The Edge Blog: Insights on business transformation, practical applications and everything in between

Perils of Problem Management (Root Cause Analysis) (2 of 2)

Perils of Problem Management (Root Cause Analysis) (2 of 2)

When we last left our heroes (you), we were discussing the traps or perils of conducting root cause analysis to drive out major IT “Problems” or issues.  I can’t emphasize enough that this process improvement methodology, or undertaking, like any other, is worth executing even if there are some common traps.  Therefore, in today’s blog I’m going to conclude with the last two major traps or perils.

Peril #4: Identifying a person or group as the root cause

Reducing the Number of Suppliers in the Consumer Packaged Goods Industry

Reducing the Number of Suppliers in the Consumer Packaged Goods Industry 

Companies in the Consumer Packaged Goods (CPG) industry are constantly affected by local and global economic tribulations more than most because of the inherent costs associated with the manufacturing and packaging of their products. These costs can often put a strain on companies with few ways to cut their costs. Businesses in the CPG industry need to a way to make sure their products get to retailers, but also don't break the bank. Here are two approaches for easing that burden through supplier reduction within CPG supply chains.

Business Intelligence

Just Start Your Project? No Way!: Flagstones for a Solid Project Launch 1 of 3

Just Start Your Project? No Way!: Flagstones for a Solid Project Launch 1 of 3

Have you ever worked on a project where someone in charge said, “Start. Just start.  We need results as fast as we can.  Pull a team together and get moving.  I’ll check back with you in two weeks to look at your progress.”?  I have.

We all know – well, all but the person who said this – that this is not the right path to success for anything but emergent situations.  It may be a way to get quick action and involvement, but it does not include those ingredients that are the magic for sustainable results:

The Perils of Problem Management (Root Cause Analysis)

The Perils of Problem Management (Root Cause Analysis)

Whether in IT or Business Process Improvement, it is inevitable that serious improvement efforts will embark on some sort of Root Cause Analysis work or program.  I am a huge fan of what I call “Real Root Cause Analysis.”  The reason I make this name distinction (which I made up myself) is that every so often, managers and employees alike fall into traps when implementing this particular type of process.  Whether it is LEAN RCFA (Root Cause Failure Analysis), or ITIL Problem Management, the perils are the same.  Here’s a quick list of Perils to avoid when implementing such a process, or even in doing a one-time analysis.

The Fish Always Begins to Stink from the Head

The Fish Always Begins to Stink from the Head

The Italians say: “The fish always begins to stink from the head.”

As a lean practitioner, the phrase "…in a value stream map, the most important of the three flows is the information flow…” is sure to be familiar.  I ask myself, are we married to this idea when trying to improve a value stream?

Pages