One thing that's often left out that tends to grind organizations to a halt is that continuous improvement processes tend to be additive.

You always add rules, and alerts, and so on. You need to revisit existing processes to and see what can be removed or replaced.

My other nit with these is a term that's abused a lot "Root Cause", most complex issues have many contributing factors, not a single root cause, and if you force the teams to find one, they will.

I dislike RCA (Root Cause Analysis) it puts you in the wrong mindset, CFA would be better (Contributing Factor Analysis).

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anon48293 3 hours ago | parent [-]

Doesn’t eliminating RCA case by case also lead to fewer CFA thereby eliminating them as well?

	▲	juancn 30 minutes ago \| parent [-]
		It's rarely a single cause, there's no root, it's a forest. It's usually a combination of things that are not quite right, specially in mature orgs where all the simple fixes have already been applied. It's semantic, if you do RCA right you don't stop at a single cause, but that's what usually ends up happening.