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It is argued that what we need today is not more detailed emphasis on the technical tools, methods, and techniques of reliability engineering, but rather a clear call to management to establish design rules that favor the development of reliable products. Management must begin its product creation process with the end in mind. Yes, profitability is one measure of that end, but so is reliability. If a product is not engineered for reliability, it will not be inherently reliable, but it will be subject to the whims of chance, and the laws of entropy. Thus, it is a true obligation of management to create the circumstances by which the methods of reliability engineering can be applied to make capable products that meet the tests of market conditions. More emphasis on delivering strength through reliability must become an initiative for good governance at the level of the Boards of Directors. A Board is responsible for strategic oversight of the organization, which must include assurance of a robust reliability program for delivering long-term strength.