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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.
© 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.
© 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
© 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.
© 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.
© 2010 Board of Regents University of Nebraska
Identify all major steps in the
process.
Use a Process Map or Flowchart.
Define
© 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
© 2010 Board of Regents University of Nebraska
This is your coffee Maker
What are the parts?
© 2010 Board of Regents University of Nebraska
The Inputs to Coffee
© 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
© 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?
© 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
© 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
© 2010 Board of Regents University of Nebraska
Ask “WHY” at least five
times to search out the
ROOT cause.
Analyze
© 2010 Board of Regents University of Nebraska
5 Whys: Relentless Root Cause
Why?
© 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
© 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!!!
© 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
© 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
© 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.
© 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?
© 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.
© 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.