Introduction to Competitive maintenance

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Purpose Overview of Related Terms Developing Employability Skills

W2581 Root Cause Analysis

Dr. Nader GhareebEng. Nasser Ali

An Introduction

09.09.2013

W2581 Root Cause Analysis 1/14


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Outline

1 Purpose2 Overview of Related Terms

3 Employability Skills



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Outline





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Outline





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Outline




P O i f R l d T D l i E l bili Skill


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Purpose

This unit covers the knowledge and skills needed by anyemployee to undertake root cause analysis (RCA), typicallyworking as a part of a team in an organisation that is applyingcompetitive manufacturing practices

It also covers the competencies needed by operators tocontribute to an advanced maintenance strategy using RCAcoupled with diagrams and charts

In addition, this unit will help to develop the employabilityskills


P O i f R l t d T D l i E l bilit Skill


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Purpose







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Purpose







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Root cause

Theroot causeis the fundamental reason why something hasoccured.

Characteristics of the root causes:

1 They are underlying

2 They are reasonably identifiable

3 They can be controlled

In case of a leaking pipe, the root cause could be the lack of

maintenance given to it.




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Root cause











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Root cause











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p p g p y y

Root cause











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p p g p y y

Root cause











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Root cause











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Root cause analysis

The root cause analysis (RCA)is a tool designed to help identifynot only what and how an event occured, but also the reason whyit happened.

Understanding the reason for the occurance of an event or failureis the key to developing effective corrective reccomendations.




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Root cause analysis

Every equipment failure happens for a number of reasons and thereis a definite progression of actions and consequences that lead to a

failure. An RCA investigation traces the cause-and-effect trial fromthe end failure back to the root causes.Steps involved in the RCA are:

1 Define the problem

2 Collect data3 Chart the possible causes

4 Identify the root cause

5 Develop solution(s)

6 Consider the consequences7 Recommend a solution

8 Implement the solution

9 Evaluate the results




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Root cause analysis

Every equipment failure happens for a number of reasons and thereis a definite progression of actions and consequences that lead to a

failure. An RCA investigation traces the cause-and-effect trial fromthe end failure back to the root causes.Steps involved in the RCA are:

1 Define the problem

2 Collect data3 Chart the possible causes

4 Identify the root cause

5 Develop solution(s)

6 Consider the consequences7 Recommend a solution

8 Implement the solution

9 Evaluate the results




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How to use RCA

There are different methods for performing a RCA. The extent towhich these methods are used, and the level of analytical effort

spent on root cause analysis should commensurate with thesignificance of the occurance.

* A high-level effort should be spent on emergencies

* An intermediate level effort should be spent on unusual

occurances* A relatively low-level effort should be sufficient for minor

problems

A high-level effortincludes the use and documentation of formal

and complex root cause analysis to identify upstream factors andprogram deficiencies.Anintermediateor low-level effortmay include only gatheringinformation and drawing conclusions, without documenting use ofany formal analytical method.




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How to use RCA






problems






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How to use RCA






problems






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How to use RCA






problems






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How to use RCA






problems






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Cause tree

Thecause-tree diagram (also known as why-tree, root-cause tree,causal-factor tree, cause map) highlights the chain of causes.

It is a simple investigation and analysis technique used to record

and display all the actions and conditions that were necessary andsufficient for something to have occured.

It starts with the effect (problem, event) and the major categoriesof causes and then asks for each brach of the tree, why is this

happening? what is causing this?




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Cause tree









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Cause tree









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Drilling down

The term drilling downrefers to the technique applied tounderstand a problem.

1 It involves asking more questions to gain a deeperunderstanding

2 It helps us recognize and understand the factors thatcontribute to the problem

3 It prompts us to consider information that have not beeninitially associated with a problem

4 It also shows exactly where we need to look for furtherinformation




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Drilling down








D illi d


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Drilling down








D illi d


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Drilling down

The termdrilling down

refers to the technique applied tounderstand a problem.







Drilling down


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Drilling down








Stake holder


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Stake holder

The termstake holder refers to any individual or a group that canor will be affected by a project or other action taken within anorganization.



Quick fix


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Quick fix

A quick fixdoesnt address root causes of the problem but it maysolve it permanently. However it is generally only a quickshort-term solution.



Overall equipment effectiveness


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Overall equipment effectiveness

Theoverall equipment effectiveness (OEE) is the key metric indetermining how well equipment is performing. OEE measures

equipment effectiveness in terms of availability, performance, andproduct quality.



Uptime


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p

Uptimerefers to the overall ability of the plant/equipment to

operate at maximum efficiency.



Developing employability skills


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Employability skills include:1 Communication

2 Teamwork

3 Problem-solving

4 Self-management5 Planning and organising

6 Technology

7 Lifelong learning

8 Initiative and enterprise





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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning






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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning






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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning






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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning






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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning






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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning






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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning






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2 Teamwork

3 Problem-solving


6 Technology

7 Lifelong learning



Introduction to Competitive maintenance

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