AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 1 -- Since thinking in an orderly
manner precedes working in an orderly
manner, using good failure analysis
management techniques can help us find root
causes of failures more quickly. Therefore,
before performing a failure analysis we
should review basic failure analysis
management concepts that should be used.

Applied Failure Analysis Managing Failure Analysis

Management Slide 2 -- During this presentation we will
discuss the Eight Steps of Applied Failure
Analysis, the people involved, and their job
responsibilities. An orderly approach such as
the 8 Steps will help us do the right things at
the right time. The failure analysis team
consists of customer, dealer and factory
people, and each has an important part in the
failure analysis process. Failure analysis is
most successful when each team member
does their job responsibilities.

Applied Failure Analysis Managing Failure Analysis

Management Slide 3 -- Failure analysis can be defined as
"Thoughtful review of product and
environmental FACTS which leads to
identification of ROOT CAUSES of product
problems." Notice that facts and root cause
are italicised because facts are the key to
finding the root cause.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 4 -- When a failure occurs, we can
either just fix the damage or put the machine
back to work, or we can find the root cause.
As we work, we should get into the habit of
asking ourselves the question, II Is this the
root cause or a result?" It is a bad day when
a customer has a failure, but it is a much
worse day when he has a repeat failure.

Applied Failure Analysis Managing Failure Analysis

Management Slide 5 -- There are facts in all failures that
tell us whether a failed part is the root cause
or a result. We nickname these facts "road
signs" because they often tell us not only that
the damaged part is a result, but also help us
know which way to go to find the cause.
From past experience, we know that
following results leads to false conclusions,
mistakes, and unhappy customers, while
identifying root causes leads to accurate
conclusions, problem solution, and satisfied
customers. So in failure analysis work we
must constantly evaluate the road signs to be
sure we stay on the root cause path.

Applied Failure Analysis Managing Failure Analysis

Management Slide 6 -- Failure analysis is best done
immediately after a problem is noticed and
while facts are fresh. It should be done at or
near the job site, and should be managed by
the local failure analysis leader. Customer,
dealer and factory personnel should gather
facts and assist the failure analysis leader
when necessary.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 7 -- The analysis leader should follow
a logical, fact-based approach such as The
Eight Steps of Applied Failure Analysis.
The first five steps of the process start with a
product complaint and end with identifying
the root cause. The last three steps
include communication and proper
corrective action. Each step prepares you to
accomplish the following step. You need to
be able to do each step well to do good
failure analysis work.

Applied Failure Analysis Managing Failure Analysis

Management Slide 8 -- Step one is to state the problem
clearly and concisely. Failure analysis is
needed when things are deformed, worn or
broken, not when the problem can be
resolved by adjustment or proper operation.
So first, get basic product background
information and determine if failure analysis
is needed. In this step things that are wrong
are "fenced in". The problem statement
describes things that are not ok: things that
are deformed, worn, or broken. Don't make
the fence too large and include things that
are still ok. On the other hand, don't make
the fence too small and exclude things that
are not ok.

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Applied Failure Analysis Managing Failure Analysis

Management Slide 9 -- If failure analysis is needed, begin
the failure analysis process by writing a
problem statement. The problem statement
Problem Statement should include:
1. The complaint
2. The specific area or component that is
•Complaint not ok

•Component

Applied Failure Analysis Managing Failure Analysis

Management Slide 10 -- Complaints occur when people
think they see, hear, feel or smell some-
thing wrong. Complaints should be
Complaint investigated until what is wrong is identified.
Complaints may be black smoke, loss of
• See power, vibration, running hot, hydraulics
• Hear responding too slowly, engine won't start,
• Smell unusual sounds or odors, etc. Also, record
• Feel machine model and serial number, time in
service, operational conditions and get facts
Something Wrong about past repairs or difficulties that could
have led to the complaints.

Applied Failure Analysis Managing Failure Analysis

Management Slide 11 -- The component or specific
product area that is not performing properly
should also be identified. Careful
Component questioning can help identify things that are
• Specific area not ok. For example, follow leaks to their
not okay source. Ask enough probing questions and
do enough investigation until the component
or specific area that is leaking has been
identified.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 12 -- A problem statement should
contain the complaint and the specific
product area that is not ok. The problem
Example: statement, "The left track on the 08 tractor is
noisy and jerking" has both the complaint
(noisy and jerking) and the specific product
• Left track on
D8 is scraping area (left track).
and jerking.

Applied Failure Analysis Managing Failure Analysis

Management Slide 13 -- Why Step 1 is important. A good
problem statement clearly defines what is
not ok, focuses thoughts for step 2, and helps
Step 1 Importance prevent mistakes and needless repairs. For
example, a farmer began to use his tractor
for spring plowing and found he had low
•Focuses analysis power, black exhaust smoke, and the
turbocharger didn't whistle like it normally
•Prevents mistakes did. He concluded that he had a bad turbo,
bought a new one, installed it, and found he
still had the same problem. Further
investigation revealed a bird had made a nest
in his air inlet piping over the winter,
creating severe inlet air restriction. Needless
repairs were made and work time was lost
because a good problem statement wasn't
made. The farmer made the "fence" too tight
replaced a turbo that was "ok", and excluded
the air inlet piping that was not ok.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 14 -- Step Two is getting organized for
fact gathering, or planning ahead. Review
the problem statement and think about areas
that could have led to the failure. Write
down key areas where you should go to get
more facts. Also list any necessary literature,
tooling, facilities, equipment, people, time
schedules and precautions that will be
needed while gathering facts. In a similar
way, a plan to build a house is needed before
beginning construction.

Applied Failure Analysis Managing Failure Analysis

Management Slide 15 -- As you proceed with step 2 there
are unending opportunities to use
preconceived ideas, or ideas that form as we
begin to get facts. For example, if several
bearings have spun and stuck to the
crankshaft, you may have a preconceived
idea that low oil level caused insufficient
lubrication. But as more facts are gathered
you may find that the oil pump gears failed
and oil flow stopped. Using preconceived
ideas is dangerous because it can lead in the
wrong direction, or cause wrong
conclusions. Can you think of a bad
experience you have had because you used a
preconceived idea?

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 16 -- When planning our fact
gathering, we should remember that events
occur along a time line, and that failure can
occur many weeks or months after the root
cause event happens. For example, a cooling
system problem can overheat an engine for a
short time, damage pistons, be corrected, and
not cause immediate failure. The operator
may then run the engine with damaged
pistons for many days or weeks before piston
failure occurs. As the failure progresses
performance may still be "good". Only after
failure occurs is performance "bad". If no
root cause facts are found just before failure,
begin gathering facts from the past.

Applied Failure Analysis Managing Failure Analysis

Management Slide 17 -- Before beginning fact gathering,
we should review the possible types of
information we may receive. Information
may be:
1. False - always wrong
2. Assumptions - often wrong
3. Opinions - sometimes wrong, evaluate
credibility of source
4. Feelings can lead to exaggerations and
error
5. FACTS the actual details we seek.

Ask quantitative and qualitative questions to

help insure you are getting facts, not
questions requiring simply a "yes" or "no"
answer. For example, simply asking, "Was
there oil in the crankcase?" will get less
accurate information than asking "How
much oil?" and "What did the oil look like?"
If we gather inaccurate or wrong
information, everything else we do using that
information will also be wrong. We must get
facts.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 18 -- Observing and recording facts is
easier if we are physically prepared in
advance. Items such as paper and pen, 35mm
camera and film, flash attachment,
flashlights, extra batteries, magnifying glass,
oil filter cutting tool, pick, black marker, and
a magnet make identifying and recording the
facts much easier. Other equipment, such as
a stereo zoom binocular microscope and
close-up 35mm camera lenses, are also
extremely useful in observing and recording
tiny facts on damaged parts.

Applied Failure Analysis Managing Failure Analysis

Management Slide 19 -- The minimum fact gathering
equipment should be a 35mm camera,
magnifying glass, paper, pen, and pick. Facts
should be recorded in a booklet with bound
pages to avoid loosing or misplacing
information.

Applied Failure Analysis Managing Failure Analysis

Management Slide 20 -- Step 2 is important because it
helps us plan ahead and prepare the
thoughts, equipment, and people necessary
Step 2 Importance to do an organized failure analysis. This is
like getting organized to go an fishing
vacation and thinking of all the travel,
•Plan ahead camping and fishing items you will need to
have a great vacation.
•Get organized

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 21 -- Step 3 is to observe and record
facts. Follow the plans made in Step 2 and
gather as many facts as possible. Some tiny
facts need to be magnified before they can
be recognized. Get a magnifier and use it
regularly. Record facts by writing them
down and taking pictures, don't rely on
memory. Also, pictures record visible facts
you may have missed and make it possible to
go back and continue gathering facts even
after the parts are gone.

Applied Failure Analysis Managing Failure Analysis

Management Slide 22 -- Facts are what you see, hear, feel
or smell. Fact sources include:
-the job site
-damaged parts
-metallurgical labs

When interviewing people who operated and

maintained the equipment, ask specific
quantity, quality and time questions to help
identify facts. Avoid using questions that
require a simple "yes" or "no" answer.
Review service reports and maintenance
records and gather facts from them. Be
patient with yourself and take the time
needed to observe and record as many facts
as you can. Later on you will use these facts
to make events for a time line. On difficult
problems, you may want to personally gather
facts to reduce the chance of communication
errors. In most instances, however, you will
not be able to do everything yourself and
must rely on others. It is therefore important
to review with them the basic principles of
good fact gathering and insure facts are
recorded.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 23 -- The job site has operational facts
that often lead to the root cause of failure.
Interview operators and get quantity and
quality facts about application, operation and
maintenance. Check for things like steep
slope operation, shock loading, overheating,
noisy operation, etc.

Applied Failure Analysis Managing Failure Analysis

Management Slide 24 -- Inspect damaged parts and use
the principles of visual examination,
metallurgy, wear and fractures to identify
facts. Ask yourself "What do I see?" and
write down the surface features present. For
example, this bearing is black and metal has
extruded at the edge. Look at each part and
record all the facts you see before moving to
the next part.

Applied Failure Analysis Managing Failure Analysis

Management Slide 25 -- Metallurgical labs can give you
information about metal quality, heat
treatment, fracture origins, etc. Sit down and
have the metallurgist go over reports and
explain the facts they saw.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 26 -- Step 3 is important because it
produces facts that are the building blocks of
good failure analysis. Get as many facts as
Step 3 Importance possible before proceeding to step four.

Facts are AFA

Building Blocks

Applied Failure Analysis Managing Failure Analysis

Management Slide 27 -- Step 4 is to think logically with
the facts. Putting facts together is similar to
putting pieces of a jigsaw puzzle together, it
helps you see the bigger picture. In failure
analysis work you seldom have all the facts
because some are usually lost or destroyed
during failure and repairs.

Applied Failure Analysis Managing Failure Analysis

Management Slide 28 -- When you have gathered all
possible facts, look at each fact and ask
yourself "What does this fact mean?"
Step 4 … Something happened which produced the
fact. These are EVENTS. Sometimes several
What To Do facts will help identify the same event.
Facts Events Events are dynamic, moving actions that
occurred earlier. Events do action things like
make noise, smoke, and radiate heat. Make
“What does this all the events you can from the facts.
fact mean?”

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Applied Failure Analysis Managing Failure Analysis

Management Slide 29 -- As you identify events, write each
one on a separate piece of paper. Paper with
Determine Events from Facts a self-stick back will allow you to move the
events around as you work with putting
events on the time line later on.
B
A

E
C
G
D

Applied Failure Analysis Managing Failure Analysis

Management Slide 30 -- Now put the events in a time
sequence to help you understand the failure
progression. Begin by drawing a vertical or
Make a Time Line horizontal line. Write "new" on one end and
"failed" on the other end. This will be the
Good "time line" for the failure.

Broken

Applied Failure Analysis Managing Failure Analysis

Management Slide 31 -- Begin by taking any event and
placing it in the middle of the time line.
Sequence Events on Time Line Then take a second event and ask yourself if
it happened before or after the event you
already put on the time line. For example, if
Good
B the event "got a black eye" was on the time
A
line, would the event "got hit in the eye" go
E
before or after it. Of course, it would go
C
G
before it because the eye got black because it
D had been hit. Repeat this process until all
events are on the time line. Rearrange the
Broken
events until each event leads to or causes the
next event.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 32 -- Step 4 is important because
thinking logically with facts identifies events
that took place and helps you understand
Step 4 Importance how the failure progressed. At the end of
step 4 you should have a logical sequence of
•Identifies events placed on a time line to make it easy
to see and understand what happened and at
EVENTS what time.
in time sequence

Applied Failure Analysis Managing Failure Analysis

Management Slide 33 -- Step 5 is to identify the most
probable root cause. The words "most
probable" are used because some facts are
usually lost and events on the time line are
someone's interpretation of what the facts
mean. If more facts become available, the
events on the time line may change. So it is
appropriate to say: "most probably this is the
root cause".

Applied Failure Analysis Managing Failure Analysis

Management Slide 34 -- The root cause has three parts:

1. What happened
Step 4 … 2. How it happened
3. Who did it
How To Do It
Root Cause Contains
1.What happened
2.How it happened
3.Who is responsible

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 35 -- Begin by looking at the events on
the time line that you put together in step 4.
Sequence Events on Time Line Those events are "what" happened in a time
sequence. To be a root cause, it must be the
Good What first "What?" abnormal event that occurred.
D
C How

B Who
G
E
A
Broken

Applied Failure Analysis Managing Failure Analysis

Management Slide 36 -- Look at the first event on the time
line and ask yourself "Is this event the root
cause or a result?"

Is first event
ROOT CAUSE
or a RESULT?

Applied Failure Analysis Managing Failure Analysis

Management Slide 37 -- If it is the root cause, then find
out how it happened and who did it.
If Root Cause:

•How?
•Who?

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 38 -- If the first event is a result,
brainstorm a list of possible cause events that
could have happened earlier. Then go and
If Result: look for facts in each possible event area to
tell you if the event occurred. For example,
if abrasive wear was the first "What?" event,
Good Broken list all possible earlier events that could
cause debris to enter the system.

Applied Failure Analysis Managing Failure Analysis

Management Slide 39 -- If no facts are found to support a
possible cause event, cross it off the list.
When facts are found, stay on that fact trail
Step 5 … until the new event is identified. The new
event is now the first event on your time
How To Do It line. If it is a result, repeat this process until
the first abnormal "What?" event is
X identified. This event will be part of your
X
most probable root cause.
N 1
X

Applied Failure Analysis Managing Failure Analysis

Management Slide 40 -- If none of the possible root cause
events fits the facts and events on the time
line, the correct root cause event may not
have been on the list, the problem statement
could have been wrong, or bad information
could have been gathered. Here it is
necessary to recheck the root cause list, the
problem statement, and the facts. And since
we each see things a little differently, it
usually helps if we consult with the other
failure analysis team members and obtain
their ideas about events, time lines and
possible root causes. They may have seen a
different picture than you did and may have
some new possible causes to check out.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 41 -- After identifying the root cause, a
root cause statement should be written. It
should contain what happened, how it
If Root Cause: happened, and who did it.

•What?
•How?
•Who?

Applied Failure Analysis Managing Failure Analysis

Management Slide 42 -- After arriving at the most
probable root cause, we should "double
check" ourselves by asking this question: "Is
there any possible way the other party could
have caused this failure?" We should write
down possibilities and go to the gathered
facts (including appropriate failed iron) to
check each possibility. This can lead to new
events and root causes we may have
overlooked. The "double check" question
helps us see a bigger picture. Then we will
be ready to communicate about the most
probable root cause of failure.

Applied Failure Analysis Managing Failure Analysis

Management Slide 43 -- Step 5 is important because
identifying the root cause enables good
communication, accurate repairs, controlled
Step 5 Importance costs and improved relationships between
factory, dealer and customer personnel.
•Good Communication
•Accurate Repair
•Controlled Costs
•Improved Relationship

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 44 -- Step six is to communicate the
root cause to the responsible party and get
corrective action.

Applied Failure Analysis Managing Failure Analysis

Management Slide 45 -- As senders we need to:

1. Have a clear "picture" of the situation in

our own minds and have and necessary
supporting facts before attempting
communication, or in other words, we need
to be competent about the problem.
Competence comes through thinking with
facts and creating events until we understand
why and how problems occurred.
Competence also helps us become confident.

2. Consider the receiver's background and

adapt the presentation to his education and
experience level.

3. Present a logical, organized, message

4. Send positive, "win-win" message to the

receiver. We should be interested in others
success as well as our own, and need to
succeed together.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 46 -- Receivers have some key duties
also. They should:

1. Be good listeners
a. Listen selectively Tell the sender what
facts are needed
and through feedback keep him on the
subject.
b. Listen responsively -Help the sender
communicate by showing interest, feeling,
agreement, disagreement, etc.
2. Send positive "win-win" messages during
feedback. Let the sender know you're
interested in his success as well as your own,
and you are confident success can come
through joint effort.

Applied Failure Analysis Managing Failure Analysis

Management Slide 47 -- In communication both senders
and receivers should send as many "win-
win" messages as possible through three
mediums:
1. Body language 58%
2. Tone of voice 32%
3. Words 10%

A management survey showed that the most

significant communication is done through
body language (about 58%), then through
tone of voice (about 32%), and finally
through words (about 10%). People believe
what they see more than what they hear.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 48 -- What positive things can we do
with our bodies to take full advantage of the
58% and win friends?
1. Friendly smile
2. Firm handshake
3. Neat, clean appearance
4. Good eye contact
5. Want to be of service

Applied Failure Analysis Managing Failure Analysis

Management Slide 49 -- What positive things can we do to
take full advantage of tone of voice?
1. Friendly
2. Kind
3. Polite
4. Sincere
5. Interested
6. Want to be of service

Applied Failure Analysis Managing Failure Analysis

Management Slide 50 -- What positive things can we do to
take full advantage of words:
1 .Use good topic sentences to orient the
receiver followed by specific details.
2. Consider the receiver's background
3. Define new words
4. Avoid abbreviations
5. Want to be of service

Notice that it is our attitude that naturally

controls the way we look, sound, and talk,
and that our attitude is largely a result of our
outlook on life. Our attitude needs to be:
1. Positive
2. Enthusiastic
3. Service oriented
4. "We Can" oriented

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AFA – 2 Managing Failure Analysis 4/25/2001

(Instructor examples of how using good

attitude has influenced customers helped
solve problems or led to sales.)

Applied Failure Analysis Managing Failure Analysis

Management Slide 51 -- After we have identified the most
probable root cause and double checked
ourselves, we are ready to begin
communication with others involved in the
failure. A good way to do this is to use
the LSCPA counsellor approach to problem
analysis.

1. Listen - Get the other side of

the story before presenting yours.
2. Share - Let others know you can
understand being upset about problems,
then share with them the facts, events
and time line information you
have prepared.
3. Clarify - Resolve uncertainties
and identify root cause. This also
identifies needs.
4. Propose - Suggest corrective action
that meets needs and stops repeat
failures. If you have been professional in
communicating facts, events and root cause,
others will usually seek your ideas about
needed corrective action -the "pull" theory.
5. Ask - When corrective action is agreed upon,
ask for commitment to times for "us" to start.

Notice that you never TELL things to others.

The old saying is true that people love to
ASK but hate to be TOLD. People make
business decisions, so we must do things that

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AFA – 2 Managing Failure Analysis 4/25/2001

are acceptable to people.

When the customer feels comfortable that
the proposal meets his needs, it is time to
stop discussion and ASK for his
commitment to begin corrective action.

Using this LSCPA approach enables us to

serve others and help them improve. As we
do this, we also improve and develop new
friendships.
(Instructor example of LSCPA)

Notice that you never TELL things to others.

The old saying is true that people love to
BUY but hate to be SOLD, and love to ASK
but hate to be TOLD. People make business
decisions, so we must do things that are
acceptable to people. When the customer
feels comfortable that the proposal meets his
needs, it is time to stop discussion and ASK
for his commitment to begin corrective
action. Using this LSCPA approach enables
us to serve others and help them improve. As
we do this, we also improve and develop
new friendships. (Instructor example of
LSCPA)

Applied Failure Analysis Managing Failure Analysis

Management Slide 52 -- This chart helps us find patience
and understanding for ourselves and for
others. It depicts our development from
amateur to professional capability in any
field. Without education or experience we
perform as amateurs. We may work hard, but
because we have wrong ideas, we make
mistakes and have failures. As we are
educated through study and training, and
gain practical experience, we become
professional. A professional is one who
understands and does the job right the first
time. Sometimes we discover that people
have made mistakes that cause failures.
These people are often amateurs in
mechanical areas, and unless we help them
grow into a professional level about their
problem, they will not agree to make any

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AFA – 2 Managing Failure Analysis 4/25/2001

changes or improvements. It is therefore

important that we evaluate where each
customer is on the chart before asking for his
commitment to make a change. If he is at the
bottom, we must delay asking for
commitments until we help him with
education and experience so that he has
grown to the top and has become more
professional.

If we ask people for commitment when they

are not ready, the answer is almost always
"no!" and once such a position is taken, a
person can't change without some
embarrassment. It is better to avoid asking a
person for a decision until he understands the
facts, events, time line and most probable
root cause. Take the time to work with
people and help them grow and develop.
Those who help us understand new things
and develop professional abilities become
our friends.

Applied Failure Analysis Managing Failure Analysis

Management Slide 53 -- Step 7 is to make repairs as
directed by the responsible party. At this
point, the root cause has been identified, the
responsible party has been contacted, proper
communication has been made to insure
understanding, and agreement has been
reached on the type of repair, the costs, and
who is to pay. Now repairs need to be made
in the time and manner promised, and at the
agreed upon cost.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 54 -- Step 8 is to follow-up with the
customer after repairs to insure:

1. the root cause was identified and proper

corrective action was taken, and
2. the customer is pleased with:
a. his product, and
b. the product support he received.

The 1st follow-up can be done by phone, but

should happen within a week after repairs.
The 2nd follow-up should be done in person
within a month after the problem has been
solved, and has the additional benefit of
telling the customer we care about him and
his business through body language.

Applied Failure Analysis Managing Failure Analysis

Management Slide 55 -- We have completed our review of
the "Eight Steps of Applied Failure
Analysis" which will help us find the real
cause of problems and satisfy customers.
Notice that we now have drawn an
exclamation mark around the eight steps to
indicate their great value in applied failure
analysis.

The first five steps enable us to identify the

root cause of failure. The upper portion of
the exclamation mark has been drawn
around these steps and acts like a funnel we
work with the problem statement, facts, and
logical thought, the root cause will come out
the bottom. We have drawn arrows into the
exclamation mark to show that sometimes
we must go back to step 2, 3 and 4 for more
facts and events until the root cause is
identified. A moneybag has been drawn
around the last three steps to remind us that
in these steps we "get the payoff" after the
root cause has been identified. Here is where
we can obtain credibility with the customer
and increase short and long term sales.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 56 -- Best failure analysis is done when
all involved parties work as a team to follow
the "Eight Steps of Applied Failure
Analysis". The local dealer service manager
is the logical team leader, with responsibility
for organizing, managing, and following
through with failure analysis and corrective
action. This chart lists the steps that team
members are responsible for in analyzing
failures). Occasionally, an exceptional
problem may require team members to be
involved in steps outside their normal
responsibilities. Note that the local dealer
service manager with the problem is
responsible for all steps, and that there is one
problem analysis leader with several
assistants.

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AFA – 2 Managing Failure Analysis 4/25/2001

Applied Failure Analysis Managing Failure Analysis

Management Slide 57 -- This has been a brief look at the
job of failure analysis, who should do it, and
how each part can be done. We hope that
these ideas will help you become a more
effective team member in finding the root
cause of failures.

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