Making the Most of Existing RCA Expertise
When introducing root cause analysis (RCA) in a new area, draw on existing expertise and pilot an approach suited to that domain. Share findings across departments to identify recurring problems.
THE IDEA
When introducing RCA in a new area, find out whether other parts of the organisation already have RCA subject matter experts (SMEs), for example in health and safety or quality control. Even if they have little time to help, they may offer useful experience of conducting RCA in the organisation. Involving them can also help connect the new work with existing efforts.
Unless there is already a strong ‘burning platform’, I would advise progressing RCA in new areas or using new techniques through a piloting approach because it may be necessary to adapt what is needed according to what works for your organisation.
I generally encourage building ‘RCA centres of excellence’ across an organisation. Thus:
- use existing RCA SMEs to offer some practical guidance on fact‐finding, timelines, evidential good practices, statistical techniques (e.g. for causation questions), etc., but
- don't automatically ‘copy paste’ tools and techniques from one area (e.g. IT) to another (e.g. finance and compliance), and
- encourage a cross‐functional approach to RCA so that there is a diversity of perspectives and thinking styles (e.g. consider a ‘buddy’ from an area not directly involved in the domain being examined)2, and
- share information, cause theme types, etc., between areas, so that underlying, systemic areas of concern can be more clearly identified and the case for change made.3
When to use it
Introducing RCA in a business unit that has no prior experience with structured problem-solving.
Creating a centralised repository of root cause themes across departments to identify systemic issues.
Piloting a new RCA technique (e.g., fishbone diagrams) in a small team before rolling out organisation-wide.
Standardising RCA practices while respecting domain-specific differences between IT, finance, and operations.
FROM THEORY TO EVERYDAY LIFE
In practice
Adapting RCA from IT to Compliance
A finance department wants to introduce RCA for compliance errors. Instead of directly copying the IT department’s RCA process, they collaborate with existing RCA SMEs from quality control. They pilot a modified approach that fits the compliance context, ultimately reducing repeat violations.
Cross-Functional Buddy System
A manufacturing team investigating a defect pairs a quality engineer with a logistics specialist as a ‘buddy’. The logistics perspective reveals that packaging handling was a contributing factor, which the manufacturing-focused team had overlooked.
A MOMENT TO REFLECT
Put it to work.
How can you identify existing RCA subject matter experts within your organisation?
What are the risks of copying RCA tools from one domain to another without adaptation?
How might a cross-functional buddy system improve the quality of your next RCA investigation?
What steps can you take to build an RCA centre of excellence in your enterprise?
CONTINUE THE CONVERSATION
Source texts
- Beyond the Five Whys Root Cause Analysis and Systems Thinking (James C. Paterson)