Category: Quality

Root Cause Analysis Tip: Why Wait for a Problem to Use CHAP?

February 8th, 2012 by

In our 5-Day TapRooT® Advanced Root Cause Analysis Team Leader Training Course and in our TapRooT® book, TapRooT® Changing the Way the World Solves Problems, we introduce the Critical Human Action Profile (CHAP) tool to help collect more information to analyze any type of problem at the process task level.  I like to call this looking at a problem at the 1 foot level as opposed to many investigations that analyze their problems at the 100,000 mile view only.

The tip here, however, is “why wait for a problem to use CHAP?”

Identify, Evaluate and Improve before it is too late!

Using a very over simplified list of procedure steps on How to Remove a Fuel Pump, found on the internet, I would like to show you how to use CHAP proactively to improve Safety and Quality during a task.

WARNING: The steps listed in the demonstration example below on removing a fuel pump shall not be used. They are incomplete and not necessarily accurate.

Where to start? First off you already perform  JHA, AHA, JSA, Observations…. So Going Out and Looking (GOAL) should not be new or require a lot more additional resources. The difference is that you will be utilizing your resources more efficiently.

1. Start by identifying a task performed by employees that are critical to:

a. Customer/client satisfaction

b. Product Quality

c. Project Timeliness

d. Employee Safety

e. Customer Safety

f. Environmental Exposure

2. Once the task is identified, list the steps to be performed like listed in the image below.
Note: Do not forget to use the Basic Cause Category Procedure in our TapRooT® Root Cause Tree to look for missing best practices as well when listing the steps.

3. Identify each step of the task that is critical to the items listed in step 1 criteria of this article.
Which steps listed above for the fuel pump removal do you think would be listed as critical?

4. For each critical step in the task perform a CHAP Profile.

Note: For each of the items listed below, do not forget to include the Best Practices listed under the Human Engineering Basic Cause Category in our TapRooT® Root Cause Tree.

Great Human Factors: Wrong Tools, Bad Access by Design, Per “Ingenuity” or All of the Above?

January 19th, 2012 by

As an ex-aircraft mechanic and a “sometimes gotta work on my own car” mechanic, I have in the past borrowed or made some of the tools pictured below. The questions remain:

Wrong Tool?

Bad Access by Design?

Mechanic’s Ingenuity?

Or a little bit of them all?

Finally, ever have one of your modified tools bite you back?  Share your stories in the comment section.

cone-wrench-mod

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Oil Cooler Line Wrench #2 009 (Medium)

Summit Week Quality and Corrective Action Programs Best Practices Track

January 11th, 2012 by

 Images Karen.Migliaccio-1

Karen Migliaccio has done a tremendous job setting up this first TapRooT® Summit Quality Track. From cross industry representatives to demonstrating field successes all the way up to company process changes, you will find this Summit Week Track interesting and applicable.

Wednesday

TapRooT®; Implementation Success Stories:

Successful Implementation of TapRooT® at Steris (Kevin McManus)

High Quality TapRooT® Implementation (Dennis Osmer)

Using the Baldrige Criteria to Achieve Performance Improvement (Kevin McManus)

Root Cause Analysis of Quality Problems:

Challenges in Biotech Quality Root Cause Analysis (Michael Gorman)

Root Cause Analysis of Incidents Occurring in the Pharmaceutical

Industry (Debbie Riley)

Thursday

CAPA in Quality: The Strong and the Weak (Karen Migliaccio)

Quality Issues:

Quality Initiatives That Lead To Continuous Improvement Efforts (Bryan

Ward)

Using a Quality Plan to Drive Improvement (Zena Kaufman)

The 7 Secrets of Incident Investigation & Root Cause Analysis (Mark Paradies)

Designing Your Continuous Improvement Program (Kevin McManus)

Friday

How Pfizer Achieves Operational Excellence (Gerry Migliaccio)

Planning Your Improvements

To read more about each session see:

http://www.taproot.com/summit.php?t=schedule.

Then select the Quality and Corrective Action Programs Track.

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But there’s more!

Before the Summit we have a special nTapRooT® Root Cause Analysis Course focused on finding the root causes of quality issues.

When you attend both the pre-Summit course and the Summit, you save $200 off the course fee.

Just click on the link below for more information…

TapRooT® Quality/Six Sigma/Lean
Advanced Root Cause Analysis Training

Root Cause Analysis Tip: What Can Go Inside the Event Shape when Mapping out your SnapCharT®?

December 14th, 2011 by

Whether doing it by hand or in our TapRooT® Software, what can go into the Rectangles that we call Events (Who did whats or what did whats that occurred during the timeline that you are investigating)?

 

DSC03851-450x337SnapCHart_Popular_Posts

Who s:

Actions by the Operator, Mechanic, Manager, Vendor, Supplier, Contractor, Technician, Customer Service Rep, Engineer, Designer, Nurse, Doctor … as you can see the list is unlimited but understanding the who (we use job titles only) helps us to see if the who was setup for success prior or during the action he/she performed.

Whats:

Caution ( … this may not be what you expected or have been doing)

Equipment Actions: Relay opened when energized, Butterfly valve stuck shut, I.V. bag port become blocked with debris, fuel gravity fed into container through piping …

Hint: If working with equipment, pull up the equipment and system functional diagram up immediately to help you map out the Events.

Chemical Process Actions: Catalysts heated up, hot mix heated up …

Transactional Process: Purchased order received by customer service, SAP sent late warning to warranty …

Hint: Yes, you can follow a piece a paper, hazardous material shipment.. that is handed off from person to person just like you would a person.

Hopefully, this should open up your investigation options even more! By the way, I even mapped out the actions of a horse and a monkey which was analayzed under Human Engineering.

Aurobindo Pharma taking their Root Cause Analysis to World Class Standards

December 13th, 2011 by

For any successful process improvement implementation, Senior Leadership support and actual presence is necessary. Aurobindo Pharma’s Leadership presence in the early stages of the course and the questions that they asked their students directly is a clear indication that this first team of investigators have full support and expectations set.

Second requirement for success is to have cross utilization during investigations and learning between departments. From the lab, materials, shipping to QA, there was complete and thorough team building.

Finally, the Senior Leadership set expectations and future growth opportunities to include future training and possible multi-user intranet based software licensing. Based on building successes and return on investment.

It was a pleasure to teach and work with this group personally in Hyderabad, India.

If you have to perform Root Cause Analysis for regulatory, equipment and safety issues in India, but are not able to set up an onsite course like the Leaders of Aurobindo Pharma did, I suggest you go to your leadership and get commitment to attend the upcoming Mumbai 2-Day course in February.  Seats fill up fast and getting funds authorized may take time so do not delay if you are ready to go World Class with your peers.

Go here to register for the 2-day http://www.taproot.com/courses.php?d=1709&l=1

See the public courses and root cause articles for India:

http://www.taproot.com/content/archives/25773

http://www.taproot.com/content/archives/24854

http://www.taproot.com/content/archives/24348

http://www.taproot.com/content/archives/22733

http://www.taproot.com/content/archives/20033

India Information Technology (IT) and TapRooT® Software Developers all in one room? If close to India, Here is Your Invite!

August 24th, 2011 by

When you need TapRooT® Root Cause Analysis Software implementation advice or have other technical IT needs, who do you call? Easy… our clients call 1.865.539.2139 and ask for Steve, Zach or Dan. When the IT experts here or at your place of business need help, what do they do for help? Simple, they map out the issue using TapRooT®’s SnapCharT® first and then find out where the equipment or human performance difficulty issue needs to be addressed.

Why tell you all this today you may ask? Because Dan Verlinde, Director of Information Technology & Software Development, and several U.S based and India based software developers will be attending our 5-Day TapRooT® Advanced Root Cause Analysis Team Leader Training in New Delhi this September.

New Delhi, India Sep 5 – Sep 9 Register

If you are the IT TapRooT® Software Lead based in or Near New Delhi, sign up for the September course before it is too late.

Root Cause Analysis Tip: Measurements … "Smeasurements"! Who Needs Them?

July 13th, 2011 by

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If today was Wednesday … what measurements (metrics) could be used to describe it:

1. There are 52 Wednesdays in the Calendar Year of 2012.

2. There were 53 Wednesdays in the Calendar Year of 1873.

3. Wednesdays make up 14% of the Days of a Calendar Year.

4. There are 9 letters in the word Wednesday: 2 e’s, 1 w, 2 d’s, 1 s, 1 n, 1 a and 1 y to be exact.

5. There are two syllables in the word Wednesday.

The point of my number parade? Simple, we can measure anything … but does it provide value or predictability? Are the numbers representative of what one is truly trying to measure?

In the Changing the Way the World Solves Problems book provided to all our TapRooT® students, there is a section titled A Guide to Improving the Use of TapRooT®. The tip today from this guide focuses on Topic 1: Measurements. With the first question being, has your company agreed on a reliable measurement system?

Why a measurement system and not standalone metrics that represent individual problems in individual departments? The answer is because no one person or one department works in true isolation. Measurements of money savings, defect reductions, tool repair or tool selection reported by one department may actually cause an increase of those measurements in another department. So no actual money saved for the company!

Developing a Reliable Measurement System starts with the developing and defining the fundamental components and rules for your company. I caution against generic one-fits all Systems developed outside of your company.

Components:

Measurement: An observable (observed either by human or equipment) behavior (behavior of equipment, people or process) that can be measured quantitatively or qualitatively.

Rules for Measurements:

  1. Only used to measure for what it was intended to measure. Nothing worse than using someone else’s numbers for your own needs just to find out it does not measure what you thought it did.
  2. Collected and Documented using the same method with the same types of tools (equipment, forms). Not sure of the consistency of your measurement collection process? Perform a Measurement System Analysis (MSA) on it.

Types Measurements (Just to mention a few):

  • Operation
  • Production
  • Human Resources
  • Safety
  • Customer
  • Warranty
  • Financial (Fringe or Burdened)
  • Maintainability and Reliability
  • Regulatory
  • Direct or Indirect Labor/Costs

Purpose for Measurements:

  1. Predictive Indicator- Can tell you what could happen before it happens. Note: No predictor is 100% correct but many are very reliable.
  2. Lagging Indicator- Too late! Good or bad news, it already happened but it is a necessary to know. Note that some Lagging indicators can be a leading indicator for another lagging indicator. For example, an increase in near misses can be a predictor of a severe incident if not corrected.

Measurement System: A system allows good measurements to produce good indicators. Of course it also allows junk in junk out, even with the best system in place. So to help define what a measurement system is or could be, answer these questions:

  1. Based on the measurements input, can you see the company “big picture” and can you then break down these indicators to their lowest input level?
  2. Are reports and graphs pulled from one central location to prevent duplication?
  3. Are measurements pulled from the same set of numbers to increase consistent trending?
  4. Is the system audited for consistency and accuracy?

Seems like a lot to make sure you know where your company is going and where it has been doesn’t it? Did I also tell you that you should also be able to translate all measurement indicators into company production and operation dollars? As the our book says, “dollars are the language and measuring stick of management.”

If this post gets you to think … “Why does this make so much sense and why did I not think of this before with the same perspective”?

If the answer is yes, then I have some options for you that appear once a year in a public setting this February:

Advanced Trending Techniques
TapRooT® Quality/Six Sigma/Lean Advanced Root Cause Analysis Training

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Chris Vallee joined System Improvements in 2007 and is a Senior Associate, TapRooT® Instructor, and Investigation Facilitator.

Root Cause Analysis Tip: You Know How to Perform a TapRooT® RCA but Where Do You Target Your Resources?

June 29th, 2011 by

Let’s be honest, all companies want a good Return on Investment (ROI) on any investment. This is exactly why Mark Paradies and Linda Unger provide a section in our TapRooT®, Changing the Way the World Solves Problems book titled A Guide to Improving the Use of TapRooT®. The tip today focuses on Topic 2: Target Selection.

If you have set up good metrics to measure, you can start by looking for your Top Drivers in a Pareto Chart. The idea is that if 80% of your issues are caused by or correlated to 20% of a sampled set of categories, then start there first for more ROI. Review the Chart below and then read the cautions below:
Stat_ParetoChart

Cautions:

1. “Never Ever Ever” define a category as “Miscellaneous” or “Other”! I promise you that it will always be in the Top Three every time.

2. When it comes to the y-Axis on the Chart, do not just use Cost as a measurement, also use Risk and Frequency. One near miss may not have cost any money but it could have killed someone. If you look at Cost or Frequency only, this would not show up as a Top Driver.

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Another Quick Way to decide where to Target your resources is to use a Plot Map. Read more here as to how this map reduced illnesses from the water supply in certain areas.

accuracy-vs-precision

Finally you may want to measure how accurate and precise your improvements have been. In earlier trending articles  we introduced the Process Behavior Chart. Below is one more example of how to measure Risk Reduction using a scatter and bulls-eye chart.
Here is a quick description on what the charts represent:

1. The Center (Bulls-Eye) of the chart represents that the risk targeted has been eliminated.

2. Each subsequent ring of the target indicates risk mitigation at lower levels (the outside rings do show risk mitigation but not as strong as the inner rings).

3. The dots indicate the actual risk level mitigated for each RCA performed with corrective actions implemented and verified for effectiveness (sounds like SMARTER technique from class don’t it?).

Looking at charts above, which two Charts would you be happy with and why?

To find out where to receive hands on training for the next TapRooT® Trending Course look here: http://www.taproot.com/courses.php#c7

Root Cause Analysis Tip: Trending your Trending Program … a Love-Hate Relationship with Numbers

June 1st, 2011 by

I often hear, “We trend lots of issues … see all the numbers and charts?” Heck, I have even said it myself a few times in my life. Then we go and check our “numbers” ask, “what does it show us today?” Or even worse, the boss asks, “can you show me ……….. ?”

Here are some of the reactive action items that I have had to follow up on in order to try and answer a question for someone else:

1. “Everything was just fine and now things seem to be out of control; show me where it went wrong?”

2. “After starting YOUR new metric, things really got bad, why?”

3. “Looking at both of these charts, show me the correlation.”

4. “But we have only had 5 incidents in 5 years (infrequent data), how can we trend that?”

5. “Look at these great trends … , what did WE… I mean  you change?”

As I started this post, this article appeared in the news discussing the Numbers Game:

Just because we’ve seen an increase in the number of tornadoes doesn’t mean there has actually been an increase in the number of tornadoes,” said Greg Carbin, the warning coordination meteorologist with the Storm Prediction Center in Norman, Okla.

Decades ago, when the country was more sparsely populated — and not everyone had a camera-equipped cell phone — there were simply fewer people around to spot and report tornadoes, Carbin said.

In addition, Carbin said, many initial tornado tallies include tornadoes that are counted more than once.

According to NOAA’s preliminary count, April saw 875 tornadoes. “That’s a gigantic number,” Carbin said. “It may turn out there were that many tornadoes, but I can guarantee that many of those were not significant tornadoes, but they get into the database now because everyone has a tornado they want to report.”

The highest number of tornadoes on record for any month is 542, from May 2003. Carbin said he suspects that once all the data are compiled, April’s numbers will be closer to the May 2003 numbers.

In addition, both Carbin and Crouch pointed to the fact that with increasing urbanization, more people are affected when storms do hit, putting tornadoes in the spotlight.

Numbers and climate conditions aside, one thing is for certain, the scientists said — this tornado season has been unusually violent, as the horrific images splashed across the evening news attest, and it’s not even close to being over.

But it is not hopeless, I promise. The first step is to back out of your numbers and ask:

1. Where did these numbers come from?

2. What were the numbers originally designed to measure?

3. Are these numbers part of the same set of behaviors and tasks or are they independent?

4. Were the numbers created with limited bias and not driven by a reward or discipline factor?

5. Are these numbers occurring frequently or is this intermittent and infrequent data?

6. Finally, do you understand your numbers and does the boss know what the numbers mean when you show the charts and trends or lack of trends?

Does this mean I think you need to go back to school for six weeks of statistics … no!

Does this mean that you need to throw all your old numbers away and start from scratch … maybe!

Does this mean that you may need a couple of days to reassess what you use and how you use it to trend … yes!

Since two days is not too much out of a busy schedule there are three resources that can help in you in your love-hate relationship with trending and metrics:

1. Read Chapter 5 in the TapRooT® book, TapRooT®, Changing the Way the World Solves Problems by Mark Paradies and Linda Unger

2. Read the Making Sense of Data by Donald Wheeler

3. Attend our upcoming Advanced Trending Techniques course where you receive the Making Sense of Data book, Course Workbook and hands on exercises taught by experts in the field who use real world applicable trending.

Monday Accident and Lessons Learned: Good or Bad Quality Root Cause Analysis?

February 21st, 2011 by

This is more of a quality problem example rather than the typical Monday Accident article. It starts with an example of root cause analysis in an old video from the Juran Institute …

Now apply your analytical skills … Is this a good job or a bad job of root cause analysis?

Now read this article that I wrote for Quality Progress titled, Under Scrutiny, posted here:

http://asq.org/quality-progress/2010/04/quality-tools/under-scrutiny.html

You don’t need to be a member of ASQ to read the article, just register to see the open access article.

Now you can understand why I don’t think the 5-Whys helped them find root causes. Rather, all it did was help them explain the knowledge they already had.

Suitcase Story Part II

February 8th, 2011 by

Interesting twist this morning …

The airline called me at the hotel and asked if I wanted my suitcase delivered or did I want to come over to pick it up.

I told them they already delivered it the night before.

At that, the person from the airline seemed confused. They had already delivered it?

“Yes,” I told him, “The night before.”

He apologized and said that someone must have made a mistake.

I didn’t say it but … Yes they did! Several mistakes by now.

Maybe now it is time to start a root cause analysis?

Ahhhh … All’s well that ends well. Why bother.

Bag Lost – Root Cause Analysis Opportunity? NO – More like ZERO Quality Improvement.

February 7th, 2011 by

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I few from Milan to Amsterdam yesterday.

It was a direct flight.

I got to the airport and checked in with 4 hours to spare.

The plane was lightly loaded.

Then, we had a 1 hour 30 minute gate hold due to weather because it was windy in Amsterdam (such is modern air travel).

We arrive 90 minutes late.

Now the bad part.

When I arrived in Amsterdam my bag didn’t come out.

I waited for a while to make sure it wasn’t the last one. 20 minutes slipped by.

I always stand near where the bags come out to make sure that nobody mistakenly takes mine. (I’ve stopped this from happening twice in my flying career.) I know my bag never came out.

Then I went to get in line to report the problem. There were about 50 people ahead of me. Another hour slips away.

I finally saw a person. They thought … it can’t be lost. It must have gone to the transfer station or perhaps one of the places where bags fall off the line. Or maybe you didn’t wait long enough. I’ll have some people check. I started filling out the paperwork while they searched. 30 more minutes slipped away from my life.

They also checked the computer. No note that any bag failed to make the plane. (Isn’t it part of modern airline security to make sure that your bag flies with you?) No note on the computer. It must be in Amsterdam – let’s check all the usual suspects again. 15 more minutes slip by.

Finally, they decide it is lost. They accept the form and tell me it will probably be on the next flight. They’ll bring it right over to my hotel when they get it and leave it at the front desk and tell them not to wake me if it comes in tonight late.

I think, “It is already late.”

“When is the next flight?”, I asked? They replied, “I’ll have to check.” … “Sorry – not until tomorrow, 9 AM. But we will update the bag status on-line (the internet!) as soon as we know anything and that will automatically text your cell phone.”

I check the baggage loop one more time on my way to customs. No bag.

The next morning I went to breakfast and checked with the front desk. No bag yet. And no text message.

After breakfast I decided to check the bag status on-line. Bag status was “unknown.” But there is a reassuring note that if your bag status is still unknown after four days, there is a special phone number to call. I begin to wonder … “If they have a special number, how many bags are never found?” I remember the 60 minutes story about the cavernous warehouse in Alabama for lost bags.

I decide it’s a good time to call the regular phone number and see what they say.

They check their system. Good news. The bag is scheduled for the 4 PM flight. I wonder, what happened to the 9 AM flight? What if I really needed my cloths? What if I was departing on a cruise or on to another international location?

I wait and hope.

By 7 PM, the bellman finally brings my bag to my room. That’s almost exactly 24 hours after we were suppose to land.

I was going over this in my head and thought …

This is a root cause analysis opportunity!

Why?

1. First … Think of the time wasted.

a. Over two hours of my time was spent just reporting the lost bag.

b. Some unknown amount of airline employee time was spent  dealing with me, looking where bags could get lost (is says something that they know places to look), filling out paperwork, updating computer records, dealing with my call, and getting the bag delivered.

2. Second, I went a day without a bag. This could have been a minor disaster. Even though it wasn’t a disaster, it did leave me an unhappy customer. How many other unhappy customers like me are they creating every day?

Luckily, I travel prepared. This preparation is because I EXPECT them to lose my bag. This is a normal part of the frustration of flying. One more reason people drive if the trip is short. (I actually was thinking about a train trip from Milan to Amsterdam. I could have made it faster than my bag did flying.)

3. Third, is this a security violation? If making sure that the passengers bag travel with the passenger is a part of modern security, certainly this is a security failure.

Imagine how many future problems could be avoided if they started treating every lost bag as a customer service incident that needed to be investigated and reported to the CEO? I bet in a mater of weeks, or perhaps months, the number of  “lost” bags for no good reason (like mine) would be ZERO.

The few remaining lost bags due to really tight gate connections (yes, people can run faster than bags can be delivered) would be be a very managible number and even those might be reduced.

What problem could they work on next?

What about delayed flights? Alaska Airlines did this and showed major improvements!

Bagage damage?

Plane damage?

Worker injuries?

Weather related delays?

Air traffic delays?

Security errors?

Long lines at the baggage counter?

Long lines at the ticket counter?

Slow baggage delivery?

All of these are fixable problems. They need advanced root cause analysis (not just stupid 5-Whys.)  I’d bet many could be eliminated or at least dramatically improved at a low cost. And some might require some dollars to fix – but at what potential cost savings in the future?

Some could become a competitive advantage for a particular airline.

Others might improve the whole air travel experience.

Wow! Imagine the progress that could be made.

Root cause analysis is NOT just reserved for when planes fall out of the sky.

If only the airlines were interested in customer service!

Because no one is investigating this incident, flight delays, weather delays, air traffic delays … All these problems are just part of the fatiguing process of modern aviation. Which continues to get worse (a little more inconvenient all the time).

It will be no better when I fly out on Friday than when I flew in on Sunday.

ZERO quality improvement.

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Please correct me if I’m wrong about this …

A Medical Tale: When following the current standard practice can kill you!

December 28th, 2010 by

Ever thought about volunteering to be a test subject for medicine….. would you be concerned if you were in phase 1 of a new drug trial?

Listen to this pod cast where the standard practice become a practice because no one had become very ill until this study. Each reinforcing non-injury becomes the reinforcement that this must be a good process.

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Select the link below to listen.
http://www.bbc.co.uk/iplayer/console/b00v1qrz/Thinking_Allowed_Drugs_trial_calamity_McCarthy_stigma

What do you do with unexplained discrepancies? FDA uncovers more problems at J&J Fort Washington plant

December 16th, 2010 by

“In an inspection report released late on Wednesday, the Food and Drug Administration said a recent visit uncovered multiple quality control problems, including a failure to properly handle customer complaints.”

“Inspectors also found “a failure to thoroughly review any unexplained discrepancy” in batches of products and a lack of proper record keeping, according to the report from an inspection that ran from October 27 to December 9.”

The Washington Plant is closed and the article reports that J&J has continued making improvements. The question is whether the handling of unexplained discrepancies is unique to this industry?

In the US Air Force we named it CND, “Could Not Duplicate”; A CND could only be signed off in the aircraft forms by the appropriate personnel. If a CND occurred three times on the same aircraft, the aircraft was grounded.

What is your Industry Rule? (more…)

Would You Call This a Quality Issue? A Production Issue? An Equipment Reliability Issue? Maybe Human Performance? Or All of the Above?

December 12th, 2010 by

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Engadget reported that a split-second power dip at a Toshiba plant in Japan may cause a 20% drop in shipments from the plant. Here’s the story:

http://www.engadget.com/2010/12/09/split-second-power-outage-may-lead-to-drop-in-toshiba-chip-shipm/

Here’s a quote from the article:

It’s more than a little crazy to think about, but a 0.07-second power disruption in Japan yesterday may have just caused as much as a 20 percent drop in chip shipments from Toshiba. The root of the problem is that the backup system at Toshiba’s Yokkaichi memory chip plant failed to kick in because the brief drop in voltage was more severe than the system was designed for, which has not only forced the plant to halt production until Friday, but may have caused irreparable damage to scores of chips in production at the time of the outage. As The Wall Street Journal reports, it’s still not clear exactly how much damage was caused, but if, for instance, the systems controlling the so-called clean room were shut off, all chips inside would likely be ruined.

What do you think? How would you categorize this incident’s impact?

Root Cause Analysis Tip: Let the TapRooT® 7-Step Process take you to the Root Causes…. Don’t force it!

November 9th, 2010 by

We all have a natural tendency to push an investigation to the answer we “knew all along or really want to see”. Stop the urge and collect the facts first! The 7-Step Process was designed to fight this “urge”. So how do you know the “urge” may be trying to get back in power:

1. You only put the bad things on the Spring and Summer SnapCharT® and filter out want you assume to be non-important too early.

Solution: Have someone unfamiliar with the process being investigated read your Summer SnapCharT® out loud.

2. You select root causes because you feel that it would be a great corrective action.

Solution: Select the root causes based on whether that fact was on your SnapCharT® only.

3. You do not select a root cause even though the fact was on your SnapCharT® because you do not think management would do anything about it.

Solution: Example, if you selected “Noisy” and you know that management will not get rid of those loud two-story banging machines, still mark “noisy” as a problem. You will check it with a corrective action that can mitigate the “Noisy” situation.

4. You go through the 15 Human Performance Questions and flip the Root Cause Tree over. Instead of Red “X” ing anything with no blue check mark (tied to a yes from the 15 questions), you decide to look through the basic cause category anyway.

Solution: Use the process as taught and it will save you time.

What hints would you have added?

Join the TapRooT® LinkedIn Group Discussion about companies that have a great lessons learned process

November 5th, 2010 by

This question was posted on our TapRooT® LinkedIn Group and it be great for all with questions and examples to comment.

I have a question that I hope you can help a client with. Do you know of any organizations/companies who have a great lessons learned process, including communication of lessons learned?

The client is developing a formal process titled “Lessons Learned Communication”. This will become part of the Safety Management System (SMS) at the Business Line level of Exploration and Producing (E&P).

This document will drive all of the lessons learned and related communication that results from serious and potentially serious incidents within E&P. The client would like to get a few good inputs rather than creating something completely from scratch.

Please post online for all to learn. Also, send me your contact info offline or publicly and I will share it with the client.

If not a member of the group yet join here: TapRooT® Root Cause Analysis Users and Friends Group

PotashCorp in Rocanville holds TapRooT® Root Cause Course

November 4th, 2010 by

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We were invited once again to teach a 2 Plus 3 Day TapRooT® Root Cause Analysis Course in Rocanville, Canada. Pictured above are the Team Leaders/Facilitators that stayed for the remaining 3 Days of Advanced Analysis training after attending the 2-Day portion with key frontline investigators.

What makes PotashCorp a World Class Leader in Safety can be seen by who actually attended this course….

…AMC
…AMEC
…Bird Construction
…PotashCorp (operations and Safety)

Look at the pictures below to understand why this is so vital. Last year when I taught the course (With AMEC and PotashCorp), many of these buildings in construction were not there.

SAM_0162.JPG SAM_0164.JPG SAM_0165.JPG

If interested in reducing injuries, project delays or improving contractor, sub-contractor and client relations contact us at System Improvements, Inc. at info@taproot.com or chris@taproot.com. We are just a call away at 865.539.2139.

Thank you PotashCorp, AMC, AMEC and Bird Construction for your continued drive to produce a safe and effective environment.

5-Day TapRooT® Public Course with Software Included Feb 21-25, 2011 in Mumbai, India

November 1st, 2010 by

With so much recent interest from India based companies to hold an onsite course in India, we decided to hold a possible public course February in Mumbai.

Companies in India new to TapRooT® are not always ready to set up an onsite class for 10 or more employees until they see what they can do with what they learn. With enough interest and commitment from you, we will have a 5-day public course.

Please contact info@taproot.com or chris@taproot.com and let us know how many employees you want to send to the course.

5-Day TapRooT® Advanced Root Cause Analysis Team Leader Training

Description: Learn all the TapRooT® tools, and also many advanced skills that a Team Leader needs to collect information, analyze root causes, and develop effective fixes that will help your company improve performance.

Course Fee: $2,395 USD plus GST/VAT
3 or more attendees, each save:-$100

Fee Includes: Includes TapRooT® single user software, TapRoot® book, Corrective Action Helper®, Root Cause Dictionary & Laminated Root Cause Tree, Course Workbook.

Who Should Attend: Environment, Safety, and Health Managers Quality Managers, Hospital Risk Managers, Hospital Quality Assurance Professionals, Equipment Root Cause Experts, Governement Regulatory Investigators (MSHA, OSHA, EPA, UK HSE, FAA, FRA, MMS, NRC, DOT, DOE, CSB, NTSB, …) Safety Engineers, Coordinators, Professionals Reliability & Maintenance Engineers, Design Engineers, Facility Managers, Quality Auditors.

If you want to be the root cause analysis expert at your company, then this course is for you. This course is especially valuable for people interested in analyzing the causes of human error. You’ll earn rules and theories to help you improve human performance, including how to improve procedures, training, communications, human engineering, supervision, and management systems. You’ll also learn ways to improve your company’s investigation processes and procedures.

Best Regards,

Chris Vallee
Senior Associate, Instructor
Six Sigma Black Belt
Human Factors

System Improvements, Inc.
1.865.539.2139 ext. 106
http://www.linkedin.com/in/christophervallee

TapRooT® Changing The Way The World Solves Problems

Get the Right Management Support for Your Improvement Program, Incident Investigations, and Corrective Actions

September 22nd, 2010 by

I can’t count how many times have I heard people complain:

We just can’t get management support!

From these complaints, I would guess that lack of management support for improvement programs, incident investigations, and implementation of corrective actions are significant issues at many companies.

But there is more to lack of management support than just people complaining. Failure of management to support improvements can be a factor in major accidents. For example, the BP Texas City refinery explosion could have been prevented by a corrective action that was deferred. It would have cost less than $150,000 to tie the pressure reliefs from the raffinate unit into a knockout drum and flare that was being installed at a nearby unit. But the improvement was cancelled to save money. (I would call that a lack of management support.)

What can we do to solve this problem? To get the proper level of support for improvement programs, incident investigations, and corrective actions? Don Harrison has answers and techniques that can help you get the support you need and keep that support over the months and years needed to make improvement happen.

I learned about Don’s organization and the techniques they teach about a decade ago. I attended his two-day course that teaches strategies to improve and accelerate project implementation. We’ve had people from Don’s company talk about sponsorship and implementation improvement at past Summits. But this is the first time the inventor of many of the techniques that Implementation Management Associates (IMA – Don’s company) – Don Harrison – will speak at the Summit.

Donharrison-1

Don’s talk – “Getting Sponsorship Right: The Most Critical Factor in Implementation” – is perfectly on target for those who need to improve management support of improvement initiatives, incident investigations, and corrective action implementation.

Stop complaining. Get to the Summit and learn how to get the management support you need to make change happen. Register at:

http://www.taproot.com/summit.php#register_today

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