Root Cause Analysis

“When we fail to grasp the systemic source of problems, we are left to ‘push on’ symptoms rather than eliminate underlying causes.”

• Mentioned by Kiichiro Toyoda

• Mentioned by Trocchia,Swanson, & Orlitzky

• Mentioned by Parnes

• Mentioned by Peter Senge

Which one is not the important of Root Cause Analysis (RCA

• RCA empower you to identifycorrective and preventive actionsthat are needed

• RCA helps you to identify the symtomps

• RCA enable you to identify the most essential problem that can be managed and solve by management

• RCA enable you to identify the least essential problem that can be managed and solve by management

Picture of a tree is used to describe symptoms, problems and root causes. What is the definition of root cause ?

• Gap from goal or standard

• System below the surface, bringing about the problem

• Results or outcome of the problem

• Identify corrective and preventive actions

What is not part of the pareto principle?

• A healthy approach to root cause analysis is to attack these 20 percent

• The most effects, often 80 percent, are the result of a small number of causes, often only 20 percent.

• these 20 percent that often labeled as “the vital” few.

• simply solving problems (being reactive) or preserving status quo.

“Every defect is a treasure, if the company can uncover its cause and work to prevent it across the corporation”. Which is not part of the important differences between problem and opportunity

• A problem can be defined as a negative deviation from a performance norm.

• An opportunity is a chance to achieve a goal or an ideal state.

• With RCA we can search for opportunity (being proactive) to improve beyond status quo.

• With RCA we simply solving problems (being reactive) or preserving status quo.

Which is not one of the tools for Root Cause Analysis Identification

• Fishbone Chart

• Matrix Diagram

• Five Whys

• Reframing

Five Whys Theory developed by

• Kiichiro Toyoda

• Toyota Motor Corporation

• Honda Motor

• Sinchan

In Five Whys steps Cause defined by

• Direct Cause - Redirect Cause - Root Cause

• Symptom Cause - Problem Cause - Root Cause

• Input Cause - Process Cause - Output Cause

• Direct Cause - Indirect Cause - Root Cause

The traditional method of constructing such charts where the main product is a chart whose shape resembles a fishbone.

• Process Chart

• Fishbone Chart

• Gantt Chart

• Flow Chart

Fishbone Diagram Method using 5 steps of Dispersion Analysis and Cause enumeration. Dispersion Analysis is

• The cause being analyzed is drawn on the right-hand side of the chart, at the end of a large arrow. Main groups of probable causes are drawn as branches to the arrow. For each branch, all possible causes are identified

• The problem being analyzed is drawn on the right-hand side of the chart, at the end of a large arrow. Main groups of probable causes are drawn as branches to the arrow. For each branch, all possible causes are identified

• The effect being analyzed is drawn on the right-hand side of the chart, at the end of a large arrow. Main groups of probable causes are drawn as branches to the arrow. For each branch, all possible causes are identified

• The symptom being analyzed is drawn on the right-hand side of the chart, at the end of a large arrow. Main groups of probable causes are drawn as branches to the arrow. For each branch, all possible causes are identified