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Reliability brings profitability
Reliability has many definitions. If repairs are not possible, reliability is the duration or probability of failure-free performance under stated conditions. If repairs are possible, reliability is the probability that an item can perform its intended function for a specified interval under stated conditions.
Measuring the reliability of plants and equipment by quantifying the annual cost of unreliability puts reliability into a business context. Measurement, planning, and improvement are things businesses do well, but only when efforts are focused on important problems which are highlighted by monetary values. (Barringer:2004, Mechanical Engineering Conference)
Higher plant reliability reduces equipment failure costs. Failures decrease production and limit gross profits. Boosting reliability, by reducing the cost of unreliability, improves business performance. The clear reason for reducing unreliability is spelled: money. The motivation for improving reliability is straight forward for a business plan: Improve reliability, reduce unreliability costs, generate more profit, and get more business.
We talk about reliability, but we measure failures. Failures demonstrate evidence of unreliability with unfavorable cost consequences for businesses. Failures in most continuous process industries are measured in process downtime. Cutbacks or slow-downs in output are also failures. Failures require a clear definition for organizations making reliability improvements. Failures are loss of function when the function is needed particularly for meeting financial goals.
Everyone knows downtime stopping the production process measures unreliability and defines a failure. Fewer people know that cutbacks or slow-downs in output are demonstrated failures. Define your failures to understand the need for reliability improvements. Failure definitions (when measured by money) galvanize organizations into action for making improvements.
Make reliability improvements pay their way by reducing the flow of funds into costs of unreliability. Find affordable business solutions. Avoid searches for perfection as business reliability solutions must result in profit improvements.
Can your plant afford a reliability improvement program? Answer these questions for your plant:
  • What is the annual cost of unreliability?
  • Where are losses occurring inside the plant?
  • Do you know the root cause for the losses?
  • What are the alternatives for reducing costs?
  • Are top ten Pareto items identified in terms of money?
  • What specific items need correction?
  • Who is responsible for corrective actions?
  • What is the budget (time and cost) for change?
If you are not able to answer these questions, than call us at Reliability Centre India and we will find the answers and solutions.
We do know that reliability requirements for businesses change with competitive conditions and business risks the playing field is always tilting. Unreliability values change with business conditions. You don't need the best reliability in the world for your business you just need a cost advantage over your fiercest competitor. Even low cost industry providers need reliability improvement programs reliability does not stand still. Unreliability costs usually increase. Don't rely on a magic bullet to fix reliability problems because seldom will correcting one item make a big change in overall reliability.
We study the problem in its entirety and than find a cost effective solution. We ensure greater profitability based on higher reliability and lower maintenance cost.
Project in Zambia
We managed US $2.3 million project of laying Optical Fibre cable and setting up antennas on Mobile Telephone towers in Malawi and Zambia.

Projects with Siemens
We undertook RAMS analysis of BHS system designed by Siemens for their projects in India and Thailand.

Software Audit
We have conducted manual testing and auditing of the software. Common problems and software failures encountered in e-governance projects.