Your Reliability Engineering Professional Development Site
When working with a team creating a new system, I always ask, “what is the goal?” The answers often do not make much sense. The team using SMART reliability goals are astonishingly well-stated.
The difference that makes a goal, objective, or requirement practical and useful is summed up by SMART. A SMART goal is Specific, Measurable, Achievable, Relevant, and Time-bound. Let’s explore each element as related to a reliability goal.
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In brainstorming, you may face a large number of unique ideas even after affinity diagraming. Multi-voting is a great tool to gain consensus on the top priority ideas with your team.
For less than 10 or so items we could use a rank ordering method, yet that method becomes cumbersome when there are a lot of items to prioritize. There are a couple of ways to conduct multiple-voting. Mastering this technique will help your team quickly focus on what is truly important. [Read more…]
Also called the Ishikawa or fishbone diagram, the cause and effect diagram is a graphical tool that enables a team to identify, categorize, and examine possible causes related to an issue. The intent is to expose the most likely root causes for further investigation.
This diagram is part of a complex failure analysis process when there are many potential causes for the problem or condition. Similar to a brainstorm session about the problem, this graphical tool provides a bit of structure and may prompt additional potential causes.
The Ishikawa diagram is one of the seven basic tools of quality control. [Read more…]
Sometimes a process doesn’t happen one step at a time. Sometimes, a problem we’re trying to solve has many moving and interacting elements.
Mind Mapping is a technique to capture those scattered thoughts, those non-linear processes, those myriads of interactions and dependencies. It’s a tool that is useful for brainstorming, organizing, and problem-solving. [Read more…]
When you have a scattering of ideas or suggestions, you can use affinity diagrams to organize and group them.
Affinity diagraming is a simple way for an individual or (better) a group to quickly gather and organize a large number of disparate concepts, ideas, suggestions, etc. It is a natural activity after a brainstorming session. [Read more…]
Did you know that best idea to solve a problem is often not the first one?
We all have plenty of bad ideas, hunches, guesses, and flawed ideas. That is ok. We also have great ideas and elegant solutions, too. The trick is exploring all those ideas to find the best ones.
One technique to draw out and capture many ideas is called brainstorming. You most likely have heard of and used this tool already. Let’s review a few key elements that make for excellent brainstorming results. [Read more…]
The quality triangle is an admission that every project has design constraints. Note that reliability is rarely listed directly within the triangle, yet reliability does impact each element of the triad.
In a world where the design team is beset with numerous design for X priorities, understanding how reliability related to the top three and most common set of constraints is imperative.
For any set of priorities, you should be able to convey how addressing reliability performance in the design and assembly process impacts those priorities. Addressing reliability can improve quality, reduce the risk of launch delays, and reduce the cost of a product. All this and improve customer satisfaction as well.
Let’s explore a few ways you can connect reliability priorities to the common quality triangle priorities. [Read more…]
Customers want the benefits created by your product. They want the time savings, the reduced yield loss, they want simplicity, coolness, speed, etc.
Customers buy your product to solve a problem, they do not buy it to simply enjoy the features. The features have to do something of value. They have to provide a benefit.
If your product fails, the feature doesn’t work. Customers do not realize the benefit they expected.
In short, your customer wants your product to work as expected. When asked a customer will tell you they do not want to have product failures. [Read more…]
The Quality Triangle provides a method to establish priorities for a project. It strives to balance time, cost, and quality (or scope instead of quality). It does not include reliability.
Now I am a bit bias as a reliability engineer and believe a projects set of priorities should explicitly include reliability performance. Of course, there are many potential priorities, yet reliability certainly can make or break a product, it’s market acceptance, and an organization’s profitability.
So, given a quality triangle based set of priorities, how does reliability fit in? [Read more…]
Leadership is not a position or title within an organization. It is an attitude.
You’ve seen the internet meme’s about the difference between leadership and management. There is a difference and while not everyone is going to be in top management, everyone can (and should) be a leader.
As a reliability professional, you are conveniently looked to for leadership. You are expected to use your knowledge and skill to solve problems. To help teams solve problems. To improve the reliability performance of your system and across your industry. [Read more…]
Have you ever worked on a project with no deadlines, unlimited resources, and boundless scope? Probably not.
You may have worked under the guidelines of a quality triangle, also known as a project management triangle, iron triangle, or project triangle.
Why is that? Why the limits to our ability to create a product or improve a system?
First, the world we work and live within has limits. We have only so much time for work, only the available resources, and limited knowledge. We do our best with what we have to work with at the time.
Second, as I once was told while working on an accelerated test design, ‘if there isn’t a deadline, you’ll happily tinker with the plan and get the testing done.’ My boss was right of course.
The set of constraints shape our projects and products. By understanding the set of constraints, specifically how they frame decisions, then we can complete complex projects. [Read more…]
Customers of your product would like the particular one they have to work. To work over time.
If a product meets the customer’s expectation by working as long or longer than they expected it to do so, then they may consider your product reliable.
We use reliability goals to discuss the customer’s reliability expectations. It is the establishment of requirements that converts the customer expectations to development and production obligations. [Read more…]
We are rather good at being surprised when setting expectations for the future. This is the essence of risk. The difference between what we expect to occur or would like to occur, and what does occur.
The definition of risk in ISO 9000:2015 and ISO 31000 include the phrase “ effect of uncertainty”. Let’s remove some of the uncertainty around the term uncertainty in the context of risk and risk management. [Read more…]
In a customer’s mind, the product works or it doesn’t. If it doesn’t work as expected it has failed. This may or may not be a reliability problem.
A customer or someone using your product brings a set of expectations to the experience. The range of expectations may range from very little to very high functioning, value production, and durability.
Failures are defined by customers.
In part, this is the functional capability, the operating within specifications, and the durability. The customer’s definition of reliability may or may not follow the design specifications.
It is the comparison of what should happen to what does happen. [Read more…]
The world of risk management has a unique set of risk terminology.
Your ability to incorporate reliability concerns into risk discussions hinges on understanding the terms in use.
Let’s explore a few terms and how they relate to reliability engineering. [Read more…]