1. GETTING TO ROOT CAUSE / COUNTERMEASURES
Getting Back On Track

2. PROBLEMS ARE INEVITABLE
WHEN WE GET OFF TRACK WE MUST…
Quantify gap between actual and expected performance
Identify cause of gap / miss
Determine how to get back on track as quickly as possible
DO THIS WITH COUNTERMEASURES

3. ARE: ARE NOT: COUNTERMEASURES… Highly focused Implemented quickly
Aggressive
Data driven
Sustainable
Broad
Drawn out
Passive
Based on opinion
Unsustainable
NOT AN ACTION PLAN ALTHOUGH MAY IMPROVE THE ACTION PLAN!

4. LEARNING FROM OUR MISSES
GOOD COUNTERMEASURE PREPARATION WILL RESULT IN:
Productive self-criticism
More robust systems
Closer customer contact
Higher level understanding of marketplace
Quote is from Spanish philosopher and poet George Santayana
“. . . THOSE WHO CANNOT REMEMBER THE PAST ARE CONDEMNED TO REPEAT IT . . .”

5. COMMON COUNTERMEASURE MISTAKES
Mistaking correlation with causation
Spending time on "smaller" issues instead of those causing majority of problem
Allowing too much time for corrective action
Focusing on the "what" or "who" instead of the “why”
No linkage between countermeasure and data

6. COUNTERMEASURE FUNDAMENTALS
COUNTERMEASURE TOOLS
Root cause
Pareto analysis / Stratification
5 why analysis

7. ROOT CAUSE

8. ROOT CAUSE EXAMPLE
Symptom of the problem. “The Weed” Above the surface (obvious)
The Underlying Causes “The Root” Below the surface (not obvious)
The example of pulling a weed is used to explain – eliminating the “root” cause. Until the roots of the weed are removed the weed will keep coming back.
The word root, in root cause analysis, refers to the underlying cause, not the one cause.

9. PARETO ANALYSIS

10. WHAT IS THE PARETO PRINCIPLE ?
Also known as the 80/20 Rule, it states most of the effects (80%) come from few of the causes (20%)
A ranked comparison using a bar chart to identify and focus on the vital few
PARETO PRINCIPLE EXAMPLES
Top 15% of customers account for 68% of total revenue
Top 5 accounts produce 75% of total sales
Of 12 unique services, 3 account for 82% of customer complaints
Pareto Principle is named after Italian economist Vilfredo Pareto, who observed in 1906 that 80% of the land in Italy was owned by 20% of the population.

11. LIMIT TASKS TO THE MOST IMPORTANT
PARETO PRINCIPLE
LIMIT TASKS TO THE MOST IMPORTANT
Efficient vs. effective
Separate and focus on the critical few – find the break point (at least 60%)
DON’T CONFUSE ACTIVITY WITH RESULTS.

12. PARETO PRINCIPLE PITFALLS
PROBLEM: DATA SHOWS NO CLEAR DISTINCTION BETWEEN CATEGORIES
SOLUTION: CHOOSE A DIFFERENT BREAKDOWN OF CATEGORIZING
Try stratification
By cost accounts
By products or services
By observable symptoms
By reasons
By location of the problems
Point out the potential problem mentioned in the Pitfalls section is simply an empirical rule of thumb indicating the need for further analysis.
However, even when an initial Pareto analysis is successful in separating the vital few from the trivial others, there may be some benefit in stratifying the data further to do a number of Pareto analyses.

13. CASCADING STRATIFICATION
Frequency
500 total defects – 450 on the Alpha product line
450 25 25
Pareto A
Now stratify the 450 Alpha defects by location – 400 are on the upper left side
Product Line
400 17 17 16
Pareto B
Location
Stratification tools can be used in an iterative fashion in order to cascade deeper into a process.
The example above shows how this is done with Pareto Charts.
Emphasize to the students cascading is a SUBSET of the higher level pareto chart. In the example shown – Pareto B is cascading the BLUE CATEGORY of Product Line into location. Pareto C is cascading the BLUE CATEGORY of Location into Operator.
350
Pareto C
Now stratify the 400 Alpha defects on the upper left side – 350 from operators with less than 3 months experience 50
Operator

14. 5 WHY ANALYSIS

15. 5 WHY ANALYSIS
Series of questions developed by Toyota Motor Corporation
Begin the process on a single primary issue (start with connection to last Pareto analysis)
Ask “Why?” sequentially about the same problem (NOT 5 different “Why’s”)
Asking “why?” five times will enable the root cause and solution to become clear
The 5 Whys is a question-asking technique used to explore the cause and effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a defect or problem. The shovels shown in the picture are illustrative of the 5 Whys – it is very rare to get to the root at the surface (less than 5 Whys).
History
The technique was originally developed by Sakichi Toyoda and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. It is a critical component of problem-solving training, delivered as part of the induction into the Toyota Production System. The architect of the Toyota Production System, Taiichi Ohno, described the 5 Whys method 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."
Techniques
There are two primary techniques used to perform 5 Whys: the fishbone (or Ishikawa) diagram and a tabular format. These tools allow for analysis to be branched in order to provide multiple root causes.

16. COUNTERMEASURE PROCESS FLOW
Identify the “Miss”
Bowling Chart
Countermeasure Step-By-Step
Actual vs Planned
Pareto Analysis
Locate the Critical Few
What is the most problematic area?
Uncover the Root Cause
Use the “5 Why process to drill down on the item(s)
Uncovered in your Pareto analysis.
Corrective Action
What, Who, When, How Much
Address the miss and get back to Plan as quickly as possible.

17. RCCM Form Identify the “Miss” Locate the Critical Few
Uncover the Root Cause
Corrective Action

18. GROUP EXERCISE

19. GROUP EXERCISE
IDENTIFY A “MISSED” TARGET IN YOUR AREA OF RESPONSIBILITY
Sales quota
Deadline
Shipment, etc.
DEVELOP COUNTERMEASURE USING THE 4-STEP PROCESS
Bowling chart
Pareto (with stratification)
5 Why
Corrective action (verify it solves the 5 Why)