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Track 2 Session 8
2:40 to 3:50 p.m. Thursday June
15, 2006
Creating and Implementing a Reliability
Culture at Ingersoll Rand Security Technologies
Ingersoll Rand Security
Technologies (IRST) identified the need for improved product
reliability when several product launches experienced multiple field
problems and recalls. A Reliability Analysis Center (RAC) assessment
identified six areas for improvement. These were: improve
quantification of warranty claims; establish consistent reliability
metrics; expand product testing program; standardize reliability
modeling, failure mode effects analysis and design review process;
integrate above activities into new product development process; and
general awareness training. Using a manufacturing process
improvement model as the initial implementation strategy the
department set out to change the behavior of the engineers.
Unfortunately manufacturing improvement processes used out of
context don’t necessarily improve new product development and
rigidity of unnecessary requirements can drive the wrong behavior. A
reliability engineer position was created to support project teams
in achieving more reliable designs. Using this position the new gaps
created by the previous implementation strategy were identified and
are working to be closed. Subsequently, the culture of reliability
is developing and the tools necessary to improve reliability are being
focused on and supported outside of the design teams. In addition,
senior management is reviewing a proposal for a global reliability
department. If approved, the effectiveness of the new department
will be tracked and modified in the coming years.
Key Words: Reliability
Program, Reliability Tools
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