to identify common traits among recipients of outstanding contribution awards. Surprisingly, the only common factor found was that these individuals had posed challenges to management, almost leading to dismissal. It is worth noting that highly innovative technical ideas may be harder for general management to grasp and approve, compared to less worthy concepts. Effective communication, persuasion, and negotiation skills are essential for technical professionals. I once suggested the development of a course on "soft skills" communication for young technical professionals, but unfortunately, there was no interest at that time.
Sometimes, brilliance can be mistaken for bafflement or 'BS'. In my experience, using signs can be effective, but too much technical jargon can act like a barrier. This topic raised by Joe is interesting, although I don't have much to contribute. One memorable experience I had was when a project engineer had a breakdown after his design failed. I advised him to take a break and return after three days. When he did, a few of us were able to fix the issue and return the project to him in working condition. It seemed like he was afraid of losing his job if the project failed during a presentation to management. In the end, our unconventional engineering methods saved the day.
Some management may be hesitant to take risks due to fear of negative consequences, reluctance to embrace change, and a desire to avoid failure at all costs. However, embracing failure can often lead to valuable lessons learned. This mindset may lead to a resistance to new ideas, even when formally suggested. Many individuals may look for alternative ways to implement their ideas, while others may prefer to experiment first before seeking formal approval. In the realm of staff performance management, the focus should be on nurturing excellence rather than addressing poor performance. This principle can also be applied to maintenance personnel. Soft skills training may be beneficial, but true change can only occur when the organization's mindset is open to necessary adjustments.
I've always found the idea of skunk works fascinating, especially in the maintenance and reliability sector. At a previous job, we had a small team of engineers who took it upon themselves to develop a predictive maintenance tool on the side. They pooled resources and created a basic prototype that ended up unexpectedly reducing downtime significantly. Interestingly, once top management saw the results, they were not only supportive but ended up incorporating it into our standard practices. It really showcased how powerful a little autonomy and creative freedom can be, especially when you have a team passionate about improving operations!
Great topic! I've seen some interesting skunk works initiatives in maintenance and reliability, particularly at a company I worked with that focused on predictive maintenance. A small, unofficial team started developing a prototype for a machine learning tool that could predict equipment failures based on historical data. Without formal backing at first, they collaborated across departments and, after some initial success, gained top management buy-in. This not only saved the company significant costs in unplanned downtime but also fostered a culture of innovation and cross-functional teamwork that transformed how maintenance was approached. It's amazing what a little creative freedom can achieve!
That's a really interesting topic! I actually worked on a skunk works project focused on predictive maintenance using IoT sensors. We didn't have formal backing at first, but we gathered a small team passionate about data analytics and started testing our ideas. Surprisingly, we managed to reduce unplanned downtime significantly and eventually got the attention of upper management, who saw the value in our approach. It’s amazing how some of the best innovations can come from the ground up, with the right mix of creativity and support, even if it initially flies under the radar!
I've seen some great skunk works initiatives in the maintenance and reliability space, even if they weren't officially recognized at first. In one instance, a team at a manufacturing plant developed a predictive maintenance algorithm on the side, using data they had access to but weren't officially tasked with analyzing. Once they demonstrated its effectiveness in reducing downtime, management took notice and ultimately integrated it into the company's main strategy. It really shows how empowering employees to innovate independently can lead to significant improvements!
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Answer: - Skunk works projects in maintenance and reliability refer to unofficial projects that are typically undertaken without official budgets or designated managers. These projects often involve innovative ideas and unconventional approaches.
Answer: - Skunk works projects can foster creativity, innovation, and problem-solving within organizations. They provide a platform for experimenting with new ideas and technologies that may not fit within traditional project frameworks.
Answer: - Top-level management support is crucial for the success of skunk works projects as it can provide resources, guidance, and protection for these initiatives. Management support helps in overcoming obstacles, gaining recognition, and scaling up successful skunk works projects within the organization.
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