Without the opportunity to view the entire problem with all root causes identified, the likelihood of a manager finding shared causal factors existing in common among multiple events, as described above, is remote. There you will learn that all other root cause analysis approaches rely for their results upon assumptions, and personal bias. Other methods attempt to drive the analysis to one major root cause, thereby allowing some root causes to fall through the cracks. Other methods ask the user to fill in the blanks, or to pick the major root cause from a list that purports to contain all of the possible causes of your problems. All of these gimmicks and pseudo-technologies simply cannot provide the kind of reliable data upon which maintenance procedures must be based.
Results are complete and verifiably accurate.
In only weeks, he was reporting a decline in the problems that were being generated by third party contractors on-site. They were able to show contractors how their actions were impacting other contractors at the site, and ultimately the success of the project. It is now the method of choice for root cause analysis at Los Alamos National Laboratory. It is used at Pantex where the world's nuclear weapons are being dismantled and destroyed, at nuclear submarine bases, at Allied Signal Polymers Division, at TU Electric, at Eastman Kodak, Sanders Lockheed Martin, Cooper Power, and numerous other world-class companies. Because the data are already ordered in cause and effect relationships, you can search the actual causal systems that produced the problem.