What is Root Cause Analysis?
Root cause analysis (RCA) is the process of identifying the underlying reason or various factors that contribute to a problem. This systematic approach aids in the development of better, more appropriate solutions to issues. What makes RCA effective is that it deals with issues at the root, instead of treating the numerous symptoms resulting from it.
RCA consists of five stages:
- Recognition of the problem
- Data gathering
- Determination of causal factors
- Root cause identification
- Recommendation and implementation of solutions
Root Cause Analysis Process
Significance of Root Cause Analysis Examples
The five-step RCA process as described above looks straightforward. But when essential resources are involved and at stake, this is not as simple as it seems. Reviewing real-life scenarios of root cause analysis helps in numerous ways, even more than getting practical experience.
- Observational learning – Seeing how other organizations dealt with and resolved issues can provide companies valuable insights as to how they can approach similar problems in the future, in case those arise.
- Enhanced problem-solving skills – By simply reviewing industry-specific RCA cases, top administrators and managers can plan their approach and try methods to identify the root cause of the problem demonstrated.
- Culture of preparedness and continuous improvement – Encountering major issues at the workplace is incredibly daunting, especially for those who have not experienced managing problems like these in the past. Studying examples of root cause analysis helps managers anticipate and organize. This also inspires a culture of constant improvement and progress.
Root Cause Analysis Industry Examples
Let’s get straight into the different scenarios where root cause analysis was used to determine the underlying reason for a common problem that some industries face. These RCA examples follow the 5-step process described above and may be transcribed in RCA templates made available in the workplace.
Construction
Problem identified
The building renovation has a completion date of 18 months, but the third phase of the project seems to be lagging and may cause two months’ worth of delay.
Relevant data collected
- Project plans
- Progress reports
- Communication records
Causal factors
- Only the first phase of the project has a detailed construction schedule. The subsequent stages (2 to 7) lack a comprehensive timetable. In addition, the initial planning failed to account for potential risks, possible contingencies, and resource allocation.
- The architect suggested a new design in the middle of phase 3, which the construction is not prepared for.
- There is a lack of coordination among stakeholders, causing in miscommunication and delays.
Root cause
The lack of a defined construction plan and a clear schedule for every phase of the construction plan is the primary cause of the issue.
Solution recommended
Top management should go through the plan once more and do a full revision of the construction schedule. This should have a detailed blueprint to minimize unexpected changes, and realistic timelines that consider materials delivery, machine and workforce availability, and overall budget.
Transport and Logistics
Problem identified
The vegetable trucking company noticed a consistent trend of going over budget on fuel costs in the past four months.
Relevant data collected
- Fuel consumption of every vehicle in the fleet in the past six months
- Fuel prices at the time of past fill-ups
- Vehicular efficiency and maintenance
- Mileage reports
Causal factors
- Inefficient route planning resulted in longer-distance travel and increased fuel consumption.
- Poor vehicular maintenance negatively impacted fuel efficiency.
- Driver behavior, such as aggressive driving and excessive idling, is a possible cause of higher fuel consumption.
- A considerable increase in gas prices in the last six months has been noted.
Root cause
Although price fluctuations may seem like the top culprit, it’s futile to blame this. After a careful review of all the documents, the underlying cause of the issue is a deficiency in fleet maintenance. It was found that 50% of all the vehicles missed their last oil and fluid change, while 20% require parts replacements.
Solution recommended
The managers should create a comprehensive asset listing that includes maintenance history, daily mileage, and fuel consumption. Daily checks and routine maintenance work should be scheduled to ensure vehicles’ optimal function. Using standardized checklists would also facilitate efficient inspections.
Manufacturing
Problem identified
The ceramic ware factory is facing a major challenge in its operations due to a shortage of skilled personnel, particularly in the handmade section.
Relevant data collected
- Workforce demographics
- Past recruitment efforts, particularly job postings
- Employee turnover rates
- Gaps in required skill
- Training programs
Causal factors
- The managers failed to anticipate the need for skilled workers in this department.
- The recruitment team chose applicants who have some knowledge and experience in the field so that in-depth training won’t be necessary. New hires chosen to work in the handmade department are simply asked to observe for a few weeks instead of going through intensive hands-on training.
- There is very little difference between the starting salary of machine workers and handcrafted.
Root cause
The lack of care given to handcrafters in the workplace, both in terms of pay and the valuable resources they require, is the top reason for the dwindling number of workers in the aforementioned department.
Solution recommended
The managers should identify the specific list of skills required for the department so they can assess new hires efficiently. Implementing a training and development program is a must, whether the worker has a lot of experience in the past or not. Business leaders should also ensure that they invest in these programs and consider increasing the compensation for handcrafters because theirs is a specialized, highly skilled task.
