6 steps beyond the 5 Whys - AMMJ
6 steps beyond the 5 Whys - AMMJ 6 steps beyond the 5 Whys - AMMJ
Conduct the Root Cause Analysis Use the completed cause and effect chart to assist you in searching for solutions. If you can eliminate a cause - you break the link between causes and the effect won’t happen. By eliminating just one cause you can demonstrate to everyone the effect that it will have by referring to your cause and effect chart. If you do end up with a large number of possible solutions, consider how to achieve the desired outcome with the least amount of time, effort, or money. Prioritise your options and implement the best of them. Establish a set of criteria by which you can objectively judge which are the better solutions. Top tips • Follow the RCA process • You don’t have to be the subject matter expert, so don’t profess to be one • Teamwork is key – value all participants’ contributions • Keep asking “why” or “caused by” questions for as long as you need to • Don’t stop too soon with your questioning
Implement the solutions (corrective actions)
- Page 1 and 2: Diving deeper: 6 steps beyond the 5
- Page 3 and 4: The 5 Whys process At a mine site i
- Page 5 and 6: 6 steps beyond the 5 Whys If the 5
- Page 7 and 8: Collect more information Without th
- Page 9 and 10: Assemble the team
- Page 11 and 12: Assemble the team Assign a skilled
- Page 13: Conduct the Root Cause Analysis Dur
- Page 17 and 18: Implement the solutions (corrective
- Page 19 and 20: Measure the success of the correcti
- Page 21 and 22: Advertise your successes
- Page 23 and 24: Advertise your successes Promoting
- Page 25 and 26: Next, the cause and effect chart is
- Page 27 and 28: Conclusion In this eBook, we looked
- Page 29: About ARMS Reliability ARMS Reliabi
Conduct <strong>the</strong> Root Cause Analysis<br />
Use <strong>the</strong> completed cause and effect<br />
chart to assist you in searching for<br />
solutions. If you can eliminate a cause -<br />
you break <strong>the</strong> link between causes and<br />
<strong>the</strong> effect won’t happen. By eliminating<br />
just one cause you can demonstrate to<br />
everyone <strong>the</strong> effect that it will have by<br />
referring to your cause and effect chart.<br />
If you do end up with a large number<br />
of possible solutions, consider how to<br />
achieve <strong>the</strong> desired outcome with <strong>the</strong><br />
least amount of time, effort, or money.<br />
Prioritise your options and implement<br />
<strong>the</strong> best of <strong>the</strong>m. Establish a set of<br />
criteria by which you can objectively<br />
judge which are <strong>the</strong> better solutions.<br />
Top tips<br />
• Follow <strong>the</strong> RCA process<br />
• You don’t have to be <strong>the</strong> subject matter expert, so don’t<br />
profess to be one<br />
• Teamwork is key – value all participants’ contributions<br />
• Keep asking “why” or “caused by” questions for as long as<br />
you need to<br />
• Don’t stop too soon with your questioning