Post on 09-Aug-2020
23.11.17
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Lean Six SigmaGreen Belt TrainingModule 3 – „Analyze“November 2017Roman Bauer, Jiří Benedikt
www.pwc.com
2Lean Six Sigma • Green BeltPwC
Today‘s focus:
DefineD
Measure
Analyze
Improve
Control
M
A
I
C
Define the improvement opportunities
Identify the Key Performance Indicators (KPIs)
Identify specific problems
Identify potential solutions
Determine the control plan
Develop the project plan
Develop a data collection plan
Identify and validate the root causes
Select right improvement solution
Detect the abnormal variations
Develop the project team
Validate the measurement system
Identify y = f (x)
Test and validate optimal solutions
Evaluate results of the changes
Define the processes (high level)
Define the baseline process performance
Develop a change management approach
Document the process changes
Identify critical customers requirements (CCR’s).
Deploy and execute solutions
Close project, communicate the know-how
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3Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Understand the process
1
4Lean Six Sigma • Green BeltPwCPwC
Defining a problem may not be enough
o The first assumption is to define the problem well
- EXAMPLE
o Problems do not occur in isolation
o It is necessary to understand the context
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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5Lean Six Sigma • Green BeltPwC
Turtle chart
6] INPUTS
1] PURPOSE
3] OUTPUTS 2] CUSTOMERS
10] INDICATORS
5] SUPPLIERS
4] PROCESS STEPS
9] RELATED P.
8] DEMARCATION7] RESOURCES
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
6Lean Six Sigma • Green BeltPwC
Example of turtle chart
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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7Lean Six Sigma • Green BeltPwC
Process Flow Chart
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
8Lean Six Sigma • Green BeltPwC
Process Flow Chart - Symbols
Start and end of process
Process step
Decision, condition
Manual entry
ERP, Database, IS
Inputs, Outputs (Data, Information)
Document
Link to another defined process
Preparation, Check, Verification
Link to/from another page
Remarks, Comments
Delay, Waiting
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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9Lean Six Sigma • Green BeltPwCPwC
Swim Lane Process Map
Pros:• Easy to make• Can be very
detailed
Cons:• Does not show the
„big picture“• Qualitative
description only(no quantitativemeasurements)
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
10Lean Six Sigma • Green BeltPwCPwC
Swimlane process mapping
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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11Lean Six Sigma • Green BeltPwCPwC
Swimlane process mapping - the process
Who are the roles involved in the process?Draw the swimlanes.1Mark the beginning and the end(s) of the process.2
Add additional information and notes and comments
3 Start adding process steps and decisions. Eachstep usually starts with a verb. Watch thelevel of detail!
4After analyzing the process, mark problems and ideas for improvement5
There are no strict
rules. Make it
work foryou!
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
12Lean Six Sigma • Green BeltPwCPwC
Exercise
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
Choose a well-knownprocess and draw itsmap into swim lanes.
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13Lean Six Sigma • Green BeltPwCPwC
Value Stream Map
Pros:• Shows the big
picture• Shows hard data• Very versatile
Cons:• More difficult to
learn, make and use
Accession
I
Physician’s Office
1
Requisition
Pick up 2x per day
Physician’s Office
TestResults
Accession Time
Vol thro day
Draw
Draw Time
Antrim
LIS
D
Accession Check
Error Rate
Duplication
Load LAS
I
Automated Test
Throughput
TAT
Despatch
TAT
TestResults
HC
Couriers
1
TubesLabels
5 12C
1
1
1
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
14Lean Six Sigma • Green BeltPwC
VSM – Value Stream Mapping
• Tool to decide where and how to improve
• It shows where the value is crated and where it is wasted
• It shows all contexts - more than the level of one process, the links between the material and the information flow
• A clear means of communication
3 Phases of VSM:
I. Current State MappingII. Ideal State MappingIII.Future State Mapping
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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15Lean Six Sigma • Green BeltPwC
Value Stream Identification - PQPR
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
16Lean Six Sigma • Green BeltPwC
VSM – procedure and symbols
Video
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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17Lean Six Sigma • Green BeltPwCPwC
VSM – construction material production
Building mat. GROUP
Příprava směsi
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
18Lean Six Sigma • Green BeltPwCPwC
VSM – Current State
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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19Lean Six Sigma • Green BeltPwCPwC
VSM – Ideal State
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
20Lean Six Sigma • Green BeltPwCPwC
VSM – Future State (+2 years)
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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21Lean Six Sigma • Green BeltPwC
VSM in Financial Services- Business Loan Approval
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
22Lean Six Sigma • Green BeltPwC
VSM in Financial Services- Business Loan Approval
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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23Lean Six Sigma • Green BeltPwC
Value and Waste
Lead Time of Product or Service
BeforeLean
AfterLean
Reduced Lead Time
Eliminating waste in the
process Value maximized in the process
Video
What is the value?
Transport
Inventory
Motion
WaitingOverproduction
Overprocessing
Defects
+ Unused employee potential
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
24Lean Six Sigma • Green BeltPwC
Process Analysis
Big 3
• Activity analysis• Spaghetti diagram• Job analysis (snapshot)
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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25Lean Six Sigma • Green BeltPwC
Activity Analysis- Example of Kaizen
Example of Analysis
Analýzačinností/Tätigkeitsanalyse
Ort,Datum Team: Observation
Horní,21.6.2017 #2017287998
Výrobek/Produkt StartTime: EndTime:
ABCCC LKA
DobapoopatřeníDauern(Soll)
Nr. Procesníúkon/ProzessSchritt Kategorie
kummulierteZeit
Differenz
Wertschöpfung
Rüsten
Dokumentation&
IT
QS/Defekt
Transport
Suchen
Wartezeiten
Bewegung
Nacharbeit
Eliminieren
Parallel
Externalize
Verkürzen
Vereinfachen
Čas/Zeit[min] Komentáře/Kommentaren
1 0:00:00 -2 přečtenívýrobnízakázky Rüsten 0:00:53 0:00:53 x 0:00:533 jdeprovozík Bewegung 0:02:04 0:01:11 x x Materialhändler4 vyskladněnídílůzkanbanregálu Rüsten 0:07:16 0:05:12 x x Materialhändler5 přesunkmontážnímustolurozdělovačů Bewegung 0:08:00 0:00:44 x 0:00:44 Jekapacita1stoludostatečná?6 přesunkesvémustolu Bewegung 0:08:30 0:00:30 x x 0:00:007 upevníkostkunahadice Rüsten 0:09:00 0:00:30 x x Výrobastandardníchdéleknaskladmimomontáž8 přepíšedélkyhadicnapapír Dokumentation&IT 0:10:00 0:01:00 x x Výrobastandardníchdéleknaskladmimomontáž9 vyskladněníhadic Transport 0:10:30 0:00:30 x x Materialhändler10 stříháníhadic Wertschöpfung 0:15:00 0:04:30 x x Výrobastandardníchdéleknaskladmimomontáž11 svázáníaoznačenísvazkustřiženýchhadic Nacharbeit 0:15:56 0:00:56 x x Výrobastandardníchdéleknaskladmimomontáž12 vráceníhadicdokanbanu Transport 0:16:32 0:00:36 x x13 vyskladněnítrubiček Transport 0:17:35 0:01:03 x x
14 demontážsvěrákuzestolu Rüsten 0:18:02 0:00:27 x x 0:00:00
15 stříhánítrubiček Wertschöpfung 0:21:00 0:02:58 x x
Machine/Bereich
10:00
START
11:45Aktuálníčas
Plýtvání/Wertschöpfung/Verschwendungsarten Opatření/MassnahmeZeit(Ist)
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
26Lean Six Sigma • Green BeltPwCPwC
Job Analysis (Snapshot)
1. Interview – job description, regular activities and their duration
2. Work day snapshot - self collection
3. Interview – understanding, waste identification
4. Work day snapshot – shadowing, observation
5. Analysis and synthesis
6. Presentation, validation
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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27Lean Six Sigma • Green BeltPwC
Job Analysis- Examples from projects
Utilization of working hours Releasing time of supervisors
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
28Lean Six Sigma • Green BeltPwC
SIPOC – Great method for understanding processes
SSuppliers
IInputs
PProcess
OOutputs
CCustomers
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
SIPOC mappingexample
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29Lean Six Sigma • Green BeltPwC
SIPOC – Great method for understanding processes
External vendors
BU Contacts
Invoice approvers
Business registries
Invoice
Accounting data
source data
Invoice approval
Scanned invoice
Payment order
Vendors
Cash flow management
Bank
SSuppliers
IInputs
Receive invoice
Enter invoice into the system
Carry out checks
Pair with Purchase order
Release payment order
Pay the invoice
Archive the invoice
PProcess
OOutputs
CCustomers
Incoming invoice processing
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
30Lean Six Sigma • Green BeltPwC
SIPOC – Optimal order
External vendors
BU Contacts
Invoice approvers
Business registries
Invoice
Accounting data
source data
Invoice approval
Scanned invoice
Payment order
Vendors
Cash flow management
Bank
SSuppliers
IInputs
Receive invoice
Enter invoice into the system
Carry out checks
Pair with Purchase order
Release payment order
Pay the invoice
Archive the invoice
PProcess
OOutputs
CCustomers
Incoming invoice processing
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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31Lean Six Sigma • Green BeltPwCPwC
SIPOC – tips and tricks
Pre-draw the map, use post itsFollow the order – it will be easierStart every process step with a verbInputs and outputs are products, services, material, information, documents decisions etc.Customers are all stakeholders, not just the paying onesFinish the process as a last step. Do not be detailed, high-level process overview is enough.
*
32Lean Six Sigma • Green BeltPwC
Alternative SIPOC version
SSuppliers
IInputs
Process step
Process step
PProcess
OOutputs
CCustomers
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
Process step
Process step
In a more detailed version of SIPOC, Suppliers, inputs,
outputs and customers are
listed separately for each step
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33Lean Six Sigma • Green BeltPwCPwC
Key message
• Through the visual process description, you can understand the problem in context.
• Analyze deep the process steps, you will not find much on the surface.
• Do not rely on what anyone tells you, go and observe the reality.
• It’s crucial to identify all possible waste.
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
34Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Identify the potential root cause
2
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35Lean Six Sigma • Green BeltPwCPwC
Problem statement, goal statement
Dreamstate
Currentstate
Futurestate1 23
„What can beachieved with theresourcees we have?“
Problem statement Goal statement
„What is theproblem that weare have rightnow?“
„What can beachieved with theresourcees wehave?“
36Lean Six Sigma • Green BeltPwCPwC
How to solve the problem? Identify the root cause
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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37Lean Six Sigma • Green BeltPwCPwC
More examples on asking “Why”
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
38Lean Six Sigma • Green BeltPwCPwC
5 why method can help you get through the symptoms to the real root cause
Problem statement
Symptom
Symptom
Symptom
SymptomRoot
cause
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
Why?
Why?
Why?
Why?
Why?
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39Lean Six Sigma • Green BeltPwCPwC
5 why method can help you get through the symptoms to the real root cause
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
Why 5 times?
Experience shows that this is theusual level where root cause is found
How to recognize the root cause
If you cannot go deeper by askingwhy, your at the root cause.
40Lean Six Sigma • Green BeltPwCPwC
5 Why Example
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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41Lean Six Sigma • Green BeltPwCPwC
In reality, asking why gives you multiple answers
Problem statement
Symptom
Symptom Symptom Symptom
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
Why?
Why? Symptom
Symptom Symptom
Why?...
42Lean Six Sigma • Green BeltPwCPwC
Exercise
The Root Cause analysis Excercise.
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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43Lean Six Sigma • Green BeltPwCPwC
The root cause analysis
Start by stating the problem
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
Problem statement
SymptomSymptomSymptom
Root cause
Root cause
Root cause
Real root cause
Generate as much symptoms by asking why.
Go deep and find potential root causes- these are your hypotheses.
Find out if the hypoteses are true.
44Lean Six Sigma • Green BeltPwC
‘Fishbone’ or ‘Ishikawa’ diagram is used
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3
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45Lean Six Sigma • Green BeltPwC
Mind map is a modern alternative to Ishikawa
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
46Lean Six Sigma • Green BeltPwCPwC
The 6M Lenses
Your staff, people, customers. They typicallya) don‘t know b) don’t want to c) don’t know how
Man
Machines, cars, systems, phones, computers, cloud services, e-mail
Machine
How it is done. Do rules exist? Are they good? Do people follow them? Do people do it the same way?
Method
Input material, product, information, packaging, documents,
Material
Do we have the right data? Do the people decide using right data? Do we measure correctly?
Measure
Are people managed in an effective way? Motivation? Are managers managing the same way?
Manage
Identify specific problems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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47Lean Six Sigma • Green BeltPwCPwC
The lenses
Man, Machine, Method, Material, Measurement, Management, (Mother nature, Maintenance)
Product, Price, Place, Promotion, People, Process, Physical evidence, Packaging,
Sorroundings, Suppliers, Systems, Standards, Scope
Or, make your own.
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
6M
8P
5S
?
48Lean Six Sigma • Green BeltPwCPwC
Root cause tips and tricks
Write down the full problem statementsUse post itsStart with “Lenses” to make the start easierKeep asking why, generate ideaGet deeperUse brainstorming rules – quantity matters, do not judgeYou can take one symptom and run a completely new analysis.
*
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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49Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Validate the root cause, measure theimpact
3
50Lean Six Sigma • Green BeltPwCPwC
To test the hypotheses, you need to colect data
Extract Ask
Observe Collect
Experiment
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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51Lean Six Sigma • Green BeltPwCPwC
Exercise
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
How would you test your hypo theses?
52Lean Six Sigma • Green BeltPwCPwC
The result of this step is a one or multiple verified rootcauses
Real root cause
Real root cause
Real root cause
Real root cause
Problem statement
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53Lean Six Sigma • Green BeltPwCPwC
As a last step, measure and calculate how much eachroot cause influence the problem
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
Frequency
Cum
mul
ativ
e%
100
90
80
70
60
50
40
30
20
10
D B F A C E Other
20% root causes is a source of 80% of
problems
Root causes
54Lean Six Sigma • Green BeltPwCPwC
Typical issues in analyze phase
Not understanding the process across teamsPeople jump straight to solutionsOnly symptoms are solvedRoot causes are not validatedThe impact of the root causes is not measured
!
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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55Lean Six Sigma • Green BeltPwCPwC
Key message
• Analayze looks like a straightforward process, but in reality, it is hard. That is why many people do it wrong.
• Spend enough time on understanding the process and the problem, get deep, validate hypotheses, measure impact.
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
56Lean Six Sigma • Green BeltPwCPwC
What comes next in the improve phase?
Select a validated root cause to focus on
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
IdeaIdeaIdea
PilotPilotPilot
Real root cause
Generate as much improvement idea by asking How might we?
Narow down the ideas. Test if theywork using pilot. Measure the impact.
Start implementing from the best working idea
Improvement
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57Lean Six Sigma • Green BeltPwCPwC
Contacts
Jiří Benedikt
Trainer, ConsultantI help people work smarter
Lean Six Sigma | Design thinking | Excel
jiri@jiribenedikt.com(+420) 777 253 754www.jiribenedikt.com
Roman Bauer
Lean Manager, Consultant, TrainerExperience the joy of work
bauer@oxcx.cz(+420) 602 154 168
www.teamplay.cz
58Lean Six Sigma • Green BeltPwC
August 2013Lean Six Sigma • Black Belt Training Week 2PwC
Appendix
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59Lean Six Sigma • Green BeltPwC
How to make a value stream map
60Lean Six Sigma • Green BeltPwCPwC
Value stream mapping basicsCustomer
Customer
Customer
or
Upper right cornerAlways added as the first thing on the mapThere is usually one icon, sometimes 2 or 3
You can add following info:• Number of customers• Selected key customers• Main segments (intra-grou, domestic, export)
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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61Lean Six Sigma • Green BeltPwCPwC
Value stream mapping basicsInformation flow
Manual Information Flow
Digital Information Flow
Start from the customer:“What is the customer action to place an order?”Then follow with questions“What does this trigger?”
Link customer to customer service, sales and other departments up to production flow and suppliers.
You can add following information:• Medium
• Digital: E-mail, Fax, Data interconnection – EDI)• Manual: Phone, Oral information, paper, whiteboard
• Unit (Excel spreadsheet, Order form, Record sheet, XML file ...)• Frequency (Daily, Weekly, Monthly, on demand)• People responsible
Customer service
Department
MRP
IT system / Database
Or
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
62Lean Six Sigma • Green BeltPwCPwC
Value stream mapping basicsSupplier
SupplierUpper left cornerCan be material or service supplierAdded as the end of the information flowThere is usually one icon, sometimes 2 or 3, but sometimes zero!
You can add following info:• Number of suppliers• Selected key suppliers• Main segments (by material, category, service etc)
• Means of delivery (Truck, plane, train, mail, physicaly)• Frequency of delivery
Material delivery
Truck
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
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63Lean Six Sigma • Green BeltPwCPwC
Value stream mapping basicsProcess flow
Milling
• C/T: 12s• C/O: 15 min• 1 Worker• 3 Processes parallel
Process Box
Push Pull
300 pcs
Inventory
Connected to supplier at the beginning (if there is one)Connected to cusstomer at the endEach process step has one boxFlow unit can be product (material flow), customer order, orthe customer themselves (for example healthcare).There usually is inventory between process stepsSteps are connected by push or pull principle
Tips:List of key process stepsSimplify, try to avoid splitting the process
You can add following info:• Cycle time (time of processing one unit)• Changeover time• Number of workers• Average inventory (in pieces, tons or days of inventory)
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
64Lean Six Sigma • Green BeltPwCPwC
Value stream mapping basicsTimeline
3min 5 min 1 min1 hour 2 hours
Can be added under the process flow.Shows value added (VA) activities and times (upper part) and non-value added (NVA) activities (lower part).Total lenght of the timeline shows flow time
Identify specificproblems
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Identifyy = f (x)
1 2 3Analyze
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65Lean Six Sigma • Green BeltPwCPwC
Value stream mapping basicsImprovrment ideas
Problem
Improvement Idea
Idea
Problem
You can mark problems or improvement ideas.Those can be added during the maping (analyze phase) orlater during improve phase.
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze
66Lean Six Sigma • Green BeltPwCPwC
Value stream mapping basicsSpecial inventory systems
FIFO Lane
Supermarket
FiFoMax 25
Kanban
Or• The inventory is limited. If the storage is full, the
supplying step must stop.• It is first-in-first-out system to ensure smooth flow
• There is set maximum inventory for each semi-finished product. If full, the supplying step must stop.
• If a product is used, this is a signal for supplying process step to produce and refill
• Set of cards used to order from supplying process step. • A recieving process steps places and order on a kanban
kard snad sends it to the supplying process.• The supplying process sends the product together with
returning the kanban kard.• If the receiving process step uses all the cards, they
cannot order before used cards return.
Identify specificproblems
Identify and validate the root causes
Identifyy = f (x)
1 2 3Analyze