ABOUT THE TRAINING PROGRAM :-
Root cause analysis (RCA) is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to address, correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is more probable that problem recurrence will be prevented.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance operation and engineering activities.
OBJECTIVE :-
At the end of the training program, participants will be able
- To gain a basic understanding of the problem solving and decision-making process and the applicable quality tools that support this process.
- To develop specific competencies to use the structured approach to problem solving and decision making and the supporting quality tools.
TRAINING PROGRAM COVERAGE :-
- Basic knowledge about RCA program.
- What are the RCA tools ?
- More about Why- Why analysis ?
- Videos and case studies on RCA
Root cause analysis (RCA) is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable event from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.
CAPA (Corrective and Preventive Action) Management : Tonex TrainingBryan Len
CAPA Management training covers the rationale, concepts, tools, techniques, and practices of RCA and Corrective and Preventive Action (CAPA) management in FDA field. Root Cause Analysis (RCA) and Corrective and Preventive Action (CAPA) Management training course teaches you to develop an effective RCA investigation, and develop a corrective and preventive action plan suitable for the identified problems.
Learn About:
CAPA application and implementation
CAPA management
FDA’s requirements for CAPA systems
Importance of CAPA systems
CAPA system main components
CAPA data sources, Methods of data analysis
CAPA data flow charts, CAPA tracking tools
Medical device reporting and tracking
FDA guidance for failure investigations and root cause analyses
FDA’s trending principals, ECI
Non-conformances or deviations
RCA tools and methods, Brainstorming methods
More...
TONEX RCA and CAPA Management Training Format:
The course is fun and dynamic
The training is a combination of theory and practice
The theoretical section is delivered in the form of interactive presentation
The practical section includes exercising with real-world examples, individual/group activities, and hands-on workshops
Audience:
CAPA Management is a 4-day course designed for:
CRAs
Project Managers/CRA Managers
Principal Investigators
Site Research Directors/Managers
Clinical Research Coordinators
QA/QC staff
GMP personnel
All individuals who are involved in investigations in a pharmaceutical, clinical manufacturing, biologics and medical device environment.
Training Objectives:
CAPA Management training course, the attendees are able to:
Describe what RCA and CAPA are
Identify the non-compliance, Define the investigator
Discuss performance management concepts
Know the purpose of Corrective and Preventive Action
Improve their RCA and CAPA executive skills for effective site risk management
Understand the requirements in 21 CFR 820 Quality
System Regulation
Foster prevention actions
More...
Course Outline:
Overview of CAPA
RCA Definition
Non-Conformances or Deviations
Nonconformance Classification
Problem Solving Process
Creative Thinking Approaches
FMEA Application in Clinical Devices
Analysis and Prioritization Techniques
Digging Down for the Root Causes
Gathering Valuable Data for RCA and CAPA
Analyzing Data
Accidents Analysis and Role of Human Error
Role of Management Behaviors in the Success of RCA/CAPA
Implementing Corrective and Preventive Action Plans (CAPA)
Elements of Effective CAPA
Trending Requirements and CAPA
CAPA Regulatory Requirements
TONEX RCA and CAPA Hands-On Workshop Sample
Learn more. Request more information. Visit Tonex training website link below. Ask for anything related to CAPA (Corrective and Preventive Action) Management Training.
CAPA (Corrective and Preventive Action) Management Training
https://www.tonex.com/training-courses/capa-management-training/
Root cause analysis (RCA) is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable event from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.
CAPA (Corrective and Preventive Action) Management : Tonex TrainingBryan Len
CAPA Management training covers the rationale, concepts, tools, techniques, and practices of RCA and Corrective and Preventive Action (CAPA) management in FDA field. Root Cause Analysis (RCA) and Corrective and Preventive Action (CAPA) Management training course teaches you to develop an effective RCA investigation, and develop a corrective and preventive action plan suitable for the identified problems.
Learn About:
CAPA application and implementation
CAPA management
FDA’s requirements for CAPA systems
Importance of CAPA systems
CAPA system main components
CAPA data sources, Methods of data analysis
CAPA data flow charts, CAPA tracking tools
Medical device reporting and tracking
FDA guidance for failure investigations and root cause analyses
FDA’s trending principals, ECI
Non-conformances or deviations
RCA tools and methods, Brainstorming methods
More...
TONEX RCA and CAPA Management Training Format:
The course is fun and dynamic
The training is a combination of theory and practice
The theoretical section is delivered in the form of interactive presentation
The practical section includes exercising with real-world examples, individual/group activities, and hands-on workshops
Audience:
CAPA Management is a 4-day course designed for:
CRAs
Project Managers/CRA Managers
Principal Investigators
Site Research Directors/Managers
Clinical Research Coordinators
QA/QC staff
GMP personnel
All individuals who are involved in investigations in a pharmaceutical, clinical manufacturing, biologics and medical device environment.
Training Objectives:
CAPA Management training course, the attendees are able to:
Describe what RCA and CAPA are
Identify the non-compliance, Define the investigator
Discuss performance management concepts
Know the purpose of Corrective and Preventive Action
Improve their RCA and CAPA executive skills for effective site risk management
Understand the requirements in 21 CFR 820 Quality
System Regulation
Foster prevention actions
More...
Course Outline:
Overview of CAPA
RCA Definition
Non-Conformances or Deviations
Nonconformance Classification
Problem Solving Process
Creative Thinking Approaches
FMEA Application in Clinical Devices
Analysis and Prioritization Techniques
Digging Down for the Root Causes
Gathering Valuable Data for RCA and CAPA
Analyzing Data
Accidents Analysis and Role of Human Error
Role of Management Behaviors in the Success of RCA/CAPA
Implementing Corrective and Preventive Action Plans (CAPA)
Elements of Effective CAPA
Trending Requirements and CAPA
CAPA Regulatory Requirements
TONEX RCA and CAPA Hands-On Workshop Sample
Learn more. Request more information. Visit Tonex training website link below. Ask for anything related to CAPA (Corrective and Preventive Action) Management Training.
CAPA (Corrective and Preventive Action) Management Training
https://www.tonex.com/training-courses/capa-management-training/
CAPA management, corrective and preventive action, Rootcause analysis, RCA, Problem mapping, FMEA, Failure Mode effect and Analysis, Fault Tree analysis, Fishbone : ISHIKAWA, CTQ Tree (Critical to Quality Tree), AFFINITY DIAGRAM, 5 Why’s, Human errors,
Root Cause Analysis - methods and best practiceMedgate Inc.
A critical part of any safety management system comes after incidents occur. Effective incident investigation including root cause analysis can provide many answers for your organization regarding why an incident or event has occurred. Even if your safety department excels at completing investigations and undertaking corrective actions, your SMS will not be effective if you fail to identify root causes quickly and accurately.
Safety teams that make Root Cause Analysis central to their day-to-day activities will significantly improve their ability to better the safety of the workplace and ensure that incidents do no reoccur.
In these slides, Medgate Safety expert Shannon Crinklaw discusses Root Cause Analysis, outlining its potential impact, covering different analysis methodologies and outlining best practices.
To view the accompanying webinar, go to http://bit.ly/X518oY where you will learn:
What type of incidents are most common.
Mistakes that organizations should avoid when carrying out root cause analysis.
Different models of root cause analysis, such as Five Why and Cause-and-Effect diagrams.
The long term benefits of root cause analysis efforts.
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
CAPA management, corrective and preventive action, Rootcause analysis, RCA, Problem mapping, FMEA, Failure Mode effect and Analysis, Fault Tree analysis, Fishbone : ISHIKAWA, CTQ Tree (Critical to Quality Tree), AFFINITY DIAGRAM, 5 Why’s, Human errors,
Root Cause Analysis - methods and best practiceMedgate Inc.
A critical part of any safety management system comes after incidents occur. Effective incident investigation including root cause analysis can provide many answers for your organization regarding why an incident or event has occurred. Even if your safety department excels at completing investigations and undertaking corrective actions, your SMS will not be effective if you fail to identify root causes quickly and accurately.
Safety teams that make Root Cause Analysis central to their day-to-day activities will significantly improve their ability to better the safety of the workplace and ensure that incidents do no reoccur.
In these slides, Medgate Safety expert Shannon Crinklaw discusses Root Cause Analysis, outlining its potential impact, covering different analysis methodologies and outlining best practices.
To view the accompanying webinar, go to http://bit.ly/X518oY where you will learn:
What type of incidents are most common.
Mistakes that organizations should avoid when carrying out root cause analysis.
Different models of root cause analysis, such as Five Why and Cause-and-Effect diagrams.
The long term benefits of root cause analysis efforts.
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
A structured approach to the investigation process should be used with the objective of determining the root cause.
The level of effort, formality, and documentation of the investigation should be commensurate with the level of risk, in line with ICH Q9.
Location and layout of hospital, need of hospital to community,planning,factors and data required in planning,fundamentals and objectives,principles,different stages,equipment planning,icu design and layout,quality quantity and temperature and noise control in hospital,conclusion
n every interview , the interviewer basically ask about six sigma and importance of it, You can search Google and understand the purpose of six sigma , definition of six sigma but you stuck while talking about DMAIC, primarily when interviewer ask in which phase what tool to be used. Here We go to simplify your all questions.
Hanno Jarvet - VSM, Planning and Problem Solving - ConFuDevConFu
Value stream mapping is a Lean technique used to analyse and design the flow of materials and information required to bring a product or service to a consumer. It can be used for nearly any value chain, line of business and group of processes to optimize their results and efficiency.
During the hands on work-shop each participant will have the opportunity to work with their actual business problems and walk away with a clear roadmap on what to improve and why.
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
تتحدث هذه المحاضرة عن تحليل أسباب جذور المشكلة أو
Root Cause Analysis (RCA)
وهي أداة يتم استخدامها بغرض معرفة جذر أو جذور أسباب مشكلة ما ومن ثم وضع الحل المناسب لعدم تكرار حدوث المشكلة
قمت في هذه المحاضرة بتعريف تحليل أسباب جذور المشكلة او ال
Root Cause Analysis (RCA)
والمبادئ التي يقوم عليها وأنه يركز على تقديم حلول جذرية تمنع عودة المشكلة مرة أخرى بدلا عن التركيز على وضع حلول وقتية لأعراض المشاكل
قمت بعد ذلك بتوضيح خطوات تحليل أسباب جذور المشكلة او ال
Root Cause Analysis (RCA)
متطرقا لعدة أدوات تستخدم في تحليل أسباب جذور المشكلة او ال
Root Cause Analysis (RCA).
Ceremonies are the 5% of Agile, so that is the 95%?Renee Troughton
This presentation takes a deep dive into solving systemic waste as a mechanism to forward propel an agile transformation. Sure you can do Scrum ceremonies perfectly, but what is the point unless you tackle removing the waste that made the system so slow in the first place. What is outside of the team's control that needs improvement?
Not having the ability to identify and rapidly respond to an abnormality means risking potential line shutdown, re-work, or maybe even a recall. Learn the steps needed to formalize and implement a proactive abnormality management program - including methods to error-proof your operations.
This slide presentation reviews the Six Sigma DMAIC Fundamentals. It provides a real Case Study on how the process was utilized to develop substantial financial improvements.
ABOUT THE TRAINING PROGRAM :-
Failure Mode and Effects Analysis or FMEA is a structured technique to analyze a process to determine shortcomings and opportunities for improvement. By assessing the severity of a potential failure, the likelihood that the failure will occur, and the chance of detecting the failure, dozens or even hundreds of potential issues can be prioritized for improvement.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
Employees completing this training will be able to effectively participate on an FMEA team and can make immediate contributions to quality and productivity improvement efforts.
ABOUT THE TRAINING PROGRAM :-
Total productive maintenance (TPM) is a Japanese culture to improve machine availability through better utilization of maintenance and production resources. TPM is also a critical adjunct to lean manufacturing.
One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".
Finally TPM will provide practical and transparent ingredients to reach operational excellence.
DESIGNED FOR :-
Managers, Engineers, Supervisor and officers engaged in maintenance, operation, Store, Supply chain, Quality, safety and engineering activities.
OBJECTIVE :-
At the conclusion of the course each delegate will be able to:-
Get their workplace in order ahead of TPM introduction
Determine the Overall Equipment Effectiveness (OEE) of their machinery
Understand how to improve the efficiency of their machinery
Predict where failures are likely to occur
Be able to design and implement a TPM program.
Get the buy-in of their team
TRAINING PROGRAM COVERAGE :-
The Total Productive Maintenance training course covers the following topics:-
Course Objectives & Definitions
Getting your workplace in order -5S
Understanding the basic concepts of TPM - The 8 Key Strategies
What is Overall Equipment Effectiveness (OEE) and how to measure it
Understanding the 6 Big Losses and how to address their root causes
Autonomous Maintenance
Planned Maintenance
Time Based Maintenance
Condition Based Maintenance
Focused improvement or Small group activities
Store and spareparts management
Early Machine Management
Quality Initiatives
Office TPM
Safety & TPM
How to implement TPM
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Improving profitability for small businessBen Wann
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Root Cause Analysis By Deepak
1. RCA
Root Cause Analysis
Excellence in Problem Solving
Prepared and Presented by :-
Mr. Deepak Kumar Sahoo
Prepared By – Mr. Deepak Kumar Sahoo
2. What is RCA ?
Root Cause Analysis is an in-depth process or
technique for identifying the most basic
factor(s) underlying a variation in
performance (problem).
Focus is on systems and processes
Focus is not on individuals
Prepared By – Mr. Deepak Kumar Sahoo
3. Types of RCA
• Safety-based RCA
Investigating accident , occupational safety and health.
Root causes:- unidentified risks, or inadequate safety engineering, missing safety
barriers.
• Production-based RCA
Quality control for industrial manufacturing.
Root causes:- non-conformance like, malfunctioning steps in production line.
• Process-based RCA
Extension of Production-based RCA.
Includes business processes also.
Root causes:- Individual process failures
• Systems-based RCA
Hybrid of the previous types
New concepts includes:- change management, systems thinking, and risk
management.
Root causes:- organizational culture and strategic management
Prepared By – Mr. Deepak Kumar Sahoo
4. Whether we know the Cause?
Solution Not Known
Brain Storm / Seek Root Cause Analysis
Expert Help
Solution Known
Task Force Trial & Error
Root Cause Analysis
Cause Known Cause Not Known
Prepared By – Mr. Deepak Kumar Sahoo
5. RCA Benefits :-
By eliminating the root cause…
You save time and money!
• Problems are not repeated
• Reduce rework, retest, re-inspect, poor quality costs, etc…
• Problems are prevented in other areas
• Communication improves between groups and Process
cycle times improve (no rework loops)
• Secure long term company performance and profits
Prepared By – Mr. Deepak Kumar Sahoo
6. When we need RCA
IMPACT
5 WHY’s Cause Mapping
OBSERVATION MINOR MAJOR
FREQUENCY
Prepared By – Mr. Deepak Kumar Sahoo
7. RCA Process
A standard process of RCA is as follows:
Identifying a problem
Containing and analyzing the problem
Defining the root cause
Defining and implementing the actions required to eliminate
the root cause
Validating that the corrective action prevented recurrence of
problem
Prepared By – Mr. Deepak Kumar Sahoo
8. RCA Process
1
Identify
8 Problem 2
Validate Identify
Team
Problem
Follow Immediate
Up Plan Solving Action
7
Process
3
Complete Root
Plan Cause
Action
6 Plan 4
5
Prepared By – Mr. Deepak Kumar Sahoo
9. RCA Process : Step - 1
Identify the Problem
• Clearly state the problem the team is to solve
– Teams should refer back to problem statement to avoid getting off track
• Use 5W2H approach
– Who? What? Why? When? Where? How? How Many?
5W2H
Who? Individuals/customers associated with problem
What? The problem statement or definition
When? Date and time problem was identified
Where? Location of complaints (area, facilities, customers)
Why? Any previously known explanations
How? How did the problem happen (root cause) and how will the problem be
corrected (corrective action)?
How Many? Size and frequency of problem
It’s the most
important step.
Prepared By – Mr. Deepak Kumar Sahoo
10. RCA Process : Step - 2
Identify Team
When a problem cannot be solved quickly by an individual,
use a team!
Should consist of domain knowledge experts
Small group of people (4-10) with process and product
knowledge, available time and authority to correct the
problem
Must be empowered to “change the rules”
Should have a designated Team leader.
Membership in team is always changing!
Prepared By – Mr. Deepak Kumar Sahoo
11. RCA Process : Step – 2 (Continue..)
Key Ideas for Team Success
Define roles and responsibilities
Identify external customer needs
Identify internal customer needs
Appropriate levels of organization present
Clearly defined objectives and outputs
Solicit input from everyone!
Good meeting location - Near work area for easy access to information.
Roles and Responsibilities
Team Leader: Mentor, guide and direct teams, advocate to upper management
Leader: day-to-day authority, calls meetings, facilitation of team, reports to TL.
Record Keeper: Writes and publishes minutes
Participants: Respect all ideas, keep an open mind, know their role within team
Prepared By – Mr. Deepak Kumar Sahoo
12. RCA Process : Step – 3
Immediate Action
Must isolate effects of problem from customer
Only temporary until corrective action is implemented
Must also verify that immediate action is effective
Verify Immediate Action
Immediate action = activity implemented to screen, detect and/or contain
the problem.
Must verify that immediate action was effective
Run Pilot Tests
Make sure another problem does not arise from the temporary solutions
Ensure effective screens and detections are in place to prevent further impact
to customer until permanent solution is implemented.
Prepared By – Mr. Deepak Kumar Sahoo
13. RCA Process : Step – 4
Finding Root Cause
• Brainstorm possible causes of problem with team
• Organize causes with Cause and Effect Diagram
• Use 5 Why? method to further define the root cause of
symptoms
– May involve additional research/analysis/investigation to get
to each “Why?”
• Must identify the process that caused the problem
– if root cause is company-wide, elevate these process issues
(outside of team control) to upper management to address
Prepared By – Mr. Deepak Kumar Sahoo
14. RCA Process : Step – 4 RCA Tools.
Most commonly use :-
– The “5 Whys”
– Brainstorming
– Fish bone Analysis or Ishikawa Diagram
– Cause Mapping or Cause and Effect Analysis
– FMEA or FMECA
Other RCA tools :-
Process Maps Run Chart Risk Tree Diagrams
Barrier Analysis Change Analysis Histograms
Pareto Charts Affinity Diagrams Interrelationship
pie chat Control Plans Diagram
Tree Diagrams Scatter Diagram Force Field Analysis
Benchmarking Event and Causal Flowcharts
Factor Analysis MORT Analysis
Prepared By – Mr. Deepak Kumar Sahoo
15. Why-Why Analysis.
Problem - Flat Tire
Why? Nails on garage floor
Why? Box of nails on shelf split open
Why? Box got wet
Why? Rain thru hole in garage roof
Why? Roof shingles are missing
Prepared By – Mr. Deepak Kumar Sahoo
16. TIPS for Why-Why Analysis.
It should be done within 24 hours of problem
occurrence
Person who was present when the problem occurred
should be part of why-why analysis
Why-Why analysis should be done at the location
where the problem has occurred
Stop when the answers become less important.
Stop when the root cause condition is isolated.
Ask “Why?” 5 times can extend maximum 7 times. If
you will not find the possible solution then use Other
RCA tools.
Prepared By – Mr. Deepak Kumar Sahoo
17. Why-Why Analysis Examples
Why
• RAVANA KILLED
Why
• He Kidnapped SITA
Why
• She was in the Forest
• Her Father in law King Dhasaratha Promised to one
Why of his wife Kaikeyee
• One day King Dhasaratha Roaming with his chariot Vehicle it
wheel lock pin was damaged and Kaikeyee was put her finger in
Why
to the Pin hole and saved King Dhasaratha
Why
• The chariot vehicle wheel lock pin was damaged.
Prepared By – Mr. Deepak Kumar Sahoo
18. Why-Why Analysis Examples
Why
• The chariot vehicle wheel lock pin was damaged
Why
• Poor maintenance
Root
Why
• No PPM & no FMEA carried out.
Cause
• Think …..
• Because EMCO was not there on that time
If EMCO was at that time and King Dhasaratha gave
maintenance contracts to EMCO History might Change.
Ravana life also might be saved.
Prepared By – Mr. Deepak Kumar Sahoo
19. More about Cause-Effect Diagram :
Materials Methods
Environment Effect
Machine Man
NOTE: Causes are not limited to the 5 listed categories, but serve as a starting point
Steps used to create a Cause-Effect Diagram:
Define the issue or problem clearly
Decide on the root causes of the observed issue or problem
Brainstorm each of the cause categories
Write ideas on the cause-effect diagram.
Prepared By – Mr. Deepak Kumar Sahoo
20. Fish Bone Analysis
Materials Methods
Incorrect Quantity Late Dispatch
Spillage
Incorrect BOL Shipping Delay
Wrong Destination
Traffic Delays
Shipping
Environment
Wrong Equipment
Problems
Weather Driver
Dispatcher
Breakdown Dirty Equipment Wrong Directions
Attitude
Machine Man
Prepared By – Mr. Deepak Kumar Sahoo
21. RCA Process : Step – 5
Corrective Action Plan
• Must verify the solution will eliminate the problem
– Verification before implementation whenever possible
• Define exactly…
– What actions will be taken to eliminate the problem?
– Who is responsible?
– When will it be completed?
• Make certain customer is happy with actions
• Define how the effectiveness of the corrective action will be measured.
Verification vs. Validation
Verification
– Assures that at a point in time, the action taken will actually do what is intended without
causing another problem
Validation
– Provides measurable evidence over time that the action taken worked properly, and
problem has not recurred
Prepared By – Mr. Deepak Kumar Sahoo
22. Types of Corrective action.
3 types of Corrective Action:
• Immediate action
– The action taken to quickly fix the impact of the problem so the
“customer” is not further impacted
• Permanent root cause corrective action
– The action taken to eliminate the error on the affected process or product
• Preventive (Systemic) root cause corrective action
– The action taken to Prevent the error from recurring on any process or
product
Prepared By – Mr. Deepak Kumar Sahoo
23. Corrective Action Examples
Immediate (step #3)
All current batch of paperwork re-inspected by
another worker for same type of problem
Permanent (step #5)
Form changed to mandate completion of certain fields
Preventive (step #5)
Similar forms with same fields used all over in
company are changed to “mandatory”
Prepared By – Mr. Deepak Kumar Sahoo
24. RCA Process : Step – 6
Complete Action Plan
Make certain all actions that are defined are completed as
planned
If one task is still open, verification and validation is pushed
back
If the plan is compromised, most likely the solution will not be
as effective
Prepared By – Mr. Deepak Kumar Sahoo
25. RCA Process : Step – 7
Follow Up Plan
What actions will be completed in the future to ensure that the
root cause has been eliminated by this corrective action?
Who will look at what data?
How long after the action plan will this be done?
What criteria in the data results will determine that the problem
has not recurred?
Prepared By – Mr. Deepak Kumar Sahoo
26. RCA Process : Step – 8
Validate and Celebrate
• What were the results of the follow up?
• If problem did reoccur, go back to Step #4 and re-evaluate root
cause, then re-evaluate corrective action in Step #5
• If problem did not reoccur, celebrate team success!
• Document savings to publicize team effort, obtain customer
satisfaction and continued management support of teams
Prepared By – Mr. Deepak Kumar Sahoo
27. RCA Example - 1
Identify Problem
A manager walks past the assembly line and notices a puddle of
water on the floor. Knowing that the water is a safety hazard,
she asks the supervisor to have someone get a mop and clean up
the puddle. The manager is proud of herself for “fixing” a
potential safety problem.
Immediate Action
Knowing that the water is a safety hazard, the manager asks the
supervisor to have someone get a mop and clean up the puddle.
But What is the Root Cause?
The supervisor looks for a root cause by asking 'why?’
Prepared By – Mr. Deepak Kumar Sahoo
28. RCA Example – 1
WHY Puddle of water on the floor
WHY Leak in overhead pipe
WHY Water pressure is set too high
WHY Water pressure valve is faulty
Root Cause Valve not in PPM program
Prepared By – Mr. Deepak Kumar Sahoo
29. RCA Example – 1
Corrective Action
Permanent – Water pressure valves placed in
preventative maintenance program.
Preventive - Developed checklist form to ensure new
equipment is reviewed for possible inclusion in
preventative maintenance program.
Prepared By – Mr. Deepak Kumar Sahoo
30. RCA Example – 2
Identify Problem
Customers are unhappy because they are being shipped
products that don't meet their specifications.
Immediate Action
Inspect all finished and in-process product to ensure it
meets customer specifications.
Find out the root cause
Prepared By – Mr. Deepak Kumar Sahoo
31. RCA Example – 2
WHY Product doesn’t meet specifications
Manufacturing specification is different from what customer and sales
WHY person agreed.
Sales person tries to expedite work by calling head of manufacturing
WHY directly.
Manufacturing schedule is not available for sales person to provide
WHY realistic delivery date.
Confidence in manufacturing schedule is not high enough to
WHY release/link with order system
WHY Parts sometimes not available thereby creating schedule changes
WHY Expediting and priority changes consume parts not planned for
Manufacturing schedule does not reflect realistic assembly and test
WHY time.
Root Cause No ongoing review of manufacturing standards.
Prepared By – Mr. Deepak Kumar Sahoo
32. RCA Example – 2
Corrective Action
• Permanent – Manufacturing standards reviewed and
updated.
• Preventive - Regular ongoing review of actuals vs
standards is implemented.
Prepared By – Mr. Deepak Kumar Sahoo
33. RCA Example – 3
Identify Problem
Part polarity reversed on circuit board
Immediate Action
Additional inspection added after this assembly
process step to check for reversed part defects.
Last 10 lots of printed circuit boards were re-inspected
to check for similar errors.
Prepared By – Mr. Deepak Kumar Sahoo
34. RCA Example – 3
WHY Part reversed.
WHY Worker not sure of correct part orientation.
WHY Part is not marked properly.
WHY Engineering ordered it that way from vendor
Process didn’t account for possible
Root Cause
manufacturing issues
Prepared By – Mr. Deepak Kumar Sahoo
35. RCA Example – 3
Corrective Action:-
• Permanent – Changed part to one that can only be
placed in correct direction (Mistake proofed). Found
other products with similar problem and made same
changes.
• Preventive - Required that any new parts selected
must have orientation marks on them.
Prepared By – Mr. Deepak Kumar Sahoo
36. RCA Example – 4
Identify Problem
Department didn’t complete their project on time.
Immediate Action
Additional resources applied to help get the project
team back on schedule
No new projects started until Root Cause Analysis
completed
Now we will find the root cause
Prepared By – Mr. Deepak Kumar Sahoo
37. RCA Example – 4
WHY Didn’t complete project on time
Method Man
Lack of worker
knowledge
Poor project Lack of resources
management
skills
Didn’t complete
project on time
Inadequate
computer
programs Inadequate
computer system
Materials Machine
Prepared By – Mr. Deepak Kumar Sahoo
38. RCA Example – 4
WHY Didn’t complete project on time
WHY Resources unavailable when needed.
WHY Took too long to hire Project Manager
Lack of specifics given to
WHY Human Resources Department.
Root Cause No formal process for submitting job opening
Prepared By – Mr. Deepak Kumar Sahoo
39. RCA Example – 4
Corrective Action
Permanent – Hired another worker to meet needs of
next project team
Preventive - Developed checklist form with HR for
submitting job openings in the future.
Prepared By – Mr. Deepak Kumar Sahoo
40. More on Why-Why analysis ?
Why People turnover is high in EMCO?
Why work load is more in QF?
Why PPM in QF is not so effective ?
Why Rajnikant is to too famous?
Why CM has reduced in QF from EMCO side ?
Prepared By – Mr. Deepak Kumar Sahoo
41. Why-Why Analysis (multiple cause Examples)
Employee turnover rate has been
increasing
Why? Why? Why? Why? Why?
Employees Employees Employees Other Demand for
are leaving are not feel that they employers such
for other jobs satisfied are are paying employees
underpaid higher has increased
salaries in the market
Prepared By – Mr. Deepak Kumar Sahoo
42. Thank you !!!
Connect With Me @
Mobile :- +974 – 3370 8982
Email :- dksahoo2@gmail.com
LinkedIn :- www.linkedin.com/in/dksahoo
Facebook :- www.facebook.com/dksahoo2
Twitter :- www.twitter.com/defydeepak
Slideshare :- www.slideshare.net/dksahoo2
Prepared By – Mr. Deepak Kumar Sahoo