#323 – BEST PRACTICES TO DEALING WITH FIELD FAILURES – FRED SCHENKELBERG

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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. Continue reading

#318 – IS MAKING ASSUMPTION SIMILAR TO MAKING MISTAKES – FRED SCHENKELBERG

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Over the past week, I received a couple of interesting questions. One concerned assuming a Weibull beta value for an accelerated life test plan. The second involved assuming expected life models for elements within a reliability block diagram.

In both cases, we faced incomplete data and uncertainties, yet felt the need to assume some values in order for the math to work out. We do make assumptions in order to solve problems. We also can make mistakes that lead to unwanted consequences. Continue reading

#315 – NOMAD AT LAST – JOSEPH PARIS

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It’s January 2020.  I have just made a pitch to the corporate big-wigs for a way to reduce their real-estate costs (premises including rent and utilities), their corporate travel costs, even their carbon footprint using the latest telephony and collaborative applications.  I postulate that they will even see an increase in productivity while improving their employee’s work-life balance; no more one-hour commutes each way. Continue reading

#282 – A SOLUTION FOR THE CHANGING NATURE OF WORK – STEPHEN MILLER

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Much is being written these days about the future of work and the problems it presents. This piece presents one way we could manage this constantly evolving situation.

The world is changing rapidly in so many ways, primarily, but not limited to technology, geopolitics and climate change. There is no attempt to assign priorities here; these factors are all intimately connected and affect the outcome in concert. Continue reading

#267 – WHAT THE THEORY OF CONSTRAINTS CAN DO FOR YOUR ORGANIZATION? – ELI SCHRAGENHEIM

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Most executives believe that no one can tell them how to do better in order to achieve more of the goal of the organization. This is a very comfortable thought, and it could be logically based on the claim that the one who achieved so nicely so far is able to continue to do even more.  Continue reading