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Root Cause Analysis How do you start? First define the performance gap Thenwork to determine the root cause of the gap Don’t treat the SYMPTOMS of the performance gap Address the ROOT CAUSE of the performance gap Identifying the “true cause” allows the performance gap to be closed Tools for process improvement Cause and Effect Five Why Technique Pareto Analysis Brainstorming Cause and Effect Diagrams Also known as Fishbone or Ishikawa Diagrams First clearly describe the performance gap Next choose major cause categories Then brainstorm each category seeking the root cause of the performance gap Fishbone Diagram All stakeholders can participate in the process The major causes (the bigger bones) define the brainstorming areas Each major cause leads to a sub-cause (the smaller bones) and leads to more detail Considering ALL categories (or bones) is important as the root cause of a performance gap is not always the most obvious Five Why Technique This is a question-asking method It is used to explore the cause/effect relationships in a performance gap The method was developed by Sakichi Toyoda and has been used by Toyota Motor Corporation Five Why Technique Steps include: Write down the problem Ask and answer - WHY does this happen? Turn each answer into the next WHY question Repeat for FIVE iterations (or more) Keep track of relationships between cause statements and the next level of WHY Pareto Analysis Named after Vilfredo Pareto Pareto chart displays relative importance of collected data Pareto Principle states that 80% of effects are the result of 20% of causes A Pareto Chart defines that the most frequent event is NOT always the most important event Pareto Analysis Data categories listed in descending order from left to right at the bottom of the graph Left vertical axis is frequency of occurrence Right vertical axis is the cumulative percentage of the total number of occurrences Purpose is to highlight the MOST important cause among the factors Brainstorming A group process to gather ideas To arrive at a solution the group agrees on: consensus majority voting third party validation Brainstorming An agenda for brainstorming Agreement on the central question Everyone suggests an idea Facilitator records suggestions Group generates details ideas for each suggestion Group reviews the complete list for clarity and duplication Using the agreed upon method seeks a solution Seek solutions to performance gaps through Root Cause Analysis!
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