Our project faced a culture of blame, excuses and denial leading to reactive work. The engineering function was unorganized and tasked with non-value delivery activities. Engineers were frustrated and considering resignation, while the customer was unhappy with missed objectives. Asset performance had fallen below acceptable thresholds, and cashflow was negatively impacted by performance penalties.

• Created an engineering vision and strategy with clear role definition
• Reorganized team structure leading to internal promotions and improved diversity
• Increased job satisfaction and organizational citizenship through targeted changes
• Transformed culture from blame to ownership, accountability and responsibility
• Reversed negative performance trends and restored customer confidence

While the need for reliability engineering in high-risk industries is clear, other sectors struggle to determine appropriate investment levels and organisational models. This session explores how to get the best return from reliability engineering resources. We'll discuss successful organisational structures, clarity of roles and responsibilities, and integration with maintenance and operations teams. Participants will share approaches for demonstrating reliability engineering value, developing engineering talent, and establishing effective metrics. Join peers to discover practical strategies for maximising the impact of your reliability engineering function.