6 steps beyond the 5 Whys - AMMJ
6 steps beyond the 5 Whys - AMMJ 6 steps beyond the 5 Whys - AMMJ
Case Study Now that you have a good understanding of each of the 6 Steps Beyond the 5 Why’s, let’s refer back to the initial case study used to illustrate the 5 Why method and how diving deeper beyond this method, using the “6 steps”, can allow you to get to the root causes of a problem. If we were to initiate the “6 Steps”, a search for all relevant information would be undertaken. Statements, photographs and a search for all maintenance history on the drive motor are all collected. (Step 1) The RCA is then undertaken (Step 3). Clarification of the purpose of the investigation, in this case preventing the recurrence of the “Delay in loading the train”, is the first step. Then context to the problem is included by identifying “When” it occurred, “Where” it happened and how “Significant” the problem is (for example; damage to reputation, cost of any demurrage for delayed shipments etc). Quantifying the costs will create an understanding of just how significant this problem is. With management’s support, key personnel have been identified to participate in the investigation and invited to attend. An experienced facilitator has been appointed based on their ability to handle all the individuals in the group and to control the (potentially large) group size. The room that has been booked is suited for the size of the group and the facilities allow for the recording and organisation of large amounts of information. The more room there is the better as it allows the facilitator to spread the information out in logical paths to make it easy for others to follow. The facilitator can then separate cause paths and cater for the expansion of them. (Step 2)
Next, the cause and effect chart is created. The problem is already known, so the team now undertakes an exhaustive search for all causes. Being minimalistic may speed things up but will also limit the number of opportunities that present themselves to control the problem. If minimalistic, you will probably end up with strong lineal connection of information. If expansive, we will see a chart that will grow from your initial effect and expand into a number of causal pathways. Please refer to the example below. Action Conveyor has stopped Caused by Primary Effect Delay in train loading Caused by Condition Conveyor loads the train Condition Only 1 Loading Conveyor Caused by Caused by STOP STOP Condition 6 hours to replace drive motor Caused by ? When expanded on further, this is what a chart starts to look like. Condition motor operating Caused by Action Conveyor has stopped Caused by Condition Drive Motor Drives conveyor Action Drive motor tripped out Caused by Caused by STOP Action Motor was overloaded Caused by Action Bearing seized Condition Seized bearing overloads motor Caused by Caused by Condition Motor has overload protection Caused by STOP Primary Effect Delay in train loading Caused by Condition Conveyor loads the train Condition Only 1 Loading Conveyor Caused by Caused by STOP STOP Condition 6 hours to replace drive motor Caused by ? This is before the team has even got to why the bearing has seized. Problems are rarely as simple as they seem. We tend to want to do things simply however this comes at the cost of good understanding. Whilst you may understand, it is possible that others will struggle to follow your logic. If all the information is not put into play then you rely on assumptions and a common interpretation, which is precisely why many misunderstandings occur.
- 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 and 14: Conduct the Root Cause Analysis Dur
- Page 15 and 16: Implement the solutions (corrective
- 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: Advertise your successes Promoting
- Page 27 and 28: Conclusion In this eBook, we looked
- Page 29: About ARMS Reliability ARMS Reliabi
Next, <strong>the</strong> cause and effect chart is created. The problem is already known, so <strong>the</strong> team now<br />
undertakes an exhaustive search for all causes. Being minimalistic may speed things up but<br />
will also limit <strong>the</strong> number of opportunities that present <strong>the</strong>mselves to control <strong>the</strong> problem.<br />
If minimalistic, you will probably end up with strong lineal connection of information. If<br />
expansive, we will see a chart that will grow from your initial effect and expand into a number<br />
of causal pathways. Please refer to <strong>the</strong> example below.<br />
Action<br />
Conveyor has stopped<br />
Caused by<br />
Primary Effect<br />
Delay in train loading<br />
Caused by<br />
Condition<br />
Conveyor loads <strong>the</strong> train<br />
Condition<br />
Only 1 Loading Conveyor<br />
Caused by<br />
Caused by<br />
STOP<br />
STOP<br />
Condition<br />
6 hours to replace<br />
drive motor<br />
Caused by<br />
?<br />
When expanded on fur<strong>the</strong>r, this is what a chart starts to look like.<br />
Condition<br />
motor operating<br />
Caused by<br />
Action<br />
Conveyor has stopped<br />
Caused by<br />
Condition<br />
Drive Motor Drives<br />
conveyor<br />
Action<br />
Drive motor tripped out<br />
Caused by<br />
Caused by<br />
STOP<br />
Action<br />
Motor was overloaded<br />
Caused by<br />
Action<br />
Bearing seized<br />
Condition<br />
Seized bearing overloads<br />
motor<br />
Caused by<br />
Caused by<br />
Condition<br />
Motor has overload<br />
protection<br />
Caused by<br />
STOP<br />
Primary Effect<br />
Delay in train loading<br />
Caused by<br />
Condition<br />
Conveyor loads <strong>the</strong> train<br />
Condition<br />
Only 1 Loading Conveyor<br />
Caused by<br />
Caused by<br />
STOP<br />
STOP<br />
Condition<br />
6 hours to replace<br />
drive motor<br />
Caused by<br />
?<br />
This is before <strong>the</strong> team has even got to why <strong>the</strong> bearing has seized. Problems are rarely as<br />
simple as <strong>the</strong>y seem. We tend to want to do things simply however this comes at <strong>the</strong> cost of<br />
good understanding. Whilst you may understand, it is possible that o<strong>the</strong>rs will struggle to<br />
follow your logic. If all <strong>the</strong> information is not put into play <strong>the</strong>n you rely on assumptions and a<br />
common interpretation, which is precisely why many misunderstandings occur.
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