The wrong root causes result in process improvement failures
In a nutshell, here is what I saw:
Our fixes tend to be weak, and in turn fail, when we blame people and equipment for our problems.
The root causes we select set the stage for weak versus strong corrective actions. Those root causes are a result of the root cause questions we ask, how we collect and analyze evidence, and the design of the root cause analysis process itself.
As Henry Ford said, “If you always do what you’ve always done, you will always get what you’ve always got.”
How often do your fixes fail? Is it possible that a root cause analysis process shift, along with a psychological shift, could lead you towards a more error free workplace?