Admin at 09:15, 7 January 2019

2019-01-07T09:15:20Z

KeyModels at 12:31, 12 December 2018

2018-12-12T12:31:57Z

KeyModels at 13:16, 6 December 2018

2018-12-06T13:16:39Z

Show changes

KeyModels: Created page with "{{DISPLAYTITLE: Plan Do Check Act}} == Plan Do Check Act == === The Way Of Thinking - Why (Reason) & Whither (Goal) ===

2018-12-06T13:04:39Z

Created page with "{{DISPLAYTITLE: Plan Do Check Act}} == Plan Do Check Act == === The Way Of Thinking - Why (Reason) & Whither (Goal) === <div style="margin-right: 40px; padding: 10px; float..."

New page
{{DISPLAYTITLE: Plan Do Check Act}}
== Plan Do Check Act ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Plan Do Check Act.png|thumb|600px|left|alt=Plan Do Check Act|Plan Do Check Act.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Plan Do Check Act -Extended-.png|thumb|600px|left|alt=Plan Do Check Act [Extended]|Plan Do Check Act [Extended].]]
</div>
<div style="clear: both;"></div>

When you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention?

If you only fix the symptoms – what you see on the surface – the real problem will almost certainly remain intact and happen again, which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:
Determine what happened.
Determine why it happened.
Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:
#Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
#Human causes – People did something wrong, or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
#Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).
Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

=== The Way Of Working - What (Context) & Whence (Source) ===

A Root Cause Analysis has five identifiable steps.

'''Step One:''' Define the Problem
#What do you see happening?
#What are the specific symptoms?

'''Step Two:''' Collect Data
#What proof do you have that the problem exists?
#How long has the problem existed?
#What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

A helpful tool at this stage is CATWOE. With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints.

'''Step Three:''' Identify Possible Causal Factors
#What sequence of events leads to the problem?
#What conditions allow the problem to occur?
#What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:
Appreciation – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
5 Why’s – Ask "Why?" until you get to the root of the problem.
Drill Down – Break down a problem into small, detailed parts to better understand the big picture.
Cause and Effect Diagrams – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

'''Step Four:''' Identify the Root Cause(s)
#Why does the causal factor exist?
#What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

'''Step Five:''' Recommend and Implement Solutions
#What can you do to prevent the problem from happening again?
#How will the solution be implemented?
#Who will be responsible for it?
#What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future.

Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen, or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Root Cause Analysis fits to Enterprise Architecture ===
While Root Cause Analysis can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Root Cause Analysis could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Root Cause Analysis artefact can be used in the combination of the following other concepts, models/artefacts:
Forces & Drivers Model
Vision, Mission & Goals Model
Requirement Matrix
Strategy Model
Integrated Planning Model
Value Model
Balanced Scorecard
Performance Matrix
Measurement & Reporting Matrix
Competency Canvas
Business Model
Revenue Matrix
Cost Matrix
Operating Matrix
Risk Matrix
Security Matrix
Case Matrix
Channel Model
Service Model

=== Industry Focus ===
The Root Cause Analysis artefact can be used across all industries.

=== Relevant Roles ===
The Root Cause Analysis artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
CEO: Chief Executive Officer
CFO: Chief Financial Officer
CSCO: Chief Supply Chain Officer
COO: Chief Operating Officer
CINO: Chief Innovation Officer
CQO: Chief Quality Officer
CTO: Chief Technology Officer

'''Subject Matter Expert Roles'''
Business Architect
Business Analyst
Process eXpert
Process Architect

=== Reference Material ===

[http://en.wikipedia.org/wiki/Root_cause_analysis Wikipedia]
*[http://www.mindtools.com/pages/article/newTMC_80.htm MindTools]

[[Category: Key Models]]

← Older revision		Revision as of 12:31, 12 December 2018
Line 132:		Line 132:
	'''(x)''' =Secondary		'''(x)''' =Secondary
	'''A''' =Advanced enhancements to the model		'''A''' =Advanced enhancements to the model
−
−
−	~~=== How Root Cause Analysis fits to Enterprise Architecture ===~~
−	While Plan Do Check Act Model can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Plan Do Check Act Model could also be used for a specific enterprise capability, location or resource.

@@ Line 10: / Line 10: @@
 <div style="padding: 10px; float: left;">
-[[File:Plan Do Check Act -Extended-.png|thumb|600px|left|alt=Plan Do Check Act [Extended]|Plan Do Check Act [Extended].]]
+[[File:Plan Do Check Act -Artefact-.png|thumb|600px|left|alt=Plan Do Check Act [Artefact]|Plan Do Check Act [Artefact].]]
 </div>
 <div style="clear: both;"></div>

LEAD Reference Content:Plan Do Check Act - Revision history

Admin at 09:15, 7 January 2019

KeyModels at 12:31, 12 December 2018

KeyModels at 13:16, 6 December 2018