TS Newsletter Archive


A networked innovation culture to start and keep with Design for Reliability

Design for Reliability (DFR) is the process conducted during the design of an asset that is intended to ensure that the asset is able to perform to a required level of reliability. Some of the key elements of DFR are the following:

  1. Reliability: is the ability of an asset to survive a specific period of time without failure.
  2.  Availability: is the portion of the total time than an asset is functioning and able to produce the desired product.
  3.  Maintainability: is a measure of the ability to restore the Inherent Reliability of an asset in a ratable period of time.

These 3 DFR requirements should be defined by the owner of the product/process. However, technology and the challenges that must be solved have become so complex that many – perhaps even most – companies can no longer rely solely on their own internal innovation geniuses to create/idealize new DFR strategies, no matter how brilliant those people may be.

A networking culture is a critical part of an innovation culture that aspires to become more and more open and external-oriented. Your company needs to have strategies in place to build networking expertise within your organization to develop and maintain a DFR scheme. Even if you’re not using an open innovation model, organizations that are operating in a global community need to know how to network with people in locations far away from theirs.
What does a good networking culture looks like?

  • Top executives and innovation leaders have outlined clear strategic reasons why employees need to develop and nurture internal and external relationships.
  • Leaders must show a genuine and highly visible commitment to networking
  • Leaders must walk the walk, not just talk the talk, sharing experiences whenever possible.
  • Both virtual and face-to-face networking are encouraged and supported (web 2.0 tools).

On deploying this culture within the organization, potential roadblocks should be addressed in order to define strategies to tackle them:

  • Lack of time and skills: It’s necessary to develop a strategy and initiate projects, but organization need to give people time to acquire networking skills and the time to invest in initiation and maintaining both internal and external relationships.
  • Lack of focus: A community will only work if it connects people who share a common experience, passion, interest, affiliation or goal.
  • We are “too old”: Don’t be afraid of the new web 2.0 tools as Facebook, LinkedIn or Twitter to improve networking culture.
  • Lack of commitment and structure: Support the networking efforts and not let them evolve “naturally”.
  • No communication: Eliminate silos and encourage cross-functional networking and collaboration.
  • Bad gatekeepers: Do a handful of experts dominate your company’s information and decision-making networks? Are they good judges on new ideas?
  • Insularity: Build strong network with formal lines of communications to  make sure you’re always on top of what’s happening.

TeraSigma Consulting can help your organization by having DFR strategies combined with an innovation network culture to improve your organizations performance. Contact us to have an initial diagnosis of your organization status to propose the best action plan for your DFR strategy.

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