{"id":4440,"date":"2016-09-01T07:00:25","date_gmt":"2016-09-01T11:00:25","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=4440"},"modified":"2026-04-21T13:32:10","modified_gmt":"2026-04-21T17:32:10","slug":"root-cause-analysis","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/root-cause-analysis\/","title":{"rendered":"Facilitate Root Cause Analysis that Leads Directly to Innovation and Measures"},"content":{"rendered":"

By using root cause analysis, you can develop Objectives and Key Results (OKR), Critical to Quality (CTQ), Key Performance Indicators (KPIs), and Objectives\/ Key Results (OKRs). Sometimes referred to as Ishikawa or \u201cFishbone\u201d diagrams, the procedure builds a visual mind map that identifies possible causes. By applying various perspectives and asking sharper questions<\/a>, you can lead a team to innovation.<\/h2>\n

Named after Professor Kaoru Ishikawa<\/a> (University of Tokyo), he developed the root cause analysis method in 1945 to resolve steel production problems. Also known as “Fishbone” diagrams, they support analysis, identify gaps, and provide insight into possible SMART criteria<\/a> (i.e., Specific, Measurable, Adjustable, Relevant, and Time-Based). Stress leading indicators, rather than lagging indicators. Clear and simple output makes it easier to assign<\/a> follow-up activities that lead to innovation and proactive changes.<\/span><\/p>\n

Jack Welsh, CEO Emeritus for the General Electric Company, instilled his organization with an understanding that \u201cIf you can\u2019t measure it, you can\u2019t manage it.\u201d \u00a0You can certainly facilitate OKLR, KPI, or almost any \u201cfuzzy factor\u201d and then convert them to SMART<\/a> criteria by asking the right questions. Prioritized criteria form the foundation for major initiatives around Balanced Scorecard, dashboard techniques, portfolio decisions, and other essential organizational processes such as idea management and project or product prioritization.<\/span><\/p><\/blockquote>\n

How to Facilitate Root Cause Analysis<\/h3>\n

Also referred to as a Cause and Effect Diagram<\/em>, here is how to facilitate<\/a> root cause analysis. As you begin to facilitate root cause analysis, the illustration may resemble the skeleton of a fish with large bones (i.e., perspectives) and small bones (i.e., specific causes within each perspective).<\/span><\/p>\n

\"How<\/p>\n

The Fishbone Diagram<\/strong><\/span><\/h3>\n

The fishbone diagram helps categorize<\/a> the potential causes of problems using a structured<\/a> manner so that the team can identify and focus on root cause analysis. Workshop steps to facilitate<\/a> root cause indicators and build a simple cause and effect diagram include:<\/span><\/p>\n

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  1. In advance, prepare a blank fishbone drawing (devoid of content) using either multiple sheets of paper or some professional drawing<\/a> tool.<\/span><\/li>\n
  2. Use the objectives of the project to identify the \u201cprimary effect\u201d or result that needs to be changed or accomplished. Decide on a phrase or a one-word label that captures the meaning<\/a> of the end state. For example, the term \u201cCHANGE<\/a>\u201d captures the ‘effect’ being analyzed in the drawing above.<\/span><\/li>\n
  3. Based on importance and time limitations, constrain the total number of primary \u201ccauses,\u201d between eight and twelve total. However, as a practical activity, you may also focus on fewer, even one or two primary perspectives, or four as illustrated above.<\/span><\/li>\n
  4. Alternatively, you may launch a brainstorming<\/a> activity of all possible causes, and then utilize a common purpose to help the team categorize them. Considering the Pareto Principle, many leaders approach their cause-and-effect diagrams with four high-impact perspectives. For example, study the perspectives below to isolate the ones most likely to have an impact. Four perspectives in the illustration include:<\/span><\/li>\n<\/ol>\n