Top 184 Root-cause analysis Goals and Objectives Questions

What is involved in Root-cause analysis

Find out what the related areas are that Root-cause analysis connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Root-cause analysis thinking-frame.

How far is your company on its Root-cause analysis journey?

Take this short survey to gauge your organization’s progress toward Root-cause analysis leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.

To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.

Start the Checklist

Below you will find a quick checklist designed to help you think about which Root-cause analysis related domains to cover and 184 essential critical questions to check off in that domain.

The following domains are covered:

Root-cause analysis, Root cause analysis, 5 Whys, A3 problem solving, Accident Analysis, Barrier analysis, Business process, Business process mapping, Change management, Control plan, Data mining, Design of experiments, Eight Disciplines Problem Solving, Factor analysis, Failure analysis, Failure mode and effects analysis, Fault tree analysis, Forensic engineering, Graph theory, Hierarchical clustering, Incident management, Maintenance, Repair and Operations, Multi-vari chart, Multiple regression, Multivariate linear regression, Occupational safety and health, Orthogonal Defect Classification, Pareto chart, Problem solving, Process capability, Project charter, Quality control, Risk management, Root cause, Sequence of events, Six Sigma, Statistical process control, Structural fix, Systems analysis, Value stream mapping, Voice of the customer:

Root-cause analysis Critical Criteria:

Value Root-cause analysis tasks and acquire concise Root-cause analysis education.

– What are the Essentials of Internal Root-cause analysis Management?

– What are current Root-cause analysis Paradigms?

– Why are Root-cause analysis skills important?

Root cause analysis Critical Criteria:

Consult on Root cause analysis failures and slay a dragon.

– What is the purpose of Root-cause analysis in relation to the mission?

– Are there recognized Root-cause analysis problems?

– How do we keep improving Root-cause analysis?

– Do we do Root Cause Analysis?

5 Whys Critical Criteria:

Distinguish 5 Whys tasks and get out your magnifying glass.

– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Root-cause analysis?

– How do we know that any Root-cause analysis analysis is complete and comprehensive?

– What are the usability implications of Root-cause analysis actions?

A3 problem solving Critical Criteria:

Gauge A3 problem solving adoptions and assess what counts with A3 problem solving that we are not counting.

– What threat is Root-cause analysis addressing?

Accident Analysis Critical Criteria:

Understand Accident Analysis visions and question.

– Who will be responsible for making the decisions to include or exclude requested changes once Root-cause analysis is underway?

– Why is it important to have senior management support for a Root-cause analysis project?

– Do we all define Root-cause analysis in the same way?

Barrier analysis Critical Criteria:

Accelerate Barrier analysis projects and find out.

– Does Root-cause analysis systematically track and analyze outcomes for accountability and quality improvement?

– What potential environmental factors impact the Root-cause analysis effort?

– Are we Assessing Root-cause analysis and Risk?

Business process Critical Criteria:

Closely inspect Business process adoptions and look at it backwards.

– Have the segments, goals and performance objectives been translated into an actionable and realistic target business and information architecture expressed within business functions, business processes, and information requirements?

– Have senior executives clearly identified and explained concerns regarding Customer Service issues and other change drivers, and emphasized that major improvements are imperative?

– To what extent will this product open up for subsequent add-on products, e.g. business process outsourcing services built on top of a program-as-a-service offering?

– Has business process Cybersecurity has been included in continuity of operations plans for areas such as customer data, billing, etc.?

– Are interruptions to business activities counteracted and critical business processes protected from the effects of major failures or disasters?

– What are the disruptive Root-cause analysis technologies that enable our organization to radically change our business processes?

– Do you design data protection and privacy requirements into the development of your business processes and new systems?

– How do clients contact client services with any questions about business processes?

– What are the relationships with other business processes and are these necessary?

– How do you inventory and assess business processes as part of an ERP evaluation?

– Do changes in business processes fall under the scope of change management?

– What business process supports the entry and validation of the data?

– How will business process and behavioral change be managed?

– How does the solution handle core business processes?

– What/how are business processes defined?

– What is the business process?

Business process mapping Critical Criteria:

Consolidate Business process mapping results and point out improvements in Business process mapping.

– What are the key elements of your Root-cause analysis performance improvement system, including your evaluation, organizational learning, and innovation processes?

– Are there Root-cause analysis Models?

Change management Critical Criteria:

Examine Change management tasks and devote time assessing Change management and its risk.

– Workforce Change Management How do you prepare your workforce for changing capability and capacity needs? How do you manage your workforce, its needs, and your needs to ensure continuity, prevent workforce reductions, and minimize the impact of workforce reductions, if they do become necessary? How do you prepare for and manage periods of workforce growth?

– Troubleshooting – are problems related to what is actually changing (the change), to the management of tasks and resources to make the change happen (project management) or to issues relating to employee engagement, buy-in and resistance (Change Management)?

– In terms of change focus, leaders will examine the success of past strategic initiatives and the concrete Change Management that accompanied them. is the overall strategy sound?

– What are the most important benefits of effective organizational change management?

– Does the service providers Change Management process match the customers needs?

– Think of your Root-cause analysis project. what are the main functions?

– What has been your most Challenging change management experience?

– In what scenarios should change management systems be introduced?

– What are common barriers to using Change Management in practice?

– What change management practices does your organization employ?

– When and how is Change Management used on a project?

– When to start Change Management?

– What is Change Management?

Control plan Critical Criteria:

Categorize Control plan decisions and get out your magnifying glass.

– Have the types of risks that may impact Root-cause analysis been identified and analyzed?

– Do Root-cause analysis rules make a reasonable demand on a users capabilities?

Data mining Critical Criteria:

Examine Data mining governance and document what potential Data mining megatrends could make our business model obsolete.

– What are your key performance measures or indicators and in-process measures for the control and improvement of your Root-cause analysis processes?

– Which customers cant participate in our Root-cause analysis domain because they lack skills, wealth, or convenient access to existing solutions?

– Do you see the need to clarify copyright aspects of the data-driven innovation (e.g. with respect to technologies such as text and data mining)?

– What types of transactional activities and data mining are being used and where do we see the greatest potential benefits?

– What is the difference between Data Analytics Data Analysis Data Mining and Data Science?

– What is the difference between business intelligence business analytics and data mining?

– Is business intelligence set to play a key role in the future of Human Resources?

– What programs do we have to teach data mining?

– Why should we adopt a Root-cause analysis framework?

Design of experiments Critical Criteria:

Jump start Design of experiments goals and pioneer acquisition of Design of experiments systems.

– What are our best practices for minimizing Root-cause analysis project risk, while demonstrating incremental value and quick wins throughout the Root-cause analysis project lifecycle?

– Are accountability and ownership for Root-cause analysis clearly defined?

Eight Disciplines Problem Solving Critical Criteria:

Think carefully about Eight Disciplines Problem Solving visions and raise human resource and employment practices for Eight Disciplines Problem Solving.

– What are the top 3 things at the forefront of our Root-cause analysis agendas for the next 3 years?

– Are we making progress? and are we making progress as Root-cause analysis leaders?

– How important is Root-cause analysis to the user organizations mission?

Factor analysis Critical Criteria:

Think about Factor analysis planning and define Factor analysis competency-based leadership.

– Does Root-cause analysis analysis isolate the fundamental causes of problems?

– What about Root-cause analysis Analysis of results?

Failure analysis Critical Criteria:

Be clear about Failure analysis tactics and use obstacles to break out of ruts.

– Why is Root-cause analysis important for you now?

– What is our Root-cause analysis Strategy?

Failure mode and effects analysis Critical Criteria:

Be clear about Failure mode and effects analysis goals and balance specific methods for improving Failure mode and effects analysis results.

– Who will be responsible for documenting the Root-cause analysis requirements in detail?

Fault tree analysis Critical Criteria:

Match Fault tree analysis tactics and give examples utilizing a core of simple Fault tree analysis skills.

– What new services of functionality will be implemented next with Root-cause analysis ?

– What are the Key enablers to make this Root-cause analysis move?

Forensic engineering Critical Criteria:

Trace Forensic engineering goals and question.

– Does Root-cause analysis analysis show the relationships among important Root-cause analysis factors?

– How do we manage Root-cause analysis Knowledge Management (KM)?

Graph theory Critical Criteria:

Use past Graph theory decisions and devote time assessing Graph theory and its risk.

– Is the Root-cause analysis organization completing tasks effectively and efficiently?

– Who are the people involved in developing and implementing Root-cause analysis?

– Do you monitor the effectiveness of your Root-cause analysis activities?

Hierarchical clustering Critical Criteria:

Paraphrase Hierarchical clustering failures and attract Hierarchical clustering skills.

– Is Root-cause analysis dependent on the successful delivery of a current project?

– How can the value of Root-cause analysis be defined?

Incident management Critical Criteria:

Grasp Incident management risks and create Incident management explanations for all managers.

– Will new equipment/products be required to facilitate Root-cause analysis delivery for example is new software needed?

– Which processes other than incident management are involved in achieving a structural solution ?

– In which cases can CMDB be usefull in incident management?

– What is a primary goal of incident management?

Maintenance, Repair and Operations Critical Criteria:

Co-operate on Maintenance, Repair and Operations engagements and frame using storytelling to create more compelling Maintenance, Repair and Operations projects.

– How do we go about Securing Root-cause analysis?

Multi-vari chart Critical Criteria:

Debate over Multi-vari chart leadership and point out Multi-vari chart tensions in leadership.

– Does our organization need more Root-cause analysis education?

Multiple regression Critical Criteria:

Illustrate Multiple regression management and handle a jump-start course to Multiple regression.

– In a project to restructure Root-cause analysis outcomes, which stakeholders would you involve?

Multivariate linear regression Critical Criteria:

Talk about Multivariate linear regression governance and arbitrate Multivariate linear regression techniques that enhance teamwork and productivity.

– Can Management personnel recognize the monetary benefit of Root-cause analysis?

– What are internal and external Root-cause analysis relations?

Occupational safety and health Critical Criteria:

Jump start Occupational safety and health visions and define what our big hairy audacious Occupational safety and health goal is.

– Think about the people you identified for your Root-cause analysis project and the project responsibilities you would assign to them. what kind of training do you think they would need to perform these responsibilities effectively?

– What other jobs or tasks affect the performance of the steps in the Root-cause analysis process?

– How do we maintain Root-cause analysiss Integrity?

Orthogonal Defect Classification Critical Criteria:

Collaborate on Orthogonal Defect Classification results and devote time assessing Orthogonal Defect Classification and its risk.

– Do those selected for the Root-cause analysis team have a good general understanding of what Root-cause analysis is all about?

– To what extent does management recognize Root-cause analysis as a tool to increase the results?

– What are our Root-cause analysis Processes?

Pareto chart Critical Criteria:

Map Pareto chart issues and be persistent.

– How do you incorporate cycle time, productivity, cost control, and other efficiency and effectiveness factors into these Root-cause analysis processes?

– What are the barriers to increased Root-cause analysis production?

– How do we Lead with Root-cause analysis in Mind?

Problem solving Critical Criteria:

Substantiate Problem solving strategies and handle a jump-start course to Problem solving.

– Key problem solving knowledge resides with the knowledge workers, and not the manager. So, how do we adapt project management techniques to deal with this key reality?

– How do we Improve Root-cause analysis service perception, and satisfaction?

Process capability Critical Criteria:

Reconstruct Process capability planning and forecast involvement of future Process capability projects in development.

– How can we improve Root-cause analysis?

Project charter Critical Criteria:

Understand Project charter leadership and interpret which customers can’t participate in Project charter because they lack skills.

– At what point will vulnerability assessments be performed once Root-cause analysis is put into production (e.g., ongoing Risk Management after implementation)?

– Is maximizing Root-cause analysis protection the same as minimizing Root-cause analysis loss?

– What knowledge, skills and characteristics mark a good Root-cause analysis project manager?

Quality control Critical Criteria:

Analyze Quality control governance and assess what counts with Quality control that we are not counting.

– Is the Quality Assurance function recognized to be different from implicit and continuous quality control during fabrication, in that it is discrete, explicit following production, and ignores the sequence or nature of the fabrication steps or processes?

– Do we conduct regular data quality audits to ensure that our strategies for enforcing quality control are up-to-date and that any corrective measures undertaken in the past have been successful in improving Data Quality?

– Have we established unit(s) whose primary responsibility is internal audit, Quality Assurance, internal control or quality control?

– What policies do we need to develop or enhance to ensure the quality control of data gathered?

– What quality control measures will be used to ensure the program progresses as planned?

– Do we regularly review and update its Data Quality control procedures?

– Are regulatory inspections considered part of quality control?

– Who will provide the final approval of Root-cause analysis deliverables?

– Does the Root-cause analysis task fit the clients priorities?

– What are the short and long-term Root-cause analysis goals?

– What is your quality control system?

– What about quality control? Defects?

– What about quality control?

Risk management Critical Criteria:

Chart Risk management issues and separate what are the business goals Risk management is aiming to achieve.

– What domains of knowledge and types of Cybersecurity-associated skills and abilities are necessary for engineers involved in operating industrial processes to achieve safe and reliable operating goals?

– How would you characterize the adequacy of Risk Management typically done for projects and programs in your organization?

– What training is provided to personnel that are involved with Cybersecurity control, implementation, and policies?

– Do you have a process for looking at consequences of cyber incidents that informs your risk management process?

– Is access to systems and assets controlled, incorporating the principle of least functionality?

– Do your response plans include lessons learned and mechanisms for continual improvement?

– How does the business impact analysis use data from Risk Management and risk analysis?

– Do you have an enterprise-wide risk management program that includes Cybersecurity?

– Whos in charge of inactivating user names and passwords as personnel changes occur?

– How secure -well protected against potential risks is the information system ?

– What is our approach to Risk Management in the specific area of social media?

– When Do we Need a Board-Level Risk Management Committee?

– How often are personnel trained in this procedure?

– What are the passwords minimum length and maximum lifetime?

– What is the mission of the user organization?

Root cause Critical Criteria:

Interpolate Root cause outcomes and work towards be a leading Root cause expert.

– What other organizational variables, such as reward systems or communication systems, affect the performance of this Root-cause analysis process?

Sequence of events Critical Criteria:

Unify Sequence of events tactics and raise human resource and employment practices for Sequence of events.

– How will we insure seamless interoperability of Root-cause analysis moving forward?

– Who needs to know about Root-cause analysis ?

Six Sigma Critical Criteria:

Explore Six Sigma strategies and don’t overlook the obvious.

– What process management and improvement tools are we using PDSA/PDCA, ISO 9000, Lean, Balanced Scorecard, Six Sigma, something else?

– How do we make it meaningful in connecting Root-cause analysis with what users do day-to-day?

– How is lean six sigma different from TOGAF architecture?

– What are the long-term Root-cause analysis goals?

Statistical process control Critical Criteria:

Conceptualize Statistical process control engagements and report on the economics of relationships managing Statistical process control and constraints.

– Are Acceptance Sampling and Statistical Process Control Complementary or Incompatible?

– Is Root-cause analysis Required?

Structural fix Critical Criteria:

Extrapolate Structural fix visions and gather practices for scaling Structural fix.

– How do we measure improved Root-cause analysis service perception, and satisfaction?

– Does Root-cause analysis appropriately measure and monitor risk?

Systems analysis Critical Criteria:

Survey Systems analysis outcomes and probe using an integrated framework to make sure Systems analysis is getting what it needs.

– For the system you identified select a process. can you identify the input elements, transformation elements and output elements that make the process happen?

– How should one include criteria of equity and efficiency in performance assessment?

– What are the principal mechanisms likely to bring about performance improvements?

– What are the different roles that are played on our systems development team?

– What is the purpose of splitting design into two parts: systems and detail?

– Why is the systems development life cycle considered an iterative process?

– What types of planning are necessary to ensure the system s success?

– In which of the stages will end-user involvement be most extensive?

– Do you think users make the final switch to the new system easily?

– How should the new system be justified and sold to top management?

– When are users trained to use the new system?

– How are our information systems developed ?

– Systems Analysis and design: what is it?

– What are the steering committee s roles?

– Which tasks should be undertaken first?

– How do we use life cycle assessment?

– How broad should the analysis be?

– Can a step be eliminated?

– So, what is a procedure ?

– Who does analysis?

Value stream mapping Critical Criteria:

Huddle over Value stream mapping projects and acquire concise Value stream mapping education.

Voice of the customer Critical Criteria:

Trace Voice of the customer goals and drive action.

– How do you determine the key elements that affect Root-cause analysis workforce satisfaction? how are these elements determined for different workforce groups and segments?

– How likely is the current Root-cause analysis plan to come in on schedule or on budget?


This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Root-cause analysis Self Assessment:

Author: Gerard Blokdijk

CEO at The Art of Service |

Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.

External links:

To address the criteria in this checklist, these selected resources are provided for sources of further research and information:

Root cause analysis External links:

Root Cause Analysis | AHRQ Patient Safety Network

[PDF]The Importance of Root Cause Analysis During …

Root Cause Analysis – VA National Center for Patient Safety

5 Whys External links:

5 Whys – A Problem Solving Technique – Revolution …

[PDF]“The 5 Whys” – Massachusetts Department of …

A3 problem solving External links:

A3 Report template for Lean A3 problem solving – …

A3 Problem Solving – Lean Healthcare West

Lean Thinking Using A3 Problem Solving by Darrell …

Accident Analysis External links:

Accident Analysis & Prevention |

Air Safety Institute Accident Analysis

[PDF]First Aid Supervisor’s Incident/Accident Analysis

Barrier analysis External links:

[PDF]The Barrier Analysis Process – Safety 9_Barrier_Analysis.pdf

[PDF]Vehicle Barrier Analysis –

What is Barrier Analysis? – ThinkReliability

Business process External links:

What Is a Business Process? (with picture) – wiseGEEK

Infosys BPM – Business Process Management | BPM …

Canon Business Process Services

Business process mapping External links:

Essential Guide to Business Process Mapping | Smartsheet

Business Process Mapping Tools –

What is Business Process Mapping? – OnTask

Change management External links:

Change management experts -Change Management …

[PDF]Change Management Best Practices Guide

ADKAR Change Management Model Overview & …

Control plan External links:

Control Plan | Control Plan Development | Quality-One

[PDF]Silica Exposure Control Plan – Purdue University


Data mining External links:

Analytics and Data Mining Programs

What is data mining? | SAS

Data Mining | Coursera

Design of experiments External links:

Lesson 1: Introduction to Design of Experiments | STAT 503

Design of Experiments – AbeBooks

The design of experiments. (Book, 1935) []

Factor analysis External links:

Lesson 12: Factor Analysis | STAT 505

Factor Analysis – Stanford University

Factor Analysis | Stata Annotated Output – IDRE Stats

Failure analysis External links:

Semiconductor Failure Analysis

[PDF]Failure Analysis of LEDs – SEM Lab

Failure mode and effects analysis External links:

[PDF]Failure Mode and Effects Analysis (FMEA)

Failure mode and effects analysis (FMEA) is a systematic method of determining which failures in systems are life threatening or cause product impairment and which aren’t. It was developed by NASA as Failure Mode Effects and Criticality Analysis (FMECA) and is tied to several MIL standards.

Fault tree analysis External links:

10+ Fault Tree Analysis Examples & Samples

[PDF]Fault Tree Analysis

Fault Tree Analysis (FTA, System Analysis) Basics

Forensic engineering External links:

Forensic Engineering – BUILDINGS

Forensic engineering. (Journal, magazine, 1987) …

Forensic Engineering – BUILDINGS

Graph theory External links:

[PDF]Graph Theory

[PDF]An Introduction to Combinatorics and Graph Theory

Graph Theory – Types of Graphs –

Hierarchical clustering External links:

Hierarchical Clustering – MATLAB & Simulink – MathWorks

Hierarchical Clustering in R | DataScience+

Hierarchical Clustering | Stanford University – YouTube

Incident management External links:

OpsGenie – Incident Management

National Incident Management System (NIMS) – FEMA

WebEOC | Incident Management | Intermedix

Maintenance, Repair and Operations External links:

Maintenance, Repair and Operations | Weiler

Multi-vari chart External links:

Multi-vari chart – Skoledo

[PDF]Multi-Vari Chart Analysis –

Multi-Vari Chart –

Multiple regression External links:

Multiple Regression with Categorical Variables

[PDF]Comparing a Multiple Regression Model Across …

[PDF]Review of Multiple Regression

Multivariate linear regression External links:

IBM Multivariate linear regression in SPSS – United States

Occupational safety and health External links:

ITA | Occupational Safety and Health Administration

Home | Occupational Safety and Health Administration

Occupational Safety and Health

Orthogonal Defect Classification External links:

What is Orthogonal Defect Classification (ODC) – YouTube

Orthogonal Defect Classification by Aaron Herndon on Prezi

Orthogonal Defect Classification – IBM

Pareto chart External links:

How to Create a Pareto Chart in MS Excel 2010: 14 Steps

Pareto Chart in Excel – EASY Excel Tutorial

Pareto Chart Analysis (Pareto Diagram) | ASQ

Problem solving External links:

Duck Life: Treasure Hunt – Problem Solving Adventure Game

Art of Problem Solving – Official Site

Wheely – Problem Solving Adventure for Kids –

Process capability External links:

Process Capability (Cp, Cpk) and Process Performance … › … › Capability Indices/Process Capability

[PDF]PROCESS CAPABILITY (SPC) Section 4 – Powers and … 4 – Process Capability (SPC).pdf

[PPT]Process Capability – Georgia State University

Project charter External links:

Project Charter – Template & Example – …

What Is a Project Charter? Steering Your Project to Success

The Role and Purpose of a Project Charter – The Balance

Quality control External links:


Quality Control | Food and Nutrition Service

Risk management External links:

Risk management
http://Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000 as the effect of uncertainty on objectives) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities.

Education Risk Management | Edu Risk Solutions

Risk Management Jobs – Apply Now | CareerBuilder

Root cause External links:

[PDF]The Importance of Root Cause Analysis During …

The Root Cause – Dr. Izabella Wentz

Root Cause Analysis | AHRQ Patient Safety Network

Sequence of events External links:

Sequence of Events

[PDF]SEQUENCE OF EVENTS – United States Army


Six Sigma External links:

Lean Six Sigma Training & Certification – GoLeanSixSigma…

Six Sigma – Official Site

What is Lean Six Sigma?

Statistical process control External links:

Statistical process control (eBook, 2008) []

SPC | Statistical Process Control | Quality-One

What is SPC – Statistical Process Control? | InfinityQS

Systems analysis External links:

[PDF]Measurement Systems Analysis

P E Systems | Systems Analysis | Technology Services

Systems Analysis Flashcards | Quizlet

Value stream mapping External links:

What is Value Stream Mapping? | LeanKit

[PDF]Lean and Clean Value Stream Mapping – US EPA

[PDF]Value Stream Mapping – IPFW

Voice of the customer External links:

Voice Of The Customer | Medallia

iPerceptions | Full-Service Voice of the Customer solutions

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