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How do you conduct a root cause analysis for contingency planning?

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Contingency planning is the process of preparing for potential disruptions or risks that could affect your business operations, goals, or reputation. One of the key steps in contingency planning is to conduct a root cause analysis, which is a systematic method of identifying and addressing the underlying factors that cause a problem or event. A root cause analysis can help you prevent recurrence, improve performance, and reduce costs. In this article, you will learn how to conduct a root cause analysis for contingency planning using a four-step process.

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Matt Andrews

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Matheus Teixeira Soares

Supervisor de Opera??es Logísticas e Transporte B2B Analista de Logística, Estoque e Transporte.

1 Define the problem

The first step in conducting a root cause analysis is to define the problem or event that you want to investigate. This involves describing the situation, its impact, and its scope. You should also collect relevant data and evidence to support your problem statement. For example, you could use metrics, reports, feedback, or observations to quantify and qualify the problem. A clear and specific problem definition will help you focus your analysis and avoid assumptions or biases.

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Matt Andrews

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Even before this, it can be valuable to cover biases & heuristics. Then, create separate lists of Facts v. Assumptions during Problem “framing”. Facts can be proven, and objectively measured. If you have more Assumptions than Facts, then your Problem Statement will be suspect. Perhaps, best to Frame the problem, then trace root cause(s) of evidence Facts & Assumptions. If this is skipped, it’s likely the entire strategy is a house of cards that collapses in execution, because the workforce & the competition always get to “vote” against your Facts & Assumptions.

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2 Identify the causes

The next step is to identify the possible causes that contribute to the problem or event. There are various tools and techniques that you can use to brainstorm and organize the causes, such as the 5 Whys, the fishbone diagram, or the fault tree analysis. The 5 Whys is a simple method of asking "why" repeatedly until you reach the root cause. The fishbone diagram is a visual tool that categorizes the causes into different factors, such as people, processes, or equipment. The fault tree analysis is a logical tool that traces the causes from the problem to the root using "and" and "or" gates. You should use the tool that best suits your situation and data.

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Matt Andrews

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Visuals help tell the story. I like using a dry erase board to DRAFT fishbone diagram(s), rather than a “wall of words.” It can help visualize the logic & create interconnected links/nodes. Emphasis on DRAFT, to encourage continuous iterations & keep the team engaged.

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3 Evaluate and prioritize the causes

The third step is to evaluate and prioritize the causes that you have identified. This involves analyzing the data and evidence that you have collected to verify the validity and significance of each cause. You should also consider the frequency, severity, and detectability of each cause, as well as the resources and time required to address them. You can use tools such as the Pareto chart, the risk matrix, or the decision matrix to rank and compare the causes. The goal of this step is to determine the most critical and feasible root causes that you need to focus on.

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Matt Andrews

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Building on the Risk matrix, assign Risk management roles. As the team moves to the next phase, it will be important to track what is learned as Assumptions are challenged. The Risk management roles should work hand-in-glove with your change agents, accountable to a designated senior leader (your Champion of Change & Chief Communicator). Everyone plays a part, but if roles aren’t assigned, then your plan might end up gathering dust on a shelf somewhere in the basement.

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4 Implement and monitor the solutions

The final step is to implement and monitor the solutions that you have developed to address the root causes. This involves planning, executing, and evaluating the actions that you have taken to prevent or mitigate the problem or event. You should also document and communicate the results and lessons learned from your root cause analysis. You can use tools such as the action plan, the PDCA cycle, or the SMART goals to guide and measure your solutions. The goal of this step is to ensure that your solutions are effective, sustainable, and aligned with your contingency plan.

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Matheus Teixeira Soares

Supervisor de Opera??es Logísticas e Transporte B2B Analista de Logística, Estoque e Transporte.
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Excelente artigo, é essa é a forma mais eficiente de uma análise de causa, além do uso de ferramentas de qualidades, dessa forma faz com que todos os envolvidos no problema tenha conhecimento da causa, aprendizado de como evitar, padroniza para diminuir a insciência, monitora para melhorar a eficiência.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you conduct a root cause analysis for contingency planning?

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1 Define the problem

2 Identify the causes

3 Evaluate and prioritize the causes

4 Implement and monitor the solutions

5 Here’s what else to consider

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