HLT 308V Week 2 DQ 2

Describe the purpose of a root-cause analysis. Discuss an example of any issue that would necessitate a root-cause analysis. You may use an incident from a referenced article, textbook, or personal experience. Support your analysis with one peer-reviewed reference. Identify the actions that would need to be taken to correct the issue.

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The purpose of a root-cause analysis

Introduction

You’ve just been asked to conduct a root-cause analysis (RCA). You’re not quite sure what that is, but you do know it’s one of those terms that sounds official and important. The question is: How do you go about doing this? In this article, we’ll explain what the purpose of an RCA is and how to perform one.

the purpose of the RCA is to identify the major and persistent contributing factors that led to the outcome.

The purpose of the RCA is to identify the major and persistent contributing factors that led to the outcome. It can help you find solutions, but it’s not a solution itself.

For example: Let’s say you’re a manager working on improving customer service at your company’s call center. You want to know what keeps customers hanging up on their calls—a common problem with call centers because people are often emotional when they make them (and sometimes just don’t care). The first step would be to conduct an RCA; then you might look at some statistics about how many calls each agent takes every month or quarter, as well as how many people hang up before getting through (or even try). You’ll also want to look at things like total call volume over time and trends in these numbers over time (for example if there was an increase in hang-ups during one quarter but decreased again by another).

An RCA may be aimed at identifying:

An RCA is an analysis of the root cause of a problem, and it’s often aimed at identifying:

• The factors that contributed to the problem.

• The factors that led to the outcome.

The purpose of an RCA is not just to identify specific causes, but also to focus on how those causes can be addressed in order for them not only not be repeated again but also prevented from occurring in future situations. For example, if you find out your company has been experiencing high turnover rates because they don’t offer enough training opportunities or pay reasonable wages—and then you learn that this issue may have been caused by poor communication between employees who are taking care of different tasks—then you’ll want to address both issues before moving on with other parts of your business plan.

For more information on performing a root-cause analysis (RCA), see the article in this topic, “How to perform a root-cause analysis.”

A root-cause analysis is a systematic method for analyzing the factors that cause recurring problems. It helps identify the root cause of a problem and prevent it from happening again. By using RCA, you can improve processes and reduce costs by identifying what causes problems so you can fix them.

To perform an RCA, follow these steps:

The purpose of the RCA is to determine the major and persistent contributing factors that led to the outcome.

The purpose of the RCA is to determine the major and persistent contributing factors that led to the outcome. This helps you determine why something happened, which can then be used in problem solving.

The RCA is a systematic approach to identifying all significant causes of an event or condition, including their relationship with each other and with other events/conditions (i.e., clusters).

Conclusion

The RCA is a useful tool for identifying the main factors that led to an outcome. It can be used to identify outmoded processes and practices, new ways of doing things, and other factors that may have contributed to an issue.

A root cause analysis can be done in any situation where there is an identifiable problem with a system or process. This could be anything from a manufacturing line that has been losing products due to poor quality control practices—or even just because someone forgot about them—to something as simple as “a lack of communication within an organization” or “an employee who doesn’t understand what they are supposed do with their time off” (which happens more often than one might think).

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