Root Cause Analysis[根本原因分析]

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发现问题的根本原因。 Root Cause Analysis[根本原因分析]解析。

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什么是根本原因分析? 释义

根本原因分析(RCA)是一项结构化的问题处理法,用以逐步找出问题的根本原因并加以解决, 而不是仅仅关注问题的表征。 根本原因分析是一个系统化的问题处理过程,包括确定和分析问题原因,找出问题解决办法,并制定问题预防措施。 在组织管理领域内,根本原因分析能够帮助利益相关者发现组织问题的症结,并找出根本性的解决方案。


根本原因分析的应用。 优点

组织的多数疑难杂症都有不止于一种应对之法, 这些各不相同的解决之法,对于组织来说亦有不同程度的资源需求。 因为这种关联性的存在,就需要有一种最为有利的方案,能够快速解决妥善地解决问题。

因此,只顾解决表面原因、而不管根本原因的解决之法成为一种普遍现象,就不足为怪了。 然而,选择这种急功近利的问题解决办法,治标不治本,问题免不了要复发,其结果是组织不得不一而再、再而三地重复应对同一个问题。 可以想象,这些方法的累积成本肯定是惊人的。


根本原因分析法的目标是找出:

  • 问题(发生了什么);
  • 原因(为什么发生);
  • 措施(什么办法能够阻止问题再次发生)。

所谓根本原因,就是导致我们所关注的问题发生的最基本的原因。 因为引起问题的原因通常有很多,物理条件、人为因素、系统行为、或者流程因素,等等,通过科学分析,有可能发现不止一个根源性原因。 比较: Cause and Effect Diagram[因果图]


根本原因分析法的步骤。 流程

根本原因分析法最常见的一项内容是,提问为什么会发生当前情况, 并对可能的答案进行记录。 然而,再逐一对每个答案为一个为什么,并记录下原因。 根本原因分析法的目的就是要努力找出问题的作用因素,并对所有的原因进行分析。 这种方法通过反复问一个为什么,能够把问题逐渐引向深入,直到你发现根本原因。

找到根本原因后,就要进行下一个步骤: 评估改变根本原因的最佳方法,从而从根本上解决问题。 这是另一个独立的过程,一般被称之为 改正和预防。 当我们在寻找根本原因的时候,必须要记住对每一个业已找出的原因也要进行评估,给出改正的办法,因为这样做也将有助于整体改善和提高。


根本原因分析作为一个一般性的术语,存在着一系列不尽相同的结构化的具体方法,用于解决具体的组织问题。


根本原因分析法的局限。 缺点

  • 这个方法认为问题的根本原因比较单一, 实际情形往往要复杂得多。

根本原因分析论坛
  You Root Cause, I Root Cause... we All Root Cause
So, what's special about the way you do Root Cause Analysis (RCA)?

1. What industry or domain is the setting for your RCA efforts?
2. For what kinds of issues do you perform RCAs?
3. What makes your industry/domain's RCAs differe...
     
 
  The Problem with Management Pragmatism
Managers often hide behind the magic word "pragmatism" to justify their wrong quick-fix approach in handling issues.
Throughout my career to today, I find management hardly ever allocate enough time to implement a really good working solution bu...
     
 
  Limitations of Root Cause Analysis
The RCA model assumes:
1. Linearity
2. The existence of cause and effect relationship
3. That a system can be broken down into components and each fragment analyzed (reductionism).
In the past, this has been t...
     
 
  Common Reasons for Root Cause Analysis?
Root cause analysis, as any other improvement initiative, should only be done if it brings benefits for the business.
I've supported various organizations in deploying root cause analysis, which had different valid business reasons for doing it....
     
 
  Root Causes Categories in Financial Services
We operate in a Financial Services environment and would like to know if anyone has a set of basic categories that they group their root causes under....
     
 
  Links between Root Cause Analysis and Business Process Improvement
Let's get some views on the interaction or link between RCA and Business Process Management (BPM) or Business Process Improvement....
     
 
  Follow-up on Root Cause Analysis (RCA)
Once the causes have been identified and recommendations are written, who becomes the owner of the RCA? Who is accountable for the realisation of all the action plans and to make sure everything has been done before closing the RCA?...
     
 
  What are Common Errors while Performing Root Cause Analysis (RCA)?
I would like to list out the common errors while performing an RCA. I feel this would really help project teams before starting an RCA process....
     
 
  The Ultimate Quotes on Root Cause Analysis
Do you know some deep, famous or funny quotes on Root Cause Analysis? Quotations? Proverbs? Please share them, mentioning the author. To get started, here's my favorite:
The important thing is not to stop questioning. Curiosity has its own re...
     
 
  Other Names for Root Cause Analysis
Another term which is sometimes used for Root Cause Analysis is Critical Event Analysis....
     
 

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Expert Tips (ENG) - Root Cause Analysis 高级帐户
 

8-Step Root Cause Analysis (RCA) Process

In an article, Roger Shaw mentions the following 8-stage Root Cause Analysis Process:
1. Preserve the site and evidence as far as possible. In ot...
Usage (application)Implementing Root Cause Analysis, RCA Process
 
 
 

The 5 Whys Method. Definition and How to Apply

Definition
The 5 Whys Method was pioneered by Sakichi Toyoda and lately developed by the architect of Toyota Production System Taiichi Ohn...
Usage (application)Alternative to RCA
 
 
 

Approaches to Conducting RCA Activities

One might be tempted to conclude that a completed RCA is the compilation of stakeholder views of "why" a situation occurred.
One can also adopt a...
Usage (application)Root Cause Analysis Methods
 
 
 

4-Step Root Cause Analysis (RCA) Process

One can identify four steps in Root Cause Analyses. These steps are listed below:
1. Data Collection: the analysis of an event through dat...
Usage (application)Root Cause Analysis Process
 
 
 

5 Root Cause Analysis Schools

5 schools of RCA could be distinguished depending on their origin:
1. SAFETY-BASED RCA descends from the fields of accident analysis and occupati...
Usage (application)Understanding Root Cause Analysis
 
 
 

3 Root Causes of Disagreement in Team Decision-making Processes

According to Freeman and Haskins (2014), there are three main categories of potential root causes for disagreements within teams. When such a disagree...
Usage (application)Group Decision-making, Team Decision-making, Reasons for Disagreement, 3 Fs, Group Collaboration
 
 
 

3 Potential Categories of (Root) Causes

Latino and Latino consider in a 1999-paper called 'Root Cause Analysis Improving Performance for Bottom Line Results' that causes of problems can be...
Usage (application)Root Cause Analysis, Ishikawa, 8D, TOC
 
 
 

Team-oriented Root Cause Analysis

The 8-D problem solving process, is a team-oriented method of problem solving. It applies process and statistical tools as its basis:
- Process t...
Usage (application)Team-oriented RCA
 
 

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比较: Theory of Constraints[约束理论]  |  Cause and Effect Diagram[因果图]  |  8D Problem Solving[8D问题求解]  |  Dialectical Inquiry[辩证探询法]  |  Mind Mapping[心智图法]  |  Pyramid Principle[金字塔原则]  |  Delphi Method[德尔菲法]  |  Analogical Strategic Reasoning[战略类推]  |  Action Learning[行动学习法]  |  Brainstorming[头脑风暴法]  |  Six Thinking Hats[六项思考帽]  |  Kepner-Tregoe Matrix[KT矩阵]  |  Crisis Management[危机管理]  |  Scenario Planning[情境规划]  |  Game Theory[博奕论]  |  Real Options[实物期权]  |  Plausibility Theory[可能性理论]  |  RACI[RACI模型]  |  Hoshin Kanri[方针管理] - Policy Deployment[政策展开]  |  Turnaround Management[重建管理]


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