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Root Cause Analysis |
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Sooooo . . . You have conducted a root cause analysis!You have identified root causes of an operations problem and have communicated to your management group some actions that can be taken to prevent recurrence of the problem. But, what kind of guidance did you provide that will enable your management group to make the right decisions? Did you identify the most significant root causes of the problem? Did you pinpoint the best and most cost-effective actions to be taken to prevent recurrence? How did you support your recommendations and guide management toward the best and most cost effective options? Were your recommendations merely impassioned words explaining why you believe that certain options are preferred over others? How problematic it is when management receives a root cause analysis report and hasn’t a clue as to its accuracy or validity. It can be only an act of faith when managers are called upon to allocate the resources of the organization into action plans that are based upon someone’s opinions and assumptions. Managers need to know that root cause analysis need no longer be a seat-of-the-pants process with check lists, categories and canned questions. REASON Root Cause Analysis provides an objective and repeatable process that teams up interactively with an individual’s skills and experience to discover the systemic sources of operations problems. Many executive managers have drawn the line and refuse to accept trial balloon recommendations from subjective root cause analyses that are not supported by criteria for accuracy. They are looking for verifiable results, ability to validate recommendations, and even the ability to measure the skills of their problem solvers. Take a look at the kind of decision support information that professionals in the airline industry can now provide their executive management.
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