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Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

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Page 1: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

Root Cause Analysis

DMAIC Model

© 2010 Board of Regents University of Nebraska

Page 2: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

What Is It?

Finding the real cause of the problem and dealing with it

rather than simply continuing to deal with the symptoms.

If I have an unwanted situation which consumes resources

and tends to happen repeatedly it might be beneficial to

figure out what is really causing this situation to occur and

remove it so the situation does not occur again.

Page 3: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Guidelines for Root Cause Assessment

Like pulling weeds… unless we address the root that causes the problem, poor results will keep coming back.

Page 4: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Philosophy of Problem Solving

Each problem is an opportunity because it can tell a story about why and how it occurred

The “true” problem must be understood before action is taken

Be relentless

Ask “Why” at least five times to search out the root cause

To do this well, we must be

Both focused and open-minded

Both patient and quick

Page 5: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

DMAIC - Model used in Business and Industry

DMAIC refers to a data-driven quality

strategy for improving processes, and is

an integral part of a Quality Improvement

Initiative. DMAIC is an acronym for five

interconnected phases: Define, Measure,

Analyze, Improve, and Control.

Page 6: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

What is DMAIC?

1. Define: Identify a problem where the solution is unknown.

2. Measure: Establish a baseline. What is the current state and

extent of the problem?

3. Analyze: Narrow down causes from trivial many to critical

few.

4. Improve: Identify a solution, test and pilot it, measure the

improvement.

5. Control: Sustain the gains, lock down the improvement into

procedures.

Page 7: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Identify all major steps in the

process.

Use a Process Map or Flowchart.

Define

Page 8: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Class Exercise

Coffee Pot ExerciseScenario:

We are going to look at the process of making a pot of coffee and use Quality

Tools to improve that process

Page 9: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

This is your coffee Maker

What are the parts?

Page 10: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

The Inputs to Coffee

Page 11: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Example: The Process of Making Coffee

Step 1Clean pot &coffee area

Step 2Get afilter

Step 3Insert filterinto filter

holder

Step 4Get outcoffee

WantCoffee

Step 5Measure coffee

into filter

Step 6Insert filterholder into

coffee maker

Step 7Measure water

into coffeemaker

Step 8Put pot onburner and

turn on coffeemaker

Step 11Pour cup of

coffee

Step 12Tastecoffee

CoffeeReadyStep 10

Coffeedone?

Step 9Coffee maker

working?

© 2010 Board of Regents University of Nebraska

Page 12: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Example: Lets Make Some Pasta

Analysis - If the pasta is of poor quality, where did the process break down?

Page 13: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

QUALITY DRIVERS

Pasta tastes good Pasta tastes good and looks good!and looks good!

Pasta tastes good Pasta tastes good and looks good!and looks good!

Making Pasta

Making Pasta

CookedPasta

CookedPastaRaw

PastaRaw

Pasta

WaterWater

CookingPot

CookingPot

RangeTop

RangeTop

Temperature @ InputFluoride Content

PurityHardness

TextureCrunchiness

BuoyancyInitial Weight

Outer Diameter

ConductivitySize

TemperatureTemp. Increase RateStability / Degree of

Temp.Fluctuation

Final WeightTaste RankingAbsorbencyTexture RankingStickinessOuter Diameter

PROCESS

KEY PROCESS OUTPUT

KEY PROCESS INPUTS Output Critical Characteristics

Inpu

t Crit

ical

Cha

ract

eris

tics

The Whole Picture – Pasta Example

Page 14: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Use Data Collection & Analysis tools:

Gather data about how often a

problem occurs.

Gather data about the type of

problem occurring.

Measure

Page 15: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Ask “WHY” at least five

times to search out the

ROOT cause.

Analyze

Page 16: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

5 Whys: Relentless Root Cause

Why?

Page 17: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Problem: Flat tire in garage

1. Why? Nails on garage floor

2. Why? Box on shelf split

3. Why? Box got wet

4. Why? Rain through hole in garage roof

5. Why? Rain happens *

*can’t control so go back to previous why and fix it

Page 18: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Root Causes & The

Jefferson Memorial

Issue: The stones on the Jefferson Memorial are deteriorating badly.Initial solutions: Replace the stones; keep visitors off stones.

Costly!!!

Page 19: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Jefferson Memorial

Why is stones deteriorating worse than other memorials?

They must be washed more frequently

Why are they washed more frequently?

There is more bird droppings on this memorial

Why does this memorial have more bird droppings on it.

They appear to be attracted to the insects

Why is there more insects on this memorial?

The lights are on longer which attract the insects

Change the lighting schedule to match other memorials

Page 20: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Create innovative solutions using

technology and discipline.

Improve the target process by designing

creative solutions to fix problems.

Develop a plan for implementation.

Improve

Page 21: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Control

Control the improvements to keep the process on the new course.

Prevent reverting back to the "old way”

Standardize the process to maintain the gain.

Page 22: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Compare DMIAC and the Scientific Method

Can you find similarities between the DMAIC model and the Scientific Method used in classroom laboratory investigations?

Page 23: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Process Flowchart

A diagram that uses graphic symbols to depict the nature and flow of the steps in a process.

Benefits of using flowchartsPromotes understanding of a processIdentifies problem areas and opportunities for process improvement.

Page 24: Root Cause Analysis DMAIC Model © 2010 Board of Regents University of Nebraska

© 2010 Board of Regents University of Nebraska

Flowchart Assignment

Use the “Symbols Used in Flowcharts”

handout as a guide to create a process

flowchart for manufacturing a dog kennel

and determine what part of the process

needs to be changed to correct the

problem of the rusted dog kennel.