The Latent Causes of Industrial Failure

Fatigue is a failure mode that every manufacturing plant will experience at some point and can become chronic if not solved. While understanding fatigue has advanced since its inception in the early 1800s, there are still some misunderstandings in manufacturing in solving these failures. A characteristic of fatigue failures is stress, which is typically below the yield strength of the material. This is what makes fatigue a silent killer.

The business process is most commonly named Root Cause Failure Analysis (RCFA) or root cause analysis. The name itself implies the largest and most expensive problem when implementing problem solving in an organization. The results wanted from the process are to eliminate the problem, not to analyze the failure. To convey the desired result to the organization, the name should therefore be changed to Root Cause Problem Elimination (RCPE).   

Many different factors contribute towards the failure of a pump. Some factors that did not seem to have contributed to earlier failures were not examined or considered and may become the cause of failure under other situations. Failures do not occur suddenly. Usually there are many symptoms, which signal a failure situation and are generally termed as potential failure modes. The ignorance of such symptoms almost always leads to failure. Below are two case studies pertaining to mechanical seal systems, a vital component of pumps operating in running process plant.

How often is the phrase "The ROOT Cause of the problem" used at your plant/mill? This phrase is a bit symptomatic of how Root Cause Analysis is thought of. The phrase implies that there is only one "cause" to the problem. Rarely is there a single root cause to any given problem. Usually, there are several reasons; to be sure there are several "technical causes" that interact to create a breakdown/failure.

Root Cause Analysis (RCA) is a useful tool for trouble shooting breakdowns and efficiently coming to a solution. I propose the following seven points for successful implementation of RCA that will naturally result in increased profits.

Lately, I’ve been asked to provide root-cause analysis training more than ever before in my 14 years as an independent quality/lean consultant. This is interesting in the age of Six Sigma, especially because “analyze” is the heart of DMAIC (define, measure, analyze, improve, control). I find this interesting in this age of lean, in which the lean tools that are taught to so many people are only possible solutions to good root-cause analysis. I began to wonder, “Why does root-cause analysis suck?,” and I came up with the following possible root causes. You decide which apply to your company by asking “Why?” somewhere around five times until you find the systemic reason(s) that it sucks at your company. Drum roll, please . . .

So, the root cause problem elimination. It's really just a structured approach to eliminate problems...that's all it is. It's what usually happens when people say they do root cause, in my experience, this is the morning meeting and someone says motor tripped-out costing production loss. So, what happens in the morning meeting, now I haven't been to yours, but somewhere, the first thing people say is this a maintenance problem or is this an operations problem.