These are the slides from the December session from the KPI Users Group - Session 2 of Failure Reporting. Check these awesome slides out.

1. KPI Users Group
“Failure Reports”
Reports”
Session 2
Presented by: Ricky Smith CMRP
December 16, 2009
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“It Isn’t What You Know That Will Kill You,
It Is What You Don’t Know That Will”
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2. The PF Curve – Objective:
Identify “P” as Early as Possible
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The I-PF Curve – Objective:
To Eliminate Causes of Failures at Point “I”
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3. What Do You Need to Know About Failures?
• What equipment is giving me the biggest
losses and why?
• What component is failing the most and why?
• Where should you focus your RCA efforts?
• Frequency of a failure mode – decrease?
“Part”: Bearing – 27x
“Defect”: Misalignment
“Cause”: No Alignment Specs
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What Is Root Cause Analysis (RCA)?
• It’s a systematic, analytical work process that:
– Alters manufacturing work environment to focus on
eliminating defects rather than repairing failures
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– Engages operations workforce to incrementally and
continuously improve plant and business
performance
– Enhances connections between operations
improvements and technologies
– Increases safety , environmental performance and
business profits
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4. What Is Root Cause Analysis (RCA)?
• Proactive
– Performed on processes and systems prior to a
failure
– Looks to identify actions that will prevent specific
undesirable conditions or situations from ever
happening
– When performed on equipment (versus processes
and systems), it’s called Reliability-Centered
Maintenance (RCM)
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What Is Root Cause Failure Analysis
(RCFA)?
• Reactive
– A failure or incident has occurred in a process, a
system or a machine
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– In the case of chronic problems, many similar
failures have occurred
– Looks to identify the causes and implement
solutions that will prevent, or at least reduce,
recurrences
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5. Why Do RCA?
• To Eliminate Defects
– Any undesirable condition
• Defects in manufacturing processes
create:
– Underperforming machines
– Broken machines
– Operations bottlenecks
– Frustration
ust at o
– Lower morale
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Why Do RCA?, cont’d
• Defects lead to:
– Lost production opportunities
– Product waste
– Lower revenues
– Injuries
– Environmental incidents
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6. 6 Sources Of Defects
• Defects Come into Processes from 6 Sources
1. Equipment operation
2.
2 Equipment design
3. Spare/Repair parts
4. Maintenance workmanship
5. Marginal (sub-optimal) equipment
6. Raw materials
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Three Common Causes
1. Not Measuring the Right Thing
2. RCAs are executed on the “problem of the
day
day”
3. RCA results are not implemented
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7. Not Measuring the Right Thing
• What is the value of the RCA?
• Did you achieve the expected results from
RCA?
– MTBF
– Rework
– Defect elimination
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RCAs are Executed on the
“Problem of the Day”
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8. Triggers
• There are at least 5 key areas for consideration
when deciding to use RCA
– Safety (an incident or a trend)
– Environmental (an incident or trend)
– Manufacturing (yields, throughput, availability, etc.)
– Cost (unit cost, overshot budget, etc.)
– Customer satisfaction (quality, delivery, value, etc.)
– Other?
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Reactive or Proactive Triggers
• Triggers can be either proactive or
reactive
• Proactive triggers might include
responding to leading indicators or
conducting FMEAs
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9. Reactive Triggers
• Reactive triggers can show up in metrics
such as:
– Personnel metrics
• Recordable injury rate exceeds a predefined target
• Lost workday injury
– Environmental metrics
• Environmental incident score exceeds a target number
– Production metrics
• Availability throughput or yields fall below target
Availability,
• Planning or scheduling effectiveness is below goal
• A significant downtime incident occurs
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Proactive Triggers
• Leading indicators
– Investigate minor injuries to uncover
underlying dangerous behavior patterns
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– Document and investigate ‘near misses’
– Monitor and respond to trends in equipment
availability, throughput and yields
– Monitor and respond to trends in % emergency
work, schedule compliance or rework rate
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10. Proactive Triggers, cont’d
• Conduct FMEAs
– Determine the effects of “hidden” chronic
equipment failures
q p
– Identify and prevent what could go wrong but
hasn’t yet
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RCA Results Not Implemented
• Changes to Maintenance Strategy?
• Changes to Operating Strategy?
• Training?
• Procedures?
Why is it so hard?
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11. Simple Steps to Success
1. Establish quantifiable triggers
• Potential Loss of production throughput at a cost $100,000 –
$1,000,000
– One Reliability Engineer to lead effort, Predictive
Maintenance Technician, Maintenance Technician, Operator,
and others as needed
• Potential Loss of throughput at a cost $1,000,000 – $5,000,000
– Two Reliability Engineers, Predictive Maintenance
Technician, two Maintenance Technicians, Operator or
Operators as needed
• Potential Loss of production throughput at a cost $5,000,000
plus
– Two Senior Reliability Engineers Fulltime, Predictive
Maintenance Expert (possibly a consultant), RCM Expert
(possibly a consultant)
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Triggers
• There are at least 5 key areas for
consideration when deciding to use RCA
– Safety (an incident or a trend)
– Environmental (an incident or trend)
– Manufacturing (yields, throughput, availability, etc.)
– Cost (unit cost, overshot budget, etc.)
– Customer satisfaction (quality, delivery, value, etc.)
– Other?
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12. Ensuring Success?
2. Defining roles and responsibilities in the
Root Cause Analysis Process
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Develop a Tracking System
• Develop Leading Indicators – Execute RCA
before a failure occurs
• Ensure measuring success of RCA
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13. Questions?
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