Organizational_Systems_and_Quality_Leadership_Task_2.docx Organizational Systems and Quality Leadership Western Governors University A.Explain the general purpose of conducting a root cause analysis (RCA). Ogrinc a
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Organizational_Systems_and_Quality_Leadership_Task_2.docx Organizational Systems and Quality Leadership Western Governors University A.Explain the general purpose of conducting a root cause analysis (RCA). Ogrinc and Huber (2010) define root cause analysis an “approach commonly used in health care to understand errors and accidents after they occur.†They begin with stating that the root cause analysis asks a series of four questions; “What happened?â€, “Why did it happened?†“What are we going to do to prevent it from happening again?â€, and “How will we know that the changes we make actually improve the safety of the system?â€. They then mention the root cause analysis applies six steps to help answer these four questions. Last, they state that when root cause analysis is applied correctly, it helps the organization to gain better knowledge from the mistakes that occurred as well as decrease the rate of error from happening again (Ogrinc and Huber, 2010). 1.Explaineachof thesixsteps used to conduct an RCA, as defined by IHI. Step 1: The first step Ogrinc and Huber (2010) mention of the root cause analysis process is to form a team. They state it should be a group of around four to six people varying in levels of proficiency. They articulate that once the team is formed, members of this group should have specific roles. They stated that having roles for each member help in contributing the root cause analysis process to function without problems or difficulties. The roles they mentioned were a team leader. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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