Root Cause Analysis-Part II. b.
Methods – This category refers to the methods employed in achieving the output or finished product or service. This includes processes, rules, regulations, procedures and laws.
For example, if customers of an airline are unhappy, it could be that they find method – or process – used to book tickets online, or of communication around delayed flights is sub-par.
Machinery – This category explores if the problem is due to malfunctioning machinery, computer technology or other tools and implements used. The stability of the company infrastructure, functionality, maintenance and repair of the equipment involved is also checked out here.
Management – In this category the ability and conduct of the management team of the organisation is discussed. This category also includes an assessment of the soundness of the vision and plans set by the management team.
Materials – Here, all are encouraged to think about the materials used, (raw material used to produce the final product) and if these are contributing to the problem. Also, here the material suppliers are assessed for stability, quality adherence, timeliness of delivery, responsiveness, etc.
Manpower – Under this category, we assess if the employees (or anyone involved in the process) are capable enough and have the right experience as per the standards required? Does the staff have quality consciousness, sense of responsibility and disciplines? Are the supervisors of the staff competent, and are they performing their duties?
Milieu – This refers to the environment, which could be social, political, financial. The conditions, such as location, time, temperature, and culture in which the process operate also affects the causes. For example, if the problem before us is “Why are our customers leaving us for competitors?” and we are trying to find the root cause of this, it could be that the location of our company is in a location where adequate parking is unavailable, and so customers do not visit us.
Please note: This list is not exhaustive and you could always add a category based on your line of business. For example, if you have a problem with customer satisfaction, you may decide that ‘Manpower’ could be a factor as well.
In the next lesson, we will use an illustration to learn how to use these groups to identify the causal factor of a problem.
Identify the Root Cause Using the ‘Five Whys?’
By repeatedly asking the question “Why” you can peel away the layers of symptoms which can lead to the root cause of a problem. Very often the ostensible reason for a problem will lead you to another question. Although this technique is called “5 Whys,” you may find that you will need to ask the question fewer or more times than five before you find the issue related to a problem.
For example, the reports are getting delayed frequently? You ask “Why?” The individual making the report takes a long time to complete the task?
You ask “Why” again? The data that the team needs to prepare the report takes a long time to procure. You ask “Why?” again. This data is obtained using manual means and that takes great deal of time. Asking “Why?” again, throws up no further reason. Thus, by asking “Why” each time, you dug till you identified the root cause of the problem.
Each time someone gives an answer as the cause of the problem, the group asks “Why?” till you drill-down to the root of the problem.
Please note that if under Step 3, you have identified multiple causal factors that are contributing to the problem, you will have to conduct the Five Whys activity for each of these factors.
In Conclusion,
The four steps of the Root Cause Analysis process are:
- Define the problem
- Collect all relevant data
- Identify causal factors
- Identify the root causes
In the next lesson, we will take the help of a case study to learn how the Root-Cause Analysis can be conducted. For now, scroll down to take the quiz.
