On conclusion of some of the root cause analysis sessions that I led, I gave out feedback forms to get the teams' feedback.

Below are comments received.

  • Many of the problems we face produce huge volumes of output from brainstorming/DRED type activities - too many to chase down and prove/disprove. By focusing on the facts available we can target our approach. The main savings being in elapsed time (always an issue with customer problems) and efficiency (in terms of the technical time spent identifying the cause of the problem).
  • I think getting clear problem definition is critical. This tends not to happen in meetings where a facilitator is not present. The symptom present / absent table is always well constructed, which I am sure is key to getting to root cause.
  •  You need a properly trained facilitator at RCA meetings, otherwise the session just turns into brainstorming.
  •  Can give a customer more confidence in the process and outcome than a “brainstorm" does.
  •  Symptom Contrast has the advantage of focussing thought and preventing random actions
  •  Forces the team to study the known facts
  •  It gave me a different way of looking at the world - a different way of listening to and hearing my team
  •  This method does not work on the who shouts loudest scenario - it allows other ideas to come to the front - not looking for the solution before the problem has been established was an eye opener (not sure it should have been though)
  •  Very useful to have an independent (i.e. not part of the project team) person running the session.
  •  the use of your services was of great value in allowing the following:
    1. A fresh view of the root cause leadership strategy which used different ways of approaching the problem
    2. Greater emphasis of focus on factual evidence (which can never be wrong - the engine never lies...)

Further feedback from one investigation is below

“I worked with Simon when he was asked to support an MQI last year in Barnoldswick on a problem affecting T700. Simon’s wealth of experience in root cause problem solving was invaluable to the investigation in applying the tools and principles to determine the root cause of the problem. The structured approach was vital to convince the senior stakeholders (including the airline) that we had handled the investigation in a professional and robust manner.

Simon joined the investigation as the team was forming and his personable nature was key to integrating into the team. He exhibited tenacity to coach the team towards a fact based approach whilst still being sensitive to the feelings of theories - and pressures upon - the local team of process experts. During and after the investigation Simon and I reflected on the tremendous team effort and Simon’s expertise and personality enabled a near perfect balance between task and teamwork. As always it was a pleasure to work with him and a great learning experience for myself and the team.”

Master Black Belt - Manufacturing Engineering

Feedback from another investigation:

"...During this time Simon became a key member of the team and soon established himself as a recognised authority both within Compressors SCU, GTSC and the Civil Aerospace sector as a technical expert and authority on improvements and Root Cause Analysis.

This was particularly prevalent on Compressor rotor path liner loss; which has been the number one issue for Compressors ... and had been looked at by various improvements teams for over 10 years without any root cause being identified. Simon’s technical ability to apply novel approaches to analyse and integrate data along with his drive to lead and work with everyone involved in the process helped to unlock the root cause of the problem and deliver significant cash benefits to the business.

Simon completed this work using the RR key behavioural competencies through team work, common sense, influence and focusing on delivery of the project not only within RR but by also leading and embedding this knowledge cross the global liner spray suppliers and overhaul bases."

Chief of Quality and Improvement