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Root Cause Analysis (RCA)

Root Cause Analysis (RCA) training presentation

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Root Cause Analysis (RCA)

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  1. ROOT CAUSE ANALYSIS Identify, Eliminate, Prevent © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Understand the critical role of identifying root causes in effective problem-solving. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis. Learn to prioritize root causes using Pareto Charts for impactful solutions. Recognize common pitfalls and strategies for overcoming them. 2 © Operational Excellence Consulting

  3. CONTENTS CAUSE & EFFECT DIAGRAM INTRODUCTION TO ROOT CAUSE ANALYSIS 01 04 ROOT CAUSE PRIORITIZATION OVERVIEW OF PROBLEM SOLVING 02 05 EFFECTIVE RCA PRACTICES 03 06 5 WHYS 3 © Operational Excellence Consulting

  4. INTRODUCTION TO ROOT CAUSE ANALYSIS Root Cause Analysis (RCA) is a technique that helps guide people to discover and understand the initiating cause(s) of a problem, with the goal of determining missing or inadequately applied controls that will prevent recurrence. ● 4 © Operational Excellence Consulting

  5. ROOT CAUSE ANALYSIS (RCA): BRIEF DEFINITION Root Cause Analysis (RCA) is a systematic approach used to identify the underlying, fundamental reasons for problems or issues within a process or system. It goes beyond addressing surface-level symptoms, aiming to discover the primary causes to implement effective and sustainable solutions. 5 © Operational Excellence Consulting

  6. WHAT RCA IS NOT Blame Avoidance Quick Fix Myth Depth of Analysis Not a blame game; focuses on systemic understanding. Not a quick fix; requires systematic analysis. Not superficial; delves into deeper issues. Pattern Recognition Specialized Approach Core Issue Focus Not isolated incident investigation; looks for patterns. Not a routine problem- solving substitute; specialized approach. Not about addressing only visible symptoms; targets core issues. 6 © Operational Excellence Consulting

  7. ROOT CAUSE – THE “EVIL AT THE BOTTOM” Visible Problem Symptom First-level cause The root cause is the “evil at the bottom” that sets in motion the entire cause-and-effect chain causing the problem(s). Deeper-level cause The deepest-level cause of a problem is called the root cause. Root Cause 7 © Operational Excellence Consulting

  8. RELATIONSHIP OF PROBLEMS, SYMPTOMS AND CAUSES ILLUSTRATIVE SYMPTOMS § Result or outcome of the problem § What you see as a problem (Obvious) SYMPTOMS Aches and fever PROBLEM PROBLEM § Gap from goal or standard Don’t feel well ROOT CAUSES § System below the surface, bringing about the problem (Not obvious) Infection CAUSES 8 © Operational Excellence Consulting

  9. PROBLEM SYMPTOMS vs. ROOT CAUSES SYMPTOMS (Increased Cost, Poor Customer Service) PROBLEM (Reduced Productivity) AS A RESULT OF THE PROBLEM QUALITY CAUSES ISSUE ROOT CAUSES (Scrap & Rework) 9 © Operational Excellence Consulting

  10. WHY ROOT CAUSE ANALYSIS? Understanding Events: RCA identifies what, how, and why events or failures occur. Importance of Causes: Highlights that not all causes are equally important. ● ● Underlying Causes: Recognizes underlying, reasonably identifiable causes controllable by management. Effective Solutions: Pinpointing root causes enables the specification of corrective and preventive measures for desired outcomes. ● ● 10 © Operational Excellence Consulting

  11. “ symptoms rather than eliminate underlying causes.” When we fail to grasp the systemic source of problems, we are left to ‘push on’ PETER SENGE The Fifth Discipline 11 © Operational Excellence Consulting

  12. PRINCIPLES OF ROOT CAUSE ANALYSIS Systems Thinking Approach Prevention of Recurrence Employee Engagement Continuous Improvement Pareto Principle Prioritize efforts by addressing the vital few factors that contribute the most to a problem. Employ a holistic perspective, considering interactions and relationships within the system. Focus on identifying and addressing root causes to prevent the recurrence of issues. Involve and empower employees in the analysis process for valuable insights. Embrace an ongoing commitment to enhance processes and outcomes systematically. 12 © Operational Excellence Consulting

  13. APPLICATIONS OF ROOT CAUSE ANALYSIS Determine the causes of product returns in retail shops. Identify the causes of accidents and health incidents. Uncover the reasons behind defects in manufacturing lines. Investigate failures in engineering or maintenance works. Uncover the underlying causes of financial discrepancies or losses. Analyze the root causes of waste within any organization. Examine issues related to customer complaints and dissatisfaction. Investigate delays in project timelines and deadlines. 13 © Operational Excellence Consulting

  14. “ You have to rise above it to the next level.” You can’t solve a problem on the same level that it was created. ALBERT EINSTEIN 14 © Operational Excellence Consulting

  15. PROBLEM SOLVING FUNNEL Big vague concern Breakdown Grasp the situation § Actual vs. standard § Actual vs. ideal Go See Point of cause § Time and place where events cause abnormality 5 Why Analysis Why? Root cause Countermeasures 15 Source: Adapted from Dennis © Operational Excellence Consulting

  16. 5 WHYS: PURPOSES Root Cause Analysis Problem Solving Continuous Improvement Systematically identify and address the root cause of issues. Uncover the fundamental reasons behind a problem. Support ongoing improvement efforts by addressing core problems. 16 © Operational Excellence Consulting

  17. EXAMPLE 1: 5 WHYS ANALYSIS ILLUSTRATIVE 1st Why Symptom: The machine stopped! 2nd Why Causes: 1. The circuit overload tripped 3rd Why 2. The shaft wore down and seized up 4th Why 3. Metal cutting chips penetrated the area 5th Why 4. Chips passed through the lubrication system 5. There was no strainer on the inlet pipe from the tank 17 © Operational Excellence Consulting

  18. EXAMPLE 3: 5 WHYS ANALYSIS ILLUSTRATIVE Horizontal Tree Diagram WHY? KEEP ON ASKING WHY? Late Pack Change Late Order from Supplier WHY? Technical Problem Late Delivery from Supplier MRP Parameter Wrong WHY? Schedule Error WHY? Short Lead Time Order WHY? LATE DELIVERY TO CUSTOMER Production Problem WHY? Printing Problem Documentation Error WHY? Wrong Specification QC Hold WHY? Production Problem Damaged Packs Storage / Handling Problem 18 © Operational Excellence Consulting

  19. 5 WHYS: PRACTICAL TIPS Clearly articulate the problem to address with the “5 Whys” Foster open dialogue to explore various perspectives ● ● Repeatedly ask “Why” to uncover deeper causes of the issue Record answers systematically to trace the cause-and-effect chain ● ● Aim to identify the fundamental, root causes, not just symptoms Stop the questioning process once the root cause is identified ● ● 19 © Operational Excellence Consulting

  20. CAUSE & EFFECT DIAGRAM: WHEN TO USE Root Cause Analysis Quality Improvement Projects Team Brainstorming Sessions When investigating and addressing the root causes of a problem. In quality control initiatives to enhance processes. During team sessions to explore and analyze issues collaboratively. 20 © Operational Excellence Consulting

  21. CAUSE & EFFECT DIAGRAM (MANUFACTURING) CAUSES EFFECT Machines Manpower Methods Cause Sub-cause Problem Statement Environment Measurements Materials 21 © Operational Excellence Consulting

  22. EXAMPLE 2: CAUSE AND EFFECT DIAGRAM FOR “HIGH SCRAP OF BARCODE LABELS” ILLUSTRATIVE MAN MACHINE Smear Improper training Illegible Torn Machine Breakdown Printwheel Dirty Handling HIGH Wrinkled Worn Ribbon SCRAP OF BARCODE LABELS Ineffective adhesive Design of label Improper storage Improper storage Damage Wrong orientation Size of label Poor printing Process changes Process changes MATERIAL METHOD © Operational Excellence Consulting

  23. ACTIVITY: ROOT CAUSE ANALYSIS ACTION! Time: 20 mins 1. In your groups, leverage the Cause & Effect Diagram to dissect the causes of a recent workplace challenge. 2. Pinpoint the three most likely root causes. 3. Afterwards, present and discuss your analysis with the class. 23 © Operational Excellence Consulting

  24. PARETO CHART: PURPOSES Issue Prioritization Visualize Contributions Identify Critical Areas Prioritize and focus efforts on the most significant issues. Visually represent the contributions of various factors to a problem. Identify critical areas for improvement in a process. 24 © Operational Excellence Consulting

  25. EXAMPLE 2: COMPARING ‘BEFORE’ AND ‘AFTER’ RESULTS ILLUSTRATIVE Errors Made on Faxed Orders 120 After: Jul-Dec 2021 Before: Jan-Jun 2021 100 80 Count 60 40 20 0 Wrong Product Information Unreadable PO and Order Form don’t Match Other Missing Information Wrong Billing Information Error Type 25 © Operational Excellence Consulting

  26. EFFECTIVE RCA PRACTICES 1. Begin RCA by assessing the impact on organizational goals for a focused problem definition. 4. Consider broader categories like resource shortages and adopt a systems thinking approach. 2. Shift the focus of RCA from analysis to proactive problem elimination. 5. Ensure RCA involves diverse perspectives; avoid bias and include people from different functions. 3. Avoid blame; investigate how problems arise instead of identifying individuals responsible. 6. Use 5 Whys judiciously; if the cause is unknown, it may not lead to meaningful answers. 26 © Operational Excellence Consulting

  27. “ If you do not change direction, you may end up where you are heading.” LAO TZU 27 © Operational Excellence Consulting

  28. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg © Operational Excellence Consulting

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