Author Archive

Sanctions for Sharing Knowledge

Doctor Speaking No Evil (Medical Secrets)Quoted in chapter 8 of The Science of Success:

Doctors of [the 15th century] kept their secrets locked in languages their patients could not read. To attack this citadel demanded a willingness to defy the canons of respectability, to uproot oneself from the university community and from the guild. Such a venture required as much passion as knowledge, and more daring than prudence. To open the way, a man needed the knowledge of a professional and yet not be committed to the profession. He should be in the physician’s world but not of it.

Daniel Boorstin

Weekend Reading: Strategy Perils & Lean Manufacturing

Miscellaneous Classic Books (Weekend Reading)From HBR Blog:

Joan Magretta: Strategy Essentials You Ignore at Your Peril

From Wikipedia:

Lean manufacturing

Toyota Production System

W. Edwards Deming

Continuous improvement process

Kaizen

From VitalSmarts

Joseph Grenny: Feasting with Unruly Relatives

Single Point Lesson: Impact of Emissivity on Infrared Thermometers

What is Emissivity?

Emissivity is the relative ability of a surface to emit energy by radiation and varies in value between 0 and 1.

In general, the duller and blacker the surface, the closer its emissivity is to 1.

Emissivity Scale

Why Does Emissivity Matter to Me?

Different surfaces have different emissivity values, and these values impact the instruments we use to take temperatures. If the emissivity value is not set correctly on infrared thermometers for the surface being measured, then they will display incorrect temperatures.

What Do I Need to Do About It?

If you take a temperature that seems high while using an infrared thermometer, check the emissivity setting on the thermometer as shown in the figure below. The value should be set to 0.95 for most normal rounds.

To adjust emissivity, repeatedly press the MODE button while the display is on HOLD until the emissivity symbol blinks. Then use the arrow keys to set the value to 0.95.

Emissivity Setting

What Are Typical Emissivities?

Typical values for selected surfaces are:

Clean Snow: 0.83

Soil: 0.92 to 0.96

Brick: 0.93 to 0.96

Black rubber: 0.94

Powdered Charcoal: 0.96

Human Skin: 0.98

How Do I Measure a Shiny Surface?

If you must use an infrared thermometer to measure the temperature of a low-emissivity surface (such as clean copper piping or a stainless tank), cover the surface with a flat black paint beforehand. Raising the emissivity of the surface in this manner is generally easier than precisely measuring the original emissivity.

However, the best tool for low-emissivity surfaces is a contact probe.

Rewards and Feedback

Charles MurrayQuoted in chapter 7 of The Science of Success:

The only combination of rewards and feedback that seems to improve motivation is rewards that depend not only on doing the task, but upon how well it is done plus informational feedback.

Charles Murray

Where There is No Vision

Desolation by Thomas Cole, 1836

Desolation by Thomas Cole, 1836

Quoted in chapter 3 of The Science of Success:

Where there is no vision, the people perish.

—Proverbs 29:18

To Know What Shall Be

The Consummation of Empire by Thomas Cole, 1836

The Consummation of Empire by Thomas Cole, 1836

Quoted in chapter 1 of The Science of Success:

He that would know what shall be, must consider what hath been.

Henry George Bohn

Properties of I-Beams (Wide-Flange Beam Sections with Equal Flanges)

Wide-Flange Section Geometry

Area and Centroid

Equation: Wide-Flange Section Area

Equation: Wide-Flange Section Geometric Center, X-Axis

Equation: Wide-Flange Section Geometric Center, Y-Axis

Moments of Inertia

Equation: Wide-Flange Section Moment of Inertia, X-Axis

Equation: Wide-Flange Section Moment of Inertia, Y-Axis

Radii of Gyration

Equation: Wide-Flange Section Radius of Gyration, X-Axis

Equation: Wide-Flange Section Radius of Gyration, Y-Axis

Cause Map (RCA) of a Failed Windshield Washing System

Dirty WindshieldLast week I was driving in the typical nasty conditions of Rockies in winter when my windshield got dirty. So I pulled the lever for fluid and got… nothing.

I tried again, holding for a few seconds this time and still no fluid.

I pulled over at the next gas station and checked the reservoir. It looked empty, at least in the visible portion. Aha! So I went into the station and bought the most expensive washer fluid I have ever purchased.

I filled the reservoir. Still no fluid. Bummer. Since temperatures were well below freezing, squeegees were not available at the gas pumps. I was stuck with a dirty windshield with my family in the car on 65 mph 2-lane highways.

Safety and Simplicity

The issue may sound minor, but a dirty windshield limits visibility, and when the sun shines brightly on it, one can hardly see a thing.

Since safety was now a factor and a permanent fix was not immediately available, the first question is how to mitigate the risk. So I cleared the windshield as well as I could and exercised extra caution on the way home.

As soon as I got home, I took the vehicle out of service and began to troubleshoot. By the end of the repair process, I summarized the problem as follows (click for full size):

Washer Fluid System Failure Problem DefinitionIn terms of goals, there were three that were impacted. First, there was the increased risk of a safety incident. Second, I had to buy a new washer fluid pump. Third, I had to spend time troubleshooting and fixing the pump and lines.

Mapping the Cause

Since I don’t want to do this again, I traced the causes through a cause map (click for full size):

Washer Fluid System Failure Cause MapIt turned out that I was unable to pump washer fluid due to a combination of solid contamination and freezing in the pump and the lines.

Curing Contamination

How did contamination enter the system? It could have come in with new fluid (unlikely) or it could have entered from the environment (far more likely).

Why did it enter from the environment? Because there is no tight seal on top of the reservoir. There is merely a cap that it not air tight.

Since this is a difficult problem to solve since air needs to enter the tank anyway as the level drops, I decided not to attempt to address the problem from this angle except for flushing out the reservoir and cleaning and checking the inlet strainer (which was fine).

Besides, the failure development period for the contamination was 11 years. I probably won’t have the car in another 11 years, and I saw no reason why the failure should happen faster next time.

Fixing Freezing

The freezing issue is different. In this case, I examined the fluid I had in “inventory” at home. The fluid, which I purchased in a much warmer climate, was rated to 0°F, was more than adequate for driving conditions at the time.

When I moved to the bitter cold, I never replaced the fluid. Therefore, the human error involved is operator negligence. I changed the operating context of my equipment without maintaining my vehicle properly.

The solution? I will purchase and use washer fluid rated for -20°F weather. That will not completely eliminate the risk of freezing in this climate, but it will seriously reduce it. I will proactively do the same for my other vehicle.

My family’s safety is worth an extra buck.

Asset Reliability: Do We Take the Red Pill or Blue Pill?

The Choice: Red Pill or Blue Pill

"You take the blue pill – the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill – you stay in Wonderland and I show you how deep the rabbit-hole goes."—Morpheus

In The Matrix (1999), Keanu Reeves’ character Thomas Anderson has to make a choice. Humankind has been enslaved by robots, who plug them into a massive virtual reality system and then use their heat and bioelectric energy to sustain themselves. Mr. Anderson doesn’t know this yet, and is offered the opportunity to take the red pill—and learn this unpleasant truth—or take the blue pill—and go back to his “normal life” in The Matrix.

Fortunately for moviegoers, Mr. Anderson takes the red pill and the movie continues on.

The scene where Mr. Anderson chooses the red pill has become a classic pop culture reference. Taking the red pill is now a euphemism for acceptance of stark reality, and the blue pill is the modern symbol for burying your head in the sand.

Taking the Blue Pill

Stephen Covey articulated the concept of “P/PC balance” in The 7 Habits of Highly Effective People. P refers to production, and PC refers to productive capacity.

If I own a car I can skip the scheduled oil change and drive more miles, but the life of the engine will be shortened. Therefore, I have sacrificed PC to P. If I have the scheduled maintenance performed, then I will get more miles out of the car and extend the service life. Since changing the oil doesn’t take much time and is a minor expense, it raises my return on capital invested to perform the maintenance.

But I might say that I have an important trip to make, and I’m too busy to do the job myself or too broke to spend $30 at the local quickie lube. By factoring in only my next week of ownership, this conclusion makes perfect sense.

Yet, as Thomas Jefferson is attributed as saying “Those who think they have not time for bodily exercise will sooner or later have to find time for illness.” Those who think they have not time (or money) for maintenance will sooner or later have to find time (and money) for breakdowns.

Taking the blue pill can be more comfortable in the moment, but leads to pain later on. As Epicureans are fond of pointing out, “A lesser pain today that avoids a greater pain tomorrow is to be embraced.”

As Chin Ning-Chu points out in Thick Face, Black Heart, modern western culture is not too good at taking painful preventive measures for the greater good. That needs to change, and that change begins with the red pill.

Taking the Red Pill

In terms of asset reliability, to take the red pill is to recognize what your gaps are, including “undiscussable” or sensitive gaps. Such gaps might include:

  • Talent or skill gaps, especially among respected or longtime employees.
  • Virtue gaps. A term I like is the “evil genius,” which is an employee who is good at their job, knows it, and uses it as leverage to create difficulty or resist efforts to improve. Yet, they know how not to go so far that they are fired or disciplined.
  • Strategy inconsistency. When the behavior of senior management does not match their words, the inconsistency is noticed. But is it challenged? If so, do you take the red pill?
  • Perverse or conflicting incentives. Incentives which create behavior contrary to the vision stated by management are perverse. For example, management tries to achieve a “culture of reliability,” but rewards supervisors for daily production. Incentives that create conflict among different employees are conflicting. For example, the storeroom manager is given an inventory reduction assignment (without considering service levels) and the maintenance team is trying to get caught up on the backlog.

Sensitive topics, also known as Crucial Conversations, are actually crossroads. They are the choice between the red pill and the blue pill. For an integrated approach to raising these sensitive issues effectively, I highly recommend that title.

Weekend Reading: RCM, Influence, Mastery

Miscellaneous ClassicsFrom MindTools:

Cialdini’s Six Principles of Influence: Convincing Others to Say “Yes”

Monroe’s Motivated Sequence: Perfecting the Call to Act

From HBR Blog:

Ron Ashkenas: Get Passive Resisters to Embrace Change [First sentence: "People can be extremely indirect in how they resist change. " Amen, brother! Also, there is an interesting comment by "The Grumpy Project Manager."]

H. James Wilson: A Fast Track to 10,000 Hours of Practice

From Gary North:

Gambling and Entrepreneurship: Never the Twain Should Meet

From Lube Tips:

Controlling Lubricant Degradation with Nanoporous Materials

From ReliabilityWeb:

An Introduction to RCM

SAP – The Full Functional Location Set-Up

A Tough Diagnosis – The Saga of the Never Ending Problem

From YouTube

The future of America?: Broken Escalator (2:03) [h/t Rooted in Prosperity]

From TED:

The following videos meander a bit, but draw some pretty strong conclusions, especially Larry Lessig’s presentation. The common theme between the two is that the internal contradictions of two modern institutions (scientific research and copyright protections) are converging on increasingly perverse incentives.

Unfortunately, the perverse incentives are addressed more through moralisms than by the creative solutions that we usually associate with TED. It is much easier to say “this is wrong” than to design a better way of operating that can actually be implemented.

However, business leaders should balance these proposals against the hysterical intellectual-property mindset that is hampering innovation and making competitors out of people who work in the same facilities.

Michael Nielsen: Open science now! (16:36)

Larry Lessig on laws that choke creativity (18:59)