Introduction
The root cause analysis (RCA) methodology stands out as a highly effective and cost-efficient tool in the field of industrial reliability. In particular, the 5 Why method has proven to be highly efficient. Numerous examples support the fact that this approach allows rapid identification of root causes of problems using few resources.
A recent workshop with maintenance and production technicians confirmed the effectiveness of this method. In just four hours, three problems were analyzed and resolved, an unusual occurrence given that normally only one or two analyses are completed in these workshops. The participants, with experience ranging from 2 to 29 years, identified previously unseen root causes, underscoring the effectiveness of the method.
Keys to success in the application of 5 Why
To ensure success in the application of this methodology, it is critical:
- Form a multidisciplinary team.
- Clearly define the problem.
- Maintain a clear cause-effect relationship.
- Identify both tangible and organizational root causes.
- Develop an action plan with specific dates and responsibilities.
Despite its effectiveness, the 5 Why method has its limitations. It is suitable for problems of low to moderate complexity. For more complex problems, it is necessary to employ additional methodologies such as the Ishikawa diagram or the Cause-Effect Tree, which include hypothesis validation processes. However, the cause-effect relationship, handled in the 5 Why’s, is the basis that combined with the Ishikawa will allow to understand the methodology of the Cause-Effect Tree.
Pareto Principle in RCA
In complex problems with multiple failure modes, the Pareto Principle is an invaluable tool. This principle indicates that 80% of the impacts come from 20% of the causes. Focusing the analysis on the critical failure modes (and consequently on their causes) optimizes resources and maximizes results.
The most effective solutions tend to address latent or organizational root causes, such as problems with training, supervision, updating technical information, change management, parts availability and repair quality. Addressing these latent causes can have a positive effect on other problem-generating conditions.
In a recent root cause analysis, only 6 hours were spent analyzing a problem, identifying that three of the twelve failure modes accounted for more than 90% of the total impact.
In cases of high criticality, in-depth analysis of all failure modes experienced by the equipment under analysis could be an excellent option, as the return on investment is generally quick due to the benefits obtained.
RCA process
The typical RCA process begins with an initial two-hour meeting to introduce the group to the methodology. This stage is crucial to level the participants’ knowledge of the problem to be analyzed. Next, the problem is defined and the first level of hypotheses about the most important failure mode is addressed. This initial day includes the development of a hypothesis validation plan with responsible parties and dates.
Subsequent meetings, which can last about four hours, are dedicated to validating the hypotheses and identifying root causes. Depending on the complexity of the problem, several additional online follow-up meetings may be required to ensure effective implementation of solutions.
Deciding the depth of root cause analysis on complex equipment is crucial to the success of industrial maintenance. The key is to balance detailed focus and resource optimization, ensuring that the most significant causes are addressed without losing sight of the need for in-depth analysis when necessary. Applying the Pareto principle and other complementary methodologies, depending on the criticality of the equipment, guarantees sustainable solutions with high impact on the industrial operation.
The following video presents a step-by-step guide on how to make an RCA. Courtesy of: LeanVlog.
How to do a Root Cause Analysis (RCA)
This methodical and strategic approach is essential for efficient industrial maintenance and continuous improvement of industrial systems, providing a solid foundation for reducing failures and optimizing operation.
Impact of organizational root causes
In RCA courses, one of the concepts that most surprises participants is that of organizational root causes, identified as responsible for the recurrence of daily problems in their equipment. The participants’ satisfaction and relief at the realization that RCA analysis in multidisciplinary teams eliminates the search for blame is remarkable. This is because most complex problems have multiple root causes, many of them organizational, involving all participants in those organizational processes.
This understanding also allows inferring that management, the main responsible for these processes, will welcome the findings of a well-conducted root cause analysis, since these findings eliminate the recurrence of failures and support the solution of organizational shortcomings. In this way, everyone involved benefits.
Differences in departmental involvement
Customers requesting RCA analysis typically come from two main areas: maintenance and manufacturing. The maintenance department sometimes tries to analyze problems without the collaboration of operations or other associated departments, which can make it difficult to identify root causes. On the other hand, the manufacturing department, which is in charge of production support and process optimization, tends to involve all parties from the beginning.
The difference in results is remarkable. When maintenance and operations/production personnel are included in the workshops, the analysis gets off to a good start. In most cases, both tangible and organizational root causes are identified and an effective solution plan is developed.
The integration of multidisciplinary teams in root cause analysis workshops not only improves root cause identification, but also strengthens interdepartmental collaboration, promoting a culture of continuous improvement in the organization. This methodical and strategic approach is essential for efficient industrial maintenance and sustained improvement of industrial systems.
Three factors for successful root cause analysis
Successful application of RCA depends on three fundamental factors, which can be visualized as the three bases of a table. If any one of these bases fails, the table collapses, compromising the effectiveness of the analysis.
First foundation: Multidisciplinary team
A multidisciplinary team directly involved with the problem is essential. Every word in this sentence is crucial. Often, the absence of a key person can prevent the desired results from being achieved. This importance is reiterated in workshops, as relevant departments and levels are often excluded. Diversity of perspectives and expertise ensures a more complete and accurate analysis.
Basis Two: Strict compliance with the methodology
Strict adherence to the methodology is imperative. Although the RCA methodology may seem straightforward at first glance, proper application requires considerable experience in conducting analyzes. It is essential to use external facilitators or leaders with proven experience in both training and successful applications. These experts ensure that all steps of the methodology are properly followed, which is crucial to the success of RCA.
Training in the RCA methodology often creates high motivation among participants and management. And this motivation can rush teams into analyzing critical problems, thinking they already know how to do it. The root cause analysis process moves forward with success stories. Great care must be taken to ensure the success of initiated projects.
Third foundation: Visible management support
Visible and active management support is the third critical foundation of the table. It is not enough for managers to fund RCA courses; their involvement is essential to ensure effective implementation. Management must promote data analysis to identify key issues. They must also follow up on the training of analytics teams, appoint leaders and demand results. Their ongoing involvement conveys a clear message about the importance of RCA and reinforces organizational commitment to continuous improvement.
Conclusions
Root cause analysis (RCA) is an important tool in industrial maintenance that identifies and eliminates the root causes of problems. By forming multidisciplinary teams and following a precise methodology, companies can significantly reduce downtime, improve efficiency and foster a culture of continuous improvement.
The success of RCA depends on active management involvement and integration with other management tools. This process is a strategic investment that generates a significant long-term return.
References
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