This course will enable participants to understand root cause analysis as a procedure for ascertaining and analyzing the causes of problems in an effort to determine what can be done to solve or prevent them.

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DAY 1:

TYPICAL PROBLEMS WITH RCA

Why most problem solving models don’t get to the root cause, and a solution

How analytical and creative thinking must be both separated and integrated

Difference between content and process thinking

STEP 1 – PROBLEM DEFINITION

How to ensure that the right problem is being worked on

Tools and filters for priority setting

Developing a clear and sufficient problem statement (includes practice)

STEP 2 – UNDERSTANDING THE PROCESS

How every problem is a process failure

How a SIPOC diagram can set boundaries and define interrelationships

Using flowcharts to drill down into the right part of the process (includes practice)

STEP 3 – IDENTIFYING POSSIBLE CAUSES

Five ways to identify possible causes

Three options for selecting or eliminating causes

Logic trees as a cause and effect diagram on steroids (includes practice)

DAY 2:

STEP 4 – DATA COLLECTION

Population versus sampling; options for sampling

Check sheets, graphs, and tables for discrete data collection

Surveys, interviews, and field observation for opinions or less precise data

STEP 5 – DATA ANALYSIS

Tools for discrete data analysis (run charts, histograms, pareto diagram, modified scatter diagram, pivot tables)

Tools for softer type data (affinity diagram, relationship digraph)

Integrative data analysis tools

CONSULTING CASE STUDY PRACTICE

Participants role play consulting with instructor on a problem

Review of key learning points

INCIDENTS/EVENTS AND HUMAN ERROR

How incident/accident analysis differs

Causes of and solutions for human error

CASE STUDY PRACTICE

Practice on a project relevant to participants’ organization

FACILITATION SKILLS

Process facilitation versus content expert

Facilitation roles and intervention choices

DAY 3:

CASE STUDY PRACTICE – Practice on an integrative problem

THE REST OF THE PROBLEM SOLVING PROCESS

Identifying and selecting solutions

The importance of organizational change management issues

Some models for understanding resistance and planning change

Implementation, follow-up, and standardization

MANAGEMENT/ORGANIZATIONAL ISSUES AFFECTING RCA PROJECTS

Cognitive biases that affect RCA

Impact of organizational culture

Structures/roles that can support RCA

STATISTICAL HYPOTHESIS TESTING AND MS EXCEL

What t, F, and ANOVA tests can do

How to do them in MS Excel

Using chi-square for count data

DRILLING DOWN WITH DATA

Seeing variation as a 3+ dimensional space

How to slice major components of that variation

Which tools to use for data comparisons