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* > What is Cause Analysis? Definition, Benefits, and Tools
WHAT IS CAUSE ANALYSIS? DEFINITION, BENEFITS, AND TOOLS
Posted by Danielle Yoon
Dec 22, 2022 10:36:00 AM
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While this article will focus on finding and resolving the root causes of
business problems, cause analysis is something we apply to common problems in
all areas of life. For example, if your car doesn’t start, you have a few
options. You might take a bus to work instead or ask a friend to give you a
lift. This solves the immediate problem of getting to work but leaves you with a
long-term transportation challenge. On the other hand, you might guess the
problem is a dead battery and jump-start the car. If it works, you are on your
way, but you risk getting stranded again without understanding why the battery
died. A qualified mechanic may use their experience, skills, and tools to
determine that the battery is not the problem and that your alternator needs to
be replaced. Understanding why there is a problem is the only way to apply
lasting solutions rather than bandaids.
WHAT IS ROOT CAUSE ANALYSIS?
Root cause analysis (RCA) is finding the underlying causes of problems to
uncover and apply appropriate solutions. Cause analysis is based on the idea
that it is much more effective to systematically identify the basis of issues
rather than just treating the immediate symptoms. Cause analysis can be achieved
with principles and techniques that help get to the heart of a variation or
trend. Doing so requires looking past the superficial cause and effect. With
cause analysis, you can identify where processes or systems failed.
THE PRINCIPLES OF CAUSE ANALYSIS
Several fundamental principles structure effective cause analysis, some of which
are already apparent. Applying these ideas will help team members gain trust and
engagement from internal stakeholders, customers, or patients.
* Focus on identifying and correcting root causes of problems rather than
symptoms.
* It is OK to treat the symptoms for short-term relief if necessary.
* Note that there often are multiple causal factors.
* Keep focused on why and how something went wrong, not who was responsible.
* Apply a consistent methodology and collect data to support root cause claims.
* Keep digging until you have enough data to guide the corrective action.
* Think about how a root cause can be prevented in the future.
As you can see, when analyzing deep issues and causes, it is essential to take a
comprehensive and complete approach. The search for the root cause should
provide context and data to inform the following action or decision. The best
cause analysis leads to effective action.
THE GOALS AND BENEFITS OF CAUSE ANALYSIS
The number one objective or cause analysis is to address the root reason for a
problem or adverse event. The next goal is to determine how to fix, alleviate,
and learn from the underlying issues of the root cause. Finally, the third goal
is to take what was learned from this analysis and apply it systemically to
prevent future problems or to replicate success.
Treating the symptoms may feel good in the short term, but if you don’t diagnose
the core cause, you’ll likely have the same problem repeatedly. For example, if
you get a crack in your sidewalk, it may look like progress to repave it.
However, if a tree root caused the damage, it will eventually crack again. So
until you solve the problem of the tree, you’ll be paving over cracks.
CAUSE ANALYSIS TOOLS AND TECHNIQUES
There are many strategies and tools for cause analysis, and this isn’t a
complete list, but these are some of the most widely used and impactful tools.
THE 5 WHYS
One of the most popular root cause problem-solving tools is the 5 Whys. Much
like a small child repeating the question, “Why?” again after every answered
attempt, conventional wisdom suggests that about five tries at answering “Why”
questions can lead to the root cause of most problems.
For example, perhaps your customer service scores have taken a dip. The
conversation might be:
Why are customer satisfaction scores down?
Because customers are unhappy with the service they get when they call us.
Why are customers unhappy with our service on the phone?
Because they have to wait on hold for 15 minutes before their call is answered.
Why do customers have to wait 15 minutes?
Because we don’t have enough staff to answer the calls?
Why don’t we have enough staff to answer the calls?
Because call volume has increased unexpectedly.
Why has call volume increased?
Because the order tracking feature of the website isn’t working, and people are
calling instead.
This is an excellent example because it would be tempting for some leaders to
stop after the third question and schedule more staff when the real solution is
to fix the order-tracking mechanism. It also illustrates the fact that what the
customer complains about doesn’t always reveal the root cause. Customers
complained about long hold times in this case, not the broken website feature.
The 5 Whys technique helps you avoid jumping to conclusions. Instead, by digging
deeper with each question, the failed process will be revealed and corrected.
THE FISHBONE DIAGRAM
Another popular methodology is the Fishbone, or Ishikawa, diagram that visually
maps the contributing factors and effects of problems. Visualization can help
uncover possible causes for a problem by forcing team members to work in a
structure with categories of potential causes. It is particularly useful for
complex problems or those with more than one root cause. Imagine the outline of
a fish’s skeleton. The head represents the problem statement, and the ribs
create sections for each category. The categories you select might vary based on
the nature of your organization, but they typically include the following:
Method (process)
Machine (technology, equipment)
Material (consumables, information)
Measurement (analysis, inspection)
Human (employees, leadership)
Management (standard work, training)
The fishbone approach ensures that each category that may be contributing to the
problem gets due attention, and it helps teams continue to assess the issue even
after one potential cause is revealed.
BEST PRACTICES FOR EFFECTIVE CAUSE ANALYSIS
As you can see, the key to finding and curing the root cause of problems is
asking intelligent questions that lead you closer to answers. Of course, why is
a critical question, but it should be accompanied by “how,” “what about,”
“when,” and “are we sure?”
The more you dig and drill down into every potential cause, the more likely you
are to find the real problem or problems. In addition, your effort should lead
you to understand how to prevent the issue from happening again.
MAKE CAUSE ANALYSIS A TEAM SPORT
Doing a cause analysis alone is challenging because you may have biases or blind
spots. However, getting others involved brings fresh eyes to the issue and
provides a way to challenge assumptions. Additionally, when people are engaged
in finding the root cause of a problem, they are more invested in solving it and
preventing recurrence.
USE A STRUCTURED PROCESS AND LOOK FOR WAYS TO IMPROVE IT
Using a standard method for cause analysis is essential for two reasons. First,
team members become comfortable and adept at the approach and are more
consistently successful at cause identification. The second reason is that if
you use the same technique each time, you can evaluate the process itself and
look for ways to make it even more effective.
APPLY CAUSE ANALYSIS TO POSITIVE OUTCOMES AS WELL AS PROBLEMS
Did you have the best week for sales ever? Did your customer satisfaction score
jump noticeably? The techniques and principles we mentioned can be used to find
the root causes of these successes so they can be replicated or expanded.
Cause analysis may seem like common sense, but like anything else, the devil is
in the details. When focusing on the immediate symptom or complaint, it is easy
to miss something important. These principles and techniques can help your team
guard against that temptation and ensure that issues are addressed a the source.
Topics: Improvement Process, Improvement Methodology
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