Unraveling Mysteries: The CSI of Industrial Component Failure Analysis

Unraveling Mysteries: The CSI of Industrial Component Failure Analysis

Guest writer Jim Dettore gets into the nitty-gritty of CSI with “Unraveling Mysteries: The CSI of Industrial Component Failure Analysis.”

Introduction: 

In the world of engineering and manufacturing, industrial component failure can be a perplexing puzzle to solve. Just like a crime scene investigation (CSI) unfolds on TV, engineers embark on a journey to uncover the truth behind why a vital industrial component failed. In this blog post, we delve into the intriguing similarities between industrial component failure analysis and investigating a crime scene. From gathering evidence to reconstructing events, let’s uncover the secrets of these parallel worlds.

  1. The Scene of the Incident:

Just as a crime scene holds crucial evidence, the site of an industrial component failure is a treasure trove of information. Engineers meticulously examine the surroundings to find clues and collect physical evidence (Facts) that could reveal the root cause of the failure.

  1. The Gathering of Evidence:

In both scenarios, evidence plays a pivotal role. Engineers use a variety of tools, such as microscopy, spectroscopy, and non-destructive testing, to examine failed components, just as forensic experts analyze crime scene evidence to build their case.

  1. The Timeline Reconstruction:

Reconstructing events is vital in both investigations. Just like a detective pieces together the sequence of events leading to a crime, engineers trace the history of the component to understand its operating conditions, maintenance history, and any incidents that may have contributed to the failure.

  1. The Witness Accounts:

Witnesses provide valuable insights in a crime investigation. Similarly, operators and maintenance personnel offer their experiences and observations about the industrial component’s behavior, which can be crucial in understanding the failure’s origins.

  1. The Suspects:

In the CSI of industrial component failure analysis, defects and material issues are the primary suspects. Analysts evaluate potential culprits like fatigue, corrosion, stress, or material anomalies to identify the most likely cause of the failure.

  1. The CSI Toolkit:

Just as crime scene investigators have advanced tools at their disposal, engineers utilize cutting-edge technology to aid their analysis. Finite element analysis, thermography, and other sophisticated techniques assist in deciphering the mystery behind the failure.

  1. The Eureka Moment:

Solving a crime often involves a sudden revelation. Analysts experience their Eureka moments when the evidence finally leads them to the definitive conclusion, uncovering the “smoking gun” behind the industrial component failure.

  1. The Prevention Strategies:

Ultimately, both investigations seek to prevent future incidents. By understanding the root cause of a failure, engineers can devise strategies to improve design, materials, and maintenance practices to ensure similar failures are thwarted.

Conclusion:

The parallels between industrial component failure analysis and investigating a crime scene are undeniable. Both require meticulous attention to detail, a methodical approach, and the determination to solve complex mysteries. The next time you encounter an industrial component failure, think of it as an opportunity to be a detective – unveiling the truth behind the enigmatic world of engineering mishaps.

So dear readers, embrace your inner investigator and embark on a journey of discovery, for the world of industrial component failure analysis truly is the captivating CSI of engineering!

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The Top Three Heavy Equipment Jobs That No One Knows About

The Top Three Heavy Equipment Jobs That No One Knows About

Guest writer Isaac Rollor is back this week with a blog post on the top three heavy equipment jobs that no one knows about – other than technicians! 

Most of my blogging in the heavy equipment world focuses on issues related to heavy equipment technicians. However, recently I was speaking with an industry insider who complained that any college aged worker looking for jobs in the heavy equipment world is bombarded by marketing towards technicians and operators. There is truly little focus on filling other technically focused heavy equipment positions that are currently in high demand. This really piqued my curiosity because it’s a true statement. Open any search engine and type “Heavy Equipment Jobs” what will you find? Jobs for operators and technicians, training for operators and technicians. Millions of dollars in search engine optimization focused to make sure that anybody who wants to be around yellow iron becomes an operator or a technician.

To be honest, this is something that was never obvious to me, though it should have been. As a subject matter expert, I always knew that there was opportunity beyond working as a technician. I didn’t promote these opportunities because I was busy making sure every knew how great being a technician is. To investigate the matter, I called up a college aged family friend who is currently considering a career at the OEM dealer level. I was quite sure that even though I had never evangelized opportunities beyond being a technician, people must know that other opportunities exist beyond the role of technician. Surely, they did, right?! My assumptions fell flat when my contact couldn’t name any other position beyond “master technician.” When I pressed him for more detail he said, “I guess a technician could work for the parts department or maybe move into sales.” No mention of the service department, no mention of failure analysis, no mention of remarketing……. because he didn’t know. No one ever told him that there were many other jobs that a highly technical heavy equipment expert could move into during a career in the industry.

As I thought more deeply about this, I realized that for many years I was like a doctor who was prescribing a particular medication because there was currently a surplus of that medication. Okay, so that’s a little over top but it makes my point. Just because there is a massive need for technicians doesn’t mean that everyone who shows interest in heavy equipment is a good fit to be technician, even if they have the aptitude or ability.

Right now, there are a lot of talented people who think that technicians and heavy equipment operators are the only positions in high demand with the heavy equipment industry. I still think that being a technician or operator is a distinguished career choice, but I would also like to offer up my top three job title picks for 2023 not including technician or operator.

 

Product Support Manager:

As a Product Support Manager, you will collaborate with multiple teams to deliver the best possible experience to the end user of your OEM’s product. This position can be found at the manufacturer or dealer level. Many Product Support Mangers were technicians prior to taking on this position. Having a technical background is greatly beneficial because in this role you will be guiding warranty repairs, serving as the subject matter expert for failure analysis questions and directing teams from service, parts, sales, and warranty to get a customer’s machine running again. One of the great parts about the role is that you get to travel and see a lot of interesting construction, forestry, and mine sites. All this travel requires a 4×4 vehicle and it is customary for most employers to provide you with a company vehicle.

Here are the typical qualifications/requirements for this role:

  • Work independently.
  • Possess basic mechanical skills for equipment setup and operation.
  • Equipment sales experience.
  • Effective communication and people skills.
  • Excellent customer service skills.
  • Excellent computer skills.
  • Expected travel within the area of responsibility, minimum of 50% of the time.

 

Parts Sales and Service Representative

As a Parts Sales and Service Representative you will be responsible for forecasting the parts and service that a fleet of machines will need over its lifetime and then building a strong relationship with your customers so that they buy parts from you and set up service contracts with your dealer or manufacturer. Having a technical background is always helpful when working in this position. This experience will help you connect with your customers. The parts sales and service representative (PSSTR) can work at the manufacturing level or dealer level. The PSSR will frequently bridge the gap between the service department and sales department. A lot of times the PSSR spends more time with the customer than the salesperson who sold them the fleet of machines in the beginning.

Here are the typical qualifications/requirements for this role:

  • Previous customer service experience.
  • Certification in office management, or related programs is beneficial.
  • Communicate effectively with customers and internal team members.
  • Travel if required.
  • Demonstrate aptitude for problem-solving.
  • Initiative-taking; adaptable to change with strong organizational skills.
  • Purposeful and able to work both independently and within a team.
  • Fluent in computer literacy. Proficiency in Microsoft Office and a DMS system experience.
  • Candidate must be detailed orientated and have an important level of accuracy, able to adapt to a challenging environment.

Technical Trainer

As a technical trainer you will be responsible for training technicians and service personnel to troubleshoot, diagnose and repair equipment. This position isn’t a good fit for anyone with stage fright. It’s common to have 10-15 highly technical learners in your classroom ready to learn about a new product/technology. This is a highly visible role, and this position is available at the dealer and manufacturer level. As a technical trainer you will typically work for the training department, but you will frequently work with the service department, publication department and warranty department to develop content and deliver content.

 

Here are the typical qualifications/requirements for this role:

  • Must have a high school diploma at a minimum, BS or BA degree preferred. Minimum of five (5) years of industry experience or equivalent experience in the areas of Adult Education, Training and/or Continuing Education.
  • Previous training with College/Technical School programs and courses supportive of proficiency in mechanical aspects of construction/mining equipment preferred. Prominent level of technical knowledge, competency, and aptitude on construction/mining equipment that includes but is not limited to repair experience/knowledge, with on-the-job training/experience with great emphasis on machine troubleshooting. High degree of industry knowledge relative to best practices with training development and delivery.
  • Well versed in training curriculum design and development. Experienced with presentation, classroom, and material preparation skills. Should be intimately familiar with Instructional design as well familiar with best practice teaching methods.
  • Excellent computer and software skills pertaining to business systems, training development and training delivery required. Proficient in the use of Power Point, Excel, and Word. Preference of knowledge concerning media development software products utilized in course ware development. Capable of assimilating into or learning any software application needed to perform development and delivery of training programs.
  • High degree of motivation, creativity, innovation as well accept empowerment to ensure training classes are best practice, productive and training results are recognized as a “value add” to the participants and to their customers.
  • Excellent classroom presentation skills, demonstrating outstanding classroom and shop demonstration/instruction technique.
  • Ability to understand and support company training strategy.
  • Ability to think outside of the box, challenge the status quo and encourage continuous improvement with all training classes.
  • Establish effective relationships throughout the organization. Ability to be objective, show and foster respect for all individuals, and ability to foster collaboration among team members to create a positive work environment.
  • Excellent verbal and written communication skills required to communicate with all levels of the organization both internally and externally. Ability to convey sensitivity to others and share appropriate information to resolve issues (inside & outside the organization) cooperatively and fairly. Demonstrated ability to be adaptable and receive constructive criticism and modify behavior as a result.
  • Set ambitious standards of performance and deliver work products and service to meet or exceed quality/quantity standards.

All these jobs are currently in high demand. It’s hard-to-find people with the skillset necessary to perform these roles at a level of excellence, but anyone who has a passion for heavy equipment can excel in these positions. If you would like to learn more about these positions, I encourage you to visit OEM websites and search for these titles. The big three heavy equipment manufactures will have immediate openings for these positions. If you want to discuss these roles in more detail, please email me directly at is**********@***il.com and I am happy to point you in the right direction.

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Wait…Wait! Don’t Sign It!

Wait…Wait! Don’t Sign It!

Guest writer John Anderson is back, with a word of caution this week, in “Wait…Wait! Don’t Sign It!”

Well at the very least let’s think about it first. Given all the changes in Dealer Systems over the past few years, you will no doubt be looking to either renew your existing services with a supplier or perhaps move to a new supplier in the upcoming year. The world has changed, and the balance of power has shifted to you, the customer, but nobody realizes it. The contracting process is your chance to exercise your newfound wisdom.

Whether it’s a hosted SaaS model as described by Greg Greedy in last week’s blog or server onsite from 2015, why do you need a contract beyond one year with a Dealer System provider? We know the barriers to change are great enough that you are unlikely to jump from system to system without some significant benefit. We know the rate of innovation is slow enough that a one-year contract won’t leave you in dust. Pricing remains competitive and there is no resource constraint that will drive prices up, like fuel or food. So why the need to sign a contract longer than one year? The purpose of the contract should be to lay out the terms of service, the “who does what” and how much. It should be used to cement expectations, establish remediation options, and even deal with ownership of data issues. None of these requires extended contracts.

With Dealer Management Systems you absorb the cost of installation and training up front. The underlying development has been done and recouped many times over. The infrastructure for hosted solutions is already in place and data centers are plentiful. You will be paying for the hardware and networking separate from the software contract. Most suppliers will chase you and apply extreme pressure to sign a multiyear contract but why? Why the need to lock you in. As I have said before the Equipment Distribution marketplace is at least 5 years behind the outside world. 

Just 5 years ago if you bought a cell phone you did it under contract. That contract started at 3 years and was very penalty laden if you wanted out. As consumers felt they were being held hostage the government and upstarts entered the picture and now options range from monthly prepaid, to simple no contract month to month. The original premise was the providers needed the guaranteed revenue to be able to invest in the infrastructure but that is no longer the case. 

Home and business internet was like telephone services and required a long-term commitment for the same reason. Companies like SpaceX have changed the game. Through offers like Starlink they only ask for a 30-day commitment. Gone are the 2- or 4-year covenants that made it impossible to change.

Dealer systems are no different. There is absolutely no reason a multi-year contract should be required. The recent influx of equity partners makes it truly clear from a supplier perspective. If all the existing customer base sign a 3-year contract and they already know what their profit margins are, it’s a slam dunk to sell the company or show stable growth to potential investors. A few PowerPoint slides with a projected growth target and you have an investor’s dream. What they want to do is mitigate the risk and accentuate the revenue opportunity by showing they have the market “locked up” for three years. No need to worry about performance or innovation. No risk of a new upstart with the next best thing for at least 3 years. The revenue is fixed, the risk is eliminated and a couple quick wins to show some more opportunity is all it will take to drive the value up of the software supplier for either share price or acquisition. 

It is time to push back. If they need a three contract it better have a good escape clause. It should be performance driven. It should provide more than just price protection; it should offer innovation guarantees and development commitments. A good contract serves both parties. If a supplier really backs themselves and believes they are going to provide you with excellent value for the money spent, they will not require a 3-year locked in contract. Read the contract carefully and see what it provides for your business. Don’t just ask a lawyer to read it, absorb the spirit of the contract and see what it offers your business. 

I say it every day, the world is changing. Business is changing. Your customer’s expectations are changing. It is time you contributed to the change. Take the time to read your contracts. Ask yourself what it provides for you. Ask why some suppliers have open 1-year contracts and others require heavily weighted 3-year contracts. Ask why it may have multiple renewal dates rather than a simple inclusion of services. Ask what both parties’ obligations to ongoing development are. Ask how you get out. 

I have yet to jump from an airplane, but I check the location of the emergency exits every time I fly. Check your exits and the services before you find yourself at 30,000 feet for 3 years.

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A Tabletop Exercise: A Survey Within a Survey

A Tabletop Exercise: A Survey Within a Survey

Guest writer David Jensen continues to make observations from rural New Mexico with “A Tabletop Exercise: A Survey Within a Survey.”

As a first responder in the Fire Service, a firefighter learns the value of a tabletop exercise. An actual tabletop containing several buckets of sand provides the platform for creating a simulation of a wildfire incident. We survey any number of data points (weather, topography, fire behavior) to build a simulation. The simulation only comes to life when you match the data points with a small relevant set of behavioral questions. The questions form the tabletop exercise. The choices presented on the tabletop are neither right nor wrong. The questions do require a behavioral answer. In effect we are conducting a survey within a survey. When you conduct the tabletop exercise, the data points (survey 1) translate into actual behavior (survey 2) on the ground during the fire simulation. The exercise allows you to drill down to the decision-making tree of the Incident Commander. The survey within the survey.

As an HR Professional, I again experienced the importance of a tabletop exercise built on behavioral questions. As an example, a key HR deliverable was a location-wide employee satisfaction survey. The initial data collection was outsourced to an independent collection service. The extensive surveys covered many aspects of employee satisfaction ranging from pay and benefits to the choices in the vending machines in the breakroom. Upon completion of the survey, the collection service would provide a vast amount of data. The data dump was not the end of the process, it was the start. After reviewing the data, a tabletop exercise would be assembled to be used during the follow up with small group employee meetings.

The tabletop questions would provide an assessment of the motivation and the concerns of the small group. The survey within the survey. The tabletop was the link between data and behavior. The issue regarding choices in the vending machine may really be about a manager’s unacceptable behavior.

The tabletop exercise with a few relevant behavioral questions can be applied to a variety of data collection efforts. Our legal system is a discovery phase leading to a court room tabletop exercise. The foundation of effective job interviewing is asking performance and behavioral questions drawn from a resume. The survey within the survey. The value of a 360 supervisory assessment comes to life when you follow up with an effective tabletop exercise with the supervisor receiving behavioral coaching. Paper and pencil inventories concerning personality, values or ethics become useful when followed up with and validated by a tabletop exercise. Again, a survey within a survey.

In some circumstances, a short concise tabletop exercise may stand in place of extensive and expensive data collection. The right set of relevant questions can identify trends that will point you in a direction. Recently, I developed a tabletop exercise that asks a small number of behavioral questions. The possible answers trended towards an experience-based solution or an option-based solution. The provided choices were neither right nor wrong. How participants responded was then matched to data on individual participant success in one-to-one customer communication and customer retention. A survey within a survey.

Bottom-line; in this era of super computers and AI, a few relevant questions presented using a tabletop exercise in a person-to-person encounter should not be overlooked, it should be embraced. It is the person-to-person conversation found in the tabletop exercise that translates data into behavior.

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Combat the Mid-Year Slump

Combat the Mid-Year Slump

Guest writer Jennifer Albright is back this week, with practical words on how we can all combat the mid-year slump.

And suddenly…we’ve entered the second half of the year. In January many of us are full of New Year, New Me attitude and full of energy in anticipation of everything they’re going to accomplish in the coming year. But somehow by the time we reach July it’s more of a “how did we get here so quickly?” type feeling. A “where has the time gone, year-end is going to be here before you know it” vibe. A lot of my colleagues have expressed feeling burned out and overwhelmed.

So, what can we do to get back to where we were – full of hope and looking forward to the year ahead? Here are a few things I do to change my outlook when the summer slump hits.

Take a vacation! Seriously. Even if you can’t leave town, taking some time off can-do wonders for the mind and body. Get some rest. Catch up on whatever random chores you’ve been meaning to do. Binge Ted Lasso and sit on the sofa with the good snacks. Work in the garden, play with the kids, plan some date nights with your other half, spend time with friends. Whatever serves to help you reset and relax. Don’t pretend you don’t have time.

Pull out the strategic plan you so excitedly put together back in December/January. How have things been going? Is there a task that you’ve been putting off that can be revisited? Do January’s goals still align with today’s priorities? For me, it can be easy to get bogged down in the everyday grind so special projects can fall by the wayside if I’m not making a conscious effort to get them done. But on the flip side I’m also a list person so being able to check things off brings a ridiculous amount of joy. I tend to take the snowball approach – finish the smallest tasks first, then use that momentum and feeling of accomplishment to attack more significant projects.

If you find that you haven’t had the time to deal with anything on your 2023 plan, that’s okay – there’s still time. Put a weekly or monthly reminder in your calendar or schedule a recurring meeting to give yourself time to focus on these tasks. If you’re easily distracted, the structure of a scheduled meeting can help to ensure that you put in the time and energy to get these things done.

For tasks that you have completed, have you been measuring progress? Too often we check items off a list, never to be thought of again. If you’ve implemented a new system, are you using the data to create value? If you’ve negotiated new supplier contracts, have you measured cost savings or efficiency to ensure that what you’ve put in place is having the intended effect? Survey your folks to see if the initiatives you’ve put in place are solving the challenges, you’d set out to solve. Fine tune where you can – this not only builds trust within your team and shows that you’re listening and care about their input, but it ensures that you’re getting the most value for your efforts for the long haul.

Finally, sing your praises! Too often no one knows what we’ve accomplished unless we tell them. Why wait until your next performance evaluation? Sharing your wins gives you positive free press and opens a dialog with your colleagues where you can find new initiatives that need attention or ways to make what you’ve accomplished even better. It can also prevent duplication of efforts; if others don’t know what you’ve done, they may be trying to address the same challenges and inadvertently waste time that could be better spent elsewhere. In turn, this is a great way to generate some much-needed motivation and re-gain momentum to finish out the year strong.

To sum up, this can be a challenging time of year, but it doesn’t have to be. Take a break if you need one. Revisit what you said you were going to accomplish and see how you’re measuring up. Measure results and talk to your colleagues to make sure that what you’ve done is hitting the mark or adjusting as needed. And finally, be sure to share what you’re doing.

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