By Kepner Tregoe
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Testing this possible cause with our "If. then. " question, we quickly find ourselves at a loss to explain why leaking should appear only on Number One and not on the other four filters. After all, the same people are responsible for maintaining all five filters. If they failed to tighten Number One properly, why would they do a good job on all the others? We would have to make broad assumptions to make the cause fit the observed effects: "Well, they probably use the torque wrench on the other four.
Changes In Figure 1. Structure of a Problem, on page 37, the arrowhead indicates change at a point between past acceptable performance-at which time the SHOULD was being achieved-and the current, unacceptable ACTUAL level of performance. Managers who may never have heard of Problem Analysis know that a decline in a formerly acceptable performance suggests that something has changed; common sense tells them to look for that change. But such a search can be extremely frustrating when the manager is faced with an array of changes--changes that are known and planned, changes that are unforeseen, which continually creep into every operation.
This is shown in Figure 5, shown on page 51. Generation of Possible Causes Somewhere in the lists of distinctions and changes that emerge during Problem Analysis lies the explanation of cause-provided that all relevant information about the problem has been obtained and included. Several possible causes sometimes will emerge. Pieces of information must be knitted together in some cases to provide a satisfactory explanation of the problem's cause. Two changes operating in combination may produce a performance deviation that one of those changes alone cannot.