Top Ten Reliability Myths

Abstract

Carl and Fred discussing some of the biggest myths surrounding reliability, based on their experience in managing reliability programs.

Key Points

Join Carl and Fred as they talk about reliability myths. The Oxford English dictionary defines “myth” as “a widely held but false belief or idea.”

Topics include:

• Myth 1: An accurate reliability estimate can be obtained from parts counts
• Myth 2: MTBF is a good way to model and measure reliability
• Myth 3: A single failure can be ignored as a “one-off”
• Myth 4: Exponential distribution can be assumed in most cases
• Myth 5: HALT results can accurately predict reliability
• Myth 6: Reliability is a separate activity than design and can be addressed later
• Myth 7: Reliability Growth can achieve reliability objectives regardless of initial reliability
• Myth 8: Hiring a reliability engineer is all that is needed to achieve reliability objectives
• Myth 9: Reliability does not need to be a requirement
• Myth 10: Reliability can be achieved without management support

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.

Speaking Of Reliability: Friends Discussing Reliability Engineering Topics | Warranty | Plant Maintenance

SOR 461 The Big Reliability Myths

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Show Notes

In this podcast, Fred mentioned a quote from Deming about slogans. Here are W. Edwards Deming’s 14 Points. His point #10 concerns slogans.

1. Create constancy of purpose for improving products and services.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation.