| Organizations need Professional Trouble-shooters
who apply holistic thinking skills to solve problems. This
means that they are not using checklists, flow diagrams or
their technical knowledge only to solve problems. Proficient
problem solvers use their technical knowledge and skills with
a proven thinking approach to think through a problem and
in that way derive the true cause (technical reason) and then
the root cause (people/system reason). This approach avoids
unnecessary and expensive fixes by using a step-by-step thinking
approach to detect, analyze, solve and prevent problems. More
specifically, a thinking workforce would realise the following
results:
- Solving the correct problem, which is a major challenge
in MIS type problems
- Reduce system inefficiencies by resolving intermittent
problems
- Increase machine and equipment availability
- Reduce waste and rejects
- Improve quality
- Reduce operating costs
- Maximize change over time
- Reduce downtime
Building Root Cause Capabilities to enable permanent fixes
and the avoidance of recurring problems is done in the following
way:
Poor client problem identification, an inability to quickly
understand the real problem, hampers the ability of any IT
professional to provide quick customer turnaround times.
In many cases it could take up to 3 weeks to “solve”
a problem, but in some cases this situation could end up with
a “workabout” and the problem never solved. Working
with demanding clients, this obviously is not what any organization
would want to deal with.
IT Root Cause Analysis problem solvers need to have a very
disciplined and rigid process of isolating problems, then
breaking it down quickly into a single-minded problem solving
approach. It has been proven that effective troubleshooting
is all about solving a single object with a single fault one
at a time.
When human error, capacity issues, or an absence of proven
process causes the problem, Thinking Dimension’s Root
Cause analysis approach provides the quickest approach in
isolating the appropriate system component, procedure or system
causing the problem.
Outcomes of applying a common process for IT Root Cause Analysis
include:
- Reduced problem resolution “cycle” time
- Improved reliability and “uptime”
- More effective internal cooperation and collaboration
in problem solving
- Effective use of “expert” knowledge within
the division
- A repeatable, visual and systematic process
This workshop will instill the following behaviors:
- A genuine effort to solve a problem within 24 hours,
using the appropriate skills.
- A preparedness to “label” and agree that
a specific issue is a problem situation that requires various
stakeholders to solve it. The problem solving team would
have no problem justifying the expense of having the correct
stakeholders around the same table.
- The correct identification of the “true”
cause. Once the true cause is identified, the team will
isolate the underlying reason for the problem and remove
the root cause as well.
Building Root Cause Capabilities in Manufacturing
Environments
Poor problem identification, an inability to quickly perform
true-cause analysis and then root-cause analysis to solve
an issue, hampers the effective production
Root Cause Analysis problem solvers need to have a very disciplined
and rigid process of isolating problems, then breaking it
down quickly into a single-minded problem solving approach.
It has been proven that effective troubleshooting is all about
solving a single object with a single fault one at a time.
KEPNERandFOURIE’ S Root Cause approach can be used on
singular issues, part of the ThinkingWorks Suite or integrated
into larger projects. This is equally possible in a manufacturing,
service or MIS environment.
Outcomes of applying a common process for root cause analysis
include:
- Less forced errors by "jumping to cause"
- Improved productivity and cost reduction
- More effective internal resources and expertise
- A repeatable, visual and systematic process
This workshop will instill the following behaviors for manufacturing:
- Will do less blame fixing, jumping to cause and finger
pointing, because of the realization that is there are technical
and people causes for a problem and that you need to get
the technical causes first, before addressing the people
causes.
- Will have the tendency to want to describe the problem
first, before talking about possible causes.
- Will have the attitude of testing causes before taking
any action.
- Will have a technique to either prove or disprove a suggested
cause.
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