Short Term Thinking
Abstract
Carl and Fred discussing the problem with short-term thinking; and the benefits of long-term thinking in the field of reliability engineering and management.
Key Points
Join Carl and Fred as they discuss the time span for reliability programs, and what happens when the focus is primarily on problem fixing, and not on problem prevention.
Topics include:
- Reliability example: power outages
- Maintenance to achieve short-term financial performance
- Reactive vs proactive
- Fighting fires gets rewarded (Deming quote, see Show Notes)
- Management creates the culture of prevention
- Organziations can choose short- or long-term thinking
- Fixing problems is necessary; preventing problems must also be a necessity
- Covey’s “urgent – important” quadrants
- Spend time each day on “not-urgent, important” matters
- Limit distractions
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
Reference “Out of the Crisis,” by W. Edwards Deming, published by MIT Center for Advanced Engineering Study, 1982, page 107.
“One gets a good rating for fighting a fire. The result is visible; can be quantified. If you do it right the first time, you are invisible. You satisfied the requirements. That is your job. Mess it up, and correct it later, you become a hero.”
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