Root Cause Analysis
Root Cause Analysis (RCA) is a concept used to help understand why a problem occurred in the first place. The goal is to identify the origin of a problem using specific steps. Steps to follow when using Root Cause Analysis:
Defining the root cause is the beginning of problem solving. This is the most difficult phase of root cause analysis because if the root cause was obvious, then it would have been resolved.
- Review the problem. What happened to cause the problem? Is a local cause responsible for the problem? Review the process procedure for possible clues.
- Why did the problem happen? Define the problem statement (a statement that clearly describes the problem that needs to
Defining the root cause is the beginning of problem solving. This is the most difficult phase of root cause analysis because if the root cause was obvious, then it would have been resolved.
There are three causes during the problem solving phase:
- Occurrence root cause- the specific local cause that resulted in the problem and made the change within the organization.
- Escape root cause- this is the cause that resulted in the problem but was not detected
- Systematic root cause – the broader cause that will be responsible for the local cause initially. This is usually a procedural cause and will take time to correct.
- Describe the problem and include the effects it has on the organization. Make sure you include who is experiencing the problem? Is the effects internal or external or both? How big is the problem? Is the problem classified as an object or a defect?
- Determine the underlying root cause of the problem. There are many tools but brainstorming is a frequently used tool to determine the root cause of the problem.
- Once you determine the root cause of the problem then start designing a resolution for the problem. Remember these changes also will have to be implemented as well.
- Lastly implementation and evaluation are the last steps but they are important. Implementation involves planning and recruitment of support from those who will be effected by the change. Evaluation is determining if your efforts are successful.
RCA Assumptions.
RCA assumes that events and systems in an organization are interrelated. When one action in one area occurs, it triggers an action in another area. It has a cascading effect. RCA traces back these actions to discover where the problem started and how it grew into the present problem.
Methods of Collecting Data.
There are tools that can be used to gather data when using Root Cause Analysis. These tools include the Fishbone Diagram (also called cause and effect diagram). This diagram can be used to identify many possible causes of a problem. Another tool is the Pareto chart (also called the Pareto diagram or Pareto analysis). This is a great tool to analyze data about the frequency of problems or causes of problems occurring in a process within an organization.
Lastly the Scatter diagram (also called the scatter plot or the X-Y graph) is a tool when you have paired numerical data. It is a great tool when determining whether two effects that appear to be related both occur with the same cause of a problem.
Lastly the Scatter diagram (also called the scatter plot or the X-Y graph) is a tool when you have paired numerical data. It is a great tool when determining whether two effects that appear to be related both occur with the same cause of a problem.