Your Reliability Engineering Professional Development Site
Making great choices that get world class reliability for your company is what you do with Plant Wellness Way Enterprise Asset Management methodology.
IEC 60601-1 says… Estimate the probability per time pe of an electrical failure and of an oxygen leak po. Determine the accepted probability of dangerous failures [fire] per time r. Calculate the inspection time interval tc = r/(0.5*pe*po).
A friend asked, “What’s the 0.5 for? It doesn’t account for the fire event sequence: leak before spark.” I posted correction tc = r/((po/(po+pe))*pe*po) and notified the IEC committee which acknowledged, “We’ll consider your suggestion for edition 4.”
[An earlier, shorter version of this article on www.LinkedIn.com, July 5, 2018. This version describes an inspection-time and risk-analysis template.]
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There has been an ongoing debate for decades as to whether or not the use of pre-existing logic for conducting Root Cause Analyses helps or hinders the analysis results. Does the use of such pre-existing logic expand the thinking of the team members or does it lead the team to pre-determined conclusions and away from other conclusions not considered in the pre-existing logic? We will explore the fine line between these opposing views and see if there is a middle ground for consensus. [Read more…]
Upwards of 95% of all EAM software implementations fail to deliver the desired results. The underlying cause of most EAM failures can be traced back to the early stages of the implementation process. Implementation activities often cost organizations more than the software itself, so it makes sense to learn about concepts and practices that can help prevent implementation failure. It’s important to maximize your chance of success when implementing facility maintenance software in your organization. Avoid these 8 common pitfalls when implementing EAM software:
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The benefits of proactive maintenance are the avoidance of consequences that occur when something fails. If you knew that you were going to suffer a heart attack and roughly when it would happen, wouldn’t you do something to avoid it? Or maybe you would just prepare better so the consequences of it occurring are minimized.
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I’m sure you’ve heard people referring to COVID-19 as a ‘Black Swan’ – something that no-one could have seen coming – but is that actually the case?
Terrible though it is, I don’t think it’s accurate to describe the current situation as a Black Swan because we’ve had to deal with highly contagious, deadly diseases before.
Calling this a ‘Black Swan’ is, therefore, a way to excuse a confused response: ‘how could we have prepared for something that no-one could see coming?’
However, genuine Black Swan events do exist and we need to understand these because the consequences can be significant. It’s also useful to know what we can and cannot do to prepare for Black Swans due to the uncertainty that these involve.
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Many corporate professionals feel the frustration of wanting to move up the ladder, but never getting a crack at their boss’s role. In many companies, large and small alike, navigating into a managerial role feels like stumbling around a dark room looking for the exit. Some people find their way; most don’t.
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When nuclear power plants were built, companies had quality assurance programs and US Nuclear Regulatory Commission risk standards. Now the nuclear industry faces obsolescence. Qualifying replacement parts and replacing analog instrumentation and controls with digital systems generates some reliability testing work. NASA solicits unmanned nuclear power plants on the moon and Mars. Nevertheless, the demand for nuclear engineers is decreasing. Fortunately, the nuclear industry spawned risk analyses useful in other industries.
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This phrase ‘a little bit bold & outrageous’ was constantly used by my father, Charles J. Latino early in his Reliability career. Charles founded and led one of the first corporate, global Reliability Engineering R&D groups in the U.S. for a company called Allied Chemical at the time (known as Honeywell today). This was in 1972!
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With over twenty years in the Manufacturing Reliability Consulting business, I have been approached at least a dozen times to align or partner with other companies who sell services and or equipment that don’t compete with the services I provide. While our community consists of thousands of individual companies around the globe, if you’ve worked in our world for more than five years and attended two to three of the major conferences each year, you’ll notice many of the same faces but often wearing a different shirt.
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