{"product_id":"reliability-culture-9781119612438","title":"Reliability Culture","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eBy outlining how reliability engineering practices fit within a product development program, the reader will have a better understanding of how roles and goals align with the program and how this applies to their specific role\u003c\/b\u003e.\u003c\/p\u003e\u003cp\u003e\u003ci\u003eReliability Culture: How Leaders Build Organizations that Create Reliable Products\u003c\/i\u003e, will help readers develop a deep understanding of reliability, including what it really means for organizations, how to implement it in daily operations, and, most importantly, how to build a culture that is centered around reliability and can generate impressive profits. When senior leaders work toward reliability, product details often get lost in translation. This book will enable organizations to overcome this problem by showing leaders how their actions truly affect product development. They will be introduced to new methods that will immediately enable them to have carefully crafted product specifications translated into matching, highly reliable products\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003eSeries Editor’s Foreword by \u003ci\u003eDr. Andre Kleyner\u003c\/i\u003e xi\u003c\/p\u003e \u003cp\u003eAcknowledgements xiii\u003c\/p\u003e \u003cp\u003eIntroduction xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The Product Development Challenge \u003c\/b\u003e\u003cb\u003e1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey Players 1\u003c\/p\u003e \u003cp\u003eFollow the Carrot or Get Out of the Race 3\u003c\/p\u003e \u003cp\u003eIt’s Not That I’m Lazy, It’s That I Just Don’t Care 5\u003c\/p\u003e \u003cp\u003eProduct-specification Profiles 8\u003c\/p\u003e \u003cp\u003eProduct Drivers 9\u003c\/p\u003e \u003cp\u003eBounding Factors 10\u003c\/p\u003e \u003cp\u003eReliability Discipline 11\u003c\/p\u003e \u003cp\u003eReferences 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Balancing Business Goals and Reliability \u003c\/b\u003e\u003cb\u003e17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReturn on Investment 17\u003c\/p\u003e \u003cp\u003eProgram Accounting 18\u003c\/p\u003e \u003cp\u003eRule of 10s 20\u003c\/p\u003e \u003cp\u003eDesign for Reliability 21\u003c\/p\u003e \u003cp\u003eReliability Engineer’s Responsibility to Connect to the Business Case 23\u003c\/p\u003e \u003cp\u003eRole of the Reliability Professional 26\u003c\/p\u003e \u003cp\u003eSummary 28\u003c\/p\u003e \u003cp\u003eReferences 29\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Directed Product Development Culture \u003c\/b\u003e\u003cb\u003e31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Past, Present, and Future of Reliability Engineering 32\u003c\/p\u003e \u003cp\u003eInfluences 32\u003c\/p\u003e \u003cp\u003eThe Invention of “Inventing” 33\u003c\/p\u003e \u003cp\u003eQuality and Inventing Are Behaviors 34\u003c\/p\u003e \u003cp\u003eAs Always, WWII Changed Everything 35\u003c\/p\u003e \u003cp\u003eThe Postwar Influence Diminishes 36\u003c\/p\u003e \u003cp\u003eThe Emergence of Japan 37\u003c\/p\u003e \u003cp\u003eReliability Is No Longer a Luxury 38\u003c\/p\u003e \u003cp\u003eUnderstand the Intent 39\u003c\/p\u003e \u003cp\u003eLevels of Awareness 40\u003c\/p\u003e \u003cp\u003eSummary 41\u003c\/p\u003e \u003cp\u003eReferences 42\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Awakening \u003c\/b\u003e\u003cb\u003e43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStage 1 43\u003c\/p\u003e \u003cp\u003eStage 2 43\u003c\/p\u003e \u003cp\u003eStage 3 44\u003c\/p\u003e \u003cp\u003eStage 4 44\u003c\/p\u003e \u003cp\u003eThe Ownership Chart 44\u003c\/p\u003e \u003cp\u003eComparing Charts 45\u003c\/p\u003e \u003cp\u003eBenefits of the Ownership Chart 45\u003c\/p\u003e \u003cp\u003eCommunicating Clearly 50\u003c\/p\u003e \u003cp\u003eBehind the Words at Work 51\u003c\/p\u003e \u003cp\u003eWhen You Want to Improve 53\u003c\/p\u003e \u003cp\u003eMy Personal Case 53\u003c\/p\u003e \u003cp\u003eGetting the Message Across 54\u003c\/p\u003e \u003cp\u003eThe Importance of Time 54\u003c\/p\u003e \u003cp\u003eWhen We Can’t Communicate at the Organizational Level 55\u003c\/p\u003e \u003cp\u003eWhen Scheduling Trumps Testing 57\u003c\/p\u003e \u003cp\u003eSummary 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Goals and Intentions \u003c\/b\u003e\u003cb\u003e61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTesting Intent 61\u003c\/p\u003e \u003cp\u003eTesting to Improve 61\u003c\/p\u003e \u003cp\u003eQuick Question 61\u003c\/p\u003e \u003cp\u003eOwnership 62\u003c\/p\u003e \u003cp\u003eFear-driven Testing 62\u003c\/p\u003e \u003cp\u003eTransferring Ownership 63\u003c\/p\u003e \u003cp\u003eLeadership and Transference 64\u003c\/p\u003e \u003cp\u003eObjectives and Transference 65\u003c\/p\u003e \u003cp\u003eWhat Transferred Ownership Looks Like 67\u003c\/p\u003e \u003cp\u003eThe Benefits of Successful Transference 67\u003c\/p\u003e \u003cp\u003eA Racing Bike Analogy 68\u003c\/p\u003e \u003cp\u003eGuided by All the Goals All the Time 69\u003c\/p\u003e \u003cp\u003eThe Roadmap Conundrum 69\u003c\/p\u003e \u003cp\u003eWhy We Embrace Tunnel Vision 69\u003c\/p\u003e \u003cp\u003eWhen No One Has a Plan 69\u003c\/p\u003e \u003cp\u003eSummary 70\u003c\/p\u003e \u003cp\u003eReferences 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 New Roles \u003c\/b\u003e\u003cb\u003e71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRole of Change Agents 71\u003c\/p\u003e \u003cp\u003eReliability Czar 72\u003c\/p\u003e \u003cp\u003eThe Czar is a Link 73\u003c\/p\u003e \u003cp\u003eDirect Input 74\u003c\/p\u003e \u003cp\u003eDistilling Information 74\u003c\/p\u003e \u003cp\u003eWho is the Czar? 74\u003c\/p\u003e \u003cp\u003eHow the Czar Works with the Team and Leadership 76\u003c\/p\u003e \u003cp\u003eTips for the Czar 77\u003c\/p\u003e \u003cp\u003eRole of Facilitators 78\u003c\/p\u003e \u003cp\u003eFacilitation Technique 78\u003c\/p\u003e \u003cp\u003eCreating a Narrative 80\u003c\/p\u003e \u003cp\u003eRole of Reliability Professionals 80\u003c\/p\u003e \u003cp\u003eStop Asking for Resources 81\u003c\/p\u003e \u003cp\u003eConnect Reliability to the Market 81\u003c\/p\u003e \u003cp\u003eSummary 83\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Program Assessment \u003c\/b\u003e\u003cb\u003e85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasurements 85\u003c\/p\u003e \u003cp\u003eWhat to Measure 86\u003c\/p\u003e \u003cp\u003eUsing Reliability Testing as Program Guidance 86\u003c\/p\u003e \u003cp\u003eThe Primary Wear-out Failure Mode 88\u003c\/p\u003e \u003cp\u003eThe Random Fail Rate During Use Life 90\u003c\/p\u003e \u003cp\u003eReliability Maturity Assessments 90\u003c\/p\u003e \u003cp\u003eSteps for an Assessment 91\u003c\/p\u003e \u003cp\u003eThe Team 92\u003c\/p\u003e \u003cp\u003eThe Topics 93\u003c\/p\u003e \u003cp\u003eThe Scoring 94\u003c\/p\u003e \u003cp\u003eAnalyze: The Reliability Maturity Matrix 94\u003c\/p\u003e \u003cp\u003eReview with the Team and Summarize 95\u003c\/p\u003e \u003cp\u003eRecommend Actions 98\u003c\/p\u003e \u003cp\u003eAssess Particular Areas in More Detail 98\u003c\/p\u003e \u003cp\u003eGolden Nuggets 98\u003c\/p\u003e \u003cp\u003eSummary 99\u003c\/p\u003e \u003cp\u003eReferences 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Reliability Culture Tools \u003c\/b\u003e\u003cb\u003e101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAdvancing Culture 101\u003c\/p\u003e \u003cp\u003eManipulative Managing 101\u003c\/p\u003e \u003cp\u003eManipulative Management in Action 102\u003c\/p\u003e \u003cp\u003eAn Alternative to Manipulation 102\u003c\/p\u003e \u003cp\u003eTransfer Why 103\u003c\/p\u003e \u003cp\u003eReliability Bounding 103\u003c\/p\u003e \u003cp\u003eFire and Forget 103\u003c\/p\u003e \u003cp\u003eReliability Feedback 104\u003c\/p\u003e \u003cp\u003eStrategy Bounding 104\u003c\/p\u003e \u003cp\u003eStrategy Bounding Toolkit 104\u003c\/p\u003e \u003cp\u003eMidprogram Feedback 105\u003c\/p\u003e \u003cp\u003eThe Bounding Number 105\u003c\/p\u003e \u003cp\u003eBounding ROI 106\u003c\/p\u003e \u003cp\u003eInvest and Return Tables 107\u003c\/p\u003e \u003cp\u003eDeciding by Bounding 110\u003c\/p\u003e \u003cp\u003eAnchoring 110\u003c\/p\u003e \u003cp\u003eClosed Loop Control 112\u003c\/p\u003e \u003cp\u003eOpen Loop Control 112\u003c\/p\u003e \u003cp\u003eIntent Anchor 113\u003c\/p\u003e \u003cp\u003eDelivery Anchor 114\u003c\/p\u003e \u003cp\u003eThe Value of Anchoring 115\u003c\/p\u003e \u003cp\u003eFocus Rotation 115\u003c\/p\u003e \u003cp\u003eThe Focus Rotation Steps 115\u003c\/p\u003e \u003cp\u003eWorking in Freedom and with Ownership 116\u003c\/p\u003e \u003cp\u003eThe Gore Example 117\u003c\/p\u003e \u003cp\u003eWhy Don’t All Companies Do This? 118\u003c\/p\u003e \u003cp\u003eSummary 118\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Guiding the Program in Motion \u003c\/b\u003e\u003cb\u003e119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGuidance Bounding 119\u003c\/p\u003e \u003cp\u003eGuidance Bounding ROI 120\u003c\/p\u003e \u003cp\u003eThe Plan 120\u003c\/p\u003e \u003cp\u003eThe Issue 120\u003c\/p\u003e \u003cp\u003eTechnology Cascade 120\u003c\/p\u003e \u003cp\u003eTiming is Everything 121\u003c\/p\u003e \u003cp\u003eOur Choice 121\u003c\/p\u003e \u003cp\u003eUsing Bounding 121\u003c\/p\u003e \u003cp\u003eThe Results 122\u003c\/p\u003e \u003cp\u003eProgram Risk Effects Analysis 122\u003c\/p\u003e \u003cp\u003eWhat Now? 123\u003c\/p\u003e \u003cp\u003eJust Let It Go 123\u003c\/p\u003e \u003cp\u003eFully Access Risk 124\u003c\/p\u003e \u003cp\u003eProgram Freezes Don’t Work 124\u003c\/p\u003e \u003cp\u003eThe Chill Phase 125\u003c\/p\u003e \u003cp\u003ePREA Tables and Calculations 126\u003c\/p\u003e \u003cp\u003eSummary 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Risk Analysis Guided Project Management \u003c\/b\u003e\u003cb\u003e131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFailure Mode Effects Analysis Methodology 131\u003c\/p\u003e \u003cp\u003eDesign Failure Mode Effects Analysis 132\u003c\/p\u003e \u003cp\u003eHave an Experienced Facilitator Who Is Only Facilitating 132\u003c\/p\u003e \u003cp\u003eThe Facilitator Should Not Be the Scribe or “Spreadsheet Master” 132\u003c\/p\u003e \u003cp\u003eDon’t Let Conversations Go So Deep that 90% of the Room Is Just Listening Without Being Able to Contribute 133\u003c\/p\u003e \u003cp\u003eMake a Scoring System that Is Meaningful, Not Standardized 133\u003c\/p\u003e \u003cp\u003eThe Scoring Is Comparative, Not Absolute 133\u003c\/p\u003e \u003cp\u003eReliability Design Risk Summary 134\u003c\/p\u003e \u003cp\u003eThe Objective of RDRS 134\u003c\/p\u003e \u003cp\u003eThree Ranking Factors 135\u003c\/p\u003e \u003cp\u003eScoring and Evaluation 135\u003c\/p\u003e \u003cp\u003eThe Benefits of RDRS 136\u003c\/p\u003e \u003cp\u003eProcess Failure Mode Effects Analysis 136\u003c\/p\u003e \u003cp\u003eUse Failure Mode Effects Analysis 136\u003c\/p\u003e \u003cp\u003eFailure Reporting and Corrective Action System 137\u003c\/p\u003e \u003cp\u003eRoot Cause Analysis 138\u003c\/p\u003e \u003cp\u003eReaching a Wrong Conclusion 138\u003c\/p\u003e \u003cp\u003eReaching the Right Conclusion 138\u003c\/p\u003e \u003cp\u003eThe Stages of RCA 139\u003c\/p\u003e \u003cp\u003eBrainstorming 140\u003c\/p\u003e \u003cp\u003eFundamentals of Brainstorming 140\u003c\/p\u003e \u003cp\u003ePreparing for a Session 141\u003c\/p\u003e \u003cp\u003eSelect Participants 141\u003c\/p\u003e \u003cp\u003eDraft a Background Memo 141\u003c\/p\u003e \u003cp\u003eCreate a List of Lead Questions 141\u003c\/p\u003e \u003cp\u003eThree Simple Brainstorming Warm-ups 141\u003c\/p\u003e \u003cp\u003eSetting Session Rules 142\u003c\/p\u003e \u003cp\u003eVariations on Classic Brainstorming 142\u003c\/p\u003e \u003cp\u003eSummary 143\u003c\/p\u003e \u003cp\u003eReferences 144\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 The Reliability Program \u003c\/b\u003e\u003cb\u003e145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReliability Program Plan 145\u003c\/p\u003e \u003cp\u003eCommon Reliability Program Plan Pitfalls 146\u003c\/p\u003e \u003cp\u003eThe Plan Doesn’t Account for a Broad Audience 146\u003c\/p\u003e \u003cp\u003eNot Including Return on Investment (ROI) 146\u003c\/p\u003e \u003cp\u003eToo Much 147\u003c\/p\u003e \u003cp\u003eToo Little 147\u003c\/p\u003e \u003cp\u003eMajor Elements of a Reliability Program Plan 149\u003c\/p\u003e \u003cp\u003ePurpose 149\u003c\/p\u003e \u003cp\u003eScope 150\u003c\/p\u003e \u003cp\u003eAcronyms and Definitions 150\u003c\/p\u003e \u003cp\u003eProduct Description 151\u003c\/p\u003e \u003cp\u003eDesign for Reliability (DfR) 151\u003c\/p\u003e \u003cp\u003eReliability Goals 152\u003c\/p\u003e \u003cp\u003eUse Case, Environment, Uptime 153\u003c\/p\u003e \u003cp\u003eRecommended Tools by Program Phase 154\u003c\/p\u003e \u003cp\u003eDesign Risk Analysis 155\u003c\/p\u003e \u003cp\u003eFailure Mode Effects Analysis (FMEA) 155\u003c\/p\u003e \u003cp\u003eReliability Allocation Model 157\u003c\/p\u003e \u003cp\u003eTesting 159\u003c\/p\u003e \u003cp\u003eSummary 166\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Sustained Culture \u003c\/b\u003e\u003cb\u003e167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLasting Change 167\u003c\/p\u003e \u003cp\u003eThe Seven-stage Process 167\u003c\/p\u003e \u003cp\u003eSummary 168\u003c\/p\u003e \u003cp\u003eIndex 171\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407099339095,"sku":"9781119612438","price":78.26,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119612438.jpg?v=1730498174","url":"https:\/\/bookcurl.com\/products\/reliability-culture-9781119612438","provider":"Book Curl","version":"1.0","type":"link"}