Equipment failure life cycle modeling based on Markov process
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It is found there are some deep-rooted causes that lead to functional failures of some crucial components on modern equipment, these deep-rooted causes probably can not be eliminated effectively by traditional maintenance works, and then the same failures take place again soon after. By analyzing characteristics of failure control theory and relationships between these various failures, this paper put forward the idea that the failure life process, in a broader sense, could be described in terms of cycle, therefore, this process is called failure life cycle (FLC), the cycle can be divided into five phases including incubation phase, root cause phase, medium characteristics cause phase, potential failure phase, and function failure phase. By applying the idea of process control, a failure life control method based on Markov process is established, to root out the direct causes and root causes of failure life comprehensively in the process of equipment operation, hence the failure could be thoroughly eliminated. Finally an example is introduced to verify rationality and validity of this method.Keywords:
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Root Cause Analysis is a tool for identifying prevention strategies. It is a process that is part of the effort to build a culture of safety and move beyond the culture of blame. Thus it can be said that Root Cause Analysis is inter disciplinary, involving experts from the frontline services, involving those who are the most familiar with the situation, continually digging deeper by asking why, why, why at each level of cause and effect; a process that identifies changes that need to be made to systems and a process that is as impartial as possible. The goal of a Root Cause Analysis is to find out what happened, why did it happen and what do you do to prevent it from happening again. In Root Cause Analysis, basic and contributing causes are discovered in a process similar to diagnosis of disease - with the goal always in mind of preventing recurrence. To be thorough, a Root Cause Analysis must include determination of human and other factors, determination of related processes and systems and analysis of underlying cause and effect systems through a series of why questions like identification of risks and their potential contributions and determination of potential improvement in processes or systems. To be credible a Root Cause Analysis must include participation by the leadership of the organization and those most closely involved in the processes and systems. It should also be internally consistent and include consideration of relevant literature.
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Abstract This article describes the topics of root cause analysis and company culture. An evaluation of the root causes of incidents can help identify areas where the culture requires improvement. In addition, an analysis of the nature of root cause can help companies understand their culture. Following an incident, root cause analysis can be conducted for at least four levels of management, (a) line supervision, (b) facility management, (c) executive management, and (d) professionals who write and then implement regulations and standards. This article makes a distinction between root causes for occupational losses and for major process accidents; it emphasizes the teachings that improve one does not automatically improve the other. In other words, a root cause analysis program that addresses the behaviors that correct occupational safety problems may not help correct those behaviors that cause process safety incidents. Examples of how root cause analysis can help a company understand and improve its culture are provided. For instance, companies should recognize the need for both training and education. If process risk is to be reduced, employees need to be educated as well as trained because education creates new behaviors that allow for improved root cause analysis and the aversion of major events. © 2008 American Institute of Chemical Engineers Process Saf Prog 2008
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We propose effective steps for skill up in five-why for investigate root cause in order to find solutions to quality problems that lead to customer complaints. Skill up in five-why consists of four stages: skill up for beginners, skill up for masters, certification of skill up and evaluation of skill. Skill up is divided into seven steps, namely, teaching, doing exercises for understanding, correcting, practicing, entrusting themselves, confirming skill and evaluating skill. The proposed seven steps for investigating root cause in five-why enable us to solve quality problems more quickly and to enhance the impact of improvements in production lines.
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An 800 person forum comprised of Root Cause Analysis (RCA) practitioners from all over the world tried to define "Root Cause Analysis." They could not agree on an answer. A smaller group was formed, composed in part by at least 5 major RCA consultants. They could not agree either. Several major Professional Societies have tried to define root cause analysis with the same results - disagreement! Each person, consultant, or organization will define "Root Cause Analysis" differently, because the depth pursued in an RCA is dependent on what the inquirer is willing to see. When a person only wants to understand the physical mechanisms of their problems, or to only see problems in their "Management Systems," that is all they will see. RCA has become whatever people want it to be. This is the problem with Root Cause Analysis. It means dif- ferent things to different industries - even different things within the same industries. It is even difficult to find consistency within the same companies, or even sites within a company! It almost seems as if we've created an endeavor (called Root Cause Analysis) that does everything but look at "root cause!" We are the root cause of our problems - each of us and all of us. We always have been and we always will be. Our attitudes, beliefs, and assumptions about life cause us to behave in errant ways. Things that go wrong are the only phenomena that prompt us to reconsider these kinds of things. Unfortunately however, it seems that most Root Cause Analysis (RCA) methods encourage people to look at just about everything besides themselves. This paper will describe an effective, proven way to help peo- ple see themselves as part of their problems. It is opposite to the blaming and finger-pointing of the past, because instead of telling people their problems, this technique will describe how to help people discover their own role in things that go wrong. It is an introspective, evidence-based exercise that is life- changing to those who are willing to participate.
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Given information about cascading failures on a power network, localization of the root cause is of great importance in accelerating the process of recovering the power network from cascading failures. In order to locate the root cause, we need to answer two questions: (1) Which information can we use to locate the root cause of cascading failures? (2) What algorithm can locate the root cause effectively? In this paper, we present our recent results towards answering these two questions. In particular, we developed a root-cause localization algorithm by exploiting the concept of correlation network, which can describe the diffusion. The simulations based on different power networks are provided, in which we show our algorithm outperforms some other existing algorithms.
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Coming from practice and guiding practice, Deng Xiaoping's idea of anti_corruption, which is to treat a disease by looking into both its root cause and symptoms and taking the root cause first, has a high social value and practical significance. Coming into being during the course of socialist modernization and reform and opening_up, it summerizes our party's anticorruption experiences according to changes of situation and China's specific circumstances.
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Abstract : This report presents a proven technique for technical problem analysis. An analysis method is described and a format presented which is aimed at the systematic solution of failures. Examples of typical problems and solutions are included in addition to guidance for the organization and operation of teams charged with establishing the root cause of failures. Comments on group processes should be helpful to new root cause team managers in the operation of the teams, and a bibliography of material on problem solving and decision making provides sources of data related to the topics. Although the text focuses on hardware development activities, it can readily be seen that the root cause analysis technique has broad application to general problems, e.g., low sales, business reversals, increased costs, etc. This technique is easy to learn and requires no special skills. Use of the format provides explicit data for the systematic evaluation of postulated failure modes. Rigid adherence to this technique makes the root cause of the problem obvious through the process of elimination and, therefore, assures that the source (root) of the problem, not the symptoms, is dealt with.
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Root Cause Analysis is a tool for identifying prevention strategies. It is a process that is part of the effort to build a culture of safety and move beyond the culture of blame. Thus it can be said that Root Cause Analysis is interdisciplinary, involving experts from the frontline services, involving those who are the most familiar with the situation, continually digging deeper by asking why, why, why at each level of cause and effect; a process that identifies changes that need to be made to systems and a process that is as impartial as possible. The goal of a Root Cause Analysis is to find out what happened, why did it happen and what do you do to prevent it from happening again. In Root Cause Analysis, basic and contributing causes are discovered in a process similar to diagnosis of disease -with the goal always in mind of preventing recurrence. To be thorough a Root Cause Analysis must include determination of human and other factors, determination of related processes and systems and analysis of underlying cause and effect systems through a series of why questions like identification of risks and their potential contributions and determination of potential improvement in processes or systems. To be Credible a Root Cause Analysis must include participation by the leadership of the organization and those most closely involved in the processes and systems. It should also be internally consistent and include consideration of relevant literature.
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