- Root cause analysis (RCA) seeks to identify the underlying cause of a problem by tracing actions back through their effects. This helps determine what happened, why, and how to reduce future recurrence.
- Key techniques for RCA include the five whys analysis, fishbone diagram, Pareto chart, and failure mode and effects analysis (FMEA). These help structure the analysis and identify multiple contributing causes.
- Proper RCA requires focusing on systems and processes, not just symptoms, to fully address the root causes and prevent problems from recurring.
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
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy StepsBryan Len
What is Fishbone Diagram ?
Fishbone Diagram, an interesting name. It looks like a fish. Fishbone Diagram is one of the best techniques used in root cause analysis.
The diagram is named after Dr. Kaoru Ishikawa, University of Tokyo in 1943, who first developed and used fishbone diagram. That’s why, Fishbone diagram got another name as “Ishikawa”.
How is Fishbone Diagram Used ?
The great benefit of the fishbone diagram is its broad application. It can be applied to identify the causes of almost any problems like mechanical failures of a product, or designing to psychological issues.
Advantages of Fishbone Diagram:
Advantages of Fishbone method are,
Straightly easy to learn and apply
Good way to focus a brainstorming session
Effective learning method to the whole team.
Focuses discussion on the target issue
Encourages “system thinking” via visual connections
Puts further assessments and corrective actions in order
How to Develop Fishbone Diagram?
There are miscellaneous ways to develop a fishbone diagram and conduct it.
One way is to put the categories of possible causes on the “bones” of the fish, each line representing one category, such as:
Man (personnel)
Machine
Methods
Materials
Measurements
Mother Nature (environment)
Who Should Take Fishbone Diagram Course ?
Audience,
Tonex Training offers 2-days course and designed for all the individuals who want to learn and apply simple problem analysis tools. This hands-on seminar is ideal for the people like,
Senior executives, strategic leaders
Managers, quality managers
Product managers, manufacturing managers
R&D managers.
Learning Opportunities :
Learn about,
Concept of fishbone diagram
Learn when to use a cause & effect diagram
Creating effective fishbone diagram.
Fishbone diagram benefits in root cause analysis
Various approaches for fishbone diagram building.
Course Topics :
Fishbone Diagram Training topics can be adjusted as per your custom requirements,
Fundamentals of Fishbone diagram.
Fishbone Diagram Procedure
TONEX Fishbone Diagram Hands-On Workshop
Want To Learn More ?
Visit tonex.com for Fishbone Diagram Training, Ishikawa Training courses and workshop detail.
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy Steps
https://www.tonex.com/training-courses/fishbone-diagram-training-ishikawa-training/
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.
Introduction
Definition of Root Cause Analysis(RCA).
Benefits of RCA
Techniques and tools of RCA
Examples
Corrective Action (CA)
Preventive Action (PA)
When confronted with a problem, have you ever stopped and asked "why" five times? The Five Whys technique is a simple but powerful way to troubleshoot problems by exploring cause-and-effect relationships.
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
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
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy StepsBryan Len
What is Fishbone Diagram ?
Fishbone Diagram, an interesting name. It looks like a fish. Fishbone Diagram is one of the best techniques used in root cause analysis.
The diagram is named after Dr. Kaoru Ishikawa, University of Tokyo in 1943, who first developed and used fishbone diagram. That’s why, Fishbone diagram got another name as “Ishikawa”.
How is Fishbone Diagram Used ?
The great benefit of the fishbone diagram is its broad application. It can be applied to identify the causes of almost any problems like mechanical failures of a product, or designing to psychological issues.
Advantages of Fishbone Diagram:
Advantages of Fishbone method are,
Straightly easy to learn and apply
Good way to focus a brainstorming session
Effective learning method to the whole team.
Focuses discussion on the target issue
Encourages “system thinking” via visual connections
Puts further assessments and corrective actions in order
How to Develop Fishbone Diagram?
There are miscellaneous ways to develop a fishbone diagram and conduct it.
One way is to put the categories of possible causes on the “bones” of the fish, each line representing one category, such as:
Man (personnel)
Machine
Methods
Materials
Measurements
Mother Nature (environment)
Who Should Take Fishbone Diagram Course ?
Audience,
Tonex Training offers 2-days course and designed for all the individuals who want to learn and apply simple problem analysis tools. This hands-on seminar is ideal for the people like,
Senior executives, strategic leaders
Managers, quality managers
Product managers, manufacturing managers
R&D managers.
Learning Opportunities :
Learn about,
Concept of fishbone diagram
Learn when to use a cause & effect diagram
Creating effective fishbone diagram.
Fishbone diagram benefits in root cause analysis
Various approaches for fishbone diagram building.
Course Topics :
Fishbone Diagram Training topics can be adjusted as per your custom requirements,
Fundamentals of Fishbone diagram.
Fishbone Diagram Procedure
TONEX Fishbone Diagram Hands-On Workshop
Want To Learn More ?
Visit tonex.com for Fishbone Diagram Training, Ishikawa Training courses and workshop detail.
Fishbone Diagram, Ishikawa Diagram Training, Learn Fishbone in 3 Easy Steps
https://www.tonex.com/training-courses/fishbone-diagram-training-ishikawa-training/
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.
Introduction
Definition of Root Cause Analysis(RCA).
Benefits of RCA
Techniques and tools of RCA
Examples
Corrective Action (CA)
Preventive Action (PA)
When confronted with a problem, have you ever stopped and asked "why" five times? The Five Whys technique is a simple but powerful way to troubleshoot problems by exploring cause-and-effect relationships.
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
Corrective and Preventative Action (CAPA) is a system of quality procedures required to eliminate the causes of an existing nonconformity and to prevent recurrence of nonconforming product, processes, and other quality problems.
Root Cause Analysis – A Practice to Understanding and Control the Failure Man...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
Operating Excellence is built on Corrective & Preventive ActionsAtanu Dhar
You see an issue and you simply set it right, but do you make the effort to find out what is the "corrective" action behind it, so that it never re-occurs?
And, do you take another extra step to come up with a "preventive" action - so that there is no other manner that issue comes up?
How can root cause analysis assist a business in its growth?Kumar Satyam
The primary purpose of Root Cause Analysis is simple. Its to determine the underlying cause for any problem and to eliminate it. The process, however, is not quite simple. There are multiple tools and techniques along the road to analyzing a root cause.
Interested in Online Root Cause Analysis Training?: https://www.6sigma.us/product/root-cause-analysis-training-online/
Root Cause Analysis (RCA) Training – Three Day Course: https://www.6sigma.us/root-cause-analysis-methods/
Root cause analysis is a combination of the art and science used to find the underlying reasons for a given effect. One of the most widely used root cause analysis tools is the 5 Whys. It is a simple, effective method of problem solving that can help teams identify and eliminate the root cause of a problem
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
2. In medicine, it's easy to understand the difference between treating the symptoms and curing the condition. A broken
wrist, for example, really hurts! But painkillers will only take away the symptoms; you'll need a different treatment to
help your bones heal properly.
But what do you do when you have a problem at
work? Do you jump straight in and treat the
symptoms, or do you stop to consider whether there's
actually a deeper problem that needs your attention?
If you only fix the symptoms – what you see on the
surface – the problem will almost certainly return,
and need fixing over, and over again.
However, if you look deeper to figure out what's
causing the problem, you can fix the underlying
systems and processes so that it goes away for good.
To Start With……………
3. Index
■ What is Root Cause Analysis(RCA)
■ Key Points to Take Care of
■ Approach
■ Root Cause Analysis Techniques
■ RCA Process in MM
■ Case Study
4. Root Cause Analysis (RCA)
Root Cause Analysis (RCA) is a popular and often-used technique that helps people
answer the question of why the problem occurred in the first place. It seeks to identify
the origin of a problem using a specific set of steps, with associated tools, to find the
primary cause of the problem, so that you can:
Determine what happened.
Determine why it happened.
Figure out what to do to reduce the likelihood that it will happen again.
An action in one area triggers an action in another, and another, and so on. By tracing back these
actions, you can discover where the problem started and how it grew into the symptom you're now
facing.
5. Key Points to Take Care of :
Most organizations mistakenly use the term “root cause” to identify one main cause.
Focusing on a single cause can limit the solutions set, resulting in the exclusion of viable solutions.
The root is the system of causes that reveals all of the different options for solutions.The result …
multiple opportunities to mitigate risk and prevent problems.
The root cause is “the evil at the bottom” that sets in motion the entire cause-and-effect chain causing the problem(s)
An IT department determines a root cause for all significant
IT incidents. When the root cause is a process, system or
training issue a problem record is created. Problem records
drive a robust problem management process that
investigates, prioritizes and fixes problems. In this way, all
fixable root causes are addressed in an ongoing process of
improvement.
6. Too many companies use generic buckets like human error and procedure not followed
to classify an entire incident.
These are low-resolution investigations that result in weak solutions
A grocery store orders accidentally orders 1,000 bags of
apples when they only require 100. The order was entered
incorrectly and the supplier won't take them back. The store
needs to aggressively discount and advertise to sell the
apples at a loss. The issue is initially considered human
error. A root cause analysis process discovers latent human
error in ordering systems. For example, there is no validation
or warning for usually large orders. Also, fonts on the system
are abnormally small and difficult for some employees to
read clearly.
The root causes identified will depend on the way in which the problem or event is defined.
Effective problem statements and event descriptions (as failures, for example) are helpful and usually required to
ensure the execution of appropriate analyses.
7. Approach
Root Cause is not a “rocket science” – anyone can do it.You probably do it on a day to day basis.
RCA is simply the application of a series of well known, common sense techniques which can produce a
systematic, quantified and documented approach to the identification, understanding and resolution of
underlying causes.
RCA gives the confidence that the problem can be solved by taking a structured approach -
making sure that the problem never happens again.
Practical guide to carrying out an RCA
Tips for executing RCA :
It is important to select the right team for
carrying out an RCA; members should have
knowledge of the process and be able to help
explore the why, what and how.
Don't jump in with solutions: the problem and
solution may not be obvious.
Suggest improvements that you can implement
and that are owned and signed up to by your
team .
Having a facilitator with experience in the
process will make things easier; this includes
someone who knows about process, tools and
facilitation.
Only take responsibility for actions over which
you have control: you should not agree an action
plan for something you can't implement.
8. Root cause analysis can help transform a reactive culture (one that reacts to problems) into a forward-looking culture (one that solves
problems before they occur or escalate). More importantly, RCA reduces the frequency of problems occurring over time within the
environment where the process is used.
Root Cause Analysis Techniques
Five Whys Analysis
Fishbone (Ishikawa) diagram
Pareto chart
Failure Mode and Effects Analysis (FMEA)
These techniques will be
covered in the coming
slides
9. Five Whys Analysis
By repeatedly asking the question “Why” (five is a good rule of thumb), you can peel away
the layers of symptoms which can lead to the root cause of a problem.
A why-why is conducted to identify solutions to a problem that address it’s root
cause(s).Rather than taking actions that are merely band-aids, a why-why helps you
identify how to really prevent the issue from happening again.
The Five Whys approach to root cause analysis is often used
for investigations into equipment failure events and
workplace safety incidents. The apparent simplicity of the 5-
Whys leads people to use it, but its simplicity hides the
complexity in the methodology and people can
unintentionally apply it wrongly. They end up fixing
problems that did not cause the failure incident and miss the
problems that led to it. They work on the wrong things,
thinking that because they used the 5-Whys and the
questions were answered, they must have found the real root
cause.
You start with a statement of the situation and ask why it occurred. You then turn the answer to
the first question into a second Why question. The next answer becomes the third Why
question and so on. By refusing to be satisfied with each answer you increase the odds of
finding the underlying root cause of the event.
10. Fishbone (Ishikawa) diagram
A fishbone diagram, also called a cause and effect diagram or Ishikawa diagram, is a visualization
tool for categorizing the potential causes of a problem in order to identify its root causes.
1. Create a head, which lists the problem or issue to be studied.
2. Create a backbone for the fish (straight line which leads to the head).
3. Identify at least four “causes” that contribute to the problem. Connect these causes with arrows
to the spine. These will create the first bones of the fish.
If this is difficult use generic headings:
Methods
Machines (equipment)
People (manpower)
Materials
Measurement
Environment
4. Brainstorm around each “cause” to document those things that contributed to the cause.
5. Continue breaking down each cause until the root causes have been identified.
Creating this diagram with a cross functional team will build not only trust between departments but will cultivate new found knowledge
and understanding for the key players in the process. When using the Fishbone as a discussion topic meetings can be better focused on
process improvement and defect reduction
11.
12. Pareto chart
When to Use a Pareto Chart.
When analyzing data about the frequency of problems or causes
in a process.
When there are many problems or causes and you want to focus
on the most significant.
When analyzing broad causes by looking at their specific
components.
The Pareto chart provides a graphic depiction of the Pareto principle, a theory
maintaining that 80% of the output/effects in a given situation or system is produced
by 20% of the input/causes.
It is a vertical bar graph in which values are plotted in
decreasing order of relative frequency from left to right.
13. When to Use FMEA
Failure Mode and Effects Analysis (FMEA)
It is a step-by-step approach for identifying all possible failures in a design, a manufacturing or
assembly process, or a product or service.
Failures are prioritized according to :
how serious their consequences are
how frequently they occur
how easily they can be detected
The purpose of the FMEA is to take actions to
eliminate or reduce failures, starting with the
highest-priority ones.
If effectively used throughout the product life cycle, FMEA will result in significant improvements to
reliability, safety, quality, delivery, and cost.
When a process, product or service is being designed or redesigned.
When an existing process, product or service is being applied in a new way.
Before developing control plans for a new or modified process.
When improvement goals are planned for an existing process, product or service.
When analyzing failures of an existing process, product or service.
Periodically throughout the life of the process, product or service
14. FMEA
Process
FMEA
System
FMEA
Design
FMEA
Three Most Common Types of FMEAs
Process FMEA : The Focus is on
manufacturing related
deficiencies, with emphasis on :
Improving the manufacturing
process
ensuring the product is built
to design requirements in a
safe manner, with minimal
downtime, scrap and rework.
manufacturing and assembly
operations, shipping,
incoming parts, transporting
of materials, storage,
conveyors, tool maintenance,
and labeling.
15. Design FMEA : The Focus is on
product design-related
deficiencies, with emphasis on :
improving the design
ensuring product operation is
safe and reliable during the
useful life of the equipment.
interfaces between adjacent
components.
System FMEA : The focus is on
system-related deficiencies,
including :
system safety and system
integration
interfaces between subsystems
or with other systems
interactions between
subsystems or with the
surrounding environment
single-point failures (where a
single component failure can
result in complete failure of
the entire system)
16. FMEA Procedure
The FMEA process results
in the assignment of risk
priority numbers (RPNs)
(to each potential failure).
Target failures with the
highest RPNs for
improvement.
FMEA LIMITATIONS
• Identifying failure modes is a team brainstorming activity. If the team forgets to list it, an important failure
mode could be left alone, waiting to occur.
• Time Consuming : It takes time to get into the details.
• Taking on an entire process may be a daunting task . Break a large process down into manageable chunks.
• Many FMEAs focus only on the customer requirements (specifications). Sometimes internal productivity losses,
equipment damage, scrap, and rework have very severe effects on the company
• Teams often have root causes as failure modes. A failure mode is the failure to perform the intended function.
RPN = Severity rating X Occurrence
rating X Detection rating
The RPN can range from a low of 1 to a
high of 1,000
Editor's Notes
>But what do you do when you have a problem at work? Do you jump straight in and treat the symptoms, or do you stop to consider whether there's actually a deeper problem that needs your attention? If you only fix the symptoms – what you see on the surface – the problem will almost certainly return, and need fixing over, and over again.
However, if you look deeper to figure out what's causing the problem, you can fix the underlying systems and processes so that it goes away for good.
>You can apply RCA to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.
Search abt all the methods written in the slides
Service Industries(The 4 Ps)
Policies
Procedures
People
Plant/Technology
Manufacturing Industries(The 6 Ms)
Machines
Methods
Materials
Measurements
Environment
Manpower(People)
The Pareto Principle is known by many different names, including:
The Pareto Law,
Pareto's Law,
Pareto Theory,
The 80-20 Rule (or 80/20 Rule, or 80:20 Rule, or 80 20 Rule),
The 80-20 Principle, (or 80/20 Principle, or 80:20 Principle, or 80 20 Principle)
Pareto's 80-20 Rule (and variations of this)
The Principle of Imbalance,
The Principle of Least Effort (a term coined by George Zipf in 1949 based on Pareto's theory),
The Rule of the Vital Few (an interpretation developed by Joseph Juran in the field of quality management),
and many other variations/combinations of these expressions.
Failures are any errors or defects, especially ones that affect the customer, and can be potential or actual.