W21_LUCKY_DETERMINING ROOT CAUSE(S) OF INCESSANT COMPRESSOR PACKAGE FAILURE

W21_LUCKY_DETERMINING ROOT CAUSE(S) OF INCESSANT COMPRESSOR PACKAGE FAILURE

1.      Problem Recognition, Definition, Root Cause Analysis and Evaluation

 

(i)                 Problem Recognition

In recent times, there has been an incessant failure of the compressor packages at one of our plants. This submission is being prepared to address the human factor aspect of this failure at this time.

(ii)               Problem Definition

Why is there a lack of predictive maintenance culture at this plant?  Will change management going to work at this plant?

Using CAWTOE[i] methodology for a better understanding of the issue exploring the various perspectives, we have

C – Customer’s Perspective: The customer is not pleased with the performance as it affects their crude oil production, our company’s reputation and continued revenue

A – People (Actors): The employees are unaware of this big picture as most of them feel they work too hard

T- Transformation Process: All employees in the plant have undergone ACCPAC Service manager training (the maintenance software used in the operations department) and a majority of them are proficient in its use.

W- World View: The service performance of similar company plants elsewhere in the world is 98.93% [Company Data]

O - Process Owner: Operations department managers are equally not impressed with the results.

E – Environmental Constraints: The Maintenance Repair and Overhaul (MRO) parts are imported from the OEM overseas either by air or sea freight which takes between 6 – 8 weeks in the minimum and sometimes longer to reach Nigeria. Custom clearing takes between 1 -4 weeks depending on the category of goods.

                        a.         Assumptions

There are existing planned maintenance program inclusive of schedules and resources to begin with.

(iii)             Root Cause Analysis and Evaluation

The purpose is to figure out why this problem occurred and keeps recurring. I am using the popular Root Cause Analysis to do this. The methodology is based on the premise that systems and events are interrelated such that an action in one area triggers an action in another area and so on. Thus it is possible to trace back those actions to the starting point as reasonably acceptable.

I will follow the five step process[ii]  of define the problem, collect data, identify possible causal factors, identify the root cause(s), and recommend and implement solutions

2.      Development of feasible alternatives (Causal factors)

There are three basic types of causes comprising of Physical causes (tangible material failure), Human causes (People did or did not do something) and Organizational causes (Faulty System/process or policy).

3.      Development of outcomes  for each alternative (causal factor)

The outcomes for each causal factor alternative are as follows:

Using the 5 Whys ^[iii] approach:

Sequence of events leading to the problem:-

Top level causal factor (Header) can be classified thus:

(1)   Increased volume of breakdown work (Physical Cause, Human causes and Organizational causes)

(2)   Lack of adequate knowledge and skill (Physical Cause, Human causes and Organizational causes)

(3)   Lack of commitment to implement maintenance plans (Physical Cause, Human causes and Organizational causes)

(4)   Lack of appreciation of the value of preventive maintenance (Physical Cause, Human causes and Organizational causes)

(5)   Poor Attitude towards maintenance (Physical Cause, Human causes and Organizational causes)

 

4.      Selection Criteria causal factors

The selection criteria are as follows:

1.      Short time to implement solution for

2.      Implementation impact level

3.      Minimal Cost (within budget)

 

5.      Analysis and Comparison of the alternatives (causal factors)

 

Attempting to use the non-compensatory model of satisficing[iv] to narrow down a causal factor,

Selection Criteria (Attribute)	Minimum Acceptable Value	Maximum Acceptable Value	Causal Factors Requiring further investigation for now
Short Time to implement solution	-	10 days	#4, #5
Solution implementation impact level	High	-	#5
Minimal cost of solution implementation	-	Use currently available resources	#5

Table 1: Feasible Ranges for Satisficing (By Author)

 

6.      Selection of preferred alternative (causal factor)

Comparing the attributes values against the feasible range reveals that addressing the poor attitude towards maintenance will provide the quickest solution at solving the problem of incessant compressor package failures. Incidentally, this aligns with what the Root Cause Analysis reveals as this causal factor lies at the root of the problem.

7.      Performance monitoring and post evaluation of results

I would need to address the poor attitude towards maintenance by proposing training for all plant operations personnel in basic maintenance management skills including basic project management skills, and monitor and evaluate the results six months down line.

Reference

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[i] Mindtools, (2013). Root Cause Analysis Tracing a problem to its origin. Retrieved from http://www.mindtools.com/pages/article/newTMC_80.htm

 

[ii] Nasa, (2013). Root Cause Analysis. Retrieved from http://www.au.af.mil/au/awc/awcgate/nasa/root_cause_analysis.pdf

 

[iii] ISixSigma, (2013). Determine The Root Cause: 5 Whys. Retrieved from http://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/

 

 

[iv] Sullivan, W., Wicks, E., Koelling, P., Kumar, p., & Kumar, N. (2012).Chapter 14 Decision making considering Multiattributes (p. 577). Engineering economy (15^th edition). England: Pearson Education Limited.