Root Cause Analysis for Business Problems Using Flowcharts

by | Aug 27, 2019 | Customer Service | 0 comments

“For every effect there is a root cause. Find and address the root cause rather than try to fix the effect, as there is no end to the latter – Unknown

Root cause analysis (RCA) is a remediation process that encases corrective actions undertaken to detect and prevent problems inside a process. RCA represents a systematic process that identifies the root causes of business problems and helps define a cogent response to said problems. Such analyses springs from the idea that effective management, when deployed through analysis, can permanently eliminate problems through process improvements. In the modern world, root cause analysis describes a wide range of approaches, tools, and techniques that are used to uncover causes of problems. This technique is widely used in engineering operations, business enterprises, information technology operations, telecommunications, industrial process controls, accident analysis, medicine, healthcare industry, and more. Flowcharts represent a premier vehicle for conducting root cause analysis in most scientific enterprises and commercial industries.

Questions and queries provide the motive force that drive the operation of a modern exercise in root cause analysis. A flowchart designed to conduct such an analysis can take shape in the form of a waterfall of successive stages. The interrogative content that populates each stage seeks to uncover the sequence of facts that triggered problems and errors inside a process. For instance, the root cause analysis of a failure in industrial machinery can seek to pose questions pertaining to failures on part of the machine operator, his or her level of training, the quality of such training and supervision, the nuts and bolts of certain operational details, lack of attention on the part of designers of machinery, etc. Each of these queries must elicit a clear answer to ensure the success of said exercise. In addition, the flowchart must feature agents of connection in the form of arrows between each stage. Further, the illustration must encase a comprehensive interrogation that helps to pinpoint the causes of manifest failure in said process.

A pictorial representation of complex processes and their manifold interactions, when depicted inside a flowchart, can assist in conducting a root cause analysis. Such an illustration departs from the traditional representation of a flowchart in that it features buckets of information positioned across the canvas. These buckets, when positioned along twin vertical axes create space for a central mechanism that processes the main objective of conducting a root cause analysis. The first bucket may describe a problem situation and set the context for the overall illustration; the subsequent buckets may contain operational data, various symptoms of the problem(s), and a list of pertinent questions. The aforesaid central mechanism could process said silos of information and sharpen the problem definition, explore a raft of temporary solutions, evaluate the best of these for a final solution, and depict timelines allotted to the resolution of each stage. We note the expanse of the flowchart depicts various agents and mechanisms designed to spur analysis, assessments, and outline the depiction of a solution to the original problem.

A successful instance of a root cause analysis hinges on gathering all manner of technical and operational information relevant to the process under examination. In view of this assertion, flowcharts designed to conduct such analyses must feature significant sections that depict information-gathering activities to power said process. For instance, an operator of a retail business enterprise could fashion a flowchart that includes inputs and information from vendors, suppliers, customer interactions, shop floor processes, the sales department, business developers, etc. This data-rich approach to root cause analysis ensures significant levels of transparency in the ensuing analysis, thereby creating the grounds for correct analysis leading to successful solutions. This approach also implies different lines of businesses and industries must include deep silos of relevant information inside these analytical frameworks in a bid to drive success in root cause analysis. Additionally, digital technologies could be harnessed to improve the quality of information that underlies various outcomes of said exercise.

Complex industrial, commercial, and business processes emerged with the Age of Steam in 18th century Britain. These attained higher levels of complexity and now present fascinating pictures of organization and execution in modern times. In this context, we may state the cause-and-effect analysis drives progress in visual illustrations that seek to depict a root cause analysis. A flowchart deployed for such analysis may feature multiple lines of connectivity emanating from each element of causation. Exponential levels of visual complexity ensue a dense diagram that designers and users must navigate with caution. We note such an illustration may spotlight multiple root causes that have the potential to trigger different layers of malfunction or strain inside a process, thereby eroding expected outcomes. Therefore, designers and process experts must develop ideas and strategies to deal with each instance of malfunction and remediate these inside the flowchart diagram. Separate flowcharts could be deployed to outline the perceived problems and the proposed remedies in such an expedition of root cause analysis.

Sets of actions that prevent potential problems from attaining disruptive status could feature prominently in illustrations that depict the full expanse of a root cause analysis. Such a stance can help average business operators reduce the scope of disruption in business operations and mute the effects of discordant notes that could mar the rhythm of commerce. In line with this, an ongoing exercise in root cause analysis could include additional safeguards designed to contain known sources of problems and uncontrolled variability. For instance, an illustration that examines the operation of commercial cargo delivery services could feature the application of digital technologies as a failsafe method to arrest breakage in service delivery routines. We note such inclusions reinforce standard business mechanisms such as trained manpower and procedures based on pen-and-paper. Different lines of business could fashion a range of such reinforcements inside the flowchart as a means to drive comprehensive root cause analysis exercises.

An expedition with a broad mandate to detect process flaws can find smooth representation on a flowchart diagram. In tune with this, business analysts could fashion flowcharts with operating elements that feature inputs, people, materials, methods, technology, environment, and machinery. The resulting diagram can depict various lines of interaction and conflict between said elements as part of efforts to detect points of friction that trigger sub-par outcomes. We note the process of populating such a root cause analysis flowchart can be accretive, leading to a gradual increase in the scope and density of depicted information. This assertion stems from the fact each of the depicted elements may bring forth multiple extensions of data and information pertaining to business processes. Additionally, such an exercise must hinge on clear thought on the part of analysts intent on detecting avenues of waste and locations of friction. Certain business operators may elect to include external consultants in the design of such analyses, while others may rely on in-house databases and native expertise.

These lines of ideas and suggestions spotlight the utility of flowcharts in conducting root cause analysis in different contexts. However, original thought and incisive insights must inform such analysis in each instance. Hence, the operators of a business must cultivate the ability to view a situation on its own merits (and demerits) prior to instituting an investigation through flowcharts. Further, they must exercise discretion in selecting the buckets of information that populate the flowcharts. In addition, a successful analysis hinges on credible inputs, acute observation, and an intent to drive cogent conclusions at the end of the flowchart.

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