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  • Twenty Rules For Troubleshooting

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    Venkatesh Kumar Ramanujam
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    Troubleshooting- Rules to be followed

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    Twenty Rules for Troubleshooting

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    Troubleshooting- Rules to be followed

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    © All Rights Reserved
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    Download as pdf
    45 views3 pages

    Twenty Rules For Troubleshooting

    Uploaded by

    Venkatesh Kumar Ramanujam
    Troubleshooting- Rules to be followed

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    Download as pdf
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    HYDROCARBON — PROCESSING Sept -2 COPYING AND DISTRIBUTING ARE PROHIBITED WITHOUT PERMISSION OF THE PUBLISHER Case 70: Twenty rules for troubleshooting Keywords: 7 In previous Engineering Case History columns, Thave dis¢ussed checklists and their value in avoiding errors during startups, While the rules cannot replage common sens¢ or @ logical and methodical approach, they can help avoid embarrassing situations. Here are 20 rules that are most helpful in troubleshooting: Rules Never assume anything. “The new bearings are in stores, and they will be there if there isa failure” is an assumption. The bearings may not be in inventory; likewise, they ean be corroded; damaged or, worse, the wrong size. Rule2 Follow the data. The shaft failed due toa bending failure; because the bearing failed, because the oil system failod, because the maintenance schedule was extended. This is following the data. Ruleg Don't jump to a cause, Most of us want to come up withthe most likely cause fora failure or other situation immediately. Such causes are usually based on our past experience, which may Hot be valid for this particular failure, Rule Caleulation is better than speculation. A simple analysis is worth more than someone who tries to base the cause on past experiences. Rule 5 Get input from others but realize they could be wrong, Most individuals want to be helpful and provide input as to the cause, However, such input may not be credible. Rule 6 ‘When you have conclusive data adher to your pritciples. Safety igsues are a good example. Your position may not be readily accepted by others because of budget, cdritract or time constraints. Before taking a stand, have other senior technical people agree with you bécause it could affect your career. Rule7 Management doesn't want to hear bad news. Do not just discuss the failure and the problems it ean cause to ‘management. Present good options that can also be used at other plant locations to avoid similar failures. Rules Management doesn't ike wish ists, Only present whats needed, not what you wold like to have. Adhering to ‘company standards or national codes is usually a good approach, Ruleg Management doesn’t like confusing data. Keep tééhnical jargon to a minimum and present the information as clear as possible with ilustrations, photos; inodels and-exainples, Rule 10 ‘Management doesn’t like expensive solutions. Only present one or two cost-effective solutions with options, costs and timing. Rule Admit when you are wrong and obtain additional data’ Admitting to beitig wrong is one of the most difficult acts. ‘When other data contradicts yours, accepting the truth must be done; otherwise, you will look foolish. Rule 12 ‘Understand what results you are seeking. The analysis should be done to determine why the rotor eracked—not to redesign the machine, Too often, we get so involved in the analysis that we forget to just solve the problem, Rule 13 {ook forthe simplest explanation first. For example a ng oj belf wis installed too tight and then broke the shaft, 4f Rule 14 Look for the least cost and easiest solution, You need to understand what caused the failure first. For example, if

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