{"id":1818,"date":"2020-12-17T10:19:51","date_gmt":"2020-12-17T09:19:51","guid":{"rendered":"http:\/\/syram.eu\/?p=1818"},"modified":"2021-02-02T10:06:23","modified_gmt":"2021-02-02T09:06:23","slug":"analyse-de-criticite-quest-ce-que-cest-et-pourquoi-cest-important","status":"publish","type":"post","link":"https:\/\/syram.eu\/en\/critical-analysis-what-it-is-and-why-it-is-important\/","title":{"rendered":"Criticality analysis: what is it and why is it important?"},"content":{"rendered":"
Criticality analysis is defined as the process of assigning assets a criticality score based on their potential risk of failure.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t Criticality analysis is defined as the process of assigning assets a criticality score based on their potential risk. Risk is defined as \"the effect of uncertainty on objectives\"; according to ISO 31000: 2009 - Risk management - Principles and guidelines. Since it cannot really be quantified; risk; in this case; is considered as all the possible ways in which assets can fail and the effects that this failure can have on the system and the operation as a whole. Given this; criticality analysis is closely related to a failure modes and effects analysis (FMEA) and a failure modes; effects and criticality analysis (FMECA); which will be discussed later. Once a criticality analysis has been performed; an FMEA is typically performed on the most significant 20% of the most critical assets.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t So why is criticality analysis important? You hear about criticality all the time - doing a criticality analysis to prioritize assets for a total productive maintenance (TPM) plan; a condition-based monitoring program or a root cause analysis on high-priority equipment. Criticality plays a role in almost every type of maintenance. It comes down to risk and what makes each piece of equipment critical. Criticality analysis allows you to understand the potential risks of the asset that could impact your operation. This ensures that reliability is examined from a risk-based lens rather than from each individual's opinion.<\/span><\/p> According to the Life Cycle Institute, a criticality analysis model should cover several areas of your organization, including:<\/span><\/p> Because the criticality model addresses multiple areas of an organization, a criticality analysis must be an enterprise-wide effort. Involving departments that deal with operations; engineering; maintenance; purchasing; and health and safety ensures that the analysis considers all operational functions as a whole. You need to understand that risk may be defined differently across different teams. Having a diverse team contributes to the subjectivity of risk attribution.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t It is important to note that there is no definitive approach to conducting a criticality analysis. Here are two widely used methods; a simplistic approach to get started and an in-depth method.<\/span><\/p> So where should you start? Many organizations simply want to know which assets should be included in a criticality assessment. Instead of assuming that all of your assets are critical; make a list of the key assets that your team considers critical and calculate the cost of downtime and repairs. You may be surprised by the results. For example, you may have hundreds of engines in constant motion; that's critical enough; but the most critical asset is the boiler that produces steam to keep those engines moving.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t Now that you have a basic idea of how to get started; let's look at a more thorough and streamlined approach to criticality analysis. This method involves three steps: agree on the risk matrix to use; assemble your equipment hierarchy; and assess the risk of failure for each asset.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t This refers primarily to existing organizational risk matrices and how most of these matrices may need to be adjusted to include an assessment of equipment criticality. Two key areas where modifications may be needed are agreement on risk levels at the enterprise and equipment levels; and the combination of overlapping risk categories. At the corporate level; a failure resulting in a loss of $1 million in revenue may be considered minor or moderate; but at the equipment or plant operational level; it may be considered major.<\/span><\/p> Second, risk matrices that include separate categories for elements such as health, safety, environment, and community can be combined; because if one of these categories is affected by a failure, the others will also be affected. Combining categories speeds up the criticality analysis.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t It is recommended that your equipment or asset hierarchy be arranged along functional lines; that is, your plant has a number of process units; these process units are made up of their own equipment systems and each of these systems is made up of pieces of equipment. This allows you to perform a criticality analysis much faster than if your asset hierarchy is organized by equipment class lines. Even if your assets are already organized by functional criteria; they still need to be reviewed to ensure that nothing is out of place. Having a properly assembled hierarchy at the beginning speeds up the criticality analysis later.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t When assessing the risk of failure to help determine the criticality of the equipment, consider the following:<\/span><\/p> It would be extremely time consuming to try to identify all of these possible events. Many reliability consultants and experts recommend choosing only one event - the one that best represents the maximum reasonable outcome (MRO) in terms of risk for that particular piece of equipment. This means that you should look for an event that is the most likely and in which the overall risk is considered to be the highest.<\/span><\/p> This determination should take place in a shop floor type environment, as individuals from different departments will have differing opinions on the MRO event. This discussion should include those who are most familiar with the equipment and those who understand the consequences of a failure from a business perspective.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t The one with the highest level of risk - to avoid wasting time. As mentioned earlier, looking at each event individually usually ends up being a waste of time, as many directly affect others. Often, it is fairly obvious which risk dimension carries the highest level of risk. For example, if you are evaluating the criticality of a pressure relief valve in a natural gas plant; the risks associated with safety are what you would look at (including environmental and community impact). If you are evaluating a component that provides electricity to run the plant equipment; you are probably considering the economic impact of that failure.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t The best thing about this approach is that, by logic, any asset or equipment at the bottom of the hierarchy cannot have a higher criticality rating than the asset above it. In other words, once you have identified a piece of equipment in one of the lower categories of your hierarchy where the criticality ratings are low; any item below that equipment must also be in the same category; thus eliminating the need to analyze its criticality. As you can imagine, this underscores the importance of building your hierarchy correctly from the start.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t In terms of visually presenting criticality rankings, you will find that there are many theories on how best to do this. One of the most common approaches is to use a 6\u00d76 grid; which plots the probability of a failure against the severity of the failure, resulting in a risk priority number (RPN).<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t Perhaps a more common approach is to individually assess all major categories (operation, health, safety and environment, reliability, etc.) to determine the most serious failure. This type of analysis will require team members to assign each consequence a risk number, which is then added or multiplied against each, yielding a final RPN. Most organizations use a criticality score derived from a defined ranking from 0-6 to 0-10 for each category, with a 0 having no impact and a 6 (or 10) having the most impact. For example, if you are scoring the risk of impact to the safety, health, and environment of an asset, you can define the impact that a failure would have based on the following:<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t This way of performing and visualizing a criticality analysis should be done in two phases. The first phase is the initial analysis of a cross-functional team with input from operations; maintenance; engineering procurement; and environment, health and safety. The second phase is to keep the analysis process current or maintain the criticality analysis process throughout the life cycle of the asset. This helps you determine when risk has been mitigated or if there are significant changes with each asset.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\tWhat is criticality analysis?\n<\/h2>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
What is the purpose of criticality analysis?<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Criticality analysis is also important because it can be used in a variety of scenarios within an organization. Some of these scenarios may look like this:<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
How to perform a criticality analysis<\/h2>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Since the goal of this approach is to find a good starting point, let's look at some steps you can take to get a criticality plan started.<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
1 Agree on the risk matrix. <\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
2 Assemble your asset hierarchy. <\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
3 Assess the risk of default for each asset. <\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Second, each piece of equipment can have a myriad of possible failure events, and the risks associated with each of these events are different. It would be extremely time consuming to try to identify all of these possible events.<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Third, consider assessing a single dimension of risk<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Finally, to ensure that your approach to criticality analysis is streamlined and effective, start at the top of the equipment hierarchy and work your way down.<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Visualization of the criticality analysis<\/h2>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Creating a visual for your process of conducting a criticality analysis and determining final criticality scores can be done in 10 steps:<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t