The Ultimate Guide to Root Cause Analysis: Identifying and Resolving Hidden Issues

Are recurring problems in your manufacturing processes causing frustration?

Are you sick of seeing the fixes not yielding permanent solutions and the same issues surfacing repeatedly?

If that is the state of affairs, it’s time to perform Root Cause Analysis (RCA) with the convenience of digital solutions.

RCA is a powerful method that can aid in identifying the core reasons behind repetitive problems, laying a solid foundation for finding long-term solutions to troubling issues.

In this post, let’s explore the essentials of RCA, why it’s indispensable for improving operational efficiency, and discuss action items to help you spot and fix hidden issues.

Key Takeaways

• Root Cause Analysis (RCA) identifies the root causes of problems, not mere symptoms.
• It boosts efficiency and productivity by wiping out recurring issues.
• Effective RCA solutions and techniques streamline the operations yielding long-term benefits.

What is Root Cause Analysis?

Root Cause Analysis (RCA) is a structured approach to discover the fundamental cause of a problem, rather than addressing just its symptoms. 

While admitting RCA is often a reactive process(conducted after an issue has occurred), it quickly turns proactive by helping predict and check future issues once the underlying cause is identified.

In the context of RCA, we cannot restrict the term root to pinpoint a single cause as the reality can be more complex. 

Some issues may be associated with multiple causes, such as human errors, equipment malfunctions, or deficient processes. 

Conduct RCA at periodical intervals as per the business requirement to identify and arrest all contributing factors. 

Let us consider an example. A large automotive plant becomes conscious of an increasing number of engine failures in a particular model of its group of vehicles.

As a proactive approach to end this issue and prevent the likelihood of such issues repeating in the future, the automotive manufacturer performs an RCA. 

After performing an RCA, they learn that the engine oil filters being used are of substandard quality, causing blockages in the engine oil passage. 

To prevent the engine clogging they replaced the oil filters with higher-quality versions. 

The replacement brought down the count of engine failures but still, the manufacturer witnessed failures. 

Hence the automotive manufacturer carried out a second RCA that uncovered the fact that the engine issue was not confined to oil filters. 

A few engines were also being affected by faulty oil pumps. 

Only after the replacement of both the components(oil filter & pump) did the reliability of engines improve significantly.

Why is RCA Important?

Root Cause Analysis provides several benefits to organizations across any industry vertical. 

– Improved Efficiency: Finding the root cause(s) of an issue helps arrive at informed decisions on reducing downtime and improves overall productivity.

– Cost Savings: By fixing concealed issues, organizations can save money on repeated repairs that would rob production time and increase service costs.

– Enhanced Quality: Ensuring processes function normally as expected results in higher-quality products and fewer defects.

Types of Root Causes

Root causes fit into three main types:

1. Physical Causes

These result from the failure of physical components, that are commonly mechanical or material-related. 

Examples:

• Malfunctions due to damaged machine parts.
• Material issues such as improperly sized components.
• Software crashes due to server-side issues

2. Human Causes

These result from human errors which in turn lead to physical failures. 

Examples:

• A worker improperly assembling a machine out of ignorance.
• Miscommunication between team members that translates to operational mistakes.
• A software bug introduced by a developer during the coding phase of a system software.

3. Organizational Causes

These relate to intra-organizational issues, such as poor processes, mismanagement, or scarcity of resources.

Examples:

• Managers giving instructions to the workforce that lack clarity or logic.
• Lack of proper training programs for employees.
• Shortage of resources or tools required to complete tasks.

How to Conduct Root Cause Analysis

1. Problem Definition

Start with a clear and concise definition of the issue. Use data and metrics for sufficient detail and understand its full scope. A well-documented problem statement will help guide your analysis and make a great start toward finding potential solutions.

Example:

 If production halts frequently on your assembly line, document the frequency of occurrence, the circumstances, and any observed patterns.

Key questions to ask:

• How would you articulate the problem?
• What exactly do you see happening?
• What are the symptoms observed?

2. Gather Data

The next step is to collect relevant data offering insights into the problem. This might include production logs, machine service invoices, and feedback from machine operators and other employees.

Example:

For machine failures, collect authentic data on the machine’s age, maintenance records, operating conditions, modes, and the persons responsible for its operation and maintenance. This data will guide the investigation.

3. Use the 5 Whys Technique

The 5 Whys Technique involves repeatedly asking “why” until you arrive at the root cause. This method digs into each layer of a problem to uncover its source.

Example:

• Why did the assembly line stop? → Because a motor malfunctioned.
• Why did the motor malfunction? → Because of overheating.
• Why did it overheat? → Because the cooling fan didn’t work.
• Why did the fan stop? → Because it wasn’t replaced during a recent maintenance check.
• Why wasn’t it replaced during the maintenance check? → Because the replacement part wasn’t available in the inventory.

Usually, five “whys” are sufficient to pinpoint the root cause, but more questionnaires may be required depending on the case complexity.

4. Create a Fishbone Diagram

A Fishbone Diagram (or Ishikawa Diagram) visually organizes possible causes into categories, serving to pinpoint the root cause more efficiently.

Here are the categories typical for manufacturing:

• Manpower (people)
• Machines (equipment)
• Methods (processes)
• Materials (inputs)
• Measurement (data)
• Environment (external factors)

By visually mapping out the potential causes, teams can think intensively and categorize ideas for a better understanding of the problem from various perspectives. 

5. Identify and Analyze Possible Causes

Pareto Analysis

Once you’ve got the list of potential causes, prioritize them using tools like Pareto Analysis, which advocates that 80% of the issues originate from 20% of the causes.

Apply FMEA (Failure Modes and Effects Analysis)

Failure Modes and Effects Analysis (FMEA) is a method used to proactively identify potential failure points in a process, product, or system and evaluate the severity, probability of occurrence, and detectability of these failures.

To conduct FMEA:

1. Set up a Cross-Functional Team: Assemble a diverse group of people from different areas of expertise.
2. Identify Potential Failure Modes: Identify where and how a product, process, or subsystem could fail.
3. Set Risk Priority Numbers (RPN): Assess the failure modes based on their severity, likelihood of occurrence, and detection ability. 

Calculate the RPN using this formula:

RPN = Severity ❌ Occurrence ❌ Detection

Address High-Risk Failures: Prioritize high-RPN items for corrective action.

Benefits of FMEA:

• Predict potential failure points early.
• Leverage collective team knowledge for thorough analysis.
• Reinforces the reliability and quality of solutions.
• Documents risks and steps for reducing the severity of failures for future reference.

When to Use FMEA:

• During the design phase of new products or processes (DFMEA).
• When implementing quality improvement plans at any stage of the product life cycle.

6. Develop an Action Plan

Once the root cause for failures is identified, create a detailed action plan to address it. This plan may involve process re-design or revamp, additional employee training, or equipment upgrades. Associate a timeline for each action item. 

7. Implement Solutions

With a feasible and realistic plan in place, implement the necessary solutions. Ensure all team members are aligned with their roles and responsibilities, and hire required resources in case of shortage.

8. Monitor and Review

Post-implementation of the solution, monitor the situation to ensure the complete resolution of the issue(s). This is an essential step to ensure the problem doesn’t rear its ugly head again. If necessary, make further adjustments based on the actual results.

Technologies to Enhance RCA

Using technology can significantly enhance your RCA process.

• Maintenance Management Systems (CMMS): Software like CMMS helps track equipment performance and manage preventive maintenance schedules.
• Low-code solutions:  It helps you customize and accelerate the software development and obtain it within a few weeks. It is cost-effective too!

Conclusion

Root Cause Analysis is essential for identifying hidden issues in your processes. By systematically exposing multiple genuine causes of problems, you can implement long-lasting solutions that enhance efficiency, product quality, and overall operational performance.

Ready to transform your operations? Start implementing these RCA techniques today and watch your productivity soar!

FAQs

What is the difference between root cause and symptoms?

Root causes are the fundamental reasons for problems, while symptoms are the visible effects.

How long does RCA take?

The duration varies based on the complexity of the problem, but a thorough analysis is crucial for effective solutions.