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Limited research on root cause analysis exists in educational leadership. Accurately diagnosing and detailing root causes—the why—of organizational failure, as is relatively common in other fields, could improve principals' ability to devise situationally- and contextually-responsive solutions in their improvement plans. In this study, the authors analyze school improvement plans to provide insight into how principals use root cause analysis to identify their and their school's failures as a way to respond strategically with goals and action steps.

In this exploratory qualitative study, the authors develop coding schemes and leverage an existing rubric of school improvement plan quality to assess what principals identify as root causes for 216 priorities across 111 school improvement plans.

The overall quality of root causes submitted by principals was low, typically between “beginning” and “developing” stages. The majority of root causes aligned with priorities and desired outcomes, but fewer than one-third had a systems focus. Moreover, less than half of root causes suggested that school leaders played a part in the organizational failures. The vast majority of plans instead identified teachers as the root cause, foundational fault or “why” of the problem.

An increased understanding of root cause analysis conceptualization and development seems necessary if improvement planning is to be a strategic response to a school's most serious organizational challenges. The predominant approach to school improvement planning has focused almost exclusively on how to succeed or become better with little investment in identifying root causes of organizational decline or failure. This initial study of root cause quality in school improvement planning is a key first step in critically thinking about how improvement is to be achieved when failure is unconceived.

The international energy agency states that the world’s primary energy needs are expected to grow to 55 per cent until 2030. Therefore, oil and gas industry as the main energy source will be more crucial where building or advancing new capacities is required. Because the reports highlight the delay as a recurring problem, thereby, more in-depth investigation to find out the main contributing causes is needed.

Root cause analysis (RCA) was applied to identify, rank, analysis and categorize the main sources of this problem.

Based on RCA procedure; Pareto analysis showed that 84.7 per cent of the delay is because: the radar chart indicated no difference in perception of the participants regarding the importance of the root causes, correlation analysis suggested strong relationship among the participants and the cause-and-effect diagram emphasized more on operational, human and equipment categories, which in total account for 51.86 per cent of the delay.

The risk planners of large-scale projects can consider these root causes as the main items to analysis, monitor and control, as they are vitally important for project success.

The application of lean and quality improvement methods is very common in process improvement projects at organisational levels. The purpose of this research is to assess the adoption of Lean Six Sigma™ approaches for addressing a complex process-related issue in the coal industry.

The sticky coal problem was investigated from the perspective of process-related issues. Issues were addressed using a blended Lean value stream of supply chain interfaces and waste minimisation through the Six Sigma™ DMAIC problem-solving approach, taking into consideration cross-organisational processes.

It was found that the tendency to “solve the problem” at the receiving location without communication to the upstream was, and is still, a common practice that led to the main problem of downstream issues. The application of DMAIC Six Sigma™ helped to address the broader problem. The overall operations were improved significantly, showing the reduction of sticky coal/wagon hang-up in the downstream coal handling terminal.

The Lean Six Sigma approaches were adopted using DMAIC across cross-organisational supply chain processes. However, blending Lean and Six Sigma methods needs to be empirically tested across other sectors.

The proposed methodology, using a framework of Lean Six Sigma approaches, could be used to guide practitioners in addressing similar complex and recurring issues in the manufacturing sector.

This research introduces a novel approach to process analysis, selection and contextualised improvement using a combination of Lean Six Sigma™ tools, techniques and methodologies sustained within a supply chain with certified ISO 9001 quality management systems.

The purpose of this paper is to reduce or eliminate the overall equipment effectiveness (OEE’s) speed loss in a lean manufacturing environment.

This action research study uses the lean manufacturing 5-whys analysis technique to reduce or eliminate the speed loss.

The application of the 5-whys analysis technique in a manufacturing industry (XYZ Corporation) completely eliminated its top speed loss and resulted in a valuable savings of USD 32,811.5 per annum.

The 5-whys analysis technique which has been primarily known to improve the OEE’s quality loss and changeover loss has been proven to be an effective approach to also tackle speed loss; a loss which has been regarded as the most dominating loss among all the types of OEE’s losses and a difficult one to eliminate.

Little or no attempt has been made to date to expand the use of the 5-whys analysis technique beyond its originally intended purpose. The lessons learnt in this study could be applied to other organizations. The outcome of the study has also opened the possibility of widening the horizon of the use of the 5-whys analysis technique beyond its original intended objective and could be applicable to solve other losses of OEE and non-value added activities of lean philosophy in general.

Some manufacturing and service organizations have made efforts to work on continuous improvement in the form of Kaizen, lean thinking, Six Sigma, etc. The elimination of problems and waste (MUDA for the Japanese) plays a fundamental role in the reduction of operational costs and quality rejections of finished products both internally in the organization and in the supply chain. Some of these efforts use quality control tools to remedy it. Kaoru Ishikawa proposes seven basic quality tools. In this group of quality tools is the cause-and-effect diagram (CED), also known as “The Fishbone” and “Ishikawa diagram”. Exploring this questioning can shed light on the first indications to ratify the arguments of Ishikawa and Deming, that the main problems of companies are found in their processes and perhaps, in a deep way, in some of these cornerstone root causes that have to do with the way organizations are managed. The purpose of this study is to investigate cornerstone root causes through the application of CEDs in 40 Mexican companies that began an effort to improve some of their organizational processes.

An exploratory qualitative study was conducted. As a research strategy, the case study method was applied. Using theoretical sampling, the Ishikawa diagrams of 40 companies were analyzed, and 24 semi-structured interviews in depth were conducted.

The results of this research confirm the main research question: Are there cornerstone root causes that give way to one or several problems or effects of problems in organizations regardless of their sector? In other words, there were at least seven typical patterns that show the first signs of cornerstones root causes in organizations.

The method itself is a limitation; 40 case studies are not enough to generalize the results. In addition, the research was conducted only in a single Latin American country; in some cities of Mexico. However, 60 per cent of these companies are multinationals.

This paper is fundamental to delve into the cornerstones causes that give rise to the problems of organizations of the twenty-first century. The authors understand that these are the first indications, and that they cannot be considered a conclusion of these causes. However, this first theoretical sampling presents a first light on the subject.

The study contributes to the limited existing literature on total quality management and Kaizen in quality control tools and subsequently disseminates this information to provide impetus, guidance and support toward improving the problems of the organizations of twenty-first century.

This paper seeks to document an approach to reduce scrap losses using the root cause analysis technique in a lean manufacturing environment.

The study uses lean manufacturing root cause problem solving (RCPS) technique. The study starts with the collection phase, followed by the analysis phase and ends with the solution phase. Supporting data are presented using a Pareto chart to prioritise wastage in order to be more focused for improvement. The Toyota Production System's 5‐whys analysis is performed to analyse the cause of wastages, to formulate and implement corrective actions.

The application of the 5‐whys analysis in a manufacturing industry (XYZ Corporation) provides a fact‐based and structured approach to problem identification and correction that not only reduces, but also totally eliminates defects. Corrective action has permanently eliminated the top defect, which is the “last piece material scratch” and this results in zero scrap thereafter. In this study it was also proven that with sound understanding of manufacturing coupled with possible solutions using the 5‐whys analysis the authors were not only able to eliminate waste, but also to do it with zero‐cost.

The approach documented in the paper can be extended to other areas in the manufacturing industry to help improve overall equipment efficiency, breakdown, time loss, customer complaints, etc.

Manufacturing companies struggle to manage production disturbances. One step of such management deals with prioritising those disturbances which should undergo root cause analysis. The focus of this work is on two areas. First, investigating current challenges faced by manufacturing companies when prioritising root cause analysis of production disturbances. Second, identifying the stakeholders and factors impacted by production disturbances. Understanding the current challenges and identifying impacted stakeholders and factors allows the development of more efficient prioritisation strategies and, thus, contributes to the reduction of frequency and impact of disturbances.

To achieve the intended purpose of this research, a qualitative approach was chosen. A series of interviews was conducted with practitioners, to identify current challenges. A series of focus groups was also held, to identify the impacted stakeholders and factors by disturbances.

Various challenges were identified. These are faced by manufacturing companies in their prioritisation of production disturbances and relate to the time needed, criteria used, centralisation of the process, perspective considered and data support. It was also found that a wide range of stakeholders is impacted by production disturbances, surpassing the limits of production and maintenance departments. Furthermore, the most critical factors impacted are quality, work environment, safety, time, company results, customer satisfaction, productivity, deliverability, resource utilisation, profit, process flow, plannability, machine health and reputation.

The current situation regarding root cause analysis prioritisation has not been identified in previous works. Moreover, there has been no prior systematic identification of the various stakeholders and factors impacted by production disturbances.

Despite multiple studies of customer delight in various service industries, limited research exists in the hedonically driven theme park context. The purpose of this paper is to explore the key drivers of customer delight and outrage in theme parks by analyzing TripAdvisor’s comments from visitors to the top 20 North American theme parks.

Following the analysis of thousands of extremely positive and negative comments using MAXQDA qualitative software, keywords drivers of delight and outrage were identified. The researchers applied both thematic and root cause in order to ascertain the sources leading to both positive and negative consumer feedback.

Delighted guests relayed various aspects of their experience including positive affect experience, positive value perceptions, and limited wait times. Root causes that influenced customer delight included: excellent core product, quality food and beverage, servicescape, pricing decisions, and low visitor demand or sensible admissions policies. Outraged guests described various aspects of their experiences such as negative perceptions of value, long waits, poor customer service, and negative emotions. Root causes for customer outrage included low quality or deficient core products, poor quality of food and beverage, poor facility maintenance, aggressive pricing decisions, poor staff selection, training, and working conditions, and high customer demand on any given date or aggressive admissions policies.

The present research is unique in that it exposes the key themes of customer delight and outrage in the theme park setting, presents a conceptual model, and analyzes its root causes.

The purpose of this paper is to present a structured framework whose objectives are to identify, analyse and eliminate fashion-luxury supply chains inefficiencies.

A Lean Manufacturing tool, the 5-Whys Analysis, has been used to find out the root causes associated with the problem identified from a data analysis of production orders of a fashion-luxury company. A case study, which explains the methodology and illustrates the capability of the tool, is provided.

This tool can be considered a suitable instrument to identify the causal factors of inefficiencies within luxury supply chains, suggesting potential countermeasures able to eliminate the problems previously highlighted. In addition, enabling technologies that deal with Industry 4.0 are associated with the root causes to enable further improvement of the supply chain.

The effectiveness and practicality of the tool are illustrated using an industrial case study concerning an international Italian signature in the world of fashion-luxury footwear sector.

This framework provides practitioners with an operative tool useful to highlight where the major inefficiencies of fashion-luxury supply chains take place and, at the same time, individuates both the root causes of inefficiencies and the corresponding corrective actions, even considering Industry 4.0 enabling technologies.

The purpose of this paper is to enhance the performance of maintenance in a solar power plant by implementing the proactive maintenance (PaM) strategy, measured by the availability and the total maintenance workload.

The prior maintenance strategy was reviewed, and then the strategy was adjusted to focus on PaM. Failure modes and effects analysis (FMEA) was a tool for analyzing the severity and occurrence of the failure modes and effects. Then, the Why‒Why analysis was used for investigating the root causes of failures. The countermeasures were drawn, and the preventive maintenance (PM) plan was revised and carried out. The total maintenance, the PaM and reactive maintenance workload, was obtained, and then the improvements were determined. The values of availability were also obtained.

Previously, the appeared maintenance strategy was not clearly defined. It seemed to have reactive maintenance coupled with PM; it was checked once a year, and corrective actions were made when something wrong was found. Then the management team observed an increase in the reactive maintenance workload, whereas the values of availability were not consistent and tended to drop. After implementing the new maintenance strategy, PaM, the total maintenance workload decreased 14 percent in one year. The average availability of the solar power plant improved from 0.9943 to 0.9969, and the values of availability had better consistency.

The PaM can be applied to solar power plant without limiting the prior maintenance strategy and the complexity of production or machinery. The solar power plant is a quite simple production, and most machines consist of electrical equipment and electrical circuits. The PaM supports to analyze the failure modes, the consequence of the failure events and failure effects, and to decide what should be done. Importantly, PaM can reduce total maintenance workload while the value of availability is higher and consistent.

This paper states how to successfully implement the PaM for the solar power plant. Previously, the plant did not have a clearly defined maintenance strategy; it was checked once a year, and it was corrected when abnormalities were detected. The PaM strategy provides tools and processes for failures and effects analysis. Although there was a more workload of PM, the total maintenance workload decreased, even in the first year.