There were likely many little things that contributed to the failure.
If you want to prevent the problem from occurring again, you have to dig deeper and look at it from all sides.
” defines it as “a collective term that describes a wide range of approaches, tools, and techniques used to uncover causes of problems.” This definition is pretty broad, so let’s narrow it down a bit.
For every defect or equipment failure that occurs, there is an obvious, visible problem that lets you know a defect or failure has occurred.
In fact, it’s a great place to start when attempting to move from a reactive to preventive maintenance strategy, because it introduces the idea of systematic problem solving without statistical analysis.
It can be useful when tackling simple problems, but also offers a good starting point for complex issues.If you are not getting to the root cause then you are merely treating a symptom of the problem. This technique gained popularity during the 1970s and it is still used by Toyota and may other companies and organizations today.In addition, if a permanent solution is not determined and implemented, the problem will eventually repeat. The 5 Why method is simply asking the question “Why” enough times until you get past all the symptoms of a problem and down to the root cause.Besides the 5 whys, there are other RCA analysis methods used in lean and Six Sigma manufacturing strategies.In a lean manufacturing setting, the eight causes of production waste are examined to see where problems are occurring and where improvements can be made.You need to figure out the root cause in order to fix the underlying issue.Using the “5 whys” method, we start by asking why: If we just replaced the damaged fan, the issue would recur. ” while the root cause still has a connection to the original problem.As another Fiix blogger recently stated, “Equipment failure is not a single event—it is a process.” The truth is, maintenance issues are often caused by a string of technical issues and process failures.This is why the 5 whys method exists and is used to identify a cause-and-effect failure path as part of a larger root cause analysis.We come across problems in all sorts of situations in life, but, according to Taiichi Ohno, pioneer of the Toyota Production System in the 1950s, ‘Having no problems is the biggest problem of all.’ Ohno saw a problem not as a negative, but, in fact, as ‘a kaizen (continuous improvement) opportunity in disguise.’ Whenever one cropped up, he encouraged his staff to explore problems first-hand until the root causes were found. ‘Observe the production floor without preconceptions,’ he would advise.