"Now, all root cause analysis lives in the same place. It is searchable and provides cross-plant communication."
"We used to implement solutions without understanding causes."
"PHRED is simple enough that even people without problem solving experience can find root cause."
"We have been able to stop solving the same little problems over and over again."
"Instead of discussing process, the form of how to approach a problem, with all the different perceptions of what say a root cause analysis is, everyone is now on the same page."
"I can see the thinking that my team uses to analyze root cause and then I can guide them."
PHRED 5 Why Problem Solving Software
PHRED is web-based software for problem solving that makes it easy to create, track and report 5 whys across the organization and supply chain.
Simple, Standard Work Process - PHRED guides inexperienced users through the challenging process of finding Root Cause. It is an auditable, visible, coachable standard for solving problems.
Common Language - Create a commonly understood focus on the root cause. PHRED helps problem solvers, experts and managers think together.
Database - Share Root Cause information between people and plants. Find others who have experienced the same problems.
Reports - Standard reports, individually defined user query reports, management summaries and charts. Export the information into Excel or PDF. Send only the information you want to share with your customers and suppliers.
Configurable - PHRED’s Administrator function let’s you configure the system to match your existing problem solving processes and company structure. Data from internal systems can be imported and automatically populate fields. Problems information can be exported to other systems.
Actions & Email Notifications - Keep track of all actions, their due dates, and who is responsible for them. The system will automatically email a user when they are assigned a problem or action or when something is overdue based on the schedule that you choose.
Social Network - Connect with people who can help you. Who has had the problem before? What did they do about it? Who else is interested in the same things you are? Who is the expert?
For a detailed software walk-through, click here.
What are the 5 Whys?
5 Whys are a questions-asking method used to explore the cause/effect relationships underlying a particular problem. Ultimately, the goal of applying the 5 Why method is to determine the Root Cause of a defect or problem. The Root Cause is a symptom or factor, that if changed or removed, will permanently eliminate the deviation from the desired standard of the work process, work activity or work instruction.
The theory is that asking "Why?" 5 times should get to the root cause. However, depending on the problem, you may need more or less whys to get to the Root Cause. Bottom line: use as many whys as you need, but 5 is often the magic number.
Step 1: Identify Possible Causes
The first step in Root Cause Analysis is to identify Possible Causes. A Possible Cause is anything that could be a cause or trigger to the problem. This can also be called a potential or hypothetical cause.
When identifying Possible Causes, first GO and SEE the people and processes near the problem. By doing observations and interviews before formally identifying Possible Causes you will be working from facts rather than solely your opinions.
Step 2: Develop a Why Chain
Select a specific Possible Cause and then ask, "Why is this happening?" Take the answer to that question, and then ask, "Why is that happening?" until there are no more "Why's to ask. Reaching Root Cause normally requires answering "Why" at a minimum of three to five times.
Here is a sample of this method: A botarm is pushing edge strips onto the door with too much pressure. Why is the botarm applying too much pressure? The bleeder valve is sticking. Why is the bleeder valve sticking? There is not sufficient lubrication on the valve opening. Why is there not sufficient lubrication to the valve? The bearings controlling the distribution nozzle are damaged. Why are the bearings damaged? The oil pump on the botarm is not circulating sufficient oil. Why is the oil pump not functioning properly? The intake on the pump is clogged.
Why is the intake clogged? Root Cause ==> There is no filter for the pump on the intake (as designed). If you are stuck, try considering the problem statement and the current Possible Cause. Say out loud, "Why did/does (state the current Possible Cause) happen?" That should generate a reason of some kind. If it is not the Root Cause, repeat the above steps with the answer to the previous question until you have reached a Root Cause, asking, "So why did/does that happen?" as many times as necessary.
You can use the “Therefore Test” to check that you have hit root cause. For each possible cause, the whys form a cause and effect chain. To ‘test’ if the chain makes sense, start at the bottom of the chain and say “(insert last why here) happened THEREFORE (insert second to last why) happened THEREFORE (insert third to last why) happened ………” Continue back up the chain. If it doesn’t sound right, you are missing a step or made an incorrect conclusion. You will need to re-word, re-examine or rearrange your whys. Tip: Say it out loud. Your ears will tell you when it is not right faster than simply reading it silently.
Step 3: The Root Cause The last Why on the chain is known as the Root Cause or Base Cause. This is the Root Cause of the problem to which you will apply a Permanent Solution to eliminate the problem. There are no hard and fast rules of when to end a Why Chain. Sometimes a Why Chain will lead you to something that you can do nothing about. This is called a Dead End. Keep any Dead Ends or Why Chains you investigated that didn’t pan out. Use PHRED to document all information and supporting data around Dead Ends as well as the identified Root Cause. Don’t go too far with the Why Chains. For example, "Why is the robot stopping?” - because we have robots rather than people. If this happens, you may have switched from addressing a Root Cause, where you can put in a Permanent Solution, to correct a wider conversation, which is not part of the problem. If a Why Chain branches out into two different chains, add the branch as a new Possible Cause and work it through as its own chain. Everyone can follow a single Possible Cause to Root Cause thread. By adding additional threads when branching occurs, you can really focus on each chain as an independent entity. Step 4: Will addressing the Root Cause (the last Why) prevent recurrence? PHRED uses this question to double check that you have truly hit a Root Cause with the current Possible Cause and Why Chain. If the answer is no, explain why you eliminated this Root Cause by answering, “Why did you eliminate this Possible Cause?” Then, if it is a Dead End, either return to your list of Possible Causes and redefine the Possible Cause you are working on, or pick a different Possible Cause to explore. If the answer is yes, explain how you verified that it is actually the Root Cause by answering, “How was this verified?” Do you have evidence or data that supports this Root Cause? Describe how you decided that the last ‘Why?’ really is the Root Cause. Be as specific as possible. How did you test it? What were the results? Remember, here you are confirming that you actually identified the Root Cause. This is NOT verification that a Permanent Solution will cure the problem. Usually a Root Cause is verified through observation, so GO and SEE if this theory is true. Large problems may have several Root Causes that need to be addressed. Investigate all Possible Causes down to Root Cause since it could be a combination of Root Causes that triggers the problem. Never leave a Possible Cause uninvestigated. © 2013 PHRED Solutions | Home | Contact Us | About Us | PHRED's Blog
If simply asking the question "why?" isn’t generating enough information, ask the question, "Why did the process fail?" That should drive more focus.
