We all understand the need for methods and tools to help us quickly assess, evaluate and plan resolution of the many problems that come up in the work environment.
But HOW do you do that?
How do I assess the situation and define the problem?
How do I lead others to use Root Cause Analysis?
What methods and tools will help the team arrive at the right solution?
Experienced leaders know that problem resolution comes from a concrete method of questioning and evaluation of the entire problem environment to bring about the needed change quickly. Solving the problem sooner is everyone's goal. Root Cause Analysis is best addressed by knowing how and when to use various tools.
Solving Problems with Root Cause Analysis equips you with the tools to drill to the core of a problem, preventing band-aid fixes that don't solve the real problem. This program delivers fundamental tools and techniques of problem solving focused on root cause identification and analysis.
Who should attend:
Management, marketing, operations, production teams, supervisors, team leads, quality engineers/technicians and anyone who wants to improve their ability to solve recurring problems. The program has far reaching benefits and can be applied in a broad spectrum of functional areas and for employees of all levels of responsibility.
Assess situation with key questions
Who found the problem and how?
Has the problem occurred before and when?
What has changed?
What solutions have been tried to fix the problems?
The "So What" question
Build clearly defined problem statements
Understand and confirm root causes
Cause and Effect diagram
Inclusion/exclusion of five change elements
Decision analysis to select best alternative
Create critical criteria
Feasibility analysis matrix
Adding risks before final solution
Review 7 Constraints on planned solutions
Implement, monitor and close
Steps to make the change
Train or update personnel
Convert to solution
Communicate as required
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A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Fifth Edition, Management Institute,
Inc. 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI.
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