| This is applicable all the more so for businesses that | | | | Solutions |
| just cannot afford to keep solving the same types of | | | | After identifying the problem, the next step deals with |
| problems over and over again and deriving satisfaction | | | | finding the root causes and also understanding their |
| from such dubious achievements. So what is the right | | | | relationship with each other. This is usually done by |
| approach to problem solving? Well, for that you just | | | | collecting sample data related to the problem and |
| need to have a look at the time-tested Six Sigma root | | | | consequently using the root cause analysis tool for |
| cause analysis tool that stresses locating and | | | | finding the main factors responsible for the defined |
| eliminating the root causes of the problem rather than | | | | problem. |
| finding quick-fix solutions. | | | | This step also deals with finding the most appropriate |
| In effect, it basically helps businesses to find long-lasting | | | | solutions that not only solve the given problem, but also |
| solutions for all types of problems that occur | | | | ensure that the problem does not reoccur in the near |
| repeatedly when left unchecked in their natural state. | | | | future. Usually multiple solutions are suggested and put |
| For better understanding, let us discuss how exactly | | | | through advanced simulation tests to check their |
| does the Six Sigma root cause analysis tool helps | | | | applicability. |
| businesses to find the most appropriate solutions. | | | | From among these, the solution that best fits the bill is |
| Defining and Measuring the Problem | | | | selected for final implementation. |
| The first step in the root cause analysis process deals | | | | Implementing and Controlling |
| with the identification and measurement of the | | | | A business may have zeroed in on the most |
| problem. In this step, all the various aspects are | | | | appropriate solution, but its responsibilities do not end |
| considered such as when exactly does the problem | | | | there. It's because the business still needs to implement |
| occur, where exactly it occurs, what damage potential | | | | the solution and put in place control systems that will |
| does it have, why exactly does the business needs to | | | | help in verifying the success or failure of the |
| solve the problem and how will the business benefit by | | | | implemented solution. |
| solving the problem. | | | | It is only when the implemented solution passes the |
| All this is usually done by comparing the VOC (Voice | | | | control tests can the business claim success for its |
| of the Customer) that represents customer | | | | problem solving initiatives. |
| expectations and the VOP (Voice of the Process) | | | | Problems are inherent to business processes, and no |
| that represents what customers are currently | | | | tool or technique can ever claim to eliminate the |
| receiving. Using this approach helps businesses to | | | | occurrence of new problems. Six Sigma root cause |
| devise effective solutions that are in line with customer | | | | analysis is preferred because it at least ensures that |
| needs and requirements. | | | | existing problems do not reoccur and are resolved in |
| Finding the Root Causes and Devising Effective | | | | the most appropriate manner. |