1. When should root cause analysis be performed?
When PROBLEMS occur !!
Supplier Defects
Out of Control Process
Excess Inventory
Computer issues
Scrap Problems
medical errors
Human Error
Audit Finding
When should we perform root cause analysis?
All the time!
When you do not dig deep enough into the detail of these problems, you should expect them to continue to reoccur time and time again
Add your company lingo and terminology!
Missed Deliveries
Safety Issues
Machine Defects
Overspending Budget
Workmanship Defects

2. Nothing is allowed to further escape to the customer
How does it work?
Contain the problem…
PROCESS A
PROCESS B
PROCESS C
PROCESS D
Contain the problem. Make certain that the group (customer in this case) that finds the problem does not see it again!
CUSTOMER
Nothing is allowed to further escape to the customer

3. Immediate Action Step #3 Must isolate effects of problem from customer1 8 2 7 3 6 4 5
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
The third step is to address the immediate action needed to keep the problem from spreading any further.
Often times, this involves some sort of band-aid, or containment effort, such as: sorting of parts or paperwork, re-inspection, rework, or recall
Whatever immediate action is done, it should only be temporary, and not stay in place after the root cause has been corrected.
A check should also be made to see that the containment and immediate action actually kept the problem from spreading any further

4. Root Cause Why? Part reversed
Worker not sure of correct part orientation
Part is not marked properly
The 5 Why’s implies asking why five times, but it could be more than 5. Asking at least five times forces the team to dig beyond their own knowledge of the process and make certain they don’t stop short of the root cause
Engineering ordered it that way from vendor
Why?

5. Cause and Effect Procedures Personnel Didn’t complete project on time
Lack of worker knowledge
Poor project plan
Poor project mgmt skills
Lack of resources
Didn’t complete project on time
The team uses the Cause and Effect Diagram to identify possible causes of the projects delay. Each cause is placed into the appropriate category
Inadequate computer programs
Poor documentation
Inadequate computer system
Materials
Equipment