Defining the Problem

RCA – Defining the Problem When a critical failure has taken place and the pre-defined RCA trigger has been actioned,

then the RCA Process kicks in with the first step being to ‘Define the Problem’.

There is a well-known saying ‘A problem recognized, is a problem half solved’ and how true that is. We may be facing a crisis but this is what the Trouble Shooting Team has been trained for – how to act in a crisis. It is a similar process that we may find in a hospital emergency ward where there is a crisis team, trained and ready to react and meet any crisis that comes through their doors at any time. There is some comfort in knowing that there is a procedure and a well-trained team ready to spring into action to resolve yet another emergency situation. Leadership, professionalism, discipline, and knowledge are some of the vital elements that display and communicate a well-controlled and managed the situation, which brings a calmness and a more relaxed atmosphere to everyone involved.

So where do we start and how do we define the problem?

Well pretty much back to basics with no ‘rocket science’ involved. The trouble Shooting Team should arrive at the crisis point already armed with appropriate tools. Specifically, something to record information with, starting with the basics of pen and paper and moving up to laptops or other electronic devices as dictated by the work environment. They need to record as much information as can be seen or obtained to answer the following questions:

• What – What is the problem?
• When – When did it happen?
• Where – Where did it happen?
  • Significance – What is the significance?

Remember two vital ingredients that must not be included at this stage.

• Who – the focus is on prevention and not blame
• Why – it detracts from defining the problem

Define the Problem – The What

Identify the problem that you want to prevent from occurring and don’t get stuck trying to pick the ‘right’ problem. So often we may initially only be looking at the symptom or an indicator of the problem.

• Record the name or title of the problem
• Record the primary effect

Frequently there may be more than one problem for a given event and if we choose to change our point of focus, we simply create another primary effect.

Define the Problem – The When

Make sure that you capture the actual timing of the problem as well as the date and be very precise as the time may prove to be a very important factor in the resolution process. Capture the relative timing or status. In other words, what was happening when this event took place.

Define the Problem – The Where

The specific location must be recorded and include enough information for a reader, at some time in the future, to understand the exact setting of this particular event. This may be the identification of a work process, a manufacturing process, a facility operation, or a piece of equipment.

RCA – Define the Problem – The Significance

This essentially means defining the importance attached to this issue. Significance asks the question “Why are we even working on this issue?” and it helps to prioritize your incidents

A seemingly minor issue maybe you’re most significant once the frequency is considered.

Issues with no immediate impact but serious potential should be identified. The significance section should also reflect the overall goals of the organization and should be measurable if possible.

Why and Who

These are the two questions that must not be included at this stage of the investigation.

The problem definition does not contain

• Who – the focus is on prevention and not blame
• Why – it detracts from defining the problem.

So having investigated, defined, and recorded all the information available regarding the problem, let’s now move on to the Cause and Effect Analysis.

For more information email us at info@strobe-al.co.za or visit www.strobe-al.co.za