Pat Campbell

Deputy General Manager, V.P.

Michoud Assembly Facility
Maintenance and Reliability Best Practices
Chapter 11 Maintenance and Reliability
Analysis Tools

Josh Goyette
Electrical Systems Technician
Michoud Assembly Facility
Safety Moment
Agenda
Develop a common understanding of:

Why analysis tools are necessary

What analysis tools to use in what circumstances

The difference between EAM (Enterprise Asset Management) and
CMMS (Computerized Maintenance Management Systems)

The objectives of EAM and CMMS
Why Analysis in a Nutshell
Would you tell me please, which way I ought to go from here?
That depends a good deal on where you want to get to, said the cat.
I don't much care where, said Alice.
Then it doesn't matter which way you go, said the cat.
So long as I get somewhere, Alice added as an explanation.
Oh, your sure to do that, said the cat,
if you only walk long enough

Alice in Wonderland
The Terms
Chapter 11 provides 22 key terms and definitions
There are more, but these are generally used in any discussion
of Lean Manufacturing, problem solving, decision making, data
management and analysis
The terms describe tools that can be grouped into
reactive in nature, help you assess what happened
predictive, give an idea of what may happen
relational, help you understand connections
All are intended to provide a framework and structure facilitating
improvement in all aspects of Asset Management
There are common threads throughout
Common Threads
Establishing the process of process improvement
Standardizing across similar industries
Continuous improvement, teaching and learning
Simplifying complex systems and relationships
Making visible some things are not as simple or complex as they
seem
Short lists - humans
Grouping - humans
Statistical relationships
and math - ugh
Team synergy - humans


Fundamentals of Problem Solving
Common Elements
Define the problem correctly
Prioritize in some fashion
Gather information and data
Define the desired result
Plan
Act
Assess/Measure
Adjust


Types Boundaries are Flexible
Reactive
Control Charts
5 Whys
Cause Mapping
Value Stream Mapping
Root Cause
Fault Tree
Barrier Analysis



Predictive
Control Charts
Failure Modes
Design of Experiments
Statistical Analysis
Six Sigma
Mistake Proofing


Relational
Scatter Diagram
Stratification
Theory of Constraints
Deming PDCA
Pareto Analysis
Histogram
Flow Chart

Asset Management
Definitions: Ask the world


If you search "asset management + maintenance

You get more than 12 Million Hits!

Asset management is the management of a company's assets based on
maximizing those assets' return on investment (ROI), i.e., based on getting the
maximum benefit from assets based on cost.
The set of disciplines, methods, procedures and tools to optimize the whole life
business impact of costs, performance and risk exposures associated with the
availability, efficiency, quality, longevity, regulatory, safety, environmental
compliance of the companys physical assets.
Asset Management
From our parent company, Jacobs:
Asset Lifecycle Management (ALCM) is the management of technical, logistic
and economical aspects of a production facility aimed at minimizing the cost of
design, construction, operation, maintenance and disposal (life cycle cost) of the
facility while preserving the integrity and maximizing the performance.

Executive Summary

The management process through which
we consistently make and execute the
highest value decisions about the use and
care of all assets.
Short Lists See Most Often
Deming EVERYTHING
Variation Standard Deviation Statistical Quality Control
Pareto
FMEA and FMECA
5 Whys
Root Cause
Value Stream Mapping
Flow Charting
Participation Never stop
Deming - EVERYTHING
W. Edwards Deming, 1900-1993
One of the world's best-known advocates for quality, considered to
be the father of Statistical Quality Control

His teachings are credited for bringing
Japanese manufacturing from cheap
junk to global domination

Deming was driven by a deep
conviction that solutions to manufacturing
problems would be simple if we would
only turn to the concept of minimization
of variation
Statistical process control involves establishing and monitoring
standards, making measurements, and taking corrective action as a
product or service is being produced
Samples of process output are examined
If they fall outside certain specific ranges, the process is stopped and
the assignable cause is located and removed
A control chart is a graphical presentation of data over time and shows
upper and lower limits of the process we want to control

Variation Standard Deviation Statistical Quality Control
Variation Standard Deviation Statistical Quality Control
Understanding the Control Chart
Building control charts
Control charts are built using averages of small samples
The purpose of control charts is to distinguish between natural variations and variations due to
assignable causes
Natural variations
Natural variations affect almost every production process and are to be expected, even when the
process is in statistical control
They are random and uncontrollable
When the distribution of this variation is normal it will have two parameters
Mean, (the measure of central tendency of the average)
Standard deviation, (the amount by which smaller values differ from the larger ones)
As long as the distribution remains within specified limits it is said to be in control
Assignable variations
When a process is not in control, we must detect and eliminate special (assignable) causes of
variation
The variations are not random and can be controlled
Control charts help pinpoint where a problem may lie
The objective of a process control system is to provide a statistical signal when assignable
causes of variation are present

Understanding the control chart
Normal behavior
Upper
control limit
Target
Lower
control limit
One plot out above.
Investigate for cause.
One plot out below.
Investigate for cause.
Variation Standard Deviation Statistical Quality Control
Variation Standard Deviation Statistical Quality Control
Understanding the Control Chart
Upper
control limit
Target
Lower
control limit
Upper
control limit
Target
Lower
control limit
Two plots near lower control.
Investigate for cause.
Run of 5 below central line.
Investigate for cause.
Two plots near upper control
Investigate for cause.
Run of 5 above central line.
Investigate for cause.
Variation Standard Deviation Statistical Quality Control
Understanding the Control Chart
Trends in either direction 5
plots. Investigate for cause of
progressive change.
Upper
control limit
Target
Lower
control limit
Erratic behavior. Investigate.
Pareto
Vilfredo Pareto, 1848 1923
19
th
century economist who postulated that a large share of wealth is
owned by a small percentage of the population

The Pareto Principle states that 80 percent
of the problems come from 20 percent of the
causes. Pareto charts are to identify factors
that have the greatest cumulative effect on
the system.

Ideally, this allows the user to focus attention
on a few important factors in a process.

Pareto
A Pareto chart is a bar graph.
The lengths of the bars represent count and the bars are categories. The chart visually
depicts which situations are more significant
When to Use a Pareto Chart
When analyzing data about the
frequency of problems or causes in a
process.
When there are many problems or
causes and you want to focus on the
most significant
When analyzing broad causes by
looking at their specific components
When communicating with others
about your data
FMEA and FMECA
Failure Modes and Effects Analysis (FMEA) is methodology for analyzing
potential reliability problems early in the development cycle enhancing
reliability through design.
FMEA is used to identify potential failure modes, determine their effect on the
operation of the product, and identify actions to mitigate the failures. While
anticipating every failure mode is not possible, the development team should
formulate as extensive a list of potential failure modes as possible.
The early and consistent use of FMEAs in the design process allows the
design out failures and produce reliable, safe, and customer pleasing products.
FMEAs also capture historical information for use in future product
improvement.
FMEA and FEMCA
Failure modes, effects, and criticality analysis (FMECA) is an extension of
FMEA. FMECA includes a criticality analysis used to chart the probability of
failure modes against the severity of their consequences.
FMECA results in the identification of failure modes with relatively high
probability and severity of consequences, allowing remedial effort to be directed
where it will produce the greatest value.
FMECA tends to be preferred over FMEA in government, aerospace and military
organizations.
Both techniques have specific processes, forms and procedures however, a
FMEA is required to do a FMECA


FMEA and FMECA
In general, FMEA/FMECAs Require
Item(s)
Function(s)
Failure(s)
Effect(s) of Failure
Cause(s) of Failure
Current Control(s)
Recommended Action(s)
Plus other relevant details

Risk Priority Numbers (RPNs)

Criticality Analysis


Risk Priority Numbers
RPN = Severity x Occurrence x Detection
Criticality Analysis
Mode Criticality = Item Unreliability x Mode Ratio
of Unreliability x Probability of Loss
Item Criticality = SUM of Mode Criticalities


5 Whys
A simple technique that helps users to get to the root of the problem quickly.
Made popular in the 1970s by the Toyota Production System, the 5 Whys
strategy involves looking at any problem and asking: Why? and What
caused this problem?
Very often, the answer to the first why will prompt another why and the
answer to the second why will prompt another and so on; hence the name
the 5 Whys strategy.
5 is not the only number of Whys that will work
Benefits and Cautions of the 5 Whys
It helps to quickly determine the root cause
of a problem
It is easy to learn and apply
Could be too easy and too quick

Root Cause Analysis
Root cause analysis helps identify what, how and why something
happened, thus preventing recurrence.
Root causes are underlying, are reasonably identifiable, can be
controlled by management and allow for generation of
recommendations.
The process involves data collection, cause charting, root cause
identification and recommendation generation and implementation.

Four Major Steps
1. Data collection.
2. Causal factor charting.
3. Root cause identification.
4. Recommendation generation
and implementation.

Value Stream Mapping
Used to define both the Current State or As Is and the Future State or As
Desired
Maps product flow through all processes
Identifies waste

Key terms:
Lead Time
Cycle Time
Touch Time
Value Added

Flow Charting
Flow Charting
A flow chart visually depicts a process
or the stages of a project. A flow chart
provides a common reference point
for those involved in a project or
procedure. It is also a helpful point of
reference to find errors in a process or
project.
Frequently, a flow chart is used to
facilitate agreement on the steps of a
project or process.
Common benefits of flow charting are
better understanding of a process,
quality improvement, and a clearer
understanding of the relationship
between customers and suppliers.

More Lines The Fishbone
Statistician Dr. Kaoru Ishikawa,
invented the fishbone diagram. It may
be referred to as the Ishikawa
diagram.

A systematic way of looking at effects
and the causes that create or
contribute to those effects.
It may be referred to as a cause-and-
effect diagram.

The design of the diagram looks much
like the skeleton of a fish.

The value of the fishbone diagram is
to assist teams in categorizing the
many potential causes of problems or
issues in an orderly way and in
identifying root causes.
Teams and
Brainstorming
More Lines The Fishbone
When should a fishbone diagram be used? BY A TEAM
To study a problem/issue to determine the root cause?
To study all the possible reasons why a process is beginning to have
difficulties, problems, or breakdowns?
To identify areas for data collection?
To study why a process is not performing properly or producing the desired
results?

Basic Steps:
1. Draw the fishbone diagram....
2. List the problem/issue to be studied in the "head of the fish".
3. Label each ""bone" of the "fish". The major categories typically utilized are:
The 4 Ms:
o Methods, Machines, Materials, Manpower
The 4 Ps:
o Place, Procedure, People, Policies
The 4 Ss:
o Surroundings, Suppliers, Systems, Skills
CMMS vs. EAMS
What is the difference ?

Computerized Maintenance Management System
Enterprise Asset Management System


Perhaps nothing, perhaps everything

CMMS vs. EAMS
Implemented CMMS software:
Equipment data
Maintenance data
Inventory (parts) data
Scheduling data
Work order data
Labor/resource data


90-95% of users surveyed say CMMS:
Failed to meet expectations
Has not yet yielded expected ROI (Return on
Investment)
Is not integrated into the users day-to-day activities
CMMS vs. EAMS
CMMS capabilities
What implementation means and what is involved
What you want and should expect from CMMS
What we want and need for information beyond today
Understand the system and its capabilities
Plan the implementation and the sites utilization of the CMMS
Develop procedures specific for the system and the site
Equipment hierarchy
Parent/child relationship
Understand why the hierarchy is important
Identify the staffing requirements
Develop the timeline
Measure, Monitor and Tune
CMMS vs. EAMS
USE PLAN USE PLAN USE PLAN USE PLAN USE PLAN USE PLAN USE PLAN USE PLAN
ARC Y Y N N Y Y N N Y Y Y Y N N 57.1% 57.1%
DFRC Y Y N N N N N N Y Y Y Y N N 42.9% 42.9%
GRC N N N N N N N N N N N N N N 0.0% 0.0%
GSFC Y Y N N N Y N N Y Y Y Y N Y 42.9% 71.4%
JPL Y Y N N Y Y N Y Y Y Y Y Y Y 71.4% 85.7%
JSC N N N N N N N N N N N N N N 0.0% 0.0%
KSC/JBOSC Y Y N Y N Y N N N N Y Y Y Y 42.9% 71.4%
KSC/PAYLOADS N Y N Y N N N N N N N N N Y 0.0% 42.9%
KSC/SHUTTLE Y Y N Y N Y N Y Y Y Y Y Y Y 57.1% 100.0%
LARC Y Y N N N N N N N N N N Y Y 28.6% 28.6%
MAF N Y N Y N Y N Y N Y N N N Y 0.0% 85.7%
MSFC Y Y N N N Y Y Y Y Y Y Y Y Y 71.4% 85.7%
SOMO/CSOC
8
Y Y Y Y Y Y Y Y Y Y Y Y N Y 85.7% 100.0%
SSC Y Y N Y N Y N Y N Y Y Y Y Y 42.9% 100.0%
WFF Y Y N N N Y N N Y Y Y Y Y Y 57.1% 71.4%
WSTF N N N N N N N N N N N N N N 0.0% 0.0%
WSC Y Y N N N N N N N N Y Y N N 28.6% 28.6%
TOTAL % Y 70.6% 82.4% 5.9% 35.3% 17.6% 58.8% 11.8% 35.3% 47.1% 58.8% 64.7% 64.7% 41.2% 64.7%
FUNCTIONS (Page 1 of 2)
Function Totals
Page 1 only Asset Mgmt.
5
Fac. Operations
6
Mods & Rehabs
7
Site
Fac. Maintenance
1
Logistics
3
Eq. Calibration
4
Property Mgmt.
2
Enterprise Asset Management Systems
CMMS vs. EAMS
The selection and implementation of a MS follows the
same analytical process as any other significant business
purchase:
Needs Analysis
Selection
Approval
Purchase
Implementation
Performance Monitoring
Improvement Cycle
CMMS vs. EAMS
Avoid viewing any MS as a universal remedy for maintenance
problems or inadequate maintenance performance. Most organizations
fail to achieve the full benefits of an MS because they do not take the
time to evaluate, refine, and improve current maintenance practices.

Simply adding an MS to maintenance practices and procedures in
chaos provides computerized chaos and not better maintenance
management and service to the customers of maintenance. Instead, to
really benefit from an MS requires developing and implementing a
system that is tailored to your specific needs.




CMMS vs. EAMS
Some of the most common implementation problems that individually or jointly
cause major difficulties or delays, or completely stop the effort, include the
following:

Discovering the system does not provide required features or functions
Encountering major surprises when a critical capability does not operate in the
manner required
Attempting to use the new system in the same manner as the old, i.e., automating
obsolete work processes (especially true when replacing an older system)
Misunderstanding or grossly underestimating the level of effort required. Users
become disenchanted when a realization of the true effort required becomes
apparent.
Lacking a thorough plan, schedule, and objectives This is song about Alice
Having less than adequate staffing support
Overloading users up front with excessive training and subsequently having
problems using the system because it seems so massive and complicated.

Participation Never Stop
Continuous Education
Process Improvement
Forward Thinking
Questioning and Offering
Teaching and Assisting
Evolving and Adapting
Positive Approach
Team


If I Didnt Make Any Sense
5 Why Analysis Video
Fishbone Analysis Video
Pareto Analysis Video
FMEA Video
Control Chart Video
Are We Done?
Never!