Approaching problems through Root-Cause Analysis (RCA)

On January 28, 1986, the world witnessed the tragedy of the Space Shuttle Challenger. Just 73 seconds after liftoff, the spacecraft exploded, resulting in the deaths of all seven astronauts. The initial cause cited was the failure of a small O-ring seal, a type of valve, which could not withstand the low temperatures.

Years later, in April 2010, another catastrophe shocked the world, this time in the Gulf of Mexico. A massive explosion on an offshore oil rig led to one of the largest environmental disasters in history. And in this case, a valve – the subsea blowout preventer (BOP) – was at the heart of the failure, as it did not function as intended.

However, as we will explore in this article, every problem has deeper, fundamental causes that often lie hidden behind the seemingly immediate ones. In the tragic cases of the Challenger and the oil spill, the failures of the 'valves' were the apparent problem, but not the root cause. True understanding requires us to seek the underlying reasons. In the case of the Challenger, the tragedy could have been avoided if management had heeded the warnings of engineers about the risks posed by the low temperatures. Similarly, in the Gulf of Mexico disaster, a series of systemic failures and decisions that prioritised cost and speed over safety led to the failure of the critical safety system. The fundamental problem, therefore, was not the failure of a single piece of equipment, but a toxic combination of organisational practices.

It is important to emphasise that the need for Root-Cause Analysis (RCA) is not limited to events with such tragic consequences. The cases of the Challenger and the oil spill were mentioned to highlight emphatically the importance of understanding the real causes of problems, as failure to do so can lead to catastrophic results. In the daily operations of businesses and organisations, regardless of their size or industry, effective Root-Cause Analysis (RCA) is crucial for addressing a multitude of issues affecting efficiency, quality, safety, and customer satisfaction. Systematically searching for and understanding the deeper causes is the first step towards effectively addressing problems and preventing their recurrence.

In reality, in many organisations, leaders are often immersed in daily operations, dealing with urgent issues and tight deadlines. This preoccupation with the 'symptoms' of problems often leaves little time for the necessary critical thinking and in-depth analysis of the underlying causes. Furthermore, there is a tendency to link problems directly to specific individuals, seeking the 'culprit' or the responsible party, rather than examining the broader context of systems, processes, or culture that may contribute to the problem. This approach, which focuses on assigning blame to individuals, rarely leads to the resolution of the real causes of problems. Instead, these problems – whether they concern general malfunctions, cultural issues, deficiencies in decision-making processes, inadequate skills, or unclear roles – tend to recur, creating a vicious cycle of ineffectiveness.

What exactly is Root-Cause Analysis (RCA)? Essentially, it is a systematic and structured process used to identify the deepest, fundamental causes of a problem or event. Instead of focusing on treating the immediate symptoms, Root-Cause Analysis (RCA) aims to uncover the underlying cause(s) that, if not addressed, will likely lead to the problem recurring. It is based on various recognised methodologies and tools that help organise thinking, collect and analyse data, and prioritise potential causes. The purpose is to discover not just what happened, but primarily why it happened, so that targeted corrective actions can be taken to prevent the problem from recurring in the future.

Adopting a systematic Root-Cause Analysis (RCA) approach offers multiple and significant advantages for any business or organisation. First and foremost, it leads to the permanent resolution of problems. By addressing the deeper causes, organisations can avoid the recurrence of the same issues, saving time, resources, and energy that would otherwise be spent on temporary fixes.

Secondly, Root-Cause Analysis (RCA) contributes to improving efficiency and productivity. When problems are solved at their root, processes become smoother, disruptions are reduced, and employees can focus on their core activities, leading to an increase in overall productivity.

Thirdly, Root-Cause Analysis (RCA) can lead to a significant reduction in costs. Avoiding recurring problems translates into fewer expensive corrective actions, reduced losses from defective products or services, and avoidance of fines or legal penalties that may arise from serious issues.

Integrating Root-Cause Analysis (RCA) into the daily operation of an organisation creates an environment where learning from mistakes becomes an integral part of the culture. It is not just about solving a single problem, but about cultivating a mindset where every challenge is treated as an opportunity for improvement. This requires a collective approach, where individuals at all levels of the hierarchy, from front-line employees to senior management, are encouraged to think critically and seek the deeper causes of problems. The focus shifts from individual blame and assigning responsibility to an organisational responsibility for improving systems and processes. When managers and employees collaborate with the common good and the effectiveness of the organisation in mind, rather than prioritising personal or departmental interests, a strong foundation for continuous progress and growth is created.

In conclusion, Root-Cause Analysis (RCA) is not simply a problem-solving technique, but a fundamental management philosophy. It requires a commitment to continuous learning, critical thinking, and collaboration at all levels of the organisation. As the examples of tragic events, as well as the daily operations of businesses, show us, the failure to seek and address the real causes of problems can lead to serious consequences.
Conversely, adopting Root-Cause Analysis (RCA) as an integral part of every organisation's operation is the key to permanently resolving problems, improving efficiency, reducing costs, and, above all, creating a culture of continuous improvement and development. It is particularly effective when recurring problems are identified that persist despite superficial solutions, and certainly does not imply the need for constant analysis for every minor issue, but rather a strategic approach to addressing systemic challenges.

By Stavros Angelidis, Operations Consultant, Stavros Angelidis Operations Consulting