on Product Reliability

The way we think and act concerning creating a reliable product or system defines the reliability culture of an origination. I trust your organization doesn’t complete the design then ask the reliability folks to ‘add the reliability element’ or ‘test to prove it’s reliable enough’.

Another ineffective approach is to perform many reliability-related tasks, like a design FMEA, HALT, ALT, derating, margin and environmental testing, life testing, demonstration testing, etc More is not better. If the focus is just doing the list of tasks, with little information acted upon, then this approach is little more than a waste of resources.

So, what is it that makes a wonderful design for reliability program? It’s not expecting the reliability team to do it on their own, nor is it checking off a long list of tasks. It is the focus across the organization, inside and outside the design and development team, that each decision made has an impact on reliability performance. As such, the work of the DfR program is to enable each decision to be well informed concerning the potential impact to reliability involved with the pending decision. [Read more…]

Nicholas W. Eyrich, Robert E. Quinn, and David P. Fessell published in the Harvard Business Review an article titled “How One Person Can Change the Conscience of an Organization”, dated December 27, 2019. In the article, they discuss how corporate transformations, while assumed to occur from the top-down, actually it is the middle managers and first-line supervisor that can make significant change happen.

They look at what it takes for one person to make a significant change within an organization. As reliability or quality professionals, we often have the opportunity to spot needed changes. It is then up to us to tackle those challenges to make the change happen. [Read more…]

A common practice I’ve seen in organizations is to deal with field failures when they occur. This may occur when the mistaken assumption that no failure will occur due to ‘such an excellent design.”

Ben Franklin may not have been thinking about future product failures, yet his quote:

By failing to prepare you are preparing to fail.

implies we need to prepare ourselves and our organization to deal with field failures. Having clear processes to deal with field failures is a best practice. [Read more…]

At an early concept meeting discussing the technical strategy for the new product, the engineering teams were at an impasse. The decision matrix balanced out with three distinct options. Product reliability differed slightly with each option yet presented risks just as the considerations of cost, complexity, feature set, and time to market.

The project manager, the leader of the development program, asked a few questions, asked for input from the director of engineering, and selected a path forward.

The team accepted the decision. The project went well. Yet, I’ve often wondered how did she know which option to select. I also learned to trust her judgment on difficult decisions. [Read more…]