The management of reliability in a multi-level support environment
- Authors: Wessels, Arie
- Date: 2012-09-11
- Subjects: Reliability (Engineering) , Maintainability (Engineering)
- Type: Thesis
- Identifier: uj:9947 , http://hdl.handle.net/10210/7344
- Description: M.Ing. , In this thesis aspects of reliability management in a multi-level support environment are researched. Complex systems are generally supported over a number of support levels due to the specialist nature and support infrastructure requirements of the individual subsystems. Such a support approach also ensures optimum availability of the system whilst the subsystems are still in the repair cycle. Once a new system is put into service, it is exposed to the actual operational environment and not the simulated environment that was used to qualify the system during its development. In the operational environment, the system is also exposed to the support infrastructure. These factors, as well as any latent design and production defects, impair the achieved operational reliability of such a system. False removals and premature failures after a repair action further degrade the actual operational reliability of the system. It is generally not possible to qualify the logistic support infrastructure fully before placing a new system into operational service. Support stabilisation should take place early on in the support phase of such a system to correct all latent defects and deficiencies of any of the logistic elements required to support the system. Any latent design and production process defects not eradicated from the system will also surface during the support stabilisation period. Support stabilisation will ensure a constant failure rate for the operational life of the system at the lowest life-cycle cost. The methodology used to achieve system reliability growth during the support phase is similar to reliability growth during the development phase. However, additional variables of the operational and support environment are now included in the reliability growth process. The process is also further compounded by the geographic separation of the different levels of support each generally with their own support management infrastructure. The proposed approach is: get total management commitment and close the management loop over the different levels of support. establish the root cause of every system failure implement a test, analyse and fix policy eliminate ineffective repair actions ensure that the system operational environment is within the system specification remove latent design defects from the system correct deficiencies in the logistic elements.
- Full Text:
- Authors: Wessels, Arie
- Date: 2012-09-11
- Subjects: Reliability (Engineering) , Maintainability (Engineering)
- Type: Thesis
- Identifier: uj:9947 , http://hdl.handle.net/10210/7344
- Description: M.Ing. , In this thesis aspects of reliability management in a multi-level support environment are researched. Complex systems are generally supported over a number of support levels due to the specialist nature and support infrastructure requirements of the individual subsystems. Such a support approach also ensures optimum availability of the system whilst the subsystems are still in the repair cycle. Once a new system is put into service, it is exposed to the actual operational environment and not the simulated environment that was used to qualify the system during its development. In the operational environment, the system is also exposed to the support infrastructure. These factors, as well as any latent design and production defects, impair the achieved operational reliability of such a system. False removals and premature failures after a repair action further degrade the actual operational reliability of the system. It is generally not possible to qualify the logistic support infrastructure fully before placing a new system into operational service. Support stabilisation should take place early on in the support phase of such a system to correct all latent defects and deficiencies of any of the logistic elements required to support the system. Any latent design and production process defects not eradicated from the system will also surface during the support stabilisation period. Support stabilisation will ensure a constant failure rate for the operational life of the system at the lowest life-cycle cost. The methodology used to achieve system reliability growth during the support phase is similar to reliability growth during the development phase. However, additional variables of the operational and support environment are now included in the reliability growth process. The process is also further compounded by the geographic separation of the different levels of support each generally with their own support management infrastructure. The proposed approach is: get total management commitment and close the management loop over the different levels of support. establish the root cause of every system failure implement a test, analyse and fix policy eliminate ineffective repair actions ensure that the system operational environment is within the system specification remove latent design defects from the system correct deficiencies in the logistic elements.
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Critical factors influencing success of infrastructure projects
- Makabate, Choeu T., Wessels, Arie, Musonda, Innocent, Okoro, Chioma S.
- Authors: Makabate, Choeu T. , Wessels, Arie , Musonda, Innocent , Okoro, Chioma S.
- Date: 2018
- Subjects: Construction industry , Critical success factors , Project success
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/${Handle} , uj:29888 , Citation: Makabate, C.T. et al. 2018. Critical factors influencing success of infrastructure projects.
- Description: Abstract: Infrastructure projects that do not meet organisations' goals and objectives can have a negative impact on organisations, stakeholders and end–users. Studies have been conducted by various researchers to identify critical success factors (CSFs) that influence the successful outcomes of infrastructure projects. The main objective of the study discussed in this paper was to identify critical factors influencing project success. Questionnaires were devised from literature review and administered to construction industry professionals which included project team members, line managers and project managers. Based on the findings, political influence, adequate planning, project manager competence and adequate funding were ranked the highest critical success factors. The research findings are focused to assist industry professionals gain better understanding on key areas based on prioritised success factors in order to improve performance in project delivery.
- Full Text:
- Authors: Makabate, Choeu T. , Wessels, Arie , Musonda, Innocent , Okoro, Chioma S.
- Date: 2018
- Subjects: Construction industry , Critical success factors , Project success
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/${Handle} , uj:29888 , Citation: Makabate, C.T. et al. 2018. Critical factors influencing success of infrastructure projects.
- Description: Abstract: Infrastructure projects that do not meet organisations' goals and objectives can have a negative impact on organisations, stakeholders and end–users. Studies have been conducted by various researchers to identify critical success factors (CSFs) that influence the successful outcomes of infrastructure projects. The main objective of the study discussed in this paper was to identify critical factors influencing project success. Questionnaires were devised from literature review and administered to construction industry professionals which included project team members, line managers and project managers. Based on the findings, political influence, adequate planning, project manager competence and adequate funding were ranked the highest critical success factors. The research findings are focused to assist industry professionals gain better understanding on key areas based on prioritised success factors in order to improve performance in project delivery.
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An integrated process framework for engineering endeavours
- Erasmus, Jonnro, Pretorius, Jan-Harm C., Wessels, Arie
- Authors: Erasmus, Jonnro , Pretorius, Jan-Harm C. , Wessels, Arie
- Date: 2015-06-08
- Subjects: Systems engineering , Project management , Quality management
- Type: Article
- Identifier: uj:5118 , http://hdl.handle.net/10210/14076
- Description: With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. The study sets out exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely‐used plan‐do‐check‐act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
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- Authors: Erasmus, Jonnro , Pretorius, Jan-Harm C. , Wessels, Arie
- Date: 2015-06-08
- Subjects: Systems engineering , Project management , Quality management
- Type: Article
- Identifier: uj:5118 , http://hdl.handle.net/10210/14076
- Description: With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. The study sets out exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely‐used plan‐do‐check‐act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
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