Assessing your current state, developing the business case, and gaining senior executive support.
Every reliability improvement initiative that has failed or floundered has lacked sustained leadership from the senior executive. The programs were based on technical “common sense,” not business value, and the lack of leadership meant the culture did not change.

This book explains how to build a solid business case and win senior management support. It lays the foundation for a successful and sustained program: ensuring the needs and risks of the business are clearly understood, assessing the current state, identifying the gaps, establishing targets and priorities, jumpstarting with pilot projects, and building the economic justification.
Appendices explain the economics of reliability (ROI, NPV, IRR, EVA, and more), the value of reliability (OEE, TEEP, safety, and more), Pareto analysis, asset criticality ranking, and selling to senior management.

This book does not just tell you what you should do; it lays out a step-by-step guide for exactly how to do it successfully with eight core steps and 44 detailed recommended practices.
If you want to launch a new program or revive an existing program, this is the place to start.