Written by: Scott Regier
Aside from manufacturing, another topic I’m passionate about is health and fitness. As such I recently completed a certificate in fitness training. Through the course of the program there was discussion about injuries, specifically the identification, treatment and prevention. This led me to reflect on how the topic of injury can be compared to issues on the production floor and root cause analysis.
In the world of sports injuries, we often talk about the difference between acute and chronic problems. An acute injury is sudden and sharp – a twisted ankle from a misstep, for example. Chronic injuries, on the other hand, develop over time, often due to repetitive strain or overuse. But what’s interesting is that some injuries appear acute on the surface, like that sudden twinge in your back, but are actually the culmination of a chronic underlying issue, like poor posture or weak core muscles. Treating only the immediate pain might provide temporary relief, but the real problem will persist, leading to recurring injuries and potentially worse outcomes down the road.
Just like with injuries, problems in manufacturing that appear to have a simple, obvious cause may actually be the result of a different, undetected issue. A machine might suddenly stop working, and the initial reaction might be to simply replace the broken part. This addresses the immediate symptom, the “acute” problem. But what if the part failed prematurely due to a deeper, “chronic” problem like improper lubrication, a misaligned component, or even a design flaw? Without digging deeper, you’re just putting a band-aid on a much bigger wound. This is where the importance of a proper Root Cause Analysis comes into play.
Root Cause Analysis is a problem-solving technique that focuses on identifying the true underlying causes of a problem, rather than just treating the symptoms. It’s about asking “why” repeatedly until you get to the root of the issue. Why did the machine stop? Because a part broke. Why did the part break? Because it was worn out. Why was it worn out so quickly? Because it wasn’t being properly lubricated. Why wasn’t it being properly lubricated? Because the lubrication schedule wasn’t being followed. And so on. By continuing to ask “why,” you peel back the layers of the problem and uncover the fundamental causes that need to be addressed to prevent recurrence.
The Power of Cross-Functional Teams in Root Cause Analysis
As in depth as the Root Cause Analysis process can be, it can be hindered by the team designated to the task. Team members can only dig as deep as their scope of knowledge allows. While it seems apparent to use a team from production to solve a production issue (the acute problem), they don’t possess the knowledge as to why there was a change in the design, material selection or machine maintenance schedule (the chronic problem) and it is unlikely they will be able to find the true root cause on their own.
One of the most effective ways to counter this issue is by creating cross-functional teams. Bringing together individuals from different departments – engineering, production, maintenance, quality control, etc. – provides a diverse range of perspectives and expertise. Each team member brings unique insights into the processes, equipment, and potential contributing factors.
- Engineering: Can offer expertise on the design and functionality of the equipment, identifying potential design flaws in the manufacturability of the product or limitations in the processing of the chosen materials.
- Production: Possesses firsthand knowledge of how the equipment is operated and used daily, providing valuable insights into potential operational issues. Often production has critical awareness of cumulative changes that have occurred over time.
- Maintenance: Understands the maintenance history of the equipment and can identify recurring issues or patterns in machine processing failure.
- Quality Control: Offers data and insights on product quality, which can help link production problems to quality defects. Can statistically show if a process is functioning within its control parameters and if there are any trends leading up to the failure point.
- Supply Chain: Provides information as to the materials being used. The supply chain can highlight any changes in suppliers, parts substitutions and the lot or batch number of raw materials.
By working together, these individuals can paint a more complete picture of the problem and identify causes that might be missed if the investigation was conducted in isolation. A cross-functional team also fosters a sense of ownership and shared responsibility for implementing solutions and preventing future occurrences
Benefits of a Robust Root Cause Analysis Process
Much like a well-prepared fitness program can benefit your overall health and well-being, regularly performing Root Cause Analysis can holistically improve the overall effectiveness and longevity of an organization.
- Reduced Downtime: By addressing the root causes of equipment failures, you can minimize downtime and keep production running smoothly.
- Improved Product Quality: Identifying and eliminating the root causes of quality defects leads to higher quality products, less rework and increased customer satisfaction.
- Increased Efficiency: Streamlining processes and eliminating waste improves overall efficiency and reduces costs.
- Enhanced Safety: Root Cause Analysis can identify safety hazards and prevent accidents by addressing the underlying causes of near misses or incidents.
- Continuous Improvement: Rot Cause Analysis fosters a culture of continuous improvement by encouraging proactive problem-solving and learning from past mistakes.
Don’t just treat the symptoms of your manufacturing problems. Invest in the health and wellness of processes by empowering cross-functional teams to dig deep and find the true underlying causes. By doing so, you’ll not only solve immediate problems but also create a more efficient, productive, and safer manufacturing environment for the long haul.