8 Key Elements to a Sustainable RCA Program. Presented by Kevin Stewart

Transcription

1 8 Key Elements to a Sustainable RCA Program Presented by Kevin Stewart

2 Introduc)on Table of Contents Key elements of a sustainable root cause analysis program Sustainability Audit

3 Introduc=on A new way of thinking Defini)on of Insanity Doing the same thing over and over and expec)ng different results Doing different things all the )me and expec)ng the same results Time to change or stay in our rut

4 SAP BiModal distribu=on Failed Successful SoDware installa)on (involved) New maintenance paradigm (commihed)

5 A new way of thinking Involved or Committed?

6 It is not Quick Introduc=on cont. Easy if it was you would already have it done Going to be successful if it is done the same way as other ini)a)ves that failed It is Hard Time consuming (mul) year) Necessary to communicate Necessary to track and show value Very, very valuable to your organiza)on

7 Introduc=on summary The defini)on of insanity con)nues to apply Think differently about implemen)ng Root Cause Analysis Not everyone knows what you know so tell them Decide to be CommiHed Long term focus Program Cultural shid where everyone gets involved

8 Elements of a Program 1. An involved Sponsor, or program champion 2. A Resourcing plan complete with a program champion and trained inves)gators 3. Establish clear trigger mechanisms to clarify exactly what needs to be inves)gated. 4. Establish clear protocols for the collec)on of and preserva)on of evidence and informa)on.

9 Elements of a Program 5. Establish a standard repor)ng process to assist with further analysis and cost savings 6. Establish an ironclad tracking system that forces resolu)on of the ac)on items through escalated s or other methods 7. Review the inves)ga)ons for common causes and possible improvement opportuni)es and missed opportuni)es 8. Provide tracking of the value of the RCA program

10 1) An involved sponsor Sponsor Target - Change Agent

11 Recognize this? Sponsor Change Agent Target Apparently there must be some mistake?

12 Better? Sponsor Change Agent Target Excellent Alignment!

13 An involved sponsor Sponsor must be involved Show up at mee)ngs Ask about progress Ask to see analyses Ac)ons speak louder than words Program difficul)es without

14 Ideas Ini)al mee)ng with vendor to get buy- in Kick off mee)ng describing this scenario? Recognize the issue and piballs, iden)fy S- T- C and get them all in the room Recognize all change is resisted to some degree get a Change Management person to help Set expecta)ons for con)nued mee)ngs Get sponsors buy in to ask for analyses. Show them the Money!

15 2) Resourcing Plan Who do you need? What are their du)es and responsibili)es? Program champion Overall program success Training strategy and implementa)on Coaching and counseling facilitators Tracking and repor)ng metrics Assis)ng with difficult or sensi)ve Analysis Depending on size may also be a facilitator

16 Resourcing Plan (cont) What are their du)es and responsibili)es(cont.)? Facilitator Facilitate incidents based on triggers or as asked Manage the en)re inves)ga)on Con)nually improve their skills Par)cipants Provide per)nent informa)on to further the analysis, as many )mes they are the ones with the causes of problems

17 Time commitment? Program Champion Resourcing plan cont. Half to Full )me to start (plan for a year) Can t afford it? WRONG! (insanity?) Tapers off over )me as program takes hold Facilitators Varies rule of thumb about ¼ of )me or about 1 detailed analysis per month Par)cipants Need should be spread but similar to facilitators be careful to not get them involved in mul)ple analyses from mul)ple facilitators Schedule their )me

18 Resourcing plan cont. How do you pick these people? LoHery? The way you ve picked everyone else? Sugges)on Define skill set first and look for specific skills then train them (the Toyota way) Tenacity Work Ethic Proven long term commitment People skills (empathy, communica)on, etc.)

19 Resourcing Plan (cont) What training do they need? Champion Root Cause analysis, advanced topics (master facilitator), facilitator training, team building or management, public speaking, interviewing Facilitators Root Cause analysis, advanced topics (master facilitator) Par)cipants Training in the process chosen Who should do the training?

20 Ideas Get outside assistance to help define plan and cost savings available in house Sit down and develop one! (no one said life was easy or fair) Iden)fy to your sponsor the insanity concept No plan = low probability of success Just another drive by shoo)ng CommiHed or involved? Waste of training $ Is this training for trainings sake?

21 3) Trigger When will you do an Analysis? How could you iden)fy the incident? Informal Trigger

22 Formal Trigger

23 Trigger Metric RCA Downtime Trigger Hours Qrt 1-2 Qrt 2-2 Qrt 3-2 Qrt 4-2 Qrt 1-3 Qrt 2-3 Qrt 3-3 Qrt 4-3 Qrt 1-4 Qrt 2-4 Qrt 3-4 Quarter

24 Ideas Get with plant to ID biggest problem, set a trigger for that and get started Get trigger diagram and modify it to get started depending on where you are in your reliability journey Pick a trigger and do 3. Capture results and communicate (pilot for proof of concept)

25 4) Preserva=on of Evidence Why is evidence thrown away? Failed bearings (physical evidence) Opportuni)es Establish parts graveyard Communicate Basic rules Train to comply Establish wrihen policy

26 Ideas Establish wrihen policy on evidence Communicate, Communicate, Communicate Involve facili)es personnel in the results of an analysis so they can see the importance Put in a newsleher and tout successes

27 5) Standard Report Standardiza)on is key Report ID Report date Simple format Inves)ga)on details Significance Cost and Manpower Standard placement

28 6) Tracking System Based on Features Simple transference Alert proper people Due date Escala)on features Others complete No dele)on

29 Ideas Review system that exists for issues If loopholes exist close them Iden)fy loopholes to sponsor and request improvements be made Contact vendors for systems. ( google ac)on tracking sodware) Benchmark others and request their systems

30 7) Common Causes Equipment solu)on Systemic solu)on

31 Ideas Pick a poten)al repe))ve cause and search 10 Root Cause Analyses for common issues Pick 10 Analyses and look for common causes Discuss results with plant network

32 8) Tracking Value ROI ROI%= Cost savings (Return)/Investment (Cost to achieve results) x100 Track manpower for analysis Track cost of solu)ons Track savings for each

33 Tracking Value ROI%= Cost savings (Return)/Investment (Cost to achieve results) X 100 Cost of investigation = team of 4 for 2 meetings of 4 hour and 2 hours respectively $100 / hr cost of employee Cost of solution = (purchase, install, implement, troubleshoot, etc.) $2,000 Cost Savings = elimination of repetitive problem that was costing $40,000 / year Answer = / ( ) = / 4400 = 9.09 = 909% ROI

34 Ideas Start collec)ng cost and savings and repor)ng ROI on Analyses Talk with sponsor and others to see what would be looked at as a posi)ve reflec)on of the program and start repor)ng Track overall total savings and show as a graph over )me

35 Total Savings Yearly Savings Monthly Cumula)ve Jan Feb Mar Apr May Jun Ju; Aug Sep Oct Nov Dec

36 Sustainability 2 nd Order change defined Deciding - or being forced to do something significantly or fundamentally different from what we have done before. The process is irreversible; once you begin it is impossible to return to the way you were doing it before Time required

37 Sustainability Examples CMMS GE Why 3 years?

38 Audit How to ensure it never changes? Possible measures Number of inves)ga)ons Ac)on items % reduc)on in trigger Adherence measures ROI

39 Establish your plan for the program based on a minimum of 3 years Conclusion Solu)on implementa)on teaching Review for common causes Review the 8 elements and modify to fit your needs Standard repor)ng Track the value of the savings Involved Sponsor Evidence Preserva)on Make it all sustainable! Clear Resourcing Plan Set triggers Oh and don t forget your other job either!

40 Questio ns? KEVIN STEWART Reliability Advisor Instructor/Facilitator Apollo Root Cause Analysis TM Methodology