Root Cause Analysis
Root Cause Analysis is a structured method of problem solving for identifying the root causes of problems or failures. Some of the most practical and common Root Cause Analysis techniques include
- Fishbone Diagram
- Fault Tree Analysis (FTA)
- Pareto Chart
In KaizenKit it is more common to use Root Cause Analysis techniques as part of different workflows, including Failure Reporting, CAPA, Nonconformance, A3 Report, 8D Process and others.
- Platform overview
- Perform Inspections
- Create reports
- Capture Issues
- Assign actions
- Workplace communications
- Insights and data
- Build workflows
- Integrate your tools
- Automated Monitoring
- SafetyCulture Marketplace
- Transport & Logistics
- Facilities Management
- Incident Management
- Risk Management
- ISO 9001:2015 Quality Management
- ISO 14001:2015 Environmental Management
- ISO 45001:2018 Occupational Health & Safety Management
- Partner Program
- Help Center
- Digitize your form
- Product updates
- Getting started with SafetyCulture Platform
- Getting started with Issues
- Getting started with Heads up
- Events & Webinars
- Checklist Library
- ROI Calculator
- Checklist guides
- Topic guides
- About SafetyCulture
- Brand Partnerships
- Customer stories
- Kaizen: Continuous Improvement
Learn about the fundamentals of kaizen, how it improves quality and productivity, and how you can successfully drive continuous improvement in your organization.
Published 31 Jan 2023
What is Kaizen?
Kaizen is a Japanese term which means “good change”, “change for the better”, or “improvement.” As a philosophy, kaizen promotes a mindset where small incremental changes create an impact over time. As a methodology, kaizen enhances specific areas in a company by involving top management and rank-and-file employees to initiate everyday changes, knowing that many tiny improvements can yield big results.
- History and Development
Kaizen’s roots can be traced back to post-World War II, when economic reform consequently took over Japan. Since the Toyota Motor Corporation implemented the Creative Idea Suggestion System in May 1951 , changes and innovations led to higher product quality and worker productivity, substantially contributing to the company’s development.
In September 1955 , Japanese executives officially started visiting the United States as one of the initiatives of the Japan Productivity Center. Integrating the American way of doing business with a humanized approach eventually pushed Japanese companies into worldwide competitiveness. During the 1980’s , management consultant Masaaki Imai worked with Taiichi Ohno to spread the message of the Toyota Production System (TPS), a result of several years of continuous improvements.
Considered as the Father of Kaizen, Masaaki Imai globally introduced kaizen as a systematic management methodology in Kaizen: The Key to Japan’s Competitive Success (1986) . Today, organizations across different industries adopt kaizen as a part of their core values and practice continuous improvement on a day-to-day basis with concepts from six sigma and lean . It is also used with other analytical frameworks such as SWOT .
“Kaizen is everyday improvement—every day is a challenge to find a better way of doing things. It needs tremendous self-discipline and commitment.”
– Masaaki Imai, Founder of Kaizen Institute
- Key Elements and Core Principles
Implementing kaizen in the workplace can be near impossible because management usually expects immediate results. Companies often miss out on improved work procedures and optimized business processes which yield a corporate advantage due to focusing too much on results. To maximize the benefits of kaizen, the following elements and principles should be clearly understood before applying them in your context.
One of the most common reasons kaizen implementation fails is the lack of support and, more importantly, action from leaders. Imai states, “The top management of the company has the most important role in implementing this kaizen approach, and then every manager, then it goes down to rank-and-file employees.” When top management demonstrates its long-term commitment to continuous improvement, managers inevitably follow through on kaizen initiatives and workers personally develop a kaizen mindset.
The employee doing the job would know the best ways to improve how a job is done. Leaders should create an environment where people feel empowered to contribute so that suggestions for improvement can come from all levels and ranks. Encouraging workers to keep adding value to the organization not only boosts morale, it also gives everyone ownership of continuous improvement efforts, which contributes to the successful implementation of kaizen.
Achieving operational efficiency begins where the actual task happens, not from a conference room. A Gemba Walk —derived from the term gemba or gembutsu, which means “the real place”—is usually performed by managers to learn or review exactly how a specific process works and gain insights from workers about its improvement. Gemba Walk Checklists guide the observers in asking relevant questions to determine the root cause of problems and the next steps.
One of the biggest barriers to continuous improvement is clinging to old practices or assuming new methods will fail. The 5S principles aim to enhance workplace efficiency by constantly looking for ways to eliminate waste. Organizations should refrain from thinking that just because something worked before means it will continue to work. The 6S of lean added safety to 5S, emphasizing the setup of preventive controls for safe work operations.
“Progress cannot be generated when we are satisfied with existing situations.”
– Taiichi Ohno, Father of the TPS — the basis of lean manufacturing
- A Quick and Practical Guide to the Process
Since kaizen is a step-by-step process, the journey of effectively implementing it can only move forward by asking the right questions. Learning the key elements and core principles of kaizen sets up the organization for success because it lays the foundation of how results should be expected. Here are key guide questions to help you get started (and keep going) with continuous improvement initiatives in the workplace:
What is the root cause of the problem?
How can we address the root cause of the problem?
Are changes being carried out consistently, by everyone, and in all areas?
What impact do our continuous improvement efforts create?
How else can we keep improving?
“There is nothing that can’t be done. If you can’t make something, it’s because you haven’t tried hard enough.”
– Sakichi Toyoda, Inventor of the world’s first non-stop shuttle change automatic loom
- A Starting Point for Continuous Improvement
A kaizen blitz, or kaizen event, is a short-term improvement project designed to accomplish significant results in process management and quality issues. Kaizen events focus on improving a specific area of the company, such as a business process department of 50 employees.
As a short-term approach with visible benefits within weeks, a kaizen blitz enables project management teams to easily obtain a high level of commitment from the people involved and maintain the interest of top management. Conducting a 5-day kaizen blitz can set organizations in motion to intentionally build a culture of kaizen, but it should not replace implementing the kaizen cycle .
Before the event.
- Gain the actionable support of any sponsor from top management
- Present the project scope, SMART objectives, and resources needed
- Form a cross-functional blitz team
- Collect the necessary data for defining the improvements required
- Brief the blitz team and other key stakeholders
During the event
- Day 1: Kaizen blitz introduction from top management, blitz team training on process improvement , and project review with a high-level map of the blitz process
- Day 2: Gemba walk with a process map and problem-solving with supporting data
- Day 3: Data analysis and development of workable solutions like 5S
- Day 4: Solutions refinement, prioritization, and implementation
- Day 5: Continuous improvement preparations and planning and presentation of outcomes and recommendations to top management
After the event
- Keep implementing improvements, especially for actions overlooked during the blitz
- Communicate process changes to key stakeholders and all employees
- Sign off on the impact of kaizen blitz (vs. project objectives) with top management
“Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.”
– W. Edwards Deming, Author of Out of the Crisis (1986)
Create Your Own Kaizen Checklist
Eliminate manual tasks and streamline your operations.
- Management Success Stories
It takes a long-term commitment of consistently doing incremental changes in daily operations to maximize the benefits of kaizen and create a standard quality of work . Improved quality , productivity, and safety through kaizen management in the workplace results in increased employee morale, customer satisfaction, and company revenue. Taking advantage of smart technology can help organizations easily manage day-to-day continuous improvement efforts and consistently solve problems with cost-efficient solutions.
- Toyota Motor Manufacturing (U.K.) Low-cost creative innovations such as Dougal , reducing wasteful movement by making parts move with the workers, and speeding up tedious tasks by using simple tools (like a sticker picker) save a total of 35.1 seconds per car—conserving almost 10 years of work when applied globally in 2018 . Undoubtedly, kaizen elevated Toyota as the world’s first company to produce more than 10 million cars in a year.
- TOTO, Ltd. The Japanese manufacturer of plumbing fixtures also benefited from the kaizen approach to improving quality, with their signature Washlet selling over 50 million units worldwide. In Sunaqua TOTO Ltd., kaizen helps provide a comfortable work environment for people with disabilities. Kaizen led them to redesign trash receptacles for easier transportation and rearranging supplies for easier handling. Toshiyuki Masatsugu thought of stabilizing hanging screwdrivers with flexible cords, eliminating additional 3.33 man-hours per month. For a company of 100 employees on minimum wage, his practice of kaizen saved as much as ¥13,385,476.125 ($124,337.94) every year. According to Masatsugu , “It really feels like you’ve accomplished something when you come up with a new technique like this. We all enjoy thinking and working together to make our job better.”
- Organizational Intervention Studies Mail delivery workers of the Danish Postal Service have limited influence on how tasks are accomplished and decisions about the work environment are made. Results show that implementing kaizen for a number of years helped them increase the level of awareness and capacity to manage issues, which led to increased job satisfaction and mental health. Kaizen in a Swedish regional hospital predicted better integration of organizational and employee objectives after 12 months. The findings suggest that participatory and structured problem-solving approaches that are visual and familiar to people can facilitate organizational interventions.
- Continuous Improvement in Your Workplace
Embracing kaizen as a way of improving work quality sets up the organization for operational excellence. Since small incremental improvements yield big results over time, begin (or continue) your kaizen journey today with these kaizen rules in mind. Let Toyota’s Founder encourage you: “Before you say you can’t do something, try it.”
Free Kaizen Tools for Teams
Easily implement and monitor continuous improvement efforts using mobile-ready kaizen tools.
- Explore Kaizen Checklists
SafetyCulture Content Specialist
Jona Tarlengco is a content writer and researcher for SafetyCulture since 2018. She usually writes about safety and quality topics, contributing to the creation of well-researched articles. Her 5-year experience in one of the world’s leading business news organisations helps enrich the quality of the information in her work.
In this article
- Voice of the Customer
Benefits Since the primary purpose of gathering and maximizing the Voice of the Customer data is to ...
- Site Acceptance Test
SATs are important because they help to ensure that the system works as expected and that the ...
- Best Management Practices
Why are Management Practices Important? Various organizations face different challenges depending on...
- Voice of the Customer Template
- Management Review Template
- House of Quality Template
- Quality Control Plan Template
- Quality Control Inspection Checklist
- Standard Work
- Product Inspection
- 5S Audit App
- The 10 Best Internal Audit Software
- Quality Control App
Kaizen Tip: Just Do Its and Root Causes
In the Kaizen process, we ask everybody to identify problems (or opportunities) and then to write down an idea that could potentially solve the problem (or at least solve it to some extent).
What's written down on the card (or submitted into KaiNexus software ) is the starting point for discussion within a team and/or with a supervisor.
When coaching an organization on Kaizen recently, I got a really good question from a physician who had taken the excellent week-long Lean healthcare training at the University of Michigan . She said that, in the Lean training, they said you should never “jump to a solution” in the course of problem solving. She raises a good point.
Many of the problems identified and brought forward through this Kaizen process don't require any root cause analysis. That might sound shocking. Isn't Lean all about “the 5 whys” and root cause analysis? Sure, where it's needed. Root cause analysis happens a lot in Lean.
Some relatively problems, “Our IV trays are disorganized” have a somewhat obvious solution, “Organize the trays and remove unneeded items.”
We can just fix the trays and then recognize those who did so, share the idea with others, and then check back to see if the idea really worked and if it was sustained.
Some problems are more complex, such as “Patients are waiting too long in the waiting room.” We couldn't really jump to a simple solution there. We'd want to do root cause analysis and maybe manage this through an “A3 problem solving process” or something more rigorous like a “Rapid Improvement Event” or a longer-project.
Or, we can break a bigger problem down into smaller pieces, taking care to not sub-optimize anything.
As Kaizen leaders, we learn how to triage things that are submitted through the Kaizen process. It this idea an easy “just fix it”? If so, we can have a bias for action and test ideas experimentally, in the PDSA approach. If it's a more complicated problem or something with a non-obvious solution, we can start an A3 or get a Rapid Improvement Event sponsored.
This can all work together. We can't oversimplify everything, nor should we overcomplicate everything.
A similar contrarian thought is that not every improvement needs to be a formal “Rapid Improvement Event.”
What do you think? Please scroll down to post a comment or share the post with your thoughts on LinkedIn .
Don't want to miss a post or podcast? Subscribe to get notified about posts via email daily or weekly.
Get New Posts Sent To You
Check your inbox or spam folder to confirm your subscription.
- Latest Posts
- Oops! Blog Comments Were Broken, but Are Now Fixed; Lessons in Problem Solving - March 2, 2023
- Insights from CEO Gary Michel on Lean Thinking for Enterprises and the Need to Decomplify Work - March 1, 2023
- A Blame Game Flashback: Local Plant Leader Points Fingers at GM's Board of Directors - February 28, 2023
This Newbie Has a Good Grasp of Lean
What Lean is Lacking: Disco Medallions?
Oops! Blog Comments Were Broken, but Are Now Fixed; Lessons in Problem Solving
Fall in Love with the Problem, not the Solution: In Entrepreneurship and Continuous…
Lean Whiskey #38: Toasting the U.S. Micro Whiskey of the Year (Glenns Creek OCD #5),…
Commemorating Martin Luther King Jr. Day — Keep Moving Forward
According to Daniel Kahneman, jumping to solutions is advantageous if: 1. the solution is likely to be correct (i.e., the answer is fairly obvious), 2. the environment is predictable (low variability) and 3. the penalty for being wrong is small.
When jumping to a solution, the study/check process in PDSA/PDCA becomes paramount. Despite our best efforts to assess a situation, the things we believe should be obvious just aren’t sometimes. Better to study/check thoroughly than pay the price later.
Yes, I usually recommend that if a proposed solution/countermeasure is small, inexpensive, easily testable, is not risky, and easy to undo (low penalty for being small), then the bias should be for quick action AND following up.
We can’t just Plan-Do or Do-Do, we have to remember to Study and Adjust to close the loop. Otherwise, we’re just randomly doing stuff.
Kaizen can have a bias for action, but can be disciplined and systematic (without being bureaucratic).
Mark, This is a very good point. You do want to solve the symptom but know the root cause of the issue first. Leaders are pressured in getting results that they miss going through the process on fixing the issue permanently. Now, I always advise clients to make the decision based on what the data is telling them before they go out and start fixing issues. The response in many cases “what data?” That is where they need the most help in creating a process that helps capture the right data to make an informed decision on which issues have the most impact. During the process there will be issues what will be considered ” quick fixes” as long you can quickly identify the root cause. Thanks for sharing .
I like Joel’s filter above. Plan to use on Monday with a new group. Additionally, why do we want every employee to be a problem solver? My answer is we want everyone engaged and then we want the benefits of actual improvement. Focus on engagement first. Rigorous RCA is often an extra burden, especially for the newbie. After folks are engaged, then focus on structured problem solving including RCAs. My personal experience is that you can have an engaging and meaningful kaizen system without RCA, but the ideal is to get to RCA thinking in the end.
I find table 9-3 in Gemba Kaizen very relevant here. Mr. Imai divides problems into three categories according to their nature, then he estimates their respective percentages and gives some example:
Type A: Causes are clear Countermeasures can be taken immediately (70-80%) examples: Standard was not followed, out of spec materials and supplies.
Type B: Causes are known but countermeasures cannot be adopted (15-20%) example: Occurs at the time of setup adjustment; example 2: Occurs during frequent stoppages of equipment.
Type C: Unidentified causes (10-15%) Example: Situation suddenly went out of control
I like it because it gives a clearer picture on what to expect in a workplace.
I love this conversation! As a coach, I’m always looking to improve my skill at helping our folks find the sweet spot between analysis paralysis and jumping to solutions.
I agree that we can harness our people’s bias for action by accepting the just-do-it approach in the right situations….as long as the PDSA mindset is being utilized. It doesn’t even have to be a formal PDSA cycle using standard templates or anything, so long as the individual is pursuing the just-do-it in a scientific method-like manner.
Regardless of whether an idea falls into the “just-do-it” or “requires deeper RCA” category, there’s another factor at play, and that’s the question of whether the improvement effort is a step toward something or simply a stand-alone improvement. A stand-alone improvement that is not connected to any goals/plans/strategies/visions/etc. is still highly valuable just for the way that it engages our people and teaches them skills. But if that same improvement effort was connected to a bigger challenge, it becomes much more meaningful to both the individual and organization.
The example you use:
Some relatively [simple] problems, “Our IV trays are disorganized” have a somewhat obvious solution, “Organize the trays and remove unneeded items.”
Has an implicit “why” in there, i.e. “Why are our IV trays disorganised?” It could be that they have never been organised so the solution is as above. But it could be that there is a method for organisation and people aren’t following it, which begs another why: “Why are people not following the method?”
I suppose my point is that, especially at the beginning of learning improvement,it is sometimes useful to slow down, just a little, and for coaches to tease out the implicit “why?” even when it looks like there is an obvious solution. Mainly because it will stand people in good stead for more complex situations.
That’s a great point. Asking “wny?” once might be a helpful question, but that’s still not a formal root cause analysis.
Your email address will not be published.
Save my name, email, and website in this browser for the next time I comment.
Yes, email me about new posts, daily!
This site uses Akismet to reduce spam. Learn how your comment data is processed .
- A3 Problem-Solving: Fight the Root Cause
The A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Scroll down to learn more about A3 and how to use it.
- What Is Lean Management?
- The 5 Principles of Lean
- What Is Shared Leadership?
- What Is Lean Manufacturing?
- What Is Value in Lean?
- 7 Wastes of Lean
- What Is Mura?
- What Is Muri?
- What Is 5S?
- What Is the Cost of Delay?
- What Is Value Stream Mapping?
- What Is a Pull System?
- What Is a Bottleneck?
- Just-in-Time Manufacturing
- Implementing a Kanban Pull System
- Pull System on the Portfolio Level
- What Is Kaizen? Pursuing Continuous Self-Development
- What Is Continuous Improvement? Definition and Tools
- The Built-In Quality Management of Continuous Improvement
- What Is the Poka-Yoke Technique?
- What Is Plan-Do-Check-Act Cycle?
5 Whys: The Ultimate Root Cause Analysis Tool
Gemba Walk: Where the Real Work Happens
- How To Perform Root Cause Analysis?
- Root Cause Analysis Tools
- What Is a Pareto Chart?
- What Is a Scatter Diagram?
- What Is a Fishbone Diagram?
- What Is Hoshin Kanri?
- What Is Hoshin Kanri Catchball?
- Demystifying the Hoshin Kanri X Matrix
- The Lean Transformation Model Explained
- Lean Transformation Roadmap - 8 Comprehensive Steps
- What Is Takt Time?
- What Is Heijunka?
- What Is Jidoka?
- What Is Andon?
- Lean Six Sigma Principles
- Lean Six Sigma Tools
- Lean Six Sigma Implementation
- What Is Six Sigma?
- What Is DMADV?
- What Is DMAIC?
- Lean Project Management
A great part of our daily work routine is actually related to solving problems. Either small or big, problems are an inevitable part of our workday. However, if you decide to act fast and remove a problem as swiftly as possible, you may face the same issue repeatedly.
Instead of fighting only the symptoms, you need to dig deeper and discover the root cause. By doing so, you will be able to protect the work process from recurring problems. This is where the A3 methodology comes into play.
Implementing an A3 problem-solving tool is a bright example of how problems should be treated to be eliminated efficiently. Based on some simple steps and ideas, the model gives directions on dealing with problem-solving issues through simple structuring, good collaboration, and active communication.
What is A3 Thinking?
First of all, let’s briefly touch upon the mindset that A3 thinking aims to develop. It can be summarized in 7 elements:
- Logical Thinking – A3 represents a step-based thinking process.
- Objectively presenting information – there are no hidden agendas here.
- Results and Processes – sharing what end results were achieved as well as the means of achieving them.
- Sharing only essential information and putting it into a visual format whenever possible.
- Whatever actions are taken, they must be aligned with the company’s strategy and objectives.
- The focus is on developing a consistent perspective that can be adapted across the entire organization.
- Developing a structured approach to problem-solving.
Origin of the A3 Problem-Solving Tool
The A3 report is one of the many Lean management tools developed as part of the Toyota Production System (TPS).
There isn’t a single inventor of the A3 reporting method. In fact, Isao Kato (former manager at Toyota) describes it as a hybrid between the PDCA cycle and Toyota’s philosophy to make things visible.
There is also a legend that Taiichi Ohno often refused to read further than the first page of any written report. This is why the A3 is a one-page report.
The name A3 comes from the European A3 paper size corresponding to 11-inches by 17-inches or 29.7cm x 42cm.
A3 thinking played a major role in Toyota’s commercial success. Consequently, it became a widespread tool, now used in various industries.
Let’s explore the A3 problem-solving tool in detail.
Foundations of the A3 model
Actually, A3 is just a single report that will not help you solve problems like a magic wand. It is much more important for all involved parties to be dedicated to the process and communicate actively.
Before you begin with the formation of your own A3 reporting method, you need to be familiar that there are 3 major roles in the process:
The owner is responsible for managing the process and maintaining the document. On the other hand, the owner needs to be advised and supervised by a mentor experienced in problem-solving.
The mentor’s role is to give directions and provoke the problem owner to find the solution, but not to give answers and propositions.
Last but not least, there are responders or stakeholders. They are the third party, which is directly interested in the final results of the A3 project.
Here is the challenge. Usually, there is a wide variety of stakeholders involved. The problem owner needs to have access to all of them if needed.
However, we all know that it is a bit difficult to reach higher management in organizations with a strict hierarchy.
This is why the whole organization should be familiar with the concept of lean thinking and be prepared to assists at any time. Sometimes this is challenging, but it can show how flexible an organization really is.
At the end of the day, the active communication between all parties involved is crucial for the success of any A3 project.
The A3 Report
The A3 report is a single-page document, which reflects the results of the whole process. Usually, it contains seven steps, but it may also have other variations. Below you can find an A3 report example, which most often will include the following steps:
- Background/Clarify the problem
Set targets/goals, root cause analysis, countermeasures.
- Effect confirmation/Follow-up
The A3 Process
The A3 methodology is a lean thinking process where the problem owner should go through the model's different steps until there is a proper solution to be implemented. The owner needs to communicate actively with his colleagues and the mentor of the project.
Let’s now examine the different steps that comprise the A3 process.
First of all, you need to clarify the problem and briefly describe it. This is a starting point where the owner can add context and support the next steps.
Before a problem can be addressed properly, the problem owner needs to describe the current situation in the area where the issue appears.
At this stage, you can map the different processes that exist around the problem area. It will allow you to see the bigger picture and identify the root cause.
After the current situation is clear, you need to set goals. Keep in mind that at this stage, you need to take into consideration that you don’t have the full picture .
So after you go through the remaining steps until “effect confirmation,” you can come back to this step and add more details to the initial goals.
This is a significant step from the successful implementation of the A3 process. Trying to fight the problem immediately means that you are only treating the symptoms while leaving the root cause untouched. This way, a problem may appear regularly in bigger proportions.
Therefore, once you have a good understanding of how the processes work and the initial goal, you need to figure out the root cause of the problem. For this purpose, you can use different techniques such as the 5 whys .
Once you are familiar with the root cause, you may start offering solutions. From here, you can go back to the initial goal and add more details. In all cases, the countermeasures should lead to a clear understanding of how the initial goal will be achieved.
After setting the countermeasures, you have to present an implementation plan that includes a list of the actions that will be applied to get the countermeasures in place. It is also helpful to assign responsible individuals for each task and a due date.
Effect confirmation & Follow-up
The last step is crucial for establishing a culture of continuous improvement . It is imperative to measure the actual results and confirm the effect of your countermeasures.
Whether there are positive or negative results, you need to take action.
If the actual results differ from the predicted ones, you should modify the plan, re-implement it, and follow-up.
If there is a positive effect, you should communicate improvements to the rest of the organization and ultimately make them a standard.
Benefits of A3 problem-solving
The A3 model is consistent, and it encourages mentoring and overall collaboration.
Furthermore, it promotes the cross-organizational sharing of information and encourages learning and continuous improvement on every organizational level.
Also, the A3 methodology encourages commitment to common goals and strengthens the levels of responsibility.
Last but not least, you can use an A3 report not only for problem-solving but also for proposing improvements, reporting, coaching, and others.
Try Kanbanize for free
A3 is a useful problem-solving tool that has some significant advantages:
- It is simple and promotes mentoring and collaboration.
- It fights the root cause, but not only the symptoms.
- It encourages cross-organizational knowledge sharing.
- You can use the A3 report for several other things, including reporting, coaching, proposing improvements, etc.
Start your free trial now and get access to all Kanbanize features.
During the 14-day trial period you can invite your team and test the application in a production-like enviroment.
Lean: Problem Solving Tools, Kaizen & A3
Terms in this set (13)
Sets found in the same folder, lean- intro, lean: 6s basics, lean: time and motion study, lean: standardized work, other sets by this creator, geo 551- solving problems & mapping the future, geo 551- climate action planning, geo 551- growth mgt & metro/regional/statewid…, geo 551- planning for equity & affordability, other quizlet sets, ppe final ch 13.
POLS exam 5
- Lean Philosophy
Why Six Sigma Root Cause Analysis is a Great Tool
Making Improvements with Six Sigma Root Cause Analysis
When things aren’t going the way they should, it can often be quite difficult to identify what is actually causing the problem. Despite the fact that it can take a lot of work, root cause analysis is extremely important because of the fact that it will allow you to not just cover up issues, but actually address them directly.
In many cases, this will allow you to make significant long term improvements to your facility. With that in mind, all facilities should have a method of digging into problems to discover the root cause. For a growing number of facilities, this methodology comes right from their existing Six Sigma strategies.
What is the Six Sigma Root Cause Analysis Strategy?
In reality, you may have to ask yourself (or your team) why only once or twice or far more than five times. The important thing is to make sure you are asking the right questions and that you don’t stop until you get to the actual root cause of the problem.
Before you ask yourself ‘why’ at all, however, you need to clearly define the problem. The Six Sigma standard suggests that you write it out so that you and the entire team have a single point of focus when working on the issues. This will help you to avoid getting distracted when performing this root cause analysis.
To get a concrete idea of how this could work in a normal, everyday situation, follow this simple example. If you are driving home and your check engine light came on, you might run through a Six Sigma root cause analysis to figure it out. First, you define the problem statement, which might be, “Your vehicle is operating, but the check engine light has come on.” You would then begin asking why? For example:
- Q) Why did the check engine light come on?
o A) Because the serpentine belt came off. *You can confirm this by looking under the hood or seeing if other systems that rely on this belt are impacted.
If you determine that this is not the root cause of your problem, you will move on to the next why:
- Q)What is another reason why the check engine light came on?
o Because I have not changed the oil in eight months. *Again, confirm this by checking the oil levels or taking it to a mechanic.
If you find that this is the cause, you will still need to continue asking why, since the oil not being changed is not the root cause:
- Q) Why wasn’t the oil changed on time?
o Because I forgot to schedule the oil change.
- Why did I forget to schedule the oil change?
o Because I stopped using my calendar app on my phone
You now know that the root cause to your engine light is actually the poor organizational skills and a failure to use the proper tools to help prevent these types of things. As you can see, by getting to the root cause of this issue, you actually likely avoided a variety of other problems in the future (related to the root cause of poor scheduling and organization).
Of course, you will have to take steps to fix the problem, but once you have identified the root cause, that won’t be difficult at all.
Keeps the Focus
One of the biggest benefits of the Six Sigma root cause analysis system is that it helps to ensure that everyone working on a problem stays very focused. It can be tempting for many people to get off topic and start looking into potential issues that aren’t related to the actual problem at hand.
While this can be beneficial for discovering other issues, a root cause analysis session is not the right time for it. By continuing to ask ‘why’ based questions, it allows you to keep moving forward in the investigation.
Easier to Identify the Actual Root Cause
Another major advantage to this system is that it is much easier to know when you have reached the actual root cause. When you can’t think of any more ‘why’ questions that make sense to ask, that almost certainly means that you’ve reached the root cause.
Some people may be tempted to keep finding and asking these questions (as you can always ask why) but when it is clear that all the questions being asked aren’t actually helping to drive toward a root cause, the process is over. You can then find where the questions ended, and that is the root cause.
Finding the Solution
In a way, the whole process of finding the actual cause of issues is actually going to be preparing you for the problem resolution as well. This will allow the problem analysis and investigation to go much more quickly, while also being more effective.
For example, if there is a safety issue where there are frequently accidents or near misses in an area where there are frequently people walking as well as high-low’s driving, you can use this method to ask several why questions, to which the answer may lead to the fact that there is no easily identifiable difference between where people should be walking and where vehicles should be driving.
Once you get to this conclusion, you can quickly realize that adding floor marking tape that clearly distinguishes where vehicles need to drive will solve the problem. You can also determine whether or not it is necessary to use color coding for this, or even using floor marking shapes for further benefits.
The bottom line with the Six Sigma root cause analysis strategy is that it will help you to more quickly determine what exactly is causing the problem, while at the same time coming up with a solution. It is well structured and can be effective for nearly any type of problem imaginable.
- The Five Whys (Root Cause Analysis) – creativesafetysupply.com
- Accident Investigation – Root Cause Analysis – creativesafetypublishing.com
- Why Ask Why? – lean-news.com
- 8 Requirements for Six Sigma Success – 5snews.com
- Using Lean Six Sigma to Solve Workplace Production Issues & Inefficiencies – blog.creativesafetysupply.com
- Implementing Six Sigma – hiplogic.com
- Design For Six Sigma (DFSS) – iecieeechallenge.org
- The Great Root Cause Problem Solving Debate – realsafety.org
- Lean and Six Sigma Simplified – blog.5stoday.com
- Seven Forms of Waste – Lean Six Sigma
- Total Quality Management And Kaizen Principles In Lean Management
- JIT – Just In Time Manufacturing Explained
- Go Lean – Visual Factory
- Lean Layout Fundamentals
- Why Single Minute Exchange of Die (SMED)?
- Why You Should Use Takt Time Production & How To Do It
- Causation vs. Correlation in the Lean Business World
- Effective Lean Problem Solving
- New Zealand
- Czech Republic
- United Kingdom
- South Africa
- Learning Material
- Use KAIZEN™
Kaizen Institute Blog
09. Oct 2018
by NARASIMHAN GOPALKRISHNAN-SENIOR CONSULTANT AT Kaizen Institute INDAF
The humming sound of the AC compressor was penetrating the deafening silence in the Kaizen™ Promotion Office. The closing presentation or Report-out session is going on. The teams have just concluded their presentations on Breakthrough Kaizens they have done during this week. It is the time for the CEO to record his remarks and observations.
The CEO stood up and greeted the team, “50 PPM..” and the team replied, “2020” – an unique way of greeting and reminding their goal to be achieved in days to come. He went on, “.. friends, be clear that practicing Kaizen™ will never be stopped in our Organization, because I want each of you to go back home on time and this is possible only if you all practiced Kaizen™. Having gone through your presentations, I would like to say that I get a worse feel of Déjà vu. To me it seems, we have been there already. These problems were attended earlier and resolved but surprising is that they are coming back. We are good at removing them but not keeping them away from coming back….”
Precisely, this is the concern in every organization. Problem solving is perhaps, a phrase quite often used in the daily life of every Corporate Organization. It would not be an exaggerated statement if it is expressed that few of the Quality Problems in any Organization are as old as the Organization itself! In general, if one observes it closely, it would be clear that it is the same problems which are lingering around from time and again in the organization. The Leaders might be claiming that they have solved the problems thoroughly however, one would find these problems keep resurfacing back! In most of the cases, the list of problems remain the same over years. Quite rarely one would find new problems cropping up.
The leadership team, whenever finds that a particular issue is proving to be a thorn in the flesh of the organization, would launch a special drive to tackle it. Special task force teams will be formed, much attention will be paid, lots of work would be done, at times, external consultants would be engaged too to support the organization solving these problems. Obviously then, as expected, the problems would be resolved
however, the irony is, they keep coming back after some time. Waste (defect) is removed but not kept away from coming back.
One has to keep in mind that whenever they address to the quality problems, the five Golden Rules of Gemba
- Whenever there is a problem, visit the Gemba
- Check the Gembutsu (Genchi Gembutsu)
- Temporary solution to the problem as to keep the production line operational
- Root-cause Analysis of the problem, listing of counter-measures, validating & implementing
- Standardisation of the improvements made
The term, “Problem solving” remains same but the methodologies vary, for example, 8-D, A-3, QRQC, Six Sigma, Differential Diagnosis, 7 QC tools etc., The Organization should adapt the one that suits them the most or that suits their team the most. Or they can also develop one of their own with best practices from one or combination of the methodologies available.
It is a bitter truth that almost in all Indian Organizations, Quality team holds the responsibility of the Quality issues although they are produced by other teams. This mindset should change. The Quality and the pace of Problem solving will get badly affected if all the functions are not actively involved in the problem-solving process. Another blunder which the organization does is to ignore the value-adders in the problem-solving process. They can contribute in a better manner than others as they are the ones with direct contact to the processes. People are not problems but they are problem-solvers says Kaizen™. It has to be kept in mind while forming the problem solving team to involve members from cross functions and to have value-adders as core-members.
Once the methodology is frozen to be adapted and also the team members are chosen, now it is the time for the members to be trained on the methodology opted. The capabilities of the members need to be developed as to get the right results from the projects which will be carried out. Training does not mean only class room trainings. On-Job-Training, brainstorming sessions on the day-to-day problems faced, collaborative root cause analysis also enhance one’s capabilities. Post-training, the members can be evaluated and certified, if required. The team members should be allowed to work on problem solving on a daily basis as to get their skills updates constantly.
What is measured is improved. This goes well with monitoring too. Any performance when monitored closely, yields improvement. Making the metrics visual increases the pace of improvement as it keeps hitting the eyes of one and all in the organization and acts as a reminder on what needs to be done on a real-time basis. A well-designed metrics chart displayed near the Gemba helps this.
Natural problem solvers are not easily available. One has to develop them. Apart from providing training, motivation is the key to develop Natural problem solvers. It also comes by practice. Unless we tracked our process every day looking for problems (or looking for opportunities to improve), we cannot develop this competency. Motivation need not necessarily be monetary rewards – recognition too helps.
What we learn from history is, we do not learn from history. Quite often the problems do repeat because we fail to standardize the improvements we have made while resolving a problem. Or in other words, we are not recording the learning. We cannot do Kaizen™ if we do not standardize. Proper recording of the history is the key. Courtesy, technological advances, we can have the history recorded on a real-time basis with proper MES and saving in the cloud. Creating a OPL library is pivotal. An Organization should initiate a Knowledge bank of problems faced and solutions implemented by means of creating a One-Point-Lesson Library. This would help in communication across the tiers of Value-adders, team-leaders, cell-supervisors and Managers from time and again. This OPL library can be used as an Induction Manual too. Whenever a problem is occurred, the team can refer to the last solution that was implemented.
SDCA & PDCA
Building Problem Solving culture in an organization would take time. The Senior Management team needs to provide adequate resources to the problem solving team and keep at it for a medium term to ensure a good Problem solving culture is implemented.
If you wish to read & learn more from our blog, click here to follow our blog by subscribing the same
11. Sep 2020
by N Gopalkrishnan, Director & Senior Consultant – East Africa & Farms at Kaizen Institute
04. Sep 2020
by Diwakar Jayaswal , Senior Consultant at Kaizen Institute
07. Aug 2020
by Vineet Rajak, Consultant & Member R&KD at Kaizen Institute
30. Jul 2020
by Mr. Arvind Kulkarni, Director HR at Kaizen Institute.
24. Jul 2020
by Venkatesh Pandarinathan, Senior Consultant at Kaizen Institute
13. Jul 2020
by Naresh Chawla, Sr Consultant at Kaizen Institute
02. Jul 2020
by Ajit Bhist and Paresh Chaudhary of Kaizen Institute
24. Jun 2020
22. Jun 2020
19. Jun 2020
by Atul Ghai, Senior Consultant at Kaizen Institute
11. Jun 2020
by N. Gopalkrishnan, Director – East Africa at Kaizen Institute
10. Jun 2020
by Vineet Rajak and Satish Bahale of Kaizen Institute
02. Jun 2020
by Naresh Chawla, Senior Consultant at Kaizen Institute
25. May 2020
by Murali Venkitanarayana & Harsh Choudhary of Kaizen Institute
21. May 2020
by Vishwanathan Ramamurthy, Senior Consultant at Kaizen Institute
20. May 2020
by Sourabh Satbhai, Senior Consultant at Kaizen Institute
18. May 2020
by Satish Bahale & Murali Venkitanarayana of Kaizen Institute
15. May 2020
by Murali Venkitanarayana, Senior Consultant at Kaizen Institute
13. May 2020
by N. Gopalkrishnan, Director at Kaizen Institute-East Africa
26. Mar 2020
by Kaizen Institute India
27. Jun 2019
04. Dec 2018
by NARASIMHAN GOPALKRISHNAN-SENIOR CONSULTANT AT Kaizen Institute India and Africa
30. Oct 2018
by Narasimhan Gopalkrishnan, Senior Consultant, Kaizen Institute India
11. Sep 2018
05. Sep 2018
25. Jul 2018
27. Jun 2018
19. Jun 2018
12. Jun 2018
by Narasimhan Gopalkrishnan-Senior Consultant at Kaizen Institute IndAf
29. May 2018
by SUNIL MALAGI-SENIOR CONSULTANT AT Kaizen Institute INDAF
22. May 2018
15. May 2018
by Sunil Malagi-Senior Consultant at Kaizen Institute Indaf
08. May 2018
01. May 2018
10. Apr 2018
by NARASIMHAN GOPALKRISHNAN
03. Apr 2018
28. Mar 2018
17. Jan 2018
by Divyakumar Soneji
02. Jan 2018
by Masaaki Imai
26. Dec 2017
13. Dec 2017
by Fons Trompenaars and Charles Hampden
05. Dec 2017
by CHRISTENSEN CALAYTON M
29. Nov 2017
by Christensen calayton M
14. Nov 2017
by Harish Jose
07. Nov 2017
01. Nov 2017
24. Oct 2017
11. Oct 2017
by Alan Culler
26. Sep 2017
19. Sep 2017
by Jayanth Murthy
05. Sep 2017
29. Aug 2017
by Dr. Richard W. Taylor and Alan Cay Culler
22. Aug 2017
by PETER F DRUCKER
16. Aug 2017
by Peter F Drucker
08. Aug 2017
01. Aug 2017
26. Jul 2017
18. Jul 2017
11. Jul 2017
07. Mar 2017
by Keki R Bhote
28. Feb 2017
07. Feb 2017
by MASAAKI IMAI
31. Jan 2017
25. Jan 2017
18. Jan 2017
by Benjamin Franklin
10. Jan 2017
by Euclides A. Coimbra
27. Dec 2016
20. Dec 2016
13. Dec 2016
06. Dec 2016
30. Nov 2016
22. Nov 2016
15. Nov 2016
08. Nov 2016
25. Oct 2016
18. Oct 2016
by Amy Chavez
12. Oct 2016
04. Oct 2016
27. Sep 2016
by Micah Solomon
21. Sep 2016
13. Sep 2016
by Alan G. Robinson,Dean M. Schroeder
06. Sep 2016
30. Aug 2016
23. Aug 2016
by James P.Womack, Daniel T.Jones, Daniel Roos
16. Aug 2016
09. Aug 2016
02. Aug 2016
by Joseph T. Dager
26. Jul 2016
22. Jul 2016
19. Jul 2016
by A Japanese technique for overcoming laziness
13. Jul 2016
by RUSSELL EISENSTAT,BERT SPECTOR,MICHAEL BEER
05. Jul 2016
by Russell Eisenstat,Bert Spector,Michael Beer
28. Jun 2016
by HARISH JOSE
21. Jun 2016
14. Jun 2016
07. Jun 2016
31. May 2016
24. May 2016
by Vinod Grover, Founding Partner & Director,Kaizen Institute India
17. May 2016
10. May 2016
by JAMES WOMACK & JIM WOMACK
03. May 2016
by James Womack & Jim Womack
26. Apr 2016
19. Apr 2016
12. Apr 2016
05. Apr 2016
29. Mar 2016
22. Mar 2016
15. Mar 2016
by Lisa Quast
08. Mar 2016
by David Mann
01. Mar 2016
26. Feb 2016
by Vinod Grover
23. Feb 2016
19. Feb 2016
by Jim Rohn
12. Feb 2016
by Creating A Lean Culture book by David Mann
09. Feb 2016
by Jon Miller,Ex-CEO, Kaizen Institute Consulting Group
05. Feb 2016
02. Feb 2016
29. Jan 2016
25. Jan 2016
19. Jan 2016
15. Jan 2016
12. Jan 2016
08. Jan 2016
05. Jan 2016
02. Jan 2016
22. Dec 2015
18. Dec 2015
15. Dec 2015
by Brian Maskell & Bruce Bagalley
09. Dec 2015
01. Dec 2015
24. Nov 2015
17. Nov 2015
10. Nov 2015
29. Oct 2015
23. Oct 2015
16. Oct 2015
13. Oct 2015
09. Oct 2015
06. Oct 2015
29. Sep 2015
26. Sep 2015
22. Sep 2015
18. Sep 2015
16. Sep 2015
11. Sep 2015
08. Sep 2015
04. Sep 2015
01. Sep 2015
28. Aug 2015
18. Aug 2015
14. Aug 2015
11. Aug 2015
07. Aug 2015
04. Aug 2015
31. Jul 2015
28. Jul 2015
24. Jul 2015
22. Jul 2015
17. Jul 2015
14. Jul 2015
07. Jul 2015
03. Jul 2015
30. Jun 2015
23. Jun 2015
19. Jun 2015
09. Jun 2015
05. Jun 2015
02. Jun 2015
26. May 2015
22. May 2015
19. May 2015
15. May 2015
08. May 2015
05. May 2015
02. May 2015
21. Apr 2015
17. Apr 2015
14. Apr 2015
10. Apr 2015
07. Apr 2015
31. Mar 2015
27. Mar 2015
24. Mar 2015
17. Mar 2015
14. Mar 2015
10. Mar 2015
05. Mar 2015
03. Mar 2015
27. Feb 2015
25. Feb 2015
20. Feb 2015
18. Feb 2015
13. Feb 2015
by Nidhi Shah
10. Feb 2015
06. Feb 2015
03. Feb 2015
30. Jan 2015
23. Jan 2015
20. Jan 2015
13. Jan 2015
09. Jan 2015
06. Jan 2015
02. Jan 2015
23. Dec 2014
19. Dec 2014
16. Dec 2014
09. Dec 2014
02. Dec 2014
28. Nov 2014
21. Nov 2014
17. Nov 2014
13. Nov 2014
10. Nov 2014
06. Nov 2014
03. Nov 2014
30. Oct 2014
28. Oct 2014
21. Oct 2014
20. Oct 2014
14. Oct 2014
10. Oct 2014
07. Oct 2014
02. Oct 2014
01. Oct 2014
29. Sep 2014
25. Sep 2014
22. Sep 2014
15. Sep 2014
11. Sep 2014
08. Sep 2014
04. Sep 2014
02. Sep 2014
01. Sep 2014
28. Aug 2014
25. Aug 2014
21. Aug 2014
19. Aug 2014
14. Aug 2014
12. Aug 2014
11. Aug 2014
07. Aug 2014
04. Aug 2014
01. Aug 2014
31. Jul 2014
28. Jul 2014
22. Jul 2014
21. Jul 2014
17. Jul 2014
14. Jul 2014
12. Jul 2014
08. Jul 2014
03. Jul 2014
01. Jul 2014
30. Jun 2014
19. Jun 2014
16. Jun 2014
09. Jun 2014
05. Jun 2014
02. Jun 2014
29. May 2014
26. May 2014
22. May 2014
19. May 2014
16. May 2014
15. May 2014
12. May 2014
08. May 2014
05. May 2014
28. Apr 2014
24. Apr 2014
21. Apr 2014
17. Apr 2014
15. Apr 2014
14. Apr 2014
10. Apr 2014
07. Apr 2014
04. Apr 2014
03. Apr 2014
31. Mar 2014
25. Mar 2014
18. Mar 2014
13. Mar 2014
10. Mar 2014
06. Mar 2014
03. Mar 2014
24. Feb 2014
19. Feb 2014
18. Feb 2014
10. Feb 2014
03. Feb 2014
30. Jan 2014
27. Jan 2014
23. Jan 2014
20. Jan 2014
17. Jan 2014
16. Jan 2014
13. Jan 2014
09. Jan 2014
06. Jan 2014
02. Jan 2014
24. Dec 2013
12. Dec 2013
09. Dec 2013
05. Dec 2013
02. Dec 2013
01. Dec 2013
29. Nov 2013
26. Nov 2013
19. Nov 2013
15. Nov 2013
14. Nov 2013
13. Nov 2013
12. Nov 2013
09. Nov 2013
04. Nov 2013
31. Oct 2013
29. Oct 2013
24. Oct 2013
21. Oct 2013
19. Oct 2013
17. Oct 2013
15. Oct 2013
14. Oct 2013
11. Oct 2013
08. Oct 2013
03. Oct 2013
02. Oct 2013
26. Sep 2013
24. Sep 2013
23. Sep 2013
20. Sep 2013
18. Sep 2013
03. Sep 2013
02. Sep 2013
31. Aug 2013
29. Aug 2013
22. Aug 2013
19. Aug 2013
13. Aug 2013
12. Aug 2013
09. Aug 2013
06. Aug 2013
03. Aug 2013
31. Jul 2013
27. Jul 2013
25. Jul 2013
24. Jul 2013
22. Jul 2013
19. Jul 2013
16. Jul 2013
12. Jul 2013
11. Jul 2013
06. Jul 2013
04. Jul 2013
03. Jul 2013
01. Jul 2013
27. Jun 2013
26. Jun 2013
21. Jun 2013
18. Jun 2013
17. Jun 2013
13. Jun 2013
04. Jun 2013
31. May 2013
28. May 2013
24. May 2013
22. May 2013
21. May 2013
18. May 2013
17. May 2013
16. May 2013
10. May 2013
03. May 2013
02. May 2013
30. Apr 2013
26. Apr 2013
24. Apr 2013
23. Apr 2013
16. Apr 2013
11. Apr 2013
10. Apr 2013
04. Apr 2013
30. Mar 2013
26. Mar 2013
25. Mar 2013
23. Mar 2013
21. Mar 2013
19. Mar 2013
15. Mar 2013
12. Mar 2013
09. Mar 2013
07. Mar 2013
05. Mar 2013
04. Mar 2013
28. Feb 2013
27. Feb 2013
25. Feb 2013
23. Feb 2013
22. Feb 2013
19. Feb 2013
16. Feb 2013
13. Feb 2013
12. Feb 2013
09. Feb 2013
06. Feb 2013
28. Jan 2013
24. Jan 2013
22. Jan 2013
21. Jan 2013
16. Jan 2013
12. Jan 2013
11. Jan 2013
07. Jan 2013
05. Jan 2013
02. Jan 2013
31. Dec 2012
26. Dec 2012
25. Dec 2012
24. Dec 2012
22. Dec 2012
21. Dec 2012
20. Dec 2012
17. Dec 2012
14. Dec 2012
23. Aug 2012
22. Aug 2012
01. Feb 2010
03. Nov 2009
26. May 2009
03. May 2009
09. Apr 2009
Get all the latest news about Kaizen Institute India. Subscribe now.
- Brand Promise
- Why KAIZEN™
- What is KAIZEN™
- Masaaki Imai
- Origami Symbols
- Learn KAIZEN™
- Learning Material
- KI Training: Brochure Download
- What we offer
- Consulting Models
- Lean Transformation
- Find the right Consultant
- Senior Consultant
- Support Consultant
Thank you for your interest in Kaizen Institute’s services. Please provide the following information about your business needs to help us serve you better.
* required fields
Root Cause Analysis in Kaizen Lean
Why Why Analysis or 5 Whys is a well-known root cause analysis technique that originated at Toyota and has been adopted by many other organizations that have implemented lean manufacturing principles.By repeatedly asking the question “Why?” at least five times, you can successively peel away the layers of symptoms, which can lead to identifying the root cause of a problem.
The 5 Whys was originally developed by Toyota founder Sakichi Toyoda and was later used within Toyota Motor Corp. during the development of the Toyota Product System (TPS). At Toyota, 5 Whys is still a critical component of problem-solving training, and the method is still widely applied within the company when problems occur. The architect of the Toyota Production System, Taiichi Ohno, described the 5 Whys as “… the basis of Toyota’s scientific approach… by repeating why five times, the nature of the problem as well as its solution becomes clear.”1
Solving problems means identifying the root causes of a problem and then developing and implementing appropriate countermeasures that are designed to eliminate the root causes and prevent their recurrence. Root causes are to be distinguished from causal factors. Causal factors are those factors that contribute to the occurrence of a problem, but are not necessarily the initiating cause of a problem—the root cause. Therefore, causal factors and chains need to be analyzed further to determine their root causes. A robust problem-solving method must be adept at not only identifying a problem’s causal factors, but equally adept at uncovering the root causes that underpin the causal factors.
A major advantage to the 5 Whys technique is that it is relatively easy to use and apply, and its easy application makes it a practical tool for root cause analysis in problem solving. Under a 5 Whys approach, it is possible to get to root causes in a relatively short period of time. However, as we shall see later on this article, ease of use and speed also need to be balanced with the risk of failure from recurrence of the problem should the 5 Whys fail to find the true root cause.
While many companies have successfully used the 5 Whys, the method has some inherent limitations, which can be resolved. First, using 5 Whys doesn’t always lead to root cause identification when the cause is unknown and Gemba investigation and causes verification is not done. Second, an assumption underlying 5 Whys is that each presenting symptom has only one sufficient cause. This is not always the case and there can be multiple root causes of each cause. Third, the success of 5 Whys is to some degree contingent upon the skill with which the method is applied; if even one Why has a bad or meaningless answer, the whole procedure can be thrown off. Doing Why Why Analysis requires a lot of practice and as long as focus is on Facts, Validating each cause at Gemba, 5 Why analysis is simple yet powerful approach.
Even Toyota has admitted some shortcomings with the 5 Whys method. Teruyuki Minoura, Toyota’s former managing director of global purchasing, commented at the 2003 Automotive Parts System Solution Fair held in Tokyo that the 5 Whys requires skill to use well and most important, should be grounded in observation, not deduction:
“When an error occurs, the first thing that needs to be done is fix the error,” says Minoura as he recalls that Ohno used to order them to ask the question ‘Why?” five times over because “that way you’ll find the root cause, and if you get rid of that, it’ll never happen again.”
However, Minoura emphasized that on-the-spot observation rather than deduction is the only correct way to answer a “Why?” question. “I’m always struck that the five-why method doesn’t seem to be working as well as it should be because there’s been a lack of practical training,” says Minoura. “The reason is that they end up falling back on deduction. Yes, deduction. So when I ask them ‘Why?’ they reel off five causes as quick as a flash by deduction. Then I ask them five whys again for each of the causes they came up with. The result is that they start falling back on deduction again and so many causes come back, that you end up totally confused as to which of them is important.
“Through real training, you’ll be able to discover dozens of problems and also get to their root causes. You’ll be able to make dozens of improvements. If you incorporate all the accumulated knowledge of root causes that you’ve got from always asking ‘Why? Why? Why? … ’ into your equipment, you’re going to have something that no one else can come close to. I don’t think it’s got anything to do with nationality; it all has to do with whether or not you’ve received the proper training. I feel, though, that the tendency to give that kind of training and education forms the basis of Toyota’s approach to monozukuri2.”3
In these comments, Minoura is emphasizing a key point of Toyota’s approach to improving processes: Go see and observe and study the actual process conditions to develop understanding and facts (known simply as “Go and See” in TPS parlance). In many companies, problem solving is a deductive exercise, oftentimes conducted in a meeting room where those doing the problem solving are separated from the actual process where the problem occurred. This separation encourages deductive thinking that is not necessarily grounded in what is actually happening, or happened, at the process. Most important, because it isn’t grounded in observation, where effects and their causes are directly observed, deductive thinking can quickly degenerate into hypothetical thinking. Minoura’s comment about “practical training” also hints at a missing dimension in many problem-solving efforts: going and seeing what is actually happening at a process, rather than conceptually applying tools and techniques to infer what might be happening.
RIB Consulting Consultants have expertise in training your organisation to implement Root Cause Analysis as part of Kaizen journey. RIB Consulting is one the leading Kaizen Consulting Organisation in Kenya, India, Dubai and Zambia
What is Propblem Solving?
Becoming lean, one step at a time.....
- What is kaizen
- What is lean
- What is kanban
- Kaizen Glossary
- One Piece Flow
- Problem Solving
- Pull System
- Standard Work
- Your Organisation
- The Lean Challenge
- Lean Kaizen Links
What is Problem Solving?
Check sheet, pareto chart, fishbone diagram, scatter diagram.
© 2023 Kaizenworld ®
© 2022 Kaizenworld ®
A Repository of Knowledge
ROOT CAUSE ANALYSIS
Root cause analysis (RCA) is a systematic procedure for determining the “root causes” of problems or occurrences as well as a strategy for handling them. The fundamental tenet of RCA is that solving issues before they arise is more important than merely “putting out fires” when they arise. RCA assists in identifying the causes of a problem or event.
Once the root cause has been identified, consider several options for eliminating it, removing it, or lessening its effects by taking some crucial steps. Defects must be fixed if they are to be prevented from happening again. It offers a variety of methods for figuring out process and system breakdowns that caused defects as well as advice on how to avoid them in the future.
A single intervention cannot always accomplish total prevention, according to the majority of RCA experts, who view RCA as an ongoing process that aims for constant progress.
- Recognize obstacles and the root of issues so that lasting fixes can be developed.
- Create a rational problem-solving strategy using the agency’s existing data.
- Determine the organization’s existing and future improvement needs.
- Create repeatable, step-by-step procedures where the outcomes of one procedure may be verified by another.
- It is used to examine several organizational activities, including:
- Examine Quality Assurance
- Examining maintenance failure
- Examine the system’s process.
- Examine various system-based procedures
- Examine change management and risk.
- The primary issue with RCA is that it only assumes and concentrates on one root cause of the fault. However, the case may be more complicated. There could be several root causes of a problem. Therefore, one must concentrate on all elements of the fault and consider all of its causes.
- RCA is exclusively used by organizations to pinpoint problems within the organization. RCA can be used to find positive developments inside a company. The root reasons for some processes’ good performance can be determined using the same RCA technique that is used to pinpoint flaws. Finding the good stuff provides another chance for ongoing development.
Manufacturing-Reliability Engineering as a Real-World Example
A toy company wants to develop a reputation for excellence. The business conducts accelerated life testing and pinpoints the main reason why each product fails. By enhancing designs, materials, and manufacturing techniques, root issues are addressed.
Foods & Beverage – Quality Assurance
A company that sells organic food looks into every customer complaint to identify the underlying issue. For instance, the team might request that a consumer return the remaining stock if they claim that apple juice has gone bad before its expiration date. The team investigates and finds that the beverage bottles’ lids weren’t securely sealed by a packaging machine. They can locate the machine that produced the problem by using the lot number on the goods. When the maintenance crews examine it, they find that the calibration is off. Numerous beverages have been recalled and the issue has been resolved.
Mr. NAMAN SHARMA Club Kaizen
Leave a reply cancel reply.
Fill in your details below or click an icon to log in:
You are commenting using your WordPress.com account. ( Log Out / Change )
You are commenting using your Twitter account. ( Log Out / Change )
You are commenting using your Facebook account. ( Log Out / Change )
Connecting to %s
Notify me of new comments via email.
Notify me of new posts via email.
Website Built with WordPress.com .
- Already have a WordPress.com account? Log in now.
- Follow Following
- Copy shortlink
- Report this content
- View post in Reader
- Manage subscriptions
- Collapse this bar
Kaizen Management Systems, Inc
Problem solving, webinar events.
Learn a Proven System for Solving Problems and Getting to the Root Cause
All businesses need problem solvers, and everything you need to master Root Cause Analysis and solve any problem in any industry is inside this Masterclass.
What you'll learn
This course teaches you how to solve problems using Root Cause Analysis and the 8D method. the 8D or 8 Discipline method is a universal, systematic method to solve problems. I've used this method for ver 20 years and teach you how to use it through an actual case study.
- 29 High Quality Video Lessons
- Done-for-You Templates (completely editable)
- Easy to follow Case Study for application of tools
- Learn on the go with dedicated Mobile App
- Lifetime Access to current and future updates
Module 1: welcome and on-boarding.
- Problems vs Improvements
Module 2: Getting Started with Root Cause Analysis
- Defining Root Cause Analysis
- Critical Thinking for Root Cause Analysis
Module 3: The 8D Method
- Introduction to 8D
D0: Plan and Prepare
- Overview and Case Study
- Plan and Prepare
D1: Form the Team
- Team members and stakeholders
D2: Define the Problem
- Is / Is Not Matrix
- Defining the Problem
- Case Study Action Plan
- Action Plan and Results
- 8D Sketch Problem
- Problem Statement
D3: Contain the Problem
- Suspect Range and Hypothesis Testing
- Quality Alert and Containment Actions
- Scatter Plat and Pivot Tables
- Recap and Pro-Tips
D4: Identify the Root Cause
- Ishikawa (Fishbone)
- 5 Whys (why made)
- 5 Whys (why escaped)
D5: Identify the Corrective Actions
- Identify Corrective Action (Part 1)
- Identify Corrective Actions (Part 2)
- Impact/Effort Matrix
D6: Implement Corrective Actions
- Corrective versus Preventative Actions
D7: Implement Preventative Actions
Implement Preventative Action Flow
Module 4: Bonus Content
- Can there be only one-root cause?
- Aerospace Case Study
Module 5: Course Downloads
- All course downloads (completely editable)
Impress recruiters with your resume
Upon completion of all course lessons, you will receive a digital certificate with your credentials. You can add it to your LinkedIn to show your skills to recruiters!
Hi, I'm Chad.
I have over 25 years of experience in Lean and Continuous Improvement in various industries including: Fortune 500 Businesses, Aerospace, Automotive and BioTech. I was taught Lean, Root Cause Analysis and Kaizen by Japanese Sensei's while working for a Subsidiary of Honda Automotive. I've used the same methods I was taught 20+ years ago to Improve Processes and Solve Problems for some of the most recognizable brands in the world! Over the course of my career, I've taught hudreds of courses including: Yellow Belt, Green Belt and Black Belt courses and I've delivered over 500 Kaizen and Root Cause Analysis Events. I also have an Engineering Degree and an MBA from the University of North Carolina, Chapel Hill.
Kaizen Expert Masterclass
Transform your next Kaizen event with step-by-step learning videos designed for rapid learning. Includes all the templates and tools (completely editable). Plus a Simulation demonstrating Kaizen, Lean and TOC.
Solve any problem in any industry using a proven method I learned from Japanese Sensei's 20 years ago and still use today to solve problems. Includes actual RCA Case Study.
Central Learning Hub
The membership was just launched but growing fast! A central hub for learning videos to support Kaizen, Lean Six Sigma and RCA. This Membership will be a place that continues to grow with you!
Enroll for Instant Access
Join Our Free Trial
Get started today before this once in a lifetime opportunity expires.
- Books & Standards /
Root Cause Analysis, Second Edition
The Core of Problem Solving and Corrective Action
Member price: $ 42.
- root causes
- problem solving
- data analysis
(Stanford users can avoid this Captcha by logging in.)
- Chat with us (limited to Stanford community)
- Email a reference question
- Find a subject specialist
- Using SearchWorks
- Connect to e-resources
- Report a connection problem
- Interlibrary borrowing
- Suggest a purchase (limited to Stanford community)
- System status
- Advanced search
- Course reserves
- Clear all lists
Root Cause Analysis : the Core of Problem Solving and Corrective Action
- EBSCO Academic Comprehensive Collection
- Find it at other libraries via WorldCat
- Title page; CIP data; Contents; List of Figures and Tables; Preface to the Second Edition; Preface to the First Edition; Chapter 1_Getting Better Root Cause Analysis; The Problem; The Impact; Approaches to Root Cause Analysis; Existing Problem-Solving Models; A Proposed Model; Chapter 2_Multiple Causes and Types of Action; Initial Problem Response; The Diagnosis; Actions to Prevent Future Problems; The Need for Filters; Chapter 3_Step
- 1: Define the Problem; Selecting the Right Problem; Scoping the Problem Appropriately; The Problem Statement; Chapter 4_Step
- 2: Understand the Process
- Setting Process BoundariesFlowcharting the Process; Why Process is So Important; Additional Values of the Flowchart; Chapter 5_Step
- 3: Identify Possible Causes; Using the Flowchart for Causes; Using a Logic Tree for Causes; Using Brainstorming and the Cause-and-Effect Diagram for Causes; Using Barrier Analysis for Causes; Using Change Analysis for Causes; Eliminating Possible Causes; Sources for Possible Causes; Chapter 6_Step
- 4: Collect the Data; A Basic Concept; Types of Data; Using Existing Versus New Data; Where to Collect Data; Special Tests; Sample Size and Time Frame
- Data Collection Tools for Both Low- and High-Frequency ProblemsAdditional Tools for High-Frequency Problems; Enhancing Data Collection Value; Organizing the Data Collection Process; Chapter 7_Step
- 5: Analyze the Data; Tools for Low-Frequency Data; Additional Tools for High-Frequency Data; Questioning the Data; Data Analyses Summaries; Analyzing Variation; Cautions on Data Analysis; Where to Go Next?; Can't Find the Cause?; Chapter 8_Identify and Select Solutions; Step
- 6: Identify Possible Solutions; Step
- 7: Select Solution(s) to Be Implemented
- Chapter 9_Implement, Evaluate, and InstitutionalizeStep
- 8: Implement the Solution(s); Step
- 9: Evaluate the Effect(s); Step
- 10: Institutionalize the Change; Chapter 10_Organizational Issues; Cognitive Biases; Emotional Barriers; Resistance to Change; Organizational Culture; Project Ownership; Coaching/Facilitation Skills; Other Issues; Chapter 11_Human Error and Incident Analysis; Human Error; Incident Analysis; Chapter 12_Improving Corrective Action; Critical Thinking; Buddhism; Stoic Philosophy; Summary of Root Cause Analysis; Appendix A_Example Projects; A Need for Focus
- How Would They Know?How Proficient is That?; Getting the Shaft Back; Got it in the Bag!; Appendix B_Root Cause Analysis Process Guides; Generic Process Thinking; SIPOC Analysis Form; Data Collection and Analysis Tools; Do It2 Root Cause Analysis Guide; Do It2 Problem-Solving Worksheet; Checklist for Reviewing the Corrective Action Process; Expanded List of Seven Ms; Forms for Tracking Causes and Solutions; Appendix C_Enhancing the Interview; Basic Interview Problems and Process; Types of Interviews and Questions; Leveraging How Memory Works; The Importance of Time and Reflection
Browse related items.
- Stanford Home
- Maps & Directions
- Search Stanford
- Emergency Info
© Stanford University , Stanford , California 94305 .
Select Cover Type
- Schedule & Rates
- Training Details
1. Introduction to Root Cause Analysis Tools
- Types of Problems
- Problems vs Issues
2. Situation Analysis
- Using Process Charts to Visualize Situations
- Pareto Chart
- SWOT Analysis
3. Problem Analysis
- Identifying the Root Cause
- Ishikawa Diagram
- Other Root Cause Analysis Methods
- Validating the Causes
4. Decision Analysis
- Individual Decision Making Models
- Option Analysis
- Group Decision Making
- Six Thinking Hats
5. Problem Prevention
- Tracking Execution
- CPM Diagram
Insights Manila (registered as Insights MLA Business Solutions) is a training services company based in Makati. The company believes that the country’s workforce requires ample training that is effective and insightful, yet affordable.
The consultants of Insights Manila are experienced professionals who had executed the courses several times for different companies under various training institutions.
Insights Manila mostly offers exclusive training for companies. The courses are customized to meet specific training needs. The company also offers public classes where individuals can enroll, and one-on-one training for people who wish focused training. Other than training, the company also accepts Excel automation projects and course development projects.
With Insights Manila, you are directly dealing with the consultants– no intermediary parties who just add costs to the training delivery.
Sign up as Learner
Enter verification code
Request to book online.
Message sent to
You cannot send online inquiries as a provider., login to continue.
Send a new code
Reset password, recover email address, you cannot enroll in a course as a provider., login to speedycourse, enter verification code.
- You can only request for refund within seven (7) days after your registration date, unless it's already seven (7) days before the online enrollment end date, in which case refund is no longer allowed.
- Once you have submitted your refund request, you can no longer edit or cancel it. Your transaction will be marked as cancelled and all your slots will be released immediately upon submission of your refund request.
- You cannot request for a partial refund. When you cancel, it means that you’re cancelling all tickets in that transaction. You cannot cancel one or a few tickets from one transaction.
- If you paid with a credit/debit card , it may take 2 to 6 weeks for the refund to appear on your statement, depending on your issuing bank.
- For PayPal transactions: If you paid with your bank account or PayPal balance, we will send your refund to your PayPal account within 5 business days. If you paid with a credit/debit card, it may take up to 30 days for the refund to appear on your card statement, depending on your issuing bank.
- The Refunded Amount is computed as Total Transaction Amount Paid less the non-refundable Convenience Fee paid to SpeedyCourse.com.
- If Insights Manila cancels the course/event before the enrollment end date, SpeedyCourse will notify you via email and automatically refund your credit card, debit card, or PayPal account.
- If Insights Manila reschedules or changes the venue of the course/event before the enrollment end date, SpeedyCourse will notify you via email. In case you cannot work with the new schedule or venue, you can request for a refund even if it is already seven (7) days after your registration date or seven (7) days before the enrollment end date.
- Any other refund or cancellation after the online enrollment end date shall be managed by Insights Manila . SpeedyCourse is not responsible or liable for any transactions between training providers and attendees outside the Online Enrollment System or the online enrollment period, or any issues that may arise from such transactions.
Page Not Found
Sorry, but the page you were trying to view does not exist.
Kaizen brings in the difference - with two-layer root cause analysis. At the first level, the team brainstorms for all possible cause. In the second level, they brainstorm, they stratify...
Root Cause Analysis is a structured method of problem solving for identifying the root causes of problems or failures. Some of the most practical and common Root Cause Analysis techniques include Fishbone Diagram Five Whys Fault Tree Analysis (FTA) FMEA Pareto Chart
Solving problems means identifying the root causes of a problem and then developing and implementing appropriate countermeasures that are designed to eliminate the root causes and prevent their recurrence. Root causes are to be distinguished from causal factors.
A kaizen blitz, or kaizen event, is a short-term improvement project designed to accomplish significant results in process management and quality issues. Kaizen events focus on improving a specific area of the company, such as a business process department of 50 employees.
- It is aimed for prevention of possible problem not yet occurred. - It is also aimed to identify factor to be control. It does not need to ask why-because question 2. Fishbone diagram for Problem Solving - It is aimed to find root causes of problem already occurred - It is developed based on data and information obtained from Step 2
Many of the problems identified and brought forward through this Kaizen process don't require any root cause analysis. That might sound shocking. Isn't Lean all about "the 5 whys" and root cause analysis? Sure, where it's needed. Root cause analysis happens a lot in Lean.
The Root Cause Analysis Process RCA has five identifiable steps. Step One: Define the Problem What do you see happening? What are the specific symptoms? Step Two: Collect Data What proof do you have that the problem exists? How long has the problem existed? What is the impact of the problem?
Step 1: Clarify the Problem Step 2: Breakdown the Problem Step 3: Set the Target Step 4: Analyze the Root Cause Step 5: Develop Countermeasures Step 6: Implement Countermeasures Step 7: Monitor Results and Process Step 8: Standardize and Share Success The Toyota Way To Problem Solving
Root cause analysis This is a significant step from the successful implementation of the A3 process. Trying to fight the problem immediately means that you are only treating the symptoms while leaving the root cause untouched. This way, a problem may appear regularly in bigger proportions.
Study with Quizlet and memorize flashcards containing terms like 7 common tools for root cause analysis, Cause-and-Effect Diagram: Ishikawa or Fishbone, Check/Tally Sheets and more. ... $35.99/year. Lean: Problem Solving Tools, Kaizen & A3. Flashcards. Learn. Test. Match. Flashcards. Learn. Test. Match. Created by. McKenzie_Hatton. Terms in ...
One of the biggest benefits of the Six Sigma root cause analysis systemis that it helps to ensure that everyone working on a problem stays very focused. It can be tempting for many people to get off topic and start looking into potential issues that aren't related to the actual problem at hand.
View Homework Help - Describe problem solving and root cause analysis..docx from ENG 601_7289_7 at Weston College. Contributing to the application of continuous improvement techniques (kaizen) 1.
Root-cause Analysis of the problem, listing of counter-measures, validating & implementing; Standardisation of the improvements made; The term, "Problem solving" remains same but the methodologies vary, for example, 8-D, A-3, QRQC, Six Sigma, Differential Diagnosis, 7 QC tools etc.,
Solving problems means identifying the root causes of a problem and then developing and implementing appropriate countermeasures that are designed to eliminate the root causes and prevent their recurrence. Root causes are to be distinguished from causal factors.
Problem solving is about getting to the root cause (root cause analysis) of a problem so that it never occurs again. Flow Chart Map sequence of steps and decisions into boxes and diamonds, with arrows showing the flow of the steps. Make a process visible, find common ground in definitions.
Introduction: Root cause analysis (RCA) is a systematic procedure for determining the "root causes" of problems or occurrences as well as a strategy for handling them. The fundamental tenet of RCA is that solving issues before they arise is more important than merely "putting out fires" when they arise. RCA assists in identifying the causes…
In science and engineering, root cause analysis (RCA) is a method of problem solving used for identifying the root causes of faults or problems. It is widely used in IT operations, manufacturing, telecommunications, industrial process control, accident analysis (e.g., in aviation, rail transport, or nuclear plants), medicine (for medical diagnosis), healthcare industry (e.g., for epidemiology ...
Kaizen does it by way of: a) field a team of Kaizen consultants to actually do the problem solving for the client; b) create a cross-functional team (CFT) problem solving team composed of consultants and client's people; c) provide direction to client on the process of problem solving. Our involvement covers problem identification, root cause ...
Showing posts with label root cause analysis. Show all posts. Showing posts with label root cause analysis. Show all posts. Wednesday, 12 September 2018. Human Mistakes - What are they??? Human errors are caused by human beings & can be defined as "An inappropriate action or response by a person which gives an undesired or unexpected outcome ...
Get to the Root Cause of Any Problem ; Easily Define a Problem in 7-Simple Steps; Discover the 1-Key Step that Guarantees the Root Causes; Learn how to use Fishbone Diagrams and 5 Why Analysis; Understand Hypothesis testing for problem solving; Learn the 5-Principles for a Lean Process; Discover how to Improve Using Theory of Constraints ; Pro-Tips on how to win over and engage the Kaizen team
In this video, we explain how to use The 5 Whys technique to find the root cause of a problem.We also look at:- The advantages and disadvantages of the model...
Root Cause Analysis, Second Edition The Core of Problem Solving and Corrective Action Duke Okes. Softcover, 232 pages, Published 2019. Dimensions: 7 x 10 inches. ISBN: 978-1-63694-083-. Item Number: H1610. Member Price: $ 42 List Price: $ 60 *I have read and agree to the ASQ Sales Return Policy. Please proceed with checkout.
Select search scope, currently: catalog all catalog, articles, website, & more in one search; catalog books, media & more in the Stanford Libraries' collections; articles+ journal articles & other e-resources
The Root Cause Analysis (RCA) and Problem Solving Training will introduce participants to various RCA tools that can be used in the workplace. From the simple Five Why's Method, to Fishbone Analysis, to the more technical Cause-Effect Analyses (and more!), this workshop will allow participants to use these tools in prescribing solutions to ...
Root Cause Analysis The Core Of Problem Solving And Corrective Action Author: blogs.post-gazette.com-2023-03-03T00:00:00+00:01 Subject: Root Cause Analysis The Core Of Problem Solving And Corrective Action Keywords: root, cause, analysis, the, core, of, problem, solving, and, corrective, action Created Date: 3/3/2023 7:42:45 AM
• Provided problem solving training to assist with proper root cause analysis in order to ensure effective CAPAs and the closure of deviations. ... • Leader and super coach of Kaizen events to ...