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Equipment Reliability - Track 3

Team Root Cause Investigation – Achieving a Step Change

Improvement in Performance

ByMike Mastic, Dow Chemical Company

and Chris Eckert, Apollo Associated Services

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Root Cause Investigation Presentation Outline

Where Were WeThe Case for ChangeThe ResultsThe Team ConceptThe Work ProcessQuality AssuranceSuggestions for Your ProgramQ & A

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Where Were We

As a Corporation• Pockets of expertise• Customized Apollo training • Corporate trigger list • Good electronic tools available globally• Customized RCI programs by business

– All similar, yet all different– All have strengths and weaknesses

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Where Were We

In Our Particular Business• For the facilitators, RCI = Burden• For those involved, RCI = Punishment• Ineffective facilitation• Hesitancy to deal with behavior issues• Ineffective corrective actions• Check-the-box validation

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The Case for Change

2004 “Before”

% repeat events

>10%

Event severity High

# Quality Incidents

>150

$$ Waste $17MM

Culture Redefining “Normal”

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The Results

2004 “Before” 2007 “After”

% repeat events

>10% <5%

Event severity High Much Lower

# Quality Incidents

>150 35 in 200711 in 2008 YTD

$$ Waste $17MM $1.8MM

Culture Redefining “Normal”

Self Sustaining Program

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The Team Concept – Defining the Vision

Vision for the RCI Program• Disconnect RCI from punishment• Highly trained & capable facilitators• Common finished product regardless of

facilitator• Documented work process• Eliminate unplanned events • Address behavior issues appropriately• Monitor performance metrics• Change the culture

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The Team Concept – Defining the Vision

Vision for Facilitators• Facilitation is a desired skill set• Facilitation is fun• Provide extensive training & mentoring• Facilitators must demonstrate proficiency• Remove the burden • Partnership Concept – Facilitator & Event Owner• Avoid burn out

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The Team Concept

“Draw Your Own Box”• Vision was in place but no action• I decided to act

– Key Take-Away• Don’t wait for someone else• Lead and others will follow

• I framed the program, but was open to input from others

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The Team Concept

Securing Leadership Support• It was easy – The business

leader was ready• Already had Quality & EH&S

Leader’s support• Presented vision and scope of

effort• Asked for resources & support

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The Team Concept

Assembling the Team• Determine size of team

– Number of events – Capacity of the organization

• Leaders identified potential candidates• Informed and approached candidates

– Training available– Limit number of RCI’s per month– There is an end in sight – 2 year terms

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The Team Concept

Team Leadership• Focal point for all RCI requests• Ensure trigger is met• Communicate pre-work expectations• Identify facilitator• Lead team meetings• Oversee training & mentoring process

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The Team Concept

Training & Mentoring• Apollo “RCA for Practitioner” • RealityCharting® software• Mentoring process• The “stamp of approval”• Succession planning

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The Team Concept

Recognition• After proficiency is demonstrated

– Monetary– Electronic / Public

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The Work Process

Trigger Criteria• Event Owner contacts RCI Team Leader• Team Leader’s guide• RCI Team facilitates significant events

– Minor event exceptions• Reasons to increase thresholds• Success as a trigger• Dynamic analysis

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The Work Process

Preparation & Pre-Investigation• Standardized documents • Evidence collection & analysis• Behavior issues• Team Leader identifies facilitator• Formal meeting scheduled (2 hour min)

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The Work Process

Facilitation• We use Apollo RCA methodology &

RealityCharting software• Facilitators as independent third party• Outside area of expertise• Behavior issues • Facilitator control - Don’t rush the process

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The Work Process

Documenting• Facilitator sends reports & files to Event

Owner– RealityCharting file– Cause & effect chart export Adobe– Final report with solutions export to Word– Action item list export to Word

• Event Owner documents event in electronic reporting tool

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The Work Process

Leveraging Learnings• During RCI – Add to action item list• Add to electronic database• Monthly incident sharing with staff• Weekly safety meetings with operations• Leveraging the team concept

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Quality Assurance

RCI Effectiveness• Six Sigma project results• Effectiveness criteria• Reporting

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Quality AssuranceEvent Validation• Last piece of program for our business• Validation Team

– Production and Quality Leaders– 6 Month waiting period– Action item review

• Will lead to step change in performance

“An RCI Program without effective validation is just practice”

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Suggestions for Your Program

Mike’s Key Take-Aways• Don’t wait• It wasn’t hard • The team helped build the work process

and documentation• Program is still evolving• Personal recognition• Value of the team

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Chris’ Key Take-Aways• You don’t have to be a Sr. Manager to Lead!

– “Most people hesitant to lead, but happy to follow”– Having Trouble Engaging Operations with your Reliability Efforts?

• RCA yields fast, visible results. Operations will notice• Build the infrastructure first

– Work Process– Incorporate R&R into personal goals– Training & mentoring pay off

• Shortcutting will cost you far more• The Front Line: Engage Listen Act.• Measure Results & Share Success w/ Leaders

– Savings & Effectiveness

Suggestions for Your Program

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Questions?