Who could blame Peterson for beaming during opening day of the 2000 Society for Maintenance & Reliability Professionals conference in Cleveland recently?  Sixteen hours earlier, he’d witnessed the symbolic birth of the organization’s professional certification program.

Peterson, the director of SMRP’s certification committee, administered the Beta version of the program’s examination.  Forty-four SMRP members came to Ohio a day early to take the test.

At least one more practice test and a ton of administrative work is on the to-do list before the first official exam is given at the next SMRP conference, October 7-10, 2001 in San Antonio.

In between handshakes and pats on the back from colleagues, he spoke with MRO Today’s Paul Arnold about the certification program, the Beta test and the importance of each.

Arnold: It’s been a long, difficult journey.  SMRP has examined certification of maintenance and reliability competence since 1994.  You’ve helped champion the cause and carry it to where it is today.  Why have you fought so hard for this?  Why is certification so important to SMRP, and the maintenance and reliability profession?
Peterson: “SMRP is a successful organization today, but many members will tell you that within their own companies they aren’t getting the support they need to employ all their skills and knowledge.  Why?  Manufacturing management just doesn’t get it.  So these maintenance and reliability leaders come here to the conference, feel good, learn a lot, but they’re stymied in their ability to practice what they know.  Our objective through this program is to create a vehicle for informing and transforming operations management, and to give our people the tools they need to employ the skills they have.”

Arnold: Is this a make-or-break issue for SMRP?
Peterson: “SMRP won’t be broken if we’re not successful, but in my opinion, success will take us out of the world of maintenance and into the world of managing plant assets.  Everyone (in manufacturing management) wants to collect the golden eggs, but are they taking care of the goose?  When they understand that caring for the goose is as important as tending the eggs, we’ll be in a position where our members are more effective.”

Arnold: But how do you change the mind-set of manufacturing management to a point where they do ‘get it’?”
Peterson: “The opportunity is to look for companies interested in becoming real sponsors or champions of this program.  We have something to demonstrate to them now.  If they’re interested in having a comprehensive development program for their people around the concept of managing their assets, then we’d like to talk to them.  With their sponsorship and our capabilities, they can help us develop the program and we can help them develop their people.  If, say, a General Motors uses, embraces and endorses the SMRP standards (for reliability management, basic manufacturing processes, work management, people management and business and leadership), would that create recognition and rewards for SMRP and its members? You bet.”

Arnold: As program director, you’ll be instrumental in wooing and winning over such companies.  With all that’s at stake, do you feel you’re on the hot seat?
Peterson: “I think it’s a legitimate question to say, ‘Is it right or proper or useful that any person be seen as the leader?’  I think there has to be focus.  If there’s a sense of continuity and the people know whom to come and talk with, then that’s helpful.  But I haven’t done this by myself.  A number of members have been involved for a few years or more.  We’ve all made ourselves accountable.”

Arnold: With a Beta test down, is light at the end of the tunnel?
Peterson: “We’re really only 10 percent of the way there.  Seeing people open the test packets was a terrific sensation.  But it’s a fleeting thing because all it does is point out the work that must be done.” 

This article appeared in the December 2000/January 2001 issue of MRO Today magazine.  Copyright 2000.