About the course
Effective problem-solving is a cornerstone of continuous improvement, operational excellence, and building resilient systems. Root Cause Analysis (RCA) is a powerful, structured methodology designed to go beyond superficial symptoms and identify the genuine, underlying causes of problems, incidents, or non-conformances. This 2-day interactive workshop provides participants with the essential fundamentals of RCA, exploring not just the technical aspects of investigation but also the critical concepts of systems thinking, human factors, and cognitive biases that can influence why problems occur. Participants will be equipped with a systematic and repeatable approach to problem resolution that leads to sustainable solutions, not just quick fixes.
The workshop guides participants through a practical, step-by-step overall approach to problem-solving using RCA. This includes accurately defining the problem, planning the investigation, gathering comprehensive data and evidence, identifying relevant causal factors and contributing events, and finally determining the verified root cause(s). A significant and hands-on portion of the workshop is dedicated to exploring and applying over ten different Root Cause Analysis tools and techniques. Participants will learn the mechanics of popular tools such as the Five Whys, Fishbone (Ishikawa) diagrams, Pareto Analysis, Scatter Diagrams, Cause and Effect Matrix, Flowcharting, Failure Mode and Effects Analysis (FMEA - introductory), Fault Tree Analysis (FTA - introductory), Barrier Analysis, and Change Analysis, with practical guidance on when and how to effectively select and use each tool based on the nature and complexity of the problem being investigated.
Furthermore, the workshop introduces several common frameworks for controlling and standardising the RCA process within an organisation, ensuring consistency and effectiveness across different teams and incidents. Participants will explore multiple methods and strategies for implementing and sustaining these RCA processes effectively, integrating them into existing workflows and fostering a culture of proactive problem prevention. Through a combination of expert instruction, group discussions, practical exercises using realistic case studies, and potentially analysing real-world examples brought by participants (if appropriate), attendees will gain the confidence and practical skills needed to lead or actively participate in RCA investigations, develop impactful solutions, and significantly contribute to improving organisational performance and reliability.
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- Explain the fundamental principles and benefits of Root Cause Analysis (RCA) and its role in continuous improvement.
- Apply systems thinking and understand the influence of psychological factors and human error in problem-solving.
- Utilise a systematic overall approach for planning and conducting effective RCA investigations.
- Select and apply the right Root Cause Analysis tools and techniques, understanding their strengths and limitations.
- Distinguish when to use specific RCA tools based on the nature and complexity of the problem being analysed.
- Understand and apply various frameworks for controlling, standardising, and managing the RCA process within an organisation.
- Explore multiple methods and strategies for implementing and sustaining effective RCA processes, fostering a proactive problem-solving culture.
- Develop actionable solutions directly linked to identified root causes and plan for verifying their effectiveness and preventing problem recurrence.
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This 2-day interactive Root Cause Analysis (RCA) workshop is designed for individuals and teams across various functions who are involved in identifying, analysing, and solving recurring problems within projects, processes, or systems. It is ideal for:
Project Managers and Project Team Members.
Process Improvement Specialists (e.g., Lean, Six Sigma practitioners).
Quality Assurance and Quality Control personnel.
Operations, Maintenance, and Support staff.
Anyone involved in incident response, fault analysis, or corrective action.
Managers and Team Leaders responsible for investigating issues and driving improvements.
The course structure is designed to be adaptable. Delegates should ideally have experience working on projects (of any business nature) to relate the concepts to real-world scenarios. However, we can also deliver this workshop in a format specifically tailored to prepare newcomers, graduates, or new hires, equipping them with a strong analytical mindset and foundational problem-solving skills necessary for entering the workforce effectively.
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Participants should have experience of working on projects (of any business nature) - but we can also deliver this course in a format which prepares newcomers / graduates / new hires to enter the workforce armed with strong a good analytical mindset.
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This Route Cause Analysis course is available for private / custom delivery for your team - as an in-house face-to-face workshop at your location of choice, or as online instructor-led training via MS Teams (or your own preferred platform).
Get in touch to find out how we can deliver tailored training which focuses on your project requirements and learning goals.
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Introduction to Root Cause Analysis (RCA)
What is RCA? Definition and core principles.
Why is RCA important? Benefits for individuals, teams, and the organisation (cost reduction, efficiency, safety, quality).
RCA vs. Symptom Fixing.
When should RCA be performed? Triggers for investigation.
Setting the scope of the RCA investigation.
Organisational Support & Benefits: Building a case for RCA, securing resources, management buy-in.
Interactive Discussion: Sharing experiences with past problems and how they were addressed.
Systems Thinking and the Psychology of Problem-Solving
Introduction to Patterns and Systems Thinking: Understanding how components interact within a system.
Identifying unintended consequences.
Thinking beyond the immediate cause.
Individual Problem-Solving Skills: Enhancing analytical and critical thinking.
The Psychology of Problem-Solving: Understanding cognitive biases (e.g., confirmation bias, availability bias) and how they impact investigations.
The role of human factors in contributing to problems.
Exercise: Analysing a simple system to identify potential failure points, discussing psychological traps in problem-solving scenarios.
The Overall Approach to Problem-Solving (RCA Process - Phase 1)
A structured framework for conducting RCA investigations.
Phase 1: Problem Definition and Planning.
Clearly defining the problem statement: What is the problem? Where, when, and how did it occur? What is the impact? (Using techniques like 5 Ws and 2 Hs).
Setting the objective for the RCA.
Forming the RCA team.
Planning the investigation steps and timeline.
Exercise: Applying the problem definition framework to a case study or a problem provided by participants.
Data Collection and Causal Factor Charting (RCA Process - Phase 2)
Phase 2: Data Collection and Analysis.
Types of data and evidence to collect (interviews, documents, logs, physical evidence).
Techniques for effective data gathering.
Organising and structuring collected data.
Creating a Causal Factor Chart or Timeline: Mapping out the sequence of events and conditions leading to the problem.
Identifying initial causal factors.
Exercise: Gathering "data" from a case study scenario, building a timeline or causal factor chart.
Module 5: Introduction to RCA Tools (Part 1)
Overview of different categories of RCA tools.
Tool: Five Whys: A simple, iterative questioning technique.
Tool: Fishbone Diagram (Ishikawa Diagram / Cause and Effect Diagram): Categorising potential causes (Man, Machine, Material, Method, Environment, Measurement).
Tool: Flowcharting: Visualising processes to identify where problems occur.
When to use these initial tools.
Hands-On Exercise: Applying Five Whys and Fishbone diagrams to case studies.
Applying RCA Tools (Part 2)
Tool: Pareto Analysis: Prioritising causal factors based on frequency or impact.
Tool: Scatter Diagram: Examining the relationship between two variables.
Tool: Cause and Effect Matrix: Linking effects to potential causes and quantifying relationships.
Tool: Change Analysis: Comparing a problem situation to a non-problem situation to identify differences.
Tool: Barrier Analysis: Identifying missing or failed barriers that could have prevented the problem.
When to use these analytical and comparative tools.
Hands-On Exercise: Applying Pareto analysis, Scatter diagrams (interpreting), Cause and Effect Matrix, Change Analysis, and Barrier Analysis to case studies.
Applying RCA Tools (Part 3 - Introduction to Complex Tools)
Introduction to Fault Tree Analysis (FTA): A top-down, deductive failure analysis.
Introduction to Failure Mode and Effects Analysis (FMEA): A proactive, bottom-up analysis of potential failures.
Tool selection strategy revisited: Matching tools to problem complexity and available data.
Hands-On Exercise: Introduction to constructing simple Fault Trees and FMEA tables based on case studies.
Identifying Root Causes and Developing Solutions (RCA Process - Phase 3 & 4)
Phase 3: Identifying Root Cause(s).
Distinguishing between Causal Factors and Root Causes.
Techniques for verifying root causes.
Phase 4: Developing Solutions and Action Planning.
Brainstorming potential solutions.
Linking solutions directly to root causes.
Evaluating and selecting the best solutions.
Defining SMART (Specific, Measurable, Achievable, Relevant, Time-bound) action plans.
Exercise: Analysing findings from case studies to identify root causes, brainstorming and developing solutions, creating action plans.
Implementing and Sustaining RCA
Phase 5: Implementing and Verifying Solutions.
Executing action plans.
Monitoring implemented solutions.
Verifying the effectiveness of solutions (did the problem stop?).
Phase 6: Communicating Findings and Lessons Learned.
Reporting the RCA process and outcomes.
Sharing lessons learned across the organisation.
Frameworks for controlling or creating your process: Standardising the RCA workflow (e.g., defining triggers, roles, reporting templates).
Multiple Methods on how to approach implementing your processes: Strategies for integrating RCA into daily operations (e.g., incident management, process improvement initiatives, regular reviews).
Discussion: Strategies for implementing RCA in participants' own organisational contexts, overcoming common challenges.
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