FRACAS, Failure Reporting Analysis, Corrective Action System


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Stop chasing bad actors and look for the common threads which really destroy equipment reliability.

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FRACAS, Failure Reporting Analysis, Corrective Action System

  1. 2. F.R.A.C.A.S. Failure Reporting, Analysis and Corrective Action System Presented by: Andy Page
  2. 3. Phone is Listen Only <ul><li>During the Webinar….email questions to </li></ul><ul><li>[email_address] </li></ul>
  3. 4. F.R.A.C.A.S. Webinar Objectives <ul><li>What is it? </li></ul><ul><li>How do you use the results? </li></ul><ul><li>How do you set it up? </li></ul><ul><li>Biggest Challenges </li></ul><ul><li>Summary and Wrap up </li></ul>
  4. 5. Definition <ul><li>fracas: n. A noisy, disorderly fight or quarrel; a brawl </li></ul><ul><li>F.R.A.C.A.S. – </li></ul><ul><ul><li>A system for recording the nature of equipment failures, analyzing the data for patterns and making business decisions based on the conclusions drawn from the data </li></ul></ul><ul><ul><ul><li>Predominantly talking about CMMS Failure Codes and how they can be used. </li></ul></ul></ul><ul><ul><ul><li>Also, talking about the other failure characteristics </li></ul></ul></ul><ul><ul><ul><ul><li>Mean Time to Repair </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Work Request Sources </li></ul></ul></ul></ul>
  5. 6. What do you want to know? # of Failures (56) #2 Press (30) Drive Motor (15) Bearings (13) (12) Fatigue Misalignment Equipment Hierarchy Work Order Closing Codes
  6. 7. This is not a coincidence! Failure Modes C
  7. 9. Failure Mode - Definition <ul><li>Part </li></ul><ul><ul><li>Bearing </li></ul></ul><ul><li>Defect </li></ul><ul><ul><li>Fatigued </li></ul></ul><ul><li>Reason </li></ul><ul><ul><li>Misalignment </li></ul></ul>
  8. 10. Part <ul><li>The level at which work is performed </li></ul><ul><li>Examples: </li></ul><ul><ul><li>Bearing </li></ul></ul><ul><ul><li>Breaker </li></ul></ul><ul><ul><li>Shaft </li></ul></ul>
  9. 11. Defect <ul><li>Not just the Mode </li></ul><ul><ul><li>Worn </li></ul></ul><ul><ul><li>Not descriptive enough </li></ul></ul><ul><li>Has to include Failure Mechanism </li></ul><ul><ul><li>When the mechanism is descriptive </li></ul></ul><ul><ul><li>Knowing the mechanism might change the countermeasure (task) </li></ul></ul><ul><ul><li>Example: Adhesive Wear versus Abrasive Wear </li></ul></ul>
  10. 12. Reason <ul><li>Describes the action or condition that was physically responsible for the problem </li></ul><ul><ul><li>Example: Improper Installation </li></ul></ul><ul><li>NOT another failure </li></ul><ul><ul><li>Cannot reference another failure mode as the reason why this failure mode is present </li></ul></ul><ul><ul><li>These are called “Secondary Effects” </li></ul></ul><ul><ul><li>Example: Bearing – Abrasive Wear – Seal Failed </li></ul></ul>
  11. 13. For “Reason”…how deep do I go? Bearing Defect Effect Physical Cause Human Cause Systemic Cause Latent Cause Shaft Misalignment
  12. 15. “ We only need a few codes…” <ul><li></li></ul>What we expected (Failure Modes) What we recorded (Failure Codes)
  13. 16. Real World Example <ul><li>Failure Modes </li></ul><ul><li>Bearing – Fatigued – Age </li></ul><ul><li>Bearing – Fatigued – Imbalance </li></ul><ul><li>Bearing – Fatigued – Misalignment </li></ul><ul><li>Bearing – Abrasive Wear – Contaminants </li></ul><ul><li>Bearing – Adhesive Wear - Age </li></ul><ul><li>Failure Codes </li></ul><ul><li>Pump - Stopped </li></ul><ul><li>Pump - Making Noise </li></ul><ul><li>Pump - Not Pumping </li></ul><ul><li>Shaft – Seized </li></ul>
  14. 18. Work Order History Report # of Failures (56) #2 Press (30) Drive Motor (15) Bearings (13) (12) Fatigue Misalignment
  15. 19. This is what you are looking for <ul><li>Contains the Failure Mode </li></ul><ul><li>Independent of Equipment Type </li></ul><ul><li>Shows the BIG picture </li></ul>What would be the “Corrective Action”? # of Instances Failure Code 78 Misalignment – Improper Assembly 56 Bearing Fatigue – Misalignment 32 Loose Connections – Improper Assembly 22 Soft Foot – Improper Assembly 8 Abrasive Wear – Improper Lube Procedure 1 Turn-to-Turn Short – Background Vibration
  16. 20. LEAN Terminology <ul><li>Yokoten (“push to the side”) </li></ul><ul><li>Take what you have learned on this machine and apply it to other like machines </li></ul><ul><li>FRACAS </li></ul><ul><li>“ If it has happened to this machine…how many other machines has it happened to as well?” </li></ul><ul><li>Even more importantly…”How many other machines is it about to happen to?” </li></ul>
  17. 22. Now…we go deep Bearing Defect Effect Physical Cause Human Cause Systemic Cause Latent Cause Shaft Misalignment No Training Standard No Performance Standard No Repair Standard Organizational Attitude Towards The Value of Precision Maintenance Skills Deficiency Lack of Motivation Lack of Time
  18. 23. 2 “Un-pardonables” for Reliability Engineers <ul><li>To fix the same problem twice </li></ul><ul><ul><li>This really means you never FIXED it the first time. </li></ul></ul><ul><ul><li>You most likely addressed the Symptom and not the Problem </li></ul></ul><ul><li>To know a problem is coming and not be prepared to deal with it efficiently </li></ul><ul><ul><li>Run-to-Fail is a perfectly valid strategy for some things </li></ul></ul><ul><ul><li>But to not be ready is unpardonable </li></ul></ul><ul><ul><ul><li>Job Plans on File </li></ul></ul></ul><ul><ul><ul><li>Ready access to spare parts </li></ul></ul></ul>
  19. 25. Strategy Adjustments <ul><li>Changing the Equipment Maintenance Plan </li></ul><ul><ul><li>Different PM Task </li></ul></ul><ul><ul><li>Different Inspection Task </li></ul></ul><ul><ul><li>Different Frequency </li></ul></ul><ul><ul><li>Different Operating Philosophy </li></ul></ul><ul><ul><ul><li>70% of failures come from improper operation </li></ul></ul></ul><ul><ul><ul><li>30% of failures come from improper/inadequate maintenance </li></ul></ul></ul>
  20. 26. Biggest Challenges <ul><li>Crafts personnel or Supervision won’t always know the Part - Defect – Reason in the field </li></ul><ul><ul><li>If they simply Remove & Replace…FRACAS will never happen </li></ul></ul><ul><ul><li>Someone has to be responsible to perform the failure analysis and get that data into the CMMS </li></ul></ul><ul><li>For a while, you will constantly find that you need a Failure Code that is not in the system </li></ul><ul><ul><li>This means that you Failure Modes Library isn’t complete yet </li></ul></ul>
  21. 27. Implementation Plan – Part 1 <ul><li>Start Small & Take It Slow </li></ul><ul><ul><li>Critical Equipment Only (Top 20%) </li></ul></ul><ul><ul><li>Let work processes mature around the new requirements </li></ul></ul><ul><li>Trigger for next level </li></ul><ul><ul><li>All Work Orders = Closing Codes </li></ul></ul><ul><ul><li>Take the next 20% </li></ul></ul><ul><li>Work your way up to 100% </li></ul>
  22. 28. Implementation Plan – Part 2 <ul><li>Define your work control processes </li></ul><ul><li>Assign Goals, Roles and Responsibilities </li></ul><ul><ul><li>Individual responsibilities for data entry and analysis can be anyone’s…just make sure it is officially assigned </li></ul></ul><ul><li>Institute a system for checking compliance </li></ul><ul><ul><li>A system for addressing non-compliance </li></ul></ul>
  23. 29. Implementation Plan – Part 3 <ul><li>Identify the Top 20% of your equipment </li></ul><ul><li>Identify Failure Modes </li></ul><ul><li>Populate CMMS with Failure Codes </li></ul><ul><li>Close Each Work Order for Critical Equipment </li></ul><ul><li>On Scheduled Basis…run analysis reports </li></ul><ul><li>Analyze whole plant or areas </li></ul><ul><ul><li>Not much deeper </li></ul></ul><ul><ul><li>Not by equipment types </li></ul></ul><ul><ul><li>Focus too small…you’ll miss the big patterns </li></ul></ul>
  24. 30. Summary <ul><li>Powerful method for making the organization a “learning organization” </li></ul><ul><ul><li>Learn from mistakes </li></ul></ul><ul><li>A different way of thinking about failure analysis </li></ul><ul><ul><li>No longer is it…which MACHINE is giving us trouble </li></ul></ul><ul><ul><li>It is now…what are our dominant issues across the plant </li></ul></ul>
  25. 31. Summary - continued <ul><li>Everybody wants the benefits of FRACAS but few people are willing to put forth the effort to “Feed the Beast” </li></ul><ul><ul><li>Not willing to put the work control processes in place to make it a reality </li></ul></ul><ul><ul><li>Not willing to hold people accountable for non-compliance </li></ul></ul>