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ROOT CAUSE ANALYSIS
Root cause analysis involves searching backwards from an undesirable effect or outcome to identify its causes. While “root cause” implies that there is a single cause responsible for a given problem, some effects actually have multiple causes that trigger them. Sometimes the multiple effects are independent of each other; other times, causes are interrelated where, if one cause is removed, the problem can no longer occur.
We all know that it is important to contain problems as soon as they occur or are discovered. However, what we generally see with problems are symptoms of the problem. The root cause is rarely apparent. While it is important to initiate an interim containment plan as soon as a problem occurs, it is even more important to invest the time and energy to identify and address the root cause or causes of those problems they so that they are less likely to occur in the future.
Root cause analysis with corrective action is about getting to the source of a problem and then correcting it for good.
Foundation Phase
– What is Productivity
– Productivity Indicators
– Output
– Input (Labour and Capital)
– Labour Productivity
Concept of Value Added
– Subtraction Method
– Addition Method
– Creation of Value Added and Distribution of Value Added
COURSE CONTENT
Root Cause Analysis with Corrective Action leads the learner through several steps process for uncovering and eliminating sources of problems and defects
Root Cause Analysis with Corrective Action leads the learner through several steps process for uncovering and eliminating sources of problems and defects
- Practical Problem Solving
- Root Cause Analysis
- Tools for Problem Understanding
- Tools for Problem Cause Brainstorming
- Tools for Problem Cause Data Collection
- Tools for Problem Cause Data Analysis
- Tools for Root Cause Identification
- Tools for Root Cause Elimination
- Tools for Solution Implementation
- How to Select the Right Tool
The purpose of RCA is to resolve problems that affect plant performance. It should not be an attempt to & blame for the incident.
This must be clearly understood by the investigating team and those involved in the process. Understanding that the investigation is not an attempt to fix blame is important for two reasons.
First, the investigating team must understand that the real benefit of this analytical methodology is plant improvement.
Second, those involved in the incident generally will adopt a self-preservation attitude and assume that the investigation is intended to find and punish the person or persons responsible for the incident.
Therefore, it is important for the investigators to allay this fear and replace it with the positive team effort required to resolve the problem.
Effective use of RCA requires discipline and consistency. Each investigation must be thorough and each of the steps defined in this program must be followed.
Perhaps the most difficult part of the analysis is separating fact from fiction. Human nature dictates that everyone involved in an event or incident that requires a RCA is conditioned by his or her experience. The natural tendency of those involved is to filter input data based on this conditioning.
This includes the investigator. However, often such preconceived ideas and perceptions destroy the effectiveness of RCA. It is important for the investigator or investigating team to put aside its perceptions, base the analysis on pure fact, and not assume anything.
Any assumptions that enter the analysis process through interviews and other data-gathering processes should be clearly stated. Assumptions that cannot be confirmed or proven must be discarded.
