strategic implementation of reliability engineering: it’s impact on industrial lift trucks harold...

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

Harold.Johnson@NMHG.com HaroldCJohnson@Gmail.com 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

Harold.Johnson@NMHG.com HaroldCJohnson@Gmail.com 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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