Your Reliability Engineering Professional Development Site
A listing in reverse chronological order of articles by:
“I consider one of my core responsibilities in running companies to have an environment where great engineers can flourish.”
This article will consider Elon Musk product development thought process…below is a link to a video where Elon is elaborating on this topic:
In a previous article, we covered value stream concepts and characterized the value stream in the context of supply chain major sub-processes. We covered some important key performance indicators related to order fulfillment.
This article will look at work-in-process (WIP) and inventory using the Supply Chain Operations Reference (SCOR) model.
In recent articles we covered value stream concepts and characterized the value stream in the context of supply chain major sub-processes. We summarized the manufacturing value stream according to the following process blocks:
In two recent articles we covered the management of a contract manufacturer (CM) value stream. We also covered NPI materials management within that model distinguishing NPI materials management from NPI project management.
A sometimes overlooked function of production planning, is materials management for new product introduction (NPI).
In our previous article, we covered fundamentals of managing contract manufacturers (CM) value streams. The goal for NPI is similar: we want NPI prototypes available per a prototype plan and (eventually) a production plan.
Below is a simplified value stream map for a managing a contract manufacturer using “plan, source, order, make, deliver” as major subprocesses. The planning function “NPI Materials Manager” is shown with corresponding interfaces and is the focus of this article.
This article will cover the management of a contract manufacturer (CM) value stream from the perspective of a company that has outsourced the manufacturing of its product. A typical CM model is most likely “turn-key” such that the “Company” purchases the only finished goods from the CM.
Part/component purchases are a shared responsibility between the company and CM. Company-controlled suppliers have negotiated pricing and purchased orders may be placed by the company or the CM for long-lead and specialty items.
Ultimately, the liability for part/component inventory rests on the company. For this reason, minimizing inventory, maximizing inventory turns, and value stream flexibility are some major objectives of managing a CM.
In this final article of the series, we will cover the right leg of the “V” diagram which illustrates the process of verifying and integrating hardware into the system.
In Part 1 and Part 2 of this article series, we described validation engineering as the process of validating, monitoring and execution of product requirements to ensure customer needs are met. The validation engineer is the validation process owner and works with subject matter experts to develop complete, accurate and testable requirements.
[Read more…]In Part 1 of this article series, we described validation engineering as the process of validating, monitoring and execution of product requirements to ensure customer needs are met. The validation engineer is the validation process owner and works with subject matter experts to develop complete, accurate and testable requirements.
[Read more…]In this article we’ll look at the technical leg of project management that enables the development of a hardware product.
Let’s start with a simplified definition of project management:
The planning, monitoring and execution of the project within scope, schedule and resource constraints. The project manager works with subject matter experts to establish a work breakdown structure and facilitates the execution of WBS activities and deliverables. Ultimately, the goal is good project quality within the scope, schedule and resource constraints. However, good product quality and reliability depends on systems/validation engineering.
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When facing yet another field issue with a high price tag, my Chief Technical Officer asked me, “How do we get more predictive so we can identify and prevent these failures from occurring in the future?” Similarly, I had a friend who was trying to optimize a key customer feature of a future product. He ran robustness experimentation considering over 40 noise and control factors that the team had brainstormed. And yet, when field trials started, the device had several failures of unknown cause. Of the more than 40 factors that they had considered during brainstorming, they missed the noise factor that was triggering these failures. I’ll turn to you and ask the same question: How do we get better at predicting future failures and preventing them from occurring? If we had infinite knowledge, we could see these failures before they occurred.
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We can learn more from our failures than we can from our successes. This isn’t just a good rule for us to live by personally but is applicable to the products that we design and manufacture. In my experience, the all-important step that is short-changed in “learning from our failures” is “learning”—not just getting to the root cause in order to solve the problem but to understanding the gaps that exist in our current design and manufacturing requirements and practices that allowed the failure to spill into the field. Identifying these gaps is the key to future failure prevention. In this installment, I’m going to highlight how Weibull Analysis (a reliability tool when used in the time domain) of module field failures can be used to identify the holes in our design or manufacturing requirements or processes.
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Robustness: That Often Overlooked Yet Powerful Discipline and Toolset. Most companies have a Quality organization, and some have a Reliability organization. But rarely will you find a company with a Robustness organization or even a single Robustness Engineer. And yet, of these three disciplines, Robustness can have the largest impact on your customer satisfaction because Robustness as a discipline and toolset addresses:
Fear is that hidden factor present in every organization, preventing leadership from achieving the growth they desire. In the 2 previous articles, I brought up the types of employee fears and how that fear can negatively impact a given organization. Additionally, I brought up the importance of assessing these fears and understanding how they’re specifically affecting your organization. In this third and final article in this series, I’ll explore what leadership can do to mitigate these fears towards cultivating a culture of trust and empowerment.
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In the previous article, I shared how employee fears can negatively influence the work culture of your organization, stifling innovation, hampering collaboration, limiting growth and preventing continuous improvement. In this, the second article of a 3-part series, I’ll share the elements of an effective tool to evaluate your organization for employee fears and the impact of those fears.
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