Latent Cause Analysis The Evolution of Root Cause Analysis

Latent Cause Analysis: The Evolution of Root Cause Analysis

For people to go beyond the physics within investigative analysis methods and see themselves as part of their work or life related problems. Any person or organisation looking to change their culture through changing the way people think can routinely host this seminar at their sites year after year.

COURSE LEVEL

AWARENESS

Duration

4 DAYS

PREREQUISITE

NONE

Course Objective

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This course aims to equip individuals and organisations with Latent Cause Analysis (LCA) techniques, enabling a comprehensive understanding of quality, health, safety, equipment, and environmental challenges in 'people' contexts. Participants will learn a standalone analysis method applicable to events of varying scales, fostering a transformative approach within industrial, engineering, and manufacturing sectors to address people-related issues effectively. Through highly interactive sessions, attendees will gain new perspectives on identifying and mitigating personal or work-related failures through the Failsafe's Latent Cause Analysis process.

Learning Outcomes

Day 1

What Is Latent Cause Analysis (LCA)?

• Introduction to the class
• Breakout session: Introductions to one another
• What is Latent Cause Analysis ‘LCA’?
• The basics of the LCA Model

Case Study: The Challenger Explosion

• The dramatic failure
• Everything must be based on evidence
• The WHY tree
• Physical and human causes
• Latent causes (putting yourself in their shoes)

Inculcate

• The ultimate objective of LCA: ingrain a latent cause mentality within everyone.
• Unresolved small problems cause bigger problems
• The mother-source concept
• Criteria for being a mother-source member
• The organisational structure of the mother-source
setting thresholds
• In summary: abandon the old way for a new and
superior way

Review and homework assignment

Day 3

How To RESPOND (Continued)

• More about evidence gathering
• The Go bag
• Breakout session: sharing evidence amongst evidence
gatherers
• Mini-LCA definition of physical and human causes
• Maxi-LCA definition of physical and human causes

How To ORGANISE a Team Of Stakeholders

• The ‘perfect’ principal investigator
• No pain, no gain
• The eggshell
• Who needs to be a stakeholder?

How To Define The ORDER In The Chaos?

• The 1st stakeholder meeting – The evidence review
meeting
• Preparing the stakeholders
• The accountability contract
• The 2nd stakeholder meeting – definition of physical
and human causes and action Items.

Homework assignment: web quiz

Day 2

Introducing ROOTS, An Investigative Discipline

• Explaining the ‘ROOTS’ acronym
• ROOTS as applied to all LCAs i.e., maxi, midi and
mini LCA’s

How to RESPOND?

• The two trains
• Don’t just do something – stand there
• What is evidence?
• The 3 P’s: People, Physical and Paper Evidence.
• Breakout session: The aladnam as evidence
• The details of evidence-freezing
• Gathering the 5 items needed

Evidence Gathering

• The vector approach to evidence gathering
• Listing of evidence to be gathered
• Breaking into three evidence teams
• Breakout session: gather and summarise evidence

Homework assignment

Day 4

How To Define The ORDER In The Chaos, (Continued)

• Quiz, talk, and overnight thoughts
• Introduction to the WHY tree
• The EXPLANATORY WHY tree
• Rules of construction
• WHY tree: individual practices session
• WHY tree branching and rules

Look At Latent Causes Of Failure

• Definition of latency
• Latent causes versus system causes
• The Situation-Filter-Outcome model
• The 3rd stakeholder meeting – definition of latent causes

How To TRANSLATE Your Findings

• Reporting options
• Translations are not reports
• Some example translations
• Breakout session: develop and present a translation

How To SUSTAIN The Latent Cause Effort In The
Workplace

• Why most root cause analysis ‘RCA’- type efforts die
• The mother-source as the sustainer

Closing
• Are you willing to make a difference?
• Participant closing comments

Audience

Any person or organisation looking to change their culture
through changing the way people think, can routinely host
this seminar at their sites year after year.

Prerequisite

None

Peter Aird

Your Instructor

Peter Aird, with a remarkable 43-year journey in drilling leadership, well engineering, and consultation, is truly a formidable force in his industry. His proficiency is most evident in the execution of intricate well drilling projects. Since 1998, Peter has been instrumental in creating and facilitating over 100 drilling educational sessions and workshops, reaching to over 35 countries internationally.

Recognised worldwide, Peter’s commitment to sharing his wisdom has sculpted a new generation of drilling specialists and extended the horizons of drilling technology. His career is synonymous with meticulousness, leadership, and a steadfast dedication to drilling and well engineering excellence. In 1993, he initiated Kingdom Drilling Services Ltd, a platform offering consultancy and training in well design, engineering, and drilling to renowned oil corporations like Shell and BP. He is a UK Chartered Engineer and boasts a master’s degree in drilling engineering. Peter has been actively involved in drilling ventures since 1987, and consistently devotes his time to training others, further spreading his wealth of knowledge.