A reliable plant is one where equipment keeps performing its required function, and major shutdowns are where reliability is protected or lost. Many of the people doing the work come from outside the organisation and need the guidance of a formalised process to preserve that function. When we introduced a formalised QAQC process with internal ownership, the learning flow was high, but the knowledge stock stayed informal and personal. Without a deliberate mechanism to institutionalise it, that learning risked leaving with the team. This session shows how we built it and are turning one successful event into organisational memory.

• Reliability links to the QAQC process in major shutdowns
• Consolidating a process that captures people's intuition and experience to find gaps
• Using reliability assessments to build an achievable strategy
• Connecting people to the process through leadership and safe, honest reporting
• Refreshing old routines and building an owned knowledge record
• Making every shutdown build on the last with built-in contribution and consultation

Three key take-aways include:

1. Reliability is protected by embedded process, not by individuals. Keep what your teams know in an owned record, so plant reliability stays consistent as people and teams change.

2. A reliable plant depends on honest reporting. Leadership and a safe reporting culture decide whether you find the real gaps or only confirm what looks good.

3. Lasting reliability comes from a system that keeps learning. Regular checkpoints for adding, reusing and questioning knowledge turn a good result into a lasting habit.

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