How do you combine root cause analysis with Lean Six Sigma? ***End of prompt***?

You also can do it the other way round, organize the Root-Cause-Analysis along the DMAIC process, this gives structure to the RCA, and with the IC also secures that the RCA is not ending with recommendations, but executed and implemented improvements.

A cause-and-effect (Fishbone) diagram is a popular method used to brainstorm the number of possible causes for an effect in a process. You can either use the 6 P’s method, (that is People, Process, Policies, Procedures, Price, and Product to categorize the causes. Or You may also use the 5 M’s method, that is, Man power, Method, Material, Machine, and Mother Nature or environment. Common additions can include Measurement. Add a list of factors and classify them under each of the major causes. Brainstorm using the 5Ys to come up with this list & to check if there is further scope for exploring. Prioritize the important causes using multivoting & pareto analysis and Categorize the causes into Control, Noise, and Experimentation (CNX).

Route Cause Analysis is part of DMAIC process. Route Casue Analysis will help us to find the pain/problem areas. In other words: source of defects. Various types of Route Casue Analysis are : 5Why Analysis, Fishbone Diagram, Pareto Analysis etc. Based on this, we can initiate the Corrective Actions and Preventive Actions. Also, these data will help us to help us to streamline the process by identifying the deviations.

The objective of Analyze phase in DMAIC framework is to identify the root cause of the problem. Hence RCA is a logical and integral part of Analyze phase of DMAIC framework. Fish Bone Analysis ,5Why analysis, Pareto analysis are excellent tools which can enable us to perform RCA analysis during Analyze phase in a structured approach.

In Six Sigma methodology, DMAC is (Define, Measure, Analyze, Improve, Control): 1. Define: This phase involves clearly defining the problem or project goals, identifying stakeholders, and setting specific objectives. 2. Measure: In this phase, data is collected and measured to quantify the current process performance. 3. Analyze: The Analyze phase focuses on identifying the root causes of the issues or variations observed in the Measure phase. 4. Improve: During this phase, solutions are developed and tested to address the identified root causes. 5. Control: The Control phase is about maintaining the gains achieved in the Improve phase. In summary, DMAC is a structured problem-solving approach within the Six Sigma methodology.

To add to the previous response, Root Cause has various techniques to find the last puzzle piece. 5 why's is just one of the ways. I have found that out that it depends on the application and what we are really searching for. To make this an even better process, we bring the team together as equals. Open communication. And eliminating bias.

?? 5 Why Analysis : It is a problem-solving method that explores the cause and effect behind certain problems. It is a simple process originally created by Sakichi Toyoda at Toyota Motor Company to determine the root cause behind a particular problem. Start by defining the problem, and continue asking “why” until the root cause is revealed. In some cases, it may take more or fewer reasons, depending on the depth of the root cause. The main advantage of Five Whys is that it is one of the most powerful evaluation methods for all non-statistical analyses. It can detect and track down problems that were not obvious or obvious.

5 whys are extremely effective to do a root cause analysis with a wide audience. I love this tool because it invites both Technicians and management to equally assign and agree on causes.

Based on my own experience, the 5 Whys method is like a friendly detective. It keeps asking "why" like a curious child to get to the bottom of problems. It's super effective because it goes deep, uncovering hidden layers and complex issues, making it a fantastic tool for finding real solutions.

In Six Sigma, either DMAIC or DMADV, defining the problem, measuring the impact, and analyzing the root cause is common. RCA can be done using various methods like Pareto chart, fishbone diagram, 5 Whys, 5W1H, Affinity diagram, etc. It may be one root cause or multiple causes behind the issue. After finding out the root causes, it is advisable to go for the frequency of the errors impacting the overall performance to refine the actual root cause.

Utilizing the Fishbone diagram in combination with “5 whys” is an even more detailed method of RCA. First, the Fishbone Diagram categorizes potential causes, such as People, Process, Equipment, etc. Then, the 5 Whys method is applied to each of these causes, asking "Why" repeatedly to uncover root causes systematically. This dual approach helps prioritize and validate root causes, providing a structured path to solving the problem and facilitating data-driven improvements in the "Improve" phase.

The Fishbone Diagram provides a structured way to perform root cause analysis. It categorizes potential causes into different branches, often under headings like People, Processes, Equipment, etc. This ensures that the brainstorming session is more comprehensive, capturing a wider array of factors that might contribute to the problem. It offers a more systematic way of dissecting a problem and tends to be less prone to facilitator bias or error. This is a tool that provides structure and reduces the chances of missing out on potential root causes, the Fishbone Diagram is a preferable option. It doesn't replace the need for an experienced facilitator, but it does offer guardrails that can make the facilitation process more foolproof.

Also known as the Fishbone or Ishikawa Diagram, the Cause-Effect Diagram is used to organize ideas generated during a brainstorming session. The ‘head‘ of the diagram is the Effect or the Problem under investigation The branches contain the causes that are contributing to the visible effect/problem. The main branch categories can be changed to make them relevant to the issue: Unstructured Approach: Open brainstorming of potential root causes > Sort the ideas into categories > Each category becomes a main branch Prioritize the root cause(s) to be resolved by focusing on the branch and/or the root cause(s) that most significantly drove the ‘Effect / Problem’ to occur.

To a better approach to the root cause using the Pareto chart, you can have multiple stages from first level Pareto, taking the most important finding in this first level chart and from it develop a second level Pareto to find out causes and so on until a third level. You can repeat this metodologhy with each of this 20% most importat findings that represent the 80% of the problem.

Questions the Pareto Chart helps us answer: What are the largest issues facing our team or business? What 20%?of sources are causing 80% of the problems (80/20 Rule)? Where should we focus efforts to achieve the greatest improvements?

The PDCA is an important aspect of continual improvement. Start from planning and designing, implement in small phases (agile method), check and measure, Act

Here is a simple example: Reducing Restaurant Customer Complaints Plan: Identify slow service as a problem and set a goal to reduce complaints by 50% in three months. Develop a plan involving staff training, process optimization, and measuring wait times. Do: Execute the plan by training staff, improving processes, and tracking customer wait times and satisfaction. Check: After three months, compare data on complaints and wait times to the initial baseline. If complaints drop by 50% and wait times improve, it's successful. If not, analyze issues. Act: Based on evaluation, take action. If the goal was met, consider permanent changes. If not, adjust the plan and repeat the cycle for desired results.

The PDCA cycle stands for Plan-Do-Check-Act, a model for continuous improvement in processes. The first stage, "Plan," is about identifying a problem and outlining steps to address it. "Do" involves implementing these steps on a small scale. "Check" entails evaluating the results to see if the goal was achieved. In the last stage, I prefer to exchange the "Act," part for "Adapt," to emphasize the need to adjust and refine the process for better outcomes. While "Act" generally means implementing the change on a larger scale, "Adapt" stresses the ongoing nature of improvement, making it cyclic and dynamic.

VSM value stream mapping is underrated tool for RCA, it allows for an integrated overview of the environment in which a failure or problem occur. Often solutions are pushed when the full extent and inter connected nature of systems are not understood. I always link it back to old-school truth tables when encountering unexplained behavior in a system. If you don't know an variable is present in your system you cannot account for its effect on the system response.