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Root Cause Analysis: Improving Performance for Bottom-Line Results, Third Edition 3rd New edition [Kõva köide]

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, (Reliability Center, Inc., Hopewell, Virginia, USA), (Meadwestvaco, Covington, Virginia, USA), ,
  • Formaat: Hardback, 288 pages, kõrgus x laius: 235x156 mm, kaal: 522 g, 40 Halftones, black and white; 32 Tables, black and white; 207 Illustrations, black and white
  • Ilmumisaeg: 05-May-2006
  • Kirjastus: CRC Press Inc
  • ISBN-10: 0849353408
  • ISBN-13: 9780849353406
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Root Cause Analysis: Improving Performance for Bottom-Line Results, Third Edition 3rd New editionSuurem pilt
  • Formaat: Hardback, 288 pages, kõrgus x laius: 235x156 mm, kaal: 522 g, 40 Halftones, black and white; 32 Tables, black and white; 207 Illustrations, black and white
  • Ilmumisaeg: 05-May-2006
  • Kirjastus: CRC Press Inc
  • ISBN-10: 0849353408
  • ISBN-13: 9780849353406
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780849353406.html
Märksõnad:
There is no easy answer to the question, What is RCA? Some will give a general idea of what Root Cause Analysis (RCA) is designed to accomplish, while others will advocate a specific approach. In this third edition of the best-selling Root Cause Analysis: Improving Performance for Bottom-Line Results, acclaimed experts Robert and Kenneth Latino offer a broad look at the various types of approaches to RCA, comparing their pros and cons while supplying practical tools for implementing or improving current RCA initiatives. This edition expands the scope of RCA, taking a holistic approach that includes recent perspectives, opportunity analysis, and RCAs fit with current initiatives such as Total Quality Management (TQM) and Six Sigma. In addition to a broader perspective, the book presents updated and expanded material including: a chapter devoted to problem-solving/brainstorming; methodology versus software; using the PROACT® approach complimented by the PROACT® Enterprise Version 3.0 software; discussion of the various conflicting definitions of common terms used in RCA; and a focus on measuring ROI.

Emphasizing the organizational support necessary for successful RCA efforts, Root Cause Analysis: Improving Performance for Bottom-Line Results, Third Edition demystifies the concepts involved in effective RCA and presents hands-on guidance for program enactment.
Chapter 1 Introduction to the PROACT Root Cause Analysis (RCA) Work Process 1(16)
Mean Time between Failure (MTBF)
4(1)
Number of Events
4(1)
Maintenance Cost
5(1)
Availability
5(1)
Reliability
5(4)
Balanced Scorecard
9(1)
The RCA Work Process
10(7)
Chapter 2 Introduction to the Field of Root Cause Analysis 17(10)
What is Root Cause Analysis (RCA)?
17(1)
Why Do Undesirable Outcomes Occur? The Big Picture
18(1)
Are All RCA Methodologies Created Equal?
19(1)
Attempting to Understand RCA — Is This Good for the Industry?
19(1)
What is Not Root Cause Analysis?
20(1)
How to Compare Different RCA Methodologies When Comparing Them
21(3)
What Are the Primary Differences between Six Sigma and RCA?
24(1)
Obstacles to Learning from Things That Go Wrong
25(2)
Chapter 3 Creating the Environment for RCA to Succeed: The Reliability Performance Process (TRPP) 27(16)
The Role of Executive Management in RCA
27(2)
The Role of a RCA Champion (Sponsor)
29(2)
The Role of the RCA Driver
31(1)
Setting Financial Expectations: The Reality of the Return
32(2)
Institutionalizing Root Cause Analysis (RCA) in the System
34(1)
Reliability Center, Inc
35(5)
Appendix I: Sample RCA Procedure
40(3)
Chapter 4 Failure Classification 43(8)
RCA As An Approach
49(2)
Chapter 5 Opportunity Analysis: "The Manual Approach" 51(20)
Step 1: Perform Preparatory Work
55(5)
Define the System to Analyze
55(1)
Define Undesirable Event
56(2)
Draw Block Diagram (Use the Contact Principle)
58(1)
Describe the Function of Each Block
58(1)
Calculate the "Gap"
58(1)
Develop Preliminary Interview Sheets and Schedule
59(1)
Step 2: Collect the Data
60(3)
Step 3: Summarize and Encode Data
63(2)
Step 4: Calculate Loss
65(1)
Step 5: Determine the "Significant Few"
66(1)
Step 6: Validate Results
67(1)
Step 7: Issue a Report
68(3)
Chapter 6 Asset Performance Management Systems (APMS): Automating the Opportunity Analysis Process 71(14)
Determining Our Event Data Needs
71(1)
Establish a Workflow to Collect the Data
72(2)
Employ a Comprehensive Data Collection System
74(1)
Analyze the Digital Data
75(10)
Chapter 7 The PROACT® RCA Methodology 85(20)
Preserving Event Data
86(2)
The Error-Change Phenomenon
88(2)
The 5-Ps Concept
90(1)
Parts
91(1)
Continuous Process Industries (Oil, Steel, Aluminum, Paper, Chemicals, etc.)
91(1)
Discrete Product Industries (Automobiles, Package Delivery, Bottling Lines, etc.)
92(1)
Healthcare (Hospitals, Nursing Homes, Outpatient Care Center, Long-Term Care, etc.)
92(1)
Position
92(2)
People
94(3)
Paper
97(1)
Paradigms
98(7)
Chapter 8 Ordering the Analysis Team 105(12)
Novices versus Veterans
106(1)
The RCA Team
107(10)
Chapter 9 Analyzing the Data: Introducing the PROACT Logic Tree 117(22)
An Academic Example
131(6)
Verification Techniques
136(1)
Confidence Factors
137(1)
The Troubleshooting Flow Diagram
138(1)
Chapter 10 Communicating Findings and Recommendations 139(14)
The Recommendation Acceptance Criteria
139(1)
Developing the Recommendations
140(1)
Developing the Report
141(4)
The Final Presentation
145(8)
Chapter 11 Tracking for Bottom-Line Results 153(12)
Getting Proactive Work Orders Accomplished in a Reactive Environment
154(1)
Sliding the Proactive Work Scale
155(1)
Developing Tracking Metrics
156(3)
Exploiting Successes
159(2)
Creating a Critical Mass
161(1)
Recognizing the Life Cycle Effects of RCA on the Organization
161(1)
Conclusion
162(3)
Chapter 12 Automating Root Cause Analysis: The Utilization of The PROACT Enterprise Version 3.0+ 165(44)
Customizing Proact for Our Facility
165(2)
Setting Up a New Analysis in the New Proact FMEA and OA Module
167(5)
Setting Up a New Analysis in the New PROACT RCA Module
172(11)
Automating the Preservation of Event Data
183(2)
Automating the Analysis Team Structure
185(4)
Automating the Root Cause Analysis — Logic Tree Development
189(8)
Automating the RCA Report Writing
197(3)
Automating Tracking Metrics
200(9)
Chapter 13 Case Histories 209(52)
Case History #1: ISPAT Inland, Inc. East Chicago, IN
210(12)
Line Item from Modified FMEA: Identified Root Causes
211(1)
Implemented Corrective Actions
212(1)
Effect On Bottom Line
213(1)
RCA Team Statistics
214(1)
RCA Team Acknowledgments
214(1)
Core RCA Team Members
214(8)
Case History #2: Eastman Chemical Company Kingsport, TN
222(4)
Line Item from Modified FMEA
223(1)
Identified Root Causes
223(1)
Implemented Corrective Actions
224(1)
Effect On Bottom Line
224(1)
RCA Team Statistics
224(1)
RCA Team Acknowledgments
224(1)
Core RCA Team Members
225(1)
Case History #3: LYONDELL-CITGO Refining Houston, TX
226(12)
Line-Item From Modified FMEA
226(1)
Identified Root Causes
227(1)
Implemented Corrective Actions
227(1)
Effect On Bottom-Line
227(1)
RCA Team Statistics
228(1)
RCA Team Acknowledgments
228(1)
Core RCA Team Members
228(10)
Case History #4: Eastman Chemical Company World Headquarters Kingsport, TN
238(5)
Line Item from Modified FMEA
239(1)
Specific RCA Description
239(1)
Identified Root Causes
240(1)
Implemented Corrective Actions
241(1)
Effect On Company Bottom Line
241(1)
RCA Acknowledgments
241(2)
Case History #5: Southern Companies Alabama Power Company Parrish, AL
243(3)
Line Item From Modified FMEA
243(1)
Specific RCA Description
243(1)
Identified Root Causes
244(1)
Implemented Corrective Actions
244(1)
Effect On Company Bottom Line
245(1)
RCA Team Statistics
245(1)
RCA Acknowledgments
245(1)
Core RCA Team Members
245(1)
Case History #6: Weyerhauser Company Valliant, OK
246(15)
Line Item from Modified FMEA Identified Root Causes
251(1)
Implemented Corrective Actions
252(1)
Effect On Bottom-Line Tracking Metrics
253(1)
Bottom-Line Results
253(1)
Corrective Action Time Frames
253(1)
RCA Team Statistics
253(1)
RCA Team Acknowledgments
253(1)
Core RCA Team Members
254(7)
Index 261