Musings on Reliability and Maintenance Topics

Let’s say that you and your team have done well. Your products or systems are reliable. They work, customers are happy, and the cost of unreliability is low. That’s the goal, right? Congratulations are in order.

However, enjoying great reliability performance was the goal. It is what we expected. It’s what we worked to achieve. Now what?

A month ago, I received a question, “Why the castles for the artwork?” It was not the first time someone wondered why we use line drawings of old stone building features or sketches of castle layouts. It is safe to say it was and remains a purposeful artwork selection to promote community around Accendo Reliability.

Once word got out that I was taking graduate-level courses in statistics, I dreaded the knock on the door. Colleagues, some of which I knew and others from some far reach of the company, would ask if I could take a look at their data. I didn’t learn the necessary first steps with a stack of data in class.

I’ve lost count of the number of data sets I’ve reviewed and analyzed. I know there are important considerations and questions before creating the first plot. Let’s review the essential first steps you should take when presented with data.

After 30 minutes of being on hold, I wasn’t sure what to expect from customer service for a product reliability issue. The scratchy soundtrack didn’t foretell a great experience either.

Once connected to a company representative, we resolved the issue quickly and satisfactorily. Unfortunately, that was a pleasant surprise. All too often, the frequently repeated “Your call is important to us.” (an Amazon affiliate link) just isn’t true, in my experience.

Did you know that customer service can add significant value to an organization, especially when product reliability doesn’t meet customers’ expectations? Besides providing the team with valuable product reliability performance information for past products, the service team can improve customer loyalty.

While I’m not much of a New Year’s Resolution guy, I guess I’ve set a resolution. I need to restart writing weekly articles for Accendo Reliability.

The thing is, I struggle to write. Plenty of other interests and tasks keep me away from the keyboard. Yet, as I explained to a few new authors how writing and posting on Accendo Reliability is a good thing, I realized I have been putting off hitting the keyboard again. 

Over the past few weeks, I’ve explained to those interested in writing articles about the virtuous circle created by having many authors contribute articles, which increases interest, engagement, and traffic to those articles, which further increases the reach of those articles. Of course, this is just one reason, and there are others, plus plenty of hurdles to overcome.

This is a guest post by Cristian Campos

In manufacturing environments, especially in high-volume production processes, it is important to ensure the highest Machine availability rate for critical equipment as a crucial factor in achieving the expected output goals. The more the availability value there is, the better the plant’s capacity to achieve production requirements since the time available for each piece of equipment will be maximized.

A plan is a road map toward a destination. It provide guidance toward a goal. The idea of a plan is to consider the path forward, the knowledge necessary to acquire, and the decisions along the way.

No plan is perfect other than those that successfully accommodate the successes and setbacks along the way. No plan can anticipate all the information yet to be uncovered, yet it can set a course to deliberately uncover what is necessary to move forward.

[Read more…]

When a reliability engineer or manager does their job well, the product just works as expected. Maybe even a little better than expected. There isn’t any major problems that need a hero to resolve.

Work done well, may go unnoticed. To avoid that you need to master the art of promoting successes without coming across as bragging or boasting. For your career advancement, you need to be both successful and likable.

For your program and ability to influence outcomes, you also need to be seen as successful, valuable, and again likable. [Read more…]

While in the US Army many years ago, I took command of an artillery battery. My first day included sitting down with my boss, the battalion commander. I’ve used the advice he gave me every day since.

He said that I needed to make decisions. It’s great when they are good decisions, you can learn from decisions that don’t work out well. He also said the only thing not allowed is not making a decision.

I learned that decision-making is a process and that I could get better at it with practice and feedback, and I did. [Read more…]

The essence of creating a reliable product involves making informed decisions. Informed related to the implications of the various options on reliability performance. Yet, these decisions, made nearly every day during the early stages of a product’s lifecycle are fraught with uncertainty.

There is an approach that instead of making perfect decisions every time, we instead focus on making decisions that allow us and others to learn the necessary information to then make better decisions. [Read more…]

The way we think and act concerning creating a reliable product or system defines the reliability culture of an origination. I trust your organization doesn’t complete the design then ask the reliability folks to ‘add the reliability element’ or ‘test to prove it’s reliable enough’.

Another ineffective approach is to perform many reliability-related tasks, like a design FMEA, HALT, ALT, derating, margin and environmental testing, life testing, demonstration testing, etc More is not better. If the focus is just doing the list of tasks, with little information acted upon, then this approach is little more than a waste of resources.

So, what is it that makes a wonderful design for reliability program? It’s not expecting the reliability team to do it on their own, nor is it checking off a long list of tasks. It is the focus across the organization, inside and outside the design and development team, that each decision made has an impact on reliability performance. As such, the work of the DfR program is to enable each decision to be well informed concerning the potential impact to reliability involved with the pending decision. [Read more…]

Nicholas W. Eyrich, Robert E. Quinn, and David P. Fessell published in the Harvard Business Review an article titled “How One Person Can Change the Conscience of an Organization”, dated December 27, 2019. In the article, they discuss how corporate transformations, while assumed to occur from the top-down, actually it is the middle managers and first-line supervisor that can make significant change happen.

They look at what it takes for one person to make a significant change within an organization. As reliability or quality professionals, we often have the opportunity to spot needed changes. It is then up to us to tackle those challenges to make the change happen. [Read more…]

A common practice I’ve seen in organizations is to deal with field failures when they occur. This may occur when the mistaken assumption that no failure will occur due to ‘such an excellent design.”

Ben Franklin may not have been thinking about future product failures, yet his quote:

By failing to prepare you are preparing to fail.

implies we need to prepare ourselves and our organization to deal with field failures. Having clear processes to deal with field failures is a best practice. [Read more…]

At an early concept meeting discussing the technical strategy for the new product, the engineering teams were at an impasse. The decision matrix balanced out with three distinct options. Product reliability differed slightly with each option yet presented risks just as the considerations of cost, complexity, feature set, and time to market.

The project manager, the leader of the development program, asked a few questions, asked for input from the director of engineering, and selected a path forward.

The team accepted the decision. The project went well. Yet, I’ve often wondered how did she know which option to select. I also learned to trust her judgment on difficult decisions. [Read more…]

Over the past week, I received a couple of interesting questions. One concerned assuming a Weibull beta value for an accelerated life test plan. The second involved assuming expected life models for elements within a reliability block diagram.

In both cases, we faced incomplete data and uncertainties, yet felt the need to assume some values in order for the math to work out. We do make assumptions in order to solve problems. We also can make mistakes that lead to unwanted consequences. [Read more…]