El Kaleopapa Canoe Club enseña a remar a niños en Salvador, Bahía, Brasil para que se conviertan en atletas fuertes y saludables en el mar. El club enseña a remar desde una edad temprana para desarrollar el coraje y la salud a través del deporte acuático.
Conversion Optimization: The World Beyond Headlines & Button ColorOptimizely
Patrick McKenzie, Software Developer at Kalzumeus Software
You've run A/B tests.
You're long past the point where "Guess Which Alternative Won" articles teach you something useful.
- How do you get to the next level of conversion optimization?
- How do you get it to be a repeatable team effort?
- How do you retain organizational know-how about previous tests?
- How do you track conversions over more involved funnels?
- How do you keep the team onboard with testing for years at a time?
- How do you manage the engineering aspects of changes which are more in--depth than changing the marketing site?
This session delves into the "Here There Be Dragons" parts of the testing map. Patrick McKenzie, Software Developer at Kalzumeus Software and Bingo Card Creator, has helped a dozen companies through testing maps, and he presents some of the mistakes he's made so that you don't have to repeat them—and also a success or two.
The document discusses the meaning behind family and marriage. It defines family as Father, And, Mother, I, Love, You to emphasize the importance of parents and love within a family. It also lists reasons why a man wants a wife, such as for washing, ironing, food, and entertainment, and why a woman wants a husband for housing, understanding, sharing, buying, and never demanding. The document encourages sending a friendly "hello" to loved ones as a way to check in on them and express that you care and miss them.
The full report presents a post-crisis world economy still struggling with continued weakening growth of 2.2 per cent in 2012. It projects disappointing global growth of 2.4 per cent in 2013 and 3.2 per cent in 2014 in the face of major uncertainties and downside risks and it also foresees a much slower pace of poverty reduction in many developing countries and narrowing fiscal space for investments in the many critical areas needed for achieving the Millennium Development Goals. The report calls for more forceful and concerted policy action at the global level, identifying fiscal and employment policies, financial market stability, development assistance and green growth as key challenges.
For more information: http://bit.ly/WESP
The document discusses HTML5 and CSS3 techniques including semantic markup, document structure, CSS selectors, positioning, gradients, and data attributes. It provides examples of using HTML5 elements like <header>, <nav>, <section>, <article>, and <aside> to structure a page semantically. It also demonstrates CSS techniques like resets, floats, positioning, gradients, and encoding data in HTML5 data attributes to style and enhance pages.
The document discusses several lessons, including that humans are capable of cruelty but will face karmic consequences; we should practice loving-kindness and compassion. It warns of dangers like internet addiction causing relationship and health problems. It also notes one should be wary of people with ill intentions who may mislead through outward behavior. Time spent on unproductive meetings could be better used with dedication, commitment, mindfulness and wisdom. Pride, ego, cruelty or lack of care can lead to unpleasant consequences, and suffering is inevitable but can be lessened through mindfulness, compassion and wise actions.
El Kaleopapa Canoe Club enseña a remar a niños en Salvador, Bahía, Brasil para que se conviertan en atletas fuertes y saludables en el mar. El club enseña a remar desde una edad temprana para desarrollar el coraje y la salud a través del deporte acuático.
Conversion Optimization: The World Beyond Headlines & Button ColorOptimizely
Patrick McKenzie, Software Developer at Kalzumeus Software
You've run A/B tests.
You're long past the point where "Guess Which Alternative Won" articles teach you something useful.
- How do you get to the next level of conversion optimization?
- How do you get it to be a repeatable team effort?
- How do you retain organizational know-how about previous tests?
- How do you track conversions over more involved funnels?
- How do you keep the team onboard with testing for years at a time?
- How do you manage the engineering aspects of changes which are more in--depth than changing the marketing site?
This session delves into the "Here There Be Dragons" parts of the testing map. Patrick McKenzie, Software Developer at Kalzumeus Software and Bingo Card Creator, has helped a dozen companies through testing maps, and he presents some of the mistakes he's made so that you don't have to repeat them—and also a success or two.
The document discusses the meaning behind family and marriage. It defines family as Father, And, Mother, I, Love, You to emphasize the importance of parents and love within a family. It also lists reasons why a man wants a wife, such as for washing, ironing, food, and entertainment, and why a woman wants a husband for housing, understanding, sharing, buying, and never demanding. The document encourages sending a friendly "hello" to loved ones as a way to check in on them and express that you care and miss them.
The full report presents a post-crisis world economy still struggling with continued weakening growth of 2.2 per cent in 2012. It projects disappointing global growth of 2.4 per cent in 2013 and 3.2 per cent in 2014 in the face of major uncertainties and downside risks and it also foresees a much slower pace of poverty reduction in many developing countries and narrowing fiscal space for investments in the many critical areas needed for achieving the Millennium Development Goals. The report calls for more forceful and concerted policy action at the global level, identifying fiscal and employment policies, financial market stability, development assistance and green growth as key challenges.
For more information: http://bit.ly/WESP
The document discusses HTML5 and CSS3 techniques including semantic markup, document structure, CSS selectors, positioning, gradients, and data attributes. It provides examples of using HTML5 elements like <header>, <nav>, <section>, <article>, and <aside> to structure a page semantically. It also demonstrates CSS techniques like resets, floats, positioning, gradients, and encoding data in HTML5 data attributes to style and enhance pages.
The document discusses several lessons, including that humans are capable of cruelty but will face karmic consequences; we should practice loving-kindness and compassion. It warns of dangers like internet addiction causing relationship and health problems. It also notes one should be wary of people with ill intentions who may mislead through outward behavior. Time spent on unproductive meetings could be better used with dedication, commitment, mindfulness and wisdom. Pride, ego, cruelty or lack of care can lead to unpleasant consequences, and suffering is inevitable but can be lessened through mindfulness, compassion and wise actions.
Nancy Regan was a first lady who served from 1981 to 1989 during her husband Ronald Reagan's presidency. She advocated for raising awareness of drug and alcohol abuse and launched the "Just Say No" anti-drug campaign. The document is a biography of Nancy Regan's life and accomplishments as first lady over the course of 9 pages.
This document discusses the importance of equipment experts in applying Reliability Centered Maintenance (RCM) when historical failure data is lacking. It states that while historical data is useful for identifying problem areas, it does not provide all necessary failure information. Equipment experts possess valuable knowledge about potential failures, failures prevented by current maintenance, and how failures impact equipment. An RCM analysis should utilize a facilitated working group approach to capture the expertise and experience of equipment experts to develop an effective maintenance plan.
While templates can potentially speed up RCM analysis, they require great care and caution if used. Templates often lack necessary context about the operating environment and failure modes may need to be rewritten. It may actually take more time to review and rewrite templated data than starting from scratch. Therefore, templates should only be used if led by an experienced RCM specialist and should not replace engaging directly with equipment experts, who provide invaluable insight into vulnerabilities and solutions.
RCM is a process used to identify what Preventive Maintenance or Condition Based Maintenance you need to implement so you get the Reliability you need from your equipment.
Doing Reliability Centered Maintenance (RCM) helps us take care of our equipment. And, taking care of our equipment is very much like taking care of ourselves.
The document discusses how Reliability Centered Maintenance (RCM) is more than just formulating a proactive maintenance plan. RCM considers all elements that can affect a system's reliability, including operating procedures, equipment design, and plausible failure modes. Identifying these broader failure causes allows solutions that go beyond typical maintenance to improve overall equipment reliability.
RCM principles were originally developed for the airline industry but were intended to be applied more broadly to equipment in any industry. While RCM has sometimes been incorrectly thought to only apply to aircraft, the authors of the first RCM book stated that RCM techniques can be learned and applied to complex equipment in other industries as well. Since the 1970s, RCM has been successfully used across many different industries worldwide to optimize equipment maintenance.
Reliability Centered Maintenance (RCM) focuses organizations on clearly identifying the essential functions of machines to avoid chronic downtime. The first step of RCM, writing functional requirements, ensures machines are only asked to perform tasks they are capable of. Mastering the basics of maintenance and reliability through RCM is increasingly important as technology advances and can help organizations avoid issues that stem from machines not being able to perform required functions from the outset.
The document cautions against blindly following manufacturer recommended maintenance schedules, as the manufacturer does not consider important factors like the operating environment and frequency of equipment use. It recommends sanity-checking maintenance schedules against your specific operating environment and equipment usage, as these can significantly impact maintenance needs compared to manufacturer defaults. Proactive maintenance should be tailored and not treated as a one-size-fits-all approach.
Nancy Regan advises that a criticality analysis is not required to identify RCM candidates when first starting out with RCM. The best assets to analyze initially are those already known to be causing issues like chronic downtime, high costs, or maintenance needs in order to quickly prove the value of RCM. Showing stakeholders meaningful results from addressing high problem equipment will gain support to analyze additional systems through repeated RCM cycles.
There are three ways to conduct Reliability Centered Maintenance (RCM) analysis: outsourcing, single analyst method, and facilitated working group approach. Outsourcing and the single analyst method only satisfy one of the two main ingredients for a successful analysis, which are first-hand knowledge of the asset and understanding of the RCM process. The facilitated working group approach brings together equipment experts led by an RCM facilitator to complete the analysis, and is therefore best as it satisfies both main ingredients.
The maintainer in an RCM analysis meeting had a great idea for a new tool that would make a maintenance task safer and easier. However, when asked why he hadn't suggested it before, he responded that management never listened to his other ideas and didn't care what he thought, so he stopped trying. The document argues that equipment experts are an untapped resource who know the vulnerabilities and solutions, and that organizations should ask for their expertise through activities like RCM analysis to transform themselves.
This document discusses 5 myths about Reliability Centered Maintenance (RCM). It clarifies that RCM is a process to identify failure management strategies, not just a maintenance program. It also notes that RCM is a 7-step process that includes performing a Failure Modes and Effects Analysis in steps 1-4, and considering Condition Based Maintenance in step 6. Additionally, the document states that RCM does not need to be applied to all assets, and can be tailored based on reliability goals. It concludes by asserting that RCM has been successfully applied across many industries worldwide.
This document discusses condition-based maintenance (CBM). CBM allows potential failure conditions to be detected early enough to safely manage the consequences. It does not prevent failure, but provides time to address issues like landing an aircraft or replacing a part before further damage occurs. The key factor for determining CBM task intervals is the potential failure-to-failure (P-F) interval, which is the time from when failure is first detectable to when it actually occurs. CBM is powerful because it allows impending failures to be identified before they happen, providing time for proactive actions to control the consequences of failure.
This document provides an overview of Lean Manufacturing and how it can help businesses. It discusses three common problems in business - wasted effort and resources, using wrong business processes, and wide process variation. Lean Manufacturing tools can address these problems by eliminating waste, standardizing processes, and reducing variation. The document then explains several Lean concepts and tools, such as value stream mapping, just-in-time production, standard work, and visual management systems. The overall goal of Lean is to optimize efficiency and effectiveness in business operations.
An overview of the basic process to create an ALT using one of 6 different approaches. Slides used for presentation to the ASQ Silicon Valley evening meeting on Nov 15th 2017.
We work on projects to improve reliability. There may not be the field data immediately available. Let’s explore what you can do to improve the overall program while delivering on your project. Specifically, what’s with cost and procurement?
Detailed Information: As a reliability professional we often work with a team focused on improving the reliability of single product or system. We work with the resources and capabilities of the organization. For me a reliability project is one product or line, a program is the entire organization and lifecycle. We bring specific tools and knowledge, yet rely on the overall reliability culture of an organization to be successful
The overall reliability program may or may not have the field data, root cause analysis and other element of information that allow us to effectively solve problems for a specific project. In some cases we have to work to improve the overall program while striving to create a reliable product. Let’s explore what you should do when you are building a reliability model for a new project and would like to use previous reliability history.
If the data is not available what do you do? What are your options? Let’s discuss what happens when the procurement team consistently selects the least expensive and least reliable components. What are your options? You can and should change the way entire departments do business, for the good of the project and the organization. Let’s discuss the scope of your role as a reliability engineer.
This Accendo Reliability webinar originally broadcast on 19 May 2015.
Nancy Regan was a first lady who served from 1981 to 1989 during her husband Ronald Reagan's presidency. She advocated for raising awareness of drug and alcohol abuse and launched the "Just Say No" anti-drug campaign. The document is a biography of Nancy Regan's life and accomplishments as first lady over the course of 9 pages.
This document discusses the importance of equipment experts in applying Reliability Centered Maintenance (RCM) when historical failure data is lacking. It states that while historical data is useful for identifying problem areas, it does not provide all necessary failure information. Equipment experts possess valuable knowledge about potential failures, failures prevented by current maintenance, and how failures impact equipment. An RCM analysis should utilize a facilitated working group approach to capture the expertise and experience of equipment experts to develop an effective maintenance plan.
While templates can potentially speed up RCM analysis, they require great care and caution if used. Templates often lack necessary context about the operating environment and failure modes may need to be rewritten. It may actually take more time to review and rewrite templated data than starting from scratch. Therefore, templates should only be used if led by an experienced RCM specialist and should not replace engaging directly with equipment experts, who provide invaluable insight into vulnerabilities and solutions.
RCM is a process used to identify what Preventive Maintenance or Condition Based Maintenance you need to implement so you get the Reliability you need from your equipment.
Doing Reliability Centered Maintenance (RCM) helps us take care of our equipment. And, taking care of our equipment is very much like taking care of ourselves.
The document discusses how Reliability Centered Maintenance (RCM) is more than just formulating a proactive maintenance plan. RCM considers all elements that can affect a system's reliability, including operating procedures, equipment design, and plausible failure modes. Identifying these broader failure causes allows solutions that go beyond typical maintenance to improve overall equipment reliability.
RCM principles were originally developed for the airline industry but were intended to be applied more broadly to equipment in any industry. While RCM has sometimes been incorrectly thought to only apply to aircraft, the authors of the first RCM book stated that RCM techniques can be learned and applied to complex equipment in other industries as well. Since the 1970s, RCM has been successfully used across many different industries worldwide to optimize equipment maintenance.
Reliability Centered Maintenance (RCM) focuses organizations on clearly identifying the essential functions of machines to avoid chronic downtime. The first step of RCM, writing functional requirements, ensures machines are only asked to perform tasks they are capable of. Mastering the basics of maintenance and reliability through RCM is increasingly important as technology advances and can help organizations avoid issues that stem from machines not being able to perform required functions from the outset.
The document cautions against blindly following manufacturer recommended maintenance schedules, as the manufacturer does not consider important factors like the operating environment and frequency of equipment use. It recommends sanity-checking maintenance schedules against your specific operating environment and equipment usage, as these can significantly impact maintenance needs compared to manufacturer defaults. Proactive maintenance should be tailored and not treated as a one-size-fits-all approach.
Nancy Regan advises that a criticality analysis is not required to identify RCM candidates when first starting out with RCM. The best assets to analyze initially are those already known to be causing issues like chronic downtime, high costs, or maintenance needs in order to quickly prove the value of RCM. Showing stakeholders meaningful results from addressing high problem equipment will gain support to analyze additional systems through repeated RCM cycles.
There are three ways to conduct Reliability Centered Maintenance (RCM) analysis: outsourcing, single analyst method, and facilitated working group approach. Outsourcing and the single analyst method only satisfy one of the two main ingredients for a successful analysis, which are first-hand knowledge of the asset and understanding of the RCM process. The facilitated working group approach brings together equipment experts led by an RCM facilitator to complete the analysis, and is therefore best as it satisfies both main ingredients.
The maintainer in an RCM analysis meeting had a great idea for a new tool that would make a maintenance task safer and easier. However, when asked why he hadn't suggested it before, he responded that management never listened to his other ideas and didn't care what he thought, so he stopped trying. The document argues that equipment experts are an untapped resource who know the vulnerabilities and solutions, and that organizations should ask for their expertise through activities like RCM analysis to transform themselves.
This document discusses 5 myths about Reliability Centered Maintenance (RCM). It clarifies that RCM is a process to identify failure management strategies, not just a maintenance program. It also notes that RCM is a 7-step process that includes performing a Failure Modes and Effects Analysis in steps 1-4, and considering Condition Based Maintenance in step 6. Additionally, the document states that RCM does not need to be applied to all assets, and can be tailored based on reliability goals. It concludes by asserting that RCM has been successfully applied across many industries worldwide.
This document discusses condition-based maintenance (CBM). CBM allows potential failure conditions to be detected early enough to safely manage the consequences. It does not prevent failure, but provides time to address issues like landing an aircraft or replacing a part before further damage occurs. The key factor for determining CBM task intervals is the potential failure-to-failure (P-F) interval, which is the time from when failure is first detectable to when it actually occurs. CBM is powerful because it allows impending failures to be identified before they happen, providing time for proactive actions to control the consequences of failure.
This document provides an overview of Lean Manufacturing and how it can help businesses. It discusses three common problems in business - wasted effort and resources, using wrong business processes, and wide process variation. Lean Manufacturing tools can address these problems by eliminating waste, standardizing processes, and reducing variation. The document then explains several Lean concepts and tools, such as value stream mapping, just-in-time production, standard work, and visual management systems. The overall goal of Lean is to optimize efficiency and effectiveness in business operations.
An overview of the basic process to create an ALT using one of 6 different approaches. Slides used for presentation to the ASQ Silicon Valley evening meeting on Nov 15th 2017.
We work on projects to improve reliability. There may not be the field data immediately available. Let’s explore what you can do to improve the overall program while delivering on your project. Specifically, what’s with cost and procurement?
Detailed Information: As a reliability professional we often work with a team focused on improving the reliability of single product or system. We work with the resources and capabilities of the organization. For me a reliability project is one product or line, a program is the entire organization and lifecycle. We bring specific tools and knowledge, yet rely on the overall reliability culture of an organization to be successful
The overall reliability program may or may not have the field data, root cause analysis and other element of information that allow us to effectively solve problems for a specific project. In some cases we have to work to improve the overall program while striving to create a reliable product. Let’s explore what you should do when you are building a reliability model for a new project and would like to use previous reliability history.
If the data is not available what do you do? What are your options? Let’s discuss what happens when the procurement team consistently selects the least expensive and least reliable components. What are your options? You can and should change the way entire departments do business, for the good of the project and the organization. Let’s discuss the scope of your role as a reliability engineer.
This Accendo Reliability webinar originally broadcast on 19 May 2015.
1. f msreliabilit y.com http://www.fmsreliability.com/education/reliability-culture/
Reliability Culture
Exploring Reliability Culture
Years ago I had the opportunity to assess the reliability programs of two organizations. They made similar
products f or dif f erent segments of the market, and they both had about the same size an organization. Two
years previously, both organizations lost the reliability prof essional f rom their staf f s. Furthermore, both teams
were located in one building, one upstairs and the other downstairs, which made scheduling the assessment
interviews convenient.
Upstairs / Downstairs
Though the course of the interviews I enjoyed the conversations more with the organization upstairs. They
started on time, and were not interrupted. One of the f irst things I noticed was that the of f ice plants were
common, green and healthy. The engineers and managers knew how to use a wide range of reliability tools to
accomplish their tasks. For example, the electrical design engineer knew about derating and accelerated lif e
testing, and she also knew about the goal and how it was apportioned to her elements of the product. Each
person I talked to upstairs knew the overall objective and how they provided and received inf ormation using a
range of reliability tools to make decisions. They enjoyed a very low f ield f ailure rate and simply went about the
business of creating products.
Downstairs was dif f erent. The interviews rarely started on time and most were interrupted by an urgent
request usually involving an emerging major f ield issue or customer complaint. I didn’t see any of f ice plants,
just plenty of cof f ee pots. The engineers and managers knew that ‘Phil’, the f ormer reliability engineer with the
team, did most of the reliability tasks. “That was Phil’s job” or “Phil used to do something like that.” when I
asked about stress testing or risk assessment. Most did not know what HALT or ALT was and didn’t have time
to f ind out. There was a vague goal and all agreed that it wasn’t measured during product development, and so
2. was meaningless. The downstairs team had a very high f ield f ailure rate and the design team of ten spent 50%
or more of their time addressing customer complaints.
History
The only salient dif f erence between the teams and their history was the behavior of the f ormer reliability
prof essionals with each team. Upstairs, Mabel was a reliability prof essional well versed with a wide range of
reliability tools and processes. She provided direct support along with coaching and mentoring across the
organization. She encouraged every member of the team to learn and use the appropriate tools to make
decisions. The team became empowered to make decisions that led to products meeting their reliability goals.
Downstairs, Phil was another reliability prof essional well versed with a wide range of reliability tools and
processes. He directly supported the team by doing the derating calculations, asking vendors f or reliability
estimates, designing and conducting HALT or ALT as needed, and the myriad of other tasks related to creating
a reliable product. He provided input and recommendations f or design changes that would improve reliability,
and he was a key member of the team. Phil was not a coach or mentor, however, and as he moved to a new
role his knowledge and skills went with him. He pref erred to just do it himself and of ten f ound he had little time
to teach others about reliability engineering tasks.
The dif f erence between the organizations was in the culture. The dif f erence showed in who had and who used
reliability engineering knowledge. When the entire team has knowledge appropriate f or their role on the team,
they can apply those tools to assist making design decisions. Without that knowledge, design teams will use
the tools and knowledge they have to make design decisions. Without the consideration of reliability-related
inf ormation the design decisions are made blind to the impact.
Summary
Reliability occurs at decision points during the design process. When components are selected, when
structures are f inalized, or when all risks have been addressed. Near the end of any product development
process the team asks if the product is ‘good enough’ to start production and introduce the product to the
market. Having a clear goal with appropriate measure of the current design’s ability to meet that goal provides
the reliability aspect of ‘good enough’.
Every organization and product is dif f erent. The markets, expectations, and environments are all dif f erent. Yet,
every product achieves some level of product reliability. The culture is only one f actor, yet I suspect you would
agree that working upstairs would be pref erable.
Do you work upstairs? How is the culture concerning reliability?