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Lab Standards + Documentation Committee: June 2, 2015

The document discusses root cause analysis (RCA), which aims to identify the underlying causes of problems. It provides definitions of RCA and lists its key principles, including that addressing root causes is more effective than just treating symptoms. A general 7-step process for performing RCA is outlined. Common tools for RCA include cause mapping, the 5 whys technique, fishbone diagrams, charts, and Pareto charts. Best practices for effective RCA are also listed.

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60 views

Lab Standards + Documentation Committee: June 2, 2015

The document discusses root cause analysis (RCA), which aims to identify the underlying causes of problems. It provides definitions of RCA and lists its key principles, including that addressing root causes is more effective than just treating symptoms. A general 7-step process for performing RCA is outlined. Common tools for RCA include cause mapping, the 5 whys technique, fishbone diagrams, charts, and Pareto charts. Best practices for effective RCA are also listed.

Uploaded by

bandar
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Lab Standards + Documentation

Committee
June 2, 2015
Root Cause Analysis
Definition
• Root cause analysis (RCA) is a class of problem
solving methods aimed at identifying the root
causes of problems or events.

• RCA is based on the belief that problems are


best solved by attempting to correct or
eliminate root causes, as opposed to merely
addressing the immediately obvious
symptoms.
Principles of RCA?
• Aiming corrective actions at root causes is
more effective than just treating the
symptoms of a problem.
• To be effective, RCA must be performed
systematically and conclusions must be
backed up by evidence.
• There is usually more than one root cause for
any given problem and therefore there may be
more than one corrective action.
General process for performing root
cause analysis
1. Define the problem.
2. Gather data/evidence.
3. Identify issues that contributed to the problem.
4. Find root causes. Identify which causes to remove
or change to prevent repeated problem.
5. Develop solution recommendations that
effectively prevent repeating the problem.
6. Implement the recommendations / changes.
7. Observe the recommended solutions/changes to
ensure effectiveness of eliminating the problem.
Cause Mapping of Root Cause Analysis
• “ROOT” refers to the causes beneath the
surface. It is the system of causes that shows
all the options for solutions.
• Do not focus on a single cause as this can limit
the solutions set resulting in missing a better
solution.
• A Cause Map provides a simple visual look at
all the elements that produced the problem.
Three Basis Steps of Cause Mapping
1. Define the issue by its impact to overall goals

2. Analyze the cause in a visual map.

3. Prevent or mitigate any negative impact of


the goals by selecting the most effective
solutions.
 5 whys Tools for RCA
 Perato Chart
 Fishbone or Ishikawa Diagram
 Chart and/or Graphs
Why? 50% 25

Why? 80%

Why?
Why? 0%
10%
5% 5%
0

Why?
Price Promotion People Processes
Incidences
Detail Detail Detail Detail
Detail Detail Detail Detail
Detail Detail Detail Detail

The Problem

Detail Detail Detail Detail


Detail Detail Detail Detail
Detail Detail Detail Detail

Place/Plant Policies Procedures Product


Man Method Materials

Problem

Management System Machine Environment

Ishikawa or Fishbone Diagram


(Cause and effect)
Brain storm possible causes
Man Method Materials

Cause A
Cause D Cause E

Problem

Cause F
Cause C
Cause B

Management System Machine Environment


5 Whys
• Why
• Why
• Why
• Why
• Why
• Basis for the 20 questions toy
Pareto Chart
The tackle is the one that has the highest
score. This one will give you the biggest
benefit if you solve it.

Defining the problem


Charts and Graphs
7 Best Practices to Remember
1. Your root cause analysis is only as good as the info
you collect.
2. Your knowledge (or lack of it) can get in the way of a
good root cause analysis.
3. You have to understand what happened before you
can understand why it happened.
4. Interviews are not about asking questions.
5. You can’t solve all human performance problems with
discipline, training, and procedures.
6. Often people can’t see effective corrective actions
even if they can find the root cause.
7. All investigations do not need to be equal (but some
steps can’t be skipped.

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