root cause analysis course qmss rootcause ppt drs40823arrinaoptec
TRANSCRIPT
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Root Cause AnalysisDr Rovel Shackleford 1
Root Cause AnalysisAn Introduction
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Root Cause AnalysisDr Rovel Shackleford 2
Course Content
• Objectives• What is Root Cause?• Benefits & the Hurdles• Problem Solving Process• Examples• Root Cause “Tips & Traps”• Review• Additional Resources
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Root Cause AnalysisDr Rovel Shackleford 3
Course Objectives
Upon completion of this (abridged)course, participants should be able to:
• Understand the importance of performing root cause analysis
• Identify the root cause of a problem using the problem solving process
• Understand the application of basic RCA tools in the problem solving process
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Root Cause AnalysisDr Rovel Shackleford 4
What is root cause?
ROOT CAUSE =ROOT CAUSE =
• The causal or contributing factors that, if corrected, would prevent recurrence of the identified problem
• The “factor” that caused a a problem or defect and should be permanently eliminated through process improvement
• The factor that sets in motion the cause and effect chain that creates a problem
• The “true” reason that contributed to the creation of a problem, defect, failure or nonconformance
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Root Cause AnalysisDr Rovel Shackleford 5
What is root cause analysis?
• A standard process of:
identifying a problemcontaining and analyzing the problemdefining the root causedefining and implementing the actions
required to eliminate the root causevalidating that the corrective action
prevented recurrence of problem
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Root Cause AnalysisDr Rovel Shackleford 6
Benefits
By eliminating the root cause…
You save time and money!• Problems are not repeated
– Reduce rework, retest, re-inspect, poor quality costs, etc…
• Problems are prevented in other areas
• Communication improves between groups and
• Process cycle times improve (no rework loops)
• Secure long term company performance and profits
Less rework = Increased profits! $$$$
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Root Cause AnalysisDr Rovel Shackleford 7
When should root cause analysis be performed?
When PROBLEMS occur !!
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Root Cause AnalysisDr Rovel Shackleford 8
How does it differ from what we do now?
Firefighting!Immediate Containment
Action Implemented
Problem Identified
Immediate Containment
Action Implemented
Defined Root Cause
Analysis Process
Solutions validated with data
Solutions are applied across company and never return!
USUAL APPROACH
PREFERRED APPROACH
Problem Identified
Problem reoccurs
elsewhere!
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Root Cause AnalysisDr Rovel Shackleford 9
Money Talks
State the problem in terms of dollars!
• Determine how much each occurrence of the problem costs the company• $$$ speaks the language of management• Justifies any spending on root cause analysis and corrective actions• Prioritizes financial impact of problems
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Root Cause AnalysisDr Rovel Shackleford 10
How does it work?
PROCESSD
PROCESSC
PROCESSB
PROCESSA
CUSTOMER
“Customer” can beInternal or External
Defect found at “Customer”…
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Root Cause AnalysisDr Rovel Shackleford 11
How does it work?
PROCESSD
PROCESSC
PROCESSB
PROCESSA
CUSTOMER
Nothing is allowed to further escape to the customer
Contain the problem…
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Root Cause AnalysisDr Rovel Shackleford 12
How does it work?
PROCESSD
PROCESSC
PROCESSB
PROCESSA
CUSTOMER
Nothing is allowed to further escape to the next process
Contain the root process…
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Root Cause AnalysisDr Rovel Shackleford 13
How does it work?
PROCESSD
PROCESSC
PROCESSB
PROCESSA
CUSTOMER
Corrective action implemented so root cause of problem does
not occur again!
Prevent the problem…
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Root Cause AnalysisDr Rovel Shackleford 14
Corrective Actions
3 types of Corrective Action:
Immediate action
– The action taken to quickly fix the impact of the problem so the“customer” is not further impacted
Permanent root cause corrective action
– The action taken to eliminate the error on the affected process
Preventive (Systemic) root cause corrective action
– The action taken to Prevent the error from recurring on anyprocess
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Root Cause AnalysisDr Rovel Shackleford 15
Approaches
I have been conducting investigations of power station (and other industry) incidents for many years and, through trial and error, developed my own system of investigation that involved RCA (though I never realized that this was a formal procedure when I was originally using it). I have found that it doesn’t always matter whether a problem has been correctly identified or not, provided that you start with a known factual situation. This can then be built upon, both upstream and downstream. In this instance the starting point was #1 boiler trip. I have not shown how the investigation was conducted as that is not part of this exercise. It took some time to complete and even longer to take corrective action. This is an important point to emphasize. (Bob Ellis Feb 2008)
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Root Cause AnalysisDr Rovel Shackleford 16
Examples of Corrective Actions
Immediate (step #3)
Permanent (step #5)
Preventive (step #5)
All current batch of paperwork re-inspected by another worker for same type of problem
Form changed to mandate completion of certain fields
Similar forms with same fields used all over in company are changed to “mandatory”
If preventive not addressed, problem will return!!
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Root Cause AnalysisDr Rovel Shackleford 17
Examples of Corrective Actions
Immediate (step #3)
Permanent (step #5)
Preventive (step #5)
Part removed and replaced in product, retested
Product redesigned to account for part variability
Design process changed to require variation analysis testing on similar supplier parts
If preventive not addressed, problem will return!!
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Root Cause AnalysisDr Rovel Shackleford 18
The Difference between Permanent vs. Preventive Corrective
Actions
Permanent• Trained employee on proper machine use
• Changed product design to make parts easier to assemble manually
• Specific customer document critical to project is identified with red folder
• Update all customers with latest software revision to fix problem
• Fallen patient given full-time assistant to provide help moving around hospital
• Employee fired for ethical violation
Preventive• Made training a requirement to new
employees working in that area
• Changed design guidelines to not allow for use of part in full scale production
• All documents that are critical to project are identified with red folders
• Check for those software bugs added to checklist and performed prior to release of software
• Process developed to identify “at risk”patients for falls who require assistant
• Ethics training developed and provided to all employees
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Root Cause AnalysisDr Rovel Shackleford 19
Problem Solving Process
Validate
Follow Up Plan
Complete Plan
Action Plan
Root Cause
Immediate Action
Identify Team
Identify Problem
Problem Solving Process
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Root Cause AnalysisDr Rovel Shackleford 20
Step #1
Identify the Problem
•Clearly state the problem the team is to solve– Teams should refer back to problem statement to
avoid getting off track
•Use 5W2H approach– Who? What? Why? When? Where? How? How Many?
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Very important!
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Root Cause AnalysisDr Rovel Shackleford 21
Step #1
5W2HWho? Individuals/customers associated with problem
What? The problem statement or definition
When? Date and time problem was identified
Where? Location of complaints (area, facilities, customers)
Why? Any previously known explanations
How? How did the problem happen (root cause) and how will the problem be corrected (corrective action)?
How Many? Size and frequency of problem
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Root Cause AnalysisDr Rovel Shackleford 22
Step #2
Identify TeamWhen a problem cannot be solved quickly by an individual, use a team!
• Should consist of domain knowledge experts
• Small group of people (4-10) with process and product knowledge, available time and authority to correct the problem
• Must be empowered to “change the rules”
• Should have a designated Champion
• Membership in team is always changing!
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Root Cause AnalysisDr Rovel Shackleford 23
Step #2
Key Ideas for Team Success
• Define roles and responsibilities• Identify external customer needs• Identify internal customer needs• Appropriate levels of organization present• Clearly defined objectives and outputs• Solicit input from everyone!• Good meeting location
– near work area for easy access to info– quiet for concentration and avoiding distractions
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Root Cause AnalysisDr Rovel Shackleford 24
Step #2
Roles and Responsibilities
• Champion: Mentor, guide and direct teams, advocate to upper management• Leader: day-to-day authority, calls meetings, facilitation of team, reports to Champion• Record Keeper: Writes and publishes minutes• Participants: Respect all ideas, keep an open mind, know their role within team
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Root Cause AnalysisDr Rovel Shackleford 25
Step #3
Immediate Action
• Must isolate effects of problem from customer• Usually “Band-aid” fixes
– 100% sorting of parts– Re-inspection before shipping– Rework – Recall parts/documents from customer or from storage
• Only temporary until corrective action is implemented (very costly, but necessary)• Must also verify that immediate action is effective
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Root Cause AnalysisDr Rovel Shackleford 26
Step #3
Verify Immediate Action
Immediate action = activity implemented to screen, detect and/or contain the problem
• Must verify that immediate action was effective– Run Pilot Tests– Make sure another problem does not arise from the
temporary solutions
• Ensure effective screens and detections are in place to prevent further impact to customer until permanent solution is implemented.
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Root Cause AnalysisDr Rovel Shackleford 27
Step #4
Root Cause
• Brainstorm possible causes of problem with team • Organize causes with Cause and Effect Diagram• “Pareto” the causes to identify those most likely or occurring most often• Use 5 Why? method to further define the root cause of symptoms
– May involve additional research/analysis/investigation to get to each “Why?”
• Must identify the process that caused the problem– if root cause is company-wide, elevate these process issues
(outside of team control) to upper management to address
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Root Cause AnalysisDr Rovel Shackleford 28
Step #5
Corrective Action Plan
• Must verify the solution will eliminate the problem– Verification before implementation whenever possible
• Define exactly…– What actions will be taken to eliminate the problem?– Who is responsible?– When will it be completed?
• Make certain customer is happy with actions• Define how the effectiveness of the corrective action will be measured.
– (Pareto charts, Paynter charts, check sheets, etc…)
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Root Cause AnalysisDr Rovel Shackleford 29
Step #5
Verification vs. Validation(Before) (After)
• Verification– Assures that at a point in time, the action taken will
actually do what is intended without causing another problem
• Validation– Provides measurable evidence over time that the action
taken worked properly, and problem has not recurred
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Root Cause AnalysisDr Rovel Shackleford 30
Step #6
Complete Action Plan
• Make certain all actions that are defined are completed as planned
• If one task is still open, verification and validation is pushed back
• If the plan is compromised, most likely the solution will not be as effective
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Root Cause AnalysisDr Rovel Shackleford 31
Step #7
Follow Up Plan
• What actions will be completed in the future to ensure that the root cause has been eliminated by this corrective action?• Who will look at what data?• How long after the action plan will this be done?• What criteria in the data results will determine that the problem has not recurred?
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Root Cause AnalysisDr Rovel Shackleford 32
Step #8
Validate and Celebrate
• What were the results of the follow up?
• If problem did reoccur, go back to Step #4 and re-evaluate root cause, then re-evaluate corrective action in Step #5• If problem did not reoccur, celebrate team success!
• Document savings to publicize team effort, obtain customer satisfaction and continued management support of teams
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Root Cause AnalysisDr Rovel Shackleford 33
Manufacturing
Root Cause AnalysisExample #1
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Root Cause AnalysisDr Rovel Shackleford 34
Example #1
Identify Problem
Part polarity reversed on circuit board
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Root Cause AnalysisDr Rovel Shackleford 35
Determine Team
Team members:Team Leader – TerryInspector – JaneWorker – TammyWorker - JoeQuality Eng – RobEngineer – Sally
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Root Cause AnalysisDr Rovel Shackleford 36
Immediate Action
• Additional inspection added after this assembly process step to check for reversed part defects
• Last 10 lots of printed circuit boards were re-inspected to check for similar errors
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Root Cause AnalysisDr Rovel Shackleford 37
Root Cause
Part reversed
Why?
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Root Cause AnalysisDr Rovel Shackleford 38
Root Cause
Part reversed
Worker not sure of correct part orientation
Why?
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Root Cause AnalysisDr Rovel Shackleford 39
Part is not marked properly
Root Cause
Part reversed
Worker not sure of correct part orientation
Why?
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Root Cause AnalysisDr Rovel Shackleford 40
Engineering ordered it that way from vendor
Part is not marked properly
Root Cause
Part reversed
Worker not sure of correct part orientation
Why?
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Root Cause AnalysisDr Rovel Shackleford 41
Process didn’t account for possible manufacturing issues
Engineering ordered it that way from vendor
Part is not marked properly
Root Cause
Part reversed
Worker not sure of correct part orientation
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Root Cause AnalysisDr Rovel Shackleford 42
Corrective Action
Permanent – Changed part to one that can only be placed in correct direction (Mistake proofed). Found other products with similar problem and made same changes.
Preventive - Required that any new parts
selected must have orientation marks on them.
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Root Cause AnalysisDr Rovel Shackleford 43
Transactional
Root Cause AnalysisExample #2
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Root Cause AnalysisDr Rovel Shackleford 44
Example #2
Identify Problem
Department didn’t complete their project on time
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Root Cause AnalysisDr Rovel Shackleford 45
Determine Team
Team members:Boss – JimWorker – TomWorker - KarenProject Mgr – BobAdmin – Sally
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Root Cause AnalysisDr Rovel Shackleford 46
Immediate Action
• Additional resources applied to help get the project team back on schedule
• No new projects started until Root Cause Analysis completed
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Root Cause AnalysisDr Rovel Shackleford 47
Root Cause
Didn’t complete project on time
Why?
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Root Cause AnalysisDr Rovel Shackleford 48
Cause and Effect
Didn’t complete project on time
EquipmentMaterials
PersonnelProceduresLack of worker
knowledge
Poor project mgmt skills
Poor project plan
Inadequate computer programs
Inadequate computer system
Poor documentation
Lack of resources
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Root Cause AnalysisDr Rovel Shackleford 49
Cause and Effect
Didn’t complete project on time
EquipmentMaterials
PersonnelProceduresLack of worker
knowledge
Poor project mgmt skills
Poor project plan
Inadequate computer programs
Inadequate computer system
Poor documentation
Lack of resources
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Root Cause AnalysisDr Rovel Shackleford 50
Root Cause
Didn’t complete project on time
Resources unavailable when needed
Why?
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Root Cause AnalysisDr Rovel Shackleford 51
Took too long to hire Project Manager
Root Cause
Didn’t complete project on time
Resources unavailable when needed
Why?
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Root Cause AnalysisDr Rovel Shackleford 52
Lack of specifics given to Human Resources Dept
Took too long to hire Project Manager
Root Cause
Didn’t complete project on time
Resources unavailable when needed
Why?
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No formal process for submitting job opening
Lack of specifics given to Human Resources Dept
Took too long to hire Project Manager
Root Cause
Didn’t complete project on time
Resources unavailable when needed
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Corrective Action
Permanent – Hired another worker to meet needs of next project team
Preventive - Developed checklist form with HR for submitting job openings in the future
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Hints about root causes
• One problem may have more than one root cause
• One root cause may be contributing to many problems
• When the root cause is not addressed, expect the problem to reoccur
• Prevention is the key!
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Review
You learned:• How to identify the root cause• Why it is important• The process for proper root cause
analysis• How basic quality tools can be applied
to examples
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Additional Resources
Power Industry Solutionshttp://www.optec.com.au
Arrina Global
www.arrinaglobal.com