Reliability is not the sole responsibility of the reliability engineer but results from nearly everyone in an organization making decisions that move toward the desired product reliability performance. Continue reading
Human beings have been taking considered risks for thousands of years, ever since we realised that we could understand the past and use this to try and predict the future. In our history the emergence of understanding mathematically the probability of certain events occurring and chaos theory stand out as key milestones in shaping what we now title ‘Risk Management’. Continue reading
In order to improve business performance, manufacturing companies need to reduce the levels of non-conformance and attendant failure costs stemming from poor product design and development. Failure costs generally make up the largest cost category in a manufacturing business and include those attributable to rework, scrap, warranty claims, product recall and product liability claims. This represents lost profit to a business and as a result, it is the area in which the greatest improvement in competitiveness can be made. Continue reading
We’ve been asked how come we talk about complexity and also root cause analysis. Aren’t they incompatible? The answer is no, and here we explain why root cause analysis is your best friend in managing complex situations and environments. Continue reading
Many enterprises have groups responsible for governance functions, such as Project Management (the PMO,) Enterprise Architecture (the EA team) or Technical Architecture (the ARB.) Unless these groups reflect a mature, enterprise-wide approach to management, however, they are unlikely to produce the benefits for which they are chartered. This results in the Illusion of Control. Continue reading