Time is money, and the more time your company spends on critical business tasks and not solving the same problems multiple times means a more efficient, less wasteful and more profitable company. The trouble is, many times when there is an issue we solve only the most current symptom rather than the underlying cause—meaning we will likely be tasked with solving the problem again the next time a new symptom emerges.

If this sounds familiar, you are not alone. Many companies struggle with this issue. If you would like to maximize the problem-solving skills of your organization, then root cause analysis is a logical first step to correcting problems once and for all and ensuring that the processes and procedures in place are scalable and continue to function as the company grows.

Root cause analysis

The basic process for root cause analysis (RCA) follows this circle of steps:

• Define problem
• Understand the problem (collect data)
• Identify root cause(s)
• Take corrective action
• Monitor the solution

RCA has many approaches; and for our purposes, two are easy to learn and implement: the Fishbone Diagram and the 5 Whys.

Fishbone diagram

Developed by a Japanese efficiency expert, Dr. Kaoru Ishikawa, the Fishbone diagram is a simple way to categorize the problem and its symptoms. The head of the fish becomes the problem statement, and a horizontal line running from there is the spine of the fish. From here, 3 sets of ribs intersect the spine on each side, and each of the ribs is labeled with one of six categories referred to as the "6 Ms": Manpower, Method, Machines, Materials, Measure, and Environment (Mother Nature).

Each problem or symptom is listed in the respective category. Symptoms may not be in all categories, and some categories may have multiple symptoms. Using this data, the most likely root causes are determined and ranked for solution in order of those that are most likely to recur. Determining those that have a high impact on employees, customers and profitability are the most critical to assess and solve.

5 Whys

The 5 Whys approach to problem solving seems almost too simple to be effective, yet it is a proven RCA method. The premise is simple: taking the first issue that comes to mind, one simply asks "why?" for each answer until the root cause is arrived at and the answers to the "why?" questions are no longer relevant or make sense. An easy example is shown in the figure below.

This series of questions and answers quickly gets to the root cause of the issue and the necessary solution, which is some type of process to regularly check the battery in the alarm clock.

Now, rarely are the problems our companies face on a daily basis this simple, but it points out an important fact: a poor process, or lack of a process, most assuredly will result in problems that we have to solve at some point.

Good process is the root of success

Developing, maintaining and updating the critical processes in our organizations is paramount to ensuring a well-functioning team, high quality services and products, and the ability to scale without significant loss of productivity and increased costs.

Quite often, part of the solution requires that old processes be updated to match current and future needs, and new processes developed, both then implemented throughout the organization to ensure that everyone is following them correctly and consistently.

There is no "I" in TEAM

Solving issues using any RCA method requires that all stakeholders be involved. This is absolutely critical—identifying and solving issues that result from only one perspective will generally result in failure.

RCA teams are tasked with collecting all relevant information related to a problem: documentation, processes and interviewing those involved in or affected by the process in question.

When undertaking any RCA project, participants must be from all impacted areas. Only then can a wholistic perspective be gained that evaluates the entire issue—and its impact on every stakeholder group—from start to finish.

Effective facilitation by the RCA team leader is critical; this includes limiting input from those inclined to monopolize the conversation and drawing out information from those less inclined to speak freely.

Brainstorming issues is a critical step in the process that seeks to identify any possible cause, regardless of how crazy it may seem before taking that list and whittling it down to a final problem set supported by the team’s facts and analysis.

Finally, the team determines appropriate solutions, as well as who will be responsible for each solution and the timeline for implementation. Knowing the financial impact of a solution is important since it may be a good solution but not fiscally feasible.

Implemented solutions are monitored for effectiveness and may be modified to ensure the desired result is achieved.

A final key is that processes are living documents that must be managed and updated regularly. Storing them in the cloud so that only a single version exists and identifying a process owner are critical to long-term success.

Practice makes perfect

RCA, just like everything else, requires practice to become proficient. It will initially feel awkward and foreign, but over time it will become more natural; and root causes and their associated solutions will be identified much more quickly. The long-term benefits are happier, more productive employees, happier customers, and a more profitable company.

What is the first problem in your company that you will solve using RCA?

Steve Steele is president and founder of Steele Dynamic Services, a green industry consulting firm, and the financial and business practices leader for the Bruce Wilson Company, a national green industry consulting and peer group company. Learn more at SteeleDynamicServices.com.