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Strategic Implementation of Reliability Engineering: It’s Impact on Industrial Lift Trucks Harold Johnson
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Strategic Implementation of Reliability Engineering:
It’s Impact on Industrial Lift Trucks
Harold Johnson
Harold C. JohnsonChief Engineer, Global Reliability
NACCO Material Handling Group, Inc.
Hyster
Yale
Harold C. JohnsonChief Engineer, Global Reliability
NACCO Material Handling Group, Inc.
Hyster
Yale
INTRODUCTIONINTRODUCTION
AGENDAAGENDAInitial Situation 5 minAction Plan 10 minImplementation 20 minResults 10 minLessons Learned 5 minApplication in Today’s Organization 5 minQuestions 5 min
Initial Situation 5 minAction Plan 10 minImplementation 20 minResults 10 minLessons Learned 5 minApplication in Today’s Organization 5 minQuestions 5 min
INITIAL SITUATIONINITIAL SITUATION A complete overhaul using completely new designs for
every counterbalanced internal combustion powered truck. In all, 9 separate models. All major systems were new:
o Engineso Transmissionso Controlso Hydraulics, etc.
The principle components of all major systems were being co-developed with the overall platform and co-developed
with outside suppliers. The project health contained extensive risk.
A complete overhaul using completely new designs for every counterbalanced internal combustion powered truck. In all, 9 separate models. All major systems were new:
o Engineso Transmissionso Controlso Hydraulics, etc.
The principle components of all major systems were being co-developed with the overall platform and co-developed
with outside suppliers. The project health contained extensive risk.
INITIAL SITUATION INITIAL SITUATION CONT.CONT.A subsequent program of electrically powered
trucks resulted in 6 completely new designs for all counterbalanced vehicles was also planned. Lower level of risk Higher level of carry-over content
o From earlier electric productiono From the new ICE production
Development was planned to start shortly after the internal combustion (ICE) project
A subsequent program of electrically powered trucks resulted in 6 completely new designs for all counterbalanced vehicles was also planned. Lower level of risk Higher level of carry-over content
o From earlier electric productiono From the new ICE production
Development was planned to start shortly after the internal combustion (ICE) project
INITIAL SITUATION INITIAL SITUATION CONT.CONT. Strategic Plan needed for Reliability Engineering Communication Planning - Reliability Engineering planning needed to
include major program tasks. Internal and external failure analysis Target setting Risk assessment Risk reduction plan Reliability Engineering plan
o Proactiveo Whole truck
Production release plan Corrective Action plan
Strategic Plan needed for Reliability Engineering Communication Planning - Reliability Engineering planning needed to
include major program tasks. Internal and external failure analysis Target setting Risk assessment Risk reduction plan Reliability Engineering plan
o Proactiveo Whole truck
Production release plan Corrective Action plan
PLANNINGPLANNING::
Strengths, Weaknesses, Opportunities and Threats (SWOT) Strengths
o Co-development with suppliers.
o Senior engineering management.– past experience using Reliability Growth.– provided support.– emphasized the need for its application.
o Support for Reliability Management.
o Extensive and experienced engineering staff (27 years average time with the company).
o Comprehensive test facility on site.
Strengths, Weaknesses, Opportunities and Threats (SWOT) Strengths
o Co-development with suppliers.
o Senior engineering management.– past experience using Reliability Growth.– provided support.– emphasized the need for its application.
o Support for Reliability Management.
o Extensive and experienced engineering staff (27 years average time with the company).
o Comprehensive test facility on site.
PLANNING PLANNING CONT:CONT:
SWOT Weaknesses
o Engineering– Formal data collection and reporting from testing.– Internal corrective action process.– Reliability statistical knowledge.– Reliability program management.– Warranty analysis.– Robust Design Review process– Design Validation Planning
SWOT Weaknesses
o Engineering– Formal data collection and reporting from testing.– Internal corrective action process.– Reliability statistical knowledge.– Reliability program management.– Warranty analysis.– Robust Design Review process– Design Validation Planning
PLANNING PLANNING CONT:CONT:
SWOT Weaknesses
o Manufacturing– Not co-located - distant– Generally accepted processes missing, such as
• Key Characteristics
• PFMEA, etc.
o Marketing – Integration in the development process
o Service – Integration in the development process.
SWOT Weaknesses
o Manufacturing– Not co-located - distant– Generally accepted processes missing, such as
• Key Characteristics
• PFMEA, etc.
o Marketing – Integration in the development process
o Service – Integration in the development process.
PLANNING PLANNING CONT:CONT:
SWOT continued Opportunities
o Combine Reliability Engineering– Between design centers– Between major system groups– Address the weaknesses
Threatso Evolution of a divisional culture from separate
companies that had been acquired.
o Internal Relationships– corporate-wide departments– within engineering groups.
SWOT continued Opportunities
o Combine Reliability Engineering– Between design centers– Between major system groups– Address the weaknesses
Threatso Evolution of a divisional culture from separate
companies that had been acquired.
o Internal Relationships– corporate-wide departments– within engineering groups.
PLANNING PLANNING CONTCONT
Identify specific tasks to address the Weaknesses and take advantage of the Opportunities were developed.
o Reliability Engineering Mission Statement.
o FMEA, training, plan and timeline developed.
o Specific components of Reliability Engineering had to be formulated.
o Establish a Reliability Growth organization and define it’s operation.
o Develop a training plan. At all levels in the organization.
Identify specific tasks to address the Weaknesses and take advantage of the Opportunities were developed.
o Reliability Engineering Mission Statement.
o FMEA, training, plan and timeline developed.
o Specific components of Reliability Engineering had to be formulated.
o Establish a Reliability Growth organization and define it’s operation.
o Develop a training plan. At all levels in the organization.
MISSION STATEMENTMISSION STATEMENT
RELIABILITY MANAGEMENT MISSION “Provide global leadership to internal and external customers in the planning and implementation of Reliability Development Activities for lift truck systems and related components.
MAXIMIZE RELIABILITY MINIMIZE DEVELOPMENT TIME
MINIMIZE TOTAL COST We will continuously improve by benchmarking, measuring and taking action.
IMPLEMENTATIONIMPLEMENTATION
RISK ASSESSMENT o Initial assessment completed outside.o Follow-up assessments as major component
content changed and readiness was known.o Estimate the changes (Change Point Analysis).o Apportionment from warranty by system and
component.o High level Risk Reduction planningo Individual product requirements developed
RISK ASSESSMENT o Initial assessment completed outside.o Follow-up assessments as major component
content changed and readiness was known.o Estimate the changes (Change Point Analysis).o Apportionment from warranty by system and
component.o High level Risk Reduction planningo Individual product requirements developed
IMPLEMENTATIONIMPLEMENTATION
RISK ASSESSMENT RISK ASSESSMENT
IMPLEMENTATIONIMPLEMENTATION
RISK ASSESSMENT RISK ASSESSMENT
Group DescriptionWarranty System
Group Code(s)Failure
FrequencyIntroduced in Phase 1
Introduced in Phase 2
Introduced in Phase 3
Electrical L, M 30.65 50.0% 50.0% 0.0%
Engine/Radiator B, C 16.95 80.0% 20.0% 0.0%
Hydraulic I 13.33 50.0% 50.0% 0.0%
Fuel D 9.30 80.0% 20.0% 0.0%
IMPLEMENTATIONIMPLEMENTATION
RISK ASSESSMENT RISK ASSESSMENT
% Change in Group
Group Failures (% of Total)
Group New Content (Risk
Index)Comments Type of Change
Degree of Change
Proactive Credits
22.5 31.5% 7.1
Batteries, Starters, Alternators, back up alarms, strobe light, horns the same. New engine harnesses, fuse box (PDM), Dash Display, Integrated Controls (separate team), stop tail lights, work lights
Design Using Components and Systems Developed by an Outside Source
High
Designed Using Comprehensive, Ongoing FMEA ProcessDesigned Using Comprehensive, Ongoing DFA/DFM Process
27.5 17.4% 4.8New Engines from GM, Isuzu, Mazda (based on current technology). Cooling system changing significantly. Potential air to oil cooler. All need certified for emissions.
New or Revised Design Medium
Designed Using Comprehensive FEA ModelsDesigned Using Comprehensive, Ongoing FMEA Process
27.5 13.7% 3.8
New Control valves, pumps, hand levers, in-tank filter assembly. Hand pump change for commonization. Cylinders should stay the same. Electro-Hydraulics option (13%) adds some risk.
New or Revised Design Medium
Designed Using Comprehensive, Ongoing FMEA ProcessDesigned Using Comprehensive, Ongoing DFA/DFM Process
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
FMEAo Developed an FMEA process and software fitted
to the company– Co-developed with various departments including
manufacturing, service and several design centers– AIAG model was planned as the basis.
o Significant objections from throughout the company relative to it’s application.
o Timing - 18 months needed to put this process into operation.
o Added a comparison activity against the Risk Assessment
FMEAo Developed an FMEA process and software fitted
to the company– Co-developed with various departments including
manufacturing, service and several design centers– AIAG model was planned as the basis.
o Significant objections from throughout the company relative to it’s application.
o Timing - 18 months needed to put this process into operation.
o Added a comparison activity against the Risk Assessment
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
FMEA DeploymentoDeploy FMEA’s by risk level. oEach system received at least a system
level FMEA. oMajor components did as well, usually
following the system FMEA. oFunctional block diagram instruction
conducted in support.oParameter diagram created if possible.oBrainstorming tools employed to surface
failure modes during the meetings.oFacilitation included in the training.
FMEA DeploymentoDeploy FMEA’s by risk level. oEach system received at least a system
level FMEA. oMajor components did as well, usually
following the system FMEA. oFunctional block diagram instruction
conducted in support.oParameter diagram created if possible.oBrainstorming tools employed to surface
failure modes during the meetings.oFacilitation included in the training.
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
The SWOT and the initial test planning recognized the need for major component testing:o Design Validation Plan and Report o Design of the tests migrated from bogey to
statistically based.o Test to failure or comparison testing employed
more often (cultural shift).o Improved the down payment ( it was late). o Statistically based test design was established
(Statistical Tolerance Limit Testing)
The SWOT and the initial test planning recognized the need for major component testing:o Design Validation Plan and Report o Design of the tests migrated from bogey to
statistically based.o Test to failure or comparison testing employed
more often (cultural shift).o Improved the down payment ( it was late). o Statistically based test design was established
(Statistical Tolerance Limit Testing)
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
Design Validation Plan and Report o Initially, brought in functional, performance and risk
reduction activities. o Incorporated the DFMEA resultso Borderless document (negotiated with customers by
Procurement).o Statistically based testing included.
Design Validation Plan and Report o Initially, brought in functional, performance and risk
reduction activities. o Incorporated the DFMEA resultso Borderless document (negotiated with customers by
Procurement).o Statistically based testing included.
DVP and RDVP and R
o Rational testing based on risk models:– Change Point Analysis (New Content Risk)
– FMEA
– Internal assembly plant issues
– Warranty
– Dealer work order analysis• Dealer rental fleets
– Customer visits
o Statistically based test planning:– Low sample testing, normally Weibull design.
– Reliability and Confidence levels stated
o Rational testing based on risk models:– Change Point Analysis (New Content Risk)
– FMEA
– Internal assembly plant issues
– Warranty
– Dealer work order analysis• Dealer rental fleets
– Customer visits
o Statistically based test planning:– Low sample testing, normally Weibull design.
– Reliability and Confidence levels stated
DVP and R continuedDVP and R continued
Example: DVP and R development Example: DVP and R development
Customer Requirements
Corportate Requirements
RegulatoryProblem
Correction
Performance Objectives
Internal InputsFMEA’s
Prior DVP and R’sDuty Cycles
Vibration ProfilesIndustry standards
Tests and CategoriesSystem and Component
VehicleTest Targets
Test Detail Plan
Technical InputsStatistics
GuidelinesTiming
ConstraintsResources
CategoriesReliability
Design MarginDestructive
DVP and R continuedDVP and R continued
o Established the relationship between Change Points, FMEA’s and Validation testing.
o Established rational customer based testing, whether by accelerated means, drift testing, etc.
– Telemetry installed at various sites
– Recognition of ‘Severe Duty’ locations
o The entire plan was considered a ‘borderless’ document – supplier capabilities considered first.
o Reliability and procurement visits to major component suppliers (start of an APQP process).
o Established the relationship between Change Points, FMEA’s and Validation testing.
o Established rational customer based testing, whether by accelerated means, drift testing, etc.
– Telemetry installed at various sites
– Recognition of ‘Severe Duty’ locations
o The entire plan was considered a ‘borderless’ document – supplier capabilities considered first.
o Reliability and procurement visits to major component suppliers (start of an APQP process).
HALT Test HALT Test Corrosion TestingCorrosion Testing
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
Reliability Growth test planningo TAFT type test o Electronic enterprise test database designed
and implemented.o Electronic enterprise problem tracking system
designed and implemented.o Duane methodologyo Slope of 2.5 (effectiveness of the organization as
well as the hours and methods of the testing).
Reliability Growth test planningo TAFT type test o Electronic enterprise test database designed
and implemented.o Electronic enterprise problem tracking system
designed and implemented.o Duane methodologyo Slope of 2.5 (effectiveness of the organization as
well as the hours and methods of the testing).
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
Reliability Growth test planningo Planning developed for three maturity levels of
the product.– Mule – hand made components installed into
current production trucks.– Prototype – design intent components
assembled engineering personal.– Off Tool – components from production
tooling where ever possible assembled by a cross-functional team from engineering, service and manufacturing.
o Over confidence was an issue.
Reliability Growth test planningo Planning developed for three maturity levels of
the product.– Mule – hand made components installed into
current production trucks.– Prototype – design intent components
assembled engineering personal.– Off Tool – components from production
tooling where ever possible assembled by a cross-functional team from engineering, service and manufacturing.
o Over confidence was an issue.
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
Reliability Growth test planningo Incorporated the risk associated with the new
content.– Risk went up if a major component was delayed.
– Maturity or content slipped a level.
o Internal test cycles identified– Based on direct measures from customers
– Intended to represent the 50% customer
– Drivers hired
– Formal layout of each cycle developed
Reliability Growth test planningo Incorporated the risk associated with the new
content.– Risk went up if a major component was delayed.
– Maturity or content slipped a level.
o Internal test cycles identified– Based on direct measures from customers
– Intended to represent the 50% customer
– Drivers hired
– Formal layout of each cycle developed
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
EXAMPLE RELIABILITY GROWTH PLAN EXAMPLE RELIABILITY GROWTH PLANRELIABILITY GROWTH PLAN - 2-3 Ton ICE Truck
63 58 69 78
Final Target
Phase 1
12.3% New Content
0.354 Growth Rate
2137 Hours
2 Test Units
8/15/2002 - 1/1/2003
Phase 2
13.6% New Content
0.310 Growth Rate
8675 Hours
4 Test Units
2/1/2003 - 10/1/2003
Phase 3
1.1% New Content
0.310 Growth Rate
10653 Hours
6 Test Units
11/1/2003 - 5/1/2004
Phase 4
0% New Content
0.152 Growth Rate
6067 Hours
4 Test Units
6/1/2004 - 11/1/2004
Test Time
MT
BF
in H
ours
Total Test Time: 27532 Hours
Statistical Confidence: 69.0%
With proactive credits
Phase 1: Mule Truck Cush
Phase 2: A Proto Cush
Phase 3: B Proto Cush, A Pneu
Phase 4: Pilot Cush, B Proto Pneu
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
Reliability Growth testo Operational Activities
– Weekly cross functional team review• 24 hour rule to review issues
• Escalate to problem status
– Management reporting weekly• Problem review
• Corrective action status review
Reliability Growth testo Operational Activities
– Weekly cross functional team review• 24 hour rule to review issues
• Escalate to problem status
– Management reporting weekly• Problem review
• Corrective action status review
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
RELIABILITY GROWTH TEST PLANNING results
RELIABILITY GROWTH TEST PLANNING results
Reliability GrowthReliability Growth
Reliability Testing 24/7 Reliability Testing 24/7
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
Reliability Growth test planningo Field testing
– Off-tool trucks only (production intent)
– Database of customer characteristics.• Customers visited by a test engineer
• Cycles recorded
– Cross section of customers• Major Systems tested
• Major Options tested
• Systematic Design of Experiments approach
– Issues recorded and solved as internal testing– Domestic– Europe
Reliability Growth test planningo Field testing
– Off-tool trucks only (production intent)
– Database of customer characteristics.• Customers visited by a test engineer
• Cycles recorded
– Cross section of customers• Major Systems tested
• Major Options tested
• Systematic Design of Experiments approach
– Issues recorded and solved as internal testing– Domestic– Europe
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
PTAP (Production Truck Acceptance Process)
o Cross functional team– Marketing
– Service
– Manufacturing
– Quality
– Reliability
– Design
o Conducted at both pilot and start of production.o 12 truck sample when possible.o At the assembly plant.
PTAP (Production Truck Acceptance Process)
o Cross functional team– Marketing
– Service
– Manufacturing
– Quality
– Reliability
– Design
o Conducted at both pilot and start of production.o 12 truck sample when possible.o At the assembly plant.
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
PTAP (Production Truck Acceptance Process)
o Deliverables:– Sample audited for proper assembly, fit and
finish at end of line.
– Driven on a representative course for 10 hours.
– Audited again.
– Corrective actions determined (if needed).
– Two trucks driven on representative course for an additional 40 hours.
PTAP (Production Truck Acceptance Process)
o Deliverables:– Sample audited for proper assembly, fit and
finish at end of line.
– Driven on a representative course for 10 hours.
– Audited again.
– Corrective actions determined (if needed).
– Two trucks driven on representative course for an additional 40 hours.
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
Rapid Response:o FRACAS (Failure Reporting and Corrective Action
System) program organized before the start of production.
o Engineering led.o Name chosen to help build passion, drive early
recognition of problems and reduce exposure.o Modified 8-D approach – later changed to Six Sigma
(including DFSS)o Cross functional in nature with specific assignments of
problemso Steering Committee established to oversee operation
and remove gaps and impediments.
Rapid Response:o FRACAS (Failure Reporting and Corrective Action
System) program organized before the start of production.
o Engineering led.o Name chosen to help build passion, drive early
recognition of problems and reduce exposure.o Modified 8-D approach – later changed to Six Sigma
(including DFSS)o Cross functional in nature with specific assignments of
problemso Steering Committee established to oversee operation
and remove gaps and impediments.
IMPLEMENTATION CONT.IMPLEMENTATION CONT.
o Lessons learned in this activity were:– Improved requirements documents were
needed– Improvements in validation testing to assure
more robust designs.– Gaps in knowledge between engineering,
marketing, service and manufacturing needed attention. The types of gaps were;
• Cross-functional knowledge gaps• Trust• Supplier connections• Dissimilar requirements
o Lessons learned in this activity were:– Improved requirements documents were
needed– Improvements in validation testing to assure
more robust designs.– Gaps in knowledge between engineering,
marketing, service and manufacturing needed attention. The types of gaps were;
• Cross-functional knowledge gaps• Trust• Supplier connections• Dissimilar requirements
RESULTSRESULTSTARGETS ACHIEVED AT EVERY
LAUNCH Improved customer satisfaction. Rated as number one in reliability in ‘tough’
applications. Improved cost of ownership. Improved ‘first time through’
oDesigns are released with fewer issues.
oObjectives for each gate assure satisfactory growth.
TARGETS ACHIEVED AT EVERY LAUNCH Improved customer satisfaction. Rated as number one in reliability in ‘tough’
applications. Improved cost of ownership. Improved ‘first time through’
oDesigns are released with fewer issues.
oObjectives for each gate assure satisfactory growth.
RESULTS CONTRESULTS CONToInitial production experiences fewer issues.
– Cross-functional approach and analysis.
– PTAP results show the differences
oAll products launched on or above target reliability.
Improved development processes.
oInitial production experiences fewer issues.– Cross-functional approach and analysis.
– PTAP results show the differences
oAll products launched on or above target reliability.
Improved development processes.
RESULTS CONTRESULTS CONTImproved development processesImproved development processes
RELIABILITY GROWTH PLANElectric Truck
Final Target
Phase 13563 Hours2 Test Units7/15/2009 - 6/30/2010
Phase 22650 Hours3 Test Units9/1/2010 - 1/1/2011
Test Time
MT
BF
in H
ours
Total Test Time: 6213 HoursStatistical Confidence:
RESULTS CONTRESULTS CONTImproved development processesImproved development processes
RELIABILITY GROWTH CHARTReliability Growth Test Plan - Electric Truck
Target = 1812Final Target
100 1000 10000
Total Test Time (Hours)
MT
BF
in H
ours Current Status:
Total Test Time: 2207 Hours
MTBF in Hours: Statistical Confidence: 75%
Actual Unresolved Failures: 1Planned Unresolved Failures: 0
RESULTS CONTRESULTS CONT CONTINUED RELIABILITY GROWTH FOLLOWING
PRODUCTION Improved warranty analysis. Visits to customers and analysis of work. Specific Applications can be pin pointed and improved. Improved FRACAS (Rapid Response).
CONTINUED RELIABILITY GROWTH FOLLOWING PRODUCTION Improved warranty analysis. Visits to customers and analysis of work. Specific Applications can be pin pointed and improved. Improved FRACAS (Rapid Response).
RESULTS CONTRESULTS CONTThe change in acceptance by customers
and reduction of problems as been significant. The smaller line of ICE trucks have
experienced a 3 fold increase in reliability. The largest line of ICE trucks have
experienced a 10 fold increase in reliability. Electric trucks have doubled their reliability.
The change in acceptance by customers and reduction of problems as been significant. The smaller line of ICE trucks have
experienced a 3 fold increase in reliability. The largest line of ICE trucks have
experienced a 10 fold increase in reliability. Electric trucks have doubled their reliability.
LESSONS LEARNEDLESSONS LEARNED Integrating Reliability Engineering fundamentals
with in product development has a profound effect on the success of the product.
Development time, cost and final validation efforts decrease as proficiency in proactive Reliability Engineering practices improve.
Consistent Robust Design Review is required early in the development process as well as one or two touch points during development.
Integrating Reliability Engineering fundamentals with in product development has a profound effect on the success of the product.
Development time, cost and final validation efforts decrease as proficiency in proactive Reliability Engineering practices improve.
Consistent Robust Design Review is required early in the development process as well as one or two touch points during development.
LESSONS LEARNEDLESSONS LEARNEDDocumenting data is important!
Continuing engineering activities are more effective. Corrective Action has improved.
Example: In order to validate answers to questions from a major customer, we tallied the internally controlled test time on one of our major projects during development:
o 240,600 hours of test time o 161 trucks
Documenting data is important! Continuing engineering activities are more effective. Corrective Action has improved.
Example: In order to validate answers to questions from a major customer, we tallied the internally controlled test time on one of our major projects during development:
o 240,600 hours of test time o 161 trucks
Customer Comments on First ProjectCustomer Comments on First Project
“It has been fabulous.Any problems have been minor. Truck downtime has been almost non-existent.Customer acceptance has been overwhelming.Its performance leaves all the competition in the dust.Drivers applaud the F117 and prefer it over all of the competitive trucks.The competition is scrambling to “catch up”.Technicians love to work on the truck (but hardly ever get to).The F117 is simple to understand and troubleshoot.”
“It has been fabulous.Any problems have been minor. Truck downtime has been almost non-existent.Customer acceptance has been overwhelming.Its performance leaves all the competition in the dust.Drivers applaud the F117 and prefer it over all of the competitive trucks.The competition is scrambling to “catch up”.Technicians love to work on the truck (but hardly ever get to).The F117 is simple to understand and troubleshoot.”
APPLICATION TODAYAPPLICATION TODAY
APPLICATION TODAYAPPLICATION TODAYReliability Engineering Strategies:
Provides a solid basis for Continuous Improvement. Allows application of Warranty Analysis for risk
assessment of upgrades. Provides a basis for rational selection of
engineering changes. Improves model obsolescence prediction. Improves engineering agility. Closely aligned with DFSS (Design for Six Sigma). Closely aligned with APQP (Advanced Product
Quality Planning).
Reliability Engineering Strategies: Provides a solid basis for Continuous Improvement. Allows application of Warranty Analysis for risk
assessment of upgrades. Provides a basis for rational selection of
engineering changes. Improves model obsolescence prediction. Improves engineering agility. Closely aligned with DFSS (Design for Six Sigma). Closely aligned with APQP (Advanced Product
Quality Planning).
Where to Get More InformationWhere to Get More Information
Strategic Management by Pierce & RobinsonReliasoft: Weibull++, RGARPN Software from International TechneGroup
Inc.MinitabQuality AmericaScott Douglas Freeman, LLCJames Bartos, International TechneGroup Inc.www.Hyster.comwww.Yale.com
Strategic Management by Pierce & RobinsonReliasoft: Weibull++, RGARPN Software from International TechneGroup
Inc.MinitabQuality AmericaScott Douglas Freeman, LLCJames Bartos, International TechneGroup Inc.www.Hyster.comwww.Yale.com
Harold C. JohnsonHarold C. Johnson
Chief Engineer – Global Reliability NACCO Material Handling
[email protected] [email protected] Office – 503 721 6804 Reliability Strategies – 503 312 7210
Started Reliability Engineering at two companies Consulted in the areas of Reliability Management and
Testing and Program Management. Small engine manufacturers Electric car developers
Instructor - Program Management at the technical college level.
Chief Engineer – Global Reliability NACCO Material Handling
[email protected] [email protected] Office – 503 721 6804 Reliability Strategies – 503 312 7210
Started Reliability Engineering at two companies Consulted in the areas of Reliability Management and
Testing and Program Management. Small engine manufacturers Electric car developers
Instructor - Program Management at the technical college level.
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