In this post we discuss the what, when and how of root cause analysis. It makes a lot of sense to understand why something has occurred rather then guessing what the cause may be. As the title of "Business Analyst" suggests, we need to ensure that we analyse the problem in some depth. Root cause analysis uses four main activities:
- Problem Statement Definition: describes the issue to be addressed which we complete in part 2 of The Knowledge Brief
- Data Collection: gathers information about the nature, magnitude, location, and timing of the effect.
- Cause Identification: investigates the patterns of effects to discover the specific actions that contribute to the problem.
- Action Identification: defines the corrective action that will prevent or minimize recurrence. The action required should directly relate to the appropriate requirements (at any level) to ensure that we are focusing on solving real problems in our change.
What is root cause analysis
According to BABOK®, root cause analysis is a method of looking at a problem or situation in a systematic way that focuses on the source of the problem as the best place to fix it rather than just dealing with its symptoms. It uses a technique known as "iterative analysis" to account for the possibility of multiple root causes for the impacts. Human (mistakes, lack of training), physical (broken equipment, poor facilities), and organisational causes are all examined in root cause analysis (organisational problems, such as poor management, faulty process design, poor structure).
Root cause analysis helps put the information into a framework that can be used to dig deeper if necessary. Root cause analysis can be used to:
- Find the root cause(s) of a problem that is already happening so that corrective action can be taken; or
- Find potential problem areas so that preventive action can be taken.
In this well explained video by ThinkReliability, Mark Galley provides a great explanation on what root causes analysis is. This atricle explains some of the confusion about root cause analysis and how important it is to focus on the basics.
How to use the 5 Why's technique effectively
In this excellent explanation of the 5 Why's LEI Senior Advisor John Shook guides lean thinkers through a detailed example from Taiichi Ohno's Toyota Production System: Beyond Large-Scale Production. To solve a problem, we have to look closely at the work, observe it, and understand it so we can find the point of occurrence, also called the direct cause. In some cases this can also be seen as a problem in and of itself. Now we can start asking the five why's. We can put on our investigative journalistic hats and ask "why why why..." is this happening? This will lead us to a root cause that we can fix with a solution.
It is also important to note that for simple situations like a machine not functioning correctly, we can follow the 5 Why's simply, but for complex problems we would need to think of multiple triggers before asking the 5 Why's.
Learn more: https://www.lean.org/events-training/...
How to make problem solving suck less?
It can be difficult to pinpoint the trigger of a problem. This is where a technique like the "Fishbone Cause and Effect diagram" comes in handy. GEM Learning's short video is probably the best explanation of how to use the Ishikawa diagram.
Begin brainstorming potential causes. Why would this problem occur? It could happen because someone made a mistake, maybe they were untrained, careless, distracted, or not right for the job, and who's fault is that? It could also happen because the tool or equipment didn't work, it could have been broken or not calibrated, it could have happened because the technique was wrong, outdated, or maybe just too complicated, or maybe someone put the wrong material into a process, or maybe the measurements were off, Investigate whether you know how to avoid the issue. If yes, mark it with a C that's controllable; if you don't know but can find out, mark it with an X for experimental; and if you can't prevent or detect it, mark it with a N for noise.
- the C's require new standard work procedures;
- the X's require some trial and error; and
- the N's require some protection
And of course - the best part of this video for me is their slogan - "Fishbone: Making problem solving suck less!"
Key Learnings
- It makes more sense to understand why something happened rather than guessing what caused it.
- A Business Analyst, just like an investigative journalist, should conduct a thorough analysis of the problem.
- To ensure that we are focusing on solving real problems in our change projects, the action required should directly relate to the appropriate requirements (at any level).
- According to BABOK, root cause analysis is a systematic approach to examining a problem or situation that focuses on the source of the problem as the best place to fix it rather than just dealing with its symptoms.
- To account for the possibility of multiple root causes for the impacts, it employs a technique known as "iterative analysis."
- In root cause analysis, human (mistakes, lack of training), physical (broken equipment, inadequate facilities), and organisational causes are all investigated.
- Root cause analysis organises information into a framework that can be used to delve deeper if needed.
- Root cause analysis can be used to: identify the root cause(s) of an existing problem so that corrective action can be taken; or Determine potential problem areas so that preventive measures can be implemented.
Summary
In this post we discuss the what, when (5 Why's vs Fishbone) and the how of root cause analysis. Root cause analysis helps put the information into a framework that can be used to dig deeper if necessary. It uses a technique known as "iterative analysis" to account for multiple root causes for the impacts. There are several things to consider when performing root cause analysis
- Helps keep a neutral point of view when doing a cause-and-effect analysis.
- Gives stakeholders the chance to choose a good solution at the right time for corrective action.
- Works best when the business analyst has formal training to make sure that the root causes of the problem are found, not just the symptoms.
- May be hard to use simple tools when dealing with complicated problems; could lead to a wrong path and/or a dead end.
When working on a change initiative, there are several techniques that can be used to identify root cause of a problem the business is facing. As business analysts we need to be diligent in finding these causes so that we ensure our requirements align with what the business actually needs in the change initiative.
Happy learning
References:
© The Knowledge Brief is a product of Agora Insights Ltd. All rights are reserved.
Post sponsored by Agora Insights Ltd
Post a Comment