Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

What Is It? Finding the real cause of the problem and dealing with it rather than simply continuing to deal with the symptoms. If I have an unwanted situation which consumes resources and tends to happen repeatedly it might be beneficial to figure out what is really causing this situation to occur and remove it so the situation does not occur again.

© 2010 Board of Regents University of Nebraska Guidelines for Root Cause Assessment Like pulling weeds… unless we address the root that causes the problem, poor results will keep coming back.

© 2010 Board of Regents University of Nebraska Philosophy of Problem Solving Each problem is an opportunity because it can tell a story about why and how it occurred The “true” problem must be understood before action is taken Be relentless Ask “Why” at least five times to search out the root cause To do this well, we must be Both focused and open-minded Both patient and quick

© 2010 Board of Regents University of Nebraska DMAIC - Model used in Business and Industry DMAIC refers to a data-driven quality strategy for improving processes, and is an integral part of a Quality Improvement Initiative. DMAIC is an acronym for five interconnected phases: Define, Measure, Analyze, Improve, and Control.

© 2010 Board of Regents University of Nebraska What is DMAIC? 1.Define: Identify a problem where the solution is unknown. 2.Measure: Establish a baseline. What is the current state and extent of the problem? 3.Analyze: Narrow down causes from trivial many to critical few. 4.Improve: Identify a solution, test and pilot it, measure the improvement. 5.Control: Sustain the gains, lock down the improvement into procedures.

© 2010 Board of Regents University of Nebraska Identify all major steps in the process. Use a Process Map or Flowchart. Define

© 2010 Board of Regents University of Nebraska Class Exercise Coffee Pot Exercise Scenario: We are going to look at the process of making a pot of coffee and use Quality Tools to improve that process

© 2010 Board of Regents University of Nebraska This is your coffee Maker What are the parts?

© 2010 Board of Regents University of Nebraska The Inputs to Coffee

© 2010 Board of Regents University of Nebraska Example: The Process of Making Coffee Step 1 Clean pot & coffee area Step 2 Get a filter Step 3 Insert filter into filter holder Step 4 Get out coffee Want Coffee Step 5 Measure coffee into filter Step 6 Insert filter holder into coffee maker Step 7 Measure water into coffee maker Step 8 Put pot on burner and turn on coffee maker Step 11 Pour cup of coffee Step 12 Taste coffee Coffee Ready Step 10 Coffee done? Step 9 Coffee maker working? © 2010 Board of Regents University of Nebraska

Example: Lets Make Some Pasta Analysis - If the pasta is of poor quality, where did the process break down?

© 2010 Board of Regents University of Nebraska QUALITY DRIVERS Pasta tastes good and looks good! Making Pasta Making Pasta Cooked Pasta Cooked Pasta Raw Pasta Raw Pasta Water Cooking Pot Cooking Pot Range Top Range Top Input Fluoride Content Purity Hardness Texture Crunchiness Buoyancy Initial Weight Outer Diameter Conductivity Size Temperature Temp. Increase Rate Stability / Degree of Temp.Fluctuation Final Weight Taste Ranking Absorbency Texture Ranking Stickiness Outer Diameter PROCESS KEY PROCESS OUTPUT KEY PROCESS INPUTSOutput Critical Characteristics Input Critical Characteristics The Whole Picture – Pasta Example

© 2010 Board of Regents University of Nebraska Use Data Collection & Analysis tools: Gather data about how often a problem occurs. Gather data about the type of problem occurring. Measure

© 2010 Board of Regents University of Nebraska Ask “WHY” at least five times to search out the ROOT cause. Analyze

© 2010 Board of Regents University of Nebraska 5 Whys: Relentless Root Cause Why?

© 2010 Board of Regents University of Nebraska Problem: Flat tire in garage 1.Why?Nails on garage floor 2.Why?Box on shelf split 3.Why?Box got wet 4.Why?Rain through hole in garage roof 5.Why?Rain happens * *can’t control so go back to previous why and fix it

© 2010 Board of Regents University of Nebraska Root Causes & The Jefferson Memorial Issue: The stones on the Jefferson Memorial are deteriorating badly. Initial solutions: Replace the stones; keep visitors off stones. Costly!!!

© 2010 Board of Regents University of Nebraska Jefferson Memorial Why is stones deteriorating worse than other memorials? They must be washed more frequently Why are they washed more frequently? There is more bird droppings on this memorial Why does this memorial have more bird droppings on it. They appear to be attracted to the insects Why is there more insects on this memorial? The lights are on longer which attract the insects Change the lighting schedule to match other memorials

© 2010 Board of Regents University of Nebraska Create innovative solutions using technology and discipline. Improve the target process by designing creative solutions to fix problems. Develop a plan for implementation. Improve

© 2010 Board of Regents University of Nebraska Control Control the improvements to keep the process on the new course. Prevent reverting back to the "old way” Standardize the process to maintain the gain.

© 2010 Board of Regents University of Nebraska Compare DMIAC and the Scientific Method Can you find similarities between the DMAIC model and the Scientific Method used in classroom laboratory investigations?

© 2010 Board of Regents University of Nebraska Process Flowchart A diagram that uses graphic symbols to depict the nature and flow of the steps in a process. Benefits of using flowcharts Promotes understanding of a process Identifies problem areas and opportunities for process improvement.

© 2010 Board of Regents University of Nebraska Flowchart Assignment Use the “Symbols Used in Flowcharts” handout as a guide to create a process flowchart for manufacturing a dog kennel and determine what part of the process needs to be changed to correct the problem of the rusted dog kennel.