Root cause analysis: Difference between revisions
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{{g}}A management technique designed to systematically identify the cause of problems on an established manufacturing process. From the little I know about it, involves behaving like a five-year-old and asking the same question — “why?” over and over again. | {{g}}A management technique designed to systematically identify the cause of problems on an established manufacturing process. From the little I know about it, involves behaving like a five-year-old and asking the same question — “why?” over and over again. | ||
This makes some sense in a production-line context, where there are defined inputs and outputs, and one has already reduced the world to a [[nomological machine]]. It works less well when you are a pioneer, fighting through jungle thickets, seeking the Indies via a western route, or rolling in your wagon train into the salted deserts of what is now, but | This makes some sense in a production-line context, where there are defined inputs and outputs, and one has already reduced the world to a [[nomological machine]]. It works less well when you are a pioneer, fighting through jungle thickets, seeking the Indies via a western route, or rolling in your wagon train into the salted deserts of what is now, but wasn’t then, Utah. | ||
Wikipedia gives the following, somewhat implausible example: | Wikipedia gives the following, somewhat implausible example: | ||
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*Why? – The battery is dead. | *Why? – The battery is dead. | ||
*Why? – The alternator | *Why? – The alternator doesn’t work. | ||
*Why? - The alternator belt has broken. | *Why? - The alternator belt has broken. | ||
*Why? – The alternator belt was worn out and not replaced. | *Why? – The alternator belt was worn out and not replaced. | ||
Revision as of 19:18, 23 February 2020
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A management technique designed to systematically identify the cause of problems on an established manufacturing process. From the little I know about it, involves behaving like a five-year-old and asking the same question — “why?” over and over again.
This makes some sense in a production-line context, where there are defined inputs and outputs, and one has already reduced the world to a nomological machine. It works less well when you are a pioneer, fighting through jungle thickets, seeking the Indies via a western route, or rolling in your wagon train into the salted deserts of what is now, but wasn’t then, Utah.
Wikipedia gives the following, somewhat implausible example:
An example of a problem is: The vehicle will not start.
- Why? – The battery is dead.
- Why? – The alternator doesn’t work.
- Why? - The alternator belt has broken.
- Why? – The alternator belt was worn out and not replaced.
- Why? – The vehicle was not maintained according to the recommended service schedule. (the root cause!)
Notice the industry here: to reduce all problems to a fundamental breach of a process: a heuristic or algorithm designed to defend against the intractable messiness of the universe.
See also
- Toyota Production System and the seven wastes