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When working on solutions, keep your Root Cause Analysis aim in view. You don’t just want to solve the immediate problem. You want to prevent the same problem from recurring.

Ask the following questions for finding a solution,

 What can you do to prevent the problem from happening again?

 How will the solution be implemented?

 Who will be responsible for it?

 What are the risks of implementing the solution?

A short list of potential corrective action are generated. Each potential corrective action should be carefully scrutinized to determine if it actually will correct the problem. Because many time the analyst Try to fix the symptoms of problems rather than the true root cause. Therefore, care should be taken to evaluate each potential corrective action so that the right one can be implemented to eliminates the real problem. Many a time all corrective actions are not financially justifiable. In some cases, the impact of the incident or event is lower than the cost of the corrective action. In these cases, the RCA should document the incident for future reference, but recommend that no corrective action be taken on some occasions, implementing a temporary solution is the only financially justifiable course of action which can only correct the symptoms. In these instances, the recommendation should clearly define the reason the limitations why this decision was taken and what impact it will have on plant performance.

Also, consider whether the changes you plan to make will impact other areas of your business. Changes to processes can have knock‐on effects. Be sure you aren’t setting yourself up for a new set of problems when you implement the solution. To do this, you need to look at your process flows and how they relate to one another.

The final part of the solution design process is to decide on checks and balances that will tell you whether your business is implementing the solution you’ve devised and whether it works as planned.

Implementation means change, and change must be carefully managed. Everyone concerned needs to know about your solution and the reasoning that led you to believe that you can solve the problem.

So, explain the root cause analysis process and how you arrived at your conclusion. Explain your solution and how you want it to be implemented. Ensure that everyone involved has the knowledge and resources they need to follow through and devise method for testing your new system.

Keep in mind, though, that it’s always better to first apply the solution on a small scale. You can never know what could go wrong. Once you’re certain that the new solution brings results, you can start applying it company‐wide.