Last updated on Jul 4, 2024

How do you solve problems with multiple root causes?

Problems with multiple root causes can be challenging to solve, especially in complex processes or systems. How can you identify and prioritize the most important factors that contribute to the problem? How can you test and verify your solutions? Lean Six Sigma offers a structured and data-driven approach to problem-solving that can help you tackle these questions. In this article, we will explain how to use some of the key tools and methods of Lean Six Sigma to solve problems with multiple root causes.

1 Define the problem

The first step is to define the problem clearly and precisely. What is the gap between the current and the desired state? What are the symptoms and impacts of the problem? Who are the stakeholders and customers affected by the problem? You can use tools such as the problem statement, the SIPOC diagram, and the voice of the customer to capture the scope, boundaries, and requirements of the problem.

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Bhargavi Rao

LinkedIn Top Voice in Data Analytics & Change Management | Legal Counsel | Author | Lean Six Sigma | ISO 22301 | ISO 42001
To solve problems with multiple root causes in Lean Six Sigma, start by using a fishbone diagram to visually map out all potential causes. Apply the 5 Whys technique to drill down into each cause, identifying the underlying issues. Prioritize these causes using impact and frequency data, then develop targeted solutions for each. Implement countermeasures and use control charts to monitor progress. This structured, data-driven approach ensures comprehensive problem-solving and sustained improvements, addressing the complexity of multiple root causes effectively.
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Craig Dewey, MBA, PMP, CLSSMBB

Project Management and Process Improvement Leader
The Voice of the Customer (VOC) is crucial to work on any Lean Six Sigma project. The customer could be an internal or external party. Using tools like SIPOC diagram can help identify potential customers at any step in the process. The customer will help identify the attributes that are most important to quality. Achieving outcomes with attributes outlined by the customer will help ensure process flow is focused on results. Organizations that are customer focused tend to be successful at retaining and growing their customer base which leads to higher profits.
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2 Measure the performance

The next step is to measure the current performance of the process or system that causes the problem. How often and how severe is the problem? What are the key metrics and indicators that reflect the problem? How reliable and accurate are your data sources and methods? You can use tools such as the data collection plan, the operational definitions, and the measurement system analysis to collect and analyze relevant data.

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3 Analyze the root causes

The third step is to analyze the data and identify the potential root causes of the problem. What are the factors and variables that influence the problem? How do they relate to each other and to the output? How can you validate your hypotheses and assumptions? You can use tools such as the fishbone diagram, the 5 whys, and the hypothesis testing to explore and test the possible root causes.

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Craig Dewey, MBA, PMP, CLSSMBB

Project Management and Process Improvement Leader
The 5 whys are a simple yet effective tool to identify root causes. Generally, a root cause can be identified if someone asks why five times. This includes asking "why" as a follow up until the root cause is determined. Anyone who had been around small kids for a certain length of time realizes, 4- and 5-year-olds are great at helping refine the ability to ask "why?" The 5 whys help get to the root cause of the problem rather than a symptom of the problem. A process can only be improved when the root cause of a problem is identified. The Analyze stage does not require generation of solutions, that comes during the Improve phase.
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4 Improve the process

The fourth step is to generate and implement solutions that address the root causes of the problem. What are the best practices and benchmarks that can help you improve the process? What are the risks and benefits of each solution? How can you optimize and integrate your solutions? You can use tools such as the brainstorming, the Pugh matrix, and the pilot testing to select and test your solutions.

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5 Control the results

The final step is to monitor and sustain the results of your solutions. How can you ensure that your solutions are effective and stable? How can you prevent or detect any deviations or errors? How can you document and standardize your solutions? You can use tools such as the control charts, the control plan, and the lessons learned to track and maintain your improvements.

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