A New White Paper - Keys to Implementing a Reliability Process
Author: Darrell Carnes
Since the late 1990s more and more companies have realized the benefits of a reliability-based maintenance program. As organizations evolve and adopt a new reliability-based culture, long-time employees are taking on new roles. Seasoned mechanics are finding themselves promoted to the position of reliability coordinator with new responsibilities that include getting the reliability program up and running, reducing costs while maintaining the facility, and keeping efficiencies up. These new responsibilities can seem overwhelming at first as the new reliability coordinator questions: where do I start, how do I get employees involved, and what technologies do I use? Luckily, there is help available to get your program off to a good start. While there are numerous sources of information-books, seminars, websites, etc.-sifting through such an immense amount of information can be overwhelming. This article outlines some basic steps-communication, process development, and training on short- and long-term goals-that will help you to get started and give your reliability-based maintenance program a solid foundation.
To read more, click here.
Thursday, November 29, 2012
Wednesday, November 28, 2012
A New White Paper - How to Pick Your Project Team
A New White Paper - How to Pick Your Project Team
Author: Paul Cronin
Leaders of reliability-centered maintenance projects usually have to rely on volunteers from multiple departments to join their teams. Much of the literature about selecting teams is based on enterprise-wide initiatives led by high-profile executives. Executives have the luxury of handpicking the "right" people. This is not a typical scenario because most reliability-centered maintenance initiatives are led by a staff person who has no direct control over any of the team members and can only influence the decision to volunteer. How well the project leader influences the organization and people's perceptions will determine the quality of the team volunteers. Volunteers will be looking at two key criteria: what they know about the project's impact on them, and their perception of the project leader. This paper outlines steps to building team success by addressing these criteria.
To read more, click here.
Author: Paul Cronin
Leaders of reliability-centered maintenance projects usually have to rely on volunteers from multiple departments to join their teams. Much of the literature about selecting teams is based on enterprise-wide initiatives led by high-profile executives. Executives have the luxury of handpicking the "right" people. This is not a typical scenario because most reliability-centered maintenance initiatives are led by a staff person who has no direct control over any of the team members and can only influence the decision to volunteer. How well the project leader influences the organization and people's perceptions will determine the quality of the team volunteers. Volunteers will be looking at two key criteria: what they know about the project's impact on them, and their perception of the project leader. This paper outlines steps to building team success by addressing these criteria.
To read more, click here.
A New White Paper - Operational Excellence and Improved Reliability
A New White Paper - Operational Excellence and Improved Reliability
Author: Paul Cronin
Integrating Asset-Based Operational and Reliability Programs to Achieve Excellence
The real improvement in plant performance occurs when operational excellence programs are integrated with reliability programs and are built around each asset. In many companies, reliability is a stand-alone engineering or maintenance program that only indirectly involves operations. Operational excellence programs focus on operations only. Safety and environmental programs are also separate. To achieve true excellence, operations, maintenance, and reliability programs must focus on assets and be integrated with safety and environmental programs.
To read more, click here.
Author: Paul Cronin
Integrating Asset-Based Operational and Reliability Programs to Achieve Excellence
The real improvement in plant performance occurs when operational excellence programs are integrated with reliability programs and are built around each asset. In many companies, reliability is a stand-alone engineering or maintenance program that only indirectly involves operations. Operational excellence programs focus on operations only. Safety and environmental programs are also separate. To achieve true excellence, operations, maintenance, and reliability programs must focus on assets and be integrated with safety and environmental programs.
To read more, click here.
A New White Paper - Top Five Maintenance & Reliability Enablers for Improved Operational Performance
A New White Paper - Top Five Maintenance & Reliability Enablers for Improved Operational Performance
Author: Dennis Belanger
Think back on successful projects or initiatives both in business and your personal life. Consider why they were successful. Think about the key things than enabled these successes, particularly long-term sustained successes. By truly understanding the positive enablers that bolstered success and leveraging that understanding, chances of future success are significantly improved.
Many improvement initiatives put a significant amount of focus on the benefits they can provide, including potential cost savings and improved productivity. Unfortunately, we often don't spend enough time discussing and identifying the enablers that must be in place to achieve the projected benefits. While understanding the benefits is important, there are two additional parts to any business case: the upfront cost or investment and the level of management fortitude required to achieve the goal. I believe that management fortitude is primarily measured by how the enablers for success are addressed. If considerable effort and focus is applied to the enablers, an initiative is likely to be successful and sustainable. If the enablers are left to chance, then failure will likely be the result.
The bottom line is that taking the time to understand, establish, and surround yourself with a foundation of positive enablers is key to success.
To read more, click here.
Author: Dennis Belanger
Think back on successful projects or initiatives both in business and your personal life. Consider why they were successful. Think about the key things than enabled these successes, particularly long-term sustained successes. By truly understanding the positive enablers that bolstered success and leveraging that understanding, chances of future success are significantly improved.
Many improvement initiatives put a significant amount of focus on the benefits they can provide, including potential cost savings and improved productivity. Unfortunately, we often don't spend enough time discussing and identifying the enablers that must be in place to achieve the projected benefits. While understanding the benefits is important, there are two additional parts to any business case: the upfront cost or investment and the level of management fortitude required to achieve the goal. I believe that management fortitude is primarily measured by how the enablers for success are addressed. If considerable effort and focus is applied to the enablers, an initiative is likely to be successful and sustainable. If the enablers are left to chance, then failure will likely be the result.
The bottom line is that taking the time to understand, establish, and surround yourself with a foundation of positive enablers is key to success.
To read more, click here.
A New White Paper - Capital Projects Operational Readiness and Business Risks
A New White Paper - Capital Projects Operational Readiness and Business Risks
Author: Bruno Storino
When a company invests in new assets, it makes a strategic business decision to improve its position in the marketplace. Building new facilities-or expanding existing ones-is a response to market needs. Investing in assets or new facilities may be required to launch new products or increase existing capacity. In some cases the nature of the industry requires close proximity to demand; in other cases it may be better to locate a new plant closer to specific raw materials sources.
The objective is to complete the project on schedule, on budget, and to have the new assets commissioned. Once the facility is put into operation, it must fulfill its intended role and deliver what was specified in the business-case strategy throughout its entire lifecycle.
Considerable effort is put forth during project phases prior to commissioning, but it is during the operational lifecycle that the new assets must pay for themselves by fulfilling their role in the market strategy that spurred the investment. Traditionally, the project-execution phase places less emphasis on ensuring optimal utilization of the assets during their productive life. Companies often fail to recognize and address significant operational risks, which results in paying a steep price in the form of less-than-optimal facilities and operational processes.
To read more, click here.
Author: Bruno Storino
When a company invests in new assets, it makes a strategic business decision to improve its position in the marketplace. Building new facilities-or expanding existing ones-is a response to market needs. Investing in assets or new facilities may be required to launch new products or increase existing capacity. In some cases the nature of the industry requires close proximity to demand; in other cases it may be better to locate a new plant closer to specific raw materials sources.
The objective is to complete the project on schedule, on budget, and to have the new assets commissioned. Once the facility is put into operation, it must fulfill its intended role and deliver what was specified in the business-case strategy throughout its entire lifecycle.
Considerable effort is put forth during project phases prior to commissioning, but it is during the operational lifecycle that the new assets must pay for themselves by fulfilling their role in the market strategy that spurred the investment. Traditionally, the project-execution phase places less emphasis on ensuring optimal utilization of the assets during their productive life. Companies often fail to recognize and address significant operational risks, which results in paying a steep price in the form of less-than-optimal facilities and operational processes.
To read more, click here.
A New White Paper - Implementing a Best Practices Predictive Maintenance Program
A New White Paper - Implementing a Best Practices Predictive Maintenance Program
Author: Douglas Hart
In a global marketplace, it is imperative that industrial and manufacturing organizations operate as competitively as possible. Maintenance has an enormous impact on an organization. It influences equipment reliability, equipment availability, production throughput, and eventual bottom-line profitability, so it is critical that informative and cost-effective equipment management strategies be employed. Predictive Maintenance (PdM)/Condition Monitoring, if implemented properly, is a very effective strategy.
In this white paper you will learn how to avoid the ten most common pitfalls associated with implementing a PdM Program in your organization.
To read more, click here.
Author: Douglas Hart
In a global marketplace, it is imperative that industrial and manufacturing organizations operate as competitively as possible. Maintenance has an enormous impact on an organization. It influences equipment reliability, equipment availability, production throughput, and eventual bottom-line profitability, so it is critical that informative and cost-effective equipment management strategies be employed. Predictive Maintenance (PdM)/Condition Monitoring, if implemented properly, is a very effective strategy.
In this white paper you will learn how to avoid the ten most common pitfalls associated with implementing a PdM Program in your organization.
To read more, click here.
A New White Paper - Equipment Advocates: Giving Equipment a Voice
A New White Paper - Equipment Advocates: Giving Equipment a Voice
Author: Charles Spillman
The Squeaky Wheel Gets the Grease
This truism is well worn and time tested, but it usually doesn't refer to a wheel. The trite saying typically means the guy who is the loudest, the most overbearing, and the most insistent will get his way. Unfortunately, the same does not hold true for a wheel that is actually squeaking, a bearing that is scouring a path through the bearing race, or a compressor that is... well, you get the idea. The truth is that often the production schedule and the pressure to fulfill delivery obligations becomes the squeaky wheel, and the insistent noise from the sales and the operations departments muffles concern for the production equipment.
It is Time to Give the Equipment a Voice!
A Midwest mining operation struggled with unscheduled down time and chronic, repetitive repairs that significantly impacted uptime and throughput. Preventive maintenance was routinely disregarded, and all efforts from the maintenance staff were concentrated on urgent repairs. The constant pressure from operations to keep production equipment in service and the frenzied need for quick repairs had created an adversarial relationship between the maintenance and operations staff. The two groups struggled with constant heated confrontations about what repair work was critical and what could be postponed. This battle resulted in a tense working environment and steadily deteriorating asset health.
To read more, click here.
Author: Charles Spillman
The Squeaky Wheel Gets the Grease
This truism is well worn and time tested, but it usually doesn't refer to a wheel. The trite saying typically means the guy who is the loudest, the most overbearing, and the most insistent will get his way. Unfortunately, the same does not hold true for a wheel that is actually squeaking, a bearing that is scouring a path through the bearing race, or a compressor that is... well, you get the idea. The truth is that often the production schedule and the pressure to fulfill delivery obligations becomes the squeaky wheel, and the insistent noise from the sales and the operations departments muffles concern for the production equipment.
It is Time to Give the Equipment a Voice!
A Midwest mining operation struggled with unscheduled down time and chronic, repetitive repairs that significantly impacted uptime and throughput. Preventive maintenance was routinely disregarded, and all efforts from the maintenance staff were concentrated on urgent repairs. The constant pressure from operations to keep production equipment in service and the frenzied need for quick repairs had created an adversarial relationship between the maintenance and operations staff. The two groups struggled with constant heated confrontations about what repair work was critical and what could be postponed. This battle resulted in a tense working environment and steadily deteriorating asset health.
To read more, click here.
Thursday, July 12, 2012
A New White Paper - To See the Future Look to the PAS(t)
A New White Paper - To See the Future Look to the PAS(t)
Author: Scott Herrick, CMRP
Within the next two years a new ISO standard is expected to emerge. Industries around the world will adapt to the new standard, and although the focus will be different, the motivations will be the same. This new ISO-tentatively titled 55000-will address areas of asset management.
To read more, click here
Author: Scott Herrick, CMRP
Within the next two years a new ISO standard is expected to emerge. Industries around the world will adapt to the new standard, and although the focus will be different, the motivations will be the same. This new ISO-tentatively titled 55000-will address areas of asset management.
To read more, click here
Thursday, June 14, 2012
MRG Reliability Tip
Defining Your Reliability Terminology
An essential component of any Reliability Program is to define your terminology at EVERY step of the journey.
With MEL classes and Function descriptions, ensure that everyone saying or hearing ‘Switch’ have the same understanding of the term. In Maintenance and Work Order Systems, I have seen a ‘Tighten Connection’ task, generated from an Infrared scan, entered as Work Type: PdM, Corrective, Repair, Emergency, PM, Reactive, Routine, Condition Based, and even Optional. Define your terms! The definitions must be understood by Planning, Scheduling, Electrical, Mechanical, Instrumentation and Operations. They must be supplied to or developed with any contract work management teams.
Even ‘common sense’ terms like ‘Done’ and ‘Complete’ MUST be defined for each step of the process. This is especially true when Milestones or KPIs are based on job or task status. Develop a list of the criteria that must be met before the status is changed. Correctly explaining what “Done” means, for every step and phase, can avoid misunderstandings and overrun expenses, as well as providing more efficient tools for analyzing and reporting on performance and progress.
Thursday, June 7, 2012
MRG is Featured in Uptime Magazine's June/July Edition!
MRG is Featured in Uptime Magazine's June/July Edition!
Operational Readiness:
Bridging the Gap Between Construction and Operations for New Capital Assets
There is ample proof and little argument today that organizations that deploy best reliability-based maintenance practices to existing operational assets produce significantly more asset availability at lower costs. Where making a profit is important, such organizations have a dramatic bottom-line impact and enhance their competitive footing. Numerous articles have been written detailing the mechanics of such programs and the successes of companies that have employed them. We argue (and empirical evidence supports) that developing such a program, that is bringing new assets into these reliability-based maintenance programs early in an asset's lifecycle, is more cost effective than developing a program at any other time, and can drive significant value both in the short and long term.
Think of best reliability-based maintenance practices as a risk-mitigation program designed to anticipate and mitigate potential problems that are likely to negatively impact total project value once operation begins. Such programs prepare the organization that will be responsible for the operation and maintenance of the new assets during design and construction. With the right preparation, the organization will be more ready to assume the operations duty than has historically been the case. The term "operational readiness" is rooted in this principle.
To read more, click here.
Operational Readiness:
Bridging the Gap Between Construction and Operations for New Capital Assets
There is ample proof and little argument today that organizations that deploy best reliability-based maintenance practices to existing operational assets produce significantly more asset availability at lower costs. Where making a profit is important, such organizations have a dramatic bottom-line impact and enhance their competitive footing. Numerous articles have been written detailing the mechanics of such programs and the successes of companies that have employed them. We argue (and empirical evidence supports) that developing such a program, that is bringing new assets into these reliability-based maintenance programs early in an asset's lifecycle, is more cost effective than developing a program at any other time, and can drive significant value both in the short and long term.
Think of best reliability-based maintenance practices as a risk-mitigation program designed to anticipate and mitigate potential problems that are likely to negatively impact total project value once operation begins. Such programs prepare the organization that will be responsible for the operation and maintenance of the new assets during design and construction. With the right preparation, the organization will be more ready to assume the operations duty than has historically been the case. The term "operational readiness" is rooted in this principle.
To read more, click here.
Thursday, May 24, 2012
Trouble Getting Your EAM System off the Ground?
Is your Master Equipment List accurate? Do you use consistent naming conventions from one plant to another? How about your inventory catalog? Does it include the parts required to maintain your equipment, and only those parts?
Think a moment about the cost of a failure. How do the costs associated with the PM/PdM technology compare to that? How would you take the optimal strategy for a given asset and apply it to your other, similar assets?
Are you ready to continuously improve your reliability program based on the results it delivers?
For more information read The Top 10 Best Maintenance Practices for Your CMMS.
Wednesday, May 16, 2012
MRG and Flowserve's Enterprise Asset Management Summit Has Moved to September!
MRG and Flowserve have chosen to defer our Enterprise Asset Management Summit. The high rate of planned plant turnarounds taking place this Spring conflicts with the early June date we had set. We have postponed our 2012 Enterprise Asset Management Summit to September 25 and 26th!
To learn more, click here!
Friday, April 13, 2012
Enterprise Asset Management Summit - Ft. McMurray, AB
MRG and Flowserve invite you to join a group of your peers for a complimentary* one-and-a-half day Enterprise Asset Management Summit on June 5th & 6th, 2012 in Fort McMurray, AB, Canada.
During this powerful workshop, you will discover the impact reliability-focused asset management can have on business performance. Best-in-class companies from every industry have successfully introduced a culture of reliability while improving asset performance. See how reliability-focused asset management will improve margins, equipment reliability, and availability while decreasing critical asset failures.
Seasoned industry professionals will discuss common challenges, relate success stories, and demonstrate solutions that can be immediately applied to help your company start seeing the benefits of a reliability-centered approach. You will have the chance to learn how to leverage the expertise of people who have made the journey to reliability, making your road to success shorter and less risky. This open and interactive forum also offers a valuable networking opportunity.
Join us and take your organization to the next level!!
Click here for an informational brochure.
Register here today!
During this powerful workshop, you will discover the impact reliability-focused asset management can have on business performance. Best-in-class companies from every industry have successfully introduced a culture of reliability while improving asset performance. See how reliability-focused asset management will improve margins, equipment reliability, and availability while decreasing critical asset failures.
Seasoned industry professionals will discuss common challenges, relate success stories, and demonstrate solutions that can be immediately applied to help your company start seeing the benefits of a reliability-centered approach. You will have the chance to learn how to leverage the expertise of people who have made the journey to reliability, making your road to success shorter and less risky. This open and interactive forum also offers a valuable networking opportunity.
Join us and take your organization to the next level!!
Click here for an informational brochure.
Register here today!
Thursday, April 5, 2012
Enterprise Asset Management Summit - June 5-6th 2012
Enterprise Asset Management Summit - June 5-6th 2012
MRG and Flowserve invite you to a complimentary* Enterprise Asset Management Summit.
Agenda:
Day one begins in the afternoon and we will show you what good looks like using our Performance Benchmarks and describe the key capabilities needed for reliability success. We will then walk through case studies of the challenges faced by your peers and the techniques they used to reach their goals.
Day two is an all-day session utilizing The Reliability Game®. The Reliability Game® is an excellent first step toward developing a culture based on reliability focused asset management. Participating in this simulation will give you and your fellow attendees a new perspective on how to attain proactive reliability excellence.
Join us, and take your organization to the next level!
LOCATION:
Fort McMurray, Alberta, Canada
HOTEL:
Sawridge Inn - Fort McMurray
530 MacKenzie Boulevard
Fort McMurray, Alberta T9H 4C8
http://www.mrgsolutions.com
MRG and Flowserve invite you to a complimentary* Enterprise Asset Management Summit.
Agenda:
Day one begins in the afternoon and we will show you what good looks like using our Performance Benchmarks and describe the key capabilities needed for reliability success. We will then walk through case studies of the challenges faced by your peers and the techniques they used to reach their goals.
Day two is an all-day session utilizing The Reliability Game®. The Reliability Game® is an excellent first step toward developing a culture based on reliability focused asset management. Participating in this simulation will give you and your fellow attendees a new perspective on how to attain proactive reliability excellence.
Join us, and take your organization to the next level!
LOCATION:
Fort McMurray, Alberta, Canada
HOTEL:
Sawridge Inn - Fort McMurray
530 MacKenzie Boulevard
Fort McMurray, Alberta T9H 4C8
http://www.mrgsolutions.com
Top Ten Best Maintenance Practices for Your CMMS
Top Ten Best Maintenance Practices for Your CMMS
Join MRG's Vice President, Dennis Belanger, and ReliabilityWeb.com in an informative webinar that will discuss the Ten Best Practices to Improve Your CMMS and Reliability Program.
April 13th, 2012 from 3:00 - 4:00 PM EST.
For more information and to register, click here.
Join MRG's Vice President, Dennis Belanger, and ReliabilityWeb.com in an informative webinar that will discuss the Ten Best Practices to Improve Your CMMS and Reliability Program.
April 13th, 2012 from 3:00 - 4:00 PM EST.
For more information and to register, click here.
Wednesday, March 28, 2012
Maintenance Tip
Maintenance Tip
If you are going to use a Computerized Maintenance Management System (CMMS) to implement your preventive maintenance program, you need to create a "Dictionary" of classes and subclasses of equipment. Identify each class and subclass with a description to make it easy for staff to categorize the equipment.
If you are implementing a preventive maintenance program at more than one facility, the Class/Subclass Dictionary becomes even more important. It provides standardization - making it easier for maintenance staff to move between facilities. Additionally, it allows data to be shared. For example, if one facility has created a maintenance strategy with job plans for the class "Circuit Breakers" and subclass "Molded Case", that strategy can be shared with any of the other facilities that have molded case style circuit breakers.
If you are going to use a Computerized Maintenance Management System (CMMS) to implement your preventive maintenance program, you need to create a "Dictionary" of classes and subclasses of equipment. Identify each class and subclass with a description to make it easy for staff to categorize the equipment.
If you are implementing a preventive maintenance program at more than one facility, the Class/Subclass Dictionary becomes even more important. It provides standardization - making it easier for maintenance staff to move between facilities. Additionally, it allows data to be shared. For example, if one facility has created a maintenance strategy with job plans for the class "Circuit Breakers" and subclass "Molded Case", that strategy can be shared with any of the other facilities that have molded case style circuit breakers.
Thursday, March 8, 2012
Management Resources Group, Inc. (MRG) Launches Canadian Operations
Management Resources Group, Inc. (MRG) Launches Canadian Operations
Management Resources Group, Inc. (MRG), a leader in reliability engineering and enterprise asset management services, announced today that it has established a one hundred percent owned Canadian subsidiary: MRG Solutions Canada Inc.
Based in Calgary, MRG Solutions Canada Inc. is a sales and operations center dedicated to supporting Canada’s asset intensive resource industries. MRG’s Canadian subsidiary provides the rapidly growing resource industries of western Canada greater access to MRG’s world class reliability engineering tools and people.
To read more, click here.
Management Resources Group, Inc. (MRG), a leader in reliability engineering and enterprise asset management services, announced today that it has established a one hundred percent owned Canadian subsidiary: MRG Solutions Canada Inc.
Based in Calgary, MRG Solutions Canada Inc. is a sales and operations center dedicated to supporting Canada’s asset intensive resource industries. MRG’s Canadian subsidiary provides the rapidly growing resource industries of western Canada greater access to MRG’s world class reliability engineering tools and people.
To read more, click here.
Thursday, January 19, 2012
Materials Management - It's Half the Battle
Materials Management - It's Half the Battle
Under stocked and/or overstocked items, duplicate item records, hidden inventory items, non standardized MRO spare part descriptions and unknown interchangeable parts--among other things--are all problems that can and do lead to significant lost time and low value activities. When we look at these and other storeroom inefficiencies and the inevitable problems that surface as a result, it becomes obvious that it can be very inefficient. If it is so obvious then why is it repeated over and over again in thousands of manufacturing facilities on a daily basis? Is it because there are bigger problems to be concerned with? Does maintenance think, "We have been running this way for 20 years, why change anything?" Are we too close to the problem to see it? Do we not realize how big a problem this is? It only stands to reason that optimizing your stocking levels, identifying duplicate item records and standardizing your MRO spare parts descriptions will minimize these "lost time" activities that can have the same effect as doubling your work force.
Material issues can easily account for 50 - 60% of the money and time associated with equipment maintenance. It is often a constant source of frustration for craftsmen and supervisors alike. Yet, many manufacturing organizations do not look at maintenance materials management or their maintenance process as a strategic competitive advantage. Some of the "guilty" parties are the same organizations that preach "Supply Chain Management" as a key competitive advantage on the production and customer side of the house.
Read the White Paper, Materials Management - It's Half the Battle.
Under stocked and/or overstocked items, duplicate item records, hidden inventory items, non standardized MRO spare part descriptions and unknown interchangeable parts--among other things--are all problems that can and do lead to significant lost time and low value activities. When we look at these and other storeroom inefficiencies and the inevitable problems that surface as a result, it becomes obvious that it can be very inefficient. If it is so obvious then why is it repeated over and over again in thousands of manufacturing facilities on a daily basis? Is it because there are bigger problems to be concerned with? Does maintenance think, "We have been running this way for 20 years, why change anything?" Are we too close to the problem to see it? Do we not realize how big a problem this is? It only stands to reason that optimizing your stocking levels, identifying duplicate item records and standardizing your MRO spare parts descriptions will minimize these "lost time" activities that can have the same effect as doubling your work force.
Material issues can easily account for 50 - 60% of the money and time associated with equipment maintenance. It is often a constant source of frustration for craftsmen and supervisors alike. Yet, many manufacturing organizations do not look at maintenance materials management or their maintenance process as a strategic competitive advantage. Some of the "guilty" parties are the same organizations that preach "Supply Chain Management" as a key competitive advantage on the production and customer side of the house.
Read the White Paper, Materials Management - It's Half the Battle.
Thursday, January 12, 2012
Hold the Donuts
Hold the Donuts
We all hate meetings, especially when the meeting doesn't give us the outcome we want. Too often, it is only an excuse for donuts and coffee, and to be honest, they aren't a very productive use of time either.
Utilizing tools to make your meeting more effective can make all the difference between another boring, fruitless meeting and the next step to getting things done around your office.
1. First things first: Have a purpose for the meeting. A meeting that is simply a standing get-together can become an excuse to avoid work. If there is not a point and an expected outcome to the meeting, don't bother. Everyone in business has time demands, and no one has a spare hour to kill on a wasted opportunity to resolve issues and make progress. Skip the donuts; nobody needs the calories anyway!
2. Have an agenda. Circulate the agenda before hand, and then stick to it during the meeting.
3. Use a 'parking lot' for off-topic issues, ideas and problems. You can always come back to the other topic when the time is right and the correct people are available. Stick to your guns when managing meeting time, and stick to the agenda.
4. Be on time and hold everyone to that same expectation. Use tools (peer pressure is great) to influence everyone to show up on time.
5. Be prepared and arrive familiar with the topics to be covered. Know what you want to say, what you need (and expect) as an outcome, and be the best example you can to help other participants do the same.
6. Participate, but don't hog the spotlight. Everyone invited to the meeting should have a reason to be there, and should have a chance to express themselves.
7. Be polite. Even though we all think we are the very example of professional deportment, we all need a reminder occasionally; pay attention, even when you aren't the one talking. Wait for others to finish speaking before adding your "two cents" worth. Be tough on the issues, but respectful of your colleagues. Don't start sidebar conversations. Mute your phone.
Give as good as you get, and everyone will profit from the time spent together. Following these few rules will make all meetings a lot more productive in 2012, and nobody will really miss the donuts!
We all hate meetings, especially when the meeting doesn't give us the outcome we want. Too often, it is only an excuse for donuts and coffee, and to be honest, they aren't a very productive use of time either.
Utilizing tools to make your meeting more effective can make all the difference between another boring, fruitless meeting and the next step to getting things done around your office.
1. First things first: Have a purpose for the meeting. A meeting that is simply a standing get-together can become an excuse to avoid work. If there is not a point and an expected outcome to the meeting, don't bother. Everyone in business has time demands, and no one has a spare hour to kill on a wasted opportunity to resolve issues and make progress. Skip the donuts; nobody needs the calories anyway!
2. Have an agenda. Circulate the agenda before hand, and then stick to it during the meeting.
3. Use a 'parking lot' for off-topic issues, ideas and problems. You can always come back to the other topic when the time is right and the correct people are available. Stick to your guns when managing meeting time, and stick to the agenda.
4. Be on time and hold everyone to that same expectation. Use tools (peer pressure is great) to influence everyone to show up on time.
5. Be prepared and arrive familiar with the topics to be covered. Know what you want to say, what you need (and expect) as an outcome, and be the best example you can to help other participants do the same.
6. Participate, but don't hog the spotlight. Everyone invited to the meeting should have a reason to be there, and should have a chance to express themselves.
7. Be polite. Even though we all think we are the very example of professional deportment, we all need a reminder occasionally; pay attention, even when you aren't the one talking. Wait for others to finish speaking before adding your "two cents" worth. Be tough on the issues, but respectful of your colleagues. Don't start sidebar conversations. Mute your phone.
Give as good as you get, and everyone will profit from the time spent together. Following these few rules will make all meetings a lot more productive in 2012, and nobody will really miss the donuts!
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