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。
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根本原因分析 小组。
小组 (8名成员)
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关于根本原因分析的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。
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关于Root Cause Analysis（英语）的高级见解。在这里，您将找到专家的专业建议。
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8-Step RCA (RCA) Process Implementing RCA, RCA Process
In an article, Roger Shaw mentions the following 8-stage RCA Process:
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The 5 Whys Method. Definition and How to Apply Alternative to RCA
Definition
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Approaches to Conducting RCA Activities RCA Methods
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4-Step RCA (RCA) Process RCA Process
One can identify four steps in Root Cause Analyses. These steps are listed below:
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5 RCA Schools Understanding RCA
5 schools of RCA could be distinguished depending on their origin:
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3 Potential Categories of (Root) Causes RCA, Ishikawa, 8D, TOC
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Team-oriented RCA Team-oriented RCA
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有关根本原因分析的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。
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Personal Problem Solving: Process, Principles and Efficiency Problem Solving Process, Problem Solving Stages, Problem Solving Steps, Interpersonal Problem Solving
A brief but excellent presentation about some key aspects of effective (personal) problem solving. The presentation incl (...)
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Comparison 3 RCA tools Effectiveness CED / ID / CRT
Article by By Dr. Anthony Mark Doggett compares Cause-and-Effect Diagram (CED), the Interrelationship Diagram (ID), and (...)
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Example of Root Cause Analysis: The Jefferson Memorial Root Cause Analysis, RCA, 5 Whys, Ishikawa Diagram, Cause and Effect Analysis
The stone of the Jefferson Memorial in Washington DC was deteriorating quickly. Using Root Cause Analysis (more in parti (...)
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How to Use the 5 Whys in Root Cause Analysis Root Cause Analysis, RCA, 5 Whys Technique, Why-Why Analysis, Ishikawa Diagram
This video explains how you can use the 5 Whys Technique as part of Root Cause Analysis, as is done at Toyota. Whenever (...)
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Determining the Root Cause of a Problem Root Cause Analysis, Problem Solving, Analysing
Presentation about the Root Cause Analysis by
1. Why determine Root Cause?
2. What is a Root Cause?
3. What is RCA?
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Using the Whys Method Six Sigma, Toyoda, Toyota, Lean Production, Root Cause Analysis
To solve a problem effectively, you need to drill down through the symptoms to the underlying cause. Sakichi Toyoda, one (...)
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First Introduction to 8D Problem Solving and Root Cause Analysis Initial Understanding of Causes of Problems, Workshops, Trainings
In this video Adrian Gundy explains 3 important terms or principles you need to understand about the 8 Disciplines or 8D (...)
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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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