root cause problem solving (rcps)

Root-cause problem solving in the Ops 4.0 era

Passionate about the “human factor”: helping people develop broad skills and deep functional expertise. Experienced operations practitioner, faculty member, and author.

Wouter Michiels, a consultant based in the Brussels Office, has more than 10 years’ experience in petrochemical manufacturing, engineering, and supply chains.

April 15, 2019 To improve, organizations must consistently seek out and solve their problems—an insight that underpins lean management ’s emphasis on root-cause problem solving (RCPS). Indeed, companies that have used RCPS to build a problem-solving culture that lasts are able to avoid continuous firefighting by effectively preventing fires from starting.

But RCPS takes discipline and patience, which some leaders resist: a manager may be reluctant to use this model if she’s convinced that she has already identified an “operational solution.” Nevertheless, persuading her to join her team on a problem-solving journey can help uncover a more effective and sustainable set of solutions—most importantly by including the people who know the problem best: shop-floor employees. Their perspective often shows that the initial idea would not have addressed the problem’s real causes, and would have met with a lot of resistance from the people charged with implementation.

Ops 4.0 technologies are making it easier to overcome that resistance and invigorate root-cause problem solving performance. What follows is a non-exhaustive overview of how different technologies ( italicized ) could be applied in each of the five RCPS elements (exhibit).

1. Identifying and defining the problem

The rise of advanced analytics and business-intelligence applications allows companies can detect many more problems than in the past, and in a more effective way—so long as they have sufficient internal support to interpret the output . Examples include fraud detection in banking and insurance, as well as deviations from normal operating conditions of equipment in manufacturing plants. For the latter, the increased availability of high-frequency, high-precision sensors , together with the rise of the Internet of Things provides companies with larger data sets from which to identify problems.

2. Assessing root cause(s)

Once the problem is defined, root causes are often identified via the five-why methodology. Instead of using the traditional colored sticky notes to facilitate this exercise, companies can now use interactive whiteboards incorporating speech-to-text or handwriting-to-text algorithms, together with high-quality touch commands . Moreover, the whiteboards can link to data warehouses , thereby enabling self-service analytics or even machine-learning algorithms for performing the analyses required in confirming or rejecting potential root causes.

3. Designing solutions

Augmented- and virtual-reality applications can help designers’ creation process become even more productive. Faster iterations between the drawing board and a more real-life representation shorten lead times toward final design. Rapid prototyping and 3D printing can accelerate this process even further by bringing intermediate versions of the solution to life.

4. Testing solutions

Once a solution has been designed, it is crucial to test its efficiency and effectiveness. The increase in computing power enables companies to perform extensive computational simulations . Using digital twins helps organizations create virtual mirrors of their operations, allowing them to test ideas more realistically before implementation.

5. Sustaining, sharing, and continuously improving

The digital communication and collaboration platforms that are now in widespread use can often be linked with interactive tools such as digital whiteboards, minimizing the time teams spend on documentation so they can instead focus on the creative parts of problem solving. Having past records of problem-solving sheets available at only one touch avoids solving the same problem all over again.

The above list shows how the ancient art of root-cause problem solving can take shape in today’s environment. The question for most organizations is how to start, especially with technologies that can sound like science fiction. A learning center designed to replicate an actual, digitally enabled working environment can provide the first step, helping people experience the impact these technologies can achieve in a practical and realistic setting.

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Root Cause Problem Solving - Methods and Tools PD530931

Topics: Management and Organization Management and Organization , Failure analysis , Analysis methodologies

How do you solve a problem? Do you find yourself using quick and easy solutions or a structured methodology? Too often, organizations tend to seek quick solutions to a problem without adequately addressing its underlying cause. These decisions often result in solutions that don't work or aren't sustainable, often wasting time, effort, and money. To combat these issues and adopt a fresh approach, teams can use the methods and tools of root cause problem solving. By first viewing a problem as an opportunity for improvement, the team can then identify the problem's root cause or causes, and implement solutions to prevent the problem's reoccurrence.

This six module course introduces the Root Cause Problem Solving approach. It explains how using Root Cause analysis can help improve operational and financial performance by identifying root causes and implementing solutions to significant or recurring problems. This methodology is used by many major automotive manufacturers to improve quality and customer satisfaction, reduce operation costs, and provide greater employee knowledge of work processes.

Participants will become familiar with the eight steps of the Root Cause Problem Solving approach, learning the key actions completed in each step and interacting with examples and scenarios that demonstrate how each step functions to solve problems and keep them from reoccurring in an organization. Participants will also be supplied with tools that assist with the completion of each step that they can use in their own problem-solving efforts on-the-job.

By participating in this eLearning course, you'll be able to:

• Explain why root cause analysis using the 8-step problem solving methodology is more effective than non-structured problem solving efforts
• Define the difference between a problem, symptom, cause, and root cause
• Use tools and techniques to solve problems
• Evaluate the effectiveness of problems solving efforts
• Describe the role of problem solving in continuous improvement

Materials Provided

• 90 days of online single-user access (from date of purchase) to the six hour presentation
• Integrated knowledge checks to reinforce key concepts
• Follow-up to your content questions
• 1.0 CEUs*/Certificate of Achievement (upon completion of all course content and a score of 70% or higher on the learning assessment)

*SAE International is authorized by IACET to offer CEUs for this course.

Is this On Demand Course for You?

This course is applicable to those directly working in or responsible for performance improvement of any definable, repetitive process (e.g., manufacturing, design, logistics, purchasing, sales, or distribution), including: manufacturing managers, supervisors, and team leaders; manufacturing engineers; design engineers; quality engineers and technicians; technical managers; project team leaders; problem solving and quality improvement facilitators; anyone whose role includes problem solving: supervisors and lead personnel.

Testimonial

"Thank you for introducing me to the SAE Root Cause Problem Solving course. Quality has been my vocation for 11 years and this course opened my eyes to so many things I have been missing. It should be required for anyone in the quality business." Chuck Hartshorn Quality Manager

For More Details

Email [email protected] , or call 1-877-606-7323 (U.S. and Canada) or 724-776-4970 (outside US and Canada).

• Windows 7, 8, 10 (other operating systems and mobile platforms are not supported but may work)
• Internet Explorer 11, Mozilla Firefox 37, Google Chrome 42 (other browsers are not supported but may work)
• Broadband-1Mbps minimum

How to Perform Root Cause Analysis in 6 Steps

Our article, Benefits of Root Cause Analysis in Manufacturing , introduced readers to the benefits of root cause analysis (RCA) and discussed its use in manufacturing. However, we stopped short of explaining the process itself.

This article continues our exploration of the topic and focuses on how to perform root cause analysis through an examination of two problem-solving methodologies.

First, we look at the American Society for Quality (ASQ) six-step process and then cover the A3 Problem Solving Method as it relates to RCA.

The Root Cause Analysis Process

The methodology of root cause analysis.

You’ll recall from our last article on the benefits of root cause analysis in manufacturing there is no standard definition of RCA. Thus, over the years, many methods for understanding the core issue beneath a problem have become part of the root cause analysis toolkit.

So it is easy to drown in the literature to find what is best for you. To make the process easier, we’ll cover two of the methods that we see Evocon clients implement successfully to reduce machine downtime and improve OEE while using our downtime tracking software .

As mentioned in the introduction of the article, the first is the six-step method, as defined by the American Society for Quality (ASQ) . It is holistic and widely used in the manufacturing sector due to the industry’s trust of familiarity with ASQ standards. The second, and a very similar process, is the A3 problem-solving method .

We’ll see that while they have different descriptions of steps, they still share the same intent. Further, when looked at holistically, they both accomplish the same series of steps.

Before you move forward with any of the two methods, let’s take a quick look at who should be involved when you perform root cause analysis on any of the issues that you’ve identified in your production process.

Forming RCA teams – Who needs to be involved?

Anyone can contribute to the root cause analysis process and benefit from its tools and principles. So, the answer is simple: everyone . When it comes to the formation of a project team though, there are some general guidelines to keep in mind.

Most teams using root cause analysis to solve problems are small, only having 2-5 members. That said, depending on the problem and situational complexity, team size can vary. On rare occasions, they can even grow very large, spanning multiple departments with 30-60 members.

These teams are by nature and need, cross-functional. Typically, they will contain some variation of the following.

• Subject matter experts (SME) . SMEs provide specialized knowledge of the problem type. Or, they have experience working directly in the process being studied. For example, if we found that the format of the start of shift meetings that are run by the Operations Manager was not effective and we formed an RCA team to get to the bottom of why , the Operations Manager would be a good candidate to consider as SME.
• Manufacturing Engineering (ME) . ME’S have a broad knowledge of the plant and deep expertise on its processes and equipment.
• Quality Engineer or Process Improvement Specialist. Provide specialized expertise in quality and process improvement.
• Manager or Supervisor of Process . This is crucial so that the team contains the authority to implement the proposed solution.

Now that we know who should be involved in the process, we can look at which method to use and how.

ASQ Six Steps Method

Let’s start by looking at the six steps to perform root cause analysis, according to ASQ.

• Define the event
• Find causes
• Finding the root cause
• Find solutions
• Take action
• Verify solution effectiveness

Step 1. Define the event

Step 1 transforms the “big hairy problem” known at project initiation, into an accurate and impartial description of the event. It includes everything from forming the team, which we discussed in the previous section, to making a plan for the project. Though the most critical purpose of the step is to clarify what the problem is and define its scope .

If you are using Evocon’s OEE software to monitor your production, then you should start the process by opening your machine downtime report and analyze which breakdown causes contribute most to losses in production performance .

It is critical to the success of the process that the team shares a common understanding of the problem . So, take your time at this step to make sure the groundwork is complete and correct. At a minimum, the team must gather specific details that provide answers to the following clarifying questions.

Clarifying Questions

• What happened?
• Where did it happen?
• Did something change?
• What impact or consequences are there?
• Who was involved?

Remember, there is no room for bias or emotion in your answers. Further, try to refrain from including symptoms or suspected causes.

TIP: Go to the source of the problem

This is a good point to bring an essential principle of root cause analysis to your attention. To be effective, it must be more than mere theoretical exercises (though these do have merit and use).

It is important that those investigating the problem get out of the office and out to the shop floor . This was where the problem starts and where most information about it will be found.

Step 2. Find causes

Step two, as you may guess from its name, focuses on finding potential causes of the event in question . Your goal should be to uncover as many causal reasons as possible. This pushes you to dig into the issues which will help you develop a deeper understanding of the problem.

In this step, all voices should be welcomed and encouraged through exercises such as brainstorming , process mapping, and Fishbone Diagrams . Creativity and free-thinking will serve the team well and deserve encouragement almost to the point of a mandate.  All kidding aside, the goal is to cast a net wide enough around the problem scope so that identification and consideration of all possible causes are achievable.

Step 3. Finding the root cause

In step three, we have arrived at the reason why we began: to uncover the root cause that lies at the heart of the problem . Several tools can help us reach our goal. Below is a list of the most common tools that manufacturers use.

While covering each of the tools is outside our scope, you can learn more in our article on Five Whys .

Common tools

• Scatter Chart
• Cause & Event Tree
• Pareto Analysis

Step 4. Find solutions

Now it is time to turn our minds to the process of attempting to design a possible solution or solutions . Brainstorming is a very effective method for identifying potential solutions in a team environment.

As you work through this step, we encourage you to involve as many people as possible . Anyone with a possible solution or who will face change from the implementation of a solution should be welcome.

• Interviewing
• Brainstorming
• Benchmarking
• Why Not Process

Step 5. Take action

The intent of step five is to implement the proposed solution that the team has created . Further, the team must take steps to ensure the sustainability of the change. Using an Impact Effort Matrix or Force Field Analysis may be helpful tools for this step.

The main ingredient for success at this step is tenacity and patience to see the project through to completion . There can be a tendency of project team members to bring the project to a conclusion. This is because the team will be approximately 4-8 weeks into the process at minimum at this point. Therefore, the team must be willing to avoid prematurely concluding that the problem was solved.

Finally, we need to ensure the changes and improvement stick . To this end, we recommend involving anyone who will be affected by a change now.

Step 6. Assess solution effectiveness

In this step, we measure and assess the effectiveness of our implemented solution . This requires us to turn a critical and analytical eye on the solution to confirm that it has worked.

If it has, then congratulations, the project’s conclusion has arrived. And it is time to look at the next issue that needs your attention.

A3 Problem Solving Method

A3 Problem Solving has its origins in the Toyota production system (TPS). It takes its name from the 11×17 A3 paper that TPS often employs. A3 ensures everything about a potential problem, proposal, etc. can be succinctly found on one sheet of paper.

We have included the A3 method for three reasons. First, it is often the method that will be taught in connection with lean manufacturing principles. Second, many Evocon clients have had success using it. And third, by contrasting it with ASQ, we reinforce our point that root cause analysis has no standard definition.

Yet as we will see, while the steps differ slightly, the two methods ultimately work through the same sequential process when looked as a whole.

Similarly to the ASQ method, problem-solving using A3 also follows a six-step process.

If you would like to get a more in-depth overview of the A3 Problem Solving method, then we recommend reading “OEE at Work” by Mark Wetherill and Aivar Künnapuu.

Download the A3 template as a PDF file

Step 1: Stating the problem

The first step in A3 is stating the problem. While it uses different words than the first ASQ step, they are effectively the same. In fact, everything said regarding step 1 for ASQ above applies here.

To avoid going through the same thing again, please refer back to that section if you need to refresh it.

Step 2: Identifying potential root causes

Here again, A3 is essentially the same as ASQ in that both are concerned with identifying causes. The key difference here is that A3 does not separate the search for all potential causes for the search for the root cause. Other than this point, everything that has said in step 2 for ASQ applies here as well.

Download our Fishbone diagram template and 5 Whys template

Step 3: Find potential solutions

This step is the same as ASQ step 3 and everything that is said there also applies here as well. We encourage the reader to refer back as necessary.

Step 4. Evaluating potential solutions

In this step, you will need to assess the options that you have brainstormed to select which one works best. To do this, you can use a simple evaluation matrix that organizes each solution to be assessed based on:

• How effective will it be in eliminating the specific root cause? – Effect
• How easy is the solution to implement? – Effort

To keep with comparison to ASQ, we find that the evaluation of solutions takes place in step 4 as part of the “find solutions” process.

Download the Effort & Effect Matrix template

Step 5. Implementation and follow up

Based on the evaluation and prioritization of solutions, you now need to create an action plan for implementation .

The process of creating an action plan is quite straightforward:

• Create a list of actions based on the effort and effect of implementation.
• Reference each action to the category of the Fishbone diagram. You can skip this step if you only use 5 Whys for the root cause analysis.
• Assign a person responsible for each action.
• Define a time when the action must be completed.

After this is done, it is time to follow through and continuously review the progress . Your checklist for follow up should consist of the following questions:

• Did the implemented solution solve the problem?
• Are any adjustments needed for actions?
• What is the date and time to review the actions?

Again, to continue the point on ASQ, this step is the same purpose as “Take Action” found in ASQ’s fifth step.

Download the Waste Elimination plan template

Step 6. Prevent recurrences

This final step of the A3 problem-solving is all about preventing the recurrence of the problem that you have worked to eliminate . Assuming the actions you took eliminated the loss, you should:

• Standardize new methods and solutions.
• Apply elsewhere if possible.
• Share best practices to similar sites with similar processes where the result of the root cause analysis process can be applied.

Similar to other steps compared above, ASQ does not have a dedicated step for preventing occurrences. Rather it is a substep of Step 5 “Take action”.

Download all A3 process templates in one PDF file

In this article, we have introduced the process to perform root cause analysis in much detail. This was accomplished by walking through six steps of two methodologies: ASQ Six Steps and A3 problem-solving . This step-by-step look at the process and tools of both will have given you the base level knowledge necessary so that you can begin utilizing root cause analysis in your plant today.

However, it must be said that there are indeed whole books dedicated to the subject of root cause analysis, many of which contributed to the basics presented in this article. If you are interested in further study, the following titles are a great place to start.

Root Cause Analysis: Simplified Tools and Techniques, Second Edition, Bjørn Andersen and Tom Natland Fagerhaug

Root Cause Analysis: The Core of Problem Solving and Corrective Action, Duke Okes

Understanding A3 Thinking: A Critical Component of Toyotas PDCA Management System

OEE at Work – A Practice Guide to Managing Overall Equipment Effectiveness

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Lean Six Sigma

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Lean Six Sigma 5 Whys - What They Are & How to Use Them [Free Template]

Cody Steele

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What are the 5 Whys?

5 Whys is a Lean Six Sigma technique for refining a problem statement. In different situations, you might apply the technique to identify root causes, testable hypotheses, or to give a clear definition of a problem. 

The simple description of 5 Whys root cause analysis is that you ask “Why?” you are having a problem. Then, you answer the question, then ask “Why?” again.

By the time you have asked “Why?” the right amount of times, you should have an idea about how to proceed to solve the problem. 

As with many Lean tools , 5 Whys root cause analysis is generally believed to have evolved alongside the rest of the Toyota Production System (TPS). Root Cause Problem Solving (RCPS) encompasses several other tools, such as Failure Modes and Effects Analysis (FMEA) and Ishikawa diagrams (sometimes called fishbone diagrams).

Download your free 5 Whys template

Use this 5 Whys template to get started with your own 5 Whys root cause analysis.

When to use 5 Whys

5 Whys root cause analysis is a useful tool anytime that the statement of a problem does not immediately reveal its solution. 

Frequently, the absence of a solution is because the initial problem statement is a symptom of an underlying problem that has not been clearly identified or stated. The 5 Whys root cause analysis gets you to the real problem so that you can identify a real solution.

Simple 5 Whys example

A traditional example of 5 Whys root cause analysis follows a pattern like the following:

Problem: The engine stopped working.

• Why did the engine stop working? Because the engine overheated.
• Why did the engine overheat? Because the gears weren’t getting enough oil.
• Why weren’t the gears getting enough oil? Because the oil pump wasn’t feeding enough oil.
• Why wasn’t the pump feeding enough oil? Because the intake was clogged with metal shavings.
• Why was the intake clogged? Because the filter was worn out and needs replacing.

Tips for 5 Whys root cause analysis

This simple example illustrates two critical points about succeeding with 5 Whys root cause analysis. 

1. Don’t stop too soon

In the simple example, we could see that the engine overheated and decide that the solution is to increase the amount of coolant going to the engine. Asking “Why?” until you reach the root cause is vital.

2. Find a solution

When you’ve identified the root cause, it should suggest a solution to the problem, or at least a hypothesis that you can test. If you don’t have an idea of what to do next, try to keep going.

How to use 5 Whys root cause analysis

Although you can use 5 Whys root cause analysis in both simple and complex situations, you’ll often need to use 5 Whys root cause analysis with difficult problems in complex processes. In such cases, keep in mind the following four principles.

1. Identify an important problem

The Pareto rule suggests the 80/20 relationship . Colloquially stated, 80 percent of your defects come from 20 percent of your problems. Take time to identify the most important problems first and solve those.

2. Work with a team

You might have one or two people who already think that they know how to fix the problem. But if you’re going to do root cause analysis, take care that you get enough people together to find the root cause. 

Involve people who work on the process at different levels so that causes that might not occur to one person can arise while you’re looking for the root cause.

3. Broaden your search

In the simple example, there was only one answer to each “Why?” question, but that’s not a requirement. For many processes, especially if you have a diversity of perspectives, you can even arrive at multiple root causes. Capture this thinking in your analysis.

4. Check your work

Review all of your root causes with the team at the end to help identify what you think is most important. Don’t get so wrapped up in the process that you don’t review your results. 

Although you’ll have collected a good team to use 5 Whys root cause analysis, that doesn’t mean that you shouldn’t get input from other people. If you have access to other resources, get their perspective on your possible root causes and their relative importance before you start to implement a solution.

5 Whys diagram

As your problems and processes become more complex, it’s helpful to have a 5 Whys diagram or 5 Whys template that you can use to get started. 

For a complex process or for a problem with many possible root causes, a 5 Whys diagram can become quite large. The point of the process is not to be neat. However, it’s to identify root causes and to help you arrive at solutions. To do that, you need to be thorough in your search. Here’s an example of what a 5 Whys diagram might look like in a moderately complex case:

5 Whys root cause analysis is only one way to do root cause analysis and only one of many tools that can help you get the most from your projects and processes. 

To learn more Lean Six Sigma skills and tools, check out GoSkills range of courses , designed to prepare you for certification with IASSC/PeopleCert. 

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Cody is a technical communicator and statistician who wants to help people collect the right data and analyze it to make informed decisions. His specialities include statistics, technical communication, statistical reliability, JMP, SAS, and writing for translation.

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6 Powerful Problem-Solving Root Cause Analysis Tools

Engineering Team

May 14, 2024

When solving problems, you either take a proactive approach or a reactive one. Proactive: address the underlying causes of the issue to avoid future challenges. Reactive: respond to issues as they come.

For many project managers, getting at the root cause of an issue before it derails an entire project is key. You’ll save time, money, and valuable resources where they matter most. Plus, you develop insights to build better processes for smoother workflows. 

To nail down what’s at the heart of an issue, you need root cause analysis. 👀

In this article, we’ll share ten of the best root cause analysis tools and techniques. We’ll dive into what root cause analysis is and how to choose the right tools for your business. 

How to choose the right root cause analysis tool for a specific problem 

2. intelex root cause analysis software, 3. apache skywalking, 4. taproot®, 5. appdynamics from cisco, 6. sologic root cause analysis software, pareto chart, fishbone diagram, scatter plot diagram.

What Is Root Cause Analysis? 

Root cause analysis is the process of examining the source of an issue using various techniques and tools. It’s ideal for solving complex problems and helps teams create and prioritize solutions for better quality control and seamless processes.

There are several steps in the process, including: 

• Describing the existing issue
• Analyzing metrics and collecting data
• Identifying potential causes
• Brainstorming solutions
• Taking corrective action
• Observing changes and performance

Root cause analysis is a key component of quality management because its goal is to get to the heart of an issue and what’s causing it. That way, you prevent similar problems from arising and causing havoc on a project.

The benefit of root cause analysis is that it allows you to examine potential issues at their core. Plus, it’s designed to assess the issue as well as the solutions as you implement them.

As you gather valuable data on the problems your business faces and the effectiveness of the solutions you try out, you learn how to improve processes every step of the way. The result is a more efficient and successful business that’s able to adapt to whatever comes next. 🤩

You’ll find plenty of tools and methods designed to make root cause analysis easier and streamline the overall process. Luckily, there are also a number of free options in addition to paid analytics tools on the market to gather insights into the cause of the problem.

Of course, not all tools are equally effective. Some are meant to help brainstorm ideas for solutions. Others are designed to dive into metrics to track issues and nail down what’s behind them. And some are complete process software tools designed to integrate into your daily work. 🛠️

Want effective root cause analysis? Here’s what to look for in different tools and techniques:

• Integrations : RCA is best when done collaboratively. Look for tools that let you work with team members to break down problems
• Data tools : You can’t figure out what’s wrong without diving into metrics. Choose a tool that lets you collect data to inform the process
• Specific actions : It’s not enough to know what’s causing a problem. You need a tool that lets you take specific actions, like instantly assigning remedial tasks

6 Best Root Cause Analysis Tools in 2024

Ready to figure out what’s at the root of your problem? With these six best root cause analysis tools and techniques, you’ll have what you need to break down an issue. From integrated software tools to free methods, there’s something for everyone. 💪

ClickUp is an all-in-one project management software designed to centralize your work across apps into one collaborative platform. With a rich set of dynamic features to streamline any workflow, teams rely on ClickUp to drive productivity, reduce downtime, and make processes more efficient. 

One of the first steps in root cause analysis is to describe the problem. With ClickUp Whiteboards , teams can take a visual approach to this step. With live cursors, actionable tasks, embedding, and more, teams can work collaboratively to identify the root cause and present metrics that support their ideas. 

The next step is to collect data. Use metrics to truly see what’s driving the issue. With ClickUp Forms , you can survey customers and employees to find out what problems are present and what may be causing them. These Forms are completely customizable, letting you collect the specific data you need. Plus, they’re easy to share, allowing you to cast a wide net to gather as much information as possible.

Once you’re in the analysis stage, ClickUp’s Table view will be your best friend. Create spreadsheets in seconds and design visual databases of information. Use these views to analyze your data and lay the groundwork for next steps to correct the problem. 🤩

ClickUp best features

• ClickUp AI features hundreds of tools for various use cases, identifying issues and brainstorming solutions
• Use Docs from ClickUp to easily document your RCA process and keep track of important insights and potential next steps
• More than 1,000 templates, including ClickUp’s Root Cause Analysis Template , make it easy to do your work faster and more efficiently

ClickUp limitations

• Right now, ClickUp AI writing tools are only available on desktop, but mobile rollout is on the way
• The sheer number of features requires some time to learn, but once you do, you’ll be able to create more powerful processes

ClickUp pricing

• Free Forever
• Unlimited : $7/month per user
• Business : $12/month per user
• Enterprise : Contact for pricing
• ClickUp AI is available on all paid plans for $5 per Workspace member per month

ClickUp ratings and reviews

• G2 : 4.7/5 (2,000+ reviews)
• Capterra : 4.7/5 (2,000+ reviews)

The Root Cause Analysis Software from Intelex is a SaaS tool designed to help companies create better environment, health, safety, and quality (EHSC) procedures. It uses various methodologies to get to the root cause of the problem.

Start by recording incident data in the tool where everyone on the team can access and analyze the information. Next, use methodology tools like Ishikawa diagrams and failure mode and effects analysis (FMEA) to identify trends.

Intelex best features

• Integrated RCA techniques, including 5 whys, checklists, and gap analysis, make it easy to assess problems in one space
• Workflow tools feature integrations to identify the root causes of problems outside your organization when they occur
• Custom dashboards and reporting make sharing insights with various team members easier than ever

Intelex limitations

• Some users felt the tool was rigid and that data collection features could be more insightful
• The user interface isn’t the most friendly, particularly for beginners

Intelex pricing

• Free: seven-day trial
• Custom : Contact for pricing

Intelex ratings and reviews

• G2 : 4/5 (10+ reviews)
• Capterra : N/A

Apache Skywalking is an application performance management (APM) tool designed to identify issues in software tools. Specifically made for microservices, cloud, and Kubernetes applications, this tool is useful for software engineers in charge of tech teams. 👨🏽‍💻

Apache Skywalking best features

• Profile codes on runtime using the built-in root causes analysis features that identify the exact point where issues develop
• Performance optimization tools let you create continuous improvement processes to better meet customer needs
• In-depth metrics get to the heart of the problem, so your team can brainstorm solutions

Apache Skywalking limitations

• The complex interface may be intimidating, particularly for entry-level team members
• Some found the tool was better suited for smaller-scale projects 

Apache Skywalking pricing

• Free (open source tool)

Apache Skywalking ratings and reviews

Bonus: Check out The Best Open-Source Project Management Tools in 2024

TapRooT® is a software tool designed to identify and fix problems caused by both equipment and humans. Use this tool to collect evidence of the issue, identify the cause and effect of various actors, and develop fixes.

TapRooT® best features

• Processes are differentiated based on whether it’s a simple incident or a major accident, so you react accordingly
• The Corrective Action Helper® Guide/Module leads you through potential solutions and makes implementation faster
• Charts and graphs organize data so it’s easier to identify trends

TapRooT® limitations

• Some users found the pricing to be high
• The tool is extremely in-depth, making it a better choice for big businesses 

TapRooT® pricing

• Contact for pricing

TapRooT® ratings and reviews

AppDynamics is a tech tool from Cisco that’s designed to identify the root causes of issues across your business. Use it to break down problems in software, applications, user experience, and overall business health. The tool lets you gain visibility, gather data, and automate solutions. 📚

AppDynamics best features

• Extensive supported technologies, including Apache, Python, and Docker
• Monitoring and migration tools make implementing solutions faster
• Application flow maps let you pinpoint the exact moment issues arise

AppDynamics limitations

• A steep learning curve means you have to allocate resources to get the team up to speed
• Complicated licensing and limited data security features

AppDynamics pricing

• Infrastructure Monitoring Edition : $6/month/CPU Core
• Premium Edition : $60/month/CPU Core
• Enterprise Edition : $90/month/CPU Core
• Enterprise Edition for SAP® Solutions : $167/month/CPU Core
• Real User Monitoring : $0.06/month per 1,000 tokens

AppDynamics ratings and reviews

• G2 : 4.3/5 (300+ reviews)
• Capterra : 4.5/5 (30+ reviews)

Causelink® is Sologic’s RCA tool. It uses techniques like 5 whys, fishbone diagrams, and incident timelines to pinpoint the root cause of a problem. Use it as an individual, team, or enterprise tool based on the size of your business.

Sologic best features

• Virtual RCA training features make it easy to provide professional development opportunities for all team members 
• Multiple built-in techniques let you analyze data in ways that make the most sense for your business
• The built-in five-step method takes the guesswork out of RCA

Sologic limitations

• Since the tool features built-in methodologies, there isn’t as much customization as with other tools
• Pricing can be expensive, making it harder for small businesses to use

Sologic pricing

• Causelink® Individual : $384/year
• Causelink® Team : Contact for pricing
• Causelink® Enterprise : Contact for pricing

Sologic ratings and reviews

• G2 : 4/5 (1+ reviews)

Root Cause Analysis Techniques

A major benefit to using root cause analysis tools is that they’re designed to help teams integrate proven techniques into their daily processes. There are a ton of ways to get to the root of a problem, especially when you consider the range of issues teams face across industries.

If you’re searching for a new strategy or wondering what root cause analysis technique will best fit your team’s needs, start here with a few of our favorite examples:

Also called Pareto analysis, this RCA tool is a simple bar chart that ranks data based on frequency. It’s useful for identifying problems that cause the most downtime and highlighting where you should focus your efforts. The main purpose of a Pareto Chart is to separate minor problems from major ones. Teams turn to Pareto charts and analysis to:

• Simplify the problem-solving process 
• Look for a singular cause to hone in on the root issue
• Highlight the most commonly felt problems

The 5 Whys method is an investigative tool that’s much like a child repeatedly asking, “Why?” 🤔

That might be frustrating in other areas of life, but it’s great for root cause analysis because it pushes you to consider what’s behind a problem.

This tool isn’t meant for quantitative analysis; it’s more for a qualitative approach to finding out what’s behind an issue. It’s a mental exercise that limits your focus on one potential issue and encourages you to identify multiple contributors to that problem. The idea is to ask why-type questions about the problem to understand what’s wrong and why it may not be working.

This root cause analysis method is named for the shape of the diagram. It’s a process that breaks down problems into subcategories like machine, method, and materials. 🐟

Use fishbone diagram templates when you have no idea what’s behind the issue and need to do a big brainstorm. This strategy can be used for both simple and complex problems by breaking down each subcategory further and further until you nail down the root cause.

A scatter diagram helps you analyze the correlation of two sets of data. An independent variable (or potential cause) is plotted on the x-axis, while a dependent variable (the observed effect) is plotted on the y-axis. If the dots are grouped to create a line, this means there is a relationship between the two.

By clearly identifying the cause and effect based on data, you can implement solutions quickly and efficiently—even when using data points that may initially seem unrelated to each other.

Identify and Solve Problems With ClickUp

With these root cause analysis tools and methods, finding the problem and creating solutions is easier than ever. Choose one tool or mix and match a few depending on your business needs.

Sign up for ClickUp today to start gathering metrics, identifying problems, and creating solutions in your processes. With AI insights, Whiteboards, and Forms, quickly brainstorm ideas on what’s behind the issue and work collaboratively with your team. 

Once you identify the problem, ClickUp makes it easy to instantly assign tasks and create a schedule for implementing solutions. 🏆

Questions? Comments? Visit our Help Center for support.

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Root Cause Analysis: What It Is & How to Perform One

• 07 Mar 2023

The problems that affect a company’s success don’t always result from not understanding how to solve them. In many cases, their root causes aren’t easily identified. That’s why root cause analysis is vital to organizational leadership .

According to research described in the Harvard Business Review , 85 percent of executives believe their organizations are bad at diagnosing problems, and 87 percent think that flaw carries significant costs. As a result, more businesses seek organizational leaders who avoid costly mistakes.

If you’re a leader who wants to problem-solve effectively, here’s an overview of root cause analysis and why it’s important in organizational leadership.

Access your free e-book today.

What Is Root Cause Analysis?

According to the online course Organizational Leadership —taught by Harvard Business School professors Joshua Margolis and Anthony Mayo— root cause analysis is the process of articulating problems’ causes to suggest specific solutions.

“Leaders must perform as beacons,” Margolis says in the course. “Namely, scanning and analyzing the landscape around the organization and identifying current and emerging trends, pressures, threats, and opportunities.”

By working with others to understand a problem’s root cause, you can generate a solution. If you’re interested in performing a root cause analysis for your organization, here are eight steps you must take.

8 Essential Steps of an Organizational Root Cause Analysis

1. identify performance or opportunity gaps.

The first step in a root cause analysis is identifying the most important performance or opportunity gaps facing your team, department, or organization. Performance gaps are the ways in which your organization falls short or fails to deliver on its capabilities; opportunity gaps reflect something new or innovative it can do to create value.

Finding those gaps requires leveraging the “leader as beacon” form of leadership.

“Leaders are called upon to illuminate what's going on outside and around the organization,” Margolis says in Organizational Leadership , “identifying both challenges and opportunities and how they inform the organization's future direction.”

Without those insights, you can’t reap the benefits an effective root cause analysis can produce because external forces—including industry trends, competitors, and the economy—can affect your company’s long-term success.

2. Create an Organizational Challenge Statement

The next step is writing an organizational challenge statement explaining what the gap is and why it’s important. The statement should be three to four sentences and encapsulate the challenge’s essence.

It’s crucial to explain where your organization falls short, what problems that poses, and why it matters. Describe the gap and why you must urgently address it.

A critical responsibility is deciding which gap requires the most attention, then focusing your analysis on it. Concentrating on too many problems at once can dilute positive results.

To prioritize issues, consider which are the most time-sensitive and mission-critical, followed by which can make stakeholders happy.

3. Analyze Findings with Colleagues

It's essential to work with colleagues to gain different perspectives on a problem and its root causes. This involves understanding the problem, gathering information, and developing a comprehensive analysis.

While this can be challenging when you’re a new organizational leader, using the double helix of leadership —the coevolutionary process of executing organizational leadership's responsibilities while developing the capabilities to perform them—can help foster collaboration.

Research shows diverse ideas improve high-level decision-making, which is why you should connect with colleagues with different opinions and expertise to enhance your root cause analysis’s outcome.

4. Formulate Value-Creating Activities

Next, determine what your company must do to address your organizational challenge statement. Establish three to five value-creating activities for your team, department, or organization to close the performance or opportunity gap you’ve identified.

This requires communicating organizational direction —a clear and compelling path forward that ensures stakeholders know and work toward the same goal.

“Setting direction is typically a reciprocal process,” Margolis says in Organizational Leadership . “You don't sit down and decide your direction, nor do you input your analysis of the external context into a formula and solve for a direction. Rather, setting direction is a back-and-forth process; you move between the value you'd like to create for customers, employees, investors, and your grasp of the context.”

5. Identify Necessary Behavior Changes

Once you’ve outlined activities that can provide value to your company, identify the behavior changes needed to address your organizational challenge statement.

“Your detective work throughout your root cause analysis exposes uncomfortable realities about employee competencies, organizational inefficiencies, departmental infighting, and unclear direction from leadership at multiple levels of the company,” Mayo says in Organizational Leadership .

Factors that can affect your company’s long-term success include:

• Ineffective communication skills
• Resistance to change
• Problematic workplace stereotypes

Not all root cause analyses reveal behaviors that must be eliminated. Sometimes you can identify behaviors to enhance or foster internally, such as:

• Collaboration
• Innovative thinking
• Creative problem-solving

6. Implement Behavior Changes

Although behaviors might be easy to pinpoint, putting them into practice can be challenging.

To ensure you implement the right changes, gauge whether they’ll have a positive or negative impact. According to Organizational Leadership , you should consider the following factors:

• Motivation: Do the people at your organization have a personal desire for and commitment to change?
• Competence: Do they have the skills and know-how to implement change effectively?
• Coordination: Are they willing to work collaboratively to enact change?

Based on your answers, decide what behavior changes are plausible for your root cause analysis.

7. Map Root Causes

The next step in your analysis is mapping the root causes you’ve identified to the components of organizational alignment. Doing so helps you determine which components to adjust or change to implement employee behavior changes successfully.

Three root cause categories unrelated to behavior changes are:

• Systems and structures: The formal organization component, including talent management, product development, and budget and accountability systems
• People: Individuals’ profiles and the workforce’s overall composition, including employees’ skills, experience, values, and attitudes
• Culture: The informal, intangible part of your organization, including the norms, values, attitudes, beliefs, preferences, common practices, and habits of its employees

8. Create an Action Plan

Using your findings from the previous steps, create an action plan for addressing your organizational problem’s root cause and consider your role in it.

To make the action plan achievable, ensure you:

• Identify the problem’s root cause
• Create measurable results
• Ensure clear communication among your team

“One useful way to assess your potential impact on the challenge is to understand your locus of control,” Mayo says in Organizational Leadership , “or the extent to which you can personally drive the needed change or improvement.”

The best way to illustrate your control is by using three concentric circles: the innermost circle being full control of resources, the middle circle representing your ability to influence but not control, and the outermost circle alluding to shifts outside both your influence and control.

Consider these circles when implementing your action plan to ensure your goals don’t overreach.

The Importance of Root Cause Analysis in Organizational Leadership

Root cause analysis is a critical organizational leadership skill for effectively addressing problems and driving change. It helps you understand shifting conditions around your company and confirm that your efforts are relevant and sustainable.

As a leader, you must not only effect change but understand why it’s needed. Taking an online course, such as Organizational Leadership , can enable you to gain that knowledge.

Using root cause analysis, you can identify the issues behind your organization’s problems, develop a plan to address them, and make impactful changes.

Are you preparing to transition to a new leadership role? Enroll in our online certificate course Organizational Leadership —one of our leadership and management courses —and learn how to perform an effective root cause analysis to ensure your company’s long-term success. To learn more about what it takes to be an effective leader, download our free leadership e-book .

About the Author

• Advantages of Lean Manufacturing
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• Root Cause Problem Solving
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Lean Masters uses a Practical Problem Solving (PPS) process to find the root cause of the problem and applies a permanent countermeasure to stop it. With our Root Cause Problem Solving Training we help our clients through a series of steps to identify the problem, determine the root cause of the problem, generate permanent countermeasures to stop the problem from reoccurring, and implement follow up measures to check progress. It’s not enough to just know the problem but knowing what you do with the problem to continuously improve or get better is the key to success.

With Lean Masters expertise in designing and implementing a Lean Production system that fits your business we deal with a lot of problems in different types of companies. We have a vast knowledge in Problem Solving Techniques and empowering workers to see problems as opportunities to improve, helping them recognize those abnormalities and training and teaching them to permanently apply a countermeasure/solution to stop it from happening again. We then coach them to apply the PDCA Cycle to evaluate the success of the process.

Reduction of Waste (Muda) Kaizen (Rapid Continuous Improvement Workshop) Standard Work Instructions 5S or Visual Management Key Performance Indicators (KPI) Total Productive Maintenance (TPM) Quick Changeover / SMED Root Cause Problem Solving Lean Roles and Responsibilities Quality Assurance Just-In-Time Line balancing Lean layout Takt Time Value Stream Mapping Error Proofing (Poka-Yoke) Team Leaders & Work Teams Team Meetings

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How to write a problem statement for root cause analysis

It happens to all of us at some point. Despite our best efforts, the team keeps running into the same blockers on a regular basis. 

If you and your team are spinning your wheels trying to improve an issue but no effective solutions are being made, it might be time to hunker down and problem solve. 

But how? Where do you begin? 

Team problem-solving may seem like a simple concept. All you have to do is sit down and have everyone work things out, right?

But the truth is that really exploring why a problem keeps blocking your team’s progress can be tricky. There are several effective root cause analysis activities you can use to dig into these pesky issues, like Fishbone or 5 Whys. 

Regardless of the format you use, you’re going to need a solid problem statement. In fact, your problem statement is the foundation of your entire discussion.

Yikes. That’s a lot of pressure. 😖

But you’ve got this! And we’re here to help!  There are a few key steps you can take to make your problem statement great and set your team up for a productive and successful problem-solving process.

Let’s dig in. 👇

What is a problem statement?

A problem statement is a phrase that summarizes your team’s pain points. It’s important to find a balance with your problem statement - you want it to be descriptive, but not too descriptive. 

If your problem statement is too narrow, you’ll rush to find alternative solutions too soon. If it's too broad, you might struggle to come up with specific causes later on. But when you find the right mix, your problem statement can help you examine a variety of causes and get to the real root of complex situations. 

How do you write a good problem statement?

The best piece of advice we can offer? Don’t overthink it. Your problem statement should be simple. 

Although it’s tempting to dive into the details of your current situation right away, you don’t want to limit the conversation before it even begins. Take your time. There are some benchmark criteria to consider when formulating your problem statement (Retrium has these preloaded for you) .

Your ideal problem statement should: 

• be understood by everyone on the team. 
• span many issues of concern. 
• contain no potential solution. 
• be something that the team has energy around analyzing. 
• be able to be followed by “because”.
• be good enough for now.

What’s an example of a good problem statement? It can be as simple and concise as “the project ran over budget.” 

Having a problem statement that meets these criteria sets you and your team up for success. It has the ability to prompt a productive conversation without any restrictions. 

For example, let's say you wrote “the project ran over budget due to understaffing.” Then the rest of the retro would only focus on staffing issues...when the project could have run over budget for lots of other reasons.

That’s it! You’ve now created a meaningful problem statement for your team to explore.

Now it’s time to challenge your problem statement. 

Pro tip: not everyone on the team has to agree on the problem statement, but everyone does need to understand it. That shared understanding is going to be the foundation for the rest of your discussion. Take some time to define your problem statement and make sure that everyone on the team is on the same page. Just remember - don’t get ahead of yourself! At this stage, you’re only identifying the problem, not brainstorming viable solutions yet!

Ready to run a Fishbone retrospective?

The Fishbone template is only available to Retrium customers. Sign up for a 30-day trial to try one of our other techniques for free before upgrading your account for access to fishbone.

The rule of “because”

You’ll notice that one of the criteria for a successful problem statement is that it can be followed by “because.” Formatting a problem statement this way makes it easier for everyone on the team to contribute potential causes for your current situation. For example: “the project ran over budget because... of scope creep.” 

Formatting your problem statement this way opens up the entire conversation! Prompting the team to add “because” to your problem statement and complete the sentence challenges everyone to fully explore the issue at hand to find as many potential causes as possible. 

A great problem statement will help people think beyond their day-to-day experience and focus on the big picture. Once your team has come up with an understood problem statement, your root cause analysis discussions will be focused and productive.  Kind of like a delicious cake under the icing, you will have a solid foundation for ideas to flourish, and the team will feel more aligned in their efforts to continuously improve together. 🎂

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Please note you do not have access to teaching notes, scrap loss reduction using the 5‐whys analysis.

International Journal of Quality & Reliability Management

ISSN : 0265-671X

Article publication date: 25 May 2010

This paper seeks to document an approach to reduce scrap losses using the root cause analysis technique in a lean manufacturing environment.

Design/methodology/approach

The study uses lean manufacturing root cause problem solving (RCPS) technique. The study starts with the collection phase, followed by the analysis phase and ends with the solution phase. Supporting data are presented using a Pareto chart to prioritise wastage in order to be more focused for improvement. The Toyota Production System's 5‐whys analysis is performed to analyse the cause of wastages, to formulate and implement corrective actions.

The application of the 5‐whys analysis in a manufacturing industry (XYZ Corporation) provides a fact‐based and structured approach to problem identification and correction that not only reduces, but also totally eliminates defects. Corrective action has permanently eliminated the top defect, which is the “last piece material scratch” and this results in zero scrap thereafter. In this study it was also proven that with sound understanding of manufacturing coupled with possible solutions using the 5‐whys analysis the authors were not only able to eliminate waste, but also to do it with zero‐cost.

Originality/value

The approach documented in the paper can be extended to other areas in the manufacturing industry to help improve overall equipment efficiency, breakdown, time loss, customer complaints, etc.

• Lean production
• Error analysis
• Pareto analysis
• Scrap rates/improvement

Murugaiah, U. , Jebaraj Benjamin, S. , Srikamaladevi Marathamuthu, M. and Muthaiyah, S. (2010), "Scrap loss reduction using the 5‐whys analysis", International Journal of Quality & Reliability Management , Vol. 27 No. 5, pp. 527-540. https://doi.org/10.1108/02656711011043517

Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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• Root Cause Problem Elimination

Find the Root Cause and Eliminate It

• Stop Having Repeat Problems
• Solve Problems Faster and More Effectively
• Eliminate Root Causes the First Time

Best guesses are expensive

Is your team tired of working on the same problems over and over again.

You call a meeting. You do your best to run a root cause failure analysis. But then what happens?

What started as a major problem to solve becomes a game of making best guesses. But for your team, best guesses aren’t good enough.

No matter how big your organization is, problem solving is hard. And when there’s no structure for how to do it well, it becomes a needless burden.

Time is wasted. Resources are spent.   Then 6 months later the you find yourself trying to solve the same problem. 

Root Cause Problem Elimination™️ Helps You...

• Have a structured approach to your root cause approach
• Hold effective root cause failure analysis sessions (instead of everyone making their best guess)
• Eliminate root causes instead of just analyzing them

iDCON CAN help

Here's how it works, 1) we’ll understand your needs, 2) then create a plan, 3) to implement together, 4) so you can reach your goals.

INTERESTED IN ROOT CAUSE PROBLEM ELIMINATION TRAINING?

Stop Wasting Time on Best Guesses

• Train your team in effective root cause problem elimination
• Build team unity by successfully solving problems together

• Eliminate recurring issues that you find yourself chasing over and over again

Are you ready to start eliminating problems?

Talk with a member of our team, today.

See how you and your team   can improve reliability by effectively solving problems together.  

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RCPS: Root Cause Problem Solving

Meaning of rcps.

Other Meanings of RCPS

Definition in english: root cause problem solving, rcps also stands for:.

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