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Root Cause Analysis: What It Is & How to Perform One

• 07 Mar 2023

The problems that affect a company’s success don’t always result from not understanding how to solve them. In many cases, their root causes aren’t easily identified. That’s why root cause analysis is vital to organizational leadership .

According to research described in the Harvard Business Review , 85 percent of executives believe their organizations are bad at diagnosing problems, and 87 percent think that flaw carries significant costs. As a result, more businesses seek organizational leaders who avoid costly mistakes.

If you’re a leader who wants to problem-solve effectively, here’s an overview of root cause analysis and why it’s important in organizational leadership.

Access your free e-book today.

What Is Root Cause Analysis?

According to the online course Organizational Leadership —taught by Harvard Business School professors Joshua Margolis and Anthony Mayo— root cause analysis is the process of articulating problems’ causes to suggest specific solutions.

“Leaders must perform as beacons,” Margolis says in the course. “Namely, scanning and analyzing the landscape around the organization and identifying current and emerging trends, pressures, threats, and opportunities.”

By working with others to understand a problem’s root cause, you can generate a solution. If you’re interested in performing a root cause analysis for your organization, here are eight steps you must take.

8 Essential Steps of an Organizational Root Cause Analysis

1. identify performance or opportunity gaps.

The first step in a root cause analysis is identifying the most important performance or opportunity gaps facing your team, department, or organization. Performance gaps are the ways in which your organization falls short or fails to deliver on its capabilities; opportunity gaps reflect something new or innovative it can do to create value.

Finding those gaps requires leveraging the “leader as beacon” form of leadership.

“Leaders are called upon to illuminate what's going on outside and around the organization,” Margolis says in Organizational Leadership , “identifying both challenges and opportunities and how they inform the organization's future direction.”

Without those insights, you can’t reap the benefits an effective root cause analysis can produce because external forces—including industry trends, competitors, and the economy—can affect your company’s long-term success.

2. Create an Organizational Challenge Statement

The next step is writing an organizational challenge statement explaining what the gap is and why it’s important. The statement should be three to four sentences and encapsulate the challenge’s essence.

It’s crucial to explain where your organization falls short, what problems that poses, and why it matters. Describe the gap and why you must urgently address it.

A critical responsibility is deciding which gap requires the most attention, then focusing your analysis on it. Concentrating on too many problems at once can dilute positive results.

To prioritize issues, consider which are the most time-sensitive and mission-critical, followed by which can make stakeholders happy.

3. Analyze Findings with Colleagues

It's essential to work with colleagues to gain different perspectives on a problem and its root causes. This involves understanding the problem, gathering information, and developing a comprehensive analysis.

While this can be challenging when you’re a new organizational leader, using the double helix of leadership —the coevolutionary process of executing organizational leadership's responsibilities while developing the capabilities to perform them—can help foster collaboration.

Research shows diverse ideas improve high-level decision-making, which is why you should connect with colleagues with different opinions and expertise to enhance your root cause analysis’s outcome.

4. Formulate Value-Creating Activities

Next, determine what your company must do to address your organizational challenge statement. Establish three to five value-creating activities for your team, department, or organization to close the performance or opportunity gap you’ve identified.

This requires communicating organizational direction —a clear and compelling path forward that ensures stakeholders know and work toward the same goal.

“Setting direction is typically a reciprocal process,” Margolis says in Organizational Leadership . “You don't sit down and decide your direction, nor do you input your analysis of the external context into a formula and solve for a direction. Rather, setting direction is a back-and-forth process; you move between the value you'd like to create for customers, employees, investors, and your grasp of the context.”

5. Identify Necessary Behavior Changes

Once you’ve outlined activities that can provide value to your company, identify the behavior changes needed to address your organizational challenge statement.

“Your detective work throughout your root cause analysis exposes uncomfortable realities about employee competencies, organizational inefficiencies, departmental infighting, and unclear direction from leadership at multiple levels of the company,” Mayo says in Organizational Leadership .

Factors that can affect your company’s long-term success include:

• Ineffective communication skills
• Resistance to change
• Problematic workplace stereotypes

Not all root cause analyses reveal behaviors that must be eliminated. Sometimes you can identify behaviors to enhance or foster internally, such as:

• Collaboration
• Innovative thinking
• Creative problem-solving

6. Implement Behavior Changes

Although behaviors might be easy to pinpoint, putting them into practice can be challenging.

To ensure you implement the right changes, gauge whether they’ll have a positive or negative impact. According to Organizational Leadership , you should consider the following factors:

• Motivation: Do the people at your organization have a personal desire for and commitment to change?
• Competence: Do they have the skills and know-how to implement change effectively?
• Coordination: Are they willing to work collaboratively to enact change?

Based on your answers, decide what behavior changes are plausible for your root cause analysis.

7. Map Root Causes

The next step in your analysis is mapping the root causes you’ve identified to the components of organizational alignment. Doing so helps you determine which components to adjust or change to implement employee behavior changes successfully.

Three root cause categories unrelated to behavior changes are:

• Systems and structures: The formal organization component, including talent management, product development, and budget and accountability systems
• People: Individuals’ profiles and the workforce’s overall composition, including employees’ skills, experience, values, and attitudes
• Culture: The informal, intangible part of your organization, including the norms, values, attitudes, beliefs, preferences, common practices, and habits of its employees

8. Create an Action Plan

Using your findings from the previous steps, create an action plan for addressing your organizational problem’s root cause and consider your role in it.

To make the action plan achievable, ensure you:

• Identify the problem’s root cause
• Create measurable results
• Ensure clear communication among your team

“One useful way to assess your potential impact on the challenge is to understand your locus of control,” Mayo says in Organizational Leadership , “or the extent to which you can personally drive the needed change or improvement.”

The best way to illustrate your control is by using three concentric circles: the innermost circle being full control of resources, the middle circle representing your ability to influence but not control, and the outermost circle alluding to shifts outside both your influence and control.

Consider these circles when implementing your action plan to ensure your goals don’t overreach.

The Importance of Root Cause Analysis in Organizational Leadership

Root cause analysis is a critical organizational leadership skill for effectively addressing problems and driving change. It helps you understand shifting conditions around your company and confirm that your efforts are relevant and sustainable.

As a leader, you must not only effect change but understand why it’s needed. Taking an online course, such as Organizational Leadership , can enable you to gain that knowledge.

Using root cause analysis, you can identify the issues behind your organization’s problems, develop a plan to address them, and make impactful changes.

Are you preparing to transition to a new leadership role? Enroll in our online certificate course Organizational Leadership —one of our leadership and management courses —and learn how to perform an effective root cause analysis to ensure your company’s long-term success. To learn more about what it takes to be an effective leader, download our free leadership e-book .

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• Quality Management

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What is Root Cause Analysis? Process, Example & Everything You Need to Know

• Written by Contributing Writer
• Updated on March 7, 2023

Root cause analysis (RCA) is a problem-solving methodology used to identify the underlying cause of a problem, incident, or adverse event. Simply put, it is pinpointing the root of the problem to solve and prevent it from happening again.

When faced with a problem, we usually try to get to the bottom of it. For example, in the unfortunate event that we break our bones, we would be in immense pain. We might take measures to control the pain and blood loss. But our efforts don’t stop at simply having a painkiller and applying a bandage. We rush to the ER as soon as possible, get the necessary treatment to mend the broken bones, and make sure we are careful not to have such an accident.

What we did here is we analyzed the problem: the pain and took steps to fix the root cause, which is the broken bones. Here the pain is the symptom, and the fractured bone is the root cause.

Now that we are familiar with what it stands for let us dive deep into root cause analysis, or RCA, which is the systematic approach employed in various industries like healthcare, manufacturing, governmental organizations, aviation, etc. We also examine its definition, history, benefits, approaches, process, principles, tips, and how to learn more .

Defining RCA Analysis

Root cause analysis is a problem-solving process that seeks to identify the underlying cause of a problem or issue. It’s a systematic approach that goes beyond just identifying symptoms and aims to uncover the root cause of the problem. The objective is to prevent future occurrences of the situation by addressing its root cause.

RCA analysis involves collecting and analyzing data to identify a problem’s underlying cause. The process typically consists of a team of experts who use various tools and techniques to gather and analyze data. Once the root cause has been identified, the team develops a plan to address the root cause and prevent future occurrences of the problem.

Also Read: What Is Process Capability and Why It’s More Interesting Than It Sounds

History of Root Cause Analysis

The origins of root cause analysis can be traced back to the late 19th century when it was used in the manufacturing industry to improve production processes. In the 20th century, it was further developed and applied to a broader range of industries, including healthcare and aviation.

In the 1950s when manufacturers started to use it to understand industrial events. The primary goal of RCA is to determine the fundamental cause of a problem, which is referred to as the “root cause.”

One of the earliest adopters of RCA was Toyota, who employed the “5 whys” method, where the investigation of a breakdown or undesired event is conducted by asking “why” at least five times. This approach forces quality personnel to delve deeper and understand the underlying causes, layer by layer. Today, RCA is widely used in various industries to identify and eliminate problems, improve processes, and prevent recurrence.

RCA was first used in the healthcare industry to address adverse events and improve patient safety. The Institute of Healthcare Improvement (IHI) developed the RCA process in the late 1980s, and it quickly became a standard tool for improving patient safety and quality of care.

The Joint Commission, a US-based nonprofit that accredits healthcare organizations and programs, requires a root cause analysis (RCA) to be conducted whenever an accredited hospital experiences a specific type of adverse event. These are known as “sentinel” incidents, as they reveal a dangerous flaw in the care provided and prompt an immediate investigation and response.

RCA was developed in response to the growing number of plane crashes and incidents in the aviation industry. The National Transportation Safety Board (NTSB) was established in 1967. It has since been using RCA to investigate plane crashes and incidents to identify their root causes and prevent future occurrences.

Benefits of Root Cause Analysis

Before we go to explore how various industries and organizations benefit from implementing RCA, let us discuss the primary goals of root cause analysis.

The three main goals of RCA are:

• Identifying the root cause: The first goal is to discover the primary source of the problem or event. This is essential to understand the underlying causes and find practical solutions.
• Understanding the issues: The second goal of RCA is to fully comprehend the nature of the issues and develop a plan to fix, compensate, or learn from them. This requires a comprehensive analysis of the root cause and the factors contributing to it.
• Applying learnings: The third goal of RCA is to use the information gained from the analysis to prevent similar problems from occurring in the future. This includes making systemic changes to processes and systems and implementing measures to mitigate the risk of future adverse events.

Root cause analysis offers numerous benefits to organizations and industries. Some of the key benefits include:

• Improving quality: RCA helps organizations identify the root cause of problems and implement solutions to prevent future occurrences, improving quality and efficiency.
• Reducing risk: Organizations can reduce the risk of future incidents and adverse events by identifying the root cause of the problem and hence improving overall safety and security.
• Enhancing customer satisfaction: Organizations can better manage their product issues by addressing the root cause of problems. Thus organizations can improve customer satisfaction and trust.
• Improving organizational learning : RCA provides organizations with a systematic process for learning from problems and incidents, enabling them to improve their processes and procedures continuously.
• Increasing efficiency and productivity: Organizations can improve their processes and procedures by addressing the root cause of problems, leading to increased efficiency and productivity.

Also Read: Demystifying the Theory of Constraints

Top Approaches of Root Cause Analysis

There are several approaches to root cause analysis, each with its unique methodology and tools. Let’s discuss some of the most commonly-used types of root cause analysis.

The 5 Whys Root Cause Analysis

The 5 Whys root cause analysis approach is beneficial for solving simple problems or identifying root causes in a short amount of time. This simple yet effective approach involves asking “why” questions to identify the root cause of a problem. The process is repeated until the root cause is identified. For example, in a service industry setting, in case of a complaint, by asking “why” five times, the team could drill down layer by layer to understand the underlying causes of the problem, such as poor communication, inadequate training, or poor service quality.

Fishbone Diagram

The Fishbone Diagram is a visual tool that helps teams identify potential root causes of a problem. It is called so because it resembles a fishbone. The fishbone diagram organizes and categorizes possible causes, making it easier to identify the root cause. For example, a fishbone diagram could be used in a manufacturing setting to categorize and analyze the various factors contributing to a machine breakdown, such as equipment design, operator error, or poor maintenance.

Pareto Analysis

The Pareto Analysis approach uses statistical analysis to identify the most significant root causes of a problem. The Pareto principle states that 80 percent of issues are caused by 20 percent of root causes. Pareto analysis helps teams focus on the most critical root causes, reducing the time and resources required to address the problem. For example, in a healthcare setting, a Pareto analysis could determine that 20 percent of patient falls are caused by 80 percent of the root causes, such as slippery floors, poor lighting, or lack of staff supervision.

Fault Tree Analysis (FTA)

This type of root cause analysis is a graphical representation of the relationships between different system components and how they contribute to a problem or failure. FTA helps teams understand the interdependencies between various components and identify the root cause of a problem. For example, in an aviation setting, an FTA could be used to analyze the interdependencies between different components of a plane, such as the engines, fuel system, and control surfaces, and to identify the root cause of a crash.

Conducting Root Cause Analysis: Process

We can break the process of conducting RCA into the following steps:

• Define the problem: The first step is clearly defining the problem and understanding what needs to be addressed.
• Gather data: Once the problem is defined, the next step is to gather data. This involves collecting information about the problem, including date, time, and location, as well as any relevant documentation, reports, or other information.
• Form a team: The next step is forming a team of experts responsible for conducting the RCA. The team should include individuals with expertise in the problem area, as well as representatives from different departments or parts of the organization.
• Use a root cause analysis tool: The team should use a root cause analysis tool, such as a fishbone diagram, Pareto analysis, or fault tree analysis, to help identify potential root causes.
• Identify root causes: Once potential root causes have been identified, the team should use the data and information collected to validate and verify the root causes.
• Develop solutions: Once the root cause has been identified, the team should develop solutions to address the root cause and prevent future occurrences of the problem.
• Implement solutions: The final step is to implement the solutions and monitor their effectiveness to ensure that the problem has been fully resolved.

Also Read: Value Stream Mapping in Six Sigma

Root Cause Analysis Principles

Conducting RCA involves following several fundamental principles:

• Root cause focus: Root cause analysis focuses on discovering and correcting the root causes of a problem rather than just treating the symptoms.
• Short-term relief: While focusing on root causes is essential, it’s also important to provide short-term relief for the symptoms.
• Multiple root causes : Multiple root causes can contribute to a problem, so it’s important to identify all of them.
• No blame: The focus should be on understanding how and why a problem occurred rather than who was responsible.
• Evidence-based: Root cause claims should be supported by concrete cause-and-effect evidence.
• Actionable information: The results of the analysis should provide enough information to inform a corrective course of action.
• Future prevention: Consideration should be given to how the root cause can be prevented from recurring.

Tips for Root Cause Analysis

• Start with a clear definition of the problem: It is essential to have a crystal-clear understanding of the problem before starting the RCA process. This will help ensure that the team is focused on addressing the right issue and that the root cause is accurately identified.
• Gather all relevant data: Data is essential for a successful RCA. The team should gather as much relevant data as possible, including the date, time, and location of the problem, as well as all pertinent documentation, reports, or other information.
• Involve experts from different areas: Involving experts from different areas of the organization, such as operations, maintenance, and engineering, will help ensure that the root cause is accurately identified and that all potential root causes are considered.
• Use multiple tools and techniques: Different RCA tools and techniques, such as fishbone diagrams, Pareto analysis, and fault tree analysis, can provide different perspectives and insights into the root cause of a problem. The team should consider using multiple tools and techniques to ensure they completely understand the problem.
• Be thorough and systematic: RCA should be approached systematically, using a structured process and methodology to identify root causes. The team should be detailed and methodical in their approach to ensure that all potential root causes are considered and that the root cause is accurately identified.
• Focus on prevention: The goal of RCA is not just to identify the root cause of a problem but to prevent future occurrences. The team should focus on developing solutions that will prevent the problem from happening again in the future.

Also Read: Demystifying Kaizen Lean Six Sigma

Master Root Cause Analysis Skills to Become a Lean Six Sigma Expert

For a Lean Six Sigma expert, the ability to identify the underlying causes of problems and develop effective solutions for improving processes and outcomes is a prized skill. As such, you need to understand and know how to perform root cause analysis.

If you’re interested in becoming a Lean Six Sigma expert, an online Lean Six Sigma certification can provide you with the knowledge, skills, and tools you need to succeed in this role.

An online bootcamp like the one delivered by Simplilearn, in collaboration with the University of Massachusetts, covers the core concepts of Lean Six Sigma, including problem-solving methodologies, process improvement techniques, and statistical analysis tools. This IASSC-accredited program teaches how to identify and eliminate waste, reduce defects, and improve process efficiency across various industries.

With business mentoring from industry experts from KPMG, you’ll be able to tackle real-world business problems confidently. This fast-track program is perfect for quality professionals, business analysts, and executives looking to carve successful careers.

Ready to start your journey toward becoming a master in quality management? Enroll today!

You might also like to read:

Ultimate Guide to Six Sigma Control Charts

DMADV: Everything You Need to Know

Describing a SIPOC Diagram: Everything You Should Know About It

Process Mapping in Six Sigma: Here’s All You Need to Know

How to Use the DMAIC Model?

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Root cause analysis (RCA) is the quality management process by which an organization searches for the root of a problem, issue or incident after it occurs.

Issues and mishaps are inevitable in any organization, even in the best of circumstances. While it could be tempting to simply address symptoms of the problem as they materialize, addressing symptoms is an inherently reactive process that all but guarantees a recurring—and often worsening—series of problems.

Ethical, proactive, well-run companies and organizations with a reactive approach will both encounter problems, but the former will experience fewer and recover faster because they prioritize root cause analyses.     

Root cause analysis helps organizations decipher the root cause of the problem, identify the appropriate corrective actions and develop a plan to prevent future occurrences. It aims to implement solutions to the underlying problem for more efficient operations overall.

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Organizations perform root cause analyses when a problem arises or an incident occurs, but there are any number of issues that need an RCA. Triggers for a root cause analysis fall into three broad categories.

When real-world materials or equipment fails in some way (for example, a desktop computer stops working or a component from a third-party vendor delivers substandard performance).

When people make mistakes or fail to complete required tasks (for example, an employee fails to perform regular maintenance on a piece of equipment, causing it to break down).

A breakdown in a system, process or policy people use to make decisions (for example, a company fails to train team members on cybersecurity protocols, leaving the company vulnerable to cyberattacks ).

Organizations can conduct root cause analyses for a range or reasons, from commonplace email service disruptions to catastrophic equipment failures. Regardless of the nature or scope of the issue, performing root cause analysis should include the same fundamental steps.

If you have decided to conduct a root cause analysis, your department or organization is likely experiencing some acute issue, or at least looking to make substantive improvements to a particular process. Therefore, the first step of the root cause analysis process should be identifying and defining the problem that you want to address. Without a clearly defined problem, it is impossible to correctly identify the root causes.

When the department has a clear idea of the problem, it’s time to draft a problem statement spelling out the issue for everyone who will help with the RCA.

Once the issue is identified and clearly articulated to all involved parties, leadership should create a project charter, which will assemble a team to complete the analysis. The team should include a facilitator to lead the team through the analysis and any team members with either personal or professional knowledge of the systems, processes and incidents that you will investigate.

Data collection is the foundation of the problem-solving process. It is vital, at this stage, to find every piece of information that can help you identify contributing factors and ultimately the root causes of the issue. This can include collecting photographs and incident reports, conducting interviews with affected parties and reviewing existing policies and procedures. Some questions that you may want to ask during data collection:

• When did the problem start and how long has it been going on?
• What symptoms has the team observed?
• What documentation does the organization or department must prove that an issue exists?
• How will the issue affect employees and other stakeholders?
• Who is harmed or otherwise affected by the existence of this problem?

This is the most important step in the RCA process. At this point, the team has collected all necessary information and starts to brainstorm for causal factors. Effective root cause analyses require openness to all potential underlying causes of an issue, so everyone on the RCA team should enter the brainstorming stage with an open mind. Avoid attempts to determine root causes until every possibility is identified and vetted; starting the incident investigation process with preconceived notions may bias the results and make it more difficult to determine the real root cause.

Once the RCA team has an exhaustive list of possible causes and contributing factors, it is time to determine the root causes of the issue. Analyze every possible cause and examine the actual impact of each one to figure out which possibilities are the most problematic, which ones have similarities and which ones can be altogether eliminated. Be prepared for the possibility that there are multiple root causes to the issue.

After the team narrows the list of possibilities, rank the remaining potential root causes by their impact and the likelihood they are the root cause of the problem. Leadership will examine and analyze each possibility and collaborate with the RCA team to determine the actual root causes.

Once the team settles on root causes and has laid out all the details of the issue, they must start brainstorming solutions. The solution should directly address the root causes, with consideration for the logistics of executing the solution and any potential obstacles the team may encounter along the way. These elements will comprise the action plan that will help the team address the current problem and prevent recurrences.

While all RCAs will include the same basic steps, there are myriad root cause analysis methods that can help an organization collect data efficiently and effectively. Typically, a company will select a method and use root cause analysis tools, such as analysis templates and software, to complete the process.

The 5 Whys approach is rooted in the idea that asking five “Why?” questions can get you to the root cause of anything. 5 Whys implores problem solvers to avoid assumptions and continue to ask “why” until they identify the root cause of a problem. In the case of a formalized organizational root cause analysis, a team may only need to ask three whys to find the root cause, but they may also need to ask 50 or 60. The purpose of 5 Whys is to push the team to ask as many questions as is necessary to find the correct answers.

A failure mode and effects analysis is one of the most rigorous approaches to root cause analysis. Similar to a risk analysis, FMEA identifies every possibility for system/process failure and examines the potential impact of each hypothetical failure. The organization then addresses every root cause that is likely to result in failure.

Pareto charts combine the features of bar charts and line charts to understand the frequency of the organization’s most common root causes. The chart displays root causes in descending order of frequency, starting with the most common and probable. The team then addresses the root cause whose solution provides the most significant benefit to the organization.

An impact analysis allows an organization to assess both the positive and negative potential impacts of each possible root cause.

Change analyses are helpful in situations where a system or process’s performance changed significantly. When conducting this type of RCA, the department looks at how the circumstances surrounding the issue or incident have changed over time. Examining changes in personal, information, infrastructure, or data, among other factors, can help the organization understand which factors caused the change in performance.

An event analysis is commonly used to identify the cause of major, single-event problem, like an oil spill or building collapse. Event analyses rely on quick (but thorough) evidence-gathering processes to recreate the sequence of events that that led to the incident. Once the timeline is established, the organization can more easily identify the causal and contributing factors.

Also known as a causal factor analysis, a causal factor tree analysis allows an organization to record and visually display—using a causal factor tree—every decision, event or action that led to a particular problem.

An Ishikawa diagram (or Fishbone diagram) is a cause-and-effect style diagram that visualizes the circumstances surrounding a problem. The diagram resembles a fish skeleton, with a long list of causes grouped into related subcategories.

DMAIC is an acronym for the Define, Measure, Analyze, Improve and Control process. This data-driven process improvement methodology serves as a part of an organization’s Six Sigma practices.

This RCA methodology proposes finding the root cause of an issue by moving through a four-step problem solving process. The process starts with situation analysis and continues with problem analysis and solution analysis, concluding with potential problem analysis.

An FTA allows an organization to visually map potential causal relationships and identify root causes using boolean logic.

Barrier analyses are based on the idea that proper barriers can prevent problems and incidents. This type of RCA, often used in risk management, examines how the absence of appropriate barriers led to an issue and makes suggestions for installing barriers that prevent the issue from reoccurring.

Companies that use the RCA process want to put an end to “firefighting” and treating the symptoms of a problem. Instead, they want to optimize business operations, reduce risk and provide a better customer experience. Investing in the root cause analysis process provides a framework for better overall decision-making and allows an organization to benefit from:

Continuous improvement : Root cause analysis is an iterative process, seeking not only to address acute issues, but also to improve the entire system over time, starting with the underlying cause. The iterative nature of root cause analysis empowers organizations to prioritize continuous process improvement.

Increased productivity : Preventing downtime, delays, worker attrition and other production issues within an organization saves employees time, freeing up bandwidth to focus on other critical tasks.

Reduced costs : When equipment breaks down or software bugs cause delays, organizations lose money and workers get frustrated. Root cause analysis helps eliminate the cost of continually fixing a recurring issue, resulting in a more financially efficient operation overall.

Better defect detection : When companies fail to address underlying issues, they can inadvertently affect the quality of the end product. Addressing persistent problems before they snowball protects the organization from revenue and reputational losses that are associated with product defects down the line.

Reduced risks : Improving business processes and systems keeps equipment running safely and helps workers avoid safety hazards in the workplace.

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Root Cause Analysis (RCA) Methods for Effective Problem Solving

Imagine facing a problem in your organization that keeps recurring despite your best efforts to solve it. You might be addressing the symptoms, but not the underlying cause. This is where root cause analysis (RCA) comes into play. RCA is a systematic approach to identifying the root cause of problems or events, understanding how to fix or compensate for them, and applying the knowledge gained to prevent future issues or replicate successes. In this comprehensive guide to root cause analysis, you’ll learn various methods and techniques for conducting an RCA. You’ll understand how to gather and manage evidence, investigate the people, processes, and systems involved, and determine the key factors leading to the problem or event.

Whether you’re a project manager, a team leader, or simply someone looking to improve your problem-solving skills, this guide will help you grasp the fundamentals of RCA and apply them effectively in your work. As you delve deeper into the world of Root Cause Analysis, you’ll discover how it can turn challenges into opportunities for growth and pave the way for a more efficient and successful future.

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Root Cause Analysis Fundamentals

Root Cause Analysis (RCA) is a systematic approach to identify the underlying cause of a problem. By focusing on the root cause, you can effectively address the issue and prevent recurrence. Generally, RCA is used to investigate incidents, eliminate defects, and enhance systems or processes.

RCA aims to achieve the following objectives:

• Determine the root cause of a problem or issue, not just its symptoms.
• Identify and implement solutions that address the root cause and prevent its recurrence.
• Improve understanding of the systems, processes, or components involved to avoid similar issues in the future.
• Foster a proactive and continuous improvement mindset within your organization.

When conducting RCA, maintain an open mind and avoid making assumptions. Utilize critical thinking and involve team members from various disciplines to achieve a comprehensive understanding of the problem.

The RCA Process

Problem identification.

To effectively utilize Root Cause Analysis (RCA), first identify the problem at hand. Determine the specific issue, incident, or failure that needs to be investigated. Clearly define the problem and its impact on your organization’s operations in order to establish a focused and valuable analysis.

Data Collection

Gather relevant data about the problem, including when and where it occurred, who was involved, what processes and systems were affected, and any other important context. Be thorough and systematic in your data collection, and make use of any available documentation, interviews, or observations to build a comprehensive understanding.

Cause Identification

Analyze the collected data to pinpoint potential causes of the problem. This could start with brainstorming and then using tools such as cause-and-effect diagrams or the “5 Whys” technique to delve deeper into the issue. Determine the causes that are most likely to have contributed to the problem and classify them as either root causes or contributing factors.

Solution Implementation

Once you have identified the root cause(s) of the problem, develop and execute an action plan to address the issue. Design solutions that specifically target the root cause(s) to eliminate them from your processes, rather than simply addressing the symptoms of the problem. Implement the appropriate changes to your processes or systems and ensure that all stakeholders are aware of these changes.

Follow-up and Monitoring

After implementing the solutions, monitor the results to ensure they are effective in addressing the root cause(s) and preventing the problem from reoccurring. Collect and analyze data regularly to evaluate the impact of the implemented solutions on your organization’s performance. Adjust and refine the solutions if necessary, and maintain ongoing vigilance in order to identify any future problems that may arise from the same root cause(s).

RCA Techniques

The 5 Whys technique is a straightforward method for identifying the root cause of a problem. To employ this approach, you simply ask “why” five times, with each question delving deeper into the issue. The process helps trace the problem to its origin by examining each level of cause and effect. Here’s an example:

• Why did the machine stop working?
• Why did the fuse blow?
• Why did the motor overheat?
• Why was there insufficient lubrication on the motor?
• Why was the lubrication schedule not followed?

In this case, the root cause is the failure to adhere to the lubrication schedule.

Learn more: 5 Whys: How to Uncover Root Causes [Examples]

Fishbone Diagram

The Fishbone Diagram, also known as the Ishikawa Diagram or cause-and-effect diagram, is a visual tool that helps you organize and sort potential root causes. To create a Fishbone Diagram:

• Write down the problem statement at the head of the fishbone structure.
• Identify major categories of causes, such as people, process, equipment, and environment. Draw lines connecting them to the problem statement.
• Assign specific causes under each category and draw smaller lines connecting them to the respective major categories.
• Analyze the diagram to find trends, patterns, or potential areas of focus.

By organizing information in this way, you can better assess the causes and identify the root cause of the problem.

Learn more: Fishbone Diagram (Components, Factors, Examples) and Ishikawa Diagram: Examples and Applications

Failure Modes and Effects Analysis (FMEA) is a systematic approach to identify potential failures and evaluate the consequences. FMEA processes typically involve these steps:

• Identify potential failure modes, which are the ways something could go wrong.
• Determine the potential effects of each failure mode, and how it could impact the overall system or process.
• Assign a risk priority number (RPN) to each failure mode, considering factors such as likelihood, severity, and detectability.
• Develop actions and strategies to mitigate high-risk failure modes.

By using FMEA, you can proactively address possible issues before they escalate, and maintain a more reliable process or system.

Barrier Analysis

Barrier Analysis focuses on preventing problems by examining the barriers in place to control risks. The objective is to identify vulnerabilities in these barriers and develop strategies for improvement. The steps of Barrier Analysis include:

• Identify hazards and risks associated with your system or process.
• Define the barriers in place that protect against these hazards.
• Evaluate the effectiveness, strength, and reliability of each barrier.
• Identify gaps or weaknesses in the barriers.
• Develop and implement improvements to strengthen the barriers.

This method provides a clear understanding of how existing safety measures perform and how they can be improved to better protect against potential issues.

See also: 3 Root Cause Analysis Templates (and Examples)

What is Poka-Yoke? [Examples, Principles, Methods]

Benefits of Root Cause Analysis

Quality improvement.

Root cause analysis can significantly enhance the quality of your products or services. By systematically identifying the root causes of issues and implementing corrective actions, you’ll prevent recurring problems and reduce the number of defects. In turn, this will help you maintain customer satisfaction, reduce costs associated with rework or returns, and improve your reputation in the market.

Risk Reduction

Reducing risk is another advantage of root cause analysis. When you identify the underlying causes of problems, you can take necessary measures to eliminate or mitigate those risks. This proactive approach can protect your business from potential losses or disruptions, such as regulatory penalties, customer dissatisfaction, or harm to employees or the environment. By addressing the sources of risk, you can maintain a safer and more profitable business.

Process Optimization

Root cause analysis supports continuous improvement by highlighting inefficiencies and areas for optimization in your operations. By examining your processes beyond the symptoms of a specific issue, you can uncover opportunities to streamline workflows, reduce waste or downtime, and better utilize resources. Implementing these improvements not only resolves the immediate problem but also enhances overall productivity and efficiency in your organization.

To attain the benefits of root cause analysis, apply it consistently and rigorously. Ensure that you involve relevant stakeholders, gather necessary data, and employ a systematic approach to identifying and addressing root causes.

Challenges of Root Cause Analysis

Common pitfalls.

When conducting Root Cause Analysis (RCA), you might face common pitfalls that can reduce the effectiveness of your investigation. Some of these pitfalls include:

• Rushing the process : It is important to allocate appropriate time and resources to conduct a thorough RCA.
• Overlooking small details : Make sure to pay attention to all possible contributing factors when investigating a problem. Small details can often hold the key to the root cause.
• Focusing on blame : RCA should focus on identifying systemic issues and providing solutions rather than blaming individuals or departments.

Addressing Human Factors

Human factors play a critical role in many problems. When conducting RCA, it is crucial to consider the human factors that may have contributed to the issue. Here are some tips to help you address human factors in your RCA:

• Consider psychological factors : Assess the mental state of the people involved in the incident, including their level of stress, fatigue, and emotions.
• Evaluate communication and collaboration : Analyze how effectively teams were communicating and working together at the time of the incident.
• Assess training and competency : Determine if the people involved had the appropriate training and knowledge to handle the situation.

Keep a neutral and non-blaming tone while assessing human factors. The aim is to uncover systemic issues that can be improved upon.

Fishbone Diagram (Components, Factors, Examples)

Ishikawa Diagram: Examples and Applications

• Advantages of SWOT Analysis (6 Benefits and 4 Limitations)
• 8 Examples: Top Problem Solving Skills
• What is Problem Solving? (Steps, Techniques, Examples)

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• What Is Root Cause Analysis? | Definition & Examples

What Is Root Cause Analysis? | Definition & Examples

Published on January 6, 2023 by Tegan George . Revised on November 17, 2023.

Root cause analysis is a problem-solving approach that uses the analogy of roots and blooms to model cause-and-effect relationships. Rather than focusing on what’s above the surface, root cause analysis troubleshoots solutions to problems by analyzing what is causing them. Note Similarly to exploratory research , it’s important to remember that root cause analysis does not provide solutions to problems. Rather, it’s one method within a larger problem-solving landscape.

Root cause analysis is a form of quality management, often used in organizational management, quality control, and in healthcare fields like nursing. Root cause analysis can be a helpful study tool for students, too, when used for brainstorming or memorization exercises.

Table of contents

Root cause analysis template, the “5 whys” of root cause analysis, advantages and disadvantages of root cause analysis, other interesting articles, frequently asked questions.

It’s easy to draw root cause analysis charts by hand, on a whiteboard or a big piece of paper. Many people use fishbone diagrams as well, or you can download our template below.

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One of the most common ways to conduct root cause analysis is using the “5 Whys” method, popular in lean management. The 5 Whys are an interconnected method of analysis: after defining your problem, you ask “why?”  and answer as concisely as possible. The first “why” often leads to the second, which leads to the third, etc.

In short, you continue to ask “why” until the answer provided is no longer a contributor to the broader issue, but a possible solution to that issue. In other words, as you strategize, you’ll sense it’s time to stop when a provided answer has the potential to stop the whole problem from occurring, rather than only one aspect of that problem. This often takes 3-5 “whys” but can definitely stretch out for longer.

You can use this template to map out your whys.

Root cause analysis is a great way to organize your thoughts, but its simplicity leads to a few downsides.

• Great brainstorming tool for individual or group projects.
• Can help identify causal relationships and clarify relationships between variables .
• “5 whys” system can help simplify complex issues and drive possible solutions.

Disadvantages

• Can be overly simplistic, not leaving much room for nuance or variations.
• Path dependence can occur if the wrong question is asked, leading to incorrect conclusions.
• Cannot provide answers, only suggestions, so best used in the exploratory research phase .

If you want to know more about the research process , methodology , research bias , or statistics , make sure to check out some of our other articles with explanations and examples.

Methodology

• Sampling methods
• Simple random sampling
• Stratified sampling
• Cluster sampling
• Likert scales
• Reproducibility

 Statistics

• Null hypothesis
• Statistical power
• Probability distribution
• Effect size
• Poisson distribution

Research bias

• Optimism bias
• Cognitive bias
• Implicit bias
• Hawthorne effect
• Anchoring bias
• Explicit bias

There are several common tools used for root cause analysis , the most popular of which include fishbone diagrams , scatterplots, and the “5 whys.”

A fishbone diagram is a method that can be used to conduct root cause analysis.

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Better problem solving with root cause analysis (with template)

If you walk into your kitchen to find your favorite vase smashed on the floor, it might be safe to assume that the grinning cat nearby was the root cause of this problem. If only it was this simple in business and we could just say “the cat did it.” Product problems are often much more complex and connected to a variety of root causes.

If you think of a weed, the surface is only the problem you can immediately see. However, if you cut the weed from the ground level, it’s likely to grow back from the root. This is just like fixing product problems with a band-aid with little to no investigation of a root cause — it’s likely to return.

These types of problems need a more thorough root cause analysis (RCA) to determine how, and why the problem happened, and how to prevent it in the future.

What is root cause analysis?

Root cause analysis is a tool you can utilize when determining the true cause of a problem. You might have assumptions about what the cause of a problem might be or experience biases towards one as the main cause.

Performing a root cause analysis can help you determine what the underlying causes of a problem are to help address a more impactful and valuable solution:

What are the 4 steps in a root cause analysis?

When you’re trying to uncover the roots of a problem, it can be daunting to figure out where to start. The process to conduct a root cause analysis can be broken down into a few easy steps:

• Define the problem
• Identify and map the problem causes
• Identify the evidence that supports your causes
• Create a root cause analysis report and set up your action plan

1. Define the problem

A clear definition of the problem is the first step. Sometimes problems are easy to identify, like a broken link. More often, problems can be abstract and need clarification, like a decrease in overall purchases through a site or an increase in bugs reported.

Here are some more examples of problems:

• A 20 percent drop in customer purchases placed from the shopping cart page from the previous week
• 60 percent of customers on hold end up dropping their call and, as a result, the company has experienced a decrease in NPS scores
• A 40 percent increase of customer reported issues with using the folders feature in a CRM
• A 15 percent decrease in user engagement with a core feature on a social media site

It’s also critical to understand how to define a problem:

2. Identify and map the problem causes

Using tools like a fishbone analysis and the Five Whys framework can help you put together causes and start to categorize themes of the problem. When going through a Five Whys diagram, try to come up with a few alternate pathways and you might notice overlapping areas.

Each example of a Five Whys diagram is accurate, but only looking at one cause can prevent you from understanding the fuller picture. For example, there was more than one reason why the Fyre Festival failed and it’s important to identify overlapping themes to avoid leaning on only one cause:

In a product example, there might be numerous reasons why session times have decreased, or user reported bugs are up.

After evaluating the size, impact, general cause themes, and urgency of the problem, you’ll have a better understanding of how much effort will be needed for the analysis. The larger the problem on the surface, the more underlying causes you might find. Even simple problems can sometimes have numerous causes to consider and you need to determine how in-depth you need to dig to “unroot” the causes.

It’s also critical to check all your bases. Once you have evaluated and categorized the different potential causes to a problem, use the following as a checklist to ensure you’re covering all areas of where and how this problem happened. Be sure to identify any changes or recent events that might have occurred that could have impacted the problem.

• Demographics : is the problem happening to one specific demographic? Only happening to iPhone users? Users in a specific location?
• Time specific : when did the problem happen? Is it continuing to happen? Did the problem only occur during a specific time? You might discover that the problem is related to a time-specific cause, like a release or outage
• User journey : did anything change within the user journey? Map the workflow to determine if any new developments have occurred
• External factors : is this an issue with a third party integration? Did a competitor launch a successful new feature that might be taking business from you? Some of these external factors could be out of your control, but important to recognize
• Internal factors : how many feature releases happened during this time frame? Was there any product downtime or maintenance at that time?

3. Identify the evidence that supports your causes

Collecting evidence is a key part of a root cause analysis. Without evidence, your problem causes are based on assumptions and potentially harmful biases.

Start evaluating any data you might have available. Using session replay tools like LogRocket can help you collect evidence of the problem. Here are a couple of examples of the type of data that can be used to collect evidence:

• User count — number of users impacted by the problem
• Usage — daily, weekly, or monthly active users and a decrease or increase in session time
• Decrease or increase in events — for example, a decrease in users selecting the Add to cart button from a page or an increase in error pages
• Error tracking and user frustration — tools like LogRocket can help track where things are going wrong in your product and surface critical issues
• Qualitative evidence — run user interviews or user-submitted feedback with tools like Loom. Are multiple users running into the same roadblock? Are you seeing the same complaint from multiple users in feedback tickets?

4. Create a root cause analysis report and set up your action plan

Collect your evidence and root cause evaluation into an RCA template. Once you have your causes identified and your discovery efforts into one root cause analysis report, you can start creating a plan to address the problem and prevent it from happening in the future.

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Collaborate with a team to brainstorm solutions and discuss which options might address multiple causes. Evaluate if you need both a short-term and long-term solution, depending on the level of effort and urgency required. As part of your analysis report, discuss how you can avoid this problem again in the future and any other risk mitigation plans.

Root cause analysis template

You can use this root cause analysis template on Google Sheets to organization your investigation, collect your evidence, and share with your team to determine next step solutions:

Root cause analysis example

Below is an RCA for Company B, a tax preparation product that experienced an increase in dropped customer calls.

Company B experienced an increase of 60 percent of customers on hold that ended up dropping their call. They also experienced an increase in NPS dissatisfaction and have concerns about losing customers.

After going through a root cause analysis, they discovered an 80 percent increase in user calls during tax season. This increase of call volume indicated much longer wait times to speak to a live agent.

After investigating some of the customer call reasons, they discovered that numerous customers had simple questions that could be answered quickly without too much support.

Company B gathered call logs that confirmed their suspicions. They brought the logs together that demonstrated the simplicity of repeated questions and gathered records of customers that dropped off after a certain amount of time on the phone.

Company B implemented a conversational AI chatbot that could answer generic questions and direct more complex questions to a live agent. Further, they implemented tooltips throughout the tax process flow to help users that appeared to be stuck.

Through the RCA process, you might discover that some parts of the user’s experience are confusing and create a plan to address minor UI challenges.

These solutions helped Company B improve their accessibility and scalability needs during an increase in call volume, without having to add more employee support. Going forward, Company B can plan to monitor call times and continuously evaluate customer service topics to determine where users might need further support and guidance in the future:

Common mistakes to avoid

There are a number of easy-to-fall-into traps when performing root cause analysis, including:

• Don’t rely on assumptions when determining root causes. Use evidence to support to disprove a cause
• Don’t limit your investigation. Go beyond one Five Why framework and be sure to exhaust all possibilities to avoid leaning on the first cause
• Don’t rely on the first idea — come up with multiple solutions to solve a problem
• Don’t work alone. Collaborating with a team will help you come up with a variety of potential solutions or new opportunities
• Don’t think this is a one-time thing. Prepare for the future and discuss risk management and mitigation if you expect this problem to happen again, especially with issues that might be related to factors out of your control. What’s the worst that can happen, and what can we do about it to make sure the problem is addressed quickly with minimal interruption?

Final thoughts

A root cause analysis can be a great tool to help you uncover the true causes of a problem and reduce any reliance on assumptions or biases. With the right investigation and evidence collection, you can learn more about how and why a problem happened and identify causes below the surface.

RCA can ensure your solutions address the root problem and help you better plan for the future.

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Root Cause Analysis Guide for Efficient Business Problem-Solving

Updated on: 5 January 2023

Sometimes things go wrong. Well-planned projects fail, processes break down and employees lose their productivity.

To understand what happened, you need to get to the bottom of things.

Many organizations use the root cause analysis when a problem or something unplanned happens that will interrupt their business processes. It helps dig deeper and find effective solutions.

In this post, we will look at what is root cause analysis, the root cause analysis steps, and root cause analysis tools.  

What is Root Cause Analysis

Root cause analysis is a method that helps understand the primary cause of a problem or why a problem occurred in the first place.

It helps you to dig into the underlying causes of the situation, thus allowing you to find appropriate solutions for it.

There are several root cause analysis tools and techniques that can be used in the investigation of a problem. But before we get to that, let’s understand how to conduct a root cause analysis first.

Root Cause Analysis Steps

A root cause analysis may take several hours of your time.

It would be easier for you if you involve a team of relevant people; for example, if you are investigating bottlenecks in a process, it would help to have the process owner and other experts for the analysis.

Follow the steps below to conduct a successful root cause analysis.

Step 1: Define the problem

Define the problem your organization is facing and gather data and evidence relevant to it and necessary to understand the current situation.

Create a problem statement which should include information about the problem like the actual impact, potential impact, the focal point, etc. However keep the statement concise.

Step 2: Determine the factors that caused the problem.

Gather a team of people directly involved in the execution of the process and corrective actions, and experts whose input can help find solutions faster.

Together with the team, brainstorm the possible factors for the problem by asking ‘why?’. You can use a 5 whys diagram or a fishbone diagram here.

Step 3: Identify the root cause.

Dig deeper by continuing to ask why after the first layer of causal factors. Keep at it until finally you have discovered the fundamental cause for the problem at hand.

Step 4: Decide the corrective actions

Decide the corrective actions you need to take to eliminate the problem and prevent it from recurring. Make sure that you clearly communicate them to the people who will be involved.

Step 5: Review and evaluate

Review and evaluate the impact of the corrective actions. Make improvements as necessary.

Root Cause Analysis Tools

Many root cause analysis tools are out there. Following we have listed some that are widely used and more effective in problem-solving.

5 Whys Analysis

To carry out a 5 whys analysis, you need to gather a team of people who are affected by the problem.

As the name suggests, in the 5 whys analysis the question ‘why?’ is asked five times in the course of finding the root cause of a problem.

You can use a 5 whys template like the one below to facilitate the brainstorming session.

Once you have asked ‘why’ five times and figured out the root cause, come up with improvement measure you need to apply. Assign everyone the corrective actions that need to be taken.

Cause and Effect Analysis

Once you have identified the problem, you can use the cause and effect analysis to explore the causes of a problem and its effects.

For the analysis, you can use a cause and effect diagram, which is also known as a fishbone diagram or the Ishikawa diagram.

Just as it helps explore the factors that are preventing an outcome, it can also be used to identify the factors needed to generate the desired outcome.

Here’s how to use the cause and effect analysis to solve business problems . You can also refer to our guide on fishbone diagrams to learn how to use the tool in more detail.  

Pareto Chart

Pareto chart is a combination of a bar chart and a line graph. While the length of the bars represent the frequency or cost of faults, they are arranged in such a way that highlights the most frequent to least frequent. The chart helps prioritize your issues based on the cumulative effect they have on a system.

The Pareto chart is based on the theory that 80% of the total problems that occur are caused by 20% of problem causes. This means if you have solutions to your major problems, you can also solve a majority of your other smaller problems.

Learn how to create a Pareto chart step-by-step here .  

Scatter Diagram

Scatter diagrams or scatter plot diagrams can be used to visualize the relationship between two variables. Once you have created a cause and effect diagram and identified potential causes to your problem, you can use the scatter diagram to determine which causes are responsible for the variation.

While the independent variable is plotted along the horizontal axis, the vertical axis is for the dependent axis. Learn more here .

Fault Tree Analysis

Fault tree analysis is a deductive analysis to that visually represent the failure path. You can use the fault tree analysis to determine the possible causes of a problem or an event. The fault tree starts with the event at the top and the possible causes are placed below.

Anymore Root Cause Analysis Tools?

What other root cause analysis tools do you use? Have you got any more tips on accelerating the root cause analysis steps we have discussed above? Do share them with us in the comments below.

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Root Cause Analysis with 5 Whys Technique (With Examples)

By Sebastian Traeger

Updated: April 23, 2024

Reading Time: 7 minutes

What Is the 5 Whys Technique?

Example of the 5 whys technique, how to conduct a 5 whys analysis in 5 steps, when to use a 5 whys analysis, using 5 whys template, tips for mastering the 5 whys technique, frequently asked questions about 5 whys.

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive.

At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful! 

Our goal is to help you better understand 5 whys techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

The 5 Whys Technique is like peeling an onion – it helps you uncover the underlying reasons behind a problem, layer by layer. By repeatedly asking “why” at least five times, this method digs deep to reveal the root cause of an issue. It’s a simple yet powerful problem-solving approach that aims to get to the heart of the matter rather than just addressing surface-level symptoms.

5 Whys Technique: A method that involves iteratively asking “why” five times to unveil the fundamental cause of a problem.

In essence, the 5 Whys Technique is not just about fixing what’s broken on the surface; it’s about understanding and addressing the deeper issues that lead to problems in the first place.

The 5 Whys Technique is like a detective, uncovering the truth behind recurring problems. Let’s take a look at how this method works in two different scenarios.

Case Study: Manufacturing Defects

Imagine a company that keeps encountering the same manufacturing defects despite various attempts to fix them. By using the 5 Whys Technique, they discovered that the defects were not caused by faulty machinery, as previously assumed, but rather by human error due to unclear operating instructions. This realization led to improved training procedures and clear work guidelines, ultimately eliminating the defects.

Application in Service Industry

Now, consider a service industry struggling with frequent customer complaints and service failures. Through the 5 Whys Technique, it was revealed that these issues stemmed from inadequate staffing levels during peak hours. By addressing this root cause, such as hiring additional staff or adjusting schedules, the service quality can significantly improve, leading to higher customer satisfaction.

These examples illustrate how the 5 Whys Technique can be applied across different sectors to identify and address underlying issues effectively.

Step 1: Identify the Problem

Before diving into a 5 Whys analysis, it’s crucial to clearly identify the problem or issue at hand . This step sets the stage for the entire process and ensures that the focus remains on addressing the right concern. Take the time to gather relevant data, observe patterns, and consult with team members or stakeholders to gain a comprehensive understanding of the problem.

Step 2: Ask ‘Why’ Five Times

Once the problem is clearly defined, it’s time to start peeling back the layers. The process involves asking “why” five times, not necessarily limited to five questions but enough to delve deeper into the underlying causes of the problem . Each “why” serves as a gateway to uncovering additional factors contributing to the issue. This iterative approach helps in identifying not just one cause, but multiple interconnected elements that may be at play.

By consistently probing deeper with each “why,” you can reveal hidden complexities and nuances that may have been overlooked initially. This method allows for a more thorough understanding of the situation, paving the way for effective solutions that address root causes rather than surface-level symptoms.

This structured approach encourages critical thinking and enables teams to move beyond quick fixes towards sustainable improvements.

The 5 Whys Technique is a versatile problem-solving approach that can be applied in various scenarios to uncover root causes and drive continuous improvement. Here are two key situations where the 5 Whys Analysis can be particularly beneficial:

Recurring Issues

• The 5 Whys Technique is especially useful when dealing with recurring issues. Whether it’s a manufacturing defect that keeps resurfacing or a persistent customer complaint in the service industry, this method helps identify the underlying reasons behind these repetitive problems. By repeatedly asking “why,” it becomes possible to trace the issue back to its root cause, allowing for targeted solutions that prevent reoccurrence.

Process Improvement

• Organizations constantly strive to enhance their processes and workflows for increased efficiency and quality. When seeking to improve existing procedures, the 5 Whys Technique serves as a valuable tool. By systematically analyzing the factors contributing to inefficiencies or bottlenecks, teams can gain insights into how processes can be optimized at their core. This method enables organizations to make informed decisions about process improvements based on a deep understanding of the underlying issues.

In both cases, the 5 Whys Analysis offers a structured yet flexible approach to delve into complex problems, making it an indispensable tool for driving meaningful change and progress within organizations.

When it comes to conducting a 5 Whys analysis, utilizing a structured template can greatly facilitate the process and ensure a comprehensive investigation into the root cause identification. Using RCA software such as EasyRCA can benefit the team by streamlining your 5-why process. Here’s how organizations can benefit from using a template:

Benefits of Using a Template

• Streamlined Process: A well-designed 5 Whys template provides a clear framework for conducting the analysis, guiding teams through the iterative questioning process. This streamlines the investigation, making it easier to navigate and ensuring that no crucial aspects are overlooked.
• Thorough Investigation: By following a predefined template, teams are prompted to explore various facets of the problem systematically. This ensures that all relevant factors are considered, leading to a more thorough and insightful investigation into the underlying causes.
• Consistent Approach: Templates offer a standardized approach to conducting 5 Whys analyses within an organization. This consistency promotes uniformity in problem-solving methods across different teams or departments, enhancing overall efficiency and effectiveness.

Customizing the Template

Organizations have the flexibility to customize 5 Whys templates according to their specific needs and industry requirements. This adaptability allows for tailoring the template to address unique challenges and incorporate industry-specific considerations. Customization may include:

• Adding Industry-Specific Prompts: Tailoring the template by incorporating prompts or questions relevant to particular industries or types of issues being analyzed.
• Incorporating Visual Aids: Enhancing the template with visual aids such as flow charts or diagrams can help teams better understand and communicate complex causal relationships.
• Iterative Refinement: Regularly reviewing and refining the template based on feedback and evolving organizational needs ensures that it remains aligned with current processes and challenges.

Customizing the template empowers organizations to harness the full potential of the 5 Whys Technique in addressing diverse problems while aligning with their unique operational contexts.

Encouraging Open Communication

In mastering the 5 Whys Technique as a problem-solving method, creating an environment that fosters open communication is paramount. When team members feel comfortable expressing their perspectives and insights, it leads to a more comprehensive exploration of the underlying causes of a problem. Encouraging open communication allows for diverse viewpoints to be considered, providing a holistic understanding of the issue at hand.

By promoting an atmosphere where individuals are empowered to voice their observations and concerns, the 5 Whys analysis can benefit from a rich tapestry of ideas and experiences. This inclusive approach not only enhances the depth of the analysis but also cultivates a sense of ownership and collective responsibility for addressing root causes within the team or organization.

Continuous Improvement Mindset

A key aspect of mastering the 5 Whys Technique is embracing a continuous improvement mindset. Rather than viewing problems as isolated incidents, this approach encourages teams to see them as opportunities for growth and development. By instilling a culture of continuous improvement, organizations can leverage the insights gained from 5 Whys analyzes to drive positive change across various aspects of their operations.

Fostering a mindset focused on continuous improvement entails actively seeking feedback, evaluating processes, and implementing iterative enhancements based on the findings. It involves an ongoing commitment to learning from past experiences and leveraging that knowledge to proactively address potential issues before they escalate. Embracing this mindset ensures that the 5 Whys Technique becomes ingrained in the organizational ethos, leading to sustained progress and resilience in problem-solving efforts.

As we wrap up our exploration of the 5 Whys Technique, let’s address some common questions that may arise regarding this powerful problem-solving method.

What is the primary goal of the 5 Whys Technique?

The primary goal of the 5 Whys Technique is to uncover the root cause of a problem by iteratively asking “why” at least five times. This approach aims to move beyond surface-level symptoms and address the underlying issues that lead to recurring problems.

Is the 5 Whys Technique limited to specific industries or sectors?

No, the 5 Whys Technique is versatile and can be applied across various industries and sectors. Whether it’s manufacturing, healthcare, service, or technology, this method offers a structured yet flexible approach to identifying root causes and driving continuous improvement.

How does the 5 Whys Technique contribute to continuous improvement?

By delving into the fundamental reasons behind problems, the 5 Whys Technique provides organizations with valuable insights for driving continuous improvement. It not only helps in resolving immediate issues but also fosters a culture of ongoing enhancement and development within an organization.

Can the 5 Whys Technique be used for complex problems with multiple contributing factors?

Yes, while initially designed as a simple and straightforward method, the 5 Whys Technique can certainly be applied to complex problems with multiple interconnected factors. By systematically probing deeper into each layer of causality, this technique enables a comprehensive understanding of intricate issues.

I hope you found this guide to 5 whys technique insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization.

Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit Reliability Resources .

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How to do Root Cause Analysis? Everything You Need to Know

March 4th, 2024

Performing a root cause analysis is an invaluable problem-solving tool for any organization. At its core, root cause analysis (RCA) aims to uncover why issues arise by systematically evaluating contributing factors.

Once the underlying causes behind these problems are understood, teams can not only address the immediate symptoms but also take proactive preventative measures for the long term.  

Utilizing a data-driven methodology, root cause analysis gets to the bottom of quality, reliability, safety, and process inefficiencies.

By figuring out the true roots instead of just the obvious proximal causes, you diagnose the real reasons defects emerge, errors happen, failures occur or goals aren’t met.

The goal extends beyond resolving a one-time incident – it’s about fixing systemic gaps to avoid repeated future stumbles while continuously improving performance.

What is Root Cause Analysis?

Root cause analysis (RCA) refers to a set of approaches leveraged to uncover the underlying explanatory factors or root causes behind problems. Essentially, RCA provides a structured investigation process for identifying the true sources from which issues emerge in systems, products, workflows, or outcomes.

Whereas our instinct is often to address the most visible or proximate causes behind defects, errors, or negative events, root cause analysis deliberately digs deeper.

RCA diagnosis traces behind the symptoms to the source inputs, process weaknesses, and capability gaps giving rise to those surface-level problems.

This tracing back from consequence to cause requires analyzing the interconnected relationships within a system to find originating triggering points upstream where sustainable solutions can be targeted.

Goals of Performing Root Cause Analysis

There are three overarching goals fueling investments in root cause analysis initiatives:

Identify Underlying Problems

The foremost objective is to systematically diagnose the fundamental breakdowns or gaps responsible for the manifestation of issues.

As opposed to only compiling a list of contributing factors or observable indicators, RCA pursues the identification of the truly originating root deficiencies being tapped as the problem’s supply source.

Take Corrective Action  

The second purpose is to facilitate solution development targeting root causes for resolution.

Armed with insights linking specific deficiencies to negative outcomes, corrective interventions can be scoped to strategically address the problem’s inputs rather than applying superficial Band-Aids to outputs.

Investing in fixing root drivers substantially increases the soundness and sustainability of corrective actions taken.

Prevent the Recurrence of Issues

Lastly, the ultimate motivation is the prevention of issue recurrence through eliminating or controlling the root sources.

By remediating root causes and monitoring to confirm resolution, RCA strengthens system reliability and performance to avoid repeated failures manifesting in the future.

Hence required effort for rework decreases as problems stemming from the same unchecked root weaknesses cease to persist.

Steps for Conducting Root Cause Analysis

When executing a root cause analysis, there is an overall investigatory process containing key phases to follow for orderly problem diagnosis .

Walking through these main RCA steps lends structure to facilitate systematic root cause identification.

They provide foundational guidelines while deploying the specialized root cause analysis tools and methodologies covered later.

Define the Problem  

The first step when approaching any root cause analysis is to clearly articulate the problem you aim to address. This includes accurately describing the issue’s observable characteristics and quantifying the impacts witnessed thus far.

Define Specific Symptoms

Closely detail what is going awry to precisely scope the problem. Document factual indicators tied directly to performance shortfalls rather than vague hunches something is amiss. Quantify discrepancies between expected versus actuals. Capture failure modes . Outline errors committed or protocol breaches. Log quality defects surfacing. Probe to gather data-backed specifics.  

Understand Current Impacts

Quantify how these presenting symptoms translate into tangible setbacks. Connect observable indicators back to resulting consequences like goals underachieved, costs incurred, risks introduced, and other impacts.

Dimension the scope of influence including breadth across the customer base, affected product lines, or process phases. Demonstrate why solving this problem merits prioritization based on the depth of existing impacts.

Solid problem definition focusing on the analysis ultimately determines how effectively root causes will be found.

An accurate statement captures factual symptom patterns plus impact measurables tied to those reliability, quality, or performance defects witnessed.

That evidential grounding seeds direction for the data gathering and causal evaluation ahead.

Gather Information & Data

With a well-defined problem statement guiding the root cause analysis, attention next turns to gathering contextual input and evidence associated with the issue.

Create a Timeline of Events  

Work backward chronologically to chart out key events preceding and proceeding with observable defect occurrences . Capture operational data, process logs, related audit records, and other artifact sources to reconstruct event sequences.  

Consider perspectives like:

When exactly did defect indicators initially surface? Under what conditions or phase activity? After what system, input, or human touchpoint? Any correlative or high probability causal associations?

Seeking process flow understanding, catalog multi-tiered sequences of events, including upstream supplier activities, to identify potential propagation pathways giving rise to defects.

Document Contributing Factors

Beyond driving process factors and event chronologies, also gathers ancillary variables that likely influence or contribute to issue occurrence even if not as primary drivers. Consider documentation, insights from staff interviews, related incidents, past mitigation actions, and other clues that shed light.

Record as many hypothesized contributing factors as possible early on. This compilation supports connecting the dots during causal analysis without prematurely dismissing the potential relevance of surrounding variables.  

Through compiling events data and rounding out clues, these background informative sources feed into the causal analysis techniques to next diagnose just what latent weaknesses propagate or allow these problems to keep resurfacing.

Identify Causal Factors

With foundational information gathering completed, the next phase applies analytic techniques to start unraveling contributory causal linkages tied to the focal problem.

A diversity of root cause analysis tools can methodically assess hypotheses on factor interdependencies.

Use Analysis Tools Like 5 Whys and Fishbone Diagram

Structured brainstorming combined with visual mapping formats help investigates the likelihood of causal relationships across documented contributing variables and process flow events. For example:  

– The 5 Whys approach sequentially probes with “why” questions to follow explanatory chains probing closer to root causes.

– Fishbone diagrams visually organize causal factors under typical categorical influence dimensions like manpower, machinery, materials, methods, and more.

These analysis tools support rooting out key drivers versus ancillary variables amongst the stack of hypothesized factors initially compiled.  

Determine Relationships Between Factors  

Beyond naming factors, RCA analysis seeks to assess interrelationships – which elements potentially influence other elements either directly or in relayed sequences.

This mapping of connections across current state process steps, inputs, human decision points, and other variables constructs the pathway model of how certain vital few deficiencies propagate to enable the ultimate problem manifestation.

Solid analysis output accounts for factor likelihood and strength of relationships across the mapped flow.

Statistical, experiential, and consensus estimation techniques help qualify those key linkages for further root cause assessment.

Pinpoint the Root Cause(s)  

Having constructed a relationship model across contributing variables and process flow events, attention hones in on tracing the originating root causes behind the mapped issue. This diagnostic phase isolates the vital few originating causes to target for correction.

May Be Multiple Root Causes

Especially for complex problems, multiple root failure points may independently or jointly propagate deficiencies tied to the end observable defect. Isolate multiple contributing root causes rather than stopping at just one initial discovery.

Distinguish Between Causal Factors

When analyzing to pinpoint the deepest root sources, it is critical to differentiate causal factors from root causes.

Causal factors directly contribute to the problem but are not the underlying deficiencies enabling the causal chain.

True root causes originate upstream as the vital inputs or process weaknesses initiating the downstream consequence cascade.

Confirm root cause isolation by assessing if its resolution would eliminate the issue while simply addressing each causal factor alone would not resolve the problem long term.

This testing of whether fixed roots would break the failure sequence helps verify root cause validity for targeted corrective action ahead.

Implement Preventative Solutions

With verification of the root factors enabling the business problem’s occurrence, attention lastly turns to enacting changes to address exposed deficiencies for prevention.

Develop a Corrective Action Plan

Define a project plan oriented around enhancing control of the vital root inputs or strengthening process elements to minimize propagation likelihood going forward. Corrective actions directly target diagnosed deficiencies rather than applying generalized fixes.

Attach owners driving execution of enhancements like input specification improvements, adding process controls , capability development interventions, technology system changes, and more as tied to root issue resolutions.

Allocate Resources

Determine appropriate budget, staffing, infrastructure, and stakeholder access supports to facilitate execution against planned corrective initiatives. Resource design elements of the improvement plan for priority consideration.

Assign Responsibilities

Designate owners to carry through and sustain fixes critical for remediating diagnosed root weaknesses.

Assign subject matter experts tailored to focus areas like procurement, quality assurance, data analytics, applications, and more.

Maintain accountability via governance check-ins to validate containment of root factors enabling the original business problem faced.

Getting ahead of problems requires getting beyond just reactive firefighting. Root cause analysis provides an alternate mindset and procedural approach to transform from responsive defense to reliable prevention.

Leveraging the steps outlined transforms troubleshooting guesswork into solid problem diagnoses for impactful corrections that stick.

Tools for Root Cause Analysis

While the root cause analysis steps provide an overarching process, there are also many specific tools and techniques leveraged by practitioners to enable effective problem diagnosis .

These methodologies lend rigor and an evidence-based lens guiding productive analysis execution.

No one-size-fits-all tool exists as finding root causes encompasses a toolkit approach aligning techniques to problem complexity, organizational maturity , and analytics staff capabilities.

A variety of options cater better to deductive versus inductive analysis styles. Certain tools simplify tackling human versus process-driven deficiencies.

Below we will describe some of the most popular and impactful options as an introductory sampling of root cause analysis tooling available to drive actionable findings.

Looking across the techniques, common elements like visual mapping combined with iterative questioning enable unraveling factor connections. Statistics quantitatively point toward viral variables.

While no single method will perfectly fit every business environment, evaluating options against internal needs allows customizing an RCA toolbox for repeating success.

Let’s look at how to use 5W , fishbone diagram , fault tree , etc. to run a Root Cause Analysis.

5 Whys Technique

The 5 Whys approach represents one of the simplest root cause analysis tools, asking “why” iteratively to trigger deeper-dive brainstorming on contributory factors. By sequentially questioning “why” around five times, analysis can often get to root causes efficiently.

Ask “Why” Questions Iteratively

Start with the problem indicator as documented. Ask why it is occurring. For the explanation received, again ask why regarding that reason.

Continue asking why around five+ times until reaching a root originating cause rather than just symptoms or intermediate factors.

The key is not stopping at superficial responses. Use follow-on probing around systemic relationships to get beyond guesswork into sourcing vital causal inputs behind issues. Answer chains build an explanatory logic trail.

Fishbone Diagram

The fishbone diagram compiles a visual catalog of causal variables for organized analysis facilitating potential root cause identification.

As factors accumulate and interrelate in complex ways, this format supports assessment efficiency.  

Visually Map Causal Factors

Fishbone diagrams provide an intuitive visual roadmap of multiple categories of influencing factors like materials, machinery, staffing, and methods.

This organization into standard dimension groupings eases assessing angle applicability to the issue context. Breaking down by factor type combined with team discussion aids in root cause emergence.

Fault Tree Analysis

Fault Tree Analysis offers a structured deductive approach applying boolean logic for disciplined qualification of factor likelihood and interconnectedness to narrow resolving power onto root causes.

Deductive Root Cause Analysis

In a fault tree diagram, the undesired state requiring diagnosis sits at the top. Sub-branches then visually map how that state could logically occur based on combinations of certain lower-level events and conditions using “AND” and “OR” logical operators.

Walking through documented branches and assessing the likelihood of reaching originating root factors at the base of the tree provides evaluation rigor.

Fault tree branches knocked out via factor improbability allows deductively focusing in on the active root causes behind an issue.

Failure Mode & Effects Analysis (FMEA)

Failure Mode and Effects Analysis offers an anticipatory approach to risk analysis applied for early identification of vulnerabilities permitting problems before they emerge. It statistically quantifies criticality toward issues to guide control priorities.  

Predictive Identification of Failures

Potential failure modes are hypothesized along with estimating their likelihood to manifest and the severity of impact if occurring. A risk priority number mathematically combining probability and consequence severity indicates the highest priority vulnerabilities for proactive mitigation efforts.

FMEA analysis flows through these steps:

• Documenting process flows and system design specifications.
• Cataloging where and how failure could theoretically occur.
• Rating probability and severity estimates for each failure mode.
• Calculating weighted risk priorities steering mitigation targeting.
• Developing controls and contingency responses aligned to top risks.

Getting ahead of downstream issues, FMEA provides an alternate lens complementary to retrospectively investigating executed failures through other root cause analysis approaches.

It serves prevention needs rather than just diagnosis for organizations’ maturing quality system reliability and performance benchmarks.

Applications of Root Cause Analysis

While originally pioneered in industrial environments, root cause analysis has expanded across functions from product design through end-user support to unlock business performance, operational efficiency, and continuous improvement advances.

Root cause analysis seamlessly integrates into Lean Six Sigma cultures demonstrating infrastructure capabilities enabling reliable prevention. However, any organization in search of elevating standards, systematizing enhancements, or diagnosing tricky recurring issues can benefit from instituting RCA capabilities.

Manufacturing & Quality Control

Eliminating waste while improving quality, safety, and delivery benchmark attainment all require understanding vital causes behind unacceptable variation. RCA offers manufacturing analytics to optimize flow.

Reduce Defects & Waste

Learn why rejection and rework rates fail to meet control standards. Identify source impurities decreasing yield. Discover where bottleneck throughput lags emerge. Optimize prevention resources against diagnosed vital few equipment failure modes. Get to root design weaknesses prompting field failures.

RCA provides manufacturing analytics illuminating upstream process vulnerabilities and product robustness gaps that quality engineers can re-engineer to reduce downstream waste. The evidence-based insights fuel continuous improvement prioritization essential for operational excellence.

Software Development

IT leaders applying root cause analysis to diagnose tricky software defects optimize quality assurance. Pinpointing true error triggers versus symptoms provides effective resolutions by seasoned developers.

Bug Tracking and Resolution

Applying investigative questioning around runtime errors and customer-reported issues provides clarity to trace back through requirements, architecture, and code base vulnerabilities introducing those bugs. Similarly, managing outages and performance degradations benefits from RCA lifting the hood on dependencies and resource contention under the covers.

Business Process Improvement

Every business leverages processes crossing functional teams, underlying technology, and spanning external partners. Root cause analysis gifts a microscope to optimize flow efficiency, reliability, and experience.

Identify Process Inefficiencies

Document as-is workflow steps, decision points, and outputs. Measure improvement needs around cycle time, work transfers, rework loops, constraints impacting costs or service levels, and roadblocks frustrating customers. Construct current state process maps highlighting pain points.

Conduct RCA to diagnose root design, capability, and capacity gaps disadvantaging flow. Re-engineer based on evidence vs. assumptions alone.

From manufacturing shop floors to software quality assurance to overall business productivity, root cause analysis crosses functions to drive operational gains.

RCA provides insights to strengthen the weakest links recognized across integrated processes and systems that compromise broader performance.

Best Practices   

While the methods and tools empower root cause analysis execution, real-world success also depends on engagement, analysis, and implementation excellence.

Various best practices should be fostered around the people, process, and leadership elements involved with RCA.

Involve Cross-Functional Teams

Gathering a diversity of experts across functions touched by the problem to be diagnosed provides analytical breadth bolstering findings. Cross-functional collaboration harnesses different vantage points, experiences, and expertise to enrich RCA direction and outcome integrity.

Harness Different Perspectives

Multidisciplinary participation facilitates a well-rounded understanding of the current state, ideas on latent improvement opportunities, and balanced decision-making interpreting causes.

Consistent involvement across phases also strengthens buy-in critical for solution adoption success downstream.

With a breadth of lenses applied, creative identification of root causes overlooked otherwise comes to light.

Expanding beyond just technical leads or coaches facilitating RCA, hands-on participation across the various functions interfacing with the process or system under review will enhance analysis productivity and solution integrity.

Such collective ownership through the root cause journey propagates engagement critical for executing against recommended enhancements as well.

Create Blameless Culture

Effectiveness finding actual root causes relies on an environment promoting open transparency rather than fear of retribution. When people feel psychologically safe to share knowledge of vulnerabilities, higher quality analysis unfolds.

Encourage Transparency About Problems

Leaders must nurture a “blameless culture” where the focus stays on collective learning rather than targeting culpability.

Model inquisitive questioning, acknowledge contributions, and recognize success in uncovering insights. Establish RCA as an ongoing collaboration operating across functional boundaries.

Proactive sharing accelerates and enhances analysis, whereas environments allowing blame induce hiding failure observations essential for follow-on diagnostics.

Focus on True Root Causes

The end objective focuses on remediating deficiencies at originating sources instead of addressing symptoms alone. Repeatedly confirmed analysis dives deeper beyond the superficial factors initially evident.

Don’t Just Address Superficial Factors

Guard against analysis stagnation at intermediary contributors versus tracing further upstream toward vital root causes.

Leaders should constantly calibrate direction to pursue root factors that if remedied would prevent issue recurrence as the litmus test qualifying properly scoped RCA.

The core principles empowering successful root cause analysis encompass engagement models promoting transparency rather than fear while enabling deep analytic rigor refusing to settle on surface causes.

Adhering to these foundational practices pays dividends with more impactful insights and solution implementation.

Key Takeaways on How to do Root Cause Analysis

Root cause analysis provides a vital capability for any organization seeking to move beyond reactive firefighting toward reliable prevention.

While requiring investment and competency development, proficiency in paying RCA dividends emerges across operational efficiency, quality, customer experience, and financial performance outcomes.

RCA Helps Diagnose and Prevent Recurring Issues

Whether tackling sporadic issues or systemic defects, RCA gifts objective precision guiding corrective enhancements aligned to true underlying failure points.

The evidence-based analytical approaches uncover root causes that if remediated proactively contain issue recurrence likelihood.

The foundational overview shared introduces what , why , and how regarding root cause analysis. Several next milestone steps merit consideration for instituting RCA practices tailored to your organization’s needs.

Implement RCA Methodology Tailored to Your Needs

• Build Leadership Alignment: Confirm executive support to foster an engagement model and allocate resources enabling RCA productivity as a priority capability.
• Launch Training: Develop skilled practitioner depth across functions in RCA tools from visual mapping techniques like fishbone diagrams to statistical methods like FMEA while constructing an optimal toolkit mix.
• Standardize Governance: Define policies and collaborative forums providing oversight, best practice sharing, efficiency optimizations, and corrective action accountability across the RCA lifecycle.
• Start Small, Demonstrate Quick Wins: Pilot RCA diagnosis and solution implementation for an important business issue to showcase capability value realized.

Root cause analysis success requires work – from leadership, staff skill development, and process adoption. However, embracing RCA thinking and methods delivers a multiplier effect on operational gains to continue building competitive advantage.

Now is the time to get started or expand your RCA journey !

The root cause analysis is a very helpful process in understanding as well as finding solutions to the problem. These indispensable tools will help you conduct this process more efficiently.

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• Root Cause Analysis

A Foolproof Guide to Root Cause Analysis

Understand root cause analysis, its importance, different types and methods, and how you can conduct it. Learn how you can improve your RCA processes.

What is Root Cause Analysis?

Root cause analysis (RCA) is the process of identifying the source of a problem and looking for a solution so that the problem is treated at the root level. This way, organizations and professionals can look beyond the symptoms of the problem and work on where the real cause exists.

Importance of Doing RCA

Root cause analysis aims to gauge the challenges an organization should address to streamline its processes and achieve its goals. Hence, identifying the root causes of a problem helps in developing more effective strategies to overcome it.

Conducting a root cause analysis and implementing apt solutions help employers to significantly or completely prevent the same or similar issues and incidents from recurring. It’s also worth noting that when employers value prevention more than merely treating surface-level symptoms, public trust can be earned. Having an incident-free record may be more likely to attract and retain high-performing employees, further promoting a culture of safety.

3 Basic Types of Root Causes

3 basic types of root causes can have a potential impact on a problem, such as:

• Physical causes: May arise due to problems with any physical component of a system, such as hardware failure and equipment malfunction
• Human causes: May occur due to human error, caused by lack of skills and knowledge to perform a task
• Organizational causes: May happen when organizations use a system or process that is faulty or insufficient, in situations like giving incomplete instructions, making wrong decisions, and mishandling staff and property

RCA Categories

Root cause analysis is not a one-size-fits-all methodology. In fact, there are many various tools, processes, and techniques used in conducting it. According to the National Association of State Mental Health Program Directors , most of the principles of root cause analysis are classified into 5 major categories:

• Safety-based RCA: This process examines and identifies the root causes of any failure of safety observance, accident analysis, or other issues related to occupational safety and health.
• Production-based RCA: This is often conducted in the field of quality control for manufacturing to investigate the root causes of why certain defects are present either within the manufacturing process or end product.
• Process-based RCA: Serving as a follow-on to production-based RCA, this approach has been expanded to include business processes.
• Failure-based RCA: This is rooted in the concept of failure analysis, which is typically used in engineering and maintenance.
• Systems-based RCA: Combining two or more methods of RCA, this approach also takes ideas from fields such as change management, risk management , and systems analysis.

How to Do Root Cause Analysis in 5 Simple Steps

Going through each step in detail, here’s how you can perform root cause analysis:

Step 1: Realize the problem.

The first goal of RCA is to identify problems or defects, which is best done by simply asking: “What’s the problem?” By being able to define the problem, the symptoms, and the possible outcomes, you’ll be pointed in the right direction on how the analysis should go.

This step is also crucial in crafting a specific problem statement. When writing a problem statement, make sure to keep these 3 things in mind:

• how you would describe the problem;
• what you see happening;
• what the specific symptoms are.

Step 2: Gather data

Retrieve all relevant and available data about the incident—including the documentation files, initial issues found, preliminary actions taken, personnel or teams involved, and other key information that you think would be beneficial to identify the root cause.

Step 3: Determine possible causal factors

A causal factor, as defined by the American Institute of Chemical Engineers , is a major unplanned contributor to a negative event or undesirable situation. If eliminated, causal factors would have either prevented the incident from happening or reduced its risks and frequency.

This is where the heart of your analysis enters the picture. Start this step by reconstructing a timeline of events in a way that you’ll be able to pinpoint exactly what led to the problem and other issues that coexist with the one you’re dealing with.

Step 4: Identify the root cause

This is where you choose which of the root cause analysis tools you should use to discover the root causes of each causal factor you’ll encounter. Refer to the next section for the 5 best ways to do root cause analysis.

Step 5: Recommend and implement solutions

Upon identifying the root cause, you can now recommend preventive measures to ensure that the problem won’t happen again. Further, develop a comprehensive timeline and plan on how you can implement the solution in such a way that all of the stakeholders involved are well-informed and trained toward proactive quality management .

Create your own Root Cause Analysis template

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Root Cause Analysis Methods (with Examples)

Ideally, a combination of various tools and root cause analysis techniques should be used to conduct RCAs in your organization. These tools are grouped under the following general categories:

• Brainstorming
• Logic/Event Trees
• Sequence Diagrams
• Causal Factor Determination

As you look for root cause analysis techniques and root cause analysis examples , start by exploring these most commonly used methods and see if they are appropriate for the situation you’re aiming to address.

This is considered the simplest approach to RCA. All you need to do is start with a problem statement and then ask “Why?” 5 times, with each “Why?” leading you closer to the root cause.

What is an example of root cause analysis using The 5 Whys ?

• Problem statement: The electric water heater suddenly stopped working.
• Why did it stop? It was found that the circuit breaker was tripped.
• Why did the circuit breaker trip? The electric water heater was about to overheat.
• Why was the electric water heater about to overheat? A buildup of sediment was found around the heating elements.
• Why was the machine not checked and cleaned? There was a missed inspection and maintenance routine.

Download a free 5 Whys template .

As one of the most in-depth root cause analysis methods, the Failure Mode and Effects Analysis or FMEA process uses hypothetical “What if?” questions to prompt an understanding of the problem. This is best applied to establish cause-and-effect relationships that aim to describe why specific issues occur, including the one you’re dealing with.

Download a free FMEA template .

An acronym for Define, Measure, Analyze, Improve, and Control, DMAIC is a data-driven strategy of an organization’s Six Sigma quality initiative used in process improvement. It is composed of relatively straightforward steps, with each step aiming to ensure the best results possible. As a cyclical process, DMAIC includes the following steps:

• Define the project goals and customer deliverables
• Measure the process to assess current performance and quantify the problem
• Analyze and identify the root causes of defects
• Improve the process by eliminating and preventing defects
• Control future process performance to maintain improved strategies

Download a free DMAIC template .

8 Disciplines Problem Solving

Commonly known as 8D problem solving, this method is used in product and process improvement . The 8D model is usually utilized by quality engineers and professionals in the automotive, healthcare, retail, finance, and manufacturing industries. Though this methodology originally has 8 stages or disciplines, it can be further refined by adding a step that is alloted for planning at the beginning. Hence, the 8D problem-solving process looks like this:

• D1: Form a team
• D2: Describe the problem
• D3: Develop a containment plan
• D4: Identify and confirm root causes and escape points
• D5: Verify corrective actions and solutions before implementation
• D6: Define and carry out corrective actions
• D7: Map out preventive measures
• D8: Recognize and congratulate the team

Download a free 8D report template or check out this collection of 8D report templates .

Change Analysis

This method applies to cases where significant changes take place in the performance of a system or a process. It aims to explore changes made in people, equipment, assets , and data, among others, that have a relevant impact on the change in performance. Ultimately, this also helps in discovering strategies for risk identification and overall risk management.

As an example, you might find that this is the best root cause analysis option when you’re dealing with a large number of possible causes.

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RCA Training for Your Teams

Conducting root cause analysis training is needed for your organization to promote safety culture and a high standard of quality across sites and departments. With mobile tools like Training , you can create, test, and deploy mobile courses to guarantee that your teams are in the loop and comply with your standards in process improvement.

Perform Effective Root Cause Analysis with SafetyCulture

Why use safetyculture.

SafetyCulture is a mobile-first operations platform adopted across industries such as manufacturing, mining, construction, retail, and hospitality. It’s designed to equip leaders and teams with the tools to do their best work–to the safest and highest standard.

Our solution is designed to help drive improvements in your enterprise operations.

✓ Save time and reduce costs ✓ Stay on top of risks and incidents ✓ Boost productivity and efficiency ✓ Enhance communication and collaboration ✓ Discover improvement opportunities ✓ Make data-driven business decisions

Patricia Guevara

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Root Cause Analysis (RCA): Definition, Process and Tools

Root Cause Analysis (RCA): this article explains the Root Cause Analysis or RCA in a practical way. The article starts with a general definition of this concept, followed by the five approaches to the RCA and a practical Root Cause Analysis example. This article also contains a Root Cause Analysis template. Enjoy reading!

What is a Root Cause Analysis (RCA)?

Root Cause Analysis (RCA) is a method of problem solving that aims at identifying the root causes of problems or incidents.

RCA is based on the principle that problems can best be solved by correcting their root causes as opposed to other methods that focus on addressing the symptoms of problems or treating the symptoms.

Through corrective actions, the underlying causes are addressed so that recurrence of the problem can be minimized. It is utopian to think that a single corrective action will completely prevent recurrence of the problem. This is why root cause analysis is often considered to be an iterative process.

This problem solving method is often used when something goes wrong, but is also used when it goes well. More on this proactive attitude to problem solving later.

Root cause analyses, as well as incident investigations and other forms of problem solving, are fundamentally linked to the following three questions:

• What is currently the problem?
• Why does this problem occur?
• What can be done to prevent this problem from happening again?

What is the goal of the Root Cause Analysis?

Root Cause Analysis is used as a tool for continuous improvement . If a RCA is used for the first time, it is a reactive way of identifying and solving problems. This means that an analysis is performed after a problem or incident has occurred.

By executing this analysis before problems from occur, its use changes from reactive to proactive, so that problems can be anticipated in time. RCA is not a strictly defined methodology. There are many different tools, processes and philosophies that have been developed based on Root Cause Analysis.

However, there are five approaches that can be identified in practice:

Safety-based

Its origin can be mainly be found in accident analyses, safety and healthcare.

Production-based

Its origin can be mainly be found in the area of quality control and industrial manufacturing.

Process-based

This is the follow-up from production and business processes .

Failure-based root

Its origin can be found in Engineering and maintenance.

Systems-based

Its origin can be found in the amalgamation of the approaches mentioned above and this is combined with ideas from change management, risk management and systems analysis.

Despite the fact that there seem to be no clear definition of the differences in the objectives among the various approaches, there are some common principles that can be considered to be universal. It is also possible to define a general process for performing an Root Cause Analysis.

Where is the Root Cause Analysis applied in practice?

The Root Cause Analysis is applied in many areas. Below are some examples where an RCA can make a difference.

When an industrial machine breaks down, an RCA can determine the cause of the defect.

If it turns out that a fuse has blown, the fuse can be replaced and the machine restarted, but then the machine will stop working again after a while.

By performing an RCA it is discovered that the problem lies with a pump in the automatic lubrication mechanism. By determining the root cause of the defect by means of an RCA, the same problem can be prevented after an appropriate response.

Information technology

RCA is also used in IT to track down the root causes of problems. An example of this is the computer security management process. It uses RCA to investigate security breaches.

The RCA is also used in the field of safety and health . Think of diagnoses made in medicine, identifying the source of an epidemic, accident analysis and occupational health.

Root Cause Analysis: the basic process

The basic process consists of a number of basic steps. These corrective measures will lead to the true cause of the problem.

Define the problem or the factual description of the incident

Use both qualitative and quantitative information (nature, size, locations and timing) of the results in question and find the root.

Collect data and evidence and classify

Collect data and evidence and classify them along a time line of incidents until the eventual problem or incident is found. Each special deviation in the form of behaviour, condition, action and passivity must be recorded in the time line.

Ask the why’s

Always ask ‘why’ to identify the effects and record the causes associated with each step in the sequence toward the defined problem or incident.

Classify the causes

Classify the causes within the causal factors that relate to a crucial moment in the sequence including the underlying causes. If there are multiple causes, which is often the case, document these, dig deeper, preferably in order of sequence for a future selection. Identify all other harmful factors and contributing factors.

Generate corrective actions / improvements

Think of corrective actions or improvement measures that will ensure prevention of recurrence with a sufficient degree of certainty.

Explore whether corrective actions or improvement measures can be simulated in advance so that the possible effects become noticeable, also with respect to the other underlying causes.

Think of effective solutions that can prevent recurrence of the causes and to which all involved colleagues and team members can agree. These solutions must comply with the intended goals and objectives and must not cause any new and unforeseen problems.

Implement solutions and monitor these

Implement the solutions (corrective actions) that have been made by consensus. Monitor the effectiveness of the solutions (corrective actions) closely and adjust if necessary.

Other methods for problem-solving and problem prevention may be useful. Identify and address any other causes that may be harmful factors in the process.

Please note : steps three, four and five are the most critical part of the corrective measures because these have proved to be successful in practice.

Root cause analysis tools

Other well-know Root cause analysis techniques and tools are listed below:

Barrier analysis

This root cause analysis technique is often used in the industrial sector.

It was developed to identify energy flows and focus on possible blocks for those flows in order to determine how and why the obstacles cannot prevent the energy flows from causing damage.

Current Reality Tree

This complex but powerful method developed by Eliahu M. Goldratt is based on representing causal factors in a tree structure. This method uses rules of logic. The method starts with a short list of the undesirable factors we see around us that will subsequently lead to one or more underlying causes.

Change analysis

This research methodology is often used for problems or accidents and demonstrates how the problem has presented itself from different perspectives.

5 times why

In the Japanese analysis method 5 whys the question ‘why’ is asked five times. The 5 whys technique was originally developed by Sakichi Toyoda , and was used to trace the root cause of the problems within the manufacturing process of Toyota Motors.

Fishbone diagram

This method is also known as the Ishikawa diagram. The Ishikawa diagram is a much preferred method of project managers to perform a Root Cause Analysis.

Kepner Tregoe method

The Kepner Tregoe Method is a method based on facts in which the possible causes are systematically excluded in order to find the real cause. This method also disconnects the problem is from the decision.

RPR Problem Diagnosis

This is an ITIL aligned method designed to determine the root cause of IT problems.

Core Principles of Root Cause Analysis

While there are many different approaches to Root Cause Analyses, most of the methods boil down to the following five steps.

Identification and description

Problem statements and event descriptions are very helpful and often required to perform a proper Root Cause Analysis. An outage is an example of a problem where this is particularly important.

The Root Cause Analysis must establish a sequence of events or a timeline before the relationship between causal factors can be understood.

Differentiation

It is important to distinguish between root cause, causal factors and non-causal factors. This is done by correlating the sequence of events with the size, nature, and timing of the problem. One way to detect underlying causal factors is to use clustering and data mining.

Finally, from the sequences of events, researchers must create an additional set of events that actually caused the problem. This is then converted into a causal graph. To be effective, the Root Cause Analysis must be performed systematically.

This form of problem solving is often a team effort. Think of the analysis of aircraft accidents. For this, the conclusions of researchers and identified causes must be supported by documented evidence.

Correcting measures

Taking corrective action is not formally part of the RCA as the goal is to eliminate the root cause of a problem. Still, it is an important step that is added to virtually all Root Cause Analyses. This step is therefore to add long-term corrective actions so the problem does not develop in the same way as before.

Root Cause Analysis training

There are various forms of training for managers and other persons for which it is important to carry out a correct RCA. These courses are ideal for people who need to understand Root Cause Analysis terminology and process for professional use. Participating in such training courses helps to understand the importance of identifying the root cause of a problem to ensure it does not recur. In addition, courses help to identify common barriers and problems in conducting a RCA.

Root Cause Analysis summary

A Root Cause Analysis (RCA) is a method for identifying the root causes of various problems. There are several methods and techniques that are used for this purpose: Fishbone Diagram, 5 whys method, Barrier Analysis and the Kepner Tregoe Method .

Although they all differ slightly from each other, the operation of the method can be summarized in three questions: what is the problem, why is this a problem, and what is being done to prevent this problem? In practice, a RCA is used in production facilities, in information technology and the health and safety industry.

Five elements are important in performing the RCA and always come back. First, it is imperative that there is a description and explanation of the events leading up to the identification of the problem. In addition, it is important to establish the correct chronology of these events. Subsequently, it must be possible to clearly distinguish between the root cause, causal factors and non-causal factors.

After this, researchers need to determine the sequence of events that almost certainly led to the problem. The final step usually consists of taking corrective action. While not a formal part of the Root Cause Analysis (RCA), this step is very important to ensure that the problem does not develop in the same way in the future as it did before.

Root Cause Analysis template

Start with the cause and effect analysis and identify the causes of problems with this ready to use Root Cause Analysis template.

Download the Root Cause Analysis template

It’s Your Turn

What do you think? What is your Root Cause Analysis experience? Do you recognize the practical explanation or do you have additions? What are in your opinion success factors for conducting an RCA?

Share your experience and knowledge in the comments box below.

More information

• Andersen, B. & Fagerhaug, T. (2006). Root cause analysis: simplified tools and techniques. ASQ Quality Press.
• Barsalou, M. A. (2014). Root Cause Analysis: A Step-By-Step Guide to Using the Right Tool at the Right Time . Productivity Press.
• Dankovic, D. D. (2001). Root Cause Analysis . Technometrics, 43(3), 370-371.
• George, M. L., Maxey, J., Rowlands, D. & Price, M. (2004). The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed . McGraw-Hill Education .

How to cite this article: Van Vliet, V. (2010). Root Cause Analysis (RCA) . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/root-cause-analysis-rca/

Original publication date: 08/15/2010 | Last update: 06/12/2024

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Vincent van Vliet

Vincent van Vliet is co-founder and responsible for the content and release management. Together with the team Vincent sets the strategy and manages the content planning, go-to-market, customer experience and corporate development aspects of the company.

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What is root cause analysis? A proactive approach to change management

Root cause analysis (rca) focuses on fostering a proactive approach to solving problems before they happen and eliminating the potential for flaws to reoccur in the future..

Root cause analysis definition

Root cause analysis (RCA) is a problem-solving process that focuses on identifying the root cause of issues or errors with the goal of preventing them from reoccurring in the future. RCA is typically part of service management methodologies and frameworks, such as ITIL , TQM , and Kanban , that focus on continuous process improvement . This type of analysis can help identify flaws in IT processes, potential security breaches, and faults in business processes.

When a problem is identified and removed, it is considered a “root cause” if it prevents the problem from reoccurring. If, however, a problem is removed and it impacts the event’s outcome, but not in the way intended, then it is a “causal factor.” RCA is typically used to find the root cause of software or infrastructure problems to improve the quality and efficiency of processes, and thereby to save time and money. Every potential cause in a given process is identified and analyzed to ensure the organization is treating the disease, rather than just the symptoms.

Reactive vs. proactive problem management

Reactive management and proactive management are the two main approaches organizations take to repairing issues and solving problems. With reactive management, problems are fixed soon after they occur, often called “putting out fires.” The goal is to act quickly to resolve issues and alleviate any effects of a problem as soon as possible.

Proactive management, on the other hand, aims to prevent problems from reoccurring. It is focused less on quickly solving problems and instead on analyzing them to find ways to prevent them from happening again. That’s where root cause analysis comes in. Its methodology is best suited to support proactive problem management’s goal of identifying and fixing underlying issues, rather than just reacting to problems as they happen.

Root cause analysis steps

While there’s no strict rulebook on how to conduct a root cause analysis, certain guidelines can help ensure your root cause analysis process is effective. The four main steps that most professionals agree are essential for RCA to be successful include the following:

• Identification and description: Organizations must first identify the failures, errors, or events that triggered the problem in question and then establish event descriptions to explain what happened.
• Chronology: After identifying these issues, organizations must then create a sequential timeline of events to better visualize the root cause and any contributing causal factors. Here, it’s important to establish the nature of the event, the impact it had, and where and when the problem occurred.
• Differentiation: Once the sequence of events is established, data involved with a particular issue can be matched to historical data from past analysis to identify the root cause, causal factors, and non-causal factors.
• Causal graphing: Those investigating the problem should be able to establish key events that explain how the problem occurred and convert that data into a causal graph.

Root cause analysis takes a systematic approach to identifying problems and requires the effort of full teams to properly perform the analysis. Those tasked with the analysis typically work backwards to determine what happened, why it happened, and how to reduce the chances of it happening again. They can trace triggered actions to find the root cause that started the chain reaction of errors in a process to remedy it. These steps help guide the process and give organizations a framework for how to successfully complete a root cause analysis.

Root cause analysis methods

RCA is already baked into several IT frameworks and methodologies as a step for change, problem, or risk management. It’s been established as a proven, effective way to support continuous process and quality improvement. But if you are conducting a root cause analysis outside of a separate process management framework, organizations typically employ the following methods to ensure a successful RCA:

• Form a team to conduct the RCA and evaluate processes and procedures in the organization that have flaws. This team should be built by bringing together employees who work in relevant business areas or who work directly with the broken processes.
• Once the analysis begins, it can take upwards of two months to complete. Each step of the process is given equal weight whether it’s defining and understanding the problem, identifying possible causes, analyzing the effects of the problem, or determining potential solutions.
• Teams should meet at least once per week, if not more often, with meetings being kept to no longer than two hours with a loose agenda. The meetings are intended to be relatively creative, so you want to avoid bogging people down with too much structure.
• Team members should be assigned specific roles or tasks so everyone has a clear understanding of what they should be investigating.
• Upon finding a potential solution, it’s crucial to follow up to make sure that the solution is effective and that it’s implemented successfully.

Root cause analysis tools

You don’t need much to conduct a root cause analysis, but there are several tools that are helpful and commonly used to help make the process easier. Commonly used tools to perform an effective root cause analysis include:  

• Fishbone diagrams: A fishbone diagram is mapped out in the shape of a fishbone, allowing you to group causes into sub-categories to be analyzed.
• Failure mode and effects analysis (FMEA): FMEA is a technique that can be used to map out a system or process and identify the failures within it. It can be used not only to identify flaws but also to map out how often they happen, what actions have already been taken, and what actions have been effective in remedying the issue.
• Pareto charts: A Pareto chart is a simple bar chart that maps out related events and problems in order of how often they occur. This helps identify which problems are more significant than others and where to focus process improvement efforts.
• Scatter diagrams: A scatter diagram plots data on a chart with an x and y axis. This is another useful tool for mapping out problems to understand their impact and significance.
• Fault tree analysis: A fault tree analysis uses Boolean logic to identify the cause of problems or flaws. They are mapped out on a diagram that looks like a tree, where every potential cause is included as its own “branch.”
• 5 whys analysis: With 5 whys analysis, you will ask the question “why” five times too delve deeper into a problem to develop a clearer picture of its root cause.

Root cause analysis training

While RCA is a part of other frameworks and methodologies, there are training programs and courses designed to focus on helping people better understand how to perform the analysis. If you want to get more training on RCA, here are a handful of programs designed to help:

• Workhub Root Cause Analysis training
• Udemy Root Cause Analysis course
• Pink Elephant Problem Management: Root Cause Analysis Specialist certification course
• NSF Root cause analysis CAPA training and certification
• Coursera Root Cause Analysis course
• ASQ root cause analysis course
• Lean Six Sigma Root cause analysis online training

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Sarah White is a senior writer for CIO.com, covering IT careers, hiring & staffing, and diversity.

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• Process Improvement

How to Solve Any Problem With Root Cause Analysis (RCA)

Root cause analysis is a systematic problem-solving technique that helps identify the underlying causes of problems or events.

Root cause analysis aims to find the root cause of a problem, fully understand how to fix or learn from it, and apply that knowledge to prevent future issues.

Effective root cause analysis uses proven tools and techniques like the 5 Whys, fishbone diagrams, and Pareto analysis.

Implementing solutions from root cause analysis requires careful change management. Software tools can help track implementation and evaluate results. Learn more about how Tallyfy helps automate and track processes.

Who is this article for?

• Manufacturing companies looking to reduce defects and improve quality
• Healthcare organizations aiming to enhance patient safety and outcomes
• Any business wanting to solve recurring problems at their source
• Quality assurance managers responsible for identifying and eliminating the causes of quality issues
• Process improvement teams tasked with optimizing operations and preventing future problems
• Risk management professionals focused on proactively identifying and mitigating risks

Root cause analysis is a valuable tool for any individual or team responsible for solving complex problems and implementing lasting solutions to prevent recurrence. It provides a structured approach to dig beyond surface-level symptoms to uncover and address the true underlying causes.

What is Root Cause Analysis and Why Does It Matter?

Root cause analysis (RCA) is a problem-solving method used to identify the underlying causes of an incident, failure, or problem. The goal is to determine what happened, why it happened, and what can be done to prevent it from happening again (Carroll, 2002). By focusing on the root causes rather than just treating superficial symptoms, RCA enables organizations to implement lasting solutions that improve quality, safety, and performance.

For every complex problem there is an answer that is clear, simple, and wrong.

– H. L. Mencken

• Identifying and solving the true causes of problems, not just symptoms
• Preventing recurring issues and chronic failures
• Reducing costs associated with poor quality, errors, and inefficiencies
• Improving safety, reliability, and customer satisfaction
• Promoting a culture of continuous improvement and organizational learning

A study found that on average, companies could expect $8 in cost savings for every $1 invested in quality and defect prevention (Kiani et al., 2009).

How to Conduct Effective Root Cause Analysis

While there are many RCA methodologies and tools available, most follow a similar process:

• Define the problem
• Collect data
• Identify possible causal factors
• Identify root causes
• Recommend and implement solutions
• Monitor effectiveness

1. Define the Problem

The first and most critical step in RCA is to develop a clear, concise problem statement that describes what happened in specific, measurable terms. A good problem statement includes what the problem is, when and where it occurred, and its magnitude. Avoid vague or generic statements like “the machine is down” in favor of more precise descriptions like “production line #3 experienced 6 hours of unplanned downtime on July 15th due to a mechanical failure, resulting in 500 lost units.”

Use the “5W2H” method to construct a thorough problem statement, detailing the what, when, where, who, why, how, and how many of the issue.

2. Collect Data

With the problem clearly defined, the next step is to gather data and evidence related to the incident. This may include equipment logs, quality reports, witness statements, procedures, and physical evidence. The goal is to create a factual, timeline-based description of the events leading up to and surrounding the problem.

3. Identify Possible Causal Factors

Using the data collected, brainstorm all possible causes and contributing factors to the problem. Techniques like fishbone diagrams and the 5 Whys can help explore potential causes in different categories and drill down to lower-level reasons. Gangidi (2019) proposed an expanded 3×5 Whys approach looking at specific occurrences, human factors, and systemic issues.

NASA’s Apollo Root Cause Analysis tool categorizes causes into 5 main areas: people, paper, parts, position, and pans (processes and procedures) (Latino, 2015).

4. Identify Root Causes

Among the possible causes generated, distinguish between causal factors, contributing factors, and root causes. Root causes are the most basic reasons why an incident occurred which can reasonably be identified and that management has control to fix (DOE, 1992). If multiple root causes exist, a Pareto analysis can help prioritize which to address.

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5. Recommend and Implement Solutions

With root causes identified, the team can propose solutions aimed at preventing recurrence. Recommended actions should directly address the root causes, be achievable and measurable, and specify owners and due dates.

Consider using if-this-then-that logic in your process to automatically trigger the right preventive or corrective actions based on specific conditions.

6. Monitor Effectiveness

RCA does not end with implementing a solution. It’s critical to monitor and measure the effectiveness of the actions taken to ensure the problem was actually solved. Establish performance metrics to track and schedule periodic reviews to verify the root causes were eliminated. If not, further analysis and additional corrective actions may be needed.

Common Root Cause Analysis Tools and Techniques

There are dozens of RCA tools, many of which can be used in combination. Some of the most popular and proven techniques include:

5 Whys Analysis

The 5 Whys is a simple but powerful technique for drilling down into a problem by repeatedly asking “why” to peel away the layers of symptoms and get to the root cause. Although called “5 Whys”, the actual number of whys asked can be more or less than five, as the point is to keep asking until you reach the root level (Serrat, 2017). Example:

• Why did the machine stop? There was an overload and the fuse blew.
• Why was there an overload? The bearing was not sufficiently lubricated.
• Why was it not lubricated sufficiently? The lubrication pump was not pumping sufficiently.
• Why was it not pumping sufficiently? The pump axle was worn and rattling.
• Why was the axle worn out? There was no strainer attached and metal scrap got in.

Root cause: There was no strainer on the lubrication pump, allowing metal scrap to get in and damage the pump axle, leading to insufficient lubrication and ultimately machine failure.

Fishbone (Ishikawa) Diagram

Fishbone diagrams, also called Ishikawa or cause-and-effect diagrams, are a visual tool for categorizing the potential causes of a problem to identify its root causes. The problem statement is placed at the “head” of the fishbone, with major categories of causes branching off the backbone. Common categories used include the 6 Ms: machine, method, material, man, measurement, and Mother Nature (environment).

Fishbone diagrams were pioneered by Kaoru Ishikawa in the 1960s, who used them at Kawasaki to help diagnose quality control issues in the shipbuilding process ( Wikipedia ).

Pareto Analysis

Pareto analysis is a statistical technique for determining the most significant factors contributing to a problem, based on the Pareto principle (also known as the 80/20 rule) which states that 80% of the effects come from 20% of the causes. Pareto charts are histograms that visually depict the causes of a problem in order of severity. This allows teams to focus on the “vital few” causes that have the greatest impact.

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Tips for Effective Root Cause Analysis

• Assemble a cross-functional team with diverse knowledge and perspectives
• Keep an open mind and avoid jumping to conclusions
• Focus on processes and systems, not individuals
• Dig deeper by repeatedly asking “why” questions
• Use data and evidence to support conclusions
• Look for positive outcomes to replicate, not just problems to solve
• Implement solutions through controlled change management
• Verify effectiveness and adjust as needed

It is not enough to do your best: you must KNOW what to do, and THEN do your best.

– W. Edwards Deming

Risks and Pitfalls of Root Cause Analysis

• Poorly defined or vague problem statements that lack specificity
• Relying on subjective opinions and guesswork instead of facts and data
• Mistaking causal factors or contributing factors for root causes
• Rushing to find a single root cause when multiple factors are involved
• Assigning blame to individuals rather than focusing on systemic issues
• Implementing solutions without verifying effectiveness or monitoring for unintended consequences
• Expecting a one-time RCA effort to prevent all future occurrences of a problem

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How Tallyfy Can Help with Root Cause Analysis and Problem Solving

Conducting effective root cause analysis requires following a structured process, using proven tools and techniques, and implementing solutions through controlled change management. Software systems like Tallyfy can support RCA initiatives by:

• Documenting processes and standard operating procedures to ensure consistency and compliance
• Capturing problems and opportunities through customizable digital forms
• Automating workflows with conditional logic to route issues to the right teams
• Tracking the status of RCA efforts and corrective actions in real-time
• Creating reusable templates for problem solving and continuous improvement

By digitizing and automating the root cause analysis process, organizations can more efficiently solve problems, implement countermeasures, and prevent issues from recurring. Tallyfy makes it easy to standardize RCA methodologies, share knowledge, and scale best practices. Root cause analysis is a powerful tool for getting to the bottom of tough problems and driving continuous improvement. But to be effective, it requires the right mindset, methods, and supporting infrastructure. By understanding the fundamentals of RCA, using proven techniques, and leveraging enabling technologies, any organization can master the art and science of successful problem solving.

What is Root Cause Analysis and Why is it Important?

Root Cause Analysis (RCA) is a systematic process for identifying the underlying causes of problems or events in order to prevent them from recurring. Rather than simply addressing the symptoms of issues that arise, RCA aims to drill down to uncover the fundamental reasons why an incident occurred in the first place.

The goal of RCA is to ask “why” at each level of cause and effect in order to understand the root contributors to a problem (Uberoi et al, 2007). It is a key tool as part of building a culture of safety and continuous improvement in many industries, from manufacturing to healthcare.

Effective RCA can provide tremendous benefits in reducing defects, improving efficiency, and solving complex issues in areas like operations, logistics, and supply chain management (Gangidi, 2019). By resolving problems at their source, organizations can evolve and maintain a competitive edge.

A survey of 800 Root Cause Analysis practitioners from around the world could not agree on a single definition of RCA, highlighting the wide variation in how it is interpreted and applied (Nelms, 2007).

How Can Root Cause Analysis Be Applied Effectively?

While RCA is a powerful technique, it is often misunderstood or inconsistently applied. To be effective, RCA must be evidence-based, impartial, and engage those closest to the processes being examined (Carroll, 2002).

Some key principles for successful RCA include:

• Focusing on systems and processes rather than individual mistakes
• Involving cross-functional teams and subject matter experts
• Asking “why” multiple times to dig past superficial causes
• Analyzing data objectively while avoiding blame
• Identifying systemic changes to prevent recurrence of issues

Tools like the “5 Whys” technique of asking why an issue occurred five times in succession can be useful for drilling down to root causes. More advanced approaches integrate data mining and machine learning to analyze large datasets for patterns and insights (Ma et al, 2021).

What Role Will Technology Play in the Future of Root Cause Analysis?

As the volume and complexity of data generated by modern systems grows exponentially, traditional manual methods of RCA are becoming increasingly inadequate. Advances in big data analytics, AI and machine learning will be essential for automating and enhancing RCA in the future.

Data-driven RCA systems leveraging these technologies can rapidly process huge amounts of information to identify patterns, predict failures, and recommend solutions (Oliveira et al, 2021). Rather than relying solely on human expertise, smart algorithms can reveal hidden insights and enable more proactive problem-solving.

As RCA continues to evolve, a combination of human and artificial intelligence will likely be needed to ask the right questions, challenge assumptions, and drive meaningful improvements. Those who can effectively harness the power of these emerging tools will be well-positioned to achieve new levels of quality, efficiency and resilience in an increasingly complex world.

Tallyfy Tango – A cheerful and alternative take

Meet Sherlock Holmes and Dr. Watson, two brilliant minds who have mastered the art of Root Cause Analysis. Their witty banter and clever deductions never fail to impress.

Sherlock: “Watson, my dear friend, it seems we have another mystery to solve. The company’s production line has come to a screeching halt, and the CEO is in a state of panic.”

Dr. Watson: “Indeed, Holmes. It’s a classic case of a problem that requires our expertise in Root Cause Analysis. Shall we begin our investigation?”

Sherlock: “Absolutely! Let’s start by gathering all the clues and evidence. We must leave no stone unturned in our quest to identify the root cause of this production fiasco.”

Dr. Watson: “I’ve been observing the production line, Holmes, and I noticed that the machines seem to be malfunctioning at regular intervals. Could this be a clue?”

Sherlock: “Excellent observation, Watson! Now, let’s dig deeper. We must interview the employees, analyze the maintenance records, and even examine the quality of the raw materials used.”

Dr. Watson: “By Jove, Holmes! I think we’ve cracked the case. The root cause appears to be a combination of inadequate employee training and subpar raw materials.”

Sherlock: “Precisely, Watson! With our Root Cause Analysis skills, we’ve not only identified the problem but also provided the company with actionable insights to prevent such issues from occurring in the future.”

Dr. Watson: “Another mystery solved, thanks to the power of Root Cause Analysis!”

Sherlock: “Indeed, Watson. Now, let’s celebrate our success with a cup of tea and some of Mrs. Hudson’s delightful scones.”

Related Questions

What are the 5 steps of root cause analysis.

The 5 key steps of root cause analysis are: define the problem, collect data, identify possible causal factors, identify the root cause(s), and recommend and implement solutions. By methodically working through these steps, you can get to the bottom of even the most complex issues and prevent them from reoccurring.

What are 5 whys of root cause analysis?

The 5 Whys is a simple but powerful root cause analysis technique. You start with a problem statement and then repeatedly ask “Why?” to drill down to the underlying cause. For example: The car won’t start. Why? The battery is dead. Why? The alternator isn’t working. Why? The alternator belt has broken. Why? The alternator belt was well beyond its useful service life and not replaced. Why? The vehicle was not maintained according to the recommended service schedule. The 5 Whys helps you quickly trace a problem back to its root cause.

What are the 7 steps of root cause analysis?

An expanded 7-step root cause analysis process includes: identify the problem, collect data and evidence, determine timeline and sequence of events, distinguish between causal factors and root causes, identify all possible root causes, determine most probable root causes through further analysis, and identify corrective actions. The 7-step process provides a more comprehensive framework for complex problems that may have multiple contributing factors and root causes.

What does a root cause analysis show?

A root cause analysis reveals the underlying, fundamental reasons why a problem occurred. It looks beyond the immediate, obvious causes to uncover systemic issues, flawed processes, or other deep-rooted factors that allowed the problem to develop. By identifying root causes, you gain the insights needed to make lasting corrections and improvements, rather than just treating symptoms.

How to perform root cause analysis?

To perform an effective root cause analysis, start by clearly defining the problem statement. Gather data, evidence, and expert input to get a complete picture. Use tools like the 5 Whys, fishbone diagrams, or fault tree analysis to exhaustively explore possible causal relationships. Validate the most probable root causes against the evidence. Finally, develop recommendations for corrective actions, considering short-term containment as well as longer-term, more robust solutions. Performing a structured root cause analysis helps ensure you solve problems for good.

What are root cause analysis techniques?

Some common root cause analysis techniques include: 5 Whys, fishbone or Ishikawa diagrams, fault tree analysis, Pareto analysis, and failure mode and effects analysis (FMEA). These techniques provide structured approaches to guide the root cause investigation process. The choice of technique depends on the nature and complexity of the problem, but they all share the common goal of digging beneath the surface to uncover the true reasons behind the issue at hand. Using proven root cause analysis techniques brings discipline and thoroughness to your problem-solving efforts.

References and Editorial Perspectives

Carroll, J., S. (2002). Lessons Learned From Non-Medical Industries: Root Cause Analysis as Culture Change at a Chemical Plant. Quality & safety in health care, 11, 266 – 269. https://doi.org/10.1136/qhc.11.3.266

Summary of this study

This study examines how root cause analysis was introduced at a chemical plant to enhance performance and safety. The investigation of an explosion exemplified this. The cultural legacy of the root cause learning intervention led to managers being more open to new ideas, individuals having a questioning attitude and disciplined thinking, and a root cause analysis process that enabled continual learning and improvement. There are lessons here that can be applied to healthcare, while taking into account the differences between the chemical and healthcare industries.

Editor perspectives

As a workflow automation platform, we find this study fascinating in how it demonstrates the power of root cause analysis to drive real cultural change in an organization. By digging deep to uncover the underlying causes of problems, and fostering an environment of continuous learning and improvement, any business can transform itself for the better. The key is having a structured process in place, like Tallyfy provides, to enable that root cause analysis to happen consistently.

Latino, R., J. (2015). How Is the Effectiveness of Root Cause Analysis Measured in Healthcare?. Journal of healthcare risk management (Online)/Journal of healthcare risk management, 35, 21 – 30. https://doi.org/10.1002/jhrm.21198

This article highlights the problem of varying definitions and understandings of root cause analysis (RCA) among healthcare executives. As a result, RCA is seen as having either limited or phenomenal value to an organization. The author argues that effective RCA efforts can fail if they are unable to demonstrate their value to the bottom line. The article focuses on RCA processes, results, and how they are communicated to executive management, stripping away brand labels.

We believe this article makes a crucial point about the need to standardize the RCA process and clearly communicate its value to leadership. With Tallyfy’s workflow management capabilities, healthcare organizations can implement a consistent, trackable approach to RCA that generates demonstrable results. By digitizing the process and automating key steps, RCA becomes a powerful tool for continuous improvement that executives can easily understand and champion.

Gangidi, P. (2019). A Systematic Approach to Root Cause Analysis Using 3 × 5 Why’s Technique. International journal of lean six sigma, 10, 295 – 310. https://doi.org/10.1108/ijlss-10-2017-0114

This paper presents an enhanced version of the traditional 5 Whys root cause analysis technique called the 3×5 Whys. It involves performing individual 5 Whys for three components – occurrence, human factors, and systemic issues – to identify deeper, cross-functional root causes. Real-world case studies from various industries demonstrate how this integrated methodology can provide tremendous results in areas like defect reduction, yield improvement, and operational efficiency by resolving higher-level sources of problems.

The 3×5 Whys approach outlined in this paper aligns perfectly with Tallyfy’s philosophy of digging deeper to uncover systemic causes of process failures. By examining issues through the lenses of specific incidents, human factors, and overarching policies/management decisions, organizations can evolve and maintain a true competitive edge. We’re excited to see a root cause analysis methodology that is so applicable across operations, logistics, supply chain and other common workflow challenges.

Ma, Q., Li, H., & Thorstenson, A. (2021). A Big Data-Driven Root Cause Analysis System: Application of Machine Learning in Quality Problem Solving. Computers & industrial engineering, 160, 107580 – 107580. https://doi.org/10.1016/j.cie.2021.107580

This study proposes a big data-driven root cause analysis system that utilizes machine learning techniques to improve RCA performance in complex manufacturing environments. The system includes modules for problem identification, root cause identification, and corrective action. Data mining is used to describe quality problems in a standardized way, while supervised machine learning predicts likely root causes. A case study demonstrates significant time and cost savings compared to traditional methods.

At Tallyfy, we’re thrilled to see academic research backing the power of data-driven root cause analysis, especially on a large scale. The machine learning techniques explored here could take a lot of the manual effort out of RCA and help identify obscure relationships that humans might miss. We believe integrating such intelligent automation with a platform like ours for workflow management is the future of efficient, effective problem-solving in manufacturing and beyond.

Nelms, C., R. (2007). The Problem With Root Cause Analysis. , null, null – null. https://doi.org/10.1109/hfpp.2007.4413215

This paper argues that the fundamental problem with root cause analysis is the lack of a consistent definition and approach. The author contends that most RCA methods encourage looking at everything except the true root cause – the people involved. An introspective, evidence-based technique is proposed to help individuals recognize their own role in problems without resorting to blame. This represents a shift from typical RCA practices.

This thought-provoking paper challenges the very foundation of how most organizations approach root cause analysis. At Tallyfy, we agree that the human element is often overlooked in problem-solving. That’s why our platform is designed to provide full transparency into who is responsible for each step of a workflow. By combining that accountability with the introspective technique proposed here, businesses can get to the real heart of issues and facilitate positive change.

Glossary of terms

Root Cause Analysis (RCA)

A structured problem-solving methodology used to identify the underlying causes of an incident or problem, so that the most effective solutions can be identified and implemented. RCA is based on the idea that effective management requires more than putting out fires for problems that develop, but finding a way to prevent them.

An iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question “Why?”. Each answer forms the basis of the next question.

Ishikawa Diagram

Also known as a fishbone diagram or cause-and-effect diagram, this is a visualization tool for categorizing the potential causes of a problem in order to identify its root causes. It is used in root cause analysis to identify areas for improvement in a process or product.

Pareto Chart

A type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. In RCA, it is used to highlight the most important among a set of factors, based on the Pareto Principle that 80% of consequences come from 20% of causes.

Corrective Action

Changes implemented to address the root causes of problems or incidents identified through root cause analysis. Corrective actions should be specific, achievable, and measurable in order to effectively prevent recurrence of the issue. Proper implementation and tracking of corrective actions is a key part of a successful RCA process.

Is this post written for a search engine or for you?

Many B2B cloud software companies invest in blog posts in the hope of ranking high on search engines like Google. What they’re doing is writing articles around keywords, which are terms customers are likely to search for on Google. The posts don’t offer valuable information or make any sense.

But then if you’re reading something that doesn’t make sense, how are you supposed to make informed buying decisions?

We have a lot to say about workflow and we truly believe in continuos improvement. But it’s not really about us. We publish these articles to help you find Tallyfy, and to provide you with information that will help you make informed buying decisions.

Ready to automate your workflows? Check out Tallyfy .

How exactly do we conduct research?

We research topics down to the bone. We nitpick, we argue about what to keep and what to throw out. It’s a lot of work. We consult academic sources for scholarly citations to support our points. We gather data to summarize particular points. At Tallyfy – 3 independent experts validate and edit every article from the draft stage. That includes verifying facts and their sources.

Why did we write this article?

Tallyfy believes in helpful and authoritative content that helps people. Our customers requested us to write about this topic so we attempted to put together the highest quality article available anywhere – that’s our goal. Work like this takes a lot of effort. If you liked this article please share the link with your coworkers via email, or on LinkedIn.

About the author - Amit Kothari

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Root cause analysis: Digging to find effective solutions (with examples)

Root cause analysis (RCA) finds the root causes of a problem and helps you identify and implement solutions. Instead of treating surface-level symptoms of a problem, RCA digs deeper and finds the underlying issues. By taking the time to analyze the real reason why a problem is occurring, you can solve the problem for good instead of opting for a quick fix. In this piece, you’ll learn how RCA can be the key to corrective action.

“Let’s get to the root of the problem” is an idiom people commonly use when looking for solutions. This idiom can be visualized in the form of tree roots below the surface. Tree roots aren’t visible, but their growth is obvious above ground. Sometimes this growth is positive and results in a beautiful tree, and sometimes it’s negative—damaging sidewalks and foundations. 

What is root cause analysis?

A root cause analysis (RCA) involves finding the root causes of a problem in order to identify and implement solutions. RCA treats the underlying causes of a problem instead of the surface-level symptoms of the problem itself. 

For example, if your company is suffering from a low retention rate, hiring more team members is a quick solution. But with RCA, you can instead discover why team members aren’t staying with the company so you can increase retention long term. Root causes of low retention rate could include:

Lack of professional development opportunities

Poor team member benefits

Low pay compared to market range

Low team morale

After considering possible root causes, you can use research to determine one or multiple root causes. Once you understand those root causes, it’s easy to implement a solution. RCA addresses problems systematically instead of placing a bandaid over problems and taking the risk that the problem will occur again. 

Key principles of RCA

Root cause analysis can resolve recurring project issues or larger bottlenecks within business processes. If you want to reap the unique benefits of this method, keep these key principles of RCA in mind:

Instead of correcting the symptoms of a problem, focus on its root causes.

Focus less on who caused the problem and more on how and why the problem occurred.

Find cause-and-effect evidence to support the root causes you’ve identified.

Develop an informative action plan to support your solutions.

Consider how you can prevent root causes from reoccurring in the future.

Remember that you can have multiple root causes for a problem, and it’s not out of the ordinary for this to happen. End with the root causes you feel are most accurate and be prepared to tackle them with strong solutions. 

How to perform a root cause analysis

There are various strategies you can use to identify root causes in RCA. Use the steps below to guide your team through the RCA process. 

1. Define the problem

You’ll need a clearly defined problem to perform a root cause analysis. If you have multiple problems you want to solve, it’s best to start with one and perform multiple RCAs to find solutions for each. By tackling one problem at a time, you’ll have a better chance of finding the cause of each issue and addressing it quickly.

Defining your problem also involves getting everyone on the same page. For example, you may want to perform RCA because you think your team is suffering from low productivity. But if your team doesn’t feel like their productivity is low, then you can’t move forward. Because productivity is subjective, you may need to define your problem in a more measurable way and move on to step two where you’ll use evidence to learn more about the problem. 

2. Collect data

You’ll now need to collect evidence to support the idea that the problem exists. You can also use company research to better understand the symptoms of the problem. Questions you should ask during this step include:

How long has the problem existed?

Who is suffering because of this problem?

What is the short-term and long-term impact of this problem?

What are the key symptoms of this problem?

What evidence do we have to support the idea that there’s a problem?

Once you know more about how this issue impacts your company and team members, you can brainstorm potential causes of the problem. 

3. Identify possible root causes

Identifying possible root causes is the most important part of the root cause analysis process. The causes you find in this step will eventually lead you toward a solution and action plan. Common problem-solving strategies include:

Cause-and-effect flow chart: The free root cause analysis template provided below features a cause-and-effect flowchart. This flowchart breaks down the problem into symptoms, possible causes, and actual causes in order to find a logical solution. 

5 whys approach : You can also use the 5 whys approach to get to the root cause of a problem. Instead of taking the problem at face-value, ask "why" until you uncover a process or system that isn't working the way it's supposed to. When you don’t settle for the first answer you land on, you can discover layers of issues that weren’t noticeable right away. 

4. Determine the root cause

To determine the root cause of your problem, you’ll go through as many possible root causes as you can. Once you’ve exhausted every possibility, ask the following questions:

Are there any similarities between the root causes I’ve identified?

Are there reasons to eliminate any of these possible root causes?

Which root cause seems most problematic?

Similar to the strategies you used when looking for possible root causes, there are strategies you can use to get to the actual root cause. These strategies include:

Failure Mode and Effects Analysis (FMEA): FMEA is a tool similar to risk analysis where you’ll look at the possible root causes you’ve identified and eliminate the ones that are most likely to result in failure later on. 

Impact analysis: Use an impact analysis to assess the positive and negative impacts of each possible root cause you’ve identified. When you make this hypothetical pro and cons list for each cause, you can feel more confident narrowing down your list.

You may struggle to identify a singular root cause of your problem, and that’s okay. If you think your problem has multiple contributing factors, don’t feel pressured to choose just one to solve. It’s nice to streamline your action plan, but sometimes you’ll need to create multiple plans to address an issue.

5. Implement solutions

Once you’re confident in the root causes you’ve identified, it’s time to find solutions for these causes and take action. The solutions you come up with should address the root cause, but as a result, these solutions will work their way back up the chain and address your initial problem. 

Ask yourself these questions when developing solutions:

How will we implement this solution if we choose it?

What roadblocks will we face when implementing this solution?

How long will it take to implement this solution?

Who will implement this solution?

Could implementing this solution lead to other problems?

Once you’re ready to create your implementation plan , make sure it’s shared in a tool that all stakeholders can view. Project management software makes it easy for your team to collaborate and coordinate deliverables as needed. It may take several weeks to implement your plan, which means some of your objectives may become dependent on other milestones. Use Gantt charts to view project dependencies and collaborate in real-time.

Root cause analysis template and example

An RCA template makes performing root cause analysis simpler because you can visualize your problem and its underlying causes in flowchart form. Just like the roots of a tree, this cause-and-effect flow chart expands in different directions from the initial problem. 

If you follow the root cause analysis example below, you’ll see how the template begins with one problem and then breaks down into the symptoms the problem displays. From the symptoms, the root cause analysis template helps you determine possible root causes before settling on actual root causes and finding solutions. 

In this example, the company is suffering from a loss of website views. The root cause analysis flows as follows:

Website views are down

Reduction in brand visibility

Lack of online purchases

Low domain authority

Possible root causes:

Technical issues with our website

Competitor ranking higher in SERPs

Customers don’t like our product

Customers can’t find our website to make purchases

Poor quality content

Irrelevant backlinks

Actual root causes:

Lack of SEO content

Website isn’t ranking in the SERPs

Lack of relevant keywords

Revamp content

You can download a free root cause analysis template below and use it to identify possible causes and solutions for problems you’re experiencing at work. An RCA template can help you address underlying issues that may not have been obvious at first.

Root-cause analysis tools and methods

Root cause analysis stands as a cornerstone in continuous improvement and risk management efforts. It offers a systematic process to unearth the real root causes of problems or incidents. 

By going beyond symptoms, root cause analysis tools empower RCA teams to delve into the deeper, underlying causes of issues. This deep dive doesn't just lead to temporary fixes; it leads to more effective, long-term resolutions—transforming challenges into opportunities for lasting improvement.

Pareto charts

Pareto analysis, based on the Pareto Principle (also known as the 80-20 rule ), is a decision-making technique that helps in identifying the tasks or problem areas with the biggest payoffs. Pareto analysis is particularly effective when there are multiple causes leading to a single effect. This method is widely applied in various business and organizational sectors, helping to prioritize actions that have the greatest impact.

The 5 Whys method is an iterative interrogative method used to analyze the cause-and-effect relationships underlying a specific problem. It involves repeatedly asking the question "Why?" to peel away layers of symptoms, leading to the real root cause of a problem. The Five Whys technique is widely used in lean methodologies to solve problems, reduce costs, and improve quality.

Ishikawa fishbone diagram

The fishbone diagram, also known as the Ishikawa diagram, is a visual way to look at cause and effect. It helps in brainstorming to detect potential root causes of a problem and is used for product design and quality management. The Ishikawa diagram displays the effect or problem at the mouth of the fish, with potential causes added to the smaller "bones."

Fault tree analysis

Fault tree analysis is a graphical tool that uses Boolean logic—in which the answers to every question are "yes" or “no"—to determine the cause of system-level failures. It's suitable for risk assessment in industries like pharmaceuticals, aerospace, and software engineering. The tool arranges events in sequences and uses logic symbols to show dependencies among events.

Failure Mode and Effective Analysis (FMEA)

FMEA involves reviewing components, subsystems, and assemblies to find weak links in a system and their causes and effects. Developed in the late 1950s, it is both a quantitative and qualitative analysis method used in designing products, processes, or services and for creating control plans for new or modified processes.

Scatter diagram

The scatter diagram is a graphical tool that plots pairs of numerical data, with one variable on each axis, to examine the relationship between them. When variables are correlated, the points will align along a line or curve. How closely the points cluster around the line indicates the strength of the correlation. This root cause analysis tool is regarded as one of the seven basic quality tools and is essential in determining the relationships between different variables in root cause analysis.

DMAIC template

DMAIC, standing for Define, Measure, Analyze, Improve, and Control, is a structured approach used in Six Sigma to optimize processes. It provides quantifiable evidence of improvements and is a repeatable and easy-to-understand method for detecting issues and developing solutions. This template is excellent for project managers and RCA teams.

8D report template checklist

The 8D report template is used for detailed root-cause analysis based on eight disciplines of problem-solving. It's widely used in industries influenced by customer feedback, such as automotive and healthcare. The template helps in identifying and eradicating the problem, focusing on the "escape point," which represents the point when the issue first went undetected.

Events and causal factor analysis

Events and causal factor analysis identifies the sequence of events and the causal factors that led to an issue or problem. This analysis focuses on understanding the chronological order of events and the specific conditions or actions that contributed to the problem. A cause-and-effect diagram is particularly useful in complex situations where multiple factors interact to cause an issue. 

Change analysis

Change analysis is a key component of effective root cause analysis, particularly in quality management and continuous improvement efforts. This method involves examining and comparing the situation or system before and after the occurrence of a problem. 

By identifying what changed, you can isolate causal factors more accurately. Change analysis is valuable in scenarios where the issue emerged following alterations in processes, materials, personnel, or equipment, helping to pinpoint the real root cause of the problem swiftly.

Barrier analysis

Barrier analysis is a problem-solving process that examines the controls and barriers that were in place to prevent an incident and why those safety checks failed. By analyzing the breakdown or absence of these barriers, root cause analysis teams can identify human error, system flaws, and other potential root causes. Barrier analysis contributes to the development of more robust systems and processes, preventing future occurrences of similar issues.

Tips for conducting an effective root cause analysis

Have you ever wondered how to not only solve problems but also prevent them from recurring? Root cause analysis methods are the key. These methods go into the heart of issues, address their underlying causes, and pave the way for lasting improvements. 

This approach doesn't just offer a temporary fix; it ensures the same problems don’t resurface, fostering continuous improvements in processes and outcomes.

Encourage team collaboration

Promoting team collaboration can significantly enhance the effectiveness of root cause analysis. Diverse perspectives and expertise contribute to a more comprehensive understanding of the issue and the development of effective solutions.

Example: Consider a manufacturing company facing frequent equipment breakdowns. By forming a cross-functional RCA team with members from engineering, maintenance, and operations, they can pool their insights to identify the root cause. 

An engineer may pinpoint a design flaw, while a maintenance worker could identify wear and tear issues, and an operator might highlight operational errors. This collaborative approach leads to a comprehensive problem statement that results in a multifaceted and effective solution.

Ask open-ended questions

Open-ended questions are key in root-cause analysis. Asking questions encourages a detailed exploration of the issue, allowing team members to consider various possibilities and delve deeper into the underlying causes.

Example: In a healthcare setting, if there's a rise in patient readmissions, asking open-ended questions like "What are the common factors among these readmissions?" or "How do our discharge processes vary for patients who are readmitted?" can reveal deeper issues. 

These questions could uncover that certain discharge procedures aren't being followed consistently, leading to the root cause of inadequate patient education at discharge.

Avoid blame

An essential aspect of successful root cause analysis is focusing on the process and not on individual blame. Concentrating on the "why" and "how" of the problem rather than "who" was responsible creates an environment conducive to genuine problem-solving and improvement.

Example: In a software development team experiencing frequent project delays, focusing on the process rather than blaming individuals can be more productive. By analyzing the “why” and “how,” such as asking, "Why are these delays happening?" or "How can we optimize our project management strategies?" they might discover that the root cause is not individual incompetence but an unrealistic timeline or unclear communication channels. 

This shift from blame to process-oriented thinking helps create a more effective and harmonious problem-solving environment.

Turn solutions into action with workflows

RCA doesn’t come with instant results, but getting to the root cause of a problem solves it for good. After coming up with an effective solution, you’ll need to put a plan into action. Asana workflows provide a single source of truth to set goals, monitor progress, and watch your problems fade in real-time.

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A Step-by-Step Guide to A3 Problem Solving Methodology

Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies.

A3 Problem Solving has numerous advantages, including improved communication, better decision-making, increased efficiency, and reduced waste. It is a powerful tool for businesses of all sizes and industries, and it is especially useful for solving complex and multi-faceted problems.

What is A3 Problem Solving?

A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner. The method was created within the framework of the Lean manufacturing methodology and is based on the principles of continuous improvement and visual management.

Origin and History of A3 Problem Solving

Key principles of a3 problem solving.

The following are the key principles of A3 Problem Solving:

These principles serve as the foundation of the A3 Problem Solving methodology and are intended to assist organisations in continuously improving and achieving their objectives. Organizations can effectively solve problems, identify areas for improvement, and drive results by adhering to these principles.

Step 1: Define the Problem

Importance of clearly defining the problem.

However, if the problem is not clearly defined, the data gathered may be irrelevant or incorrect, resulting in incorrect conclusions and ineffective solutions. Furthermore, the process of collecting and analysing data can become time-consuming and inefficient, resulting in resource waste. Furthermore, if the problem is not accurately defined, the solutions developed may fail to address the root cause of the problem, resulting in ongoing issues and a lack of improvement.

Techniques for Defining the Problem

Best practice for defining the problem.

In addition to brainstorming, root cause analysis, process mapping, and Ishikawa diagram s, best practices should be followed when defining a problem in A3 Problem Solving. Among these best practices are:

Organizations can ensure that their problem is defined in a way that allows for effective data collection, analysis, and solution development by following these best practices. This will aid in the development of appropriate solutions and the effective resolution of the problem, resulting in improvements in the organization’s processes and outcomes.

Step 2: Gather Data

Gathering data in a3 problem solving.

Data collection is an important step in the A3 Problem Solving process because it allows organisations to gain a thorough understanding of the problem they are attempting to solve. This step entails gathering pertinent information about the problem, such as data on its origin, impact, and any related factors. This information is then used to help identify root causes and develop effective solutions.

Overall, data collection is an important step in the A3 Problem Solving process because it serves as the foundation for effective problem-solving. Organizations can gain a deep understanding of the problem they are attempting to solve and develop effective solutions that address its root cause by collecting and analysing relevant data.

Data Collection Methods

The best data collection method will be determined by the problem being solved and the type of data required. To gain a complete understanding of the problem, it is critical to use multiple data collection methods.

Tools for Data Analysis and Visualization

These tools can assist in organising data and making it easier to understand. They can also be used to generate visual representations of data, such as graphs and charts, to communicate the findings to others.

Step 3: Identify Root Causes

Overview of the root cause analysis process.

The process of determining the underlying causes of a problem is known as root cause analysis. This process can assist organisations in determining why a problem is occurring and what can be done to prevent it from recurring in the future. The goal of root cause analysis is to identify the underlying cause of a problem rather than just its symptoms, allowing it to be addressed more effectively.

Techniques for Identifying Root Causes

Best practices for conducting root cause analysis, step 4: develop solutions, solution development in a3 problem solving.

A3 solution development Problem solving is an iterative process in which options are generated and evaluated. The data gathered in the previous steps, as well as the insights and understanding gained from the root cause analysis, guide this process. The solution should be based on a thorough understanding of the problem and address the underlying cause.

Techniques for Developing Solutions

Best practice for developing solutions, step 5: implement solutions, the implementation process.

The implementation process entails putting the solutions developed in the previous step into action. This could include changes to processes, procedures, and systems, as well as employee training and education. To ensure that the solutions are effective, the implementation process should be well-planned and meticulously executed.

Techniques for Implementing Solutions

Best practice for implementing solutions.

It is critical to follow these best practices when implementing solutions in A3 Problem Solving:

Organizations can improve their problem-solving skills and achieve better results by following the key principles, techniques, and best practices outlined in this guide. As a result, both the organisation and its stakeholders will benefit from increased efficiency, effectiveness, and satisfaction. So, whether you’re an experienced problem solver or just getting started, consider incorporating the A3 Problem Solving methodology into your work and start reaping the benefits right away.

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5 Whys Method of Root Cause Analysis: A Step-by-Step Guide

Running or managing a business requires continuous problem-solving and decision-making processes. We have already discussed  root cause analysis , and one of the tools we mentioned was the “5 Whys” method as an analysis tool.

So, here we will cover the 5 Whys method that can help you identify the root causes of the problems and prevent the appearance of the same problem in the future.

📖 Key takeaways

• Many companies often struggle with recurring problems because they solve only the symptoms, not the underlying causes. Such a situation leads to inefficient problem-solving and wasted company resources.
• Failing to identify the root cause means that these problems will survive, causing frustration, higher costs, and reduced productivity for your company. This reactive approach prevents your business from achieving sustainable improvements and long-term success.
• The 5 Whys method is a simple yet powerful tool for analyzing root causes. Repeatedly asking “Why?” helps you drill down to the fundamental cause of a problem, enabling you to implement effective solutions that prevent the problem from recurring and encouraging a culture of continuous improvement.

What is Root Cause Analysis?

As we discussed in the previous article, root cause analysis is a problem-solving method usually used to identify the underlying cause of a problem. This analysis involves digging deep to reveal the root cause of an issue, layer by layer.

The main goal of the whole process is to identify the root cause of a problem and develop effective solutions. The main difference here is that these solutions will not only solve the symptoms or the effects of the problem on your company but also ensure that the same problem will not occur again.

What is 5 Whys Analysis?

The 5 Whys technique is a problem-solving method to analyze root causes by a simple step-by-step process where you ask five times “why” questions about the problem you want to solve.

So, you have a problem, and you want to start using some analysis tools to discover real reasons for the problem. The great way to start is to start with the 5 Whys technique by asking the first “why” question, “Why do I have such a problem in the process?” After you respond to it, you must repeat the whys technique four times for each of your previous responses. Remember that you don’t need to follow the rule five times because you can continue and ask more than five whys if you don’t get to the root cause. Or you can have less than five times if you get to the root cause earlier.

One of the most significant advantages of this powerful tool is that the 5 Whys process is so simple because you must have a problem statement as a starting point to solve the problem you’re facing for the process and then ask  why  five times. Each subsequent response brings you closer to the root cause, and the method’s goal is to get to the root cause of the problem.

You can use the tool not only for business problems but also in any type of problem, setting, or industry. So, you can also use 5 Whys to improve your personal life and solve personal problems.

For example, if your problem is that you can not get up early in the morning, and you use the five whys analysis, you can ask the following question: “Why can I not get up early in the morning?” So, let’s say your response is: “I go to bed too late.” Then, you can ask the second “why” question: “Why do I go to bed too late?” And your answer may be: “Because I spend too much time on my phone before going to bed.” Next, ask a third “why” question: “Why do I spend too much time on my phone before going to bed?”

As you can see, by asking “why” questions more times, you can identify the root cause of your problem. For our example, maybe it’s a habit or addiction that needs to be addressed.

Related : Essential Process Improvement Toolbox: Top Tools to Improve Efficiency and Productivity

Origin and Evolution of the 5 Whys Method

The 5 Whys method was originally developed by Sakichi Toyoda, the founder of Toyota Industries, as a process to solve business problems . The method became widely used in Toyota Motor Corporation and is still used today in various organizations and industries across the world.

Taiichi Ohno, the architect of the Toyota Production System , describes the five whys as “the basis of Toyota’s scientific approach.” He continues that they “ask why five times whenever we find a problem… By repeating why five times, the nature of the problem as well as its solution becomes clear.”

The 5 Whys technique is an integral part of the Toyota Production System (TPS). It has been credited with helping Toyota become one of the most successful and efficient car manufacturers in the world.

Benefits of the 5 Whys Method

The five whys technique has many benefits, and here I will share what I think are the biggest ones:

• Find the root cause . The 5 Whys gets to the bottom of a problem because it helps you find the root cause, not just the symptoms. By asking why five times, it makes you look beyond the obvious answers. If you don’t find the root cause and solve it, you won’t be able to solve the problem.
• It’s simple and cheap . The method is cheap because it requires no special tools or expensive training. It just requires a curious mind and an open environment where people feel comfortable asking questions and sharing ideas.
• It prevents the problem from happening again . The 5 Whys can prevent similar problems from happening in the future by finding the root cause. It allows for proactive solutions rather than reactive ones.
• Encourages continuous improvement. The 5 Whys is not a one-off fix but a continuous improvement process. You can find new ways to improve processes, systems, and overall performance by asking why continuously.
• Cross-industry applicable . The 5 Whys is universal and can be applied to any industry or business problem, such as manufacturing, healthcare, technology, etc.

How to Perform 5 Whys Problem Solving Method

You can conduct the 5 Whys technique using the following steps:

1. Identify the problem

The first step is to identify the problem that needs to be addressed. This can be a specific issue, such as a customer complaint or a recurring production error. The method requires a thorough understanding of the problem and its symptoms.

Let’s say, for example, you have slowly lost your customer base in the last several years, which has reduced your small business’s income and profitability. So, you want to analyze the problem and locate and target the right reasons for this.

The output of this step must be a clearly defined problem statement, and in our case, let’s say that it will be: I lose 10% of my customers each year in the last three years. The more clearly you define the problem statement, the easier it will be to conduct the full 5 Whys analysis.

2. Assemble a team

In the second step of this process, you must create a team of people who will help you conduct the 5 Whys method. You must ensure that your team is composed of individuals who are directly involved in the processes related to the problem and have enough knowledge and experience about it. It is crucial not only to have a team but also to have a team that will help you find the real reasons for the problem you want to solve.

If you solve your own private problems, or you are still a small business without many employees who can be part of your team, you can go directly to the third step after the first one.

3. Ask “Why?”

Start by asking why the problem occurred. This should be done in an open-ended manner to encourage creativity and critical thinking.

If you ask, “Why do I lose 10% of my customers each year?” Some responses can be, “My competitors have better prices,” “They provide better customer services,” etc.

As you can see, multiple root causes or reasons can exist, and for each of them, you must continue with the second “why” question.

4. Repeat asking “why” four more times

You can not be satisfied with the response after the first why because you want to gain a deep understanding of the problem after conducting this comprehensive analysis. So, after each answer, ask “why” again for the new answer. Continue this process at least five times until you reach the real root cause.

Let’s continue with our example related to customers to explain this step of the 5 Whys technique:

Second Why Question

For our example, let’s take the first response from the first “why”: My competitors have better prices.

So, the second question that I must ask is: “ Why do my competitors have better prices? ” As you can see, the second “why” encourages me to think deeply about the reasons, not making conclusions based on intuition. So, the answer to the question can be that your competitors have a better business model, lower operations costs, or a larger customer base, allowing them to offer discounted prices.

Third Why Question

If we continue with the third “why” question for the response that your competitors have lower operations costs, I would ask: “Why do my competitors have lower operations costs?” The answer could be that they have more efficient processes, better-trained employees, or a simplified supply chain.

Fourth Why Question

The fourth “why” question for the response of more efficient processes could be: “Why did my competitors have more efficient processes?” The answer may be that they have invested in better technology, implemented lean practices, or they are constantly reviewing and optimizing their processes.

Fifth Why Question

Digging even deeper with the fifth “why” question for the response to implementing lean practices could be: “Why did my competitors choose to implement lean practices?” The answer could be that they wanted to reduce waste, improve efficiency, or increase their competitiveness.

Now, the question is, what’s next when you come to the root cause? You can see that you can have multiple responses, and for each response, you continue to ask the question, “Why.” Also, you are allowed to continue asking “why” questions until you come to a comprehensive understanding of the real reasons why you lose your customers, for our example.

As you can see, continuously asking “why ” can help you dig deeper and uncover the underlying reasons for your initial problem or situation. In our case, this process helps you better understand your competitors’ strategies and how you can improve your own business processes and practices.

5. Determine Root Causes

Once you have asked “why?” multiple times and reached a point where no further explanations can be given, you have most likely identified the root cause of the problem.

For example, you could implement lean practices or total quality management principles to improve your processes and product quality and reduce your operations costs. In this way, the 5 Whys process will drive continuous improvement in your small business.

6. Brainstorm Possible Solutions

Now that you know the underlying causes, it’s time to brainstorm potential solutions with your team. Encourage everyone to share their ideas and consider all options. This is where creativity and out-of-the-box thinking can be beneficial.

Remember that not all solutions may be feasible or realistic, but it is important to collect as many ideas as possible.

7. Evaluate and Choose the Most Effective Solutions

In the seventh step, you must analyze and assess each of the proposed potential solutions based on their feasibility, cost, impact, and effectiveness. Then, you must decide on a solution that addresses the root cause and meets your selection criteria.

You can simulate various scenarios, conduct scenario analysis, and gather data to support your decision.

8. Implement Changes and Monitor the Progress You Achieve

After you identify the root causes and evaluate and select the right solution for the problem you want to solve, you must implement the solution to eliminate the root cause of the problem. So, you must create an implementation plan and assign responsibilities and timelines to your team members.

Also, you need to monitor progress in order to ensure that the changes you’ve made are effective and bring the desired results for your business.

Simply measuring performance and results will help you determine if the chosen solution effectively solves the problem. Even though this step is not part of the 5 Whys process to determine the root cause of the problem, I still think that it is important for the success of your analysis process. Ultimately, why will you analyze something if you don’t implement what you have learned by analysis?

What Type of Problems Can You Solve Using a Root Cause Analysis Tool?

5 Whys tool can be used to solve a wide range of scenarios and problems, including issues with product quality, process inefficiencies, safety incidents, customer complaints, crisis management, etc. Essentially, any problem that has multiple contributing factors and requires a deeper understanding of the underlying causes can benefit from such an analysis.

There are successful examples of conducting 5 Whys in various industries such as manufacturing, healthcare, finance, and even in personal life situations. For example, the method has also been used in project management to identify and address the root causes of project delays. Also, it has been used to solve complex problems, such as equipment failures or medical errors.

Frequently Asked Questions About 5 Whys

The 5 Whys is a problem-solving technique that asks why five times to get to the root cause of the problem. It was developed by Sakichi Toyoda, the founder of Toyota Industries, and is used in lean manufacturing.

The 5 Whys asks why five times to drill down to the underlying cause. Each answer to the previous why becomes the basis for the next why until you reach the root cause.

The 5 Whys is different from other problem-solving methods in that it gets to the underlying cause of the problem, not just the symptoms. It also encourages an open dialogue and allows multiple perspectives to be considered so you get better solutions.

The 5 Whys can be used anytime a problem arises personally or professionally. It’s good when you have complex or recurring problems that other methods haven’t solved.

Yes, the 5 Whys can be used in any industry, including healthcare. In fact, many healthcare organizations have used it to identify the reason for medical mistakes and develop solutions to prevent them from happening again.

As you can see, the 5 Whys method is a powerful tool for root cause analysis because it provides you with a comprehensive understanding of a problem and helps you identify the root cause.

The method promotes critical thinking and a holistic understanding of a problem. It can be applied in any industry, including healthcare, to effectively solve complex and recurring problems.

Simply, 5 Whys is a valuable tool for problem-solving efforts and continuous improvement.

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