1 - RCA Foundation Concepts and Objectives
Section Learning Objectives Discuss Definitions – IT PerspectiveDiscuss What is a problem and why do they exist?Exercise 1a: Why is RCA important What is Root Cause?RCA Benefits and ApproachesExercise 1b: Why are multiple approaches important?Event and Casual AnalysisExercise 1c: Apply Event and Causal AnalysisEvent and Causal Analysis: Exercise 1c WorksheetRCA Tools for each approachExercise 1D: Prepare for Case StudySection Summary and Conclusions
2 - Enhance Use of RCA Tools
Why use a Particular MethodTool: Change AnalysisChange Analysis ExamplesExercise 2a: Apply Change AnalysisExercise 2b: Change Analysis Worksheet Tool: How to Resolve ConflictTool: 5 Why’sExample Learning Management ProblemExercise 2b: Apply 5 Why’s Sequence-of-EventsExercise 2b: WorksheetTool: Cause and EffectExercise 2c: Apply Cause and EffectExercise 2c: Cause and Effect WorksheetTool: Fault Tree AnalysisWhy do we use Fault Tree Analysis?How does it work?Fault Tree Diagram SymbolsExample #1 of FTA: Car Hits ObjectExercise 2D: Apply Fault Tree AnalysisTool: Failure Modes and Effects Analysis (FMEA)Example: Failure Modes and Effects AnalysisExercise 2E: Apply FMEATool: Design / Application ReviewExercise 2d: Apply Design/Application ReviewSection summary & conclusions
3 - Problem Resolution & Prevention
Section ObjectivesThe Secret of Solving ProblemsA Note about Statistical ControlA Note about Fire FightingTechnique: Business Process MappingExample: IGOEExercise 3A: Problem as IGOEExercise 3A: IGOE TemplateTechnique: Lean Six Sigma and DMAICLean Six Sigma BenefitsExercise 3B: Apply Lean Six Sigma Importance of Understanding the Business ProcessThe Business Process MandateTechnique: Process ModelingGraphical Notation Standard (BPMN)What is Business Process Modeling Notation (BPMN)?Benefits of BPMNBasic Components of BPMNExercise 3C: Use BPMN to Document a Current StateTechnique: Business Process Maturity ModelFive Levels of MaturityExercise 3D: Appraise Business Process Maturity LevelSection Summary and Conclusions
4 - Capability Improvement for RCA
Section Learning ObjectivesSteps in Disciplined Problem SolvingRCA as a RCA ProcessKey RCA Role ConsiderationsExercise 4A: Apply RCA to RCA ProcessSustainable RCA ImprovementOrganizational UnitsProcess Area Goals, PracticesSpecific and General Practices Specific Practice ExamplesSoftware Maturity SurveyExercise 4B: Apply Strengths, Weakness, Opportunities and Threats (SWOT) to RCASWOT Analysis WorksheetRecognize the importance of the Change Management component in your RCA implementationUsing the ADKAR Model to Communicate ChangeReview ADKAR® Model – Awareness of the need for changeDesire to participate and support the changeKnowledge on how to changeAbility to implement required skills and behaviorsReinforcement to sustain the changeExercise 4C: Create an Ability ChecklistThe ADKAR Model: ReinforcementExercise 4D: Find two examples of how ADKAR will be differentSection Summary and Conclusions
5 - Course Summary & Conclusions
Plan the Proposal and Business CaseExample: 1 Page Business CaseExercise 5A: Creating Action PlansResource GuideQuestions
Actual course outline may vary depending on offering center. Contact your sales representative for more information.
Who is it For?
Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, corrective action coordinators or managers; supervisors, team leaders, and process operators; anyone who wants to improve their ability to solve recurring problems.
This course is aimed at people who have had some experience with root cause analysis.