Professional Documents
Culture Documents
M G R C A: INI Uide To OOT Ause Nalysis
M G R C A: INI Uide To OOT Ause Nalysis
Contents:
1) Introduction .................................................. 3
2) Why complete Root Cause Analysis? ................. 4
3) QM&T approach to RCA................................... 5
4) Practical guide to carrying out an RCA. ............. 6
5) RCA Tools & Techniques.................................. 7
6) Look up table for completing an RCA .............. 13
7) Examples RCA’s ........................................... 14
8) Hints and Tips ............................................. 14
9) 12 Pitfalls of RCA ......................................... 14
1) Introduction
Root Cause Analysis (RCA) is a method that is used to address
a problem or non-conformance, in order to get to the “root
cause” of the problem. It is used so we can correct or eliminate
the cause, and prevent the problem from recurring.
It is not “rocket science” – anyone can do it. You probably do it
on a day to day basis without thinking about it.
RCA is simply the application of a series of well known,
common sense techniques which can produce a systematic,
quantified and documented approach to the identification,
understanding and resolution of underlying causes. Below are
a number of definitions which encapsulates the main points of
this technique:
Identify the
Problem
Corrective Understand
action the problem
Identify the
root cause
RCA Significance
5. Confirm
the Solution 1. Define the
Problem
4. Corrective
2. Understand
Action
the Problem
3.
Immediate
Action
Pareto Analysis
80
Problem
70
60
80% of the The graph reveals approx. 20% of
50 Quantity or Cost reasons for leaving are responsible
for 80% of the customers who left
40
30
20
10
0
e
n
n
rs
e
ic
io
so
io
nc
lie
Pr
tit
ct
ea
ffe
pp
pe
fa
R
di
Su
is
om
In
at
o
N
er
s
C
of
is
th
D
e
O
ud
tit
At
# of Customers
Reason for Leaving
Materials
Cause 1 Men
Equipment Cause 1
Cause 2 Cause 2
Cause 3
Cause 2
Cause 3 Cause 3
Cause 1 Cause 1
Effect
Cause 1
Cause 1 Cause 1
Measurement
Cause 1
Cause 2
Environment Process or Method
Once you have captures all the desired information, try and
prioritise those areas that you have a control over, and
concentrate on finding resolutions for these.
Brainstorming/Interviewing
Order
Generated Process Payment
Credit
Product
Sales
Invoice
Order No Order
Problem OK ?
Completed Stopped
Addressed
Yes
No
Invoicing
Credit &
No
Control
Order In
Entered Stock?
Yes
Copying
Production Diskettes
Scheduled Copied
Assembly &
Shipping
Fault Tree
Check Sheets
Check Sheets (or Tally Charts) are simply used to gather and
record data. The data is usually numerical, but can also be
used for other purposes, e.g. listing audit questions to be asked
and recording the responses. You may use a Check Sheet on a
day-to-day basis to check for software defects or the numbers
and types of Customer incidents.
Customer Week
Number per month
Relationship Total
M J J A S
Other
11 1111 1 1111 1 11 15
suppliers
Competitive
1 1 1 1111 11 10
Reasons
1111
Attitude of
1111 1 1111 1 0 1111 24
staff
111
Total 9 10 15 12 20 66
Sampling
Control Charts
Quality Planning
4. Corrective Action
Section (See “Quality
(Data Analysis)
Management - Tools
(Collect Data)
& Techniques”)
Activity Sampling ● ● ●
Brain Storming (NGT) ● ● ●
Cause and Effect
● ● ●
Dgrms
Check Sheets ● ●
Gemba Gembutsu -
● ●
5whys
Histograms ●
Pareto Analysis ● ● ●
Performance
● ● ● ●
Measurem’t
Process Mapping ● ● ●
Quality Planning ● ●
Risk Assessment
● ● ●
(FMEA)
Root Cause Analysis ● ● ● ● ● ● ●
Sampling ●
Scatter Diagrams ●
Six Sigma ● ● ● ● ● ● ●
SMART ●
Statistical Quality
● ● ● ● ●
Control
7) Examples RCA’s
Examples of RCA projects will be shown on the RCA course.
9) 12 Pitfalls of RCA
i. Not understanding the problem and therefore not defining
it correctly
ii. Not asking for help
iii. Not considering all possible failure modes/causes
iv. Not identifying all root causes
v. Not understanding how the system should operate
vi. Runaway tests and analysis
vii. Adopting a 'remove & replace' mentality
viii. Silver Bullet Theory
ix. Returning the part/product without analysis
x. Failing to follow-through
xi. Jumping to conclusions (satisficing)
xii. Tearing a system apart without a plan
Authors:
Geoff Vorley – Quality Management & Training Limited
Mary-Clare Bushell- Quality Management & Training Limited