Your Reliability Engineering Professional Development Site
Find all articles across all article series listed in reverse chronological order.
Process Stability and Process Capability are both extremely important aspects of any manufacturing process. Often the concepts behind process stability and process capability and the relationship between them are misunderstood. This article attempts to clarify both ideas and the relationship between them. [Read more…]
“Many ideas grow better when transplanted into another mind than the one where they sprang up.”
Oliver Wendell Holmes
In the international FMEA community, one of the hot topics is how much of an FMEA can be automated versus how much needs to be team-based. Some experts say the future of FMEA requires an automated approach, as systems are getting more and more complex. Others say FMEA must always be grounded in a team of subject matter experts, narrowly focused on the highest priority issues.
In this article, I will share my thoughts on why FMEA needs to be team-based, and what elements can be prepopulated or automated.
Tortuosity is defined as “something winding or twisted” or “full of twists and turns”.
Well tortuosity is typical of today’s unconventional wells (see Figure 1) and is now acknowledged to result in casing deformation such as collapsed inner diameters (“ovalized casing”). There is also growing awareness among shale operators that excessive tortuosity can predispose the casing to rupture which results in fracturing fluids going into the wrong stages. Rupture occurs in sections which are deformed and therefore more vulnerable to cyclic fracturing pressures, pressure-induced bending, and earth loads. [Read more…]
The essence of creating a reliable product involves making informed decisions. Informed related to the implications of the various options on reliability performance. Yet, these decisions, made nearly every day during the early stages of a product’s lifecycle are fraught with uncertainty.
There is an approach that instead of making perfect decisions every time, we instead focus on making decisions that allow us and others to learn the necessary information to then make better decisions. [Read more…]
Let’s just say you owned a house with a garden so big that you need someone to look after it for you. So, you find a professional gardener. And (because you have just graduated from a contract management course), you ask your gardener to sign a ‘traditional contract.’
A ‘traditional contract’ means (at least in this post) a contract with hundreds of clauses supposed to cover every possible future scenario. Do you host garden parties and want your gardener to spend 8 hours on your garden in the preceding week? There needs to be a clause for that. What happens if the gardener is sick? What happens if you don’t want the gardener in your garden between 2pm and 4 pm on Tuesdays because you have clarinet practice? What happens if your clarinet practice changes? What if you have 3 feet of snow? What flowers do you want planted in the spring? Our ‘traditional contract’ needs clauses for every scenario. [Read more…]
RCA has an image problem and needs a public relations agent to reshape its reputation in the healthcare industry! RCA is primarily viewed as a reactive tool. This perception is how we have been conditioned by various regulatory agencies that require us to do RCA under very specific circumstances (usually when something very bad has occurred). When such ‘Sentinel Events’ occur, then we pull the microscope out to take a deeper look using our respective RCA tools. Under this use, RCA is viewed as a ‘Money-Taker’ because it appears only to consume people’s time and resources when they already feel they are overloaded. Rarely is the CEO asking for an ROI associated with an RCA. [Read more…]
No storeroom is perfect, well at least of those I have seen. The process of improving is never ending. A common term for this process of continuous improvement is Kaizen. The Kaizen activity is often seen on the plant floor, either the form of a blitz, in which a tremendous amount of resources are thrown at an issue or an area. The other is a systematic approach, in which a small amount of improvement is achieved each day. [Read more…]
This is the base of the pyramid – its foundation, comprising Strategy, People, and Teams. It includes a few topics: Strategy and People and Teams. [Read more…]
Coronavirus seems to be spreading quicker than previous pandemic potential viruses, i.e., H5N1, H7N1, SARS, Ebola, MERS, etc. Could this be the long awaited/anticipated threat realization, or is it becoming a media driven phenomenon? Needless to say, planners should be implementing some assessment analysis regarding the potential for impacting business operations. Here is a brief look back at one of my articles from 2006, entitled, “Pre-Pandemic Planning: Business Continuity Perspectives“, when Bird Flu (H5N1) was the hot topic:
The business community is “not adequately prepared” for a possible avian flu pandemic, says Secretary of Health & Human Services Michael Leavitt. As of July 24, 2006, there have been 231 confirmed cases in humans resulting in 133 deaths (a mortality rate of 57%). The virus has spread to 33 countries through wild migratory birds that have now infected domestic poultry (source World Organization for Animal Health). [Read more…]
When planning and designing an experiment, it may be tempting to try and accomplish all the objectives is a single experiment. The thinking is often that experimentation is time consuming and expensive, so one experiment must be better than multiple experiments.
However, in general, it is a good idea to plan for multiple experiments which often is a much more efficient approach. We like to think of experimentation as a methodology that is best implemented in phases. We define experimental phases as: [Read more…]
The biggest problem to your Reliability Program is living in Reactive mode. In this video, I talk about how you can create a Proactive Reliability environment by doing two very important things. [Read more…]
My wife and I were in Firestone-Walker Brewery (Buellton, California) after Solvang Danish Days. (That’s me playing in the Solvang Village band.) My wife was comparing an Adam Firestone photo on the wall with a man at a table. I was admiring a woman seated near the bar with balletic posture. The balletic woman picked up a pizza and delivered it to the man and sat with him. My wife went over and asked the man if he was Adam Firestone? He was, with his sister Polly. While my wife chatted with them, I did not engage, because I was responsible for FORD recalling the Firestone tire sizes that Firestone did NOT recall. [Read more…]
One of the enduring beauties and mysteries of reliability engineering is that there is no straight forward definition of who a reliability engineer is. Proactive, successful organizations, employ reliability engineers in many different and tailored ways. Reactive, ‘barely solvent’ organizations use reliability engineers as over-qualified auditors, expected to clap system configurations through design review gates as quickly and quietly as possible.
So what does this mean for you and your reliability engineering career? Are you in a position now that you are not entirely happy with? Are you in an industry on a downward trend … meaning that sooner or later you need to move to a greener pasture? Or do you want to become a better version of yourself and feel more valued than you currently do? [Read more…]
We hear about ‘poor communication’ so often related to undesirable outcomes, that the term has become somewhat generic in nature. It has become meaningless in terms of implementing corrective action plans to prevent the risk of further miscommunication. How can we act on ‘poor communications’ without understanding what causes such miscommunication? This article will focus on applying key RCA principles to understanding what causes miscommunication. [Read more…]
Knowing what the best practices are in a storeroom or spare parts management process is not enough. The best practices need to implemented, and typically it can’t just be implemented right away. The level of resources, the ability of people to change all prevents the immediate implementation. In addition, not every organization will be at the same starting point or want to go to the same level of maturity. This is where an assessment comes in. [Read more…]