1 Employability skills (a) Employers value people who: fit well into their team and workplace use initiative to solve routine problems work productively have good time-management skills are committed to continuous learning and improvement. Slide 1: MSACMT280A Undertake root cause analysis

2 Employability skills (b) Employability skills can: help you gain employment make you a productive and valuable worker increase your chances of promotion. Slide 2: MSACMT280A Undertake root cause analysis

3 Employability skills (c) Employability skills developed in MSACMT280A Undertake root cause analysis: Communication Teamwork Analysis & problem-solving Self-management Planning & organising Technology Lifelong learning Initiative & enterprise Slide 3: MSACMT280A Undertake root cause analysis

4 Competitive (lean) manufacturing To be competitive companies must: keep customers satisfied increase efficiency reduce costs reduce waste respond quickly continuously improve have enthusiastic and skilled staff. Slide 4: MSACMT280A Undertake root cause analysis

5 Seven types of waste in manufacturing 1.Overproduction 2.Defects 3.Inventory 4.Motion 5.Processing 6.Transportation 7.Waiting Slide 5: MSACMT280A Undertake root cause analysis

6 Lean manufacturing tools (Kaizens) 5S Pull systems (kanban) Value-stream mapping Just-in-time production Total productive maintenance Slide 6: MSACMT280A Undertake root cause analysis

7 Lean manufacturing tools (Kaizens) cont … Takt time Heijunka Jidoka Visual process control Error-proofing (poka-yoke) Waste (muda) elimination Cellular/flow production Set-up/changeover reduction Slide 7: MSACMT280A Undertake root cause analysis

8 Definition of root cause analysis Root cause analysis is a tool designed to help identify what, how and why an event occurred. This is the key to developing effective corrective recommendations. Slide 8: MSACMT280A Undertake root cause analysis

9 Steps in an RCA Define the problem Collect data Chart the possible causes Identify the root cause Develop solution(s) Consider the consequences Recommend a solution Implement the solution Evaluate the results Slide 9: MSACMT280A Undertake root cause analysis

10 Chapter 1 Recognise problems Employees should become more responsible and involved in preventing and solving problems, and identifying ways for improvement to prevent them happening again. This chapter explains how to: 1.1 Identify where problems are occurring 1.2 Identify process or product problems 1.3 Use appropriate techniques and charts to define the problem Slide 10: MSACMT280A Undertake root cause analysis

11 Problems may be associated with … raw materials operating parameters assembly issues maintenance issues product specifications choice of equipment procedures the operator. Slide 11: MSACMT280A Undertake root cause analysis

12 Drilling down What can you see that makes you think there is a problem? What is the problem about? How is it happening? How frequently does it occur? When and where does it occur? Who is affected? Slide 12: MSACMT280A Undertake root cause analysis

13 Describe a problem Use flow charts to identify the flow of events. Collect the data for describing the situation. Describe the indicators using tools such as tables, charts and diagrams. Slide 13: MSACMT280A Undertake root cause analysis

14 Chapter 2 Implement quick fixes When problems occur you need to: identify the cause of the problem assess how it will affect the entire work process recommend the appropriate solution. This chapter explains how to: 2.1 Recommend and implement a quick fix 2.2 Use appropriate technology and processes Slide 14: MSACMT280A Undertake root cause analysis

15 Consequences of a quick fix solution A long-term solution that solves the problem permanently; for example, oiling the equipment. A very short-term positive result (problem becomes recurrent); for example, using poor-quality material to secure equipment. Slide 15: MSACMT280A Undertake root cause analysis

16 To successfully implement a quick fix: understand the problem be determined to make it work know likely causes of the problem have standards in place be able to forecast the short- and long-term effects know what you are authorised to do. Slide 16: MSACMT280A Undertake root cause analysis

17 If you don’t ‘fix’ the problem today: it will get worse and more difficult to permanently resolve costs will continue to increase production and profits may decline customer relationships may deteriorate. Slide 17: MSACMT280A Undertake root cause analysis

18 Chapter 3 Determine the root cause Do a root cause analysis if a quick fix is not the solution. This chapter explains how to: 3.1 Identify a range of possible causes 3.2 Gather information to eliminate or confirm causes 3.3 Use cause-and-effect analysis 3.4 Seek assistance 3.5 Identify the root cause of a problem Slide 18: MSACMT280A Undertake root cause analysis

19 Possible causes 1.Equipment or material problem 2.Procedure problem 3.Personnel error 4.Design problem 5.Training deficiency 6.Management problem 7.External events Slide 19: MSACMT280A Undertake root cause analysis

20 Cause-and-effect analysis: generates ideas about why the problem is occurring sorts the ideas into possible causes and effects presents the information in a diagram to link events and their causes. Slide 20: MSACMT280A Undertake root cause analysis

21 Fishbone diagram (a) Define the problem. Identify the major cause categories. Identify possible causes. Identify subclauses. Analyse the diagram. Slide 21: MSACMT280A Undertake root cause analysis

22 Fishbone diagram (b) Slide 22: MSACMT280A Undertake root cause analysis

23 Pareto diagram (a) Write a list of the possible causes. Score the items or groups. Identify the one that has the highest score. This one will give you the biggest benefit if you solve it. Slide 23: MSACMT280A Undertake root cause analysis

24 Pareto diagram (b) Slide 24: MSACMT280A Undertake root cause analysis Pareto Chart of Guillotine Faults February – May 2009

25 Root cause analysis Root cause analysis is all about continuous improvement. Identifying root causes: points out significant, underlying or fundamental conditions that increase the risk of undesirable consequences. Targeting corrective measures: ensures that similar problems will not occur in the future. Slide 25: MSACMT280A Undertake root cause analysis

26 Chapter 4 Develop a permanent solution This chapter explains how to: 4.1 Identify methods of eliminating the root cause and/or breaking the cause tree 4.2 Select the most appropriate solution 4.3 Liaise with the relevant people 4.4 Recommend or implement a solution 4.5 Monitor implementation and make improvements as required Slide 26: MSACMT280A Undertake root cause analysis

27 Ask questions Which approach is the most: Likely to solve the problem in the long term? Realistic? –Do you have the resources? –Is it affordable? –Do you have enough time to implement the approach? What are the risks? Slide 27: MSACMT280A Undertake root cause analysis

28 Develop a hypothesis Make a tentative assumption. For example: A die casting machine is jamming because it is heating up over the course of a production run. If that is the case, you may choose to test this by improving the cooling system on the machine. Slide 28: MSACMT280A Undertake root cause analysis

29 Test the hypothesis Will the solution produce the expected improvement? Allow time for change to occur. Test resultNext step Proposed change did not produce an improvement. Start the improvement process again or look for flaws in the proposed change. Proposed change produced improvement that is not completely satisfactory. Modify the proposed change and then re-test the modification. Proposed change produced satisfactory improvement. Begin the permanent implementation of the change or intervention. Slide 29: MSACMT280A Undertake root cause analysis

30 Develop a permanent solution Use lean manufacturing tools such as: total productive maintenance (TPM) error-proofing, also referred to as poka-yoke predictive maintenance. Slide 30: MSACMT280A Undertake root cause analysis

31 Liaise with the relevant people Work with others to: clarify the expected results brainstorm to generate possible alternatives analyse the viability of possible alternatives select a strategy to solve the root cause plan the implementation of activities. Slide 31: MSACMT280A Undertake root cause analysis

32 Implementation plan What the steps are What is involved Responsibilities Deadlines The objectives Expected outcomes Slide 32: MSACMT280A Undertake root cause analysis

33 Questions to ask to monitor success Are you seeking what you would expect from the indicators? Will the plan be done according to schedule? If the plan is not being followed as expected, then consider: was the plan realistic? Slide 33: MSACMT280A Undertake root cause analysis

34 Questions to ask to monitor success cont … Are there sufficient resources to complete the plan on schedule? Should more priority be placed on various aspects of the plan? Should the plan be changed? Slide 34: MSACMT280A Undertake root cause analysis

35 Control chart A control chart is a visual tool that: takes samples or readings from a process shows any variations indicates the range of variability that is built into a system determines whether or not a process is operating consistently. Slide 35: MSACMT280A Undertake root cause analysis

36 Verify a problem solution 1.Track the corrective actions. 2.Conduct a periodic structured review. 3.Identify and analyse a recurrence of the problem. 4.Determine why corrective actions were not effective. 5.Analyse deteriorating conditions. 6.Take appropriate measures to ensure that the improvement solutions remain in place. Slide 36: MSACMT280A Undertake root cause analysis