Implementing Corrective Actions from the Failure Reporting, Analysis and Corrective Action System (FRACAS) to Achieve Magnet Reliability and Availability Goals

1992 ◽  
pp. 1143-1148
Author(s):  
Craig S. Arden
Keyword(s):  
Corrective Action ◽  
Action System ◽  
Corrective Actions ◽  
Failure Reporting ◽  
Reliability And Availability

scholarly journals Process-Oriented Development of Failure Reporting, Analysis, and Corrective Action System

2010 ◽  
Vol 2010 ◽  
pp. 1-8
Author(s):  
Jae Hoon Lee ◽  
SungIl Chan ◽  
Joong Soon Jang
Keyword(s):  
Business Process ◽  
Process Model ◽  
Process Management ◽  
Corrective Action ◽  
Prototype System ◽  
Time Activity ◽  
Action System ◽  
Related Information ◽  
Process Oriented ◽  
Failure Reporting

Although failure reporting, analysis, and corrective action system (FRACAS) has two management perspectives, its tasks and related information, the previous researches and applications mainly have focused on the data management. This study is to develop a process-oriented FRACAS which supports the operation of the failure-related activities. The development procedures are (1) to define the reporting and analysis tasks, (2) to define the information to be used at each task, and (3) to design a computerized business process model and set the attributes such as durations, rules, and document types. This computerized FRACAS process can be activated in a business process management system (BPMS) which employs the enactment functions, deliver tasks to the proper workers, provide the necessary information, and alarm the abnormal status of the tasks (delay, incorrect delivery, cancellation). Through implementing the prototype system, improvements are found for automation of the tasks, prevention of disoperation, and real-time activity monitoring.

scholarly journals STUDY OF POSSIBILITIES OF JOINT APPLICATION OF PARETO ANALYSIS AND RISK ANALYSIS DURING CORRECTIVE ACTIONS

2020 ◽  
Vol 4 ◽  
pp. 22-24
Author(s):  
Volodymyr Haievskyi
Keyword(s):  
Continuous Improvement ◽  
Traditional Method ◽  
Quality Management System ◽  
Corrective Action ◽  
Risk Priority Number ◽  
Risk Area ◽  
Pareto Chart ◽  
Pareto Analysis ◽  
Joint Application ◽  
Corrective Actions

Continuous improvement in the quality management system is based on corrective action. Corrective actions require the identification of priority defects that require priority elimination of the causes of occurrence. The traditional method of prioritization can be considered a Pareto chart, built by the number of identified inconsistencies. This technique makes it possible to prioritize the most frequently detected defects. However, defects that are rare can significantly outweigh those that are often encountered in their consequences. The defect risk is a complex indicator that simultaneously takes into account both the number of detected defects and their impact. Failure Mode and Effects Analysis (FMEA) can be used to quantify risk. This technique allows to determine the risk priority number (RPN), taking into account the number of detected defects (O), the consequences of the appearance of a defect (S) and the possibility of timely detection of a defect or cause before the onset of undesirable consequences (D). The priority number of risks numerically characterizes the risks of a defect and can be used as a criterion for determining priority defects. Based on the values of the priority number of risks, a Pareto chart can be built and defects that form 80% of the risk area can be identified. These defects require urgent corrective action. According to the data taken from production, it is shown that the Pareto analysis by the priority number of risks gives results that differ from the analysis by the number of identified inconsistencies. Application of the proposed approach will allow introducing risk-oriented methods into the procedures for carrying out corrective actions. This will make it possible to direct the resources of the enterprise to eliminate the causes of defects that are actually detected and can have the most significant consequences for consumers of products

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