ROOT CAUSE ANALYSIS(RCA)

DAY 1:

I. TYPICAL PROBLEMS WITH RCA AND FORM & FOCUS THE TEAM

1. Overview of Root Cause Analysis
2. Why most problem-solving models don’t get to the root cause, and a solution
3. How analytical and creative thinking must be both separated and integrated
4. Difference between content and process thinking
5. Form a team
6. Focus the Team

II. STEP 1 – PROBLEM DEFINITION

1. How to ensure that the right problem is being worked on
2. Tools and filters for priority setting
3. Developing a clear and sufficient problem statement (includes practice)

III. STEP 2 – UNDERSTANDING THE PROCESS

1. How every problem is a process failure
2. How a diagram can set boundaries and define interrelationships
3. Using flowcharts to drill down into the right part of the process (includes practice)

IV. STEP 3 – IDENTIFYING POSSIBLE CAUSES

1. Five ways to identify possible causes

   – Understanding How to Use The 5-Whys for Root Cause Analysis

   – Description of the 5-Why RCFA Method

   – 5 Why Question Table

   – Build the Why Tree One Cause Level at a Time

   – Select Your Starting Question From Well Up the Why Tree

   – How to Handle AND Gates in a 5-Why Analysis

   – Going to the True Root of Failure – Identifying Latent Causes

2. Three options for selecting or eliminating causes – Process Mapping, Cause and Effect Matrix, QFD, FMEA.
3. Logic trees as a cause-and-effect diagram on steroids (includes practice)

DAY 2:

 V. STEP 4 – DATA COLLECTION

1. Population versus sampling; options for sampling
2. Check sheets, graphs, and tables for discrete data collection
3. Surveys, interviews, and field observation for opinions or less precise data

VI. STEP 5 – DATA ANALYSIS

1. Tools for discrete data analysis (run charts, histograms, pareto diagram, modified scatter diagram, pivot tables)
2. Tools for softer type data (affinity diagram, relationship digraph)
3. Integrative data analysis tools

VII. CONSULTING CASE STUDY PRACTICE

1. Participants role play consulting with instructor on a problem
2. Review of key learning points

VIII. INCIDENTS/EVENTS AND HUMAN ERROR

1. How incident/accident analysis differs
2. Causes of and solutions for human error

IX. CASE STUDY PRACTICE

1. Practice on a project relevant to participants’ organization

X. CASE STUDY PRACTICE – Practice on an integrative problem

XI. THE REST OF THE PROBLEM SOLVING PROCESS

1. Identifying and selecting solutions
2. The importance of organizational change management issues
3. Some models for understanding resistance and planning change
4. Implementation, follow-up, and standardization

XII. MANAGEMENT/ORGANIZATIONAL ISSUES AFFECTING RCA PROJECTS

1. Cognitive biases that affect RCA
2. Impact of organizational culture
3. Structures/roles that can support RCA

XIII. STATISTICAL HYPOTHESIS TESTING AND MS EXCEL

1. What statistical tools tests can do
2. How to do them in MS Excel
3. Using statistical tools for counting data

XIV. DRILLING DOWN WITH DATA

1. Seeing variation in dimensional space
2. How to slice major components of that variation
3. Which tools to use for data comparisons