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Leaders in Problem Solving
Why Root Cause Analysis is the Cornerstone of Asset Performance Management
Presenters:
Christian Green, Kepner-Tregoe
Ingrid Dueck, Kepner-Tregoe
MEET YOUR PRESENTERS
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Christian Green
NA Operations Improvement Lead
Ingrid Dueck
Senior Consultant/Client Relationship Manager
Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
• What is Asset Performance Management?
• Common Key Components
• Where The Cracks Are: Typical Deficiencies in Implementing APM
• What Do We Mean by RCA?
• How Root Cause Analysis Impacts APM
• Bringing It All Together
• Question & Answer Session
TODAY’S AGENDA
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
Solved an ongoing issue, saving an OEM
$2.8 million annually. $
Engagements with nearly of the Fortune 100 in the last 5 years.
FOCUSING on CAPABILITY TRANSFER
DELIVERING SUSTAINED RESULTS
= $29,700 return
Providing a manufacturing customer with a nearly $30k return for each employee trained in KT process.
40%
Helped a client achieve
47% improvement in
operational efficiency.
Helped an IT client reduce mean time to resolution by 74%.
PIONEERS of CRITICAL THINKING
Trained 3 MILLION+individuals globally.
Developed an in-depth understanding of how people think.
ABOUT US
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
ASSET PERFORMANCE MANAGEMENT DEFINED
Asset performance management (APM)
systems act to improve the reliability and
availability of physical assets while minimizing risk
and operating costs.
APM improves integration between
production management (making the product)
and asset management (ensuring the capability to
produce).
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
How clearly defined is your organization’s APM strategy or approach?
❑Optimized – Very clearly defined and uniformly executed across the organization with tools and processes integrated
❑Managed – Reasonably well implemented with some gaps in execution and tool use across the organization
❑ Proactive – Processes in place with data access and performance targets defined. Working on implementation and anticipating issues
❑ Reactive – Executing in pockets of excellence but still working on strategy definition and responding to emergencies more than not
❑None – We get stuff fixed and it works for us.
POLL
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
PRIMARY IMPACTS
Availability is the probability that an item will be in an operable and committable state at the start of a mission when the mission is called for at a random time, and is generally defined as uptime divided by total time (uptime plus downtime).
Assets are ready to perform
Reliability is the ability of assets and processes to perform over time at the expected levels of performance consistently under uniform conditions.
Assets perform as expected
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
Strategy and Planning
Asset Decision Making
Life Cycle Management
Asset Monitoring / Data
Performance Environment
Risk Management
BASIC COMPONENTS - APM Overarching guiding principles and
approach
Prioritizing work, defining critical
equipment, defining maintenance routines
Cost control, maintaining uptime,
availability and reliability
Condition monitoring, trend analysis,
historical performance
Work execution, parts availability, skill
development, safe work
Proactive problem solving, CA
implementation, systems impact, safe
work
Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
CRACKS IN THE WALL What could cause your APM program to lose effectiveness
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
Strategy and Planning
Asset Decision Making
Life Cycle Management
Asset Monitoring / Data
Performance Environment
Risk Management
TYPICAL DEFICIENCIES WITHIN APM Lack of alignment on strategic and
operational priorities
Not enough data / poor data for decision
making
Trial and error troubleshooting – Not
finding cause
Reliance on reactive problem solving /
firefighting, lack of control of asset
performance
Siloed departments, lack of ownership,
pockets of excellence
Lack of data visibility, data overload, jumping
to cause
Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
IS YOUR APM APPROACH LEAKING VALUE?
Common holes in APM Strategy Execution
Siloed departments / lack of ownership: APM considered a maintenance only function and other functions concerns not considered or they do not take any ownership.
Lack of visibility of critical knowledge: Expertise resides in people with “the way we do things” residing in individuals but not documented.
Lack of uniformity / pockets of excellence: Good work is being done but the methods and lesson learned are not easily shared across the organization so best practices never get documented.
Data overload: Overwhelming amounts of data collected leads to “analysis paralysis” and loss of focus on what the real priorities are.
Reliance on reactive problem solving: Fix it now mentality around restoring function as soon as possible leads to band-aids on effects versus cause based problem solving.
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
How does your organization use Root Cause Analysis today as it relates to Asset Performance?
❑ Duh … to find the cause of machine issues.
❑ It goes beyond finding cause to developing corrective actions as well.
❑ Finding cause, developing corrective actions and implementing are all part of an RCA effort or investigation.
❑ RCA is an integral part of our overall Asset Management strategy for both reactive and preventive action.
❑We don’t really use a structured RCA approach
POLL
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
WAYS TO MANAGE INVESTIGATIONS
1. Incidents are handled by a dedicated investigative function or resource. They recommend corrective actions and the implementation of those become the responsibility of operations and maintenance.
2. Incident investigations are managed by an engineering function with inputs from various SMEs and recommended corrective actions are implemented by other functions / departments.
3. Incident investigations lead by reliability engineers and they then become project managers around implementation of corrective actions.
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
RCA = ISSUE RESOLUTION Finding immediate cause is important but permanent issue resolution requires a more complete set of tools
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
A COMMON FRAMEWORK FOR “HOW TO THINK”
How do I find root cause?
How do I select the best fix?
How do I implement corrective actions effectively?
How do I clarify and prioritize?
Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
Strategy and Planning
Asset Decision Making
Life Cycle Management
Asset Monitoring / Data
Performance Environment
Risk Management
HOW RCA HELPS Alignment on priorities,
Aligned tactical execution
Clear objectives and goals,
Aligned operational decision making
Effective root cause investigation with
targeted corrective actions
Proactive problem avoidance, historical
data trending to anticipate rather than
react to issues, avoiding fix caused
problems
Consistent approach across organization
with stakeholder involvement, common
process language
Data based decision making and root cause
based on historical performance, targeted
investigations
Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
KEPNER-TREGOE FOUNDATIONAL TOOLS
Find Cause (KT Problem Analysis)
• Systematic, repeatable root cause method
• Determine the deviation in performance of a product, system, or process
Reduce Complexity and Confusion (KT Situation Appraisal)
• Alignment of focus across functions and stakeholders
• Ensure you’re prioritizing to work on the most pressing problems
Make Decisions (KT Decision Analysis)
• Data-driven approach to making operational decisions
• Alignment of strategic and tactical objectives
Prevent Problems (KT Potential Problem Analysis)
• Practical approach to prevent issues and contain them if they occur
• Understand what causes problems and shifting from reactive to preventive actions
Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
DATA, DATA, DATA
• Realistically the flow of data is multidirectional between APM components
• Information from one component feeds another
• Use that information to constantly make your APM processes better
• The core RCA or issue resolution activities are used to constantly improve performance of your APM components
Strategy and Planning
Asset Decision Making
Life Cycle Management
Asset Monitoring / Data
Performance Environment
Risk Management
Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
PUTTING RCA TO WORK
How are you using the data for RCA?
• Identifying specific areas of concern
• Interpreting performance and determining why something is happening
• Conducting trend analysis to identify shifts in performance
• Predicting events and their probable impacts rather than reacting after the fact
• Improving the implementation of corrective actions and increasing effectiveness
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
RCA / ISSUE RESOLUTION IS THE FOUNDATION
Issue Resolution is the foundation for completion of all activities that support a successful tactical implementation of your APM strategy
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
STRATEGIES TO REDUCE THE LEAKS
Ways to increase the value of your APM efforts
• Cross department stakeholders: Bring in representation from different departments to expand the effectiveness of issue resolution. Quality, Operations, Production, Maintenance all have inputs and information.
• Keep looking for elusive data: Look at raw data for what you need. Put in temporary collection methods. Look outside the core group. Don’t give up when you hit a data roadblock.
• Understand the problem first: Really get to a cause unknown level of problem statement. Make sure you are addressing a discrete issue that can be resolved with discrete actions.
• Build context: Use multiple data sources and input from various stakeholders and functions to build a complete picture of an issue. Many times there are things that need to be addressed outside of the initial problem statement.
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Copyright © 2020 Kepner-Tregoe, Inc. All Rights Reserved.
Wrap it Up What questions do you have?
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Thank you for your time!
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Christian Green
North American Operations Improvement Lead
cgreen@kepner-tregoe.com
Ingrid Dueck
Senior Consultant/Client Relationship Manager
idueck@kepner-tregoe.com
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