Академический Документы
Профессиональный Документы
Культура Документы
Desire. Motivations for the actions of human beings can be divided into
two basic categories:
1. To gain (What’s in it for me?)
2. To avoid loss (That’s mine. Hands off!)
Capacity. The basic pattern of human nature has been fairly well stablished
and demonstrated to be essentially unchangeable. Human behavior, however,
can be modified and to a certain extent controlled. In fact, human behavior is
relatively predictable and can be measurably influenced by anyone with a
thorough understanding of the basic mechanics of human nature plus a
willingness to take the prerequisite actions. In respect to influencing attitudes
toward prospective methods-improvement installations, it is usually sufficient
to learn to recognize and deal with two of the most basic traits of human
nature:
1. Resistance to change or to the new
2. Resentment of criticism
#1. ECONOMICS OF RELIABILITY
What the estimator knows about the job is determined by the degree to which
the job is or can be planned before the work is started. Where there is more
information, there can be better planning, better estimates, and, usually, better
costs. In many cases an important benefit derived from having thorough
estimating procedures is more effective management when the work is carried
out because the work has to be clearly defined and planned to be accurately
estimated.
#1. ECONOMICS OF RELIABILITY
This means that the real emergencies must be separated from the work
which can be planned or repetitive. Careful consideration of each of the
following general classifications will show that at least some of the
maintenance work in every plant can be considered as “planned or repetitive.”
These items can be planned and estimated as accurately as the end use of
the estimate requires
#1. ECONOMICS OF RELIABILITY
Emergency Service.
While different techniques may be required, estimating procedures may be
applied profitably to many emergency service situations as well. Generally the
key to accurate estimates here is having repetition of the same or similar
problems. In classifying these jobs it is necessary to identify first the highly
repetitive items and then the high-cost items which may be expected to repeat
after long intervals.
#1. ECONOMICS OF RELIABILITY
Foremen Estimates
Engineering Estimates
Planner Estimates
Rate Setter Estimates
TRAINING ESTIMATORS
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY
Best practice refers to the doing of something that will achieve superior
result or performance. Best practice in key performance indicators (KPI)
therefore has to refer to the process of developing useful performance
measures for an organization. A process is good in an organization if it is
integrated as a system within the total organization. A useful and effective
KPI therefore has to come from a well-formalized performance
measurement system (PMS).
If you have a quality management system (QMS) like the ISO 9001 model,
it will not be sufficient to develop best practice KPI. The QMS is limited to
achieving customer satisfaction—only the quality aspect. The
organizational excellence model is holistic model to develop the set of best
practice KPI, as the model looks at all the three aspects.
The best practice KPI has come a long way. The focus of
performance measurement has changed in recent years. Table 6.1
summarizes the major changes that have taken place in the best
practice KPI. These are important shift in managerial thinking in an
ever competitive and complex business environment.
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY
There are three distinct models for the creation of best practice KPI.
The first model is strictly hierarchical (vertical), and is characterized by cost and
non-cost performances on different levels of aggregation until they ultimately
become economic-financial, which connects productivity with the ROI.
The second type is the balanced scorecard, where several separate performances
are considered independently. These performances correspond to different
perspectives of analyses (financial,internal business processes, customers, and
learning and growth). However, the perspectives substantially remain separate
and the linkages are defined only in a generally way. The model integrates vertical
linkages—from operational measures up to the financial measures. See
illustrations
in Figs. 6.3 and 6.4
#1. ECONOMICS OF RELIABILITY
The third model is related to the value chain and also considers the
internal and external relationship of customer and supplier. This is as
illustrated in Fig. 6.5. Many enterprises surviving in a highly competitive
environment, such as those in the consumer businesses has to work on
the total value chain to be able to assure that their products are always
available to the consumers at the right time, right place, and right price.
Quality is a standard and is not a competitive factor anymore.
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY
FAULT-TREE ANALYSIS
#1. ECONOMICS OF RELIABILITY
FAULT-TREE ANALYSIS
#1. ECONOMICS OF RELIABILITY
CAUSE-AND-EFFECT ANALYSIS
#1. ECONOMICS OF RELIABILITY
SEQUENCE-OF-EVENTS ANALYSIS
#1. ECONOMICS OF RELIABILITY
Pareto Analysis
Flow Charts
Control Charts
Scatter Plots
#1. ECONOMICS OF RELIABILITY
#1. ECONOMICS OF RELIABILITY