Determining the Root Cause of a Problem Why Determine Root Cause?

Determining the Root Cause of a Problem

Why Determine Root Cause?

• Prevent problems from recurring

• Reduce possible injury to personnel

• Reduce rework and scrap

• Increase competitiveness

• Promote happy customers and stockholders

• Ultimately, reduce cost and save money

Look Beyond the Obvious

• Invariably, the root cause of a problem is not the initial reaction or response.

• It is not just restating the Finding

Often the Stated Root Cause is the Quick, but Incorrect Answer

• For example, a normal response is:

• Equipment Failure

• Human Error

• Initial response is usually the symptom, not the root cause of the problem. This is why Root Cause Analysis is a very useful and productive tool.

Most Times Root Cause Turns Out to be Much More

• Such as:

• Process or program failure

• System or organization failure

• Poorly written work instructions

• Lack of training

What is Root Cause Analysis?

• Root Cause Analysis is an in-depth process or technique for identifying the most basic factor(s) underlying a variation in performance (problem).

• Focus is on systems and processes

• Focus is not on individuals

When Should Root Cause Analysis be Performed?

• Significant or consequential events

• Repetitive human errors are occurring during a specific process

• Repetitive equipment failures associated with a specific process

• Performance is generally below desired standard

• May be SCAR or CPAR (NGNN) driven

• Repetitive VIRs

How to Determine the Real Root Cause?

• Assign the task to a person (team if necessary) knowledgeable of the systems and processes involved

• Define the problem

• Collect and analyze facts and data

• Develop theories and possible causes - there may be multiple causes that are interrelated

• Systematically reduce the possible theories and possible causes using the facts

How to Determine the Real Root Cause? (continued)

• Develop possible solutions

• Define and implement an action plan (e.g., improve communication, revise processes or procedures or work instructions, perform additional training, etc.)

• Monitor and assess results of the action plan for appropriateness and effectiveness

• Repeat analysis if problem persists- if it persists, did we get to the root cause?

Useful Tools For Determining Root Cause are:

• The “5 Whys”

• Pareto Analysis (Vital Few, Trivial Many)

• Brainstorming

• Flow Charts / Process Mapping

• Cause and Effect Diagram

• Tree Diagram

• Benchmarking (after Root Cause is found)

• Some tools are more complex than others

Example of Five Whys for Root Cause Analysis

• Problem - Flat Tire

• Why? Nails on garage floor

• Why? Box of nails on shelf split open

• Why? Box got wet

• Why? Rain thru hole in garage roof

• Why? Roof shingles are missing

Pareto Analysis

Cause and Effect Diagram (Fishbone/Ishikawa Diagrams)

Tree Diagram

Tree Diagram

Bench Marking

• Benchmarking: What is it?

• "... benchmarking ...[is] ...'the process of identifying, understanding, and adapting outstanding practices and processes from organizations anywhere in the world to help your organization improve its performance.'" —American Productivity & Quality Center

• "... benchmarking ...[is]... an on-going outreach activity; the goal of the outreach is identification of best operating practices that, when implemented, produce superior performance." —Bogan and English, Benchmarking for Best Practices

• Benchmark refers to a measure of best practice performance. Benchmarking refers to the search for the best practices that yields the benchmark performance, with emphasis on how you can apply the process to achieve superior results.

Bench Marking

• All process improvement efforts require a sound methodology and implementation, and benchmarking is no different. You need to:

• Identify benchmarking partners

• Select a benchmarking approach

• Gather information (research, surveys, benchmarking visits)

• Distill the learning

• Select ideas to implement

• Pilot

• Implement

Common Errors of Root Cause

• Looking for a single cause- often 2 or 3 which contribute and may be interacting

• Ending analysis at a symptomatic cause

• Assigning as the cause of the problem the “why” event that preceded the real cause

Successful application of the analysis and determination of the Root Cause should result in elimination of the problem

• and create Happy Campers!

Summary:

• Why determine Root Cause?

• What Is Root Cause Analysis?

• When Should Root Cause Analysis be performed?

• How to determine Root Cause

• Useful Tools to Determine Root Cause

• Five Whys

• Pareto Analysis

• Cause and Effect Diagram

• Tree Diagram

• Brainstorming

• Common Errors of Root Cause

• Where can I learn more?

Where Can I Learn More?

• “Solving a Problem & Getting Along: Toward the Effective Root Cause Analysis”, Khaimovich,1998.

• “The Quality Freeway”, Goodman, 1990

• “Potential Failure Modes & Effects Analysis: A Business Perspective”, Hatty & Owens, 1994

• “In Search of Root Cause”, Dew, 1991

• “Solving Chronic Quality Problems”, Meyer, 1990

• “The Tools of Quality, Part II: Cause and Effect Diagrams”, Sarazen, 1990

• “Root Cause Analysis: A Tool for Total Quality Management”, Wilson, Dell & Anderson, 1993