RCFA - Root Cause Failure Analysis
Root cause failure analysis is a process for identifying the true root cause of a particular failure and using that information to set a course for corrective/preventive actionRoot cause analysis helps identify what, how and why something happened, thus preventing recurrence.
Root Cause Failure Analysis (RCFA) is a method that is used to address a problem or non-conformance, in order to get to the “root cause” of the problem. It is used so we can correct or eliminate the cause, and prevent the problem from recurring.
Root Cause Failure Analysis (RCFA) is a method that is used to address a problem or non-conformance, in order to get to the “root cause” of the problem. It is used so we can correct or eliminate the cause, and prevent the problem from recurring.
It is not “rocket science” – anyone can do it. You probably do it on a day to day basis without thinking about it.
RCFA is simply the application of a series of well known, common sense techniques which can produce a systematic, quantified and documented approach to the identification, understanding and resolution of underlying causes. Below are a number of definitions which encapsulates the main points of this techniqu
• By eliminating the root cause, you can save time and money
1st Define Problem
Define the Problem: Try and use SMART principles, i.e. Specific; Measurable, Actions oriented; Realistic; Time constrained. Unless the problem is defined accurately, the RCA whole process maybe prone to failure. This phase will usually also define how the RCA will be run as a Project
The objective of this first stage of Solve! is to correctly define the problem by using special interrogation techniques. Although each phase of the cycle is important, a good start will ensure the success of the whole process. Distinction between what the problem seems to be and what it really is, separating and prioritising problems as well as clarifying and eliminating false problems are just some of the insights this phase offers.
Understand the Problem: Check the information, obtaining real data regarding the problem, gaining a clear understanding of the issues. This is when the various tools and techniques, such as Cause and Effect, brainstorming, etc, can be used
2nd Analyze Causes
The second stage of the Solve! cycle includes an accurate and evidence based research and identification of root causes. The phase is giving users main directions for how to apply this principle in their problem-solving initiative in order to find the answer to one of the most common questions in issue solving situations: WHY did the problem happen?
3rd Identify Solutions
Finding and matching the most appropriate solutions to each root cause identified in the Solve! cycle is also of most importance. The third phase helps problem-solvers to identify what real solutions are possible, introducing simple and useful techniques for identifying and selecting effective solutions. This chapter also underlines the importance of finding creative solutions with the purpose of removing, changing or controlling the root causes.
4th Implement Best Solutions
Once the solution has been identified, the implementation must be planned. The fourth phase of Solve! is where the real action for solving your problems takes place. Nevertheless it is depending on the proper research to define the problem, on the correct identification of root causes and the inspired choice in regard with the best solution. This chapter also explains what it takes to evaluate the effectiveness of the solution and determine if that specific solution is definitive or temporary. It also introduces project management approach for the complex problems to be solved.
Root Cause Analysis
5 Why Analysis
An employee in the plant slipped and fell while performing their regular duties.
1.Why? – There was oil on the floor.
2.Why? – The machine in that cell was leaking oil.
3.Why? – A pressure fitting on the machine failed.
4.Why? – Inspection of hoses and fittings is not part of the preventive maintenance (PM) schedule.
5.Why? – The PM system does not consider Equipment Manufacturer’s recommendations to develop PM schedules.
We Have Successfully Established:
3rd Identify Solutions
Finding and matching the most appropriate solutions to each root cause identified in the Solve! cycle is also of most importance. The third phase helps problem-solvers to identify what real solutions are possible, introducing simple and useful techniques for identifying and selecting effective solutions. This chapter also underlines the importance of finding creative solutions with the purpose of removing, changing or controlling the root causes.
4th Implement Best Solutions
Once the solution has been identified, the implementation must be planned. The fourth phase of Solve! is where the real action for solving your problems takes place. Nevertheless it is depending on the proper research to define the problem, on the correct identification of root causes and the inspired choice in regard with the best solution. This chapter also explains what it takes to evaluate the effectiveness of the solution and determine if that specific solution is definitive or temporary. It also introduces project management approach for the complex problems to be solved.
Root Cause Analysis
5 Why Analysis
An employee in the plant slipped and fell while performing their regular duties.
1.Why? – There was oil on the floor.
2.Why? – The machine in that cell was leaking oil.
3.Why? – A pressure fitting on the machine failed.
4.Why? – Inspection of hoses and fittings is not part of the preventive maintenance (PM) schedule.
5.Why? – The PM system does not consider Equipment Manufacturer’s recommendations to develop PM schedules.
We Have Successfully Established:
What the problem was → A pressure fitting on the machine failed.
How the problem occurred → Inspection of hoses and fittings is not part of the preventive maintenance (PM) schedule.
How the problem occurred → Inspection of hoses and fittings is not part of the preventive maintenance (PM) schedule.
Why the system failed→The PM system does not consider Equipment manufacturer’s recommendations to develop PM schedules.
Long term Corrective Actions may include:Updating maintenance procedures
Revise PM schedules based on equipment manufacturer’s recommendations
Training maintenance personnel
Testing pressure fittings on machines
Re-Designing cell layouts to eliminate the effect of spilled oil
Long Term Corrective Action Should:Address the system problem
Eliminate the Root Cause Be implemented in a timely manner
Include a detailed plan if it will take considerable time
Be commensurate with the risk involved Risk to the customer, employee, organization, public, etc.
•Verification of Effectiveness
Often confused with verification of implementation.Completion of corrective action tasks.
Monitor and measure the process to verify the effectiveness of the actions taken.
Poor results often indicate wrong Root Cause or wrong Corrective Action(s).
Consider performing audits as a verification tool.
Hints and Tips
• It is important to select the right team for carrying out an RCFA - members should have
knowledge of the process and be able to help explore the why, what and how
• Don't jump in with solutions: the problem and solution may not be obvious
• Make sure you are aware of the causal relationships
• Suggest improvements that you can implement and that are owned and signed up to by
your team
• Having a facilitator with experience in the process will make things easier; this includes
someone who knows about process, tools and facilitation
• Practising the techniques of RCA will ensure that your maintain the skills
• Only take responsibility for actions over which you have control: you should not agree an
action plan for something you can't implement
Long term Corrective Actions may include:Updating maintenance procedures
Revise PM schedules based on equipment manufacturer’s recommendations
Training maintenance personnel
Testing pressure fittings on machines
Re-Designing cell layouts to eliminate the effect of spilled oil
Long Term Corrective Action Should:Address the system problem
Eliminate the Root Cause Be implemented in a timely manner
Include a detailed plan if it will take considerable time
Be commensurate with the risk involved Risk to the customer, employee, organization, public, etc.
•Verification of Effectiveness
Often confused with verification of implementation.Completion of corrective action tasks.
Monitor and measure the process to verify the effectiveness of the actions taken.
Poor results often indicate wrong Root Cause or wrong Corrective Action(s).
Consider performing audits as a verification tool.
Hints and Tips
• It is important to select the right team for carrying out an RCFA - members should have
knowledge of the process and be able to help explore the why, what and how
• Don't jump in with solutions: the problem and solution may not be obvious
• Make sure you are aware of the causal relationships
• Suggest improvements that you can implement and that are owned and signed up to by
your team
• Having a facilitator with experience in the process will make things easier; this includes
someone who knows about process, tools and facilitation
• Practising the techniques of RCA will ensure that your maintain the skills
• Only take responsibility for actions over which you have control: you should not agree an
action plan for something you can't implement
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