How can you use root cause analysis to identify and eliminate the underlying causes of problems in Lean TQM?

Few thoughts on use of root cause analysis: 1. Before approaching any problem solving, verify whether past set standards are sustained or not. If not, first restore to the standards set in past. If problem persists then go to next level of problem solving 2. Few problems can be attributed to one single assignable cause, using Why Why analysis can be most effective tool. Derive the right root cause of the five possible and take countermeasures. 3. There may be higher problems where more than one root cause may exist. They may exist separately or in clusters where net effect can be quiet unpredictable. PM Analysis, DMAIC, DoE, Shainin principles will be most effective 4. Most problems can be solved by shutting mouth and going to the Gemba

Anything that does not add value is a waste. All such wastes need to be removed from process stream to achieve operational excellence. Such wastes could be waiting time, efficiency, rejects, personnel etc. Its must to identify root cause. In pharma we usually use cause and effect diagram popularly known as Ishikawa. But most important is to have effective CAPA and it’s verifiication for effectiveness. OEE is great to apply on equipments

I'd say the answer is in the question... :-) I do lament the lack of profile and training in systematic problem solving tools these days. What used to be common for a young quality engineer is now rare. I'm talking PROPER training in 8D, Ishikawa, IS / IS NOT, 5 Why's - the classics!

From my operational excellence background and experience in the beverage industry, Lean TQM was essential. For instance, in ensuring the taste consistency of a beverage, while Lean helped reduce overproduction and inventory costs, TQM made sure every bottle met our quality standards. In the furniture sector, Lean principles were employed to streamline production flow, while TQM assured that each furniture piece met durability and design criteria. The nonwoven fabric industry leveraged Lean TQM by optimizing material usage and ensuring product quality. In essence, Lean TQM integrated the best of both worlds, achieving efficiency while upholding quality, resulting in maximized customer satisfaction.

An example of Sakana Hone (Fish bone in Japanese language) diagram is best way to explain a root cause analysis. This not only shows the cause but also indicates the possible reasons those can repeat the cause again, that helps to map the prevention of all causes and can end the if and but debate. It helps to update SOPs and risk assessment to add value to improve efficiency and reduce cost.

Drawing from my experience in the mattress and furniture industries, RCA (Root Cause Analysis) was pivotal. For instance, when we noticed an abnormal return rate for a specific mattress model, RCA helped identify a supplier inconsistency in raw materials. Similarly, in the nonwoven fabric sector, when certain batches deviated from standard quality, RCA traced back to machinery calibration issues. Lean TQM's foundation thrives on eliminating non-value-adding activities and ensuring quality. Without RCA, we'd have merely treated symptoms, leading to recurring issues. Thus, integrating RCA into Lean TQM not only addresses the immediate concern but fortifies the entire production process.

Root cause analysis is an important tool in many situations RCA can help bypass the normal human urge to jump to a solution often only treating the symptom instead of the real cause, RCA encourage us to apply the correct rigour and helps to define the correct first time resolution.

From a Procurement and Supplier Quality perspectives combined, RCA to find root-cause of defects and in some cases, root-cause of poor defects detection!

Root Cause Analysis (RCA) or Root Cause Problem Solving (RCPS) is key in the Performance Management pillar of any Lean or Operational Excellence initiative because it is the only way to identify the real cause of any problem or issues. Identifying the real root cause will bring multiple benefits, but more importantly will prevent recurrence of the issue. Otherwise you will find yourself treating the symptoms or factors related to the issue and wasting many resources and at the end of the day the problem will happen again and again.

Because the essence of Lean TQM is the identification and removal of waste and improvement in the level of quality, it is critical to identify the root cause of quality issues. Otherwise, we will only eliminate symptoms and the same quality issues will re-appear after a time. How often do we start collecting data on a particular quality issue, only to have it mysteriously "disappear" and then reappear a few months or years later! Having a systematic approach to identifying the root cause of a problem is therefore indispensable. This is also why having multiple root cause analysis (RCA) tools is essential: different problems will be better suited to different RCA tools!

In my experience it is very important to ask the 5W1H for three different aspects: why made, why flow and why it was allowed (Systemically). This way you can work to prevent the same mistake to reoccurring in other product lines, services and read across the entire organization.

In the beverages industry, for instance, the 5 Whys technique proved invaluable when we faced a batch of beverages with an off taste. By continuously asking 'why', we identified a cleaning agent residue in one of the vats as the culprit. Similarly, in the furniture sector, a recliner's malfunction was traced back to a design flaw by deploying the 5 Whys. Using this technique in nonwoven fabric production, a material inconsistency was traced to a supplier change. In Lean TQM, the simplicity of the 5 Whys makes it an excellent tool for fast-paced industries. It helps in swiftly addressing issues, ensuring quality, and minimizing disruptions.

With my experience in the field of continual improvement, I would recommend following steps to follow - 1. 5W&1H for problem definition 2. Check compliance to SOP/WI of input to process and process stages 3. Formalize CI CFT team 4. Look at the RCA tool to follow- 5Why or 6M analysis (if more than 1 probable cause) after conducting brainstorming session 5. Validate the probable cause identified by actual gemba visit to area and evidences or conducting trials 6. If Root cause is identified, implementation of action needed. If more than 1 cause identified, actions to be implemented for all causes identified 7. Post action taken, revise the SOP/ WI and monitor compliance, performance tracker 8. If results are improved, recognise team.

RCA is an effective Lean tool. From my experience, using the 5W2H technique to identify the root cause is essential. This is a repetitive process and will help to prevent the same mistakes from reoccurring.

In my experience, I have been the most impressed by the ability of the Is/Is-Not diagram to pinpoint the exact source of a machine malfunction. Determining this has been crucial for complex equipment, where a complete tear-down is needed to get to the suspect area.

We once faced issues with bottle seal integrity. Through RCA in our Lean TQM approach, we identified the issue, rectified it, and gained customers' trust back. Similarly, in the mattress segment, when customers reported uneven wear, RCA pointed to a material inconsistency in a specific batch. Nonwoven fabrics, often used in furniture as padding, once had a lamination issue. RCA revealed a temperature inconsistency during the process. Thus, by systematically addressing root causes, not only do you rectify the immediate concern, but you also build a foundation for long-term process improvement and stakeholder confidence.

It can be applied to all levels and work. It can be used to solve all level of problems by identifying what's the main cause

Absolutely, drawing upon my background in various industries, these challenges can manifest distinctly. In the beverage sector, quick turnaround times can sometimes overshadow in-depth RCA, risking recurrence. In the mattress industry, an issue like comfort can be multi-faceted, making RCA complex. When we worked with nonwoven fabrics in furniture, biases sometimes clouded RCA, as teams had preconceived notions about material quality. The key is to recognize these challenges early, ensure a culture that values RCA's long-term benefits over short-term gains, and continuously train teams to approach problems objectively, ensuring stakeholder buy-in at all levels.

16 pillars of tqm. 7 wastages removal. 6S. Continuous improvement Continual improvement Process capability Optimization of all wastages

I agree it is a challenge at times and my conversations always hinge on completing just 1 RCA with controlled countermeasures. If you can find the time to knock out just 1 it will free up the time for the next. This is the Lean snowball and the results are not burning out people fighting fires on nights and weekends. As each RCA is completed and controlled the culture will take on a more relaxed posture and creativity will improve as work life balance improves.

At present we have 140 crore of population. 20 years back we had 94 crores. Again after 20 years we will have approx 160 crore population. We should avoid this situation. Because it will cause all problems. Our earth is not increasing in its time but population is increasing. Jemve there will be huge effect on our future generation. So how we could resolve this problem.