Since my example involves a manufacturing environment, Manufacturer Smith must ensure that all process documentation is updated to reflect a process change. Manufacturer Smith implements the solution and informs Customer Jane Doe that the problem is now resolved, apologizes for any inconvenience and assures her that product quality is their core focus, etc. Can you prevent future errors? Manufacturer Smith has gathered all their information and now believes the problem is solved.Can Manufacturer Smith afford to implement new designs on packaging? Does Jane Doe order sufficient quantities to justify the expense involved? Is the courier responsible due to poor handling practices? Using available expertise, outline all possible remedies, time-lines involved and ways of regaining customer satisfaction. How can it be fixed? Customer Jane Doe is not happy and wants an immediate solution.While it is true that the Quality team has some responsibility, the root cause is down to the design of the packaging tray(whether internally designed or externally provided) or perhaps the supplier made modifications without informing Manufacturer Smith. Update necessary to satisfy sensitive Quality associates: In this example the blame is placed on the Quality team. Analyze the problem found and how it impacts business objectives, indicate which departments are involved, the cost implications to fix the problem and estimate the expected time for completion. Customer complaints typically follow a modular 5 or 8 step resolution process involving sign-off from all affected departments. If Jane Doe wishes, she can also request a full technical analysis and problem resolution, making a customer complaint. Unfortunately the problem has now reached their customer Jane Doe, and Manufacturer Smith will now have to absorb the costs associated with a returned shipment and product replacement. In the example above, Manufacturer Smith could have identified the issues internally but the Quality Team or Internal Auditor had failed to simulate transport conditions. However, if a customer identifies an issue, it introduces many more tasks. _Analyze the issue._Who reported the problem? If identified internally, it can be handled without involving customers.Did you receive a failure report? What type of problem is it? Is it a customer complaint? The first stage is of course recognizing that a problem exists and defining it accurately. While each area has differing methods, a logical process flow applies to all The Root Cause Analysis Process Where is RCA used? RCA is used in many areas but especially in evaluating issues dealing with Health and Safety, production areas, process manufacturing, technical failure analysis and operations management. This eliminates the necessity for additional packaging material, assigning warehouse locations, adding a new item to inventory and all associated tasks. Why were the goods able to move? The correct solution is to redesign the tray in a way that ensures that each item is fixed securely. While this is an adequate solution, it does not address the root problem. Manufacturer Smith decides to add cardboard dividers between each tray to prevent the product movement in transit. ![]() These goods are found to be damaged, as they were shipped in packaging trays that allowed the product to move in the cartons during transport. Example: Customer Jane Doe receives goods from Manufacturer Smith. The core idea behind RCA is that ongoing problems are best solved by eliminating the root problem, instead of applying temporary solutions that fail to resolve recurring issues. ![]() Attention to quality will result in happier customers Root cause analysis (hereafter known as RCA) is a project management methodology used to identify the source of any issues or problems experienced in any process or product. SACCHs SDCCH in-band signalling, e.g.This article will explain what goes into a root cause analysis report and give examples of root cause analysis to better help you understand how to use this useful tool for improving quality. using a "SDCCH-like" channel for other purposes than signalling). Function not clear in the present version of GSM (could be used for e.g. ![]() The SDCCH burst is stolen for a full signalling burst. during call setup, registration / location updates.įACCHs FACCH for the SDCCH. Traffic burst is stolen for a full signalling burst. RACHMS access requests, response to call announcement, location update, etc.įACCHt For time critical signalling over the TCH (e.g. The BCCH is a point-to-multipoint channel (BSS-to-MS).ĪGCH Acknowledge channel requests from MS and allocate a SDCCH. for describing the current control channel structure. The following logical channels are defined in GSM:īCCH Broadcast Network information, e.g. The traffic channels handle the actual payload.
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