CourseInfo | SimpliTrain

What You'll Learn

Learn how to initiate a root cause analysis and gather data for investigating process and non-process incidents Demonstrate how to collect data through interviews and analysis Apply powerful techniques to identify and know the difference between symptoms and root causes Learn to know when to use the appropriate technique in root cause identification Learn how to avoid future incidents by developing appropriate recommendations to address causal factors and root causes Develop a process to identify systemic problem areas

Description

In this course, participants will learn to apply several practical, systematic methods for analyzing incidents and problems to uncover root causes. Understanding of these techniques will be reinforced by classroom exercises.

Who Should Attend

Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, corrective action coordinators or managers; supervisors, team leaders, and process operators; anyone who wants to improve their ability to solve recurring problems.

Course Overview

In this course, participants will learn to apply several practical, systematic methods for analyzing incidents and problems to uncover root causes. Understanding of these techniques will be reinforced by classroom exercises.

Course Prerequisites

No results found.

Course Agenda

7 Title

Course Agenda 7

Lesson Id	Title	Description
1	Introduction & Objectives	What is a "Problem?" <br />Why Problems Persist <br />What is A Root Cause?<br />Why Root Causes are important
2	How to Organize for an RCA	RCA Roles and Responsibilities<br />Assemble your RCA Team<br />Modes of Communication<br />How to Resolve Conflict<br />Case Study Exercise
3	Select the Problem to Analyze	Define the selection criteria<br />Plan and estimate tasks for the team<br />Finalize the plan and gain agreement among your stakeholders<br />Case Study Exercise
4	Define the Problem	What to look for - Problem-as-Given (PAG) vs. Problem-as-Understood (PAU)<br />Developing your problem statement <br />Refining the problem specification<br />Case Study Exercise
5	Identify the Source of the Problem	Discuss when to use the appropriate analysis technique to determine the problem source<br />Process Diagram <br />Forms & Checklists <br />Statistical Sampling <br />Fishbone Diagram <br />Surveys <br />Charts - Line, Scatter, Bar, & Pie<br />Case Study Exercise
6	Solution Options Analysis & Selecting the "Best Fit"	How to approach different solution options<br />Brainstorming<br />Weighted Evaluation<br />Selecting the appropriate option<br />Hold an Retrospective on your approach<br />Planning the proposal<br />Case Study Exercise
7	Putting RCA into Practice	Create a Root Cause Analysis program within your organization<br />How to develop appropriate recommendations to address root causes at various levels to avoid future incidents

1

Introduction & Objectives

What is a "Problem?"
Why Problems Persist
What is A Root Cause?
Why Root Causes are important

2

How to Organize for an RCA

RCA Roles and Responsibilities
Assemble your RCA Team
Modes of Communication
How to Resolve Conflict
Case Study Exercise

3

Select the Problem to Analyze

Define the selection criteria
Plan and estimate tasks for the team
Finalize the plan and gain agreement among your stakeholders
Case Study Exercise

4

Define the Problem

What to look for - Problem-as-Given (PAG) vs. Problem-as-Understood (PAU)
Developing your problem statement
Refining the problem specification
Case Study Exercise

5

Identify the Source of the Problem

Discuss when to use the appropriate analysis technique to determine the problem source
Process Diagram
Forms & Checklists
Statistical Sampling
Fishbone Diagram
Surveys
Charts - Line, Scatter, Bar, & Pie
Case Study Exercise

6

Solution Options Analysis & Selecting the "Best Fit"

How to approach different solution options
Brainstorming
Weighted Evaluation
Selecting the appropriate option
Hold an Retrospective on your approach
Planning the proposal
Case Study Exercise

7

Putting RCA into Practice