Business lessons from the European Super League atrocity

Good business isn’t knowing the cost of everything and the value of nothing

(Association) football (or ‘soccer’ in some countries) is the world’s most popular sport. Most professional leagues (especially in Europe) have different tiers of competition where the bottom performers of one tier are ‘relegated’ to the next tier down at the end of each season, while the top performers of each tier are ‘promoted’ to the next tier up. This means that any club could feasibly work its way to the top tier of every league. [Read more…]

by Katie Switzer 2 Comments

Eight Ways to Keep Reliability Engineers From Leaving

A topic that often comes up lately is high turnover, especially the perception that this is common and desirable among millennials. Born in the mid eighties, I am right on the cusp between millennial and Generation X, and I am one of the aforementioned employees with a high turnover history. A specialized Reliability Engineer with nearly ten years of work experience, I have rarely stayed with a company much over two years. I never intended to be a person who moved between companies so regularly, it just kind of happened. [Read more…]

by nomtbf Leave a Comment

The Business of Providing MTBF

What Price Providing MTBF?

If your livelihood consists of providing MTBF upon request, what good is your service?

Sure you earn some money, yet did the customer receive value in the transaction? As you know, or should know, MTBF is so commonly misunderstood that it is likely the customer confused what they want, reliability, with MTBF. Providing them MTBF does not answer their question.

Worse the customer thinks they got something of value and blithely heads off with rather meaningless information.

My contention is by providing MTBF because customer’s request it is wrong. We know better. Those performing predictions, doing data analysis, and other reliability engineering work know that MTBF is a faulty and rather meaningless metric often confused with reliability, R(t). (probability of success over a duration). [Read more…]

by James Kovacevic 2 Comments

Are You Driving The Wrong Behaviours?

Use a Balanced Scorecard to Ensure the Right Behaviours are embedded in Your Organization

This post is the third of a miniseries on Key Performance Indicators (KPIs). If you haven’t already, please go back and read the first post on what is a KPI and the second post on leading Vs Lagging KPIs. [Read more…]

by James Kovacevic 2 Comments

Leading & Lagging KPIs, What Is The Difference?

Using Leading & Lagging KPIs Can Make The Difference In Driving Performance, By Allowing You To See Into The Future.

This is the second part of a mini series on Key Performance Indicators. If you haven’t already please read the first post of this series on KPIs.

KPIs are often used to measure the past performance of a process, but did you know that they can be used to see into the future and predict the performance of the organization?

KPIs can be used to measure past performance, or predict future performance. This is because there is a cause and effect relationship between leading and lagging KPIs. When a process is measured, it will in turn effect another process which is also being measured, providing insight to future performance. [Read more…]

by James Kovacevic 1 Comment

Leading & Lagging KPIs, What Is The Difference?

Using Leading & Lagging KPIs Can Make The Difference In Driving Performance, By Allowing You To See Into The Future.

This is the second part of a mini series on Key Performance Indicators. If you haven’t already please read the first post of this series on KPIs.

KPIs are often used to measure the past performance of a process, but did you know that they can be used to see into the future and predict the performance of the organization? [Read more…]

by James Kovacevic Leave a Comment

What Is A Key Performance Indicator (KPI)?

Identifying the Right KPI for Your Business is Critical to Managing the Performance of the Business (Part 1)

“What gets measured, gets done” and Key Performance Indicators (KPI) are critical to measuring the performance of the organization and business. So what specifically is a KPI? According to the The Professionals Guide To Maintenance And Reliability Terminology, a KPI is a vital indicator which is used to evaluate process performance. KPIs are used to represents a measure (or set of metrics) focusing on those aspects of organizational performance that are the most critical for the current and future success of the organization. [Read more…]

by James Kovacevic 1 Comment

Quantify Your Improvements with Maintenance Planning & Scheduling

Being able to communicate the improvements with Maintenance Planning & Scheduling with finance and senior leaders can be difficult. The maintenance team sees a high PM Compliance, or more work being complete, but what does that mean for the business in tangible benefits? This is where the communication between maintenance and finance breakdown. By being able to identify and link the maintenance improvements to financial returns, maintenance will be able to generate support for current and future projects. [Read more…]

by Fred Schenkelberg 3 Comments

Introduction to the Quality Triangle

Priorities and Balance

Have you ever worked on a project with no deadlines, unlimited resources, and boundless scope? Probably not.

Quality Triangle-1 — The Quality Triangle

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…]

by Greg Hutchins 2 Comments

Basics: Project Risk Management

Guest Post by Rod Farrar (first posted on CERM ® RISK INSIGHTS – reposted here with permission)

The project management body of knowledge generally focuses on scope management, time management, and cost management. Risk management generally comes in at about 8th place out of the ten.

However, risk management is potentially the biggest part of the project management planning process.

Often organizations assign resources, dollars and time to project objectives to know exactly when the project is going to finish, how much it is going to cost and what resources are needed.

The problem with doing this is they have not identified risks. [Read more…]