PG Diploma: Hello! Good morning.
PG Diploma: It snows in the morning.
Ketan Kevadiya: Good morning!
PG Diploma: Yeah. So I welcome you all in the second semester. This is the 1st day of our second semester
PG Diploma: and
PG Diploma: We have with us, Mr. Snehat Rashaw as well.
PG Diploma: So he'll be taking this incident. Investigation, technique
PG Diploma: subject in this semester. So I welcome you, sir, and request you to please begin your session.
PG Diploma: Samson.
PG Diploma: Am I audible, sir?
Ketan Kevadiya: Yes.
Bakshi Manish: Yes.
PG Diploma: Okay. Okay, yeah. It's
PG Diploma: Snel, sir.
PG Diploma: Okay, he's about to start the lecture. Just please wait for 5 min.
PG Diploma: Hello.
PG Diploma: Hello, Sneal, sir! Am I audible?
PG Diploma: Sensor? Abka was near, I think.
PG Diploma: Actually, snails are having some technical issue with the audio, so just rectifying the issue, and he will come back
PG Diploma: just for 5 min.
PG Diploma: Things like that.
Snehal Tralsawala: Hello! Can you hear me?
Snehal Tralsawala: Oh, yes, sir.
PG Diploma: I was unable to the equal array.
Snehal Tralsawala: That's because I was connected with my laptop. Also.
PG Diploma: Now it's.
Snehal Tralsawala: Which is a number.
PG Diploma: That's fine!
Snehal Tralsawala: Now it's okay. But now now I am on my mobile.
PG Diploma: Okay.
Snehal Tralsawala: So so what I'm going to ask you to do is request you to that someone to you know, scroll the
Snehal Tralsawala: I'm gonna send the presentation.
PG Diploma: Hmm!
PG Diploma: Up!
Snehal Tralsawala: So, you know, we'll start like that, and then see how it goes right.
PG Diploma: Okay, sir, please share your presentation with me. I will. I will.
Snehal Tralsawala: Okay.
Snehal Tralsawala: just hold it.
Snehal Tralsawala: So, Dineshar, I sent you 2 presentation on Whatsapp.
Snehal Tralsawala: Can you just confirm it.
PG Diploma: Yes, sir, I'm checking, sir.
PG Diploma: Yeah.
Snehal Tralsawala: Okay.
PG Diploma: Hello!
Snehal Tralsawala: They take minutes to? Yes.
PG Diploma: Yes, sir, I have received your prepared, sir, which one to open importance of data collection and the root cause analysis.
Snehal Tralsawala: Yeah, so important data collection. You start and put the first.st let's say, introduction.
Snehal Tralsawala: Start with the introduction.
PG Diploma: Okay. Suggestions.
PG Diploma: Yes, sir.
Snehal Tralsawala: You will stop at its best. We'll we'll stay here, and I would like
Snehal Tralsawala: a few minutes on introduction.
Snehal Tralsawala: so can everyone, 1 1 at a time. Open the turn on your video
Snehal Tralsawala: and share what you do
Snehal Tralsawala: in a few few words.
Snehal Tralsawala: Just share about yourself.
Snehal Tralsawala: Okay? So one person at a time, please. There are 14 of us
Snehal Tralsawala: now out of the 2 are, you know, faculty. So 12, anticipating 12 answers.
Snehal Tralsawala: there's 1 1 camera at a time. The one who speaks.
Bakshi Manish: But anyway, finally.
Bakshi Manish: are you there already?
Bakshi Manish: Awesome?
Bakshi Manish: It's amazing.
Snehal Tralsawala: And then rest everyone. Please turn off your you know. Mute yourself except for one person
Snehal Tralsawala: mute, please, everyone mute.
PG Diploma: Yeah, it's it's a request to all the participants to please mute your mic.
PG Diploma: And now, one by one, please, sir, is, sir, is asking for the introduction, so request you all to please introduce yourself one by one.
PG Diploma: all the participants.
Snehal Tralsawala: Good morning!
PG Diploma: Okay.
Dhanasekaran P: Good morning, sir. Yes, sir, myself. Danisha Yuran.
Dhanasekaran P: So I'm.
Snehal Tralsawala: Okay, madam.
Dhanasekaran P: Yes, yes.
Dhanasekaran P: no, it is visible now, sir.
Snehal Tralsawala: Yes, yes, you. Obviously.
Dhanasekaran P: So myself. Danishar. Actually. So I'm working with the Bl group heading the Kwaimuture project for operations.
Dhanasekaran P: So I'm into solid waste management, sir. Actually, we are, we are
Dhanasekaran P: handling a project of munciful, solid waste with a capacity of around 600 to maximum 700 tons per day.
Dhanasekaran P: So what is the
Dhanasekaran P: out of waste? We have been generating byproducts mainly a compost city compost, and
Dhanasekaran P: fuel which we call it as Rdf. Refuge, fuel, and other by products like recycling items and other items. So this project we have been commissioned in 2,011 and more than a decade this project is going on in Tamil, Nadu, South Coimbato.
Dhanasekaran P: So this is the background of.
Snehal Tralsawala: So you're based in Tamil Nadu.
Dhanasekaran P: Tamil Nadu Tamil Nadu! Yes, sir, Tamil Nadu Tamil Nadu.
Snehal Tralsawala: And what is the what is the purpose of your joining this process? Safety course.
Dhanasekaran P: Actually, the main thing is that safe?
Dhanasekaran P: Basically, I was a civil engineer. So you know, I was in
Dhanasekaran P: planning for this, because we are in future. We are planning to go for
Dhanasekaran P: waste, energy plant and all other projects. Even biogas mainly waste energy where the safety aspects will be more playing a major role.
Dhanasekaran P: So I thought, so let us, because it is new for me. And even the chemical parameter. Same
Dhanasekaran P: struggling. But you know, it is trying. Something is always goodness, actually. So we I got in. So with the support of management.
Dhanasekaran P: No, so you know, I'm looking forward to do my best selection.
Dhanasekaran P: Nice. Thank you.
Snehal Tralsawala: Okay. Okay, very good. Very good. Yeah.
Snehal Tralsawala: What's who is the next person.
Yogesh Chamadiya: Hello.
Yogesh Chamadiya: good morning, sir!
Snehal Tralsawala: Good morning!
Yogesh Chamadiya: Am I audible?
Snehal Tralsawala: Yes.
Yogesh Chamadiya: Myself.
Yogesh Chamadiya: Yeah, myself. Yodesh, Shamanya, I'm working as a process engineer in yesterday.
Snehal Tralsawala: What is your name again? Just. I'm not
Snehal Tralsawala: hear you. Very well.
Snehal Tralsawala: Yogesh.
Yogesh Chamadiya: Myself, yeah, yeah, you guys, chamar, yeah.
Yogesh Chamadiya: And then.
Snehal Tralsawala: Good morning!
Yogesh Chamadiya: As a process engineer
Yogesh Chamadiya: in your speciality chemical, which is formerly known as a Yasa sweet Asan, the hedge.
Yogesh Chamadiya: and my purpose to join as a I'm working as a process engineer professional. So I can take a input of process safety while I'm working on project
Yogesh Chamadiya: to make a safer design.
Snehal Tralsawala: Good actor.
Snehal Tralsawala: You have a ongoing project currently.
Yogesh Chamadiya: Yeah.
Snehal Tralsawala: Because.
Yogesh Chamadiya: I have in lineups.
Yogesh Chamadiya: Yes, I have liners. It will arrive in starting around January 25.
Snehal Tralsawala: Okay, so you have time. Because this project, I mean, this course will take long time now. So you may not get the input right away.
Yogesh Chamadiya: Yeah.
Snehal Tralsawala: And
Yogesh Chamadiya: Yes.
Snehal Tralsawala: If you are interested, I mean possibly
Snehal Tralsawala: you know, it's all sum up so the very purpose may not be served because your project is ongoing, and the inputs will come after the project is implemented.
Snehal Tralsawala: but nevertheless, I think it's good that you're learning, you know. So it's a good thing.
Snehal Tralsawala: and particularly yashasweeting.
Snehal Tralsawala: So you have a yeah good reason to actually get into it, you know. Yes.
Snehal Tralsawala: yes.
Snehal Tralsawala: yeah. One. Yeah, thank you. Thank you. And what is your background? You're a chemical engineer or.
Yogesh Chamadiya: Yes, I am chemical engineer.
Snehal Tralsawala: Very nice.
Snehal Tralsawala: and who is next.
Sanjay Joshi: Hello!
Snehal Tralsawala: Yes.
Sanjay Joshi: All right.
Sanjay Joshi: Good morning, sir. I am Sanjay Josi, working.
Snehal Tralsawala: Hi! Good morning! Good morning!
Sanjay Joshi: Good morning, sir!
Sanjay Joshi: Damn Joe!
Snehal Tralsawala: 1st exam. 1st class. I don't need any introduction from you.
Sanjay Joshi: Yeah, okay.
Snehal Tralsawala: I think you will be a good help. Good help to the group. Thank you very much. Yeah.
Sanjay Joshi: Thank you.
Snehal Tralsawala: Yeah.
Snehal Tralsawala: who is next?
Bakshi Manish: Hi, manish.
Bakshi Manish: it's okay.
Snehal Tralsawala: Yeah. Manish, sir. What is your full name, sir?
Bakshi Manish: Just a minute. Just a minute.
Bakshi Manish: Am I audible? Yeah.
Snehal Tralsawala: Not able to.
Bakshi Manish: Yeah, Manil. But she's a
Bakshi Manish: basically chemical engineer. And right now, working with Sudarshan chemical as a head. Health and safety.
Bakshi Manish: All right.
Snehal Tralsawala: Very nice.
Snehal Tralsawala: And
Snehal Tralsawala: what is the purpose of getting into this process? Safety.
Bakshi Manish: Actually, for last 12 years I've been work with the cement industry and forget about the chemical industry.
Bakshi Manish: So earlier, 16 years I worked with the chemical industry only, and later moved to the cement sector cement testing sector.
Bakshi Manish: So coming back to the chemical sector and know about the process safety.
Bakshi Manish: because this is now we have adopted. The Rbps approach also 20 elements. We implemented it there
Bakshi Manish: so.
Snehal Tralsawala: You implemented 20 elements.
Bakshi Manish: Anything about that. So that's why.
Snehal Tralsawala: You have to implement it. But you're not aware. Is that the point.
Bakshi Manish: Yes.
Snehal Tralsawala: I mean.
Bakshi Manish: Yeah. Yeah. In the at Sudarshan they are already implemented, but I was not aware with them.
Snehal Tralsawala: But
Snehal Tralsawala: okay, I got it.
Bakshi Manish: So that course is giving a great help to me to understand the system.
Snehal Tralsawala: Yeah.
Snehal Tralsawala: actually, it's up that that I think we will soon learn.
Snehal Tralsawala: and that this course is also like a computer. You know the what you feed in, what get you get it?
Snehal Tralsawala: So the amount of effort you put in will decide what you get.
Snehal Tralsawala: Because so that that's important aspect, you know.
Bakshi Manish: Yes, I'm very good, sir.
Snehal Tralsawala: So you be ready to put effort.
Bakshi Manish: Yeah. Tuesday.
Snehal Tralsawala: Because in our court, also
Snehal Tralsawala: in our course also, I will. You know, I mean, I will generally test the people for the the willingness and desire to.
Snehal Tralsawala: you know, get to I I will have some programs which are some assignment which are very, very
Snehal Tralsawala: you know, research oriented.
Snehal Tralsawala: and then others are general. So that is where.
Snehal Tralsawala: if you really want to get into it, then pick up the things, you know, and so please. So I'm happy. You are.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: Thank you very much. Who is next.
Ravi G Patel: Good morning, sir. My name is Ravi Patel.
Snehal Tralsawala: Yes, ravi.
Ravi G Patel: So my total expense.
Snehal Tralsawala: Can you share about the other.
Ravi G Patel: My experience. Total experience was 10 years. I am currently working in an agrochemical company in Upl 4 Holland location.
Snehal Tralsawala: But you are at Halal.
Ravi G Patel: You are.
Snehal Tralsawala: Okay, so you are making it finite. And I visited your site.
Ravi G Patel: Yes, sir. Yes, sir.
Ravi G Patel: Isocilia performance, speciality, chemical.
Snehal Tralsawala: Right, right, right, right, right, right.
Ravi G Patel: That's close. This. That course was helped me in a data collection of process safety management in detail.
Ravi G Patel: From earlier you could be.
Snehal Tralsawala: Fine just that is, no, there is no compulsion that we need to speak in English right.
Ravi G Patel: R&D scale up R&D scale up to pilots, pilot pilot plan and pilot plan to commercial scale up
Ravi G Patel: basic data process safety, management, rc, data, erc, data.
Snehal Tralsawala: Okay? And what is your background? Ravi? Your education background.
Ravi G Patel: Closer!
Snehal Tralsawala: Okay, you are chemical engineer.
Snehal Tralsawala: So your chemical engineer working in the in the process development R, and D,
Snehal Tralsawala: how do you want it?
Ravi G Patel: I am working in a sheep ship
Ravi G Patel: from a production department.
Snehal Tralsawala: Oh, you are in production. Okay? Okay? Okay.
Snehal Tralsawala: Oh.
Snehal Tralsawala: fine. When you, as you speak, I have that picture in mind about your R&D center.
Snehal Tralsawala: because I used to come frequently to halal site when I was working with ups.
Snehal Tralsawala: Right? Hell about myself, you know. So so yeah, please thank you.
Snehal Tralsawala: Who is next?
Snehal Tralsawala: That's it.
Snehal Tralsawala: No one else.
Abhijit Patil: Good morning, sir!
Snehal Tralsawala: Good morning!
Abhijit Patil: Myself, sir. Abhit Patel.
Abhijit Patil: Basically, I'm a campaign.
Snehal Tralsawala: Yes.
Snehal Tralsawala: sir, can you turn on your camera?
Abhijit Patil: Sir, actually, I am logging from PC. And I don't have any webcam access.
Snehal Tralsawala: Okay, fair enough, louder.
Abhijit Patil: So I am working in. I am working with upl at universal rates.
Snehal Tralsawala: Yeah, you added the hair. Okay.
Abhijit Patil: That's basically.
Snehal Tralsawala: Right, sir. And what do you do? Currently.
Abhijit Patil: Production department, working as a client.
Snehal Tralsawala: You are in production.
Snehal Tralsawala: got it?
Snehal Tralsawala: And what is your experience? Level.
Abhijit Patil: How many years of experience.
Snehal Tralsawala: And all in productions.
Abhijit Patil: Yes, yes, they're all in production.
Snehal Tralsawala: Okay, okay, thank you very much. Let's move to the
Snehal Tralsawala: next classmate.
Snehal Tralsawala: Get into theory, then come back and introduce you know, the the remaining person. So
Snehal Tralsawala: so one more, please
Snehal Tralsawala: recording it now.
Snehal Tralsawala: Can you hear me now?
Dhanasekaran P: Yes, sir.
Snehal Tralsawala: Okay, so I'm gonna turn off my mobile
Snehal Tralsawala: get to the main things.
Snehal Tralsawala: Alright. So
Snehal Tralsawala: let's begin our session today.
Snehal Tralsawala: I think it's a good thing that I have an opportunity to share with you.
Snehal Tralsawala: My this is the 1st session
Snehal Tralsawala: that I am having.
Snehal Tralsawala: so I'm happy that I've given. I've been given a chance to talk to you right
Snehal Tralsawala: as the 1st one.
Snehal Tralsawala: You are able to see this.
Snehal Tralsawala: Everyone.
PG Diploma: Yes, sir.
Snehal Tralsawala: Okay.
Snehal Tralsawala: you are relieved. I think I'm just gonna take up. Take it from.
PG Diploma: Yeah, yeah, sure. Sure. Sure. Sure.
PG Diploma: I stopped my sharing, sir.
Snehal Tralsawala: Right?
Snehal Tralsawala: So see today's the the session which will take accident investigation, incident, investigative techniques.
Snehal Tralsawala: So
Snehal Tralsawala: many of you are, are pretty senior.
Snehal Tralsawala: And one of the things which I want to lay out that it's a ground rule. Because see, if we analyze today.
Snehal Tralsawala: it's not even a 1 h.
Snehal Tralsawala: It's actually 1 h, because we were told that I was told that 9 30 will start the session.
Snehal Tralsawala: So 9 30. I was given to all of us so that everyone get ready at 10 o'clock. So for me, I was ready. At 9 30.
Snehal Tralsawala: I was at the the computer.
Snehal Tralsawala: And then when I was at the computer, then I waited till 10 o'clock.
Snehal Tralsawala: Then
Snehal Tralsawala: basically analyzing the 1st hour, right? So in the 1st hour
Snehal Tralsawala: I tried to connect with the
Snehal Tralsawala: this thing that mobile I mean voice was not audible. Then I changed over to Mobile, then changed over back.
Snehal Tralsawala: So what does that reflect? It's basically means that we need to have an emergency preparedness
Snehal Tralsawala: with respect to
Snehal Tralsawala: our organization, the kind of things we do. We anticipate what can happen, and then plan accordingly, so that we don't lose time.
Snehal Tralsawala: So this 1 h that we I'm talking about, we have to kind of look at it from the organizational point of view.
Snehal Tralsawala: That how is it that we do our things so that our productivity remains up up there
Snehal Tralsawala: now. We have already given a cushion of
Snehal Tralsawala: that
Snehal Tralsawala: half an hour. Right? 30 min. We are giving cushion
Snehal Tralsawala: so that people will get together. Even then the 1313 of us have have joined instead of a 23 who are on the role
Snehal Tralsawala: now the point I'm making. Is that the course which you guys are taking? A business, sir? Or
Snehal Tralsawala: Ravi Patel
Snehal Tralsawala: or Manishti Sanjay Sanjay, by Yogesh Jamriwala.
Snehal Tralsawala: So yeah. Sorry. So this is like an executive course. This is not a course that you are taking. It's not like a school kind of a thing. It's a some additional level of
Snehal Tralsawala: excellence is expected of all of us. You agree.
Snehal Tralsawala: So so my point is that,
Snehal Tralsawala: you know, the behavior we show in our classes reflect our experience level and the way we perform our things in in our day to day workplace.
Snehal Tralsawala: So hence
Snehal Tralsawala: I would think that we look at this small things carefully, because this process, safety and in general incident investigation is about looking the things closely.
Snehal Tralsawala: and unless we look at closely.
Snehal Tralsawala: We are not gonna get to where we want to get there. So I have not introduced myself. But before I will give an introduction, because there are a few other people will also introduce.
Snehal Tralsawala: And you know, Sanjay and I have a have a history of working together. When I was with Upl.
Snehal Tralsawala: and I'm glad it's still with up.
Snehal Tralsawala: So
Snehal Tralsawala: before I get into it now let's get to the subject matter.
Snehal Tralsawala: Incident investigation techniques. So this is the syllabus that we are going to cover.
Snehal Tralsawala: Introduction to incident investigation.
Snehal Tralsawala: Oh.
Snehal Tralsawala: just hold on alright, bye.
Snehal Tralsawala: just close this.
Snehal Tralsawala: Okay. So introduction to incident investigation. We will spend some time.
Snehal Tralsawala: Then we'll spend some time on introduction of data, collection and analysis of data.
Snehal Tralsawala: And then, you see here, theory, practical, and then total is 2 h. Then we'll get into the 4 stages of investigation as per nebosh.
Snehal Tralsawala: And
Snehal Tralsawala: then we will again get into the the how to do the investigation.
Snehal Tralsawala: and then we'll that is a major. Chunk
Snehal Tralsawala: is root cause analysis. You see, there are 24. All are able to see that the 24 h is the total amount of time which we will. We will cover in the in the session.
Snehal Tralsawala: You're able to see right? 24 h.
Snehal Tralsawala: What number?
Snehal Tralsawala: So out of that? 24 h, you see, 15 h we're going to spend on the root cause analysis.
Snehal Tralsawala: So we'll be spending a good amount of time in root cause analysis. As a matter of fact, if you just simply do arithmetic.
Snehal Tralsawala: 15 out of 24 is what percentage
Snehal Tralsawala: almost 60, 70% of the time we'll be talking about root cause analysis.
Snehal Tralsawala: And that is where the the factor, you know, the important aspect is there
Snehal Tralsawala: now when we talk about root cause analysis, which is the heart of the actual incident investigation.
Snehal Tralsawala: then
Snehal Tralsawala: why we will be focused on accidents and incidents
Snehal Tralsawala: the topic which you learn here is not only limited to safety.
Snehal Tralsawala: like, for example, the gentleman from BIL.
Snehal Tralsawala: He's he's doing A,
Snehal Tralsawala: you know the solid waste management.
Snehal Tralsawala: So you can. You can apply this root cause analysis to your work area.
Dhanasekaran P: No sense.
Snehal Tralsawala: So it's like, don't keep keep a limited view when you look at the root cause analysis, because, you know, 15 out of 24 h. We'll be talking about root cause analysis.
Snehal Tralsawala: And then, obviously, at the later part in the root cause analysis, we'll get into, you know the number of techniques are there.
Snehal Tralsawala: And if I know
Snehal Tralsawala: Upl, right? I mean, we have been doing. We are into 5. I method.
Snehal Tralsawala: So 5 I method is one of the methods which we will learn.
Snehal Tralsawala: But then, the same time, we've also learned so many other methods. Brainstorming.
Snehal Tralsawala: then brainstorming. There are 2 types of brainstorming, is there? Then there is a causal circle method, is there? Then the fishbone diagram? Is there.
Snehal Tralsawala: then the fault tree analysis is there event. Tree analysis is there? And then, you know.
Snehal Tralsawala: incident mapping method is also
Snehal Tralsawala: so that is that. And then we'll come to solidifying the concepts. In that we'd also we'll talk about get into detail of is 3, 7, 8, 6.
Snehal Tralsawala: We'll share some incident investigation formats which may be used. We talk about complacency at workplace.
Snehal Tralsawala: Maybe visual factor is importance.
Snehal Tralsawala: And then.
Snehal Tralsawala: so lot of real real time. See? In the 15 h of root cause analysis.
Snehal Tralsawala: we'll be spending 7 h into the practical.
Snehal Tralsawala: You all see it.
Snehal Tralsawala: So this is what
Snehal Tralsawala: you know, in the importance of data collection. Here
Snehal Tralsawala: we'll get into statistical aspect of statistical analysis. What is mean? What is Median? What is mode?
Snehal Tralsawala: We'll talk about Pareto? We'll talk about scattered diagram.
Snehal Tralsawala: So this is what I had to show you first, st any
Snehal Tralsawala: any inputs, anything? Is this something which you are looking for? So, looking for? Something more? See? We'll in the final session.
Snehal Tralsawala: See? Solidifying the concept, we, the last topic is discussion on real major incident accidents.
Snehal Tralsawala: So we can also talk about the real life cases.
Snehal Tralsawala: how it happened, what happened from the limited knowledge that we have from the distance.
Snehal Tralsawala: So this is the coursework.
Snehal Tralsawala: Any any comments discussion on this.
Snehal Tralsawala: because this is like an important what we will cover in the entire 24 h of sessions
Snehal Tralsawala: out of age.
Snehal Tralsawala: 6 h will be taking today 3 h in the morning, 3 h in the afternoon.
Bakshi Manish: Sir, do we discuss out the fishbone diagram? Wi-fi analysis.
Snehal Tralsawala: Yes, that is here.
Snehal Tralsawala: See, if you look at the root cause analysis.
Snehal Tralsawala: and then we'll start actually our our session. We will start with root cause analysis.
Bakshi Manish: Sorry. Actually, your pilot file is not visible.
Bakshi Manish: Only 5.
Snehal Tralsawala: Oh, you're not able to see this. Hold on! Let me just put this.
Bakshi Manish: Yes, sir. Now it is visual. Yeah, it is clear, sir. Now.
Snehal Tralsawala: So this is a
Snehal Tralsawala: root cause, analysis.
Bakshi Manish: Play, 22.
Snehal Tralsawala: This total top, I mean, top right section is 15 h
Snehal Tralsawala: out of 15 h. 8 h is theory. 7 h is practical.
Snehal Tralsawala: and 15 h is a
Snehal Tralsawala: out of 24 h, 15 h will be spending on root cause analysis
Snehal Tralsawala: and in and in the root cause analysis.
Snehal Tralsawala: we'll say what is root cause? What is the problem statement? And then there are 123-45-6612 methods that we'll get into
Snehal Tralsawala: Fishburne diagram or cause and effect.
Snehal Tralsawala: So any other questions.
Bakshi Manish: Thank you, sir.
Snehal Tralsawala: Okay, you thank me, even before starting the program. That's okay
Snehal Tralsawala: any anybody else has a comment. Because these are, you know, normally what happens the 1st day at work is more important than the rest of the days, you know, it's like that.
Snehal Tralsawala: So this is like, I'm I'm telling you what we'll cover. If you have some expectations
Snehal Tralsawala: about the course which does not suit here.
Snehal Tralsawala: then I can add to your expectations.
Snehal Tralsawala: See, we are talking about his immediate cause underlying cause root cause we'll talk about, we'll talk about the human factors.
Snehal Tralsawala: We'll talk about statistics.
Snehal Tralsawala: We'll get into nibos aspect of our 4 different ways of doing investigation. Knowing that you have a, your investigation levels are 9 level investigation. I know Upl has a 9 level.
Snehal Tralsawala: But then good thing is that this time Sudarshan has also joined.
Snehal Tralsawala: Then.
Snehal Tralsawala: I think so. Darshan is also there, so they will get a different view, because until now what is happening is, most of the participant has been from upl
Snehal Tralsawala: so.
Snehal Tralsawala: but this time I'm saying that a few others are from other than the Upl, so we'll have a good discussion on this subject better than the last time.
Snehal Tralsawala: Okay, should I move on.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: Okay. So
Snehal Tralsawala: so look
Snehal Tralsawala: before I get into the subject matter, it is important to introduce myself.
Snehal Tralsawala: So both all of them. So I I'm a chemical engineer.
Snehal Tralsawala: and I worked for
Snehal Tralsawala: I mean, I passed out in from Ddi T. Back in 1986, and then subsequently,
Snehal Tralsawala: I went to us, did my master's program at Villanova University.
Snehal Tralsawala: and then I worked in a multinational company in us for almost 10 years, and then decided to come back to Barouch back in 1998.
Snehal Tralsawala: So I spent some 12 years in us
Snehal Tralsawala: at that time. This, the visa and all that was comparatively a lot easier.
Snehal Tralsawala: And then, since 1998, 9 in 2,000,
Snehal Tralsawala: I joined Upl.
Snehal Tralsawala: And then, since I had a background of Heads, Ops at my earlier company.
Snehal Tralsawala: So I was hired as a deputy manager Process safety at Upl.
Snehal Tralsawala: That was the first, st I think, the 1st assignment of process safety that Ups had given.
Snehal Tralsawala: So for one year I worked in a process safety doing the heads off of unit one unit 2, Unit 3 Halol and Wapi units.
Snehal Tralsawala: So at that time I remember going to we had.
Snehal Tralsawala: we had Mr. Parmar.
Snehal Tralsawala: who was heading the unit. Dr. Amul desai was the manufacturing head.
Snehal Tralsawala: Before that Mr. Srivasta was there, was heading the whole thing, so my reporting was to him
Snehal Tralsawala: so subsequent to process safety. I worked in a general safety
Snehal Tralsawala: for almost 3 and a half years
Snehal Tralsawala: in Upl corporate level responsible for 4 units.
Snehal Tralsawala: And then, I wanted to get into production. So I work for unit 2, 4, 8, 4, 8 data Turbo force.
Snehal Tralsawala: Ddvp
Snehal Tralsawala: incinerator Atp, we had an incinerator at the time.
Snehal Tralsawala: So I worked with the company for almost say 6, 7 years, and then I moved to
Snehal Tralsawala: insect. I mean to Isagro, then Kaminova. So I headed works at Kaminova
Snehal Tralsawala: before I moved to Insecticide Limited for us for a short duration.
Snehal Tralsawala: and then I joined Gujarat apart
Snehal Tralsawala: at Pallia.
Snehal Tralsawala: and then Gujaratapar the new name was Omnova solution. And since my background in the Us. Was on synthetic rubber, synthetic polymer manufacturing. So that is where I found my
Snehal Tralsawala: you know this thing. And then I worked there, and during the time of 7 years I worked at of nova solutions.
Snehal Tralsawala: During that time they were getting into lean 6 sigma. So I got into lean 6 sigma initiative. I got got my green belt black belt also.
Snehal Tralsawala: and
Snehal Tralsawala: It was a lot of changes that we did at site, using the lean 6 sigma tools like kaizens and all that.
Snehal Tralsawala: And then, after my stint with the
Snehal Tralsawala: home number solution for almost 7 years.
Snehal Tralsawala: Then there was a change of management.
Snehal Tralsawala: You know, to apquotex Limited.
Snehal Tralsawala: And then at that time we were.
Snehal Tralsawala: you know, I the top management actually left many of them. I was into that leadership team.
Snehal Tralsawala: And then a lot of of top layer leadership management I mean left the company. I also left at the same time during that time, and then my intention was to get into consulting.
Snehal Tralsawala: but I couldn't get around consulting, because my my father wanted my help. So I helped him for almost 7 years
Snehal Tralsawala: into his things commercial things, and at the same time I was. You know, process safety has been my subject and save gender safety also has been my my subject.
Snehal Tralsawala: So 2 years ago, I'm coming back to the
Snehal Tralsawala: the mainstream.
Snehal Tralsawala: and
Snehal Tralsawala: being the visiting faculty for the organization. And currently I am. You are, if you are aware of responsible care.
Snehal Tralsawala: So I am an auditor with responsible care now
Snehal Tralsawala: and you know, doing the audits
Snehal Tralsawala: for the company, or where they can improve in many different codes. So this is what my background. I have recently, I'm just nibos level 6. I have just given an exam. I finished my process safety management, of course, with nibos. So this is a introduction I have, and I think I should be able to do justice to the course
Snehal Tralsawala: you, you'll
Snehal Tralsawala: This is my background. So you're
Snehal Tralsawala: any questions, any
Snehal Tralsawala: anything to share before I move to the subject.
Bakshi Manish: Thank you, sir, for giving
Bakshi Manish: your team detail the water experience you have. Really, it's a wonderful learning for us also. Okay, thank you, sir.
Snehal Tralsawala: Okay. So I'm just gonna turn off my camera now
Snehal Tralsawala: and we'll get to.
Snehal Tralsawala: Okay.
Snehal Tralsawala: So one would ask a question that we are into incident investigation, technique class.
Snehal Tralsawala: And how come we are getting into data?
Snehal Tralsawala: This question was asked of me.
Snehal Tralsawala: oh.
Snehal Tralsawala: after students actually participated in the program
Snehal Tralsawala: after the all this, all this thing is done because this is my 3rd year of you know, taking this class.
Snehal Tralsawala: So I think it is very vital and important that we understand data
Snehal Tralsawala: and just like a root cause analysis. I told you it is not only limited to safety
Snehal Tralsawala: and process safety.
Snehal Tralsawala: just like, I said, that root cause analysis is universal. It can be applied anywhere.
Snehal Tralsawala: The lecture today in the 1st session applies to all the facets of life. If you are, I mean, everyone is attaching with the commercial and technical process safety, I mean process design. So use this presentation for your understanding on the subject matter. It's a very, very basic thing, but we'll get into it.
Snehal Tralsawala: So here
Snehal Tralsawala: I'm saying the data that comes across our table. So what is the purpose of data.
Snehal Tralsawala: The purpose of data is to inform others.
Snehal Tralsawala: Purpose of data is to
Snehal Tralsawala: make decisions
Snehal Tralsawala: of certain things.
Snehal Tralsawala: Purpose of data is to influence.
Snehal Tralsawala: I may have a
Snehal Tralsawala: you know
Snehal Tralsawala: I may have a better out of 2 options. One option is better, but I want to show to other people and say, Look, you know you are not.
Snehal Tralsawala: This is a better option. What do you think? So? It's kind of influencing. It's a marketing we market, that the one which is better is.
Snehal Tralsawala: I'm just wanting to show you that so that you can influence people.
Snehal Tralsawala: Purpose of data is to describe
Snehal Tralsawala: certain things like, for example, where did I go? I well, I went there. The temperature was so and so. The height of the was so and so like that, you know.
Snehal Tralsawala: And then, to make a prediction
Snehal Tralsawala: prediction, the data is also used in predicting the the earthquake, or what have you? And then what you see in the bottom is a spread that we generally talk about in the statistics
Snehal Tralsawala: and a 6 sigma.
Snehal Tralsawala: we say that any data
Snehal Tralsawala: shows this pattern that any set of data will show this pattern. You will have a center line.
Snehal Tralsawala: You'll have a low end. You'll have a high end.
Snehal Tralsawala: And then there are certain tendencies of any.
Snehal Tralsawala: any data which will be parabolic.
Snehal Tralsawala: So this is and then we talk about standard deviations and all that. So how many of you are aware about this this graph that I've shown here.
Snehal Tralsawala: or how many are not aware
Snehal Tralsawala: I mean, nobody will raise if they'd say no, not aware. But in general.
Snehal Tralsawala: when I show you this parabolic graph.
Snehal Tralsawala: everyone is comfortable with this crap.
Abhijit Patil: I'm not aware of this box.
Snehal Tralsawala: Okay. So see now that any set of data you can take any temperature, you can take a a temperature of
Snehal Tralsawala: you can take a bed cycle time of a rotary vacuum
Snehal Tralsawala: are we doing?
Snehal Tralsawala: Or you can take a batch cycle time of a centrifuge.
Snehal Tralsawala: or I can take a batch cycle. I mean, I can take a quality parameter of my product.
Snehal Tralsawala: or I can take a accidents
Snehal Tralsawala: by category.
Snehal Tralsawala: So everything will fall into this kind of a this shape
Snehal Tralsawala: ultimately come up in this shape
Snehal Tralsawala: and this shape being the one in the center, the center line
Snehal Tralsawala: is the tendency, the average.
Snehal Tralsawala: and then the distance between the center and the end of that. That is the the horizontal line. It is called the spread.
Snehal Tralsawala: So this normally, at the end of the year. When do we do? The performance appraisals
Snehal Tralsawala: in the performance? Appraisal management has to decide who should get what type of incentives and rises. So all the data that performance appraisal, they will plot into this kind of a chart.
Snehal Tralsawala: and they say on the top right side.
Snehal Tralsawala: where is a top right side that you where it is like. It's almost like a
Snehal Tralsawala: tail poochery jaboliation is like almost like a poochery.
Snehal Tralsawala: So top right will be the one who are high achievers
Snehal Tralsawala: and the top left, I mean, if you see the left side.
Snehal Tralsawala: the the one who are not doing very well at all like actually doing bad. And then, in general, most of the people are doing good
Snehal Tralsawala: and on based on that, they will do it. So there is some base method to madness, is there?
Snehal Tralsawala: The method to badness is this, that this is how management uses the performance appraisals to our wages and all that, you know. So
Snehal Tralsawala: so now I come to
Snehal Tralsawala: data.
Snehal Tralsawala: If I have a set of data.
Snehal Tralsawala: the question is.
Snehal Tralsawala: I mean, the point here is that there are 2 types of data available
Snehal Tralsawala: qualitative data and quantitative data.
Snehal Tralsawala: What is qualitative data.
Nisarg Patel: The data which is not included anymore.
Snehal Tralsawala: Data which
Snehal Tralsawala: say one more time.
Nisarg Patel: Data which are not based on numbers.
Snehal Tralsawala: Correct. So what can that be? How do you? How do you feel about this?
Snehal Tralsawala: How do I feel about
Snehal Tralsawala: you know certain certain initiatives taken by the organization. Well, I feel good. I feel not good.
Snehal Tralsawala: So that kind of a thing, is it? Yes or no? Did you complete your work? Yes or no? Did I complete my work? Yes or no? Did you pass the exam? The answer is, yes or no. So this is like qualitative data. This guy goes on, the
Snehal Tralsawala: you can change the way you want to communicate. I mean, call, those questions are more yes or no close ended. But if I said, describe your housekeeping.
Snehal Tralsawala: how you will describe housekeeping.
Snehal Tralsawala: so that is called qualitative aspect of it.
Snehal Tralsawala: And then quantitative data
Snehal Tralsawala: is something which are number, which we day in day day out. We use it.
Snehal Tralsawala: and it can be split into discrete data and continuous data
Snehal Tralsawala: and discrete data is more like in tiers
Snehal Tralsawala: where you say 5 kids like he has said, 96 workers, 3 laptops. So there cannot be 3.1 laptop either there is 3, or there is 4
Snehal Tralsawala: that there cannot be 96.2 workers. So those kind of data which are integer
Snehal Tralsawala: are called discrete data
Snehal Tralsawala: and the one which can comes in decimals. For example, what is the weight? What is the height?
Snehal Tralsawala: What is the kilometer? How far Bahruchi is from Baroda.
Snehal Tralsawala: So the information I will get exact information is called continuous data.
Snehal Tralsawala: Now.
Snehal Tralsawala: there is something on discrete data. Discrete data is account that in all intent already show told you that cannot be subdivided into parts
Snehal Tralsawala: the number of children in the school is a discrete data, so can only so this is like a general.
Snehal Tralsawala: it can go with the students in class workers. Number of parts, damaged shoe sizes, languages speak.
Snehal Tralsawala: So this this is clear, discrete data is clear to all.
Bakshi Manish: Yes, sir. Yes, sir.
Sathish Kumar: Right.
Snehal Tralsawala: Now we come to the
Snehal Tralsawala: continuous data. Continuous data is that information that could be meaningfully divided into finder levels.
Snehal Tralsawala: So if I say.
Snehal Tralsawala: give me the temperature chart of a reactor 3 0 1.
Snehal Tralsawala: Then I'll have a you know. Every minute the temperature is changing. It's swinging up and down, up and down. So 35.1 35.2 35.3. Then comes down, comes, goes up. So that continuous data is something which remains in the.
Snehal Tralsawala: in, the, in, in the decimals.
Snehal Tralsawala: it can be measured on the scale of continuum.
Snehal Tralsawala: can have almost any numerical value. For example, you can measure your height
Snehal Tralsawala: at very precise scales. Meters! What are the meters? What are the centimeters? What are millimeters?
Snehal Tralsawala: Can measure the weight? What is the weight. Well, it's 82.1, you know, or 82 is is like 78.5 78.7. Something like that.
Snehal Tralsawala: What if the temperature is 22.1? So like that?
Snehal Tralsawala: So okay, so we have.
Snehal Tralsawala: We have established.
Snehal Tralsawala: 1st of all, I'm saying that
Snehal Tralsawala: what is the purpose of data. Then I'm saying
Snehal Tralsawala: 2 different types of data set.
Snehal Tralsawala: qualitative and quantitative. In the quantitative. There are 2 separate subsection, discrete and continuous.
Snehal Tralsawala: And then I explain you what is discrete, what is continuous
Snehal Tralsawala: now, I say.
Snehal Tralsawala: but how does it relate to the me? How does it relate to
Snehal Tralsawala: see if I say safety inspection is carried out.
Snehal Tralsawala: yes or no.
Snehal Tralsawala: carried out or not carried out.
Bakshi Manish: Okay.
Snehal Tralsawala: Right. Yeah. Then, I said, how many safety inspections are carried out? So I said, 1, 2, that cannot be 1.7. Right?
Snehal Tralsawala: So that I
Snehal Tralsawala: for discrete data, I am saying that
Snehal Tralsawala: why I want to know this because it is important at our level to understand different type of data, and what I am dealing with.
Snehal Tralsawala: so how many inspection cannot discrete, how many near misses are reported? Does it discrete
Snehal Tralsawala: whether committee conducted or not?
Snehal Tralsawala: Yes or no. That is also discrete data in a way. How many conducted discrete number, how many
Snehal Tralsawala: provided, yes or no.
Snehal Tralsawala: But when I say, explain how how the safety Committee meeting took place.
Snehal Tralsawala: Then there will be many, you know, many different things. There will be subjective things.
Snehal Tralsawala: So whether it took place by Achawa Nehua, those kinds of things. So that is about
Snehal Tralsawala: now, I say.
Snehal Tralsawala: if I want to connect them, my learning of what is continuous data
Snehal Tralsawala: into health and safety.
Snehal Tralsawala: So at the time of the power outage, what was the wind velocity?
Snehal Tralsawala: Now, wind velocity cannot be a 1 specific number. So that is the continuous data we are talking about.
Snehal Tralsawala: What is the pressure in the reactive and Psv ruptured? It could be, you know, 200.2 bars. It could be like 198.5 bars, or it could be 23 psi, or some 23.2 psi weather temperature. Kiatha
Snehal Tralsawala: height of the person who got involved in the accident. What was the weight of the person who got involved in the accident?
Snehal Tralsawala: So you are
Snehal Tralsawala: able to connect what I'm saying
Snehal Tralsawala: the questions will remain same.
Snehal Tralsawala: But the answer which comes to you
Snehal Tralsawala: I should you should be able to differentiate whether that data is given to is a continuous data or discrete data.
Snehal Tralsawala: Is it clear.
Bakshi Manish: Yes.
Snehal Tralsawala: For now
Snehal Tralsawala: to explain you
Snehal Tralsawala: discrete data and continuous data.
Snehal Tralsawala: we'll get into little more
Snehal Tralsawala: into it.
Snehal Tralsawala: And I said that interval there is something called interval data
Snehal Tralsawala: interval data
Snehal Tralsawala: interval variables are variables for which the central characteristic is that they can be measured along a continuity, and they have a numerical value.
Snehal Tralsawala: For example.
Snehal Tralsawala: temperature measured in degrees Celsius or Fahrenheit. The difference between 20 and 30
Snehal Tralsawala: is same as 30 and 40.
Snehal Tralsawala: See if I say that between 20 and 30
Snehal Tralsawala: degree centigrade. How many batches took place?
Snehal Tralsawala: If I'm running a
Snehal Tralsawala: if I'm running a reaction
Snehal Tralsawala: and there's a variation in temperature.
Snehal Tralsawala: then I'll ask the question between 20 and 30, how many
Snehal Tralsawala: batches took place between 30 and 40? How many took place?
Snehal Tralsawala: So now I am basing here. If you look at the interval data
Snehal Tralsawala: bottom, right?
Snehal Tralsawala: There is an income range here. Right?
Snehal Tralsawala: What is it that you can see?
Snehal Tralsawala: The income range is from 19 to $29,000.
Snehal Tralsawala: Then there is a 30 to $39,000, and 40 to $49,000.
Snehal Tralsawala: You see that.
Snehal Tralsawala: So
Snehal Tralsawala: when some some people ask the question.
Snehal Tralsawala: or if you want to convert your findings into
Snehal Tralsawala: interval data.
Snehal Tralsawala: then you can ask a question that if any accident has taken place, or if I want to analyze my accidents or incidents, then I can say
Snehal Tralsawala: incidence which age group it is prevalent on. If I say that age group between 20 to 25, or 25 to 30, or 30, 35, 35 to 40, 40 to 45, 45 to 50 likewise.
Snehal Tralsawala: So I can set myself and say, Okay, between these age group
Snehal Tralsawala: accidents are which accidents are more so. What is the advantage of this that if I'm able to analyze my data into interval data type.
Snehal Tralsawala: Then I may have a specific program planned for that particular age group
Snehal Tralsawala: for doing certain things.
Snehal Tralsawala: Is it clear.
Snehal Tralsawala: Okay, let's let's go. Understand one more thing.
Snehal Tralsawala: What are some of the examples of interval data the temperature is in. See, here, it shows the temperature was minus 20, then minus 10, then 0, then plus 10 plus 20.
Snehal Tralsawala: So what is the difference between minus 20 and minus 10
Snehal Tralsawala: 10 days, minus 10 to 0 10 degree 0 to plus 1010 degree.
Snehal Tralsawala: Similarly, if I look at time of the data, one pm. To 2 pm. 1 h, 2 to 3, 1 h, 3 to 4, 1 h, likewise
Snehal Tralsawala: income. I already told you about IQ. Score.
Snehal Tralsawala: so there is a difference between only 10. There is a difference of 10. Here.
Snehal Tralsawala: then, Ph is also 2, 4, 6, 8 sat score. There are difference of 50 credit rating (204) 060-8000, and date dates.
Snehal Tralsawala: What is dates?
Snehal Tralsawala: The last one I also understand.
Snehal Tralsawala: I love to think about it. Dates is 1740, 1840, 1940. 0, this is a year. This is years 1740, 1840.
Snehal Tralsawala: So when I'm talking about interval data.
Snehal Tralsawala: interval data talks about this. Now, I'm introducing one more
Snehal Tralsawala: and one more request to you is that participants are you writing down? Are you taking notes as we go along?
Snehal Tralsawala: Hello.
Nisarg Patel: No, sir, we are following the Ppt content. We are not right down and.
Snehal Tralsawala: I think you should have. It's a good practice.
Snehal Tralsawala: and I think
Snehal Tralsawala: I am happy that I am. I am your, you know I'm the faculty for the 1st class that you are taking
Snehal Tralsawala: of the process safety.
Snehal Tralsawala: It's important to have your own diary
Snehal Tralsawala: dedicated to process safety.
Snehal Tralsawala: It is good idea to put the date on the right top side.
Snehal Tralsawala: It is important to write down who is the faculty important? Write down what is the subject, and then get into. If you are
Snehal Tralsawala: picking up something new, then write those things down
Snehal Tralsawala: if you want. I can share my diary. A photo of my diary how meticulously it can get!
Snehal Tralsawala: But it's a good idea, because you will be covering so much subject so well, so, at least, invest some money into getting a good diary.
Snehal Tralsawala: pen and pencil.
Snehal Tralsawala: and you know, so you can always come back and say, because Ppt is not going to come to you right away. Ppt will take its time.
Snehal Tralsawala: and then I found that Ppc Ppt. Doesn't even reach the students
Snehal Tralsawala: until the very end. Also.
Snehal Tralsawala: So don't count on you getting Ppt right away. So the how how best to do it as you go along you write down certain things, you know, simple as that.
Snehal Tralsawala: So I I shared still date I I mean, till now I already shared with the discrete data, continuous data interval data. Now I'm getting into
Snehal Tralsawala: interval date. And now I'm getting into the ratio data. Ratio data is quantitative data having the same property as interval data
Snehal Tralsawala: with an equal and definitive ratio between each data and absolute 0 being treated as a point of origin.
Snehal Tralsawala: See in the interval
Snehal Tralsawala: here, in the interval data.
Snehal Tralsawala: I use the negative
Snehal Tralsawala: negative. 20 is also the base.
Snehal Tralsawala: But when I look at the ratio data minus is not allowed.
Snehal Tralsawala: So that's a basic difference between
Snehal Tralsawala: ratio data.
Abhijit Patil: There!
Snehal Tralsawala: So the ratio data cannot be negative
Snehal Tralsawala: like it says it will not go to minus $20. Okay, there is some nothing like minus $20, you know.
Snehal Tralsawala: Okay, so
Snehal Tralsawala: what is ratio data?
Snehal Tralsawala: The ratio data is the measured along a numerical scale that has equal distance between adjacent values.
Snehal Tralsawala: So there's a 20. There's a 40. There's a 60.
Snehal Tralsawala: Now
Snehal Tralsawala: keep this graph in mind
Snehal Tralsawala: and let me go back to another graph similar type.
Snehal Tralsawala: Look at that bottom right side. Here's 2040, 60,
Snehal Tralsawala: you see, 2046 in incoming us dollars. So how many are earning? 20,000? How many are earning? 40, how many are earning $60,000?
Snehal Tralsawala: And similarly, here.
Snehal Tralsawala: here, the one we choose in the bottom right income range.
Snehal Tralsawala: What is the difference between this graph and that graph.
Snehal Tralsawala: These are income in Usd 2040, 60.
Snehal Tralsawala: And here is saying 19 to 29,000. What is the difference?
Snehal Tralsawala: Sanjay Vai.
Snehal Tralsawala: What is the difference.
Sanjay Joshi: Also.
Snehal Tralsawala: So farakshabanema.
Snehal Tralsawala: specific visas are dollar.
Snehal Tralsawala: Akat item, like a number location.
Snehal Tralsawala: Yeah. Range. Api, so yeah. Range Api interval data. K, right?
Snehal Tralsawala: An agent specific Appelucia
Snehal Tralsawala: point, I know difference, but if you look at Charlie's Bagia Bay, K at Luthai Bay.
Snehal Tralsawala: then 60, the difference between 20 and 40 is 20.
Snehal Tralsawala: Right? So that is why it is called ratio data.
Snehal Tralsawala: So this is about Asia. Now.
Snehal Tralsawala: car ratio detergent.
Snehal Tralsawala: So am I, the data, Joyta.
Snehal Tralsawala: So what I have got it here.
Snehal Tralsawala: What I've got it here is health and safety, ma
Snehal Tralsawala: agarapane.
Snehal Tralsawala: Any applicable can be the cursor. So if I say which age group is participating better in health and safety.
Snehal Tralsawala: So this is called interval data.
Snehal Tralsawala: which segment of worker are more receptive to new concept
Snehal Tralsawala: education up to 10 standard, 10 to 1212 to college, graduate and postgraduate.
Snehal Tralsawala: So the answer which I will get
Snehal Tralsawala: you can design your surveys in such a way that you can have it in interval data or in the short date.
Snehal Tralsawala: Is it clear?
Snehal Tralsawala: I think this ratio data, knowing here the right side channel that is not correct where this ratio data is more about
Snehal Tralsawala: in in numbers. Charlie's face. So this data I also put together yesterday. But this is not correct.
Snehal Tralsawala: This will fall into.
Snehal Tralsawala: I'm not that
Snehal Tralsawala: so? Why we are learning all this so that we have some idea
Snehal Tralsawala: of what we are dealing with. Elaborate data, maple char back discrete and continuous interval data and ratio data.
Snehal Tralsawala: Okay.
Sanjay Joshi: Okay.
Snehal Tralsawala: Let's go to the next topic.
Snehal Tralsawala: Understanding of data, population and sample.
Snehal Tralsawala: Sabrahamel was a population sample before.
Sanjay Joshi: Awesome.
Snehal Tralsawala: See up when we take a
Snehal Tralsawala: sample
Snehal Tralsawala: when we do a plant inspection.
Snehal Tralsawala: The Koh plant by Jenna after we did an inspection.
Snehal Tralsawala: and then based on the inspection. Kenya electrical cable is not working very well.
Snehal Tralsawala: then, I will make a judgment that
Snehal Tralsawala: in so and so plant.
Snehal Tralsawala: When I did the inspection.
Snehal Tralsawala: then
Snehal Tralsawala: the electrical cable will lose.
Snehal Tralsawala: and therefore it is meat for good for me to assume
Snehal Tralsawala: is how we say it.
Snehal Tralsawala: So we're taking a sample.
Snehal Tralsawala: We're taking a sample survey.
Snehal Tralsawala: Yeah. So if it is like a quality parameter, is there? Okay, medical product chain monochrotophose. Ddvp, dichlorovos, whatever that is
Snehal Tralsawala: on a Mr. Ti took a sample.
Snehal Tralsawala: and then sample will tell me that my my purity is 99.25%.
Snehal Tralsawala: And I'm saying that my sample purity is passing the specification
Snehal Tralsawala: video sample. Lido.
Snehal Tralsawala: second sample is saying, 99.2 5
Snehal Tralsawala: tiju sample nidhu. My sample is saying 99.30. So I took 3 random samples.
Snehal Tralsawala: but Thano range 99.2 5 t. Variety. Then I'm assuming that because I took 3 samples
Snehal Tralsawala: and I turn it around sample
Snehal Tralsawala: apre paste.
Snehal Tralsawala: Matlab ke Maru population
Snehal Tralsawala: a product need 99.2 5. How many sake?
Snehal Tralsawala: So what I'm doing is I'm taking the samples
Snehal Tralsawala: and a sample basis assuming that population sample is
Snehal Tralsawala: should be this, this.
Snehal Tralsawala: okay man don't get mad.
Snehal Tralsawala: Thrones empalida. I have gone to a plant inspection for plant, a plant, B plant, C,
Snehal Tralsawala: and I found that
Snehal Tralsawala: electrical connection. The cables check the loose cables are there
Snehal Tralsawala: and then particularly certain cables new, but there is no wrapping on it. That black tape we should be wrapped on. It is not there.
Snehal Tralsawala: so I am going into plant a. I am finding out that it is not there.
Snehal Tralsawala: Plant BI went. I found out that is not there. Plant C. It is not there, so I have taken 3 samples.
Snehal Tralsawala: So I'm at this point. I'm ready to tell you that the electrical engineer that his system is not working because he went 3 different plants out of 12 plants.
Snehal Tralsawala: and all the 3 plants had the same problem, and therefore
Snehal Tralsawala: it is easy. Maribolvanu, Sarajke, population, map and problems.
Snehal Tralsawala: You understand.
Sanjay Joshi: Yes.
Snehal Tralsawala: So this is how you know even the the, the voting
Snehal Tralsawala: voting which takes place before the voting actually comes, they will have a sample survey. Who? Who is the candidate who is winning? So they're taking the samples
Snehal Tralsawala: based on the sample. They will do a population. So there is a difference between population and sample.
Snehal Tralsawala: Okay.
Snehal Tralsawala: so, Maripas, I have a Maripas data here
Snehal Tralsawala: for data. Longa may mean
Snehal Tralsawala: anybody.
Sanjay Joshi: I wouldn't.
Snehal Tralsawala: Average exactly
Snehal Tralsawala: average cartavanision.
Snehal Tralsawala: So average is like a gitlaban data chain of summation current divided by N. If I do it, I'll get an average.
Snehal Tralsawala: So that is a simple question, what about Median?
Snehal Tralsawala: What about Median?
Snehal Tralsawala: So yeah. Example, apology.
Snehal Tralsawala: Tomorrow, data set is the 1, 3, 3, 6, 7, 8, 9,
Snehal Tralsawala: very passenger data set, hey.
Snehal Tralsawala: 1, 3, 3, 6, 7, 8, 9.
Snehal Tralsawala: So there are 7 set of data. 7 points are there.
Snehal Tralsawala: 1, 3, 3, 6, 7, 8, 9. So if I remove 3 from this side, if I remove 3 from that side, the center is 6.
Snehal Tralsawala: So for this case the median is 6.
Snehal Tralsawala: But if I have
Snehal Tralsawala: us
Snehal Tralsawala: 6 6, 6 6 3 and 3, 6, 8 data set is there? Data points are there?
Snehal Tralsawala: And then, if I'm asking, is comedian Nicole yet, or what I'll have to do, remove 1, 2, 3 on this side.
Snehal Tralsawala: remove 6, 8, 9 from other side. What remains is 4 and 5. I'll have an average of 4 and 5, which is 4.5.
Snehal Tralsawala: Is it clear.
Bakshi Manish: Yes.
Snehal Tralsawala: So we are
Snehal Tralsawala: right now on the data and the people who still have a difficulty understanding why we are learning. This is because I am telling you that as a safety engineer
Snehal Tralsawala: you need to know
Snehal Tralsawala: the type of data you need to know how to interpret them. You need to know how to analyze them
Snehal Tralsawala: then, only you will have a good incident investigation.
Snehal Tralsawala: then, only yeah, all of us will be able to become a good safety professional.
Snehal Tralsawala: So the data importance cannot be ignored in in a nutshell. That is why I've taken this as a 1st class.
Snehal Tralsawala: because it's very basic. And not only it will help you in the safety profession. It will help you in any other.
Snehal Tralsawala: The production engineer it will be. It will help immensely in understanding, because it's all about understanding the data set. Okay?
Snehal Tralsawala: So I told you mean, which is, I told you, Median. And now I'm coming to more.
Snehal Tralsawala: Mode is a another way of looking at the data
Snehal Tralsawala: in which I'm saying that I have a data set
Snehal Tralsawala: which is Carta.
Snehal Tralsawala: One number comes multiple times. In this case I have a data set 1, 3, 3, 5, 6, 6, 9, 9.
Snehal Tralsawala: So now I have to think about it.
Snehal Tralsawala: That chocolate liver, che kidney. But now kidney, Paraya, tin Barya, therefore.
Snehal Tralsawala: Yay, Kishme, I have 2 modes.
Snehal Tralsawala: number 9, and number 3.
Snehal Tralsawala: So with the same token, if I look at the
Snehal Tralsawala: bottom left.
Snehal Tralsawala: I have 738-11-5194, and 10.
Snehal Tralsawala: So is there any more here.
Snehal Tralsawala: or 5, 8, 1315, 7. There is no repeat.
Snehal Tralsawala: seeing if there is no repeat
Snehal Tralsawala: data.
Snehal Tralsawala: then it will not. There will not be any more in this.
Snehal Tralsawala: but just the one below 357-13-3793.
Snehal Tralsawala: So if I sort it out
Snehal Tralsawala: and then write down, then I'll have a 3, 3,
Snehal Tralsawala: 5, 7, 7, 9, and 13.
Snehal Tralsawala: So I have a 3,
Snehal Tralsawala: 3 number coming 3 times.
Snehal Tralsawala: and the 7 number coming 2 times.
Snehal Tralsawala: So if I have a tie, I don't have a tie in this case, therefore, 3 is 3 times 7 is 2 times
Snehal Tralsawala: so my mode is 3.
Snehal Tralsawala: Uparkahanda there was Thai 3 was 3 times, and 9 was 3 times
Snehal Tralsawala: I have given mode as a 3 and 9.
Snehal Tralsawala: It's clear to everyone.
Snehal Tralsawala: Is it clear.
Bakshi Manish: Yes.
Sanjay Joshi: Clear, clear.
Snehal Tralsawala: So now we come to
Snehal Tralsawala: how about?
Snehal Tralsawala: So you understood the mode?
Snehal Tralsawala: Now, I talk about
Snehal Tralsawala: importance, of correct data.
Snehal Tralsawala: So importance of correct data is such a basic point.
Snehal Tralsawala: And why we need to talk about
Snehal Tralsawala: it at this level.
Snehal Tralsawala: But
Snehal Tralsawala: just for Korea, huh?
Snehal Tralsawala: See? For example, the gentleman who is connecting with us from coimbatur BIL,
Snehal Tralsawala: or unit, or units different units.
Snehal Tralsawala: We struggle
Snehal Tralsawala: with the sanctity of data a lot.
Snehal Tralsawala: Whatever data comes to us.
Snehal Tralsawala: we're not sure whether they're correct or not, because, the origin of data is questionable. Many of us have worked in production.
Snehal Tralsawala: and we know how numbers can be played.
Snehal Tralsawala: And when we look at the lock sheets the lock sheets, there is no guarantee that the data in the lock sheet are correct.
Snehal Tralsawala: Sanjay, am I correct?
Snehal Tralsawala: How do you? How do you? How do you believe the sanctity of the data which comes to you?
Snehal Tralsawala: Because, even though it's on a piece of paper, is written in a standard format.
Snehal Tralsawala: then also
Snehal Tralsawala: there is no guarantee that the correct data has been put in.
Snehal Tralsawala: because it depends on who put it.
Snehal Tralsawala: and what was happening in his, his or her mind, his mind, while he was putting the data.
Snehal Tralsawala: If the some person
Snehal Tralsawala: operator do not want to
Snehal Tralsawala: show anything in particular.
Snehal Tralsawala: particularly Horahi. He will try to convince by writing the data
Snehal Tralsawala: which are very similar to the earlier shift.
Snehal Tralsawala: Does anyone resonate with me?
Snehal Tralsawala: Hello.
Snehal Tralsawala: yeah.
Snehal Tralsawala: So the point is that it is important as of correct data is very important.
Snehal Tralsawala: and
Snehal Tralsawala: the people who are working in production, the people who are into the industry where you can make a difference.
Snehal Tralsawala: eliminate all the unnecessary logging of data entry.
Snehal Tralsawala: because it's likely that your data set
Snehal Tralsawala: is repeating somewhere
Snehal Tralsawala: one place it is captured. Second place also it is captured. 3rd place, also it is captured.
Snehal Tralsawala: so a campaign may be taken at your end to see whether repeated data are not coming.
Snehal Tralsawala: because when we give a repeated data entry to the operator, operator also are smart they understand that they are. They want us to
Snehal Tralsawala: validate this data.
Snehal Tralsawala: So from the point of view of operators.
Snehal Tralsawala: we kind of look at all the lock sheets
Snehal Tralsawala: and all the
Snehal Tralsawala: that we have, and then see whether
Snehal Tralsawala: ensure that the repeat is not coming, because garbage in is garbage out.
Snehal Tralsawala: and then the person who is actually filling the data.
Snehal Tralsawala: The chances are that the data which are coming to you are not
Snehal Tralsawala: authentic.
Snehal Tralsawala: So this is the slide I want to put in
Snehal Tralsawala: to tell you that
Snehal Tralsawala: if it is in power to review the lock sheets, please do.
Snehal Tralsawala: If it is in power to change the lock sheets. If you think that there are some repeat, things are there, please do, because we also always think, from the point of view of operator.
Snehal Tralsawala: the incident investigation technique that you will learn
Snehal Tralsawala: or process safety entire course that you are taking. You have to
Snehal Tralsawala: bring a human value in the operator.
Snehal Tralsawala: the Apca process safety improvement.
Snehal Tralsawala: So it's ultimately coming back to the last person on the job who is
Snehal Tralsawala: who could be affected, and it can start with a reviewing the lock sheets that you have.
Snehal Tralsawala: and see to unnecessarily use conical.
Snehal Tralsawala: What are the advantage of correct data?
Snehal Tralsawala: So whenever the process changes are there, then those can be used then metric tracking, because now you have more trust on the data which is coming to you, understanding the variability.
Snehal Tralsawala: Because again, in in reality, if the operator
Snehal Tralsawala: Sahi data likrahi. But then what data can be used for
Snehal Tralsawala: checking the variability also? And then you can get into standard deviation. And you can get into Cpk and all that. But it all boils down to getting the correct data.
Snehal Tralsawala: Okay, so this is what
Snehal Tralsawala: go away from undeserved access of data logging be honest. Expectation from team member is to log in correct data. After all, this hard work of statistics and evaluation.
Snehal Tralsawala: if data are not correct, we derived the wrong conclusion.
Snehal Tralsawala: So the disadvantage is that if data are inaccurate, wrong decision can be derailed which will harm the organization, do you agree?
Snehal Tralsawala: Can someone give a note to miss the last one?
Snehal Tralsawala: There is a data which comes to us
Snehal Tralsawala: are incorrect
Snehal Tralsawala: and in process you have an incident investigation taking place, and somebody is saying, look at the lock sheet, lock, sheet.
Snehal Tralsawala: and then you look at the lock sheet, and then you derive some conclusion based on the lock sheet data.
Snehal Tralsawala: Then you later find out that Lockshit Mayo say number in Ilikata. Then you already reached the wrong conclusion.
Snehal Tralsawala: Am I making sense.
Sanjay Joshi: Yes, sir.
Snehal Tralsawala: So very basic.
Snehal Tralsawala: So the question is, what is it that I and you can do?
Snehal Tralsawala: At least you have a power to review the log sheet. Please look at the log sheets.
Snehal Tralsawala: Please remove the unnecessary, you know additions and data which are being collected there.
Snehal Tralsawala: So, and then he will. Actually he or she will able to help you get the better data. So this is what I had.
Snehal Tralsawala: as far as the.
Snehal Tralsawala: So, while collecting, ensure reliability of measurement, standardized measuring method decide accuracy, level design, suitable sampling method. Okay, these for a high level. Hey?
Snehal Tralsawala: Because, there are number. Various different types of sampling methods are there. But in nutshell data collection is, requires lot of
Snehal Tralsawala: thoughts in collecting the data. And you will learn during the incident investigation, also, collecting data becomes very important. We'll cover it when we cover it. But collecting data is a train, the people
Snehal Tralsawala: and then, whatever the check sheets that we make.
Snehal Tralsawala: you know, check sheets that we have sometime we have the check sheet because we always had this check sheets. You know, there's a story.
Snehal Tralsawala: story, maybe, is a good time to share. Is it a good time for a break right now?
Bakshi Manish: Yes, sir.
Snehal Tralsawala: Yes. Yes. Brake. Line. Oh, yes, correct.
Bakshi Manish: Vaguely. Let us for 10 min.
Snehal Tralsawala: Okay, okay, let's think about.
Sanjay Joshi: Okay.
Snehal Tralsawala: 10 min. Let's take a break. But you have 10 min. Please come back in 10 min. Huh?
Bakshi Manish: Thanks.
Snehal Tralsawala: Yeah, right?
Snehal Tralsawala: Yeah. All of us. Please take break 10 min right? Assemble in 10 min.
Snehal Tralsawala: Hello!
Snehal Tralsawala: We're back from.
Sanjay Joshi: Yes, sir.
Snehal Tralsawala: All have come.
Snehal Tralsawala: Okay.
Sanjay Joshi: I'm perfectly.
Snehal Tralsawala: Okay. So, Abra, we were discussing before the break
Snehal Tralsawala: that data time to look at our data collection, the sources where it comes coming from.
Snehal Tralsawala: and make an actionable item
Snehal Tralsawala: to review wherever required. You modify the the lock sheet, thinking in favor of the operators, so that at the end
Snehal Tralsawala: good and correct data comes to you.
Snehal Tralsawala: So it is not the safety department capacity data, but ultimately the data should go. Good data should go to the manager and then manager will send the data. If the bottom level data are not correct, then ultimately it affects on the
Snehal Tralsawala: on the incident, investigation
Snehal Tralsawala: and Company loses out. Because, as is this particular slide shows, if data are inaccurate, wrong decision can be derived which will harm organization.
Snehal Tralsawala: so that Hamlu, easily data important here and then moving forward.
Snehal Tralsawala: Jobi, hamara, checklist here.
Snehal Tralsawala: or checklist particularly, we look at the checklist of
Snehal Tralsawala: this work. Permit system.
Snehal Tralsawala: or the checklist of whatever checklist we have
Snehal Tralsawala: wherever we prepare the checklist.
Snehal Tralsawala: don't we should not think that the checklist will not be reviewed.
Snehal Tralsawala: It has to be reviewed, but there should not be any duplication
Snehal Tralsawala: of the points in the checklist, because it is in our hand. We want to ensure that work permit system get fulfilled by the
Snehal Tralsawala: by the plant.
Snehal Tralsawala: But then.
Snehal Tralsawala: as
Snehal Tralsawala: duplication should not be there in the checklist.
Snehal Tralsawala: you understand what I am. It is in our hand.
Snehal Tralsawala: It is in the hand of the person who is issuing the ultimate look at it, job behind. Whether it makes sense, it should not be too small.
Snehal Tralsawala: At the same time it should not be very confusing. So right balance has to be given to the points written in the checklist, and that is in our hand again. I'm saying you can look at your work, permit system, and then see what required to be added to be deleted, etc. So this is what is about
Snehal Tralsawala: now
Snehal Tralsawala: I I brought out this qualitative applicability in Hsf. Hns
Snehal Tralsawala: quantitative. I already showed you how many.
Snehal Tralsawala: how many inspections took place, how many safety committee meeting took place. How many accidents were reported, how many near misses were reported? It is all quantitative.
Snehal Tralsawala: But if I look at qualitative applicability
Snehal Tralsawala: in qualitative applicability, how is employee. Perception of management, commitment to Agents.
Snehal Tralsawala: Employee perception of management.
Snehal Tralsawala: Tokyo.
Sanjay Joshi: A chat. So he has a subject.
Snehal Tralsawala: Likewise, so that is called qualitative approach.
Snehal Tralsawala: How do you think the new manager inclination toward health and safety? Again there is no yes and no answer.
Snehal Tralsawala: There is no data so qualitative. Go 5.th And what can they come?
Snehal Tralsawala: Qualitative, quantitative, make kese convert karu
Snehal Tralsawala: quality quantity? Do you make a second
Snehal Tralsawala: qualitative or quantitative. Make cassay, converter.
Sanjay Joshi: By doing survey
Sanjay Joshi: frequent survey.
Snehal Tralsawala: Reminikia
Snehal Tralsawala: management commitment to help Kesahi.
Snehal Tralsawala: Then
Snehal Tralsawala: anybody else.
Nisarg Patel: Yes or no. May data, hey? Though? Kidney times. Yes, kidney times. No, hey?
Snehal Tralsawala: Correct here, but most of the time the answer lies between your side. No, no.
Snehal Tralsawala: yes, that's.
Bakshi Manish: Category. Well, we can identify, sir, based on the Category Age wise Department wise. This data we can.
Snehal Tralsawala: Correct, and also, how is the perception towards safe H. And S. And then you have a you have a rating, even one to 10,
Snehal Tralsawala: one being lowest and 10 being highest.
Snehal Tralsawala: See archcal, Hdfc. You know your, your. Our brother is Hdfc. Bank relationship manager.
Snehal Tralsawala: Then they will send a survey.
Snehal Tralsawala: Immediate survey will come. How was your experience with when you're talking with the our representative? And then you rate between one to 10
Snehal Tralsawala: and one may, it's all red and all that color changes to dark green. Have you seen that
Snehal Tralsawala: silence? Complete silence.
Nisarg Patel: Yes, yes.
Sanjay Joshi: Yes.
Snehal Tralsawala: So when you, you know, then I will say 8, 8, or 9, I will give. So you're kind of converting the qualitative data into quantitative data.
Snehal Tralsawala: because I'm saying it is green, but it's not very green, is light green is maybe grayish green. Then I will put somewhere between 6, 7, 8, and then so what I'm doing is I'm converting the qualitative into quantitative.
Snehal Tralsawala: because now I have a number.
Snehal Tralsawala: I am very happy. How happy are you please describe your happiness between man and
Snehal Tralsawala: I'm very happy or not happy. No, you have to rate between one and 10, so happiness is a qualitative aspect, but I'm converting the qualitative into quantitative by asking everyone to write the numbers.
Bakshi Manish: Like a mantimetre.
Snehal Tralsawala: Like a.
Bakshi Manish: Mantimetre
Bakshi Manish: 47.
Bakshi Manish: Actually, the mantimate of the question being presented to the participant, and they have to answer.
Bakshi Manish: based on the one to 5 scale or one to 10. Scale.
Snehal Tralsawala: Right. So I'm saying that as a safety professionals.
Snehal Tralsawala: you will have many opportunity to ask those questions. Yes or no, me but yes or no may job I got how helpful it is like you said. You know, out of 10 people
Snehal Tralsawala: that I interviewed.
Snehal Tralsawala: 2 said yes, and 8 said, no.
Snehal Tralsawala: so it is looking like a very bad, you know, because no is bad and less than noise bad, and yes is good.
Snehal Tralsawala: But you find out where bias and no myth. No is very. But we'll actually do this between one and 10. You'll figure out that the ratio in the number is coming maybe 6, 6 and a half 7.
Snehal Tralsawala: So that becomes your base.
Snehal Tralsawala: So what I'm doing is I'm qualitative. Jomera questions, hey?
Snehal Tralsawala: Or, for example, permit system. I'm asking employee survey.
Snehal Tralsawala: You can do a survey
Snehal Tralsawala: and then employee survey company, they asking each employee to do a perception survey of management, commitment to health and safety.
Snehal Tralsawala: Okay, management, perception case I management commitment K sign.
Snehal Tralsawala: and then the operators are operators and workers are, and staff are free to answer those questions.
Snehal Tralsawala: So keep between one and 10. So you have a as a manager of safety. You will have good idea of what people think. See? Management may be 100% committed. But Whoa! Impression.
Snehal Tralsawala: yes or no.
Sanjay Joshi: Yes.
Snehal Tralsawala: So how do you know, is there a gap between 2? Because management? Every meeting I go to management is saying I'm 100% committed. I'm ready to spend money. I'm ready to do this. But 100.
Snehal Tralsawala: So this kind of surveys you do can give you idea so qualitative, yes or no.
Snehal Tralsawala: and then, once you do a converted to quality, to quantitative, it will have a really close number. The rating was approximately this number, and then I'm changing. And then, when I did the survey in 2026, the ratio, the number is shifted from 7 to 8.2, or something.
Snehal Tralsawala: essentially as a safety professional. I need to have a good understanding of what is called qualitative. I should have a good understanding of how to convert the qualitative into quantitative.
Snehal Tralsawala: and use it for my benefit.
Snehal Tralsawala: Fair enough. So there are a few other questions. Are there a manager now? Sky intimation is, how is it? And how is the near miss reporting, you know, but it doesn't reflect into the actual near miss reporting. So this is what
Snehal Tralsawala: I had to share as far as the
Snehal Tralsawala: this
Snehal Tralsawala: root cause, I mean, as far as
Snehal Tralsawala: now, let's change over to
Snehal Tralsawala: a root cause Kapkodak right.
Ketan Kevadiya: No.
Bakshi Manish: Nicer, Natica.
Ketan Kevadiya: Yes, sir.
Bakshi Manish: Because yes.
Snehal Tralsawala: I'll be. I am
Snehal Tralsawala: okay.
Snehal Tralsawala: So few minutes
Snehal Tralsawala: before I start this.
Snehal Tralsawala: So how is your take on this so far?
Snehal Tralsawala: Because you like it or not. So
Snehal Tralsawala: even in the
Snehal Tralsawala: afternoon session. Also, I am the faculty.
Snehal Tralsawala: and we'll be continuing this. So give me your inputs quickly
Snehal Tralsawala: before we
Snehal Tralsawala: and let's introduce few others. I did.
Snehal Tralsawala: the Bilc gentleman was there then Yogesh, then Sanjay Bhai, then Manish Bakshi, Ravi Pater, and Abhijit Pativ so few others. Please introduce yourself.
Sanjay Joshi: That is my intrusive caraw.
Sanjay Joshi: Good afternoon.
Sathish Kumar: Madam!
Sathish Kumar: Hello.
Snehal Tralsawala: I believe.
Sathish Kumar: Sir. Good afternoon myself. Satish Kumar Gadam. I'm from Bil infrastructure Limited at the hedge unit.
Snehal Tralsawala: After video on Kadia, sir.
Sathish Kumar: Answer.
Snehal Tralsawala: Yeah, yeah. Only you are at BIM.
Sathish Kumar: Yes, sir, I am also from Bil. But at the hedge unit we have different locations. Bil located in Coimbathur Kerala.
Sathish Kumar: even himachal Pradesh. So basically.
Sathish Kumar: I was located in the headset and looks after Qcqa as Hod and I completed my Ms. In 2,003, and I have overall 20 years industrial experience in various sectors like research and development, analytical research, development and drug discovery.
Sathish Kumar: And coming to the bil, I am associated with Bil since its 2,017 initially, I was there at the unit, and I was handling. And recently, 3 months ago, I shifted to the the hedge unit.
Sathish Kumar: Thank you.
Snehal Tralsawala: And what is your education, qualification.
Sathish Kumar: Yeah, messy organic chemistry.
Snehal Tralsawala: Msc organic msc.
Snehal Tralsawala: okay, so you are able to relate with the
Snehal Tralsawala: the standard deviation and all that. Very well.
Sathish Kumar: Yes, yes, sir. Obviously.
Snehal Tralsawala: Right? Right?
Snehal Tralsawala: Okay.
Snehal Tralsawala: okay. Satish, too early. Who else? Yeah, thank you.
Snehal Tralsawala: Couple of more.
Shubham Gawade: Hello!
Snehal Tralsawala: Bully, Bully.
Shubham Gawade: Good afternoon, sir, myself. I have completed my B chemical engineering in 2,019
Shubham Gawade: so I have total 4 years of experience.
Shubham Gawade: Right now I am working with Upl at thane location with R&D as a process engineer.
Shubham Gawade: So I have completed my process safety management course in Nabosh.
Shubham Gawade: and about certification I am having. And right now I am doing this postgraduate diploma in process safety.
Shubham Gawade: I have done a safety study like I have handled the instrument arc, Dsc.
Shubham Gawade: Rc. Arsst. So from that I have developed
Shubham Gawade: some interest in process safety. And that's why I'm doing this course.
Snehal Tralsawala: Very nice.
Snehal Tralsawala: fantastic level 4 is a very good, very good learning process. Safety man. I think I think you should be ready to give and give give a presentation to the audience, I'm sure.
Snehal Tralsawala: which has covers a lot of ground.
Snehal Tralsawala: And about this Dsc. And Rc. I also want to learn few things, because as we go to the the you know, Rc audits, these are the questions we ask our
Snehal Tralsawala: R&D department, how is the capability? And what is DC, so maybe if you can share your number, share your email, Id, or something that we can communicate, you can share, you know. Educate me more on that.
Shubham Gawade: Yes, sir. Definitely. Sir.
Snehal Tralsawala: Yeah, because that's something, some area I found to be a little bit lacking from my side. And I've taken up that I need to learn more about that. So okay.
Shubham Gawade: Yes, definitely. Sir.
Snehal Tralsawala: Yes. So one more. Yeah, 1 1 more of us, and then we'll change to the subject. Yeah.
Snehal Tralsawala: Ketan Ketan, by Kavaria.
Snehal Tralsawala: Okay, let's leave it at that.
Snehal Tralsawala: We start into the subject.
Snehal Tralsawala: So, as I mentioned earlier to you
Snehal Tralsawala: root cause analysis that what we're going to learn here it is Major Chunk of our
Snehal Tralsawala: this class
Snehal Tralsawala: syllabus.
Snehal Tralsawala: and it doesn't only apply to
Snehal Tralsawala: safety department because the application, the the concept, is so good and so thorough that it can be applied into any department
Snehal Tralsawala: off
Snehal Tralsawala: the company you're working for. Not only it can apply only to your department or your organization, but it can be taken up to any organization and understand. Try to understand their real causes. So please pay attention, you know wherever required. Take the notes wherever required. Ask the questions, because
Snehal Tralsawala: I want you to capture this as much as possible, because it makes our professional life so much easier, knowing how to do the root cause analysis.
Snehal Tralsawala: So the this is a saying of Albert Einstein. We cannot solve problems by applying the same kind of thinking
Snehal Tralsawala: we we used to when we created them.
Snehal Tralsawala: In other words, saying that when we do a root cause analysis, we have to a global egg level
Snehal Tralsawala: tabhijake will understand the root cause analysis. This is what it says.
Snehal Tralsawala: So he says, identify and consider all possible causes.
Snehal Tralsawala: and learn about problems in more detail, to find the best solutions.
Snehal Tralsawala: What do we do? Something has happened, and I want to try to get to the possible causes.
Snehal Tralsawala: possible causes for what?
Snehal Tralsawala: Why we are doing it, not just the sake of understanding the cause, but
Snehal Tralsawala: for try to improve it so that it doesn't happen again. So I have a
Snehal Tralsawala: a free in the sense that
Snehal Tralsawala: what the reason for finding out the possible causes is to possibly come back
Snehal Tralsawala: and rectify it later on.
Snehal Tralsawala: But when we say that root cause analysis, Karnahe
Snehal Tralsawala: solution, Nickelna.
Snehal Tralsawala: And there is a normal misconception which goes here because as soon as we say that root cause analysis, kill a Batnahe.
Snehal Tralsawala: so on, every one of us, or most of us will think that means we'll have to come up with a solution.
Snehal Tralsawala: Anybody who can comment on what I'm I just said.
Sanjay Joshi: Yes, sir, management is also expecting the same things.
Sanjay Joshi: That's.
Snehal Tralsawala: That's correct, that's correct. But I'm saying that when we say when we want to do root cause analysis.
Snehal Tralsawala: we just want to get a root cause analysis.
Snehal Tralsawala: That's all. We stop right there
Snehal Tralsawala: and then the Second Second level to root cause analysis is to find a solution. So when we, when we will study the root cause analysis in this class.
Snehal Tralsawala: we'll only identify
Snehal Tralsawala: how to get to the cause.
Snehal Tralsawala: We'll cover how to get the solution in later part.
Snehal Tralsawala: but Rca itself. When you say the word Rca Rca is called root cause analysis
Snehal Tralsawala: to Rca definition, meh, solution Dunda Nan.
Snehal Tralsawala: am I making myself clear?
Snehal Tralsawala: I see.
Bakshi Manish: I'm very clear.
Snehal Tralsawala: That's all.
Snehal Tralsawala: Actually, as a hotel. There is a team Sep, one team for root cause analysis.
Snehal Tralsawala: We'll come up with a root cause
Snehal Tralsawala: and then you give this to the another
Snehal Tralsawala: another team and say, Okay, Abiska solution, Nicolo. So there are 2,
Snehal Tralsawala: step one and step 2.
Snehal Tralsawala: It's like that.
Snehal Tralsawala: So don't get confused. If if if you are part of that Rca team, then your job actually ends when you are coming up with a good cause, because that itself is a lot of activity coming up with the correct cause
Snehal Tralsawala: it requires. Lot of application. Management is so much focused on solution solution
Snehal Tralsawala: before we sit in and come up with a cause solution.
Bakshi Manish: That was
Bakshi Manish: so solution can have. Who was the culprit behind that incident?
Snehal Tralsawala: Who is behind the culprit. So correct. So that is a so who is behind the culprit? So I mean sub bath cutting. Okay. You know, when we actually try to get to the cause
Snehal Tralsawala: as much as possible, we'll focus only on the
Snehal Tralsawala: systemic problems.
Snehal Tralsawala: And then there are 3 different type of cultures when you say that.
Snehal Tralsawala: So there is a, you know, theory like Nebosh has a theory, there are that 3 different kind kind of cultures that we have in the organization.
Snehal Tralsawala: I'm not talking about Upl. It's a i'm talking about organization in general.
Snehal Tralsawala: There is something called blame culture.
Snehal Tralsawala: What is blame culture.
Snehal Tralsawala: a coach bhua. We try to blame
Snehal Tralsawala: somebody. Okay, this is Usnekia, usnekia usnekia
Snehal Tralsawala: that is called blame culture.
Snehal Tralsawala: So just look at it. There are 3 different types of organizations in which one company is totally focused on blaming. Something happened.
Snehal Tralsawala: Menpower, nodo find account.
Snehal Tralsawala: and the second organization is
Snehal Tralsawala: that.
Snehal Tralsawala: But everybody is silent.
Snehal Tralsawala: Is this called no blame?
Snehal Tralsawala: There is some, some organizational like that.
Snehal Tralsawala: Everyone is aware that a problem go ahead.
Snehal Tralsawala: Yet there are no disciplinary action coming in the way because that is called second type of organization.
Snehal Tralsawala: And what is the 3rd type of organization?
Snehal Tralsawala: 3rd type of organization is just culture.
Snehal Tralsawala: Just a culture is what
Snehal Tralsawala: he's saying, that
Snehal Tralsawala: many poor analysis career.
Snehal Tralsawala: the causes have been identified. I found this to be systemic problem.
Snehal Tralsawala: but at the same time I found that this particular
Snehal Tralsawala: operator, at a given time was involved in the human Error.
Snehal Tralsawala: Us negl tikia.
Snehal Tralsawala: He should be correctly disciplined, otherwise it will set a wrong example.
Snehal Tralsawala: so he will be correctly disciplined by giving the joby on call notice.
Snehal Tralsawala: That is part of the just culture.
Snehal Tralsawala: But then I will not stop at there.
Snehal Tralsawala: I will say human error was negative.
Snehal Tralsawala: fair, or Galty cuhua. Then I'll get into analysis of that.
Snehal Tralsawala: and then find some systemic causes
Snehal Tralsawala: in order for me to ensure that such human error don't take place in the future?
Snehal Tralsawala: Am I making myself clear.
Sanjay Joshi: Nothing.
Snehal Tralsawala: See one of you, said one of us already mentioned that culture as a hotel. It's called
Snehal Tralsawala: so I've given answer to you in a in a lot more elaborative way, I told him. There are 3 different kind of culture.
Snehal Tralsawala: So we have to know which culture we are in right now.
Snehal Tralsawala: what are the 3 type of cultures?
Snehal Tralsawala: One is a blame culture.
Snehal Tralsawala: other one is no blame or no action.
Snehal Tralsawala: but could actually be an error here.
Snehal Tralsawala: which is a just culture.
Snehal Tralsawala: We are analyzing it. We are deciding that correct. This person is really culprit
Snehal Tralsawala: and then what's called discipline, action.
Snehal Tralsawala: wo discipline, action, Leah.
Snehal Tralsawala: Then I get into the analysis of the error itself. That was the Galti Kasekia.
Snehal Tralsawala: and then I'll find the systemic cost, for example.
Snehal Tralsawala: us que values
Snehal Tralsawala: or vice versa.
Snehal Tralsawala: Then, when I analyze it, I realized that boss
Snehal Tralsawala: bad, you may switch Si, same car. Same switch, baju bad, you may.
Snehal Tralsawala: You understand.
Snehal Tralsawala: So because I'm saying that there are 3 different type of cultures, and we'll come to that. But Hamra Target not even come to the solutions because it's a second level.
Snehal Tralsawala: So the purpose of this module is to over cover several tools teams can use to identify sort prioritize
Snehal Tralsawala: root causes to undesirable effect in the process.
Snehal Tralsawala: But at the end of this module
Snehal Tralsawala: we will
Snehal Tralsawala: know how to utilize fishbone, diagram.
Snehal Tralsawala: fire, diagram, brainstorming, affinity, and many other tools to perform the root cause analysis. So it's got purpose here.
Snehal Tralsawala: And then at the end of the program, you will feel
Snehal Tralsawala: you will believe that identifying root cause is a critical step
Snehal Tralsawala: towards solving problems.
Snehal Tralsawala: and you will do. You'll be able to explain to others how to perform a root cause analysis.
Snehal Tralsawala: So
Snehal Tralsawala: if I read. If I ask
Snehal Tralsawala: each one of you.
Snehal Tralsawala: what is your current level of root cause?
Snehal Tralsawala: Oh.
Snehal Tralsawala: if I say that, Apka, you have to answer right root cause analysis. K. Related knowledge, practical knowledge
Snehal Tralsawala: between one and 10. I mean, I'm going to ask a subjective question, and you answer the subjective question in that way
Snehal Tralsawala: before we start a program.
Snehal Tralsawala: The question is.
Snehal Tralsawala: what do you think is the your current root cause, analysis.
Snehal Tralsawala: understanding?
Snehal Tralsawala: You are like, like you are at 8 9, you are at 10, you are at 7, 5, 6
Snehal Tralsawala: up to Kesalagrai.
Snehal Tralsawala: Please participate.
Snehal Tralsawala: Okay, one person said, not aware. Other one said, 8.
Snehal Tralsawala: Shatish Kumar is saying, 8. Abijit Patel is saying, 8
Snehal Tralsawala: Santosh Kumar is saying, 7, 7. Nisarge saying, 6. Okay, very good. So I think you are. There is an acknowledgement that we know a lot about it except for so the person who has 7 or 8 rated you have to
Snehal Tralsawala: get
Snehal Tralsawala: enough out of this program. So you can get up to 9.
Snehal Tralsawala: And that is the what is is saying here that even though you know it, there are 3 levels of knowing it. Right? One is a knowing it
Snehal Tralsawala: knowing is a knowing it. That is, the 1st Level second is.
Snehal Tralsawala: I know it to perform that function.
Snehal Tralsawala: and 3rd one is that I know it to educate others.
Snehal Tralsawala: the 3 levels of knowing.
Snehal Tralsawala: So the people who have put number 8, rating, or number 7 rating. So my question to you is that, are you knowing it enough
Snehal Tralsawala: so that
Snehal Tralsawala: not only you can perform the root cause analysis, but are you able to educate others about the root cause analysis? That's the second level of learning.
Snehal Tralsawala: You agree.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: So the people who have put 7 or 8 rating, you have to ask yourself a question
Snehal Tralsawala: whether you are able to perform the root cause analysis.
Snehal Tralsawala: the way it is explained. Here, then, you are solid, and you're confirming that. Okay, my, a rating is correct.
Snehal Tralsawala: and then
Snehal Tralsawala: one more level is, I want you to go to a next level
Snehal Tralsawala: after going through this program so that you yourself can deliver a
Snehal Tralsawala: talk on root cause analysis in your respective department and organization.
Snehal Tralsawala: So the challenge to you is that increase from 7 to 9. The person who doesn't know bring it up from there to 7, 8, or something. So he says, purpose is to explain to us how to perform root cause. Not only that you're going to, you are doing the root cause. But you're going to explain.
Snehal Tralsawala: So my expectation is that you will reach up to 9 at the end of this program
Snehal Tralsawala: and effectively utilize root cause analysis tool with your teams.
Snehal Tralsawala: So now I
Snehal Tralsawala: talk about because people by nature often like to get right to implementing solution. A disciplined root cause analysis can help facilitate a thorough exploration of the issues behind the problem
Snehal Tralsawala: which will ultimately lead to more robust solution.
Snehal Tralsawala: Solution. You have.
Snehal Tralsawala: we only talk about
Snehal Tralsawala: a root cause some solution impulsive? There is a normal impulsiveness. Is there? When we deal with the root cause, did they say, root cause solution? Tell me, tell me or tell me, let's not waste time on this root cause analysis thing, because I know exactly what to do and how to do it. So now
Snehal Tralsawala: Hello.
Sanjay Joshi: Yes, sir.
Snehal Tralsawala: Now? Why.
Sanjay Joshi: Right.
Snehal Tralsawala: So he's saying that it is a disciplined root cause analysis. So this is the so one of the questions
Snehal Tralsawala: I had in the question. Paper in ethics 1st year 2,022 or something.
Snehal Tralsawala: 23. What is the discipline? Root cause analysis
Snehal Tralsawala: so easily? What I'm what I'm communicating with is also linked with your
Snehal Tralsawala: your your paper.
Snehal Tralsawala: So discipline, root cause, and a Cisco goal, then not to jump to the conclusion.
Snehal Tralsawala: and you use certain protocols for the root causes your tool. So spend some time understanding what is called disciplined root cause analysis.
Snehal Tralsawala: Why identify root cause problem solving and solution simply begins with understanding of root cause. Failing to understand root cause, make it impossible to solve problem that arise in all of our processes.
Snehal Tralsawala: Root cause. Analysis is not the same as problem solving.
Snehal Tralsawala: What is the difference?
Snehal Tralsawala: If I ask you a question?
Snehal Tralsawala: 3. Math question on what is, what is the difference between root cause analysis and problems.
Bakshi Manish: Here we identify only root, cause.
Snehal Tralsawala: That's all.
Snehal Tralsawala: We identify root cause. And when we go to problem solving
Snehal Tralsawala: what is problem, sir.
Snehal Tralsawala: what is the please give me the steps to problem, solving.
Bakshi Manish: Like, I suppose, any root cause we have identified.
Bakshi Manish: And for that we have to develop a solution. We need some expertise also on that.
Snehal Tralsawala: Correct. Now I I identify the actions. Now let's say I go to more to next step.
Snehal Tralsawala: I've actually identified the solution. Then what I will do.
Bakshi Manish: Then we have to communicate and implement.
Snehal Tralsawala: Then you implement.
Bakshi Manish: Sounds good.
Snehal Tralsawala: Then? What.
Bakshi Manish: Then, after implementation, we have to check whether in a solution is enough
Bakshi Manish: elegance for that root cause or not.
Snehal Tralsawala: So the at the end of the implementation, you will come back and say whether the problem may be.
Bakshi Manish: Oh!
Snehal Tralsawala: Then? Again, what.
Bakshi Manish: Then again, we have to go for the identifiable course.
Snehal Tralsawala: Exactly so. It is a loop.
Snehal Tralsawala: So the root cause analysis can be a single event
Snehal Tralsawala: wherein you can finish it in like a 1 month or 2 months time.
Snehal Tralsawala: The problem selling is not a 1 or 2 months.
Snehal Tralsawala: because you are identifying root cause.
Snehal Tralsawala: Then next step is you're identifying the actions. Then, second, the 3rd level is you're implementing. Then implement, you find out that oh, problem has not gone away. It is still there
Snehal Tralsawala: again. I'll sit with the root cause
Snehal Tralsawala: again, I'll take the inputs. Then again come up with action. Item again, implement.
Snehal Tralsawala: But our ultimate objective is to problem solving.
Snehal Tralsawala: But problem. Solving is not happening at the same level or same time when the root cause analysis is done. Am I making myself clear.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: It's a long process problem solving because it happens that, you know, like a simple, simple thing, leakage from the pumps
Snehal Tralsawala: or leakage from the
Snehal Tralsawala: from the reactor gearbox, the oil leakage from the reactor gear. It's a ongoing problem solving E or I.
Snehal Tralsawala: Every time I come up with a root cause analysis, the root cause analysis is not helping me because the problem is not getting solved.
Snehal Tralsawala: So there are 2 separate things, root cause analysis and problem solving problem. Solving is more long term.
Snehal Tralsawala: more feedback will come in
Snehal Tralsawala: and I let improve. I learned go back. So jump. So when the problem actually comes the second time
Snehal Tralsawala: I'll have to have an access of my discussion which to place the 1st time.
Snehal Tralsawala: Pelibargo, Menecam quita
Snehal Tralsawala: uscar reference.
Bakshi Manish: Yes.
Snehal Tralsawala: So that means that your root cost analysis, we should be properly documented.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: So it is not only root cause. It was also along with that correct. Then I will, because a year later somebody is going to ask me the same question.
Snehal Tralsawala: a problem solving you are, hold on a minute. Let me go. Check. Then you go into your data back.
Snehal Tralsawala: find out that this many people sat in the meeting. And then this is the tool I use. This is the conclusion I came up with.
Snehal Tralsawala: Action. Item. So all the history I should have for any problem
Snehal Tralsawala: until the problem gets sorted out.
Snehal Tralsawala: So it is as important
Snehal Tralsawala: of keeping the documentation
Snehal Tralsawala: as because Hamra, ultimate objective problem solving.
Snehal Tralsawala: It's not gonna happen right away. If it happens in the future. I need a reference of what we tech talk today.
Snehal Tralsawala: So documentation tracking change, that is what this one line means.
Snehal Tralsawala: Now, I said, root cause analysis is the is only the diagnostic part of the problem solving. But it's a part that it not done correctly
Snehal Tralsawala: causes subsequent action to have a little value. Root causal means finding the specific sources
Snehal Tralsawala: that created the problem so that the effective action can be taken to prevent reoccurrence.
Snehal Tralsawala: How did it happen?
Snehal Tralsawala: It's an analysis required getting from symptom to cause
Snehal Tralsawala: symptom. Cause what it? What could be the
Snehal Tralsawala: what are we talking here?
Snehal Tralsawala: Hello!
Snehal Tralsawala: Anybody!
Bakshi Manish: Here.
Snehal Tralsawala: What what I'm talking about when I say symptom
Snehal Tralsawala: cable nachare.
Snehal Tralsawala: the root cause analysis required getting from symptom to cause.
Bakshi Manish: So
Bakshi Manish: you're talking about the
Bakshi Manish: prevailing culture of the organization.
Snehal Tralsawala: No. See
Snehal Tralsawala: early, I told you.
Snehal Tralsawala: differentiated the culture into 3 segments. Blame culture.
Snehal Tralsawala: no blame, no action, and the just a culture.
Snehal Tralsawala: 3. 3. Culture menus for divide Kia.
Bakshi Manish: Hmm.
Snehal Tralsawala: Then you would say, I said, you decide which organization you fit in.
Bakshi Manish: Whoa!
Snehal Tralsawala: Then I told you that root cause is different than problem solving.
Bakshi Manish: Hmm.
Snehal Tralsawala: And I explain you, what is root cause and what is problem solving root cause analysis is more short term
Snehal Tralsawala: problem solving is more long term we have to ensure that Xyz problem which came to my table
Snehal Tralsawala: never comes back.
Bakshi Manish: Alright!
Snehal Tralsawala: And therefore I told you that root cause analysis is different than problem solving because of long term here
Snehal Tralsawala: and long term Klia short term documentation.
Snehal Tralsawala: Then only I can go back and say.
Snehal Tralsawala: then I should be able to go back and look at my documentation. What is it that I did
Snehal Tralsawala: at that time. And how did I come up with this conclusion?
Snehal Tralsawala: So that even though, even with all my intention, problem did not get solved.
Snehal Tralsawala: So that is what I explained you. Documentation. Now I am saying, root cause analysis may
Snehal Tralsawala: causes. I mean, I'm getting into more second layer under key. I'm getting into inner layer of root cause.
Snehal Tralsawala: And I'm saying that root cause and I require getting from symptom to cause.
Snehal Tralsawala: So when I say symptom.
Snehal Tralsawala: what is called symptom.
Shubham Gawade: Because the symptom means something which is observable.
Shubham Gawade: Pause. The 1st look when we see you have given the example of switches. So the 1st symptom is the
Shubham Gawade: he has switch on the wrong switch. So 1st thing is, the symptom is he has put on the wrong switch, which is observable, but in the root causes. The 2 switch of same
Shubham Gawade: same switches are nearby places. So that's the difference between symptoms and use cough.
Snehal Tralsawala: But that is when you actually
Snehal Tralsawala: just switch kajamin example. There.
Snehal Tralsawala: that example. You will come only after you do a detailed, detailed analysis. They will come up with. It's actually human error and human error. Q. Hua.
Snehal Tralsawala: so you you actually, you've taken so many steps to get to the symptomic problem.
Snehal Tralsawala: For example, I'm a contractor. Cabins, you know. There are contractors working our premises day in, day out.
Snehal Tralsawala: and then you know the condition of their cabins and all. So when I'm taking around.
Snehal Tralsawala: I'm finding out that something happened in that welding machine there was a spark or something. Then I say, then, I'm saying that. Oh, cable! The cable used by that welding machine. That cable itself is
Snehal Tralsawala: broken.
Snehal Tralsawala: And not only it is torn apart, but it is connected with some black tape
Snehal Tralsawala: they call.
Shubham Gawade: Yes, sir.
Snehal Tralsawala: So now you are saying that building welding machine
Snehal Tralsawala: case up. Say, one person got electrocuted Musko Hospital, and you are clearly you are immediately that cable which is passing through the road.
Snehal Tralsawala: Yeah, Karen Hogan.
Snehal Tralsawala: because of Earth leakage, so may they'll make out the undesirable Joe Condition Hotel.
Snehal Tralsawala: The unsafe condition to Decla Emoji.
Snehal Tralsawala: I kind of relate to it. Okay, because of the spillage.
Snehal Tralsawala: You know.
Snehal Tralsawala: because of the water in the bathroom. My, I slipped in the bathroom.
Snehal Tralsawala: What is the cost? Immediate cost? Yeah, I got
Snehal Tralsawala: pan is a slippery head.
Snehal Tralsawala: Yes.
Shubham Gawade: Yeah.
Snehal Tralsawala: So that's the slipperiness
Snehal Tralsawala: is the symptom.
Snehal Tralsawala: Pani says slippery Horai, that is a symptom, but it is not the cause. Cause is something else.
Snehal Tralsawala: So that I'm just differentiating the symptom from the cause. So root cause is the most basic.
Snehal Tralsawala: But I'm just
Snehal Tralsawala: provoking your thoughts in thinking the symptom cow type
Snehal Tralsawala: when I go to the round, and I'll figure out that there is. The oil leakages are there, and then I'm saying that oil leakages led to that person failing, you know, falling on the ground.
Snehal Tralsawala: So I'm linking symptom to the cause. But actually, symptom is also the symptom.
Snehal Tralsawala: So Uska jab, jawab millga. That will be the cause.
Snehal Tralsawala: Clear.
Sanjay Joshi: Yeah.
Snehal Tralsawala: So root cause of it's a long process. Root cause analysis, problem solving is a long process.
Snehal Tralsawala: The fire took place.
Snehal Tralsawala: A key, a Key Company. May a key.
Snehal Tralsawala: We did all the root cause option. Item, 1st time we didn't get it right? Yes or no.
Snehal Tralsawala: Hello.
Snehal Tralsawala: So the question is.
Snehal Tralsawala: so what is the root cause of not getting to the root cause?
Snehal Tralsawala: Are you with me?
Shubham Gawade: Yes, if.
Snehal Tralsawala: So how many? How many of you really? understand this problem?
Snehal Tralsawala: That barbar, I mean, Barbara will point the Campanar Thai.
Snehal Tralsawala: What are the what are the examples of
Snehal Tralsawala: Root cause not getting. You have a problem in hand, Barbara. Problem surface of the Asakitna issue. They can somebody highlight to me.
Snehal Tralsawala: Okay, the reactor seal, melike.
Snehal Tralsawala: I'm I'm just saying now, as a safety professional reactive system say, measures. Say, for example, a tank tanker tank bullet spring. You have a sprinkler system on the tanker bullet.
Snehal Tralsawala: you know, somewhere.
Bakshi Manish: Yes, are we here?
Bakshi Manish: But how
Bakshi Manish: fortnightly! Check Kardashka.
Snehal Tralsawala: So every time of I'm saying that.
Snehal Tralsawala: And let's take only that as a problem. If you somebody's identified, let's say.
Bakshi Manish: Yes.
Snehal Tralsawala: What are the causes.
Bakshi Manish: Actually, people are not having sufficient time to reach there and do the physical inspection for that.
Snehal Tralsawala: So what is the cost for that?
Snehal Tralsawala: So so we have to get into details, so that without you knowing it, that is the point.
Snehal Tralsawala: So you can identify the cost by a problem came in a problem here.
Snehal Tralsawala: Frequency, apta set Ni hota.
Snehal Tralsawala: So that is what is saying. A root cause of not getting to the root, cause
Snehal Tralsawala: you did that
Snehal Tralsawala: you get into it, get into it, get into it. So the question here is.
Snehal Tralsawala: what are the root causes of not getting into root causes.
Snehal Tralsawala: You understand.
Bakshi Manish: Yes, sir, actually
Bakshi Manish: hmm.
Bakshi Manish: So I see any horizon. Actually the person deployed here we have.
Bakshi Manish: They also engage in the some other activities
Bakshi Manish: every day.
Snehal Tralsawala: Correct. You are saying that it is because of the resources. But what is the reason? That is resource problem.
Bakshi Manish: Management, recognizing your requirement.
Snehal Tralsawala: So why management is not recognizing.
Snehal Tralsawala: So I am. What I'm trying to tell you is
Snehal Tralsawala: I don't want to get into the individual question. Right now I am saying that root cause.
Bakshi Manish: Thanks.
Snehal Tralsawala: So your idea is that Prinkla system.
Snehal Tralsawala: And then so why, that is not happening.
Snehal Tralsawala: You come back to go, you know. Do do Rca. Then come back, then do. Rca. Is what we fail over because we are not able to come out of one circle.
Snehal Tralsawala: a manpower, manpower provider.
Snehal Tralsawala: Why he is not. They are not providing manpower.
Snehal Tralsawala: Why they are not, you know, so why they are not able to do this, because somehow we are not able to give an importance of that particular system to the power to be
Snehal Tralsawala: which talk about the head.
Snehal Tralsawala: So Saval has a root cause of what is the root cause of not getting into root cause.
Snehal Tralsawala: because our idea is what problem solving
Snehal Tralsawala: problem solving is for Panhradin, Komera, sprinkler system.
Snehal Tralsawala: Right, Abi. It could be that Harpendradin Mangarau. That itself is too much demanding
Snehal Tralsawala: problem. What are the issues that I am facing? Problem solved? That's another matter. But, Mera, topic.
Snehal Tralsawala: the root cause.
Bakshi Manish: Right, sir!
Snehal Tralsawala: So there are 3
Snehal Tralsawala: specific
Snehal Tralsawala: points which come to mind
Snehal Tralsawala: and Pelahe incomplete problem definition.
Snehal Tralsawala: Please write it down because we'll be discussing more and more on this
Snehal Tralsawala: incomplete problem. Definition. Second, one is unknown causal relationship.
Snehal Tralsawala: 3, rd one is focus on solutions.
Snehal Tralsawala: So you focus on solutions about samadhi Ajara sub. Everybody understand? You know
Snehal Tralsawala: the root cause analysis is not like a daily production meeting. It's like a day. It's not a Dp. Dpr, it's not a Dpr meeting.
Snehal Tralsawala: You know what I'm saying.
Bakshi Manish: Daily production review meeting.
Snehal Tralsawala: This is a special task team.
Snehal Tralsawala: There is no point coming to the solution. But solution. K solution is not team member. Focus is not on solution. Focus is on the what the problem is.
Snehal Tralsawala: And
Snehal Tralsawala: giovenis 6.
Snehal Tralsawala: What they're telling is that
Snehal Tralsawala: let let's say 60 min point discuss Karna.
Snehal Tralsawala: So normally, I'm
Snehal Tralsawala: solution. Cabata
Snehal Tralsawala: conscripte mirrored by solution.
Snehal Tralsawala: Normal meeting. Make your hotel.
Bakshi Manish: Ready, Ratha.
Snehal Tralsawala: Early March minute may solution. Agya.
Bakshi Manish: Hmm.
Snehal Tralsawala: Timely, we actually know what it is.
Snehal Tralsawala: which means we know exactly like that.
Snehal Tralsawala: So this 6 Sigma concept is saying.
Snehal Tralsawala: And even the incident investigation technique is saying, if you got a 60 min, you discuss problem 55 min.
Snehal Tralsawala: How many minutes.
Bakshi Manish: 55 min.
Snehal Tralsawala: 55 min. You discuss.
Bakshi Manish: 90% means.
Snehal Tralsawala: 90% hard, 55% minutes. You discuss the problem
Snehal Tralsawala: and then automatically, solution will come.
Snehal Tralsawala: Because that is what it's saying. So, Jobe 55 min.
Snehal Tralsawala: That is part of this incomplete problem. Definition.
Snehal Tralsawala: I got a mirror
Snehal Tralsawala: blend. Pamca blend, hey? Oh, bar bar le
Snehal Tralsawala: so, or I will be solve me or I, if I'm taking up that as a challenge, that Meravo gland leakage is taking place.
Snehal Tralsawala: then Tahotai.
Snehal Tralsawala: particular
Snehal Tralsawala: particular product.
Snehal Tralsawala: If I understand that monsoon May Jadahorai.
Snehal Tralsawala: is it taking place? Because when the shifting charge of hey.
Snehal Tralsawala: when I'm passing through certain, you see, I'm the question. I'm asking that the delivery of question I'm giving.
Bakshi Manish: Areas.
Bakshi Manish: And then
Bakshi Manish: it's a practical problem. Actually, in the chemical industry.
Snehal Tralsawala: So, Hamey. So this incomplete problem definition, comey elaborate around in the future slides.
Snehal Tralsawala: But I'm just getting you ready mentally. If there is a leakage in the gland of pump.
Snehal Tralsawala: 1st question, is it happening? 24 h. Run a. Yes, and E, or I
Snehal Tralsawala: shift my shift. Bajaj night shift my Javai. Okay.
Snehal Tralsawala: this is happening 12 months in a year. Night shift? No, no, it is happening actually, 3 months in a year. Okay?
Snehal Tralsawala: I said, consa product.
Snehal Tralsawala: Okay, concept
Snehal Tralsawala: plant in charge.
Snehal Tralsawala: consa operator.
Snehal Tralsawala: So this particular Glen leakage has to be, we have to get into detail enough detail into it so that I get a real picture plant when this company operator is working in the night shift
Snehal Tralsawala: leakages. How do I know the leakages? How do I know oil leak. So all those questions are there. But I'm saying that japtak problem definition complete
Snehal Tralsawala: you with me.
Bakshi Manish: Yes.
Snehal Tralsawala: Okay. So now I come to the
Snehal Tralsawala: specific into the incomplete problem statement. So avoid poor definition of the problem, what it is
Snehal Tralsawala: failure to complete mapping and input undesirable effect analysis. First, st a problem may be a desired situation
Snehal Tralsawala: taken out of context.
Snehal Tralsawala: So yeah, major, avoid poor definition. Just because, like, I'm saying that I am being given a task of leading the root cause analysis.
Snehal Tralsawala: Then, okay, problem.
Snehal Tralsawala: actual, make your problem. And that's why, when you, when you look at the Green Belt Project
Snehal Tralsawala: and Black Belt project that people work on.
Snehal Tralsawala: he keeps asking so many questions, you know.
Snehal Tralsawala: so
Snehal Tralsawala: ask questions enough. So you understand the problem more and more. It is that
Snehal Tralsawala: problem, kahi realme problem, kai realme problem, kahi.
Snehal Tralsawala: no problem be scientific as a defined kernel.
Snehal Tralsawala: Initially discussion, may I concluded that a certain company employee company employee
Snehal Tralsawala: to us, maybe other detailing Hama Karnaheim.
Snehal Tralsawala: So you'll have 4 people whose message is one guy is
Snehal Tralsawala: San Diego.
Snehal Tralsawala: a cooperative.
Sanjay Joshi: Are you going to the.
Snehal Tralsawala: Otherwise. So it is not directly, doesn't have to be that manpower, Neha.
Snehal Tralsawala: But out of 4 people these 3 people are less interested.
Snehal Tralsawala: So the question is why these 3 people are less interested.
Snehal Tralsawala: So we have to kind of define the problem sprinkler system.
Snehal Tralsawala: Oh, I it
Snehal Tralsawala: 1st overview. But the further may detail.
Snehal Tralsawala: so why the 3 people are not doing it. So what is it that they are not doing it about? Is it a problem related to the salary? Is it problem related to their knowledge of it?
Snehal Tralsawala: All those things will come into problem, definition.
Snehal Tralsawala: And then there is something called unknown, coherent relationship. If the right people are not involved in the analysis, the schedule they may be as difficult to establish, hence involve the subject matter.
Snehal Tralsawala: root, cause analysis, Kim meeting.
Snehal Tralsawala: Let's assume that
Snehal Tralsawala: you know I am. It's some one of you is designated as a Rca. Champion.
Snehal Tralsawala: and he or she is supposed to do a lead. The team they don't understand, so so that they have to have a correct
Snehal Tralsawala: correct level of
Snehal Tralsawala: members in the team.
Snehal Tralsawala: So after composition of team is equally important.
Snehal Tralsawala: and then
Snehal Tralsawala: temperature bhattega.
Snehal Tralsawala: If he's not the person who's sitting in the meeting doesn't correlate 2 different parameters.
Snehal Tralsawala: you understand.
Snehal Tralsawala: For example, if I am saying that if you are working on a question, K. There is a lot of leakage in the Glen. Leakage is taking place in the pump. That is a problem I identified.
Snehal Tralsawala: Abuja was a root cause. Karnahe.
Snehal Tralsawala: the person who's sitting in, not able to relate when I'm pumping through this.
Snehal Tralsawala: So he, he! That person is not adding any value to you.
Snehal Tralsawala: yes or no.
Bakshi Manish: Yes.
Snehal Tralsawala: So therefore we, you need somebody in the team who understand the causal relationship between the parameters.
Snehal Tralsawala: That is what it means.
Snehal Tralsawala: So it is a defined
Snehal Tralsawala: relationshipo.
Snehal Tralsawala: Okay? You know, they are able to relate is not able to give an input to you, then it's no value to you. So we did the right kind of people sitting in your team.
Snehal Tralsawala: So who understands?
Snehal Tralsawala: And to define the problem. So yeah, don't be lucky and then focus on solution is very clear.
Snehal Tralsawala: So many already. Both set up all the this is a classroom discussion we almost approaching one o'clock now. Let's say a few minutes of discussion on this.
Snehal Tralsawala: and then we'll take a break after this. So.
Snehal Tralsawala: or are are you? Are you okay with the break right now, or we want to do it later.
Bakshi Manish: Half an hour. We can continue, sir. Okay.
Snehal Tralsawala: Then you, then I'm fine with that. So have a calm career
Snehal Tralsawala: as a team as a classroom.
Snehal Tralsawala: Abuska discussion.
Snehal Tralsawala: I'm a mediator. You guys discuss
Snehal Tralsawala: penetin. Sabal Pushana.
Snehal Tralsawala: why do you need a complete definition of problem? What do you need do if right people are not in the room?
Snehal Tralsawala: And what will happen if the groups
Snehal Tralsawala: talks about solution before completing detailed protocol analysis.
Snehal Tralsawala: we'll start with the 1st question.
Snehal Tralsawala: Tell me, cheliers, Sergey.
Bakshi Manish: First, st sir, why do you need a complete definition of the problem?
Bakshi Manish: It is actually required. Because Anna in the team everybody must aware what is the actual problem at there.
Bakshi Manish: So we can
Bakshi Manish: address that.
Snehal Tralsawala: Right. But Abi, knowing now this, how how differently you will do it!
Bakshi Manish: Pardon, sir.
Snehal Tralsawala: We. Now that you know the problem, how will you? I mean, will you change the way you will look at the problem defining in the future?
Bakshi Manish: Yes, sir.
Snehal Tralsawala: What type of questions you will ask.
Snehal Tralsawala: Why do you need Kisiko? Can.
Bakshi Manish: Like like just in a pipe, my leakages.
Bakshi Manish: Suppose another, just a shift may or I material, transferring a time or a constant material transferring K. Time or a case line may Ora, that we, everything can be discussed this time.
Snehal Tralsawala: Exactly
Snehal Tralsawala: exactly. So. You need to identify not only you need to define, define, but you should have enough
Snehal Tralsawala: enough analytical power so that you can relate these 2.
Bakshi Manish: Phone.
Snehal Tralsawala: Then I'm able to connect that nightmare. When this gets transferred. This happens.
Snehal Tralsawala: So I should be able to relate some correlation should be developed between 2. So that is about the and defining the problem. Anybody else.
Snehal Tralsawala: Chaudha may say active, hey? I really want
Snehal Tralsawala: everyone to be active.
Snehal Tralsawala: Bakshiji ravi Patel
Snehal Tralsawala: Yogesh G. Abhijit, Patil G.
Snehal Tralsawala: Satish Kumaji.
Snehal Tralsawala: This is an open class. Huh!
Bakshi Manish: Yeah, just, I would like to quote another. One incident happened recently in our unit, one of the unit.
Snehal Tralsawala: Right.
Bakshi Manish: Whether you have your 1st Allaj. Really, it should work.
Bakshi Manish: I got problem properly. Identify Carleto
Bakshi Manish: Motorga. Oh, Amesha, break Oj.
Bakshi Manish: the current reverse direction method.
Bakshi Manish: They are not coming back to the actually, the problem are a bad man.
Bakshi Manish: whatever the belt we are proclam from, the
Bakshi Manish: so the last time just few weeks back
Bakshi Manish: we discuss about the Belt whether we are using a already in a expired belt that we are using.
Snehal Tralsawala: Okay.
Snehal Tralsawala: okay, so that is so that turned out to be. But.
Bakshi Manish: Hmm, hmm.
Snehal Tralsawala: But do you have? I mean good. You are asking, answering this question, but my survey is that you have sufficient data to say one way or the other.
Bakshi Manish: Yes, yes, yes, based on the data. We determined that that was the root cause. Actually. Not that he was scrubber mechanism.
Snehal Tralsawala: Correct.
Snehal Tralsawala: So you don't understand now you correct it. So I mean, how do you? So the right person is sitting in the meeting will tell the change.
Bakshi Manish: And use all that.
Snehal Tralsawala: Take care.
Snehal Tralsawala: Very nice. Somebody else wants to share.
Snehal Tralsawala: Thank you. Thank you for sharing.
Ravi G Patel: So, no matter what company make, or Otl Panda vacuum. Pomda.
Snehal Tralsawala: Right.
Ravi G Patel: Zin delivery.
Ravi G Patel: Detailed investigation may Patajalaga
Ravi G Patel: circulator gas flow.
Snehal Tralsawala: Is a bundle.
Ravi G Patel: Your problem.
Snehal Tralsawala: Yeah.
Ravi G Patel: Panda panda, alternate alternate problem, breakdown, vacuum, pum, breakdown.
Snehal Tralsawala: But thank you.
Snehal Tralsawala: You get it.
Ravi G Patel: By manual operator.
Snehal Tralsawala: Because you have to look at the because you only put you only the future may when you install a new plant.
Snehal Tralsawala: so you will keep the same pump.
Ravi G Patel: Dahlia.
Snehal Tralsawala: And I'm not challenging a root cause analysis. I'm just saying that solution. So mechanical solution.
Snehal Tralsawala: Can you reduce the can? You talk to the vendor, and, you know, solve the vendor. Maybe.
Ravi G Patel: Yeah.
Snehal Tralsawala: The wall!
Ravi G Patel: Parada.
Ravi G Patel: Power of Ogatha.
Snehal Tralsawala: To us.
Snehal Tralsawala: I don't want to get, but you can give a control to that person
Snehal Tralsawala: on a ground floor, so they can close from the ground floor the 6th floor. Then he should be able to do it as a.
Ravi G Patel: Yes.
Snehal Tralsawala: So then you are going in the line of the vendor rather than
Snehal Tralsawala: because you are creating a you know pressure drop
Snehal Tralsawala: so vendor can also be invited for discussions
Snehal Tralsawala: only mindset. Otherwise we can invite that person, or we can, with the advance of technology, you can always invite him on the, on, the
Snehal Tralsawala: on, on the video, conferencing.
Ravi G Patel: He hasn't.
Snehal Tralsawala: So go ahead unless you define the problem, simply eliminate
Snehal Tralsawala: wo direction, Esa.
Ravi G Patel: Yes.
Snehal Tralsawala: It is a question of challenging what we do. Visit. Hojani, Dj.
Snehal Tralsawala: normally focus on solution.
Snehal Tralsawala: and we are not able to communicate to management
Snehal Tralsawala: give us some time. Because so we see, you you guys are going through an A, A very important course.
Snehal Tralsawala: People sitting in this class has completed Nebosh level 4, which is also a very good course. So management
Snehal Tralsawala: for neeson tetos unaje.
Ravi G Patel: Yes, sir.
Snehal Tralsawala: So that is because that is the the confidence that you get out of this program.
Ravi G Patel: They're running.
Snehal Tralsawala: Solution. Yes, solution. Let me consult with the vendor. Then, finally, you decide.
Snehal Tralsawala: So that is the kind of detailing we should get into
Snehal Tralsawala: when we do the root cause analysis.
Ravi G Patel: Yes, sir, definitely.
Snehal Tralsawala: Oh, behavioral aspect, Covid.
Snehal Tralsawala: How to connect our boss is also part is part of this program. You know.
Ravi G Patel: Yes, sir.
Snehal Tralsawala: Okay, so.
Ravi G Patel: Okay.
Snehal Tralsawala: What about the second question.
Snehal Tralsawala: anybody want to take a shot? At the second question, what do you do? If the bright people are not in the room.
Bakshi Manish: So actual we could not reach at the actual root cause.
Snehal Tralsawala: You will not reach you will not reach.
Snehal Tralsawala: And what will happen? What will happen if you don't reach the root cause.
Bakshi Manish: So
Bakshi Manish: we will not identify the right same problem.
Snehal Tralsawala: So the fact that the right people are not sitting in the meeting.
Snehal Tralsawala: which means that problem will surface a year later.
Bakshi Manish: Bye, bye.
Snehal Tralsawala: Or 2 years later.
Snehal Tralsawala: and then the loss company will have during this one and 2, and is not counted.
Bakshi Manish: Well.
Snehal Tralsawala: So if you sum it up all.
Snehal Tralsawala: and then I'll have to deal with it, or somebody else will have to deal with it right people. So the importance of right people is in terms of money only.
Snehal Tralsawala: Actually the cost of
Snehal Tralsawala: cost of a
Snehal Tralsawala: wrong person in the meeting
Snehal Tralsawala: can be so
Snehal Tralsawala: so much.
Snehal Tralsawala: because it will lead to wrong conclusion. It will have to wrong action. Item it will take to.
Snehal Tralsawala: And then, you know, so it is not only
Snehal Tralsawala: wrong people sitting in is the cost associated with it.
Snehal Tralsawala: You agree.
Bakshi Manish: Yes, sir, 100%.
Snehal Tralsawala: And that we have to communicate to our people.
Snehal Tralsawala: We have to educate it to our people, that right people.
Snehal Tralsawala: not that we are a
Snehal Tralsawala: asking them to spend time now, because it is going to cost less to the company. If the right person are sitting here right now.
Snehal Tralsawala: will communicate to management the right people should be sitting otherwise.
Snehal Tralsawala: And then what is the last question? Can somebody take a
Snehal Tralsawala: discussion that.
Bakshi Manish: They will.
Bakshi Manish: sir. Yeah. The final solution.
Snehal Tralsawala: Pardon me.
Snehal Tralsawala: but you tell me kidney meeting may thus meeting may say.
Bakshi Manish: Actually, Anna, what it is, a problem must be at least 50 90% time we have to spend to identify the root cause.
Snehal Tralsawala: Right? Nay, but 90% of the time of seller solution pay attention.
Bakshi Manish: Name, one.
Snehal Tralsawala: Yes or no.
Bakshi Manish: Yes, sir, most of the time.
Snehal Tralsawala: So what we will do, what you will do.
Snehal Tralsawala: Or solution. Come, cha, ya.
Snehal Tralsawala: when you go out with the equipment. All these things, then? No
Snehal Tralsawala: like I don't be theoretical.
Bakshi Manish: The repeated incident would be happen.
Bakshi Manish: Management, go!
Snehal Tralsawala: Management means Kanahai
Snehal Tralsawala: solution. This is not a daily production meeting. This is a root cause analysis.
Snehal Tralsawala: There is a difference between 2.
Bakshi Manish: Yes.
Snehal Tralsawala: So, Whoa! How many community can I put in.
Bakshi Manish: Yeah, that we have to make convincer.
Snehal Tralsawala: We have to communicate, convince.
Snehal Tralsawala: and.
Bakshi Manish: Oh.
Bakshi Manish: good!
Snehal Tralsawala: So easily if if once one simple improvement you can do from now onwards is that the meeting you sit in
Snehal Tralsawala: don't offer solutions right away
Snehal Tralsawala: until you and go to the
Snehal Tralsawala: okay. So let's go.
Snehal Tralsawala: I think one of us already left. I'm again asking, Is it the right time to stop, or was continue for 15 more minutes.
Sanjay Joshi: Continue 15 more.
Snehal Tralsawala: Okay, okay, fine.
Snehal Tralsawala: So the root cost of goal, the goal of Rca is
Snehal Tralsawala: initial question, what went wrong? Say, Upajake, why did it go wrong.
Snehal Tralsawala: What.
Snehal Tralsawala: Kuwa?
Snehal Tralsawala: It's a process.
Snehal Tralsawala: The process is to find out what happened, why it happened
Snehal Tralsawala: and what it can be done to prevent, which is a which is a solution mode.
Snehal Tralsawala: So we set people up to fail. Then they fail. Then we tell them to be more careful and responsible.
Snehal Tralsawala: So human error can element here
Snehal Tralsawala: some system so that human error will take place
Snehal Tralsawala: if we have a people working.
Snehal Tralsawala: I mean, how I don't know the current scenario
Snehal Tralsawala: At Upl and Sudarshan and other companies. But
Snehal Tralsawala: if you ask if you have more over time.
Snehal Tralsawala: more overtime, Matlab bought more chance of human error.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: Sorry if you have one more time.
Bakshi Manish: More mistakes will be happen.
Snehal Tralsawala: More mistake is going to happen.
Snehal Tralsawala: So am overtime, Karate.
Snehal Tralsawala: Then we ask them to be extra cautious. That person overtime safety training
Snehal Tralsawala: Rfi overtime itself is a problem.
Bakshi Manish: Alright!
Snehal Tralsawala: And we allow that to happen.
Snehal Tralsawala: Then we will fail. Hogya. Then we'll tell him responsible, Danika. But he didn't remain.
Snehal Tralsawala: We have set a system in such a way that what I milk how is going to perform? Well.
Snehal Tralsawala: and one day, 2 days, I have seen time pay. I've seen people working 48 h, 1 1 stroke at a time.
Snehal Tralsawala: Your company must be better than the one which I worked in, but.
Bakshi Manish: The palace is going to be stringent over norms actually from the dishs also.
Bakshi Manish: So they are also taking the data on the shutdown period.
Bakshi Manish: Manpower guys, cows, cows.
Bakshi Manish: So now, more focus will is given on that part. Okay.
Snehal Tralsawala: So what time.
Bakshi Manish: Hmm.
Snehal Tralsawala: Even even the human ergonomics.
Snehal Tralsawala: It was your housekeeping it not overhead. But see, I'm going to next level. Now
Snehal Tralsawala: then, I'm saying that your workstation itself, Withra, if it is too too clumsy, or if it is too too confusing.
Snehal Tralsawala: Okay, then you are actually asking for
Snehal Tralsawala: Guy to make an error. So this particular slide is about ourselves.
Snehal Tralsawala: So we have to rectify proactively.
Snehal Tralsawala: But rather than
Snehal Tralsawala: it's getting converted into accident
Snehal Tralsawala: and then make any correction.
Snehal Tralsawala: You understand, the slide.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: It is all about Hamjab Gumrehe side per.
Snehal Tralsawala: And then we have to convince the people that, like
Snehal Tralsawala: like, for example, unit, May Hamnek, Audit Karve
Snehal Tralsawala: and the Auditor ergonomics audit.
Snehal Tralsawala: So we had to go around
Snehal Tralsawala: and check and talk to people whether they are comfortable at their workstation.
Snehal Tralsawala: And this was part of this British Safety Council
Snehal Tralsawala: 5 star audit that we had gone for.
Snehal Tralsawala: Tell check another.
Snehal Tralsawala: and you won't believe the kind of things we found, you know.
Snehal Tralsawala: we found that I mean 1 1 clerk, I mean
Snehal Tralsawala: in a commercial department
Snehal Tralsawala: she was working in commercial department. Her height was, I think, 4 feet 5 inches, or something.
Snehal Tralsawala: How? 4, 5, 4, 6,
Snehal Tralsawala: and unkiligo chair, Hannah.
Snehal Tralsawala: the chair which on which she was sitting.
Snehal Tralsawala: Real case
Snehal Tralsawala: you. You understand what I'm saying.
Bakshi Manish: Is related to other team members. Same thing
Bakshi Manish: actually.
Snehal Tralsawala: Right.
Bakshi Manish: So could not reach at that point.
Bakshi Manish: Let's go below.
Bakshi Manish: Take emergency last time
Bakshi Manish: to seeping machine
Bakshi Manish: sweeping machine or.
Snehal Tralsawala: Huh!
Bakshi Manish: Equipment, password
Bakshi Manish: control. Kia.
Bakshi Manish: The only world reason, ergonomic, designing
Bakshi Manish: people we are hiring, but according
Bakshi Manish: neither, we are making plan. According to them.
Snehal Tralsawala: Correct.
Snehal Tralsawala: Correct. So so we have to. Yep, this slide is like a proactive slide.
Snehal Tralsawala: I'm saying that
Snehal Tralsawala: knowingly we let them fail.
Snehal Tralsawala: Then we'll get into investigating, knowing, because some somebody has a conscious somebody has to think. Now think Tank has to think
Snehal Tralsawala: there should be people who must be thinking on the job.
Snehal Tralsawala: So you will not have. Okay, you will not have a
Snehal Tralsawala: you. You cannot show that palate accident how Rabi come, Hoga, because of the accident, Hoga, in a
Snehal Tralsawala: You understand what I'm saying. Human psychology. I'm showing.
Bakshi Manish: About it. Yes.
Snehal Tralsawala: But that is not the point. Your point is not to bring it up to accident. Level firoscore reduced curve.
Snehal Tralsawala: This case I was talking about Jagadia unit. So this girl
Snehal Tralsawala: so because table was same chair was same. We could not design the separate table for her. So we what we told is that we'll get you this this thing a footrest on which she will stand, and then sit on the
Snehal Tralsawala: that on the chair.
Snehal Tralsawala: and then in the same office somewhere, do at some other place.
Snehal Tralsawala: Theoretically the the lights were on the ceiling.
Snehal Tralsawala: ceilings bear light thing.
Snehal Tralsawala: and 20 meter. Now.
Snehal Tralsawala: so what's called light, mild ahead, theoretical light to mild eye. But it's kaputane
Snehal Tralsawala: because the light is way up 1520 meter away.
Snehal Tralsawala: and the light should be available within 6 7 meter maximum.
Snehal Tralsawala: I mean. So in the evening hours they were not able to read it well because of light hair, light hair. But it's not used.
Bakshi Manish: Yes.
Snehal Tralsawala: Similarly in another company, and in in the valley that we were working on. It's a processing area here.
Snehal Tralsawala: Processing area may light, hey?
Snehal Tralsawala: Light full hair.
Snehal Tralsawala: but over processing area by dusting it. Now here.
Snehal Tralsawala: okay, dust. It gets covered with this with these lights that the dust gets covered on the lighting portion.
Snehal Tralsawala: So
Snehal Tralsawala: right
Snehal Tralsawala: because of Joe. Tube hair tube cover hair
Snehal Tralsawala: that cover will get covered with the dust.
Bakshi Manish: That's so.
Snehal Tralsawala: Sortagya.
Snehal Tralsawala: So all those things are actually in the part of the human. We let it happen.
Snehal Tralsawala: And then this slide is particularly on those human error which is likely to take place. It has not taken place. So somebody, General safety, Kagame process safety that I don't know.
Snehal Tralsawala: Hello.
Bakshi Manish: Yes, sir, that is a different matter. Actually, sir.
Bakshi Manish: Oh.
Snehal Tralsawala: Hamara vision, clear human error. Come, say, come home.
Snehal Tralsawala: and all that I require to do I have to do. I have to push management. I have to convince management. I have to convince my boss, put it in writing, convince them, convince them is the best way.
Snehal Tralsawala: But okay, put it in writing, put it, give it to, you know, which required to be improved.
Snehal Tralsawala: So this is what this human error is.
Snehal Tralsawala: Okay. So now go move to the next step. So, yeah, high is many safety related incidents are event based. Event-based incidents have 2 type of causes, action and
Snehal Tralsawala: conditions. Action is unsafe act, and conditions are unsafe conditions.
Snehal Tralsawala: So what is the difference between unsafe act and unsafe condition?
Snehal Tralsawala: I think Sanjay Bhai will be able to better tell me.
Snehal Tralsawala: Incidents often, if not always, have more than one root cause
Snehal Tralsawala: the Yahomet record
Snehal Tralsawala: 3 basic points.
Snehal Tralsawala: Yeah. Highlight. Kiaha.
Snehal Tralsawala: okay. Event based. Job, what I
Snehal Tralsawala: event based when the unloading, I mean loading of the container took place
Snehal Tralsawala: at the time.
Snehal Tralsawala: This particular contact worker who was taking photograph of the field backing, I mean the con container
Snehal Tralsawala: got hit by the forklift which was coming in a reverse direction.
Snehal Tralsawala: One company I had gone to to this contact worker was taking a photograph of a
Snehal Tralsawala: schedule containers. You have
Snehal Tralsawala: procedure as a package of container photo law
Snehal Tralsawala: define here the contact.
Snehal Tralsawala: Are we contact over a photo layer.
Snehal Tralsawala: and
Snehal Tralsawala: almost never score talk of the year.
Snehal Tralsawala: so that could be unsafe condition that could be unsafe. Act.
Snehal Tralsawala: and then
Snehal Tralsawala: incident often, if not always, have more than one root. Cause.
Bakshi Manish: There are so many causes behind that.
Snehal Tralsawala: There are so many causes, and we have to be confident. You know, there could be multiple root cause could be taking place.
Snehal Tralsawala: It may have multiple root causes.
Snehal Tralsawala: And in this case multiple root cost took place. So we have to take action. You know, we have to resolve this one by one. But there is more than one root cause.
Snehal Tralsawala: So yeah, this slide is for the people who are resistant to having more than root cause in our final reports with final report. Banta, you know
Snehal Tralsawala: the final report made short job.
Snehal Tralsawala: Well, maybe, can I?
Snehal Tralsawala: That is what is
Snehal Tralsawala: so. The rule of thumbnail multiple root causes will be there.
Snehal Tralsawala: Okay, so that is about that.
Snehal Tralsawala: So action allowed.
Snehal Tralsawala: This incident to happen is called unsafe act.
Snehal Tralsawala: And conditions allowed this incident to happen. It's called unsafe conditions. So act and condition is what is the difference between symptom and root cause
Snehal Tralsawala: symptom in brute force?
Snehal Tralsawala: The symptom.
Snehal Tralsawala: Joe Bahavic Taiwa.
Snehal Tralsawala: What causes to under decline under the
Snehal Tralsawala: so what are the example of symptom and root cause?
Snehal Tralsawala: So symptom errors are often the result of worker carelessness.
Snehal Tralsawala: That is the symptomedikra.
Snehal Tralsawala: but all
Snehal Tralsawala: careless new havoc.
Snehal Tralsawala: So then you can get errors as result of symptom issues. People are only part of the process.
Snehal Tralsawala: Dusra symptom. We need to train and motivate workers. To be more careful.
Snehal Tralsawala: we need to train mad love training
Snehal Tralsawala: and motivate me. Or I Workara somehow not getting motivated to the whole thing. No.
Snehal Tralsawala: So root causes. We need to find out why this is happening and fix the problem because motivating point
Snehal Tralsawala: 3rd is, we don't have time or money to get to the problem bottom of the problem
Snehal Tralsawala: like sprinkler system, hey? For sprinkler system? So one of us answered the question, okay, well, everybody is too busy.
Snehal Tralsawala: Yes.
Snehal Tralsawala: some one of us answered the question. Everybody is too busy.
Snehal Tralsawala: So so time and no problem. So
Snehal Tralsawala: so then the root cause approach is this is critical. We need to fix it now so that it doesn't happen again.
Snehal Tralsawala: create general difference between symptom and root cause. This could be a likely question in the
Snehal Tralsawala: in your paper
Snehal Tralsawala: symptom. Approach Kiscovolta root call approach Kiscobolte.
Snehal Tralsawala: so we should have very clear understanding of symptom. Kiscovolta
Snehal Tralsawala: root cost is completely
Snehal Tralsawala: and, by the way.
Snehal Tralsawala: because it is my 3rd year into it. So I have a many
Snehal Tralsawala: tentative or likely questions which could come as part of your paper.
Snehal Tralsawala: and then we share. I share it with the the dinessa also, so you can go through N number of questions which may come
Snehal Tralsawala: in each each segment. I have so many questions which you can refer to before answering the I mean before appearing for the exam so symptom versus root cause, so symptom is. Electrical. Cables are cut at various places. It has been going on for a long time. Worker is not doing his job
Snehal Tralsawala: simple enough.
Bakshi Manish: He is.
Snehal Tralsawala: And the possible cost could be budget. Because
Snehal Tralsawala: Worker will come in. Worker will come inside. I'll just ensure that.
Snehal Tralsawala: you know.
Snehal Tralsawala: Company mail around. How many of us will think like that? Very few limited 0.
Snehal Tralsawala: So problem heck, there is a budget related constraint. Possibly
Snehal Tralsawala: it could be oil seal pump always leaks. Worker is careless. This could be related to oil seal problem or material or material selection related.
Snehal Tralsawala: and the Qc. Approval is not approved by customer. You know the gentleman.
Snehal Tralsawala: It's a Satish Kumar.
Sathish Kumar: Yes, sir.
Snehal Tralsawala: You see, approve the material.
Sathish Kumar: Yeah.
Snehal Tralsawala: Cast Mechelaga.
Sathish Kumar: But not received in in time.
Snehal Tralsawala: Customer did not approve.
Sathish Kumar: Yes.
Snehal Tralsawala: Now a vo customer complaint.
Snehal Tralsawala: customer complaint went to head unit head unit. Head is saying
Snehal Tralsawala: it means all customer.
Snehal Tralsawala: you know.
Snehal Tralsawala: We don't believe it, and then we we contest.
Snehal Tralsawala: We don't believe him.
Sathish Kumar: Correct.
Snehal Tralsawala: So Qc. Is not doing that. This could be really improper quality, internal specification, possibly
Snehal Tralsawala: up your basketball.
Snehal Tralsawala: Oh, customer! This happened in one of our projects. Black Bell Project.
Snehal Tralsawala: Oh, they are raising the doubt we are raising the doubt. Then we came to the conclusion that Hamara specification, Nagarbaret.
Sathish Kumar: Yes, sir.
Snehal Tralsawala: Okay, so what is the possible cause? Okay.
Snehal Tralsawala: so let me see.
Snehal Tralsawala: So let's take a break now.
Snehal Tralsawala: Good point to
Snehal Tralsawala: But human error. So it is important to note that question is, who made the mistake?
Snehal Tralsawala: The over phrase
Snehal Tralsawala: phrase operator. Error is unacceptable as a determination of root cause. For example, root cause Carnegie.
Snehal Tralsawala: So we have certain rules regulations.
Snehal Tralsawala: Who made the mistake, will not. Our discussion will not be specific to the operator.
Snehal Tralsawala: Okay, can we take that 10 of us can take a vow. That is a good thing
Snehal Tralsawala: and then root cause human root cause is the 1st step toward making sure that potential really goes away really goes above.
Snehal Tralsawala: So when we do the root cause analysis so that you can focus on your resource energy on more productive things
Snehal Tralsawala: and then root cause analysis is critical to all connective action, preventive action and continuous improvement
Snehal Tralsawala: activities. I so Ims, maybe, hey, in a.
Snehal Tralsawala: they can 10.10 point 2 is improvement.
Snehal Tralsawala: I am estimate, so all inclusive will stop here.
Snehal Tralsawala: Take me, wait for me, just say root causalizes the process of drilling down from symptom to problem to possible cause. So I mean enough discussion, care, symptom per
Snehal Tralsawala: trayvo up
Snehal Tralsawala: problema to possible cause to actual cause.
Snehal Tralsawala: So it will be a funneling, and it could be more than one
Snehal Tralsawala: so doing. So in a iterative process that combines divergent and convergent thinking. What is it divergent and convergent.
Snehal Tralsawala: What is divergent thinking and convergent thinking
Snehal Tralsawala: so often? One more root cause analysis does not suffice. Be prepared, you several.
Snehal Tralsawala: You can give it answer after the break.
Snehal Tralsawala: What is the meaning of divergent thinking? And what is the meaning of convergent thinking? You can do some research and come back, and we'll discuss on that after the break root cause analysis doesn't have to be only one specific method.
Snehal Tralsawala: When a 5, I because sop of Upl is saying, use 5 y. Method.
Snehal Tralsawala: because 5. I may not give me the results. So be prepared to use several techniques. So I have to be flexible.
Snehal Tralsawala: have to be flexible. In using the my methodology, I can use anything. It is actually a it tools given to me. I can use this tool or that tool or that tool, so that as an Rca. Team member, when you are sitting in the meeting.
Snehal Tralsawala: then
Snehal Tralsawala: our purpose is to come up with a root cause and not get locked out into the
Snehal Tralsawala: type of tool we are using.
Snehal Tralsawala: You agree?
Snehal Tralsawala: Yes.
Snehal Tralsawala: And then
Snehal Tralsawala: why? What is the root cause of use? And what are some of the root cause you use. So we have. So Darshan may concern root cause analysis, user. I method.
Bakshi Manish: Fishbone and Wi-fi analysis. We are doing.
Snehal Tralsawala: The Fishburne and 5 I, and then upl May 5. I know.
Sanjay Joshi: Why? Why?
Snehal Tralsawala: Why, why? Why? Why use our hair? Anybody else has has say.
Snehal Tralsawala: even BIL. Micah is alright.
Sanjay Joshi: By the way, sir.
Snehal Tralsawala: Bl, maybe 5, a user. Okay, so let's move on. So because people by nature often like to get a right implementation, a discipline root cause analysis can help facilitate
Snehal Tralsawala: thorough explanation of issues behind the problem which will ultimately lead to more robust solutions.
Snehal Tralsawala: You have to know the disciplined root cause, it will come in a trailing presentations.
Snehal Tralsawala: So
Snehal Tralsawala: this is like a mother of all slides
Snehal Tralsawala: in that I have listed down
Snehal Tralsawala: 10 different root cause analysis techniques
Snehal Tralsawala: listed down 10 different tools of doing the Root cause analysis. And we'll go through each one of them.
Snehal Tralsawala: We'll go through each one.
Snehal Tralsawala: So document or procedure. Review.
Snehal Tralsawala: Interviewing 5 I or YY.
Snehal Tralsawala: Incident, mapping.
Snehal Tralsawala: brainstorming.
Snehal Tralsawala: then brainstorming, affinity and quad sort, reality, tree, causal tree, fishborne, diagram, pareto chart and fault, tree analysis.
Snehal Tralsawala: You can take a photograph of this if you want.
Snehal Tralsawala: you'll also get a presentation.
Snehal Tralsawala: but it kind of lays out what we are going to cover in the
Snehal Tralsawala: in the future classrooms.
Snehal Tralsawala: So very clear that I'm joining a detail, May.
Snehal Tralsawala: and try to understand enough so that we are able to conversant with it.
Snehal Tralsawala: Okay.
Snehal Tralsawala: so I stop it here.
Snehal Tralsawala: I think
Snehal Tralsawala: we'll stop it here, even though I have couple of slides.
Snehal Tralsawala: I'll stop it here.
Snehal Tralsawala: So let's take for a break, and what time we come back
Snehal Tralsawala: plus solution. But.
Bakshi Manish: Half an hour.
Snehal Tralsawala: Yeah. Half an hour is good. 2, 15.
Sanjay Joshi: Yeah.
Dhanasekaran P: Okay. Okay.
Snehal Tralsawala: Everyone. 2 50 is good, 2, 15. Let's get get together 2, 50.
Snehal Tralsawala: I mean.
Snehal Tralsawala: okay.
Snehal Tralsawala: Hello.
Snehal Tralsawala: yeah. Can you hear me? Now?
Subhakanta Nayak: Yes, sir.
Snehal Tralsawala: Wait karenge.
Santosh Kumar Palo: Yes, Charlie. Correct.
Snehal Tralsawala: Okay.
Snehal Tralsawala: so this Rca tool, pi y, or Yy is typically called
Snehal Tralsawala: actually, there is a fine line between 5 I and YY,
Snehal Tralsawala: but it started as a 5. Right?
Snehal Tralsawala: So let's
Snehal Tralsawala: And as you said, most of you are aware of how to do YY analysis.
Snehal Tralsawala: So
Snehal Tralsawala: let's let me hope that I am able to add some value to the discussions that we are doing on 5, because you already know the subject
Snehal Tralsawala: a lot that you know about, and you've been doing it using it day in, day out.
Snehal Tralsawala: So the 5 I or the reality tree and causal circle. This relates to all the
Snehal Tralsawala: 3.
Snehal Tralsawala: If used for tracking back the sequence of event that led to problem Ud or Nonconformance.
Snehal Tralsawala: Nonconformance means,
Snehal Tralsawala: you know, we we, when we say the accident took place. When we say near Miss, took place.
Snehal Tralsawala: When we say that prop product failed in the quality. When we say that
Snehal Tralsawala: the plant, I mean equipment breakdown took place. So for all this 5, I method can be used.
Snehal Tralsawala: and if we are not using it, we are only using it for accident, investigation.
Snehal Tralsawala: and not for others, that there is an opportunity for us to increase.
Santosh Kumar Palo: That's up!
Snehal Tralsawala: The benefits are pretty simple, informal, hey? Is it for everyone anyone to use it? Uncover cause that would otherwise be ignored?
Snehal Tralsawala: The drawback is that it may rely on other tools to validate the actual cause.
Snehal Tralsawala: Facilitator need to be positioned for multiple costs contributing to the problem. Here.
Snehal Tralsawala: It is linear thought Head.
Snehal Tralsawala: because here we are saying 5 y only in one direction. We are saying, YY,
Snehal Tralsawala: so linear thinking at the highest way.
Snehal Tralsawala: And that is another question which can likely come in the exam. What does the linear
Snehal Tralsawala: thinking means?
Snehal Tralsawala: So as we go along?
Snehal Tralsawala: Hopefully, I'll be able to answer your question, or what is called linear thinking. When we talk about the 5 Ui method.
Snehal Tralsawala: should we asking why? 5 times
Snehal Tralsawala: brainstorming Kanahe, the process lends lends itself to group interaction and discussion. Do not forget to ask if data exists to substantiate the path
Snehal Tralsawala: by repeatedly asking why your team can peel away the layer of symptoms.
Snehal Tralsawala: Because, remember, Yahabi symptoms, kabatkeya, what was the symptom?
Snehal Tralsawala: The symptom was that there was an oil spillage.
Snehal Tralsawala: The symptom was that there was a
Snehal Tralsawala: you know, slippery, slippery floor
Snehal Tralsawala: in the bathroom.
Snehal Tralsawala: or it could be the slippery floor in the workplace. That is the symptom. The symptom is that it could be.
Snehal Tralsawala: The the electrical cable is not, you know, I mean maintenance scanning for us. So these are the symptoms, and we go into SIM from symptom.
Snehal Tralsawala: So synthetic statement.
Snehal Tralsawala: So when I say here, root cause analysis, pi y, your synthetic statement, Likahe, in that we have to write that problem statement 1st portion of the problem statement we discussed.
Snehal Tralsawala: So
Snehal Tralsawala: the discussion before the actual cause is.
Snehal Tralsawala: we have to work on the synthetic statement. Yeah, synthetically, Guy.
Snehal Tralsawala: what I told problem. Statement part one.
Snehal Tralsawala: whatever problem, statement, part one. What we let me. Just
Snehal Tralsawala: let me
Snehal Tralsawala: let me.
Snehal Tralsawala: I'll be here somewhere
Snehal Tralsawala: because I spend good amount of time explaining
Snehal Tralsawala: 3 different parts of a problem statement earlier.
Snehal Tralsawala: Yes.
Santosh Kumar Palo: Yes.
Snehal Tralsawala: So I am saying that the 1st portion of the problem statement
Snehal Tralsawala: should come here.
Snehal Tralsawala: So.
Snehal Tralsawala: Kese Kartamin Karta.
Snehal Tralsawala: you're able to see this now.
Santosh Kumar Palo: Yes.
Snehal Tralsawala: So what I have done is that problem statement the discussion I had.
Snehal Tralsawala: part one, part 2, part 3,
Snehal Tralsawala: in which I told you, what is the part? One problem is losses during manual handing of powder.
Snehal Tralsawala: And I said further, if if I can elaborate and I say it is happening at 2.3% yield loss, particularly in night.
Snehal Tralsawala: particularly in winter, particularly when run. So those kind of statement will come here in the synthetic statement.
Snehal Tralsawala: And when I'm ready with all that, then I will ask 5 1.
Snehal Tralsawala: Is it clear?
Snehal Tralsawala: Because Agar Hammada problem statement may Jada's time, Nebitaya?
Snehal Tralsawala: Then we may get a cause which
Snehal Tralsawala: does not necessarily reflect the real thing.
Snehal Tralsawala: So
Snehal Tralsawala: all sorts of that.
Snehal Tralsawala: Now I come to the next level.
Snehal Tralsawala: So a standard subcom alum here. Forklift. There is a need of a new forklift here. The standard
Snehal Tralsawala: standard example is there for 5? I.
Snehal Tralsawala: Why, it is unreliable, because they always shop for repair.
Snehal Tralsawala: Why? It is in repair, because tire gets flat and oil does not remain. Why that happens? Because nail hole here.
Snehal Tralsawala: Why, Nail hall is there? Because nail is everywhere in the warehouse while nail is in the warehouse because cardboard nail, box come
Snehal Tralsawala: cardboard mailboxes segment.
Snehal Tralsawala: Oh.
Snehal Tralsawala: and why that is there
Snehal Tralsawala: segment by.
Snehal Tralsawala: I'll be declaw.
Snehal Tralsawala: So while the nail box is there, because cardboard will come apart where it comes apart, because they are getting wet and splitting open. Why, they are getting splitting open because roof leaks.
Snehal Tralsawala: So we are asking for 5 y's.
Snehal Tralsawala: except that in this case I asked the question. 6 times 6 y menapucha
Snehal Tralsawala: to the roof leaks. I come to the problem. So the roof leak is an actionable cost derived.
Snehal Tralsawala: There is a need of a new populate.
Snehal Tralsawala: and I'm coming up with a problem as a roof is leaking. See if I'm able to fix my roof, then I may not need a new forklift. That is the correlation.
Snehal Tralsawala: These you must have seen before everyone.
Snehal Tralsawala: Hello, everyone.
Santosh Kumar Palo: Yes, yes, sir.
Snehal Tralsawala: Okay, so only your high point package on 5.
Snehal Tralsawala: Right now I come here. You are on way home from work, and your car stops in the middle of the road.
Snehal Tralsawala: And then because Pesanita Q. Pesanita, because
Snehal Tralsawala: I was playing poker and I lost it. The manicure. I? Why, I lost it. So I'm not very good at bluffing.
Snehal Tralsawala: So truce I was. So my car is stopping because I'm not good at bluffing. So this is the correlation I'm finding out.
Snehal Tralsawala: So this is another
Snehal Tralsawala: example.
Snehal Tralsawala: 3rd example is that customer are unhappy
Snehal Tralsawala: because they are being shipped. The product they they are being shipped products that do not meet the specification.
Snehal Tralsawala: So yeah, particularly, Qc, will be able to appreciate this.
Snehal Tralsawala: So customer go
Snehal Tralsawala: specs out of spec material jar ahead. So why they are spend a bad product? Because manufacturing build the product to a spec that is different from what the customer wants.
Snehal Tralsawala: because salesperson expedited the work on the shop floor by calling head of engineering directly
Snehal Tralsawala: Tom, Karo.
Snehal Tralsawala: Banana dena
Snehal Tralsawala: so specification Galti se likhagaya.
Snehal Tralsawala: So that's that's why it happened so. Why? Why it was. There's the call queue Kia.
Snehal Tralsawala: because start work from in require requires directors approval before work can begin and slow them in. So
Snehal Tralsawala: why does that happen? Because sales director need to be continually updated
Snehal Tralsawala: on a sale.
Snehal Tralsawala: So as such you have. Because who score message point standing. He's not getting information.
Snehal Tralsawala: So what he did is he went out of the way and formed signature Daldhya. So when he added his signature, then apparently his system may go waiting period, Bharadia, which is delaying the process. So one of the sales guys and ended up giving the wrong
Snehal Tralsawala: the problem. Yet I get sales. Director Co information, yana, cha, yatha.
Snehal Tralsawala: If it had been insured, then a problem. So we are when we do the 5 I. And there is another example of 5. I,
Snehal Tralsawala: a big, important point in what are the issues with the fiber?
Snehal Tralsawala: Okay, I'm 5.
Snehal Tralsawala: So one of the pointer, I told you is to look at the problem statement itself, elaborate on the problem set before you actually do the work.
Snehal Tralsawala: And second way is that
Snehal Tralsawala: how deep is deep enough.
Snehal Tralsawala: because I'm 5.
Snehal Tralsawala: Okay, 7, y connect 8 y can make a hike.
Snehal Tralsawala: So I don't know. So that is why this rule of thumb is given.
Snehal Tralsawala: So when I do a
Snehal Tralsawala: to Rca, then how deep is deep enough.
Snehal Tralsawala: So some rules of thumb are
Snehal Tralsawala: that.
Snehal Tralsawala: if the answer is reaching to the culture level
Snehal Tralsawala: culture be bad agri yatto accountability, yatho human error, carelessness, Paragya.
Snehal Tralsawala: Then I cannot. There is no way I can move any forward, because, again, if I come to the culture. The culture is like that.
Snehal Tralsawala: The next level is, see the management.
Snehal Tralsawala: I remember doing the 5. I analysis of
Snehal Tralsawala: yeah. Unit one. May, we had this plant called calcium
Snehal Tralsawala: calcium, chlorine.
Snehal Tralsawala: calcium, chloride, abby, haircare, calcium, chloride, coupled
Snehal Tralsawala: there used to be calcium chloride, plant.
Snehal Tralsawala: And we had a fire in that plant.
Snehal Tralsawala: and then we applied 5 I and then the way we applied the 5, I because of Smeojo.
Snehal Tralsawala: The fire took place because of the short circuit in one of the circuit
Snehal Tralsawala: and the circuit management.
Snehal Tralsawala: So
Snehal Tralsawala: so like Abhi of culture, is like that.
Snehal Tralsawala: and then ask a question, why culture is like that, or see that it comes to the management so certain cases.
Snehal Tralsawala: When it reaches to this kind of a level, then you cannot move any forward. So the 1st point is strong.
Snehal Tralsawala: Second point is common sense indicate no more why or why not? Questions are needed.
Snehal Tralsawala: The root cause will lead to corrective action that provides a strong permanent solution. So Sr. Root cause anache
Snehal Tralsawala: which give some
Snehal Tralsawala: some solutions
Snehal Tralsawala: rather than putting in limbo so acp Hpr technology, same solution, nickel sake.
Snehal Tralsawala: And then
Snehal Tralsawala: I got a human error.
Snehal Tralsawala: So then
Snehal Tralsawala: it stops there. You know, we look and look around.
Snehal Tralsawala: So with right depth of root cause, chance of human error may also be eliminated. Managing gas. Ebola mistake proofing? Can I feel safe? Can I?
Snehal Tralsawala: Agarham Ponjk. Insufficient training is a skill issue.
Snehal Tralsawala: So these are the
Snehal Tralsawala: problem, typically or pitfall of this technique is asking why? 5 times often produces a linear chain
Snehal Tralsawala: that misses important points.
Snehal Tralsawala: Linear is
Snehal Tralsawala: spell less linear.
Snehal Tralsawala: incomplete analysis of why problem occurred.
Snehal Tralsawala: So before I
Snehal Tralsawala: close this.
Snehal Tralsawala: I wanted a discussion on what is your understanding of linear chain.
Snehal Tralsawala: So to discuss cutting it for that, please
Snehal Tralsawala: everyone
Snehal Tralsawala: for our discussion. Banta is pay because
Snehal Tralsawala: and then 5.
Snehal Tralsawala: We'll change over to this
Snehal Tralsawala: topic will be faulty analysis
Snehal Tralsawala: and then quality analysis target here.
Snehal Tralsawala: So why viper?
Snehal Tralsawala: So please.
Bakshi Manish: Yeah.
Snehal Tralsawala: Bully, Bully.
Santosh Kumar Palo: That means.
Santosh Kumar Palo: Sir Ansare.
Santosh Kumar Palo: Another problem, though.
Snehal Tralsawala: Explain Carol.
Snehal Tralsawala: Further, explain it.
Bakshi Manish: So suppose we identify any causes.
Bakshi Manish: probable causes.
Bakshi Manish: and we determined that what was the
Bakshi Manish: root cause for that provival causes? Not a root cause basic causes for the provival causes
Bakshi Manish: and.
Snehal Tralsawala: Nay, but relationship.
Bakshi Manish: PA
Bakshi Manish: probable possess, ma'am.
Bakshi Manish: or somewhere we have missed out.
Bakshi Manish: You suppose they fire triangle on a January, as opposed to
Bakshi Manish: fuel cost will remain same
Bakshi Manish: unidentified.
Snehal Tralsawala: Good night.
Snehal Tralsawala: So you are saying that.
Bakshi Manish: We must try it out.
Bakshi Manish: Oh.
Snehal Tralsawala: So that is called linear chain linear chain. But what we're saying like, we are only focused on
Snehal Tralsawala: what is on the nose
Snehal Tralsawala: for.
Snehal Tralsawala: and therefore it is advisable that Osko 5 osko. 5.
Snehal Tralsawala: Because why? Why make your hogake? You can have a pasta y.
Snehal Tralsawala: which may have
Snehal Tralsawala: answer could be 3 y's.
Snehal Tralsawala: and that those 3 wise each one have a 3 wise. So instead of one, answer.
Snehal Tralsawala: 2 y. It could be 3, and then 3, so that could be. 9 different layers will be there in the process.
Snehal Tralsawala: because
Snehal Tralsawala: reality may, if there is a spillage, has taken place.
Snehal Tralsawala: the speedway just taken place, because, you know, there could be a puncture in the line.
Snehal Tralsawala: or there could be a Val opening, or it could be any number of things. But hammer was maybe because I can select only one if I using 5. I
Snehal Tralsawala: officially theory today, 5, I
Snehal Tralsawala: also depending on the complexity of the problem. Now, for example.
Snehal Tralsawala: if I have a
Snehal Tralsawala: simple case of a 1st aid
Snehal Tralsawala: frustrated, and everyone is asking.
Snehal Tralsawala: the 1 1st state should be analyzed.
Snehal Tralsawala: So 1st aid my 5, I Laganika, child.
Snehal Tralsawala: I'll tell you one simple example 1, st 1st Aid, Mayhamne. I remember
Snehal Tralsawala: we were doing the analysis of 1st aid.
Snehal Tralsawala: and
Snehal Tralsawala: we found out that one gentleman
Snehal Tralsawala: one contact worker or contact workers in general unco left, right hand finger. And
Snehal Tralsawala: we said, Why, that is happening
Snehal Tralsawala: so
Snehal Tralsawala: Acha blade
Snehal Tralsawala: so blatishly use Karasakum key.
Snehal Tralsawala: Ojo bag final job. Finish Kurdka bagchiski loka, for example.
Snehal Tralsawala: PIN Daldhya
Snehal Tralsawala: 13 so grand Gallo say
Snehal Tralsawala: so you remove least 300 with the fact that was my stitching.
Snehal Tralsawala: How does he remove that additional 300 gram? So he he was asking for a
Snehal Tralsawala: Caesar, Matlavo Qatar
Snehal Tralsawala: from the Supervisor, the Supervisor Katarosco data native.
Snehal Tralsawala: So these poor guys, contact workers bars a blade lake
Snehal Tralsawala: or blade Lega or blade
Snehal Tralsawala: Security's Point team. He will remove that
Snehal Tralsawala: that thread.
Snehal Tralsawala: So to save that 300 gram, she got that blade which passed to the security, also
Snehal Tralsawala: a bit simple case of prostate. If you do, a detailed analysis can also not be done by 5. I
Snehal Tralsawala: because you understand what I'm saying.
Snehal Tralsawala: Hello.
Santosh Kumar Palo: Yes, yes, sir.
Snehal Tralsawala: So 1st aid number of contact worker, right hand, key, only pay
Snehal Tralsawala: barbar karocharyamna.
Snehal Tralsawala: And we were doing the analysis. So we went to the extent. Actually, he was helping. The contact worker was not doing error. He was helping the company save 300 grams.
Snehal Tralsawala: but in the process security
Snehal Tralsawala: in the process supervisor via simple as simple as 1st State.
Snehal Tralsawala: because maybe number of number of causes are coming
Snehal Tralsawala: so
Snehal Tralsawala: simple cases.
Snehal Tralsawala: But for a complex area, if we become reportable or it become a fatal how can I actually do a fatal accident with the 5? I
Snehal Tralsawala: so fiscal limitation to certain extent, is okay.
Snehal Tralsawala: Quick analysis case. Okay? But the problem with the 5 I is that Jaha, Jaham 5, I in Karenge Usco validate Karnapatiga by using another technique. So it's not a all complete technique by itself.
Snehal Tralsawala: But take care, I think.
Snehal Tralsawala: so. It's a simple technique for nisakhta.
Snehal Tralsawala: But you and I should know that it's got a limitation. And
Snehal Tralsawala: so that is the caution here that linear chain
Snehal Tralsawala: so Acc line may ultra.
Snehal Tralsawala: and that is the pitfall with the technique.
Snehal Tralsawala: So that's about 5 y, so many, both important things is an important. So if you are.
Snehal Tralsawala: if you are not doing the
Snehal Tralsawala: problem statement so you can revise that. Then
Snehal Tralsawala: where is the logical point at which you can stop?
Snehal Tralsawala: And then culture, and then, obviously, human error
Snehal Tralsawala: maybe detail me in separation training provide. And then. So these are the issues with
Snehal Tralsawala: this this thing.
Snehal Tralsawala: Now let's move to
Snehal Tralsawala: fault. Tree analysis.
Snehal Tralsawala: Nikrai Sabko.
Santosh Kumar Palo: Yes. Yes.
Santosh Kumar Palo: Okay.
Snehal Tralsawala: So before I start, I just wanted to understand
Snehal Tralsawala: how much you know about quality analysis.
Snehal Tralsawala: Rabbitang it.
Snehal Tralsawala: Take care of me.
Snehal Tralsawala: So the
Snehal Tralsawala: I think let's look@thisfirstst
Snehal Tralsawala: So faulty analysis
Snehal Tralsawala: will be. But Nick and Abby.
Snehal Tralsawala: okay.
Snehal Tralsawala: so you are able to see these like quality analysis.
Snehal Tralsawala: So yeah, we are starting with a top desired event.
Snehal Tralsawala: and our top desired event will be logically split into
Snehal Tralsawala: intermediate events.
Snehal Tralsawala: And Joyha Dikra, logic gates of Dikra. Here logic gates.
Snehal Tralsawala: It is like a shiveling dhikrai
Snehal Tralsawala: like, I'm here.
Snehal Tralsawala: So this is called End Gate.
Snehal Tralsawala: Everyone is aware of this.
Bakshi Manish: Yes.
Santosh Kumar Palo: Yes, yes.
Snehal Tralsawala: Then that is, or gate.
Snehal Tralsawala: so that also you are aware.
Snehal Tralsawala: So so we are saying that the top under desired event will take place because of A and B,
Snehal Tralsawala: and then
Snehal Tralsawala: the A will take place.
Snehal Tralsawala: either because of C or because of D,
Snehal Tralsawala: and I say we learned it this way. So this is how to look at the fault tree analysis.
Snehal Tralsawala: and these are the number of different type of gates. Are there
Snehal Tralsawala: so? And gate here, which may, though
Snehal Tralsawala: this is like a year. Donos.
Snehal Tralsawala: then there is a priority end. Gate. Here is, may say.
Snehal Tralsawala: certain thing has to take place first, st
Snehal Tralsawala: that is called Priority End Gate. Then there is an or gate, then an exoor gate. Is there
Snehal Tralsawala: the inhibit gate? Is there? So, then various number of the symbols are there. Gatesko describe karavakia, priority, end gate, end, gate, or gate.
Snehal Tralsawala: Then Xor gate is this gate is slightly less common and output happens only if one input element occurs.
Snehal Tralsawala: Xor gate. So you can get into detail for Andajana inhibit gate. This type of gate will have a output event when all input and conditional events occur.
Snehal Tralsawala: Okay, so this is the theory.
Snehal Tralsawala: So I'll be
Snehal Tralsawala: quality analysis console level by use. I wanted to give an example that there was a fire in a incinerator area. Real casement
Snehal Tralsawala: staircase building, hone walata.
Snehal Tralsawala: or non hazardous area may come for other drum.
Snehal Tralsawala: jamway, Yami Parawata.
Snehal Tralsawala: and in the middle of the incineration, I mean middle of the building. This drum got drained into open channel
Snehal Tralsawala: and
Snehal Tralsawala: During the lunchtime. This happened before lunch staircase covered in Chalutha.
Snehal Tralsawala: After the lunch.
Snehal Tralsawala: just about
Snehal Tralsawala: the welding was to start. This drum got drained into open channel by somebody somebody, and then immediately there was a a flash fire because of tarpol in Lagawadha.
Snehal Tralsawala: Chalu, Hogya, and then
Snehal Tralsawala: and then both of them. Actually we rescued them.
Snehal Tralsawala: Most of them. And these 2 people actually. And they went into the epicenter of the
Snehal Tralsawala: of the problem.
Snehal Tralsawala: And they went went into the epicenter of the problem.
Snehal Tralsawala: Then one of them got a 3rd degree burn and Unko actually, instantly he was dead instantly, I mean the skin.
Snehal Tralsawala: One person actually died. Both were contact workers, having cases like this
Snehal Tralsawala: corrective action, whatever permit Jodha, or should have been signed at the workplace because of
Snehal Tralsawala: so how to do it. You know how how to keep the things in check. So what I'm Pam, as I introduced Kiada.
Snehal Tralsawala: your hot worker validity will only be valid for only till lunch and after lunch.
Snehal Tralsawala: but some scenario took place like that.
Snehal Tralsawala: So in cases like this.
Snehal Tralsawala: per major.
Snehal Tralsawala: 4 time pay fault. Tree analysis is very, very useful.
Snehal Tralsawala: Yeah, I cannot apply 5 by method, because 5 by method, will, you know, will
Snehal Tralsawala: will definitely not work, and even reality tree will also not work, because this is like a logic based.
Snehal Tralsawala: Logic based me. If there is a event, a top event like a fire in incident area has taken place, then I can go systematically selecting the end gates and or gates this more structured way of doing it?
Snehal Tralsawala: So to answer the question.
Snehal Tralsawala: answer the question is okay, universal. Say, hey?
Snehal Tralsawala: So answer is that it is not good idea to have
Snehal Tralsawala: all Hareko eki
Snehal Tralsawala: major incident has to be dealt with separately.
Snehal Tralsawala: Okay, so this is a
Snehal Tralsawala: the thing. Now I have 3 examples here
Snehal Tralsawala: which talk about the use of paltry analysis.
Snehal Tralsawala: So Pella is a simplifier
Snehal Tralsawala: the second one is explosion in a paint, spraying booth.
Snehal Tralsawala: and the 3rd one is a opal guest strategy. See that? So the level
Snehal Tralsawala: level of use
Snehal Tralsawala: poultry actually is. If you use it wisely, then it can do wonders. And then the more I get into this so easily, poultry analysis.
Snehal Tralsawala: and the more you know it, the less you want to utilize the.
Snehal Tralsawala: you know, like.
Snehal Tralsawala: you see, I don't know whether he's there or not. But yes, we say, Hey.
Santosh Kumar Palo: 9.
Snehal Tralsawala: Yogesh
Snehal Tralsawala: Yogesh Jamari, is he there?
Snehal Tralsawala: So
Snehal Tralsawala: so you can do a high level analysis. But like Bhopal, gastrogenica B quality analysis, you will see here.
Snehal Tralsawala: So now let's look at the
Snehal Tralsawala: simple scenario.
Snehal Tralsawala: Simple scenario. May you have a fire
Snehal Tralsawala: which has taken place because the fire, the fire triangle is there
Snehal Tralsawala: so? Fuel, oxygen, and ignition?
Snehal Tralsawala: Dr. So you have even oxygen and ignition
Snehal Tralsawala: supported by an end gate leads to fire.
Snehal Tralsawala: Then I go
Snehal Tralsawala: get into fuel.
Snehal Tralsawala: What are the causes by which fuel could have taken place in case of fire?
Snehal Tralsawala: So either paper or petrol, or plastic.
Snehal Tralsawala: or something else? Something waste or hazardous waste, or whatever that thing is, there
Snehal Tralsawala: I can list down either these or these, or these can lead to fuel.
Snehal Tralsawala: can lead to fire.
Snehal Tralsawala: and in ignition, sources, in ignition sources. There is a
Snehal Tralsawala: it could be deliberate, deliberate, Matlab
Snehal Tralsawala: sabotage.
Snehal Tralsawala: or it could be electrical fault, or it could be discarded secret.
Snehal Tralsawala: The guy did not actually know that he did deliberate may intentionally chore the app
Snehal Tralsawala: and unintentional memo security.
Snehal Tralsawala: It did not actually had a
Snehal Tralsawala: you know, Bandhogyata so Asaker can be scudded. Cigarette deliberate. Any of this combination can lead to ignition stores which can lead to fire.
Snehal Tralsawala: and then I can further
Snehal Tralsawala: further get into the how can there be electrical fault? I can go to. This is like level one. This is level 2, and I can go to level 3. Also see, like here, I can say.
Snehal Tralsawala: this is a
Snehal Tralsawala: insert.
Snehal Tralsawala: This is level one.
Snehal Tralsawala: You are able to see this.
Snehal Tralsawala: Everyone.
Santosh Kumar Palo: Yes, yes, sir.
Snehal Tralsawala: So fire, Hogia.
Snehal Tralsawala: Then I can go to level one.
Snehal Tralsawala: Then I can further drill down to level 2. Now I want to know more about level 2 level 2 so deliberate. Who I have to deliberate. Maybe I can find out. Okay, who can that be? How could have been electrical fault. So that will be level 3. Investigation.
Snehal Tralsawala: And I'm not happy with level 3. Then I can go to level 4. Just imagine the kind of quality analysis, you can have
Snehal Tralsawala: just drilling down from level to level to level 2 level 3 to level 4. Similarly, yeah, huh, plastic hair plastic.
Snehal Tralsawala: So that well, because of this, because of the it could be combination of and or add. And I can use and select the type of kids I want to select. So that is called fault tree analysis. This is like a very basic
Snehal Tralsawala: quality analysis.
Snehal Tralsawala: Another example.
Snehal Tralsawala: yeah, how many
Snehal Tralsawala: the other example is that explosion in paint, spraying booth.
Snehal Tralsawala: pain spraying with me. Explosion. Hovia.
Snehal Tralsawala: So there has to be
Snehal Tralsawala: 3 things at a time, oxygen for oxygen.
Snehal Tralsawala: Then the 3rd second thing is source of ignition, and then flammable paint. Spain. Explosive concentration
Snehal Tralsawala: in explosive concentration. Me hona. It has to be between Lel and Uelga. So because the flammable concentration was between Leon and Uel.
Snehal Tralsawala: and then I can drill down the source of ignition. Yaha! Yaha! Yato flame was present
Snehal Tralsawala: or
Snehal Tralsawala: electrical spark was there, or
Snehal Tralsawala: cigarette cigarette. So all combination is there. And if I come here to flammable, that is a reason.
Snehal Tralsawala: Yeah. On the right hand side, Cigarette was lead introduced by another person, Yatho lead Cigarette, introduced by operator.
Snehal Tralsawala: and then so likewise you can see
Snehal Tralsawala: I can go doing the
Snehal Tralsawala: detailed investigation of
Snehal Tralsawala: how it happened
Snehal Tralsawala: in the case which I was referring to. Fire in incinerator.
Snehal Tralsawala: You know, actually, work permit system did not work.
Snehal Tralsawala: Work purposes did not work when it's supposed to work. It worked very well, but there were 2, 3 major issues
Snehal Tralsawala: came up
Snehal Tralsawala: that whoever signed the work permit, including the safety manager who signed. The work permit was not at the site.
Snehal Tralsawala: if before signing it, because
Snehal Tralsawala: the 1st one has faulted, the second one is faulted, 3, rd one is faulted. So one of the cause was that the safety manager was not at the site while signing the permit.
Snehal Tralsawala: If he had signed the permit in the morning
Snehal Tralsawala: he would have realized that there's so many drums of hazardous waste
Snehal Tralsawala: hydrocarbon waste lying there, and he would have asked them to remove it from here, otherwise it could lead to the this and that, and unfortunately, somebody gave an instruction to operator independent of anybody else, to train the drums. So how do you comprehend this in 5, I impossible.
Snehal Tralsawala: It's impossible to comprehend everything.
Snehal Tralsawala: So if you know, in my earlier classes, our
Snehal Tralsawala: particularly now, we are doing the online sessions. But there have been some offline sessions also, and I had an interaction with the team members of Upl, and they're so confident that what we are doing is right? Well, that is fine. That confidence is good confidence.
Snehal Tralsawala: But
Snehal Tralsawala: let's be, let's ensure that we don't oversimplify the things, and that is killing the system. So appropriate use of tools has to be used.
Snehal Tralsawala: and in a high level incidents we have to go to another level of tools, and this, like explosion or fire, deserves to have a tool like faulty analysis where you get into detail and all that you know. So this is how to look at it. Let's look at a
Snehal Tralsawala: let's look at bhopal gas strategy.
Snehal Tralsawala: Let's look at Bhopal gas strategy.
Snehal Tralsawala: So
Snehal Tralsawala: who is the one who did this
Snehal Tralsawala: level 4 level 4 Psm.
Snehal Tralsawala: Is he there?
Snehal Tralsawala: I think it's not manish.
Bakshi Manish: Satish.
Snehal Tralsawala: Satish Satisha. No, not Satish.
Snehal Tralsawala: so bum super bum
Snehal Tralsawala: Shubham Shubham is there.
Snehal Tralsawala: Shubham.
Bakshi Manish: No, sir, he is not there.
Snehal Tralsawala: Is not there. So he's the one who talked about. Psm, level 4 libosh course. By the way, it's a very beautiful course. Somebody wants to look at that. It gives you a good perspective on process safety management. Obviously, you're taking up this course. So you spend your energy here.
Snehal Tralsawala: But that is also a good course.
Snehal Tralsawala: Another good course somebody wants to do doesn't cost anything but this solve way.
Snehal Tralsawala: You've heard about solving.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: So solva is international.
Snehal Tralsawala: Solvaya has a company in panoli also.
Snehal Tralsawala: Hmm.
Santosh Kumar Palo: Yes.
Snehal Tralsawala: And now they have. Say, Solway was typically into soda ash and very basic commodity products they were into.
Snehal Tralsawala: If you look at the unit operations book and all that. So in that also, it's always research was shown we were making potash using these and these and that. So it's a it's a company been around for 100 plus years.
Snehal Tralsawala: and now they have. What they have done is they have split their vertical
Snehal Tralsawala: into 2. 1 is a commodity product.
Snehal Tralsawala: and other one is
Snehal Tralsawala: premium products.
Snehal Tralsawala: So commodity product is something which is a large volume, less margin
Snehal Tralsawala: and premium products are the products which are
Snehal Tralsawala: which are
Snehal Tralsawala: low volume.
Snehal Tralsawala: but high margin. You understand the difference between 2.
Bakshi Manish: Yes, sir.
Snehal Tralsawala: So solve a now has a 2 different verticals. The name of the company is different, and the panoli. The company in Panoli is a different name. It's no longer solve. It's something else.
Snehal Tralsawala: The point, I'm saying is, they have an in-house
Snehal Tralsawala: process, safety management training.
Snehal Tralsawala: One of the senior scientists was assigned.
Snehal Tralsawala: and that they have put
Snehal Tralsawala: online course
Snehal Tralsawala: which anybody can access
Snehal Tralsawala: without any cost.
Snehal Tralsawala: So you can go through that course. And at the end of the course if you want there the questions I mean there there is a question. Paper is also there
Snehal Tralsawala: at the end of the course. If you want to give, exam.
Snehal Tralsawala: And pass the exam, and then take a certificate. Then the certificate. Each certificate is costing some $15 or something, €15 or something.
Snehal Tralsawala: So €15 is ₹1,500.
Snehal Tralsawala: So if if you willing
Snehal Tralsawala: to have that certificate, then you have to pay otherwise, that entire course material is free, and that is also beautiful program. So
Snehal Tralsawala: I gave you
Snehal Tralsawala: 2 fillers here
Snehal Tralsawala: that you can either look at process safety management level 4 of nibos.
Snehal Tralsawala: Besides this course.
Snehal Tralsawala: or you can take up this, solve a course. If you are interested, then you can ask me. I can send you a link, or whatever, but the one that it talked about. It's it doesn't cost the chat. They don't charge anything. Just have to register
Snehal Tralsawala: your login. Password will be created, and all that
Snehal Tralsawala: so this bhopal gas tragedy? It talks about
Snehal Tralsawala: major accident which has taken place in the in the industry, in the chemical industry.
Snehal Tralsawala: So Bhopal Gasway took place. And how do you actually go through the the level? One level, 2 level 3. See here, there are 3 levels. Are there already
Snehal Tralsawala: 3 levels? Are there.
Snehal Tralsawala: So the 1st level is that it's a combination of poor design, lack of safety, and poor maintenance.
Santosh Kumar Palo: Phone number.
Snehal Tralsawala: See, I remember right, we had a they had a problem of a scrubber, not working.
Snehal Tralsawala: Scrubber was not working at the time. Pumps were
Snehal Tralsawala: palms were down.
Snehal Tralsawala: they were not pumping, and even the
Snehal Tralsawala: even even if the scrubber had been operating.
Snehal Tralsawala: then the design of scrubber was so poorly done that it would have hardly captured less than 5% of the total mic we generated. Are you aware of that? And the entire story.
Bakshi Manish: Yes.
Santosh Kumar Palo: Yes, sir.
Snehal Tralsawala: So, even if so, not only was a poor maintenance
Snehal Tralsawala: of the scrubber.
Snehal Tralsawala: but the blind, you know the blind which was supposed to be there. I mean, they had such a poorly designed setting of the blind that it takes so long to actually put a blind to remove the blind.
Snehal Tralsawala: so that was a 1 was a poor maintenance. One was a poor design, even the the so much of inventory was there, and lack of safety. So here the disaster took place because of all the combination of 1, 2, 3. So therefore, the end gate is provided.
Snehal Tralsawala: Then, if you go into poor design then.
Snehal Tralsawala: and talk about the flare tower. Then have a vent grass cover I told you about. And then there was a flare tower, had a water sprayer issues. So likewise, you know. Then, in lack of safety, lack of safety, switch off, they had already turned off their refrigeration.
Snehal Tralsawala: This was decided 6 months ago that refrigeration required to be shut down because of the cost concerns and all that. And then there was no evacuation plan, so either this or that and evacuation plan, even if the
Snehal Tralsawala: something were to happen if they told people that,
Snehal Tralsawala: you know, put a mast, I mean, put put a paniwala rumal lagato problem solve hojaiga.
Snehal Tralsawala: They could have communicated to all. But they didn't. And then, similarly, if a poor maintenance me if I look at the sleep blind, not installed, and then not reporting failures, no adequate training. I can go on and on and on. This is like a very simplified version of a faulty analysis for profile.
Snehal Tralsawala: But somebody who is really want to.
Snehal Tralsawala: If you actually want to take an assignment.
Snehal Tralsawala: then I would ask you to do a fault. Tree analysis of a bhopal gas strategy.
Snehal Tralsawala: This being a baseline.
Snehal Tralsawala: Go study
Snehal Tralsawala: and then prepare a faulty analysis of a bhopal gas strategy.
Snehal Tralsawala: So this could be a very good learning for any one of you who are interested. So this is something which you can do. But this basically faulty analysis is like a big thing
Snehal Tralsawala: in that you can. You can actually get into the
Snehal Tralsawala: details and come up with the layers. Am I making myself clear.
Bakshi Manish: Yes, yes.
Santosh Kumar Palo: So the outcome.
Snehal Tralsawala: One more thing here is that not only this is a subjective. This is like a purely subjective way of doing it right.
Snehal Tralsawala: but there are, you can quantify the faulty analysis also.
Snehal Tralsawala: there are ways of quantifying faulty analysis
Snehal Tralsawala: by giving the numbers and the probabilities, and all that.
Snehal Tralsawala: So it is not part of our curriculum to get into that much of a depth. But at the same time this faulty analysis offers that.
Snehal Tralsawala: and if you are interested, we can get into that aspect also, in event tree. Also, we can get into the falls in event both, we can actually get into the
Snehal Tralsawala: probabilities of each. So what have what? So in the in the then you can say
Snehal Tralsawala: this happened, and then it can have. This can happen so faulty analysis can be for the event which took place.
Snehal Tralsawala: or which may take place as a potential event. Also it could be right.
Snehal Tralsawala: It is not only the post-mortem.
Snehal Tralsawala: it is not only the postmortem after the fact, only bhopal hone, banana.
Snehal Tralsawala: but if I have a scenario which can likely happen.
Snehal Tralsawala: then I can put this up. And then what can happen here? You know what are the probable things this this this likewise we can list it down so before it happened. Feel like it will help as a preventive tool, so that that incident never takes place.
Snehal Tralsawala: So this is what I had to offer. Usually involves events from malfunctions, material failure, hardware, wear out combination of our.
Snehal Tralsawala: That is politary analysis.
Snehal Tralsawala: So I told you in the process my real life experience of how the we can. Let's look at the greatest advantage of faulty is event oriented. In addition to considering hardware failure, faulty can consider undesirable that can occur that can occur. Right software failures they like nowadays. You are aware nowadays that lot of issues related to
Snehal Tralsawala: this piracy.
Snehal Tralsawala: this data.
Snehal Tralsawala: Many companies data are pirate gets pirated
Snehal Tralsawala: are not pirated. This
Snehal Tralsawala: one of the company I I've heard of.
Snehal Tralsawala: They got blackmailed
Snehal Tralsawala: because one of the company in China intercepted their material, and the I mean their their data, and said, You please.
Santosh Kumar Palo: I could data, I could say.
Snehal Tralsawala: Right data. Hike. What is it? Say, say that again. One more time.
Santosh Kumar Palo: Hick hike!
Snehal Tralsawala: Data hacking. Also.
Snehal Tralsawala: you can use potential data. Hacking can take place. And then you say that this event actually happened. And then how? How it can happen. And then, which are the vulnerable areas. So you can look at that and then work on that. So that that never happens.
Snehal Tralsawala: Data hacking is a real thing. So it is not only, you know, it is a chemical industry, applicable even right from the morning. What I've been telling you, the the root cause analysis, the problem statement.
Snehal Tralsawala: everything which I am talking to you is all universal concept. We can apply in chemical industry. We can apply in mechanical industry we can apply in in a software industry. We can apply in supply chain everywhere. The same thing can be applied. It's just a matter of picking it up and getting mastery over it.
Snehal Tralsawala: So that's what
Snehal Tralsawala: I had to offer today.
Snehal Tralsawala: It's a
Snehal Tralsawala: let me see how it's 1246 we still have at least half an 15 more minutes.
Snehal Tralsawala: Yes.
Santosh Kumar Palo: Yes.
Snehal Tralsawala: That's deliberate.
Snehal Tralsawala: Instead of getting into the subject anymore.
Snehal Tralsawala: Can we discuss?
Snehal Tralsawala: We can turn on the videos and we can discuss, you know.
Santosh Kumar Palo: Okay.
Snehal Tralsawala: Nothing like discussing
Snehal Tralsawala: as such. The people are very last number of people are
Snehal Tralsawala: here now.
Snehal Tralsawala: so no point
Snehal Tralsawala: covering more subject. Now
Snehal Tralsawala: this Doctor Swapnai is still there.
Snehal Tralsawala: Mr. Patel, is he there?
Snehal Tralsawala: So Ravi is there.
Snehal Tralsawala: so neither Ravi nor Nisarga?
Snehal Tralsawala: No, Doctor Soapna is there, so only 3 are not there in.
Snehal Tralsawala: so are we down to only 2 participants.
Santosh Kumar Palo: Yes, sir.
Santosh Kumar Palo: it's only 2.
Snehal Tralsawala: So it's a good decision that you've taken. We're not going to cover anymore. Anything. Oh, Nisarge, is there?
Snehal Tralsawala: Okay, I got you.
Snehal Tralsawala: I got you
Snehal Tralsawala: so time to just talk it over. You know
Snehal Tralsawala: we reflect on.
Snehal Tralsawala: they're learning today. Catholic, right? Kathy. Laura likewise.
Bakshi Manish: Push some new concepts. We actually am learning.
Bakshi Manish: Alright.
Bakshi Manish: actually, I'm certified. Trainer of Tab crew.
Snehal Tralsawala: Of what?
Bakshi Manish: Manish.
Snehal Tralsawala: Yeah. Yeah. Certified trainer of what? Sir?
Bakshi Manish: Taproot.
Snehal Tralsawala: Abroad.
Bakshi Manish: Tap, tap, TAPR. Double ot. It's a tool developed by the
Bakshi Manish: technical information agency of us.
Snehal Tralsawala: Okay. Okay. Very. Nice.
Bakshi Manish: Hmm!
Bakshi Manish: But I know so many thoughts are coming at here now that I'm not aware with that actually earlier.
Bakshi Manish: So which you are applying.
Bakshi Manish: And really, that's a very grateful help to the while doing incident investigation part.
Snehal Tralsawala: So this this us, the cert certified trainer thing. What? What? You're certified in.
Bakshi Manish: They are, have actually another incident investigation. Rca tool.
Bakshi Manish: how to create our sienna based on that. They have developed a tool. So this is to identify systematic root, cause.
Snehal Tralsawala: Okay.
Bakshi Manish: So in the Adity Birulagro, they adopted that
Bakshi Manish: taproot technology for doing the Rca. In the system.
Bakshi Manish: So for, like even incident, investigation breakdown. Whatever incident happened
Bakshi Manish: you can.
Bakshi Manish: Incident investigated in that system.
Snehal Tralsawala: Okay.
Bakshi Manish: There are a basic root causes, systematic causes
Bakshi Manish: and root causes.
Snehal Tralsawala: Correct.
Bakshi Manish: So so dictionary is available in their site.
Bakshi Manish: based on that, you had to select
Bakshi Manish: what failures would occur.
Snehal Tralsawala: Yeah, but it's the good I mean, the good thing about these systems is that at certain level of our our challenge is to. How do you actually
Snehal Tralsawala: bring it down to the operator level? How to.
Bakshi Manish: Right? So. But unless there are.
Bakshi Manish: that is a very difficult tool, actually, we can say general people can't use it.
Bakshi Manish: Oh, it is
Bakshi Manish: the incident investigation concur that everybody must be involved in that incident. Investigation.
Snehal Tralsawala: Advice.
Bakshi Manish: The drawback
Bakshi Manish: in the viability we have seen. And everybody can
Bakshi Manish: the
Bakshi Manish: give their inputs?
Bakshi Manish: What are you doing.
Snehal Tralsawala: So have we come to the level where we also have a contract worker, and all that in that, in that, in our our meetings or.
Bakshi Manish: During incident investigation. We are involving our contractor worker. Even our site will use a permanent worker. PA,
Bakshi Manish: we are taking their inputs also and involving in the investigation. Thank you.
Bakshi Manish: So what are the activity they are doing? Suppose that come came not.
Bakshi Manish: Their knowledge in the previous years.
Snehal Tralsawala: No, I mean, that's a good point, you are saying. But are you involving him for him?
Bakshi Manish: Yes.
Snehal Tralsawala: And or for your education.
Bakshi Manish: For both of us.
Snehal Tralsawala: Okay.
Bakshi Manish: Because there are many things I'm not aware with the shopler what is going on.
Snehal Tralsawala: Character, sense.
Bakshi Manish: Every few days back we have seen an egg batch, amount of pigment, and almost 1.5 crore we lost.
Bakshi Manish: What is my cater.
Bakshi Manish: Poor Daizoka! Best sauce man
Bakshi Manish: for nitrous solution.
Bakshi Manish: The best was being taken, or it was my operator there. She has been working there for last 1.5 years.
Snehal Tralsawala: Okay.
Bakshi Manish: Sensor at temperature sensor at minus 4 to 5 degree temperature when come there to start. Addition.
Snehal Tralsawala: Right.
Bakshi Manish: Presence of Supervisor. They have to start edition.
Bakshi Manish: so
Bakshi Manish: he was telling him she must be removed from the site we have to identify. This was the 3rd batch. Actually, we destroyed.
Snehal Tralsawala: Oh! Oh!
Bakshi Manish: So.
Snehal Tralsawala: Correct.
Bakshi Manish: And job, use my involvement, give whatever the practice they established 15 years back, and they
Bakshi Manish: he was assuming that same practice has been followed by all of them.
Bakshi Manish: What temperature there was my ice egg in here, temperature, name, physically ice. There was my egg in here after then they start. The addition
Bakshi Manish: practice is being continued.
Bakshi Manish: We have interviewed yet, you know. Shift, kill over, said we were not aware with that practice.
Snehal Tralsawala: Yeah, yeah.
Bakshi Manish: It must last 1.5 years, or 4.
Snehal Tralsawala: Whatever was happening outside of ice check.
Bakshi Manish: Can he be mentioned later, or did
Bakshi Manish: physically.
Snehal Tralsawala: And that is 1.5 cr. One batch and 3 batch has gone. See.
Bakshi Manish: Yes.
Snehal Tralsawala: Costco.
Bakshi Manish: Root cause, not getting to root, cause.
Snehal Tralsawala: Oh!
Bakshi Manish: So well, tiny.
Snehal Tralsawala: You know.
Bakshi Manish: Operator, supervisor practice.
Bakshi Manish: and we are assuming they are following.
Snehal Tralsawala: Amazing, you know.
Snehal Tralsawala: Okay.
Snehal Tralsawala: Hello, good. I I'm happy. You you liked it. I will have a look.
Bakshi Manish: Sure.
Bakshi Manish: EAPR, 00, t.
Snehal Tralsawala: EPRO 00 TEPR.
Bakshi Manish: A p, tab, TAPR, 00, t.
Snehal Tralsawala: R 00 t apparatus.
Bakshi Manish: Capital com.
Snehal Tralsawala: Okay ticket. They can get.
Bakshi Manish: And.
Snehal Tralsawala: Yeah, maybe, madam, I I have done so many of the root cause analysis everywhere.
Snehal Tralsawala: and both come extensively. Root cause become care, because we were into the Black Belt program. We were 6 Sigma program
Snehal Tralsawala: training many people and learning on the way. So exciting brainstorming.
Snehal Tralsawala: That we actually require improve implementation in many places. Again, already.
Bakshi Manish: Good morning!
Snehal Tralsawala: So look forward. I'm sure it will be fun.
Bakshi Manish: And.
Snehal Tralsawala: And I'm hope I'm able to add some value to your your this thing, you know.
Bakshi Manish: Right, right.
Snehal Tralsawala: Okay. We'll call it a day.
Bakshi Manish: Sure, sir.
Snehal Tralsawala: Yeah, yeah, thank you. Yeah.
Bakshi Manish: Thank you, sir, thank you.