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Root Cause Analysis: Simplified Tools and Techniques, Second Edition By: Andersen, Bjorn and Fagerhaug, Tom This updated and expanded edition discusses many different tools for root cause analysis and presents them in an easy-to-follow structure: a general description of the tool, its purpose and typical applications, the procedure when using it, an example of its use, a checklist to help you make sure if is applied properly, and different forms and templates (that can also be found on an accompanying CD-ROM). The examples used are general enough to apply to any industry or market.

The layout of the book has been designed to help speed your learning. Throughout, the authors have split the pages into two halves: the top half presents key concepts using brief language almost keywords and the bottom half uses examples to help explain those concepts. A roadmap in the margin of every page simplifies navigating the book and searching for specific topics.

The book is suited for employees and managers at any organizational level in any type of industry, including service, manufacturing, and the public sector.

• Chapter 1 Practical Problem Solving
• Chapter 2 Root Cause Analysis
• Chapter 3 Tools for Problem Understanding
• Chapter 4 Tools for Problem Cause Brainstorming
• Chapter 5 Tools for Problem Cause Data Collection
• Chapter 6 Tools for Problem Cause Data Analysis
• Chapter 7 Tools for Root Cause Identification
• Chapter 8 Tools for Root Cause Elimination
• Chapter 9 Tools for Solution Implementation
• Chapter 10 How to Select the Right Tool
• Chapter 11 Example Cases
• Further Reading and Additional Resources

Beneath every problem lies a cause for that problem. Therefore, when trying to solve a problem, consider this approach:

1. Identify the cause (or causes) of the problem.
2. Find ways to eliminate these causes and prevent them from recurring.

Depending on the problem, this two-step approach can seem deceptively simple. Indeed, it is easy to underestimate the effort it sometimes takes to find the causes of a problem. Once you’ve established the true causes, however, eliminating them is often a much easier task. Hence, identifying a problem’s cause is paramount.

A problem is often the result of multiple causes, at different “levels.” This means that some causes affect other causes that, in turn, create the visible problem. Causes can be classified as one of the following:

• Symptoms: these are not regarded as actual causes, but rather as signs of existing Visible Problems.
• First level causes: causes that directly lead to a problem.
• Higher level causes: causes that lead to the first level causes. While they do not directly cause the problem, higher level causes form links in the chain of cause-and-effect relationships that ultimately create the problem.
  
• Root cause: the highest level cause of a problem is called the root cause:

The key goal of problem solving is to eliminate the true root cause(s). Other approaches might provide some temporary relief, but will never produce a lasting solution:

If you attack and remove only the symptoms, the situation can become worse. The problem will still be there, but there will no longer be an easily recognized symptom that can be monitored.

Eliminating first or higher level causes can temporarily alleviate the prob¬lem, but the root cause will eventually find another way to manifest itself, in the form of another problem.

When the root cause has been removed, monitor the symptoms to help ensure that the problem will not recur

• Plan: the problem is analyzed using a systematic approach
• Do: rectifying measures and activities are undertaken
• Check: the effects of these measures and activities are evaluated
• Act: the process is modified according to the activities that were confirmed to give results, or the process is standardized to sustain the activities that provided the results.

The content or purpose of each step in the problem solving process is as follows. The milestone in each step must be achieved prior to moving on to the next step in the Problem Solving Process.

• Problem Understanding: First, recognize that there is a problem. If you perceive the situation as normal, it will never improve.
• Problem Cause Brainstorming: If you call the problem by its real name; everyone affected by it must agree about this definition of it.
• Problem Cause Data Collection, and Problem Cause Data Analysis: Work to thoroughly understand the nature of the problem, as this forms the basis for ultimately solving it.
• Root Cause Identification: As discussed, find the root cause.
• Root Cause Elimination: Only then are you able to attack and eliminate the root cause and thus prevent the problem from recurring.
• Solution Implementation: Lastly, implement the Root Cause Solution and monitor the symptoms signaling the presence of the problem to ensure the root because solution is sustained.
• PLAN-DO-CHECH-ACT: Using the Deming Wheel to support your Problem Solving process at every step along the way. This will ensure that each meeting is effective, results are obtained, and accountability is ensured

USUAL APPROACH


OEM CONSULTANT‘S APPROACH

With OEM Problem Solving – Level 1 workshop (8 hours) the organization receives the following benefits:

• Up to 16 participants receive training on this STRUCTURED process to problem solving.
• Participants recognize the importance of defining the problem accurately – prior to starting the problem solving process.
• Plan – Do – Check – Act is understood to be very specific activities in the process.
• Everyone receives instruction on how to apply each of the tools – as well as a template of the tool.
• AND The team understands when to apply each tool, and where in the Problem Solving Process that tools has a use

The organization is left with the ability to successfully solve the Root Cause of Problems that hamper production every day. Also, the information contained on the CD that accompanies the book is supplied to the organization.