Root Cause Analysis — My Lean Approach to Problem-Solving

As a Lean Thinker, my intuition has always led me to solve problems by pursuing their root causes and then ruthlessly focusing on solving them and only them.

The aim was to resolve the underlying issue to prevent any wastage of time, resources, or potential harm from carrying out alternative solutions.

Apparently, it has a name.

Root Cause Analysis (RCA) is a systematic problem-solving approach that helps organizations and individuals identify and address the underlying causes of problems rather than just treating symptoms. This approach is used to improve processes, reduce costs, increase efficiency, and enhance customer satisfaction.

“Don’t treat symptoms, treat the root cause.” — Elon Musk

RCA aims to find the root cause of a problem and improve the chances of implementing a permanent solution. This requires a thorough and systematic examination of the problem, including its history, symptoms, and contributing factors. The process involves collecting and analyzing data, identifying patterns and trends, and interviewing stakeholders.

As a solver of root problems, you might discover that you devote a greater amount of time to distilling the fundamental nature and precise definition of the problem at hand while allocating less time towards compiling a list of surface-level symptoms that you and others have collected, which mistakenly give the impression of being the problems that need to be addressed in order to improve the situation.

You invest more time on the right things to waste less on wrong ones.

Once the root cause has been identified, a solution is developed and implemented. If the solution is unsuccessful, the RCA process is repeated.

RCA is a key tool in the Lean methodology and is often used in conjunction with other problem-solving tools, such as the 5 Whys and Ishikawa diagrams. These tools help organizations identify and prioritize potential root causes based on their impact on the problem.

Implementing RCA requires a culture of continuous improvement and a commitment to solving problems at their root cause. It requires a willingness to change processes and procedures and a focus on collaboration and teamwork.

How to recognize non-root issues?

Bullets being accumulated

During a brainstorming session, if you find yourself lengthening a list of bullet points on a whiteboard that the forum believes represents pitfalls that require attention— stop; you are listing symptoms. Try to systematically narrow the bullets by finding a joint solution that will hint at a shared problem. Do that until you reach up to three bullets — those are your root problems. Ultimately, a root problem is singular.

Your solution generates further issues

If the selected solution(s) causes additional issues, it may suggest that you have not addressed the root problem. While simulating a possible solution, it is vital to remain vigilant for any new problems that may arise due to its implementation. If such problems occur, it may be necessary to re-examine the definition of the problem(s) or the cause being addressed and determine whether the root issue has been adequately identified. Otherwise, you may become trapped in a cycle of addressing problems and finding solutions.

Boomerang problem

If a solution is found to be ineffective in addressing the problem at hand, it is probable that the root issue was not correctly identified and tackled. Therefore, in such a scenario, it may be more beneficial to begin anew with a fresh perspective rather than devoting time to analyzing the causes of the failure.

Complicated solution

Solutions to root causes are often simple in nature. Focusing on the underlying problem rather than the symptoms reduces the number of issues to be resolved to a fraction. It is crucial to ensure that each element of your solution addresses the root problem rather than attempting to tackle hypothetical outcomes.
Identifying the root problem is the initial hurdle, but finding the appropriate solution is the subsequent one. Maintaining focus on the root cause is crucial while avoiding any potential distractions that could impede the RCA process.

“If you want to change the fruits, you will first have to change the roots. If you want to change the visible, you must first change the invisible.” — T. Harv Eker

If you found this article helpful, please 👏 and follow!

Interested in delving deeper into this topic or need personalized guidance? Reach out to me at orenykb@gmail.com for dedicated consultancy tailored to your specific needs. I’m here to support you on your journey.