Drew Troyer FRACAS RW
Implementing Failure Reporting, Analysis and Corrective Action System ( (FRACAS) ) Drew D. Troyer, CRE, CMRP
The Best Reliability Managers Understand the Importance p of Data
© Noria Copyright
3810.01
Ref: DT
Compare the Leaders to the Laggards gg Best in Class 88% 2% 25%
Industry Industry Average 81% 11% 7%
Laggards 75% 18% ‐10%
65%
54%
43%
Standardized KPI for measuring asset performance
57%
43%
33%
Frequent assessments to understand the risk profile of assets
41%
36%
17%
The Effects: Overall Equipment Effectiveness (OEE) Unscheduled asset downtime Return on Assets (ROA) vs Plan The Causes: The Causes: Standardized process for prioritizing and managing maintenance work
Executives focus on aligning asset performance with corporate performance Management goals are aligned and coordinated with maintenance and production teams Clearly defined roles and responsibilites for executing relaibility i iti ti initiatives
57%
35%
23%
57%
39%
30%
48%
31%
30%
Failure data is used to perform root cause analysis
59%
50%
45%
59%
52%
21%
70%
48%
20%
Asset performance can be compared across plants
61%
36%
17%
Asset performance metrics are linked to fiancial metrics
39%
30%
3%
Energy consumption data is collected automatically Energy consumption data is collected automatically
45%
34%
24%
Real time and historical asset performance data is employed to drive decisions and actions Standardized and documented operating and maintenance procedures are employed
© Noria Copyright
A Holistic View – Overall Business Effectiveness (OBE) ( )
More comprehensive than OEE, overall business effectiveness breaks down reliabilityrelated losses and attributes them to the appropriate functional sector of the business so that an appropriate corrective action plan can be formulated. © Noria Copyright
4165
Ref: DT
Real Loss Distributions from My Client Work – Normalized to Relative Numbers
Client A attributes nearly half of its losses to marketing and only about 20% to the equipment.
The losses are more evenly distributed in the case of Client B.
© Noria Copyright
Ref: DT
4185
Risk Management Over the Manufacturing g Life Cycle y
See MIL HDBK 2155 - FRACAS © Noria Copyright
Failure (Loss) Reporting, Analysis and y (FRACAS) ( ) Corrective Action System
© Noria Copyright
Failure (Loss) Reporting, Analysis and (FRACAS) Corrective Action System y ( )
© Noria Copyright
Start with Generic Failure Modes and Customize as Required q – IEC 812
© Noria Copyright
2539
Ref: IEC standard 812
Failure (Loss) Reporting, Analysis and (FRACAS) Corrective Action System y ( )
© Noria Copyright
Failure (Loss) Reporting, Analysis and Corrective Action System (FRACAS)
© Noria Copyright
Failure Root Cause Coding g Categories g
© Noria Copyright
2357
Ref: DT, DOE-NE-1004-92
Failure (Loss) Reporting, Analysis and (FRACAS) Corrective Action System y ( )
© Noria Copyright
Failure (Loss) Reporting, Analysis and y (FRACAS) ( ) Corrective Action System
© Noria Copyright
A New Business as Usual for Plant Reliability y Management g
© Noria Copyright
3458.01
Ref: DT
A Dashboard of Metrics for Plant Reliability y Management g
© Noria Copyright
2372
Ref: Mitchell, DT
Key Take-Aways
• “Data is the difference between deciding and guessing.” • The best organizations know how to collect, organize and d analyze l d data. t • FMEA and FRACAS are both important: – FMEA for f machines hi and d plants l t nott built b ilt – FRACAS for machines and plants in service
• For most plants plants, FRACAS makes more sense than FMEA for improving reliability. • Know when to apply RCA, ACA or NCA. • Tie reliability metrics to RONA – no “dangling metrics” that wrongly g y influence behaviors. © Noria Copyright
The Best Reliability Managers Understand the Importance p of Data
© Noria Copyright
3810.01
Ref: DT
Compare the Leaders to the Laggards gg Best in Class 88% 2% 25%
Industry Industry Average 81% 11% 7%
Laggards 75% 18% ‐10%
65%
54%
43%
Standardized KPI for measuring asset performance
57%
43%
33%
Frequent assessments to understand the risk profile of assets
41%
36%
17%
The Effects: Overall Equipment Effectiveness (OEE) Unscheduled asset downtime Return on Assets (ROA) vs Plan The Causes: The Causes: Standardized process for prioritizing and managing maintenance work
Executives focus on aligning asset performance with corporate performance Management goals are aligned and coordinated with maintenance and production teams Clearly defined roles and responsibilites for executing relaibility i iti ti initiatives
57%
35%
23%
57%
39%
30%
48%
31%
30%
Failure data is used to perform root cause analysis
59%
50%
45%
59%
52%
21%
70%
48%
20%
Asset performance can be compared across plants
61%
36%
17%
Asset performance metrics are linked to fiancial metrics
39%
30%
3%
Energy consumption data is collected automatically Energy consumption data is collected automatically
45%
34%
24%
Real time and historical asset performance data is employed to drive decisions and actions Standardized and documented operating and maintenance procedures are employed
© Noria Copyright
A Holistic View – Overall Business Effectiveness (OBE) ( )
More comprehensive than OEE, overall business effectiveness breaks down reliabilityrelated losses and attributes them to the appropriate functional sector of the business so that an appropriate corrective action plan can be formulated. © Noria Copyright
4165
Ref: DT
Real Loss Distributions from My Client Work – Normalized to Relative Numbers
Client A attributes nearly half of its losses to marketing and only about 20% to the equipment.
The losses are more evenly distributed in the case of Client B.
© Noria Copyright
Ref: DT
4185
Risk Management Over the Manufacturing g Life Cycle y
See MIL HDBK 2155 - FRACAS © Noria Copyright
Failure (Loss) Reporting, Analysis and y (FRACAS) ( ) Corrective Action System
© Noria Copyright
Failure (Loss) Reporting, Analysis and (FRACAS) Corrective Action System y ( )
© Noria Copyright
Start with Generic Failure Modes and Customize as Required q – IEC 812
© Noria Copyright
2539
Ref: IEC standard 812
Failure (Loss) Reporting, Analysis and (FRACAS) Corrective Action System y ( )
© Noria Copyright
Failure (Loss) Reporting, Analysis and Corrective Action System (FRACAS)
© Noria Copyright
Failure Root Cause Coding g Categories g
© Noria Copyright
2357
Ref: DT, DOE-NE-1004-92
Failure (Loss) Reporting, Analysis and (FRACAS) Corrective Action System y ( )
© Noria Copyright
Failure (Loss) Reporting, Analysis and y (FRACAS) ( ) Corrective Action System
© Noria Copyright
A New Business as Usual for Plant Reliability y Management g
© Noria Copyright
3458.01
Ref: DT
A Dashboard of Metrics for Plant Reliability y Management g
© Noria Copyright
2372
Ref: Mitchell, DT
Key Take-Aways
• “Data is the difference between deciding and guessing.” • The best organizations know how to collect, organize and d analyze l d data. t • FMEA and FRACAS are both important: – FMEA for f machines hi and d plants l t nott built b ilt – FRACAS for machines and plants in service
• For most plants plants, FRACAS makes more sense than FMEA for improving reliability. • Know when to apply RCA, ACA or NCA. • Tie reliability metrics to RONA – no “dangling metrics” that wrongly g y influence behaviors. © Noria Copyright
