1. Root Cause Analysis Course
Introduction
This course is designed to give you an overview of Root Cause Analysis and how it can improve company performance.
This class is best taught using your company’s specific examples, allowing for interaction among the students
Feel free to modify and change this course any way you like. Simply click
View  Master  Master Slide
to edit the master slide so that all slides show your company logo and name. You may also teach it exactly as it is. We recommend about 4 hours to teach the course.
This course is intended to teach an individual or group with no prior knowledge of root cause analysis, as well as provide the knowledgeable individual an excellent review of the concepts. We recommend that someone with prior experience and training with root cause analysis teach the course. If not being used as a course, valuable information can still be obtained by following through the presentation.
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2. 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

3. 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

4. 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

5. Root Cause Root Cause Part reversed
Worker not sure of correct part orientation
Part is not marked properly
The team determines that the engineering process does not adequately account for manufacturing issues during the selection or specification process. Notice that they did not put the blame on the individual engineer.
Engineering ordered it that way from vendor
Root Cause
Process didn’t account for possible manufacturing issues

6. 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 decides, based on experience and the available data, to focus on the “lack of resources” as the major reason for the delay.
Inadequate computer programs
Poor documentation
Inadequate computer system
Materials
Equipment

7. Business Performance Improvement http://www.biz-pi.com
Additional Resources
Business Performance Improvement
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