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 dont 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