<Ol> <Li> The primary aim of root cause analysis is: to identify the factors that resulted in the nature, the magnitude, the location, and the timing of the harmful outcomes (consequences) of one or more past events; to determine what behaviors, actions, inactions, or conditions need to be changed; to prevent recurrence of similar harmful outcomes; and to identify lessons that may promote the achievement of better consequences . ("Success" is defined as the near - certain prevention of recurrence). </Li> <Li> To be effective, root cause analysis must be performed systematically, usually as part of an investigation, with conclusions and root causes that are identified backed up by documented evidence . A team effort is typically required . </Li> <Li> There may be more than one root cause for an event or a problem, therefore the difficult part is demonstrating the persistence and sustaining the effort required to determine them . </Li> <Li> The purpose of identifying all solutions to a problem is to prevent recurrence at lowest cost in the simplest way . If there are alternatives that are equally effective, then the simplest or lowest cost approach is preferred . </Li> <Li> The root causes identified will depend on the way in which the problem or event is defined . Effective problem statements and event descriptions (as failures, for example) are helpful and usually required to ensure the execution of appropriate analyses . </Li> <Li> One logical way to trace down root causes is by utilizing hierarchical clustering data - mining solutions (such as graph - theory - based data mining). A root cause is defined in that context as "the conditions that enable one or more causes". Root causes can be deductively sorted out from upper groups of which the groups include a specific cause . </Li> <Li> To be effective, the analysis should establish a sequence of events or timeline for understanding the relationships between contributory (causal) factors, root cause (s) and the defined problem or event to be prevented . </Li> <Li> Root cause analysis can help transform a reactive culture (one that reacts to problems) into a forward - looking culture (one that solves problems before they occur or escalate). More importantly, RCA reduces the frequency of problems occurring over time within the environment where the process is used . </Li> <Li> Root cause analysis as a force for change is a threat to many cultures and environments . Threats to cultures are often met with resistance . Other forms of management support may be required to achieve effectiveness and success with root cause analysis . For example, a "non-punitive" policy toward problem identifiers may be required . </Li> </Ol> <Li> The primary aim of root cause analysis is: to identify the factors that resulted in the nature, the magnitude, the location, and the timing of the harmful outcomes (consequences) of one or more past events; to determine what behaviors, actions, inactions, or conditions need to be changed; to prevent recurrence of similar harmful outcomes; and to identify lessons that may promote the achievement of better consequences . ("Success" is defined as the near - certain prevention of recurrence). </Li> <Li> To be effective, root cause analysis must be performed systematically, usually as part of an investigation, with conclusions and root causes that are identified backed up by documented evidence . A team effort is typically required . </Li> <Li> There may be more than one root cause for an event or a problem, therefore the difficult part is demonstrating the persistence and sustaining the effort required to determine them . </Li>

When should a root cause analysis be performed