I recently did a 12 month follow up review with a client for whom we had completed a work execution quality improvement project.
The truck fleet had a 5% availability improvement in that period.
Our process is designed to enable the culture to change, but sometimes cultural change can be very difficult. This is especially the case when there are many who are far from early adopters, to say the least.
I learned from our client, who did an excellent job, that in these situations it can be very effective to implement some dedicated resources who are focused on just quality execution assurance, IE. Doing tasks like checking the work, reporting on compliance and closing out quality documentation. However, if these resources are not engaged in also developing the culture across the teams it will not be sustainable and is much harder to manage. I concluded that dedicated resources to create some improvement and initial change is a great tool, and in some situations essential, but the resources must be implemented with tasks to develop a culture of proactive maintenance execution.