Performing Root Cause Analysis is the Heart of Root Cause Corrective Action

Every once in a while, organizations run into issues or non-conformance. And it’s what they do when this happens that separates the effective companies from the ineffective ones. Root cause corrective action is not only important, but also crucial for creating better products, gaining competitive advantage and higher customer satisfaction.

That’s why conducting a root cause analysis and taking corrective action are essential for effective problem solving.

Problem Identification and Corrective Action

The first thing we do when we notice there’s a problem is to try to immediately solve it. Usually with a simple and fast solution. But it doesn’t guarantee that you won’t encounter the same problem again. Or that the problem you just solved won’t ripple and create other problems. Right?

Well, before you jump into action, be certain you are solving the right problem. There are many reasons why inefficient or ineffective problem solving can occur. And it usually happens when we fail to:

• focus on solving meaningful problems
• use an effective problem-solving process
• get the necessary people or “opinion leaders” involved
• use appropriate problem-solving skills and tools to determine the root cause
• understand how much identifying the problem and applying the solution will cost the organization
• automate or link the corrective action system to other activities within the organization
• follow through

The truth is, you can’t truly solve a problem till you find its root cause. Then, you can take the appropriate corrective action. Root cause analysis and corrective action should be treated as a package deal. They are a process for:

• finding the true cause(s) of problems
• identifying and implementing the most suitable corrective actions
• assessing the effectiveness of corrective actions
• preventing problems from happening again.

What is Root Cause Corrective Action

Root Cause Corrective Action (RCCA) is simply the solution devised to eliminate the cause of the detected nonconformity and permanently resolve the problem(s) it causes. The root cause corrective action can also be seen as sustaining since you can’t prevent the effects of the event as it initially happened. But the actions you take now can prevent the recurrence of such undesirable events.

Moreover, root cause corrective action can be a series of actions devised to positively change or modify the system’s performance. The root cause corrective action is not focused on individual mistakes, it looks at the greater picture and aims to target the weakest places in the system, that are more likely to cause failure, and strives to make a systemic change.

That’s why the root cause corrective action is focused on completely braking the cause chain by fixing the contributing causes and the root cause. It is crucial to address the contributing causes as well because a contributing cause could be a future root cause.

Determining and Implementing Root Cause Corrective Action

When determining the best solutions, there are several things to take into consideration:

• Viability: the chosen solution should respect the company’s schedule and resources
• Effectiveness: before picking a solution, you must access its ability to effectively solve the problem
• Team Involvement: the teams affected by the problem should be involved in the process of shaping the solution that will be implemented
• Focus on the Big Picture: RCCA needs to be focused on the systemic issues and address problems that affect the whole organization
• Contingency Plan: develop a plan based on expectations of success, and have a back-up plan as well

Even after you determine the solution, be aware that there is no absolute correct solution. And you shouldn’t rush to a solution, but think about alternatives. Then, rank the other possibilities based on the degree of effectiveness and suitability for the company. Also, you should always be willing to challenge the root cause as yet another symptom of a larger problem. And never rely on assumptions, but ask for significant data.

Remember to ask whether the corrective action can lower the risk of event recurrence to an acceptable level and if there may be any opposing effects that might make the action unsuitable. Make sure that everyone involved accepts the solution. And lastly, that the corrective action fits with the organizational constraints.

Monitoring, Assessment, and Follow Up

After devising the appropriate course of action, ensure the solution has been implemented as directed. But more importantly, that its effective in preventing recurrence. That’s why, you should assign responsibility to a person or team that will make sure the actions are correctly implemented. Verify that all tasks are accomplished according to plan and on schedule. But be careful what action you commit to and make sure the team can deliver. In the end, you need to be able to show you’ve taken the corrective action.

Once the action has been implemented determine whether it was as effective as expected. Have predefined criteria against which you’ll measure results. Assessing the effectiveness of the root cause corrective action will help you solve similar problems in the future. Also support periodical checks that ensure the corrective action is still in place and continues to be effective.

The importance of the Tools and the Team

One of the biggest factors when determining the effectiveness of RCCA, is how effective the team works together towards implementing the solution. The most critical areas seem to be knowledge facilitation and the team’s willingness to challenge assumptions and critically evaluate the direction of the analysis.

Another important factor may be the inclusion of team members from outside the area of focus. It can bring a fresh perspective to the root cause analysis, which in turn leads to thinking outside typical patterns and determining the most suitable root cause corrective action.

In addition to the team’s experience, the nature of the problem is an important factor in selecting the tool for corrective action. There are many tools to perform root cause analysis and they all seem to be effective. You should choose the ones that fit your organizational needs best. The effectiveness of these tools greatly depends on their use and implementation.

Usually, simple and more obvious problems can be uncovered with Five Whys. While complex situations and problems need to be approached with more comprehensive tools like Cause and Effect Diagram, Current Reality Tree, or Interrelationship Diagram.

Another important factor is to learn when to stop searching for root causes and select corrective action to address the identified problems. The more you keep searching, the more potential root causes you’ll find. So use your experience, knowledge and intuition to realize when you’ve dug deep enough, and recognize the moment to take action.

Problems can manifest in many ways. But to truly solve a problem and make the most effective root cause corrective action, you must make sure you are addressing the real root cause. And the best way to do that is to understand your business and the top ten root causes of problems you might encounter. Only then, you’ll be more prepared to address problems as they occur and provide a better future for your organization.