Safetybusiness not pai

  • 239 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
239
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
12
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Root Cause Analysis
  • 2. Root Cause Analysis
    • “ Problem, a question proposed for solution”.
    • “ A problem is a state of difficulty that needs to be resolved”.
    • Beneath every problem lies a cause for that problem. Therefore, when trying
    • To solve a problem, consider this approach:
    • Identify the cause (or causes) of the problem.
    • Find ways to eliminate these causes and prevent them from recurring.
  • 3. Root Cause Analysis
    • Definition: Root Cause Analysis is a structured investigation that
    • aims to identify the true cause of a problem, and the
    • actions necessary to eliminate it.
    • Purpose: To identify the problem and using robust methods of
    • investigations, find the true cause or causes of the
    • problem. Once the true cause has been identified,
    • corrective action can then be applied.
    • Scope: All applications.
    • Process: Identify the cross functional team.
    • Identify the problem.
    • Investigate the best cause analysis to be used.
    • Select the tools for the analysis.
    • Conclusion of the analysis.
  • 4. Process:
    • Identify the cross functional team:
    • One person cannot identify all the possible causes of a problem.
    • Select those people directly involved in the application, set up and design.
    • Select those people who will participate in the investigation and give valid input.
    • Designate a responsible leader for the team to report status and timing.
    • Facilitate the team's needs when needed.
  • 5. Process:
    • Identify the problem.
    • Eliminate all possibilities.
    • Gather all facts to the problem to include time, dates, data, inventories, etc.
    • Document the problem and the related facts on a chart that can be used in the cause analysis.
  • 6. Process:
    • After identifying the problem, select the best method or analysis to use.
    • There are many methods of analysis but all may not apply to a certain cause.
    • Pareto analysis is good for multiple characteristic causes.
    • Brainstorming analysis can be used to determine multiple problems in a system or environment causing the one ultimate cause.
    • Histograms can be used for evaluating data in a time frame.
    • These are just a few examples of the different analysis to be used in investigations and evaluations.
  • 7. Examples of analysis: Pareto
    • 60%
    • 50%
    • 40%
    • 30%
    • 20%
    • DIRT SPLITS HOLES
  • 8. Examples of analysis: Brainstorm
    • Manpower Methods
    • Sort Failure
    • Transportation Environment
  • 9. Examples of analysis: Histogram
    • Parts per
    • Hour
    • 350
    • 300
    • 250
    • 200
    • 150
    • 100
    • Hours
    • 1 2 3 4 5 6 7 8 Worked
  • 10. Process:
    • Select the right tools.
    • Define the investigation.
    • Know your evaluation method.
    • Determine the course of the study and stick with it.
    • Apply the information from the team to the tools used for the best evaluation.
    • Use more than one tool if necessary to get most information.
  • 11. Process:
    • Conclusion from the analysis.
    • Don’t be satisfied until the evaluation is complete.
    • The final cause is clear.
    • Be able to define and defend your analysis. Documentation is everything.
    • The analysis should lead or point to a direct path for resolution.
  • 12.
    • Contact Information:
    • Dick Glidden
    • 317-716-4444
    • [email_address]