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When is a problem not a
problem?Why the problem definition is
critical to an effective Root Cause Analysis
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Spending time on the problem definition means the
RealityChart is concise and the time to develop it is less
of a drain
Consider this example
© 2012 ARMS Reliability 2
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A forward thinking maintenance manager dedicated two hours, every
two weeks, to run RCA workshops.
The goal?
To understand and resolve the small, niggling, day to day issues.
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It was a “show and tell” affair, where the technicians would bring failed items, and the group would try to
implement solutions. They set about it with little structure and a
“problem-solution” mentality.
© 2012 ARMS Reliability 4
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Eventually the Apollo Root Cause Analysis Process
was implemented to give the sessions some
structure
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A big Problem was identified
© 2012 ARMS Reliability 6
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One of the technicians complained about the dry break couplings used on the tanker
offloading systems
“They want changing, they’re dreadful, and they cost around
£5,000. They fail every month or two and there are four in use on the
plant”.
Ignoring the solution the technician gave, it was a great definition and a
significant problem © 2012 ARMS Reliability 7
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Following the Apollo RCA Process we started with the problem definition of
“offloading couplings are dreadful”
We added the where and the when then moved onto the significance.
© 2012 ARMS Reliability 8
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“Well……..actually…… I’ve started repairing them, rather than
throwing them away”
What does that involve? “I change the ‘O’ rings”
“How much do they cost?” “£10” – low significance, there then!
A failure every 1-2 weeks, how much downtime does the failure cost?
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“Well, when it starts getting tight to use, I’ve asked the operator to tell
me and I plan some time with him”
excellent, no real downtime then either!
© 2012 ARMS Reliability 10
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Presumably the time to repair has some effect on the plant?
“Well….. No, not really, it’s a fairly quick job”
© 2012 ARMS Reliability 11
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So we needed to find solutions to ‘dreadful
offloading couplings’ trying to save the business £10 per month with no down
time and no significant impact on production?
© 2012 ARMS Reliability 12
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“Yeah, well…. but they’re still dreadful!”
said the technician.
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The rest of the team pointed out that he’d already
investigated it, found robust solutions and implemented
those solutions! All that needed doing was
to communicate the success.
© 2012 ARMS Reliability 14
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A quick learning slide and the new ‘best practice’ shared
across the site.
“Problem” solved.
You don’t get a more concise RealityChart than that!
© 2012 ARMS Reliability 15
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Learn more about the Apollo Root Cause Analysis Process
for solving your business problems at
www.apollorootcause.com
© 2012 ARMS Reliability 16