Paper360 - July/August 2015 - (Page 18)

millwise | RCPE Root Cause Problem Elimination... or Only Analysis? Restricting root cause determination to only engineering departments can hamper implementation of solutions and limit its use to smaller day-to-day problems. TOM IDHAMMAR and TIM DUNTON In many organizations, the responsibility for determining root cause lies with the engineering department. The result is often that while problems are analyzed in order to find root causes, implementation of the solutions is left to area maintenance and/or operations personnel. A second problem created by an engineeringonly focus is that root cause thinking then tends to only be used for large, visible failures, but not for smaller day-to-day problems. We believe that 80 percent of all reliability problems can and should be solved by the frontline organization, which includes supervisors/ team leaders, operators, maintenance crafts people, maintenance coordinators and planners representing both operations and maintenance. In a "best-in-class" maintenance organization, up to 30 percent of all hours should be used to do Root Cause Problem Elimination (RCPE) in one form or another. To apply root cause on the shop floor, the process must be simple, easy, and above all else, practical. The RCPE process fits all these requirements. RCPE is first and foremost a thinking process. Determining how and when to apply the critical and creative thinking needed to eliminate problems will have more influence on a successful outcome than determining the tools or software used to document and communicate the results. In some cases these tools may actually stifle the thinking process and are counterproductive. Whatever the methodology, all use a similar thinking process: state problem, collect data, identify possible causes, select/verify causes and implement solutions. PROBLEM STATEMENT... KEEP IT SIMPLE A good problem statement is critical to a successful outcome and is usually best if there is 18 Paper360º JULY/AUGUST 2015 one object and one problem. It must always be a fact, and initial evidence should be used to refine this statement. Too broad or vague a statement can lead to a very broad and potentially time consuming analysis, or one that is too narrow and will possibly miss failures. For example, a problem statement that says "hydraulic system not working" may be a fact, but is too broad. If instead it was "hydraulic cylinder extending too slowly," this narrows the scope of the analysis to something more manageable. It is also important to separate problems from symptoms. For example, in the statement "the pump is not delivering enough flow, it sounds as if it is cavitating and the bearings are hot," the real problem is that the pump is not delivering enough flow. The cavitation sounds and hot bearings are just data points or evidence and should not be included in the problem statement. DATA COLLECTION... TREAT IT LIKE A CRIME SCENE Practically speaking, data collection occurs throughout the analysis process. Initial data collection helps frame the problem statement and develop the possible causes. Further data collection may be required to eliminate possible causes and to determine the best solutions. Facts to be collected include: What * Exactly what happened? * Surroundings, environment, pictures, data? Where * Where is the object exactly? * Where exactly on the object is the problem? When * When was it first noticed? * Timeline? * Pattern (random, cyclic, constant)? Changes in time * Events, modifications, changes, updates? Other Similar Objects * Similar items available to study and compare? * Similar situations to compare? The above should be determined through a variety of sources. It is important to get onsite quickly and collect as much information as possible. It is also important to understand the problem: * What happened? * How does the machine work? * How does the work process work? * How does the production process work? * What was the interaction between personnel? Figure 1. The RCPE vest with tools to collect field information. www.tappi.org http://www.tappi.org

Table of Contents for the Digital Edition of Paper360 - July/August 2015

Setpoint
Over the Wire
Augmented Reality
Root Cause Problem Elimination…or Only Analysis?
Steam Profiler Gets New Lease on Life
Maintenance Showcase
From Reactive to Proactive
TAPPI Journal Summaries
Kemira Expands its Global Business and Humanitarian Reach
Consolidation Watch
Association News
PEERS Offers Opportunities for Optimization
ASPI News
Online Exclusives
Index of Advertisers

Paper360 - July/August 2015

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