This course will enable participants to understand root cause analysis as a procedure for ascertaining and analyzing the causes of problems in an effort to determine what can be done to solve or prevent them.
Prerequisites
NA
Course topics
DAY 1:
TYPICAL PROBLEMS WITH RCA
Why most problem solving models don’t get to the root cause, and a solution
How analytical and creative thinking must be both separated and integrated
Difference between content and process thinking
STEP 1 – PROBLEM DEFINITION
How to ensure that the right problem is being worked on
Tools and filters for priority setting
Developing a clear and sufficient problem statement (includes practice)
STEP 2 – UNDERSTANDING THE PROCESS
How every problem is a process failure
How a SIPOC diagram can set boundaries and define interrelationships
Using flowcharts to drill down into the right part of the process (includes practice)
STEP 3 – IDENTIFYING POSSIBLE CAUSES
Five ways to identify possible causes
Three options for selecting or eliminating causes
Logic trees as a cause and effect diagram on steroids (includes practice)
DAY 2:
STEP 4 – DATA COLLECTION
Population versus sampling; options for sampling
Check sheets, graphs, and tables for discrete data collection
Surveys, interviews, and field observation for opinions or less precise data
STEP 5 – DATA ANALYSIS
Tools for discrete data analysis (run charts, histograms, pareto diagram, modified scatter diagram, pivot tables)
Tools for softer type data (affinity diagram, relationship digraph)
Integrative data analysis tools
CONSULTING CASE STUDY PRACTICE
Participants role play consulting with instructor on a problem
Review of key learning points
INCIDENTS/EVENTS AND HUMAN ERROR
How incident/accident analysis differs
Causes of and solutions for human error
CASE STUDY PRACTICE
Practice on a project relevant to participants’ organization
FACILITATION SKILLS
Process facilitation versus content expert
Facilitation roles and intervention choices
DAY 3:
CASE STUDY PRACTICE – Practice on an integrative problem
THE REST OF THE PROBLEM SOLVING PROCESS
Identifying and selecting solutions
The importance of organizational change management issues
Some models for understanding resistance and planning change
