Root cause analysis training is aimed at production, quality and service teams that want to close recurring problems permanently.
In most organizations, problem solving is not what’s missing; the result is. Corrective action records are full, yet the same nonconformity recurs a few months later. The reason is usually the same: the analysis stops at the symptom, never gets down to the root cause, and the verification step gets skipped.
This training addresses, in a hands-on way, the discipline that runs from defining the problem through to verifying the solution, together with the analysis techniques that support that discipline. The content can also be adapted to non-automotive sectors; examples from services, logistics and office processes are used.
Why don’t corrective actions hold?
The problem definition is vague. “Customer complaints have increased” is not a problem definition. A definition that doesn’t answer what, where, when and how much cannot be analysed.
A temporary measure is mistaken for a permanent solution. Sorting, re-inspection and extra oversight protect the flow but don’t remove the cause.
The analysis stops at the first plausible reason. “Operator carelessness” is not a root cause; it’s a stopping point. When the question of why carelessness was possible is not asked, the chain is left half-finished.
The escape reason is not questioned. As much as why the problem occurred, why the existing control system failed to catch it needs to be examined.
Effectiveness is not verified. The action gets closed but nobody shows with data that the outcome has actually changed.
Horizontal deployment is not done. Other lines, products or processes carrying the same risk are not reviewed.
Who should attend?
- Quality engineers and quality managers
- Production, process and maintenance teams
- Teams managing customer complaints
- Internal auditors and staff responsible for nonconformity follow-up
- Service, logistics and operations units
- Continuous improvement and excellence teams
There are no prerequisites.
Training Content
Fundamentals of problem solving
- Distinguishing problem, symptom and cause
- Reactive and proactive problem solving
- Team set-up, roles and responsibilities
- Problem-solving culture and the blame trap
Defining the problem
- Stating the current state and the desired state
- Problem definition using the 5W1H approach
- Bounding the problem with is/is-not analysis
- Verifying with data and making the problem measurable
Interim measures
- The priority of protecting the customer
- Defining, verifying and setting the removal condition of an interim measure
Root cause analysis techniques
- The 5 Whys method and applying it correctly
- The fishbone (Ishikawa) diagram and category selection
- The logic of fault tree analysis
- Pareto and data-driven narrowing
- Change analysis and comparative examination
- Examining the occurrence cause and the escape cause separately
Structured methods
- The 8D disciplines and the logic of the steps
- The A3 thinking approach and one-page reporting
- Its relationship with the DMAIC cycle
- Which method to choose for which problem
Solution and verification
- Designing the permanent corrective action
- Building error-proofing into the solution
- Verifying effectiveness with data
- Standardization and document updates
- Horizontal deployment and recording lessons learned
Reporting
- Writing the 8D report and presenting it to the customer
- Frequently seen report weaknesses
- Evaluation of corrective action records in audits
Practical exercises
Participants write a problem definition, conduct a root cause analysis and prepare a solution and verification plan using real cases. In in-house programmes the work is carried out on your own open problems.
Learning Outcomes
- Defining the problem in a measurable, analysable way
- Selecting and applying the appropriate root cause analysis technique
- Identifying the occurrence and escape causes separately
- Designing a permanent solution and verifying its effectiveness
- Preparing an 8D and an A3 report
- Preventing recurrence through horizontal deployment
Duration and Participation Options
Duration: 2 days in open-enrolment programmes. In in-house programmes, planned as 1–2 days.
Level: Practitioner.
Participation type: Open enrolment or in-house.
Training method: In person, live online, on-demand recording.
Dates: Set according to demand.
Certificate of Attendance
Participants who complete the training receive a certificate of attendance; it can be used in your competence records.
- CQI-20 Effective Problem Solving Training
- CQI-18 Error Proofing Training
- FMEA Training
- Data-Driven Decision Making and Statistical Thinking Training
- Cost of Quality Training
- ISO 19011 Audit Training
Beyond Training: Implementation Support
- Facilitated problem-solving workshops for your open problems
- Reviewing the corrective action system
- Adapting 8D and A3 templates to your organization
- Building the problem-solving competence matrix
You can find out more about our consulting services.
Frequently Asked Questions
Do you really ask “why” five times in the 5 Whys? The number is symbolic. The aim is to reach a cause that is controllable and can be removed. Some problems need three steps, others need seven.
Is 8D only used in automotive? It has become widespread in automotive, but the method is sector-independent. It is also used in services, food, pharmaceuticals and logistics.
Can the root cause be “operator error”? Usually not. Human error is a symptom; the real question is how the error was possible and why it wasn’t caught.
How do we choose between 8D and A3? 8D suits customer complaints and evidence-heavy, team-based cases. A3 is more practical for structuring thinking on a single page for improvement topics.
Can the training be adapted to non-production processes? Yes. In in-house programmes the cases are chosen from your own processes; it can be run using office, service and logistics examples.