Your Reliability Engineering Professional Development Site
Find all articles across all article series listed in reverse chronological order.
“It was supposed to work in our application. This failure is going to cost us a lot of rig time.”
Was this product checked out prior to purchase? Was it fit-for-purpose? Some due diligence was probably used, but the better question is…was the product assessed through Design Assurance? Design assurance is an engineering process that confirms the product meets performance requirements and complies with design policies and industry standards. [Read more…]
The graphic of the Swiss Cheese Model (attached is an expression from AHRQ) is a good one and one that many will remember and relate to.
However, I would like to expand on that model and express that more commonly, there is a not a singular or linear path to failure. There are typically multiple paths of failure that converge together at some point in time to cause an undesirable outcome. [Read more…]
Naturally, a lot of time and effort in risk management goes into understanding the risks that you face. After all, if you don’t understand what you’re up against, there’s not a lot of risk management to be done. However, even when you complete a comprehensive risk assessment, this is just the beginning of the process. Now the real work starts and you have to answer the big question. [Read more…]
Reliability Centered Maintenance (RCM) is method for determining the most appropriate failure and consequence management strategies. It deals with your physical assets in your current operating context. The first four questions in the RCM method, are defined in standard, SAE JA-1011, “Evaluation Criteria for Reliability Centered Maintenance (RCM) Processes.” They utilize the time proven engineering method, Failure Modes and Effects Analysis (FMEA). [Read more…]
Watch how two raccoons rescue themselves once we provide them with the right tool…and then they serve us up an excellent lesson on equipment Maintenance and Reliability. [Read more…]
I had to learn a lot to become a transformer reliability leader. I have an engineering background and a transformer maintenance and testing background, but to be the practitioner I wanted to be I had to get educated. I sought out reliability knowledge. I found much of that knowledge through reading and research. It started with Google searches and Wikipedia articles, and it eventually led to half-a-dozen subscriptions to magazines and journals related to the field. It’s incredibly important to keep up-to-date with the industry and with reliability. [Read more…]
I think that 5-year olds had a lock on 5Y’s well before it became a ‘named problem solving tool’. How many times have our kids at that age asked ‘Why’ about everything?
How many ‘Why’s’ do we answer before we say, ‘I don’t know, go ask your mother or father!’
Again (to me), the traditional 5-Y tool is technically incapable of expressing multiple paths of logic that occurred simultaneously. It treats failure like it always happens in a linear pattern (never multiple, simultaneous paths). [Read more…]
In the previous three articles, we’ve examined the Break-even Analysis and Pay-back Period methods (Part 1 and Part 2) as means of evaluating capital investments. While these back-of-the-napkin methods are excellent starting points for analyzing investments, they’re both poor ending points. Neither provide a reliable basis for comparing investments side-by-side. And neither tell you how much value an investment is adding to your organization. [Read more…]
The term Black Swan has been used frequently. This is particularly so, with respect to the Coronavirus. In an earlier piece, I discussed the term Black Swan. Given the increased use of the term in the current circumstances, it is worth revisiting the concept. [Read more…]
Root Cause Failure Analysis (also called, Root Cause Analysis) is great for eliminating the causes of failures. It’s usually used where there are major production, cost, safety, or environmental consequences. But it only deals with failures that have already happened – it is usually triggered by the very consequences you would have been better off avoiding altogether. [Read more…]
My Subaru Forester keeps serving up inspiration when it comes to Maintenance and Reliability. On my way to work, my Low Fuel Light illuminated. I had a choice…stop for gas and make it to work…OR…ignore it and get stuck on the side of the road? A no-brainer, right? Then why, in the Maintenance and Reliability world, do we often find ourselves stuck on the proverbial “side of the road?” [Read more…]
It is well known that chloride stress corrosion cracking (Cl-SCC) of stainless steel is caused by the combination of (1) aqueous chlorides, (2) stress and (3) temperature. Yet even with great awareness, Cl-SCC still manages to sneak up and cause many surprise failures. Here is a failure analysis case study to summarize the key factors causing this corrosion cracking mode. [Read more…]
We all can relate to hearing our leaders refer to their workforces as ‘their greatest asset’. We can even go to the annual 10K reports and read about it in the CEO blurbs on the front pages. Are these statements genuine, is the human being an ‘asset’?
In that same 10K report we can flip a few pages down to review our income statements and balances sheets to quickly confirm that the human being is listed as a ‘liability’ and that our equipment is our defined ‘assets’. This is consistent with our Generally Accepted Accounting Principles (GAAP). [Read more…]
“Engineering is behind schedule on this new size. This happens every time. This is the 3rd size that is delayed. How are we ever going to get this product line to the market?”
Have any of these statements or questions been directed to your team in a design review or stage-gate meeting? If you are an engineering leader, you may have to explain schedule delays, reliability issues, and cost overruns. How can you avoid this uncomfortable situation? The answer may be simpler you may think. [Read more…]
After the initial response to the emergence of COVID-19, businesses will have to organize themselves to survive the impact of COVID-19.
For countries that have successfully ‘flatten-the-curve’ and relaxing their social isolation, businesses will have to resume and ‘normalize’ their operations. [Read more…]
