ADAM P. BAHRET is Founder of Apex Ridge Reliability, a reliability engineering consulting firm. He has an MS in Mechanical Engineering from Northeastern University and is a Certified Reliability Engineer and a member of ASQ and IEEE. He has spoken at conferences such as RAMS, ASTR, and Reliability Days. Mr. Bahret is author of the second edition of How Reliable is Your Product: 50 Ways to Improve Product Reliability.

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• Series Editor’s Foreword by Dr. Andre Kleyner xiAcknowledgements xiiiIntroduction xv1 The Product Development Challenge 1Key Players 1Follow the Carrot or Get Out of the Race 3It’s Not That I’m Lazy, It’s That I Just Don’t Care 5Product-specification Profiles 8Product Drivers 9Bounding Factors 10Reliability Discipline 11References 152 Balancing Business Goals and Reliability 17Return on Investment 17Program Accounting 18Rule of 10s 20Design for Reliability 21Reliability Engineer’s Responsibility to Connect to the Business Case 23Role of the Reliability Professional 26Summary 28References 293 Directed Product Development Culture 31The Past, Present, and Future of Reliability Engineering 32Influences 32The Invention of “Inventing” 33Quality and Inventing Are Behaviors 34As Always, WWII Changed Everything 35The Postwar Influence Diminishes 36The Emergence of Japan 37Reliability Is No Longer a Luxury 38Understand the Intent 39Levels of Awareness 40Summary 41References 424 Awakening 43Stage 1 43Stage 2 43Stage 3 44Stage 4 44The Ownership Chart 44Comparing Charts 45Benefits of the Ownership Chart 45Communicating Clearly 50Behind the Words at Work 51When You Want to Improve 53My Personal Case 53Getting the Message Across 54The Importance of Time 54When We Can’t Communicate at the Organizational Level 55When Scheduling Trumps Testing 57Summary 585 Goals and Intentions 61Testing Intent 61Testing to Improve 61Quick Question 61Ownership 62Fear-driven Testing 62Transferring Ownership 63Leadership and Transference 64Objectives and Transference 65What Transferred Ownership Looks Like 67The Benefits of Successful Transference 67A Racing Bike Analogy 68Guided by All the Goals All the Time 69The Roadmap Conundrum 69Why We Embrace Tunnel Vision 69When No One Has a Plan 69Summary 70References 706 New Roles 71Role of Change Agents 71Reliability Czar 72The Czar is a Link 73Direct Input 74Distilling Information 74Who is the Czar? 74How the Czar Works with the Team and Leadership 76Tips for the Czar 77Role of Facilitators 78Facilitation Technique 78Creating a Narrative 80Role of Reliability Professionals 80Stop Asking for Resources 81Connect Reliability to the Market 81Summary 837 Program Assessment 85Measurements 85What to Measure 86Using Reliability Testing as Program Guidance 86The Primary Wear-out Failure Mode 88The Random Fail Rate During Use Life 90Reliability Maturity Assessments 90Steps for an Assessment 91The Team 92The Topics 93The Scoring 94Analyze: The Reliability Maturity Matrix 94Review with the Team and Summarize 95Recommend Actions 98Assess Particular Areas in More Detail 98Golden Nuggets 98Summary 99References 998 Reliability Culture Tools 101Advancing Culture 101Manipulative Managing 101Manipulative Management in Action 102An Alternative to Manipulation 102Transfer Why 103Reliability Bounding 103Fire and Forget 103Reliability Feedback 104Strategy Bounding 104Strategy Bounding Toolkit 104Midprogram Feedback 105The Bounding Number 105Bounding ROI 106Invest and Return Tables 107Deciding by Bounding 110Anchoring 110Closed Loop Control 112Open Loop Control 112Intent Anchor 113Delivery Anchor 114The Value of Anchoring 115Focus Rotation 115The Focus Rotation Steps 115Working in Freedom and with Ownership 116The Gore Example 117Why Don’t All Companies Do This? 118Summary 1189 Guiding the Program in Motion 119Guidance Bounding 119Guidance Bounding ROI 120The Plan 120The Issue 120Technology Cascade 120Timing is Everything 121Our Choice 121Using Bounding 121The Results 122Program Risk Effects Analysis 122What Now? 123Just Let It Go 123Fully Access Risk 124Program Freezes Don’t Work 124The Chill Phase 125PREA Tables and Calculations 126Summary 13010 Risk Analysis Guided Project Management 131Failure Mode Effects Analysis Methodology 131Design Failure Mode Effects Analysis 132Have an Experienced Facilitator Who Is Only Facilitating 132The Facilitator Should Not Be the Scribe or “Spreadsheet Master” 132Don’t Let Conversations Go So Deep that 90% of the Room Is Just Listening Without Being Able to Contribute 133Make a Scoring System that Is Meaningful, Not Standardized 133The Scoring Is Comparative, Not Absolute 133Reliability Design Risk Summary 134The Objective of RDRS 134Three Ranking Factors 135Scoring and Evaluation 135The Benefits of RDRS 136Process Failure Mode Effects Analysis 136Use Failure Mode Effects Analysis 136Failure Reporting and Corrective Action System 137Root Cause Analysis 138Reaching a Wrong Conclusion 138Reaching the Right Conclusion 138The Stages of RCA 139Brainstorming 140Fundamentals of Brainstorming 140Preparing for a Session 141Select Participants 141Draft a Background Memo 141Create a List of Lead Questions 141Three Simple Brainstorming Warm-ups 141Setting Session Rules 142Variations on Classic Brainstorming 142Summary 143References 14411 The Reliability Program 145Reliability Program Plan 145Common Reliability Program Plan Pitfalls 146The Plan Doesn’t Account for a Broad Audience 146Not Including Return on Investment (ROI) 146Too Much 147Too Little 147Major Elements of a Reliability Program Plan 149Purpose 149Scope 150Acronyms and Definitions 150Product Description 151Design for Reliability (DfR) 151Reliability Goals 152Use Case, Environment, Uptime 153Recommended Tools by Program Phase 154Design Risk Analysis 155Failure Mode Effects Analysis (FMEA) 155Reliability Allocation Model 157Testing 159Summary 16612 Sustained Culture 167Lasting Change 167The Seven-stage Process 167Summary 168Index 171

ADAM P. BAHRET is Founder of Apex Ridge Reliability, a reliability engineering consulting firm. He has an MS in Mechanical Engineering from Northeastern University and is a Certified Reliability Engineer and a member of ASQ and IEEE. He has spoken at conferences such as RAMS, ASTR, and Reliability Days. Mr. Bahret is author of the second edition of How Reliable is Your Product: 50 Ways to Improve Product Reliability.

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• Series Editor’s Foreword by Dr. Andre Kleyner xiAcknowledgements xiiiIntroduction xv1 The Product Development Challenge 1Key Players 1Follow the Carrot or Get Out of the Race 3It’s Not That I’m Lazy, It’s That I Just Don’t Care 5Product-specification Profiles 8Product Drivers 9Bounding Factors 10Reliability Discipline 11References 152 Balancing Business Goals and Reliability 17Return on Investment 17Program Accounting 18Rule of 10s 20Design for Reliability 21Reliability Engineer’s Responsibility to Connect to the Business Case 23Role of the Reliability Professional 26Summary 28References 293 Directed Product Development Culture 31The Past, Present, and Future of Reliability Engineering 32Influences 32The Invention of “Inventing” 33Quality and Inventing Are Behaviors 34As Always, WWII Changed Everything 35The Postwar Influence Diminishes 36The Emergence of Japan 37Reliability Is No Longer a Luxury 38Understand the Intent 39Levels of Awareness 40Summary 41References 424 Awakening 43Stage 1 43Stage 2 43Stage 3 44Stage 4 44The Ownership Chart 44Comparing Charts 45Benefits of the Ownership Chart 45Communicating Clearly 50Behind the Words at Work 51When You Want to Improve 53My Personal Case 53Getting the Message Across 54The Importance of Time 54When We Can’t Communicate at the Organizational Level 55When Scheduling Trumps Testing 57Summary 585 Goals and Intentions 61Testing Intent 61Testing to Improve 61Quick Question 61Ownership 62Fear-driven Testing 62Transferring Ownership 63Leadership and Transference 64Objectives and Transference 65What Transferred Ownership Looks Like 67The Benefits of Successful Transference 67A Racing Bike Analogy 68Guided by All the Goals All the Time 69The Roadmap Conundrum 69Why We Embrace Tunnel Vision 69When No One Has a Plan 69Summary 70References 706 New Roles 71Role of Change Agents 71Reliability Czar 72The Czar is a Link 73Direct Input 74Distilling Information 74Who is the Czar? 74How the Czar Works with the Team and Leadership 76Tips for the Czar 77Role of Facilitators 78Facilitation Technique 78Creating a Narrative 80Role of Reliability Professionals 80Stop Asking for Resources 81Connect Reliability to the Market 81Summary 837 Program Assessment 85Measurements 85What to Measure 86Using Reliability Testing as Program Guidance 86The Primary Wear-out Failure Mode 88The Random Fail Rate During Use Life 90Reliability Maturity Assessments 90Steps for an Assessment 91The Team 92The Topics 93The Scoring 94Analyze: The Reliability Maturity Matrix 94Review with the Team and Summarize 95Recommend Actions 98Assess Particular Areas in More Detail 98Golden Nuggets 98Summary 99References 998 Reliability Culture Tools 101Advancing Culture 101Manipulative Managing 101Manipulative Management in Action 102An Alternative to Manipulation 102Transfer Why 103Reliability Bounding 103Fire and Forget 103Reliability Feedback 104Strategy Bounding 104Strategy Bounding Toolkit 104Midprogram Feedback 105The Bounding Number 105Bounding ROI 106Invest and Return Tables 107Deciding by Bounding 110Anchoring 110Closed Loop Control 112Open Loop Control 112Intent Anchor 113Delivery Anchor 114The Value of Anchoring 115Focus Rotation 115The Focus Rotation Steps 115Working in Freedom and with Ownership 116The Gore Example 117Why Don’t All Companies Do This? 118Summary 1189 Guiding the Program in Motion 119Guidance Bounding 119Guidance Bounding ROI 120The Plan 120The Issue 120Technology Cascade 120Timing is Everything 121Our Choice 121Using Bounding 121The Results 122Program Risk Effects Analysis 122What Now? 123Just Let It Go 123Fully Access Risk 124Program Freezes Don’t Work 124The Chill Phase 125PREA Tables and Calculations 126Summary 13010 Risk Analysis Guided Project Management 131Failure Mode Effects Analysis Methodology 131Design Failure Mode Effects Analysis 132Have an Experienced Facilitator Who Is Only Facilitating 132The Facilitator Should Not Be the Scribe or “Spreadsheet Master” 132Don’t Let Conversations Go So Deep that 90% of the Room Is Just Listening Without Being Able to Contribute 133Make a Scoring System that Is Meaningful, Not Standardized 133The Scoring Is Comparative, Not Absolute 133Reliability Design Risk Summary 134The Objective of RDRS 134Three Ranking Factors 135Scoring and Evaluation 135The Benefits of RDRS 136Process Failure Mode Effects Analysis 136Use Failure Mode Effects Analysis 136Failure Reporting and Corrective Action System 137Root Cause Analysis 138Reaching a Wrong Conclusion 138Reaching the Right Conclusion 138The Stages of RCA 139Brainstorming 140Fundamentals of Brainstorming 140Preparing for a Session 141Select Participants 141Draft a Background Memo 141Create a List of Lead Questions 141Three Simple Brainstorming Warm-ups 141Setting Session Rules 142Variations on Classic Brainstorming 142Summary 143References 14411 The Reliability Program 145Reliability Program Plan 145Common Reliability Program Plan Pitfalls 146The Plan Doesn’t Account for a Broad Audience 146Not Including Return on Investment (ROI) 146Too Much 147Too Little 147Major Elements of a Reliability Program Plan 149Purpose 149Scope 150Acronyms and Definitions 150Product Description 151Design for Reliability (DfR) 151Reliability Goals 152Use Case, Environment, Uptime 153Recommended Tools by Program Phase 154Design Risk Analysis 155Failure Mode Effects Analysis (FMEA) 155Reliability Allocation Model 157Testing 159Summary 16612 Sustained Culture 167Lasting Change 167The Seven-stage Process 167Summary 168Index 171

ADAM P. BAHRET is Founder of Apex Ridge Reliability, a reliability engineering consulting firm. He has an MS in Mechanical Engineering from Northeastern University and is a Certified Reliability Engineer and a member of ASQ and IEEE. He has spoken at conferences such as RAMS, ASTR, and Reliability Days. Mr. Bahret is author of the second edition of How Reliable is Your Product: 50 Ways to Improve Product Reliability.

Select Guide Rating

• Series Editor’s Foreword by Dr. Andre Kleyner xiAcknowledgements xiiiIntroduction xv1 The Product Development Challenge 1Key Players 1Follow the Carrot or Get Out of the Race 3It’s Not That I’m Lazy, It’s That I Just Don’t Care 5Product-specification Profiles 8Product Drivers 9Bounding Factors 10Reliability Discipline 11References 152 Balancing Business Goals and Reliability 17Return on Investment 17Program Accounting 18Rule of 10s 20Design for Reliability 21Reliability Engineer’s Responsibility to Connect to the Business Case 23Role of the Reliability Professional 26Summary 28References 293 Directed Product Development Culture 31The Past, Present, and Future of Reliability Engineering 32Influences 32The Invention of “Inventing” 33Quality and Inventing Are Behaviors 34As Always, WWII Changed Everything 35The Postwar Influence Diminishes 36The Emergence of Japan 37Reliability Is No Longer a Luxury 38Understand the Intent 39Levels of Awareness 40Summary 41References 424 Awakening 43Stage 1 43Stage 2 43Stage 3 44Stage 4 44The Ownership Chart 44Comparing Charts 45Benefits of the Ownership Chart 45Communicating Clearly 50Behind the Words at Work 51When You Want to Improve 53My Personal Case 53Getting the Message Across 54The Importance of Time 54When We Can’t Communicate at the Organizational Level 55When Scheduling Trumps Testing 57Summary 585 Goals and Intentions 61Testing Intent 61Testing to Improve 61Quick Question 61Ownership 62Fear-driven Testing 62Transferring Ownership 63Leadership and Transference 64Objectives and Transference 65What Transferred Ownership Looks Like 67The Benefits of Successful Transference 67A Racing Bike Analogy 68Guided by All the Goals All the Time 69The Roadmap Conundrum 69Why We Embrace Tunnel Vision 69When No One Has a Plan 69Summary 70References 706 New Roles 71Role of Change Agents 71Reliability Czar 72The Czar is a Link 73Direct Input 74Distilling Information 74Who is the Czar? 74How the Czar Works with the Team and Leadership 76Tips for the Czar 77Role of Facilitators 78Facilitation Technique 78Creating a Narrative 80Role of Reliability Professionals 80Stop Asking for Resources 81Connect Reliability to the Market 81Summary 837 Program Assessment 85Measurements 85What to Measure 86Using Reliability Testing as Program Guidance 86The Primary Wear-out Failure Mode 88The Random Fail Rate During Use Life 90Reliability Maturity Assessments 90Steps for an Assessment 91The Team 92The Topics 93The Scoring 94Analyze: The Reliability Maturity Matrix 94Review with the Team and Summarize 95Recommend Actions 98Assess Particular Areas in More Detail 98Golden Nuggets 98Summary 99References 998 Reliability Culture Tools 101Advancing Culture 101Manipulative Managing 101Manipulative Management in Action 102An Alternative to Manipulation 102Transfer Why 103Reliability Bounding 103Fire and Forget 103Reliability Feedback 104Strategy Bounding 104Strategy Bounding Toolkit 104Midprogram Feedback 105The Bounding Number 105Bounding ROI 106Invest and Return Tables 107Deciding by Bounding 110Anchoring 110Closed Loop Control 112Open Loop Control 112Intent Anchor 113Delivery Anchor 114The Value of Anchoring 115Focus Rotation 115The Focus Rotation Steps 115Working in Freedom and with Ownership 116The Gore Example 117Why Don’t All Companies Do This? 118Summary 1189 Guiding the Program in Motion 119Guidance Bounding 119Guidance Bounding ROI 120The Plan 120The Issue 120Technology Cascade 120Timing is Everything 121Our Choice 121Using Bounding 121The Results 122Program Risk Effects Analysis 122What Now? 123Just Let It Go 123Fully Access Risk 124Program Freezes Don’t Work 124The Chill Phase 125PREA Tables and Calculations 126Summary 13010 Risk Analysis Guided Project Management 131Failure Mode Effects Analysis Methodology 131Design Failure Mode Effects Analysis 132Have an Experienced Facilitator Who Is Only Facilitating 132The Facilitator Should Not Be the Scribe or “Spreadsheet Master” 132Don’t Let Conversations Go So Deep that 90% of the Room Is Just Listening Without Being Able to Contribute 133Make a Scoring System that Is Meaningful, Not Standardized 133The Scoring Is Comparative, Not Absolute 133Reliability Design Risk Summary 134The Objective of RDRS 134Three Ranking Factors 135Scoring and Evaluation 135The Benefits of RDRS 136Process Failure Mode Effects Analysis 136Use Failure Mode Effects Analysis 136Failure Reporting and Corrective Action System 137Root Cause Analysis 138Reaching a Wrong Conclusion 138Reaching the Right Conclusion 138The Stages of RCA 139Brainstorming 140Fundamentals of Brainstorming 140Preparing for a Session 141Select Participants 141Draft a Background Memo 141Create a List of Lead Questions 141Three Simple Brainstorming Warm-ups 141Setting Session Rules 142Variations on Classic Brainstorming 142Summary 143References 14411 The Reliability Program 145Reliability Program Plan 145Common Reliability Program Plan Pitfalls 146The Plan Doesn’t Account for a Broad Audience 146Not Including Return on Investment (ROI) 146Too Much 147Too Little 147Major Elements of a Reliability Program Plan 149Purpose 149Scope 150Acronyms and Definitions 150Product Description 151Design for Reliability (DfR) 151Reliability Goals 152Use Case, Environment, Uptime 153Recommended Tools by Program Phase 154Design Risk Analysis 155Failure Mode Effects Analysis (FMEA) 155Reliability Allocation Model 157Testing 159Summary 16612 Sustained Culture 167Lasting Change 167The Seven-stage Process 167Summary 168Index 171