TQA Cat 6 Best Practices

Cat 6: Process Management

Best Practices from MBNQA Winners Bill Voravuth

ทาอยางไรให้องคกรสรางผลงานทีเป็ นเลิศ
่ ์ ้ ่

 ออกแบบระบบงานให้เป็ นระบบงานทีมประสิ ทธิภาพสูง
่ ี

 ออกแบบกระบวนการให้เป็ นกระบวนการทียอดเยียม
่ ่

 ควบคุมกระบวนการให้เป็ นไปตามทีไดออกแบบไว้
่ ้

 พยายามลดข้อผิดพลาด บกพรอง ให้เหลือน้อยทีสุด
่ ่

 พยายามสรางผลลัพธทีดกวาและนวัตกรรมใหมๆ
้ ์ ่ ี ่ ่
 แลกเปลียนเรียนรูซึงกันและกัน
่ ้ ่

Bill Voravuth

คนหาความสามารถพิเศษของตนเอง
้

6.1 ก (1)
องคกรมีวธการอยางไรในการกาหนดความสามารถพิเศษขององคกร
์ ิ ี ่ ์
ความสามารถพิเศษเหลานี้มอะไรบาง และมีความเชือมโยงกับพันธ
่ ี ้ ่
กิจ สภาพแวดลอมดานการแขงขัน และแผนปฏิบตการอยางไร
้ ้ ่ ั ิ ่
HOW does your organization determine its CORE COMPETENCIES?
What are your organization’s CORE COMPETENCIES, and how do
they relate to your MISSION, competitive environment, and
ACTION PLANS?

TQA Criteria Bill Voravuth

้

CORE COMPETENCIES
Must meet the following criteria:
 Delivers stakeholder-perceived value and
enable business to succeed
 Is rare and difficult for our existing or
potential competitors to copy
 Extends across our key services, products,
processes, systems, and markets with
organizational setup to utilize it
Bill Voravuth

Harry Hertz: core competencies

 Those areas of greatest
expertise for the organization
today as well as those areas of
expertise that are needed
strategically to sustain the
organization into the future.

 The Diagram shows
relationship between work
systems and work processes,
but also puts it in the context
of those vital core
competencies and the linkage
to strategy and sustainability
of the organization.

Harry Hertz - MBNQA Director - present Bill Voravuth

้

Novel Connect - 2008 MBNQA Case Study Bill Voravuth

้

City of Coral Spring - 2007 MBNQA Winner Bill Voravuth

้

 CCM’s Senior Leadership Team and Enterprise
Development Team review its core competencies during
the annual Strategy Review process
 SLT and EDT perform a capability inventory assessment
in all three market segments of Food, Feed and
Fermentation
 Rank using core competency scoring matrix:
 Relevance to the market
 Creation of customer value
 Difficulty of imitation
 Breadth of application

Cargill Corn Milling - 2008 MBNQA Winner Bill Voravuth

ความสามารถพิเศษของ CCM

 Risk Management & Origination
 Technical Support
 Supply Chain Management
 Corporate Social Responsibility


ความสามารถพิเศษของ CCM


้

 Senior Management Group and Board of Directors first
identified PVHS core competencies a decade ago as part
of a strategy for providing a lifetime care.
 SMG and interdisciplinary teams, such as the
performance excellence teams, regularly review and
verify the strength and relevance of core competencies
through a systematic process involving affinity sort and
redundant verification.
 Driven by the organization’s strategic challenges, these
core competencies give PVHS strategic advantages that
enable it to achieve its strategic plan and ultimately its
mission and vision.
Poudre Valley Health System - 2008 MBNQA Winner Bill Voravuth

ความสามารถพิเศษของ PVHS

 Engaging the Workforce
 Partnering
 Driving Innovation
 Ensuring Financial Stability


ความเชือมโยงของความสามารถพิเศษ
่


ออกแบบระบบงาน

6.1 ก (2)
องคกรมีวธการอยางไรในการออกแบบและสรางนวัตกรรมดาน
์ ิ ี ่ ้ ้
ระบบงานโดยรวม รวมทังวิธการทีใช้ตัดสิ นวากระบวนการใดใน
้ ี ่ ่
ระบบงานโดยรวมทังหมดเป็ นกระบวนการภายในองคกร(กระบวนการ
้ ์
ทางานทีสาคัญขององคกร) และกระบวนการใดจะใช้ทรัพยากรจาก
่ ์
แหลงภายนอก
่
HOW do you design and innovate your overall WORK SYSTEMS?
HOW do you decide which PROCESSES within your overall WORK
SYSTEMS will be internal to your organization (your KEY work
PROCESSES) and which will use external resources?



ARDEC’s Work System Integration Framework
and Competency Management System

 ARDEC systematically analyze the processes in terms of criticality to
mission, required resources, cost, schedule and performance
 Based on the analysis, ARDEC then determine which processes and
resources will be internal, external to our organization, or a
combination of both.
 ARDEC systematically integrate key work processes with core
competencies to effectively and efficiently complete huge, complex,
integrated development projects.
 ARDEC’s Engineering Management core competency and Resource
Management support competency, with their associated key work
processes, horizontally integrate with its Armaments Expertise to form
the teaming environment in which ARDEC accomplishes its work.

ARDEC - 2007 MBNQA Winner Bill Voravuth

Sharp Healthcare’s Value Creation Process
 Sharp designs and innovates its work systems through the Value
Creation Process.
 Sharp’s work systems connect the health care services delivered and
the management and support processes.
 Sharp’s work systems provide the resources, supplies, and support
to enable success health care delivery.
 During the Strategic Planning process, needs are identified using
listening and learning tools. Steps to follow are:
1) Health care need, business opportunity,
or support process need identified
2) Customer/stakeholder requirements solicited
3) Output determined
4) A work system is mapped
5) Input identified
6) Supplier/partners and resources determined
Sharp HealthCare - 2007 MBNQA Winner Bill Voravuth


Sharp HealthCare - 2007 MBNQA Winner Bill Voravuth

PVHS’s Business Decision Support Process
1. Identification of Opportunities
Ideas may originate from:
 Strategy Development and Deployment process
 proposals from staff, patients, physicians, and other stakeholders
 an urgent or emergent situation
2. Preliminary Proposal
The Project champion works with the Business Decision Support
Director to draft a proposal which must include service definition,
outlook, resource requirements, and feasibility analysis.
Initial approval by project champion’s Senior Management Group
representative based on proposal’s criticality to:
1) achieving strategic objectives; 2) meeting key customer
requirements; 3) enhancing strategic advantages or addressing
competitive challenges; and/or 4) meeting community needs.

PVHS’s Business Decision Support Process
3. Business Planning:
If given initial approval, the project champion works with Decision
Support and Planning to complete: 1) volume forecasting; 2)
feasibility analysis; 3) financial forecasting, with performance
targets for service.
4. Final Approval:
The expanded proposal returns to SMG for a go/no go decision,
with funding through SDD or the contingency fund.
5. Implementation and Review:
The new or expanded service is implemented, and Decision
Support and Planning reviews it quarterly relative to business plan
forecasts. The project champion manages and improves new
processes as described in 6.2


ออกแบบกระบวนการให้ไดเปรียบและโดนใจลูกคา
้ ้

6.1 ข (1)
กระบวนการทางานทีสาคัญขององคกรมีอะไรบาง มีความสั มพันธกับ
่ ์ ้ ์
ความสามารถพิเศษอยางไรรวมทังมีผลอยางไรตอการส่งมอบคุณคาแก่
่ ้ ่ ่ ่
ลูกคา สรางกาไร ทาให้องคกรไดรับความสาเร็จและยังยืน
้ ้ ์ ้ ่

What are your organization’s KEY works PROCESSES? How do these
KEY work PROCESSES relate to your CORE COMPETENCIES? How do
these PROCESSES contribute to delivering CUSTOMER VALUE,
profitability, organizational success, and SUSTAINABILITY?


้ ้

6.1 ข (2)
องคกรมีวธการอยางไรในการจัดทาขอกาหนดของกระบวนการ
์ ิ ี ่ ้
ทางานทีสาคัญ โดยใช้ขอมูลจากลูกคา ผูส่งมอบ คูคา และ
่ ้ ้ ้ ่ ้
คูความรวมมือ (*) และขอกาหนดทีสาคัญของกระบวนการดังกลาวคือ
่ ่ ้ ่ ่
อะไร

HOW do you determine KEY work PROCESS requirements,
incorporating input from CUSTOMERS, suppliers, PARTNERS, and
COLLABORATORS, as appropriate?
What are the KEY requirements for these PROCESSES?


้ ้

6.1 ข (3)
องคกรมีวธการอยางไรในการออกแบบและสรางนวัตกรรมของกระบวนการ
์ ิ ี ่ ้
ทางาน เพือให้เป็ นไปตามขอกาหนดทีสาคัญ มีวธการอยางไรในการนา
่ ้ ่ ิ ี ่
เทคโนโลยีใหม่ ความรูขององคกร และความคลองตัวทีอาจจาเป็ นใน
้ ์ ่ ่
อนาคต มาประกอบในการออกแบบกระบวนการเหลานี้ รวมทังมีวธการ่ ้ ิ ี
อยางไรในการนารอบเวลา ผลิตภาพ การควบคุมตนทุน รวมทังปัจจัย
่ ้ ้
ดานประสิ ทธิภาพและประสิ ทธิผลอืนๆ มาประกอบในการออกแบบ
้ ่
กระบวนการเหลานี้ ่
HOW do you design and innovate your work PROCESSES to meet all the
KEY requirements? HOW do you incorporate new technology,
organizational knowledge, and the potential need for agility into the
design of these PROCESSES? HOW do you incorporate CYCLE TIME,
PRODUCTIVITY, cost control, and other efficiency and EFFECTIVENESS
factors into the design of these PROCESSES?


้ ้

Mercy - 2007 MBNQA Winner Bill Voravuth

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PRO-TEC - 2007 MBNQA Winner Bill Voravuth

้ ้


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6.1b(2) Work Process Requirements:

 ARDEC has Process Teams reside within the Strategic Management
and Process Office (SMPO) to follow a robust methodology to define
SMPO’s requirements as delineated in ARDEC’s Process Guidelines.
 Through VOC, ARDEC listens and learns about customer requirements.
Customers participate in ARDEC’s Strategic Planning Process (SPP) and
provide information about new and existing requirements, market
changes, and other data that impact customers’ needs.
 ARDEC invites customers to be part of their Integrated Product Teams
(IPT) as well as other process teams for providing valuable input on a
continuing basis.
 ARDEC also listens to and learns from their suppliers, partners and
collaborators through various methods.


้ ้

Iredell-Statesville Schools - 2008 MBNQA Winner Bill Voravuth

้ ้

PVHS’s Process Design Steps
1. An oversight committee or director identifies a need for process design
and forms a multidisciplinary design team representing stakeholders,
such as the workforce, suppliers, and partners.
2. The design team determines process requirements, such as efficiency and
effectiveness measures and the need for agility, as described in 6.1b(2).
3. The design team identifies internal and external best practices and
opportunities for innovation, including new technology, through
organizational knowledge, literature reviews, site visits, and/or experts.
4. The team maps the process.
5. If possible, the team performs a pilot to make sure that the process
meets requirements.
6. If the process does not perform to goal, the team revised the process.


้ ้

6.1b(2) Work Process Requirements:
 PVHS determines key work process requirements based on
extensively Voice of the Customer data plus input from
patients and the community.
 For support processes, VOC information come from
workforce, supplier, and partner surveys, interviews,
and/or focus groups, as well as appropriate stakeholder
representation on process design teams.
 Based on customer requirements, design teams identify
in-process and outcome indicators and goals to ensure
that the process is performing to target.


้ ้


้ ้

Best Practice Model (BPM)
CCM uses the BPM process, owned by the Senior
Leadership Team and deployed by the Process
Development Group Leaders, to:
1) Design and innovate work processes
to meet key requirements
2) Modify processes for efficiency, effectiveness,
agility, and cost control improvements


้ ้

Best Practice Model (BPM)

 The Management of Change (MOC) process is used in the final
step of the BPM to ensure product quality, implementation of
new technology, service, safety, food safety, consistency,
reliability and environmental protection are built into each
process design or refinement.
 In the same step of the model, new and innovative ideas and
approaches initiate a refinement cycle for the process.
 The use of new technology and organizational knowledge is
incorporated into several steps of the BPM either directly or
through the MOC process.


้ ้


้ ้

Customer Value
These key work processes contribute to customer value by
systematically enabling CCM to build deeper relationships with
targeted customers, discover unmet needs, and collaborate, create,
and deliver new products and solutions leading to customer process.


้ ้

Profitability
These key work processes analyze markets for growth, identify
strategic customers and suppliers, plan asset utilization, optimize
delivery resources, implement innovative ideas, and define overall
strategies for maximizing earnings using tools such as trend analysis
and linear optimization.


้ ้

Sustainability
These key work processes focus on workforce capability and
capacity, technology and equipment, risk management, and
environmental stewardship.


การเตรียมพรอมตอภัยพิบตหรือภาวะฉุ กเฉิน
้ ่ ั ิ

6.1 ค
องคกรมีวธการอยางไรเพือทาให้มันใจวาระบบงาน และสถานที่
์ ิ ี ่ ่ ่ ่
ทางานมีการเตรียมพรอมตอภัยพิบตหรือภาวะฉุ กเฉิน ระบบการ
้ ่ ั ิ
เตรียมพรอมตอภัยพิบตและภาวะฉุกเฉินดังกลาวไดคานึงถึงการป้องกัน
้ ่ ั ิ ่ ้
การจัดการ ความตอเนื่องของการดาเนินการ และการทาให้คืนสู่
่
สภาพเดิมอยางไร ่
HOW do you ensure WORK SYSTEM and workplace preparedness
for disasters or emergencies? HOW does your disaster and
emergency preparedness system consider prevention,
management, continuity of operations, and recovery?


้ ่ ั ิ

PRO-TEC - 2007 MBNQA Winner Bill Voravuth

้ ่ ั ิ

6.1c Emergency Readiness:
 ARDEC establishes its own Mission Security Office in 2006,
though it continues to work jointly with the Garrison to
provide emergency readiness.
 ARDEC develops own COOP in 2007 to support continuity
of operations across the company. The plan defines
Mission Essential Functions (MEF) required to be
performed in case of an adverse event and will identify
and coordinate the use of an alternative site.
 The plan will designate which key personnel will be
required to report to an alternate site to perform MEF
which will work to restore facilities at the current site and
which will work from home.
 The plan will also determine which files/data are essential
and must be available for MEF.

้ ่ ั ิ

 PVHS has processes in place to ensure work system and
workplace preparedness for disasters and emergencies.
 Its coverage is initiated with the Prevention schemes of
Environmental Health and Safety Program and the
Infection Control Program.
 The Management Plan is then developed to ensure the
continuation of identified critical medical services.
 The Financial and Operation Plan are in place to ensure
the continuity of operations in the event of an emergency.
 The program then expanded its coverage to include the
Evacuation and Recovery Plan in order to ensure the
organizational sustainability through a disaster.


้ ่ ั ิ

 The Emergency Action Plan (EAP) owned by the VP of
Operations, details chains of command, actions, and
notifications required for emergencies.
 The EAP includes requirements for resumption of
operations after an event.
 Regular drills are conducts with local emergency
professionals.
 CCM also has Hazard Analysis Critical Control Point
(HACCP) plans which is owned by QA Manager whom is
the member of the Senior Management Team to address
all internal required control points including monitored,
verified and validated on regular frequencies.


ควบคุมกระบวนการเพือสรางหลักประกันดานคุณภาพ
่ ้ ้

6.2 ก (1)
องคกรนากระบวนการทางานไปปฏิบตอยางไร เพือให้เป็ นไปตามขอกาหนด
์ ั ิ ่ ่ ้
ของการออกแบบ องคกรมีวธการอยางไรในการทาให้มันใจวาการ
์ ิ ี ่ ่ ่
ปฏิบตงานประจาวันของกระบวนการเหลานี้จะเป็ นไปตามขอกาหนดทีสาคัญ
ั ิ ่ ้ ่
องคกรมีวธการอยางไรในการนาขอมูลจากลูกคา ผูส่งมอบคูค้า และ
์ ิ ี ่ ้ ้ ้ ่
คูความรวมมือมาใช้ในการจัดการกระบวนการดังกลาว (*) ตัววัดหรือดัชนีชี้
่ ่ ่
วัดผลการดาเนินการทีสาคัญและตัววัดในกระบวนการทีองคกรใช้ในการ
่ ่ ์
ควบคุมและปรับปรุงกระบวนการทางานตางๆ คืออะไร
่
HOW do you implement your work PROCESSES to ensure that they meet design
requirements? HOW does your subsequent day-to-day operation of these
PROCESSES ensure that they meet KEY PROCESS requirements? HOW is
CUSTOMER, supplier, PARTNER, and COLLABORATOR input used in managing
these PROCESSES, as appropriate? What are your KEY PERFORMANCE
MEASURES or INDICATORS and in-process MEASURES used for the control and
improvement of your work PROCESSES?

่ ้ ้

6.2a(1) Work Process Management:

 ARDEC Process Owners implement all new or redesigned
processes. Process Owners monitor, control and evaluated all
key process measures defined during the process design.
 ARDEC will test the new or redesigned process in a pilot mode
to ensure it is working in accordance with design requirements.
Once it has been validated and is ready for full implementation,
deployment and user-training plans are developed.
 Simple processes are documented with a process narrative and
flow map and posted on intranet ARDEC Process Asset Library
(PAL). Other more complex processes require formal training to
include classroom and in-the-workplace training.


่ ้ ้

 PVHS has systematic process for implementing work processes upon
design completion:
1) the design team mocks up or pilots the process and invites users
to test it and makes appropriate modifications
2) the design team rolls out the process and standardizes it across
the organization
3) the design team and relevant departments monitor and adjust
the process to make sure its is meeting design requirements.
 PVHS designs processes to incorporate automation, error-proofing,
alert system and monitors in-process measures as early indicators of
potential problems in order to ensure that processes are meeting key
requirements in day-to-day operations. PVHS also monitors monthly,
quarterly and yearly audits through oversight committees.

่ ้ ้


 PVHS uses unit-specific collaborative-practice guidelines and protocols
to reduce variability and response time. Processes incorporate
patient feedback and in-process measures. On a daily and shift-by-
shift basis, caregivers make and document corrections if the patient is
not responding as expected. Quality Resources performs real-time
audits to ensure that guidelines are follows.
 Suppliers assist in managing work processes by training on new
equipments, advising on design and remodel, ensuring product
availability and effectiveness and participating in process
improvements. Major suppliers meet regularly with appropriate
directors to assess service standards and product availability.


่ ้ ้


 CCM creates and use new process Standard Operating Procedures
(SOP) for training employees. Process owners are responsible for
maintaining SOPs.
 Methods used for the implementation of new or modified work
processes include pilot testing or parallel processing.
 Measures are defined for all key work processes and are used for
control and improvement. Process owners monitor key work process
performance measures on a routine basis of daily, weekly or monthly.
 Root Cause Analysis is used to create action plans addressing
rejections, lost-time accidents, environmental incidents, significant
property damage, major maintenance repairs or repeat issues.


ลดตนทุนโดยรวม ของเสี ย และความสูญเสี ยของกระบวนการ
้

6.2 ก (2)
องคกรมีวธการอยางไรในการลดตนทุนโดยรวมทีเกียวข้องกับการ
์ ิ ี ่ ้ ่ ่
ตรวจสอบ การทดสอบ และการตรวจประเมินกระบวนการหรือผล
การดาเนินการ (*) องคกรมีวธการอยางไรในการป้องกันไมให้เกิดสิ่ ง
์ ิ ี ่ ่
บกพรอง ความผิดพลาดของการให้บริการ และการทางานซา
่ ้
รวมทังการลดคาใช้จายในการประกันผลิตภัณฑ ์ หรือการสูญเสี ย
้ ่ ่
ผลิตภาพของลูกคาให้น้อยทีสด (*)
้ ่ ุ
HOW do you minimize overall costs associated with inspections,
tests, and PROCESS or PERFORMANCE audits, as appropriate? HOW
do you prevent defects, service errors, and rework and minimize
warranty costs or CUSTOMERS’ PRODUCTIVITY losses, as
appropriate?


้

6.2a(2) Minimize Overall Costs:
 ARDEC minimizes overall costs associated with inspection, test and
process or performance audits by using the appropriate Enterprise
Excellence tools to uncover potential problems early in the design cycle.
 Using Capability Maturity Model Integration (CMMI) in software
development projects able to isolate majority of requirements defects in
the requirements analysis phase of software development.
 ARDEC uses Lean Six Sigma to reduce variability and catch defects before
a problem occurs.
 ARDEC utilize predictive reliability models to identify system stress points
prior to “bending metal”, allowing products to be designed for quality.


้


 PVHS minimizes over all costs associated with inspections,
tests and process or performance audits by:
1) incorporating automation and error proofing into
process and service design
2) identifying in-process measures that give early
indications of potential problems.
 PVHS has automated alert systems that minimize constant
checking and re-checking of vital systems but still ensure
vigilant monitoring.


้


 CCM prevents defects, service errors, minimize warranty costs and
customer productivity losses through their process design and
process refinements made using the Best Practices Model (BPM).
 Process Development Groups (PDG) works with the QA Department
to review testing and inspection frequencies at least once per year
to determine where they can be reduced or eliminated.
 CCM utilizes their preferred supplier process to reduce their
inbound testing of chemicals and processing aids.


พัฒนาคุณภาพสู่ความเป็ นเลิศ

6.2 ข
องคกรองคกรมีวธการอยางไรในการปรับปรุงกระบวนการทางานเพือ
์ ์ ิ ี ่ ่
บรรลุผลการดาเนินการทีดขน ลดความแปรปรวนของกระบวนการ
่ ี ึ้
ปรับปรุงผลิตภัณฑและบริการให้ดีขน รวมทังทาให้กระบวนการ
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เหลานี้ทนกับความตองการและทิศทางของธุรกิจอยูเสมอ องคกรมี
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วิธการอยางไรในการแบงปันขอมูลการปรับปรุงและบทเรียนทีไดรับ
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ระหวางหน่วยงานและกระบวนการอืนๆ เพือผลักดันให้เกิดการ
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เรียนรูและสรางนวัตกรรมในองคกร
้ ้ ์
HOW do you improve your work PROCESSES to achieve better
PERFORMANCE, to reduce variability, to improve products and
services, and to keep the PROCESSES current with business needs
and directions? HOW are improvements and lessons learned
shared with other organizational units and PROCESSES to drive
organizational LEARNING and INNOVATION?


Process/Product Design & Improvement System
 ARDEC uses its Process/Product Design and Improvement
System to improve work processes to achieve better
performance, reduce variability, improve products and services
and to keep the processes current with business needs.
 ARDEC uses Process Asset Library (PAL) as a part of
knowledgebase repository on Oracle Collaboration Suite (OCS)
to disseminate process knowledge throughout the organization.
The main purpose is to facilitate and improve process asset
management, distribution, execution, and retention for ARDEC
processes.
 ARDEC uses PAL as “one-stop show” for the ARDEC workforce to
access policies, procedures, templates, tools and guidance.


Process Improvement Team (PIT)
 PVHS embed the culture of performance excellence and
organizational learning with formal and informal approaches
during continual work process improvement.
 The identified improvement opportunities by staff or through
performance measurement system are escalated to system PDCA
initiatives.
 The Process Improvement Team (PIT) approve and monitor
system PDCA initiatives. The PIT is one of key multidisciplinary
performance excellence teams that play a key role in the
organization’s performance improvement system.
 The PIT has function as system-wide oversight committee in
Annual Performance Excellence Cycle and in monthly monitoring
of key performance measure.



Process Development Group Process (PDG)
 Intent of the PDG process is to encourage the behaviors of
cooperation and collaboration, promote innovation, and expand
organizational learning and expertise.
 PDGs are structured to work across facilities, functional areas,
and product lines to standardize procedures and seek out best
practices for product/service improvement.
 Each PDG consists of at least one employee from each facility
plus the PDG Leader and its structure facilitates best practice
sharing at and between locations.
 PDG Teams utilize the 9-step BPM as tool.
 The SMT is responsible for the PDG process and PDG Leaders are
responsible for deployment and implementation of best
practices across the CCM for their PDG.



Idea to Innovation Process (i2i)
 The i2i process is a formal approach used in CCM key Profitability work
process Manage Idea & Concept Generation and is owned by the
Innovation Manager. It captures and tracked innovative ideas relating
to new discoveries, cost efficiencies, process improvements and ways
to help meet our business goals and objectives through a computer-
based systems.
 The 4 steps for this process are:
1) Employees enter ideas into the i2i system
2) Ideas are reviewed by cross-functional Innovation Review Team
(IRT)
3) IRTs classify and prioritize ideas using Idea Prioritization Matrix
4) Idea mentors are assigned to either nurture or reject the idea
with the employees.



Root Cause Analysis Process (RCA)
 The RCA process is a formal approach to analyze problems and
implement solutions for improvement. The RCA coordinator is the
owner of the process. The cross-functional RCA Steering Team meets
annually to review threshold triggers for the business unit.
 The key steps are:
1) Problem owner forms an ad-hoc RCA team
2) This team meets and develops a cause and effect chart
3) Team gathers evidence to determine problem’s root causes
4) Team brainstorms effective solutions to eliminate root causes
5) Team implements the solutions
6) Team follows up to ensure resolution.


TQA Cat 6 Best Practices

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