Manufacturing organizations often view tools and technologies for ensuring field process instrumentation reliability only as a vehicle for delivering operational benefits – in other words, something the operations team can be responsible for after a project is completed. As a result, the focus with project implementation has long been on delivering short-term results for capital project execution while leaving reliability teams to figure out how and where they can implement reliability features long after the project execution team has moved on.
New developments in project execution, though, are revolutionizing this old model. Instead of waiting until after project execution is complete to implement reliability strategies, many project teams are working with reliability champions to develop new programs that include reliability technologies in the project scope. These new developments in project design are enabling teams to execute projects faster and more successfully while simultaneously building a foundation for a reliability program that is online from the moment the plant begins operation.
Selling the project execution benefits of reliability
When operations teams – specifically reliability and maintenance personnel – help project teams understand the ways in which reliability technology can improve project execution, everyone wins. Project teams win by delivering faster, less-expensive, and more-successful implementations, while operations and reliability teams reap the benefits of having their own systems online and ready to go as soon as a new project is completed. Operations and reliability leaders who communicate and implement solutions beneficial to project implementation success and to long-term reliability can become project influencers, driving future decisions that incorporate operational certainty into project certainty.
Read the rest of this article from our sister publication Plant Services.
