Comprehensive testing for improved ECU reliability 

Ramon Rodriguez – PE – EMCOT Staff

Electronic Control Units (ECUs) are essential for ensuring the safe and efficient operation of machinery in the industrial and oil and gas sectors. Despite advancements in manufacturing techniques and adherence to rigorous protocols, these units are still susceptible to hidden defects that may not immediately lead to failures but can gradually impact the equipment’s durability and reliability. 

Factors Contributing to Equipment Degradation 

Despite rigorous manufacturing standards, issues intrinsic to ECU components, such as wire harness stiffness and solder defects, may manifest after extended operational periods. These defects might not be immediately apparent but can lead to significant failures when exposed to the long-term stresses of deployment. 

The following factors are direct contributors to equipment degradation. 

Longevity Expectations: Equipment in these sectors is often designed to operate for over 50 years, requiring components that can withstand extreme operational stresses and function reliably for decades. 

Harsh Environmental Conditions: Many industrial and oil and gas operations take place in isolated and extreme environments, ranging from arctic cold to desert heat and from offshore platforms battered by storms to dusty, gritty mine sites. Each environment presents unique challenges, such as corrosion from sea salt or failure due to sand ingress. 

Humidity and Water Exposure: Humidity and rain are prevalent challenges, especially in outdoor or maritime settings. Moisture can lead to corrosion and short circuits, degrading electronic components over time. 

Transportation and Operating Stresses: The mechanical stresses that ECUs undergo during transportation, such as vibration, shock, and extreme temperature variations, can contribute to early failures if not properly addressed. For mobile equipment like drilling rigs and mining machinery, the constant vibration from rotating equipment and the potential for drops and impacts are significant causes of wear and tear on ECUs. The constant vibration from rotating equipment and other processes, such as manufacturing operations and industrial machinery, can also affect permanently installed equipment. These factors can loosen connections and damage components, reducing functionality or outright failure. 

Focus on Shock and Vibration and Environmental Testing 

Given the degradation factors and the different types of intrinsic issues that can lead to late-stage failures, environmental and shock & vibration testing are essential in the manufacturing process of ECUs for the industrial and oil & gas sectors. This testing ensures that: 

• ECUs can endure the specific environmental conditions of their operational sites. 

• The units are robust enough to handle transportation stresses without degradation. 

• Long-term reliability is built into the ECUs, aligning with the expected lifespan of the projects they serve. 

Shock & vibration and environmental testing play pivotal roles in mitigating these risks. These tests simulate the real-world conditions that ECUs will face throughout their operational life, helping to identify potential failures before deployment. 

Shock & Vibration Testing: Vehicles and machinery are exposed to environmental and significant mechanical stresses, such as shocks and vibrations, which can lead to mechanical failures. 

This testing is crucial as it simulates the daily operational conditions of machinery, revealing weaknesses in components like wire harnesses and solder joints that might only become apparent under repeated mechanical stress. 

Environmental Testing: Environmental testing evaluates an ECU’s performance under extreme conditions that it might encounter during its lifecycle, including temperature extremes, humidity, and corrosive atmospheres. 

Here’s why this testing is essential: By exposing ECUs to extreme temperatures, humidity, and corrosive atmospheres, manufacturers can assess how these units will perform over time, ensuring they can withstand the environmental challenges specific to their deployment scenarios. 

Implementing effective environmental and Shock & Vibration testing protocols involves several key steps: 

Standard Compliance: Adhering to industry standards such as ISO, ASTM, and MIL-STD ensures that testing meets international reliability and safety benchmarks. 

Tailored Testing Routines: Testing routines might need to be customized depending on the application and environment in which the ECU will be used. For instance, ECUs used in off-road vehicles require different vibration testing than those in consumer cars. 

Integrated Testing During Development: Incorporating these tests during the design and development phase helps identify potential issues early, reduce the cost and time associated with reworks, and ensure the final product is robust. 

Continuous Improvement: Based on testing outcomes, continuous improvements in design, material selection, and manufacturing processes are essential to enhance the durability and reliability of ECUs. 

Environmental and shock and vibration testing are more than just compliance requirements; they are crucial components of a proactive strategy to enhance the durability and reliability of ECUs. This testing builds confidence in product performance and reinforces a manufacturer’s commitment to safety and quality, directly influencing customer satisfaction and brand reputation. 

The Role of Contract Manufacturing in ECU Testing 

Contract manufacturers specializing in electronic components play a pivotal role in this ecosystem. They provide the expertise and technological infrastructure necessary for extensive testing and ensure compliance with the highest standards of quality and reliability. 

By partnering with such manufacturers, companies can leverage advanced testing facilities and expert insights to enhance product performance, thus extending Mean Time Between Failures (MTBF) and reducing the likelihood of late-stage failures. This collaboration is crucial for maintaining a competitive edge in the market, emphasizing a commitment to safety and quality that directly enhances customer satisfaction and brand reputation. 

Published 8-27-2024 R. Rodriguez – PE – EMCOT Manufacturing

 

Effective Execution, Design/Focus, and Decision Traps

 Gary D. Seale – MBA, Doctoral Candidate – EMCOT Staff

Introduction

This paper on effective execution, design, and focus, plus decision traps, is intended to relay crucial information about strategy execution. The information begins with a review of eight key concerns when attempting to execute a strategy. That is followed by three critical components to execute the strategy. They include staffing at all levels, accumulating resources to run the company, and the appropriate organizational structure for the firm. To supplement this information, a paper addressing project management is included to flesh out the concept. The next concept addressed is the power of design versus the power of focus. Internal and external environmental knowledge is required for both the design and the focus necessary to make a strategy function. The necessity of a continuous process is emphasized in this paper. To round out this report, five common traps are reviewed for the benefit of any manager responsible for developing and executing strategy.

Process: Effective Execution of Strategy. What is the Process?

The effective execution of strategy entails determining action plans, carrying out those plans, and the culture required to achieve benchmarked criteria and deliver results. The items that need to be considered are distinctive to the individual company. For example, if a company plans to implement a low-cost provider strategy, it will differ from the plans for a target market differentiation strategy. Eight managerial foundations have been recognized by Gamble et al., (2019), that are common in an attempt to execute a strategy effectively.  These eight key concerns are as follows:  1.) Creating a company with the people, infrastructure, and competencies required to execute the strategy properly, 2.) Providing the proper resources to areas critical to successful strategy implementation, 3.) Ensure that rules and guidelines promote strategy execution, 4.) Instituting process management agendas that demand continuous development in how strategy plans are carried out, 5.) Adopting information technology systems and operational policies that facilitate the staff’s execution of the essential activities necessary for the effective execution of the strategy, 6.) Creating a culture of rewards for results that generate forms of compensation and recognition for all the associates, 7.) Cultivating a company-wide culture for the excellent execution of strategy directives, 8.) Stressing the need for a quality of internal leadership necessary to move the strategy onward. By necessity, this must include accurate feedback on the execution of the strategies embraced by the company.

Three critical components must be recognized and constructed to execute an effective strategy (Gamble et al., 2019). The first component is staffing the organization. This mandates a superior management group and recruiting an experienced group of associates that stay with the firm. These people must have the requisite technical skills. Plus, they should create intellectual capital that thwarts competition.  The second component is accumulating the best resources and developing excellence in value chain activities, constantly updating them to stay competitive in the marketplace. The third component is establishing an organizational structure that promotes efficiency and competitiveness. This typically includes decisions about the levels of authority granted to the middle management staff.  Top-heavy, centralized decision-making may seem inherently correct. However, history has proven that a centralized, autocratic managerial process has a strong tendency to retard customer service.

Effective execution of a company strategy may encompass bold moves that involve significant capital and multiple layers of agreement. One of these bold strategies is adding capabilities via mergers and acquisitions. A merger can build existing infrastructure without the pain of building it from scratch (Gamble et al., 2019).  Another method of acquiring capabilities is through collaborative partnerships. Combining knowledge sources is a shorter path to effective strategy implementation that should not be ignored. A word of caution is necessary here; the level of trust to make these associations work can be tenuous and fraught with the possibility of conflict. Be sure to clearly describe the expectations before proceeding with an agreement of this type. For an established company, it will be essential to craft a strategy to match the strengths and weaknesses of the firm. For a new enterprise, it is time to build a company and strategy that can capitalize on the existing market opportunities.

It is easy to underestimate the power of a company’s culture while the associate is deeply enmeshed in executing the company’s strategy. It is wise to be aware of its impact on current and future strategy implementation. Corporate culture is a company’s internal work environment molded by its core values, beliefs, and core business principles. A company’s culture is influential because it heavily influences its traditions, work practices, operations, and productivity.

In a real-world investigation into effective strategy execution, Maes et al., (2022), investigated project management task uncertainty. It was observed that most projects had a high level of uncertainty that could undermine the completion of the project. This is analogous to strategy execution that fails to accomplish its purpose. To eliminate this problem, the authors proposed an actionable task-based model approach to associate uncertainty issues and substantially reduce uncertainty considerations. They conclude that heightened awareness significantly impacts project manager’s decisions. 

Strategic Thinking: Power of Design Versus Power of Focus

As a premise for designing an effective strategy, the decision-makers must consider the company’s external and internal circumstances (Gamble et al., 2019).  They must strive to create a sustainable competitive advantage and constantly work to improve performance. Assuming the hypothetical business exists, the strategy design must be built around the company’s strengths and the competitive environment. Management must design a strategy that closely fits with the internal and external situation the company finds itself in or risk of failure. To assist with the design phase, it is wise to answer several questions frankly. The first question that must be addressed is the firm’s sustainable competitive advantage. This is a critical task that involves the creation of a unique competitive advantage that will maintain that advantage for a long period. This advantage may range beyond just the company’s products. It may involve a superior value chain, supply chain, intellectual advantage, or customer service culture. The second question that must be answered is about company performance. Financially, are there gains in profitability and financial prowess? The question regarding competitive strength and market share is closely related to this answer. These answers must be obtained for the existing business and any new expansion under consideration. These concerns are necessary to design constraints that cannot be ignored because of a strong emotional pull or ego-driven desire for one-upmanship.  

Remember that the design of a company’s strategy is not a one-and-done endeavor. This continuous process develops and refines itself over time (Gamble et al., 2019). Five aspects of design must be kept in mind. The first aspect of design is to lay a foundation of strategic vision, a mission statement to direct day-to-day business and a set of values to sustain the vision and mission. The next aspect is to set clear objectives for performance measurement and establish methods for tracking the progress toward long-term success. Then, communicating the strategy required to advance the vision is required. An action plan should be developed to execute the strategy as the next step. Finally, an effective feedback loop must be established to analyze and correct the variances in the long-term direction.

The feedback loop is a vital component of the need to focus on the design plan (Gamble et al., 2019).  The distractions that often crop up in managing a business can easily distract the management team and staff associates from focusing on the critical objectives of the company (Canfield et al., 2012).  A common occurrence is an information technology outage that can immediately paralyze the company and damage customer relationships. These tangible distractions can lead to psychological intrusions that block creativity and limit productivity.

The company should be agile and able to react to marketplace environmental changes. This is an aspect of focus that is key to long-term survival. These forces have been labeled as Driving Forces (Gamble et al., 2019).  Driving forces can include a change in the industry’s long-term growth rate. A failure to recognize definitive trends in product demand can create lost opportunities or a loss on the balance sheet. A downward trend can also generate an increase in competition. Competition has changed from a regional or national focus to a global rivalry. For companies in the oil and gas industry, mobile phones, steel, and pharmaceuticals, globalization is of particular concern. Demographic changes are an ongoing issue in consumption focus. Technology and the emerging generations with purchasing power require a form of acute due diligence for firms in the electronics and entertainment industries. Failing to focus on product innovation can cost a company that refuses to monitor the competition and invest in research and development. Technological change and manufacturing process innovation have created ways to drive cost out of the process and put downward pressure on pricing. Marketing methods have changed radically over the past thirty years. Paper catalogs and extensive sales forces have seen the way of the horse and buggy. Now, sophisticated websites, webinars, online sales sites, and electronic consumer ads are ways to stay visible in the marketplace. The entry or exit of competitors in the market must be monitored to ensure the proper reaction.  The intellectual strength of the competition of the competition and inside the company should be a subject of focus to stay competitive. Government regulatory actions can often force changes in strategic approaches. For example, new rules and regulations about government-sponsored health insurance policies drive changes in the healthcare industry. To ignore these changes is a distinct loss of focus.

 Decision Model – Key Traps to Avoid

As per Hammond et al. (2006), researchers have uncovered that humans use unconscious routines to address complex decisions. These routines have been labeled as heuristics. At times, heuristics serve people well in routine situations, but they can render a disservice in a situation that requires more conscious input to deliver a rational decision. Relying purely on a heuristic approach can create traps that hinder critical choices. One common trap is called an anchoring trap. This trap gives far too much credence to the first information it encounters. These first impressions or guesstimates anchor subsequent thoughts and judgments. This issue with anchoring can be combated by open-mindedness for additional information and opinions. Avoid telling your advisory team about your current opinion. In a negotiation, be wary of anchors from the past that prevent flexibility.

Another trap found in personal and business situations is the status quo trap (Hammond et al. 2006). This trap is based on the fact that we all have biases and become very comfortable with how things have been done in the past. The source of the status-quo trap lies deep within our mental perspective, we desire to protect our egos from pain.  Breaking from the status quo means acting; when we take action, we take responsibility, thus opening ourselves to disapproval and chagrin.  A framing trap is a method in which a question or accusation is made influences the answer. This can be used to “paint someone into a corner,” where any answer incriminates the respondent. For example, how many times did you hit your wife is a framing question that infers reprehensible conduct by the respondent.

Estimating and forecasting traps are based on taking a common experience that an individual has trustworthy experience with and extrapolating into another realm (Hammond et al., 2006). These assumption levels yield a low probability of accuracy in the different categories. This assumed capability can lead an individual into a state of over-confidence or a state of timidity that produces decision traps as well. A tragic event, or even one less eventful, can create a decision trap that may inhibit a move in that direction because it is assumed the same result will occur.

These traps can create blind spots that may cause the strategy design team to miss opportunities for profits and growth. They may also cause the management team to lose focus because they ignore the obvious opportunity.  In worst-case scenarios, the traps may severely constrain the execution of the strategy to remain competitive.

Conclusion

This paper is drafted to inform senior management teams about executing effective strategy, the power of designing a beneficial strategy policy, and the focus necessary to execute the strategy properly. In addition, information on psychological traps is provided to help managers avoid common pitfalls when developing and executing strategies. Eight common concerns were presented to use as a template for developing a thorough strategy program (Gamble et al., 2019).  These eight key concerns are as follows: 1.) Creating a company with the people, infrastructure, and competencies required to properly execute the strategy, 2.) Providing the proper resources to areas critical to successful strategy implementation   3.) Ensure that rules and guidelines promote strategy execution; 4.) Instituting process management agendas that demand continuous development in how strategy plans are carried out. 5.) Adopting information technology systems and operational policies that facilitate the staff to execute the essential activities necessary for the effective execution of the strategy. 6.) Creating a culture of rewards for results that generate forms of compensation and recognition for all the associates. 7.) Cultivating a company-wide culture for the excellent execution of outstanding strategy execution. 8.) Stressing the need for a quality of internal leadership necessary to move the strategy onward. Three critical components to executing strategy are listed as 1.) Staffing with excellent, experienced people 2.) Accumulating all the resources necessary for competition 3.) Developing an organizational structure necessary to thrive and compete (Gamble et al., 2019).  The requirement for an outstanding design for strategy implementation is presented along with the need for internal and external environmental information. The paper concludes with essential knowledge that strategic planning and execution is a continuous program. And finally, the five common traps regarding strategic decision-making are presented (Hammond et al., 2006).  This level of knowledge and the proposed constraints provide a pathway to excellent design and execution strategies for senior managers to follow.

 

 

 

High-Speed Data Acquisition for O&G and Industrial Applications

Article Summary

High-speed data acquisition (HSD) solutions are essential for real-time monitoring and analysis in industrial applications, ensuring operational efficiency, safety, and regulatory compliance. These systems capture high-resolution data at rapid rates, enabling detailed insights into the performance and health of equipment and structures. Key applications include monitoring rotating equipment, detecting vibration-induced fatigue, and optimizing both fixed and mobile machinery.

HSD solutions are versatile, suitable for both new installations and existing equipment (brownfield). They integrate seamlessly with Supervisory Control and Data Acquisition (SCADA) systems and Internet of Things (IoT) platforms, facilitating real-time data collection, remote monitoring, and advanced analytics. Comprehensive services include customized design, precision manufacturing, and thorough training to ensure optimal system performance and reliability.

A structured vendor selection methodology emphasizes a holistic approach, industry expertise, innovation, quality assurance, customer satisfaction, comprehensive solutions, and strategic alignment. This approach ensures the selection of a reliable partner capable of delivering measurable improvements in operational performance and supporting long-term strategic goals.

In today’s fast-paced and technologically advanced industrial landscape, the necessity for precise, real-time data monitoring is more pressing than ever. High-speed data acquisition (HSD) systems are essential for capturing high-resolution data rapidly, enabling industries to monitor and analyze the performance and health of their equipment and structures with unprecedented accuracy.

High-Speed Data Acquisition and its benefits

High-speed data acquisition (HSD) involves the rapid collection of data from various sensors and transducers at high sampling rates, typically in the range of hundreds to thousands of samples per second (Hz to kHz).

This technology is crucial for capturing detailed, real-time information about the performance and health of industrial equipment and structures.

By providing high-resolution data, HSD enables advanced vibration analysis, early detection of potential failure modes, and the application of predictive analytics.

These insights allow for proactive maintenance, optimized operational efficiency, and improved safety, ultimately leading to reduced downtime and operational costs.

The Critical Need for High-Speed Data Acquisition in Industrial Applications

Industries today face increasing demands for operational efficiency, safety, and compliance with stringent regulations. Ultra-high-speed data acquisition systems meet these demands by providing detailed insights into the operational status of machinery and infrastructure. Key applications include:

• Monitoring Rotating Equipment: Ensuring the health and performance of turbines, compressors, motors, and other rotating machinery to prevent unplanned downtime and costly failures.

• Vibration-Induced Fatigue Monitoring: Protecting critical structures and equipment from the damaging effects of vibration, which can lead to fatigue and structural failure over time. 

Fixed vs. Mobile Equipment Applications

 Ultra-high-speed data acquisition is not limited to stationary equipment; it is equally critical for mobile equipment.

For instance, in a factory setting, HSD systems monitor permanently installed pumps to ensure continuous and efficient operation. Conversely, mobile mud pumps require constant monitoring in drilling applications to prevent failures and optimize performance under varying conditions.

Other examples include:

Fixed Equipment:

• HVAC systems in large commercial buildings are continuously monitored to maintain optimal environmental conditions and energy efficiency.
• Industrial mixers in chemical plants, ensuring consistent product quality and detecting signs of wear.

Mobile Equipment:

• Construction vehicles, where HSD systems track engine performance and structural integrity to prevent breakdowns and ensure safety.
• Agricultural machinery, where data acquisition helps precision farming by monitoring machinery performance and soil conditions.

The ability to capture and analyze high-frequency data in real-time is essential for predictive maintenance, early fault detection, and optimizing operational parameters. This leads to improved safety, reduced operational costs, and enhanced productivity.

Solutions for New Installations and Existing Equipment

 HSD solutions are designed to be versatile and adaptable, making them ideal for both new installations and existing equipment. Whether setting up a new facility or looking to enhance the capabilities of current operations, these solutions provide the necessary flexibility.

 New Installations

For new installations, end-to-end solutions are available that include the design, manufacturing, and integration of HSD systems tailored to specific requirements. This ensures that new equipment is equipped with the latest data acquisition technology, seamlessly integrated from the start for optimal performance and reliability. 

Existing Equipment

For existing equipment, add-on solutions can be tightly integrated with current systems. HSD units are designed to complement and enhance the capabilities of existing sensors and monitoring infrastructure. This approach allows for a cost-effective upgrade path, bringing advanced data acquisition capabilities to established operations without the need for extensive modifications.

Comprehensive HSD Solutions

High-speed data acquisition encompasses a complete range of services designed to meet the unique needs of each customer, from discrete components to fully integrated solutions. Here’s how comprehensive solutions are delivered:

1. Integration with SCADA and IoT Systems

Modern industrial environments rely heavily on Supervisory Control and Data Acquisition (SCADA) systems and Internet of Things (IoT) platforms to manage and monitor operations. Our HSD solutions are designed for seamless integration with these systems, enabling:

• Real-Time Data Collection: Continuous and precise data capture, ensuring no critical event goes unnoticed.

• Remote Monitoring: Access and analyze data from anywhere, allowing for rapid response to potential issues.

• Advanced Analytics: Leverage big data and machine learning to gain actionable insights, optimize processes, and predict maintenance needs.

By integrating HSD systems with SCADA and IoT, we empower our customers with a holistic view of their operations, driving smarter decision-making and enhanced operational efficiency.

2. Design, Manufacturing, and Training

 Expertise spans the entire lifecycle of HSD systems, from initial design to ongoing support:

• Customized Design: Close collaboration with customers to understand their specific requirements, designing systems that fit seamlessly into existing operations and address unique challenges. This includes customizing units to work with existing sensors and complementing them with built-to-spec health and environmental sensors such as strain gauges, vibration sensors, accelerometers, temperature sensors, and emissions sensors.
• Precision Manufacturing: Utilizing state-of-the-art manufacturing facilities and processes to produce high-quality, ruggedized HSD units that withstand the harshest industrial environments. Commitment to quality ensures reliable performance and long-term durability.
• Comprehensive Training: Thorough training programs ensure that teams are fully equipped to operate, maintain, and optimize HSD systems. This training covers everything from system setup and calibration to advanced data analysis techniques.

Methodology for Vendor Selection in High-Speed Data Acquisition Solutions

 When selecting a vendor for high-speed data acquisition (HSD) solutions, it’s essential to adopt a comprehensive methodology that ensures you choose a partner capable of meeting your specific needs and delivering measurable improvements in operational performance. Here’s a structured approach to guide your selection process:

2. Holistic Approach: Look for a vendor that offers a holistic approach to HSD solutions. This includes providing high-quality data acquisition units and delivering end-to-end services such as design, manufacturing, integration, and support. A vendor with a comprehensive approach will be better equipped to understand and address your unique operational challenges.
3. Industry Expertise: Evaluate the vendor’s industry expertise. A deep understanding of industrial environments and specific applications is crucial for developing effective HSD solutions. Vendors with extensive experience in your industry are more likely to anticipate potential issues and provide tailored solutions that enhance operational efficiency and safety.

 Commitment to Innovation: Innovation is key to staying ahead in a rapidly evolving technological landscape. Choose a vendor committed to continuous innovation in their products and services. This ensures you benefit from the latest advancements in HSD technology, leading to improved data accuracy, faster processing, and enhanced analytics capabilities.

 Quality Assurance: Quality should be a top priority when selecting a vendor. Ensure the vendor adheres to stringent quality control measures throughout the design and manufacturing processes. High-quality HSD units are more reliable, durable, and capable of operating effectively in harsh industrial environments.

 Customer Satisfaction: Customer satisfaction is a critical indicator of a vendor’s reliability and service quality. Look for vendors with a proven track record of satisfied customers. Testimonials, case studies, and client references can provide valuable insights into the vendor’s ability to deliver on their promises and maintain long-term partnerships.

 Comprehensive Solutions: Select a vendor offering complete solutions rather than individual products. This includes integrating existing systems, such as SCADA and IoT platforms, and providing training and ongoing support. Comprehensive solutions ensure seamless implementation and optimal performance of HSD systems within your operations.

 Strategic Alignment: Ensure that the vendor’s strategic objectives align with your own in terms of timelines and objectives. A vendor dedicated to helping you navigate the complexities of modern industrial operations and achieve your strategic goals will be a valuable partner. This alignment fosters collaboration and drives mutual success.

By following this methodology, you can identify a vendor that meets your technical requirements and provides a strategic partnership that supports your long-term operational objectives.

Conclusion

 High-speed data acquisition is a cornerstone of modern industrial monitoring and optimization. With tailored HSD solutions, integrated with SCADA and IoT systems, and supported by comprehensive design, manufacturing, and training services, operators can achieve new levels of efficiency, safety, and reliability. Embracing these advanced data acquisition solutions elevates industrial operations, driving measurable improvements in performance and strategic success.

Author: Ramon Rodriguez, May 22, 2024

The EMCOT Corporation, Houston, TX

For more information on how Emcot can meet your ultra-high-speed data acquisition needs, contact us at info@emcotcorp.com or visit our website at www.emcotcorp.com