The error cause analysis belongs to the substantial instruments of the management. It contains the collection of errors, their causes and the statistic evaluation of these data, which an evaluation and derived measures follow for errors (cost) reduction.

Fundamental procedure

By the allocation from errors to certain error causes and the grouping of the error causes measures can be derived for the decrease of the Fehleranzahl and thus the error costs.

With a sufficiently large database a Pareto distribution adjusts itself according to experience, according to which 80% the error are based on 20% of the error causes. Becomes these error causes by process improvements, changed methodologies or changed technology and/or material employment against worked and thus clearly reduced, positive enterprise effects result the frequency of these (originally) 80% the error. These do not usually only cover smaller measurable error costs, but also position at the market improved, coworker motivation etc.

The error cause analysis is an iterative process, hears thus not with the deciding of measures on (S.A. continuous improvement process).

Typical errors and risks with the error cause analysis

• The error cause evaluation should happen in suitable form by all involved ones, in order to obtain a validity and an acceptance of the interpretation and the derived measures. This is not least necessary for the collection of valider data.
• The error cause collection should be set up not with the goal or operated of finding but on a process improvement of aiming at guilty ones. Since prominent experts of the quality management estimate that the relationship lies between system errors (and/or process errors to thus represent from the management to) to coworker errors with 85 to 15 (Joseph M. Juran) and/or 94 to 6 (William E. Deming since for instance beginning of the nineties), this beginning appears obviously appropriate. One does not communicate this goal openly, the validity of the data from since more data will suffer are e.g. falsified.

Related links

http://www.deming.ch/downloads/quo_vadis.pdf quality improvement ideas of Deming

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