When Organizational Leaders Won’t Invest in Reliability but Require Deliverables
Abstract
Adam and Chris discussing organizational situations where upper management does not commit to reliability even though it advertises it does.
Key Points
Join Adam and Chris as they discuss organizational situations where upper management does not commit to reliability even though it advertises it does.
Have you ever been asked to invest in reliability work in your own personal time? We discuss methods for evaluating the level of commitment of middle and upper management to assist with deciding on your level of investment.
If leadership’s commitment needs to be increased the Reliability Engineer can
- Find ways to communicate the value of test and analysis tools in actual dollars to the leadership.
- Create small wins to demonstrate value and build credibility.
Enjoy an episode of Speaking of Reliability. Where you can join friends as they discuss reliability topics. Join us as we discuss topics ranging from design for reliability techniques, to field data analysis approaches.
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Show Notes
Very intresting pod and I would like to hear more about what can be done to get a better communication between management and reliability engineering. Both TTM and reliability predictions are not that easy to express in terms of money if you want some confidence in the numbers. It is often clear that TTM are valued much higher than relibility and often for good reasons (I hope) but that is not the message product development get.
Is it possible to estimate delays in TTM versus less return rate cost?
Hi Bo, thanks for the comment and idea for a future discussion. It is possible to compare and tradeoff TTM and Warranty, for example. It is also possible talk about reducing the risks of a project delay, thru earlier investment in reliability work. cheers, Fred