Inhaltsübersicht
- 1 Error analysis
- 1.1 Errors in production
- 1.2 Definition of error analysis
- 1.3 Digital tools as part of a fault analysis
- 1.4 Quality management with digital tools: lower error rates with the tepcon instructor
- 1.5 Error analysis as a strategic success factor in quality management
- 1.6 We will be happy to advise you!
- 1.7 FAQ Error analysis
Error analysis
Why root cause analysis is the key to quality
In industrial processes, errors are not only a nuisance, but also a risk factor for quality, costs and customer satisfaction. The smallest deviations in production or work processes are often enough to cause major damage or production downtime.
Structured error analysis is therefore an indispensable part of modern quality management. It is the key tool with which the causes of errors can be systematically identified, suitable measures can be introduced to rectify errors and the quality of the product, process and service can be ensured in the long term.
So let’s take a closer look at the basics of error analysis: proven methods, digital tools and a clearly structured approach are the ideal combination for uncovering and eliminating sources of error in your company.
Well-known analysis methods such as FMEA, the Ishikawa diagram or the 5 Why method are worthwhile across all industries in large, small and medium-sized companies. How does this work and how can modern technologies support you in carrying it out? Find out here in our article.
Errors in production
Errors in industrial processes can occur at many points – from incoming goods to production and sales. A distinction is made between internal and external causes.
Internal causes
Internal causes of errors arise within the company or operation. A variety of possibilities can cause problems, for example:
- Unclear work instructions or incorrect templates
- Outdated machines or unsuitable tools
- Lack of qualification or insufficient training of employees
- Gaps in workflows or inadequate process analysis
These causes can be directly influenced with targeted measures, and the desired improvement can sometimes be achieved quickly after analysis in the case of internal causes.
External causes
External causes of errors lie outside the direct sphere of influence of the company. Frequent sources of error here are
- Quality fluctuations at suppliers
- Transport or storage damage
- Miscommunication with customers or service providers
- unforeseeable market influences such as raw material shortages
Even if external causes are more difficult to control, holistic quality management still requires a comprehensive analysis in order to derive any further steps for improvement based on the information.
Definition of error analysis
Fault analysis is a systematic procedure for identifying, investigating and evaluating the causes of faults in industrial processes. It forms the basis for effective measures for troubleshooting and process optimization.
The aim is to uncover not only symptoms, but also the underlying cause-and-effect relationship – and thereby improve quality in the long term.
We are familiar with various methods and procedures from the field of quality management for carrying out a fault analysis.
Root cause analysis is one of the central methods of error analysis. It follows the logic: only those who know the true cause can take effective measures. This analysis involves tracing back step by step why an error occurred. The method makes it possible to systematically identify not only obvious but also underlying causes.
FMEA (Failure Mode and Effects Analysis) is a preventative tool in quality management. It helps to identify possible failure modes in a product or process in advance and to evaluate their potential effects. A risk priority number (RPN) is used to determine the urgency of error prevention measures.
FMEA is particularly valuable in the early phases of product development and process planning – i.e. before errors occur. It helps companies to proactively ensure quality and avoid unnecessary costs.
The Ishikawa diagram, also known as the fishbone diagram, is a proven visualization tool for depicting cause-and-effect relationships. It was developed by Kaoru Ishikawa, one of the pioneers of modern quality management.
The Ishikawa diagram is part of the so-called “Q7”, the seven quality tools according to Kaoru Ishikawa. These tools were developed to make quality problems visible, analyzable and solvable. They are particularly suitable for structured collaboration in teams, as they break down complex problems into manageable components.
Also known as the Ishikawa diagram, the fishbone diagram breaks down the causes of defects into major categories such as man, machine, method, material, environment and measurement. Each of these categories is further subdivided until all possible influencing factors are visible.
The visual representation makes it easier to systematically identify the most likely causes of faults.
The 5 Why method is a simple but extremely effective technique for researching causes. The question “Why?” is asked five times (or as often as necessary) – each time in relation to the previous answer. The aim is to get from the first description of the problem to the actual cause.
This method is particularly suitable for use in small teams or as part of lean management approaches. It works independently of the technical area and can be used in both production and administrative processes.
Digital tools as part of a fault analysis
With increasing digitalization, the tools for error analysis have also evolved. Modern software solutions make it possible: the structured documentation of errors, the automated identification of error causes and the tracking of measures across the entire company can be implemented much more quickly and easily with a digital product.
Tools that support if-then logic are particularly helpful: As soon as a specific error is detected, suitable cause or action fields can be automatically displayed. This makes the analysis more dynamic and significantly reduces the time required.
In addition, digital systems make it possible to link error analyses with other areas of quality management – such as quality assurance, auditing or training management. Data from different areas of the company can be bundled, compared and evaluated. This produces holistic, comprehensible results.
Quality management with digital tools: lower error rates with the tepcon instructor
In service documentation, as assembly instructions and work instructions, our “instructor” software provides comprehensive support for processes in production and manufacturing. With its detailed step-by-step instructions, the tool guides independent workers through a wide range of processes.
This is not only helpful for error analysis as a precautionary measure: thanks to continuous documentation of all steps, data can also be generated for error analysis.
The tool also becomes an active part of the error handling process: For example, the “instructor” can ask specific questions in accordance with its if-then logic in forms when logging errors and, if necessary, show and hide additional test steps. The ticket system also makes it possible to record errors, then notify all those involved and responsible and finally analyze the result of any changes made.
All information is available at any time and from anywhere. Process adjustments are significantly simplified and fewer staff are required to communicate changes. This reduces the susceptibility to errors in general and instead leads to increased productivity with less personnel expenditure.
We will be happy to explain how you can optimize your quality management with the tepcon “instructor”: Book a consultation here!
Error analysis as a strategic success factor in quality management
Failure analysis is much more than just a tool for troubleshooting – it is a strategic instrument in the context of quality management. With the help of structured methods such as FMEA, the Ishikawa diagram, the 5 Why method and digital tools, sources of error can be systematically uncovered and sustainably eliminated.
The correct selection and application of these techniques is crucial. Whether as part of process analysis, in joint work with external services or to optimize internal processes, error analysis paves the way to higher productivity, better teamwork and more satisfied customers.
Use the possibilities of modern tools and methods not only to document errors, but also to learn from them in the long term. In this way, you create a learning system that continuously improves – to the benefit of your company, your products and your overall business performance.
We will be happy to advise you!
Go on a sustainable search for errors: Expand your options with digital documentation and instructions that simplify processes and register information – at any time, in every single process in your company.
Get the competitive edge among digital tools: We will advise you comprehensively on the possibilities that the “instructor” offers for your company.
FAQ Error analysis
Error analysis not only serves to eliminate acute problems, but above all to sustainably improve quality and performance. With a structured analysis of errors, their causes can be clearly identified and targeted measures derived. This prevents repeat errors, reduces risks and strengthens confidence in processes, products and services.
The primary aim of error analysis is not just to eliminate symptoms, but to use proven techniques such as cause-and-effect diagrams or the 5 Why method to find the actual cause – and learn from it.
Causes of errors can be roughly divided into internal and external factors. Internal causes of errors can include incorrect work instructions, outdated machines, insufficiently trained employees or unclear processes.
Examples of external causes of errors include defective vendor parts, transportation problems or communication errors with service providers.
One aim of the analysis is to clearly separate these different causes from one another and to present them visually and comprehensibly using suitable diagrams such as the Ishikawa diagram. Only by precisely identifying these causes can long-term problems with measurable consequences be avoided.
Diagrams, in particular the cause-effect diagram (also known as the Ishikawa diagram or fishbone diagram), are a key tool for analysis. Such diagrams can clearly illustrate complex relationships and systematically organize different causes. In this way, even complex problems with multiple influencing factors can be analyzed efficiently.
The visual nature of these techniques makes errors visible in the true sense of the word and promotes collaboration within the team. In this way, a common basis of knowledge and understanding is created for the discussion of errors, their consequences and possible solutions.
Digital tools also offer templates that significantly simplify the creation of such diagrams.
Today, there is a wide range of software solutions and services that support companies in failure analysis. Digital tools help, for example, with systematic data collection, the application of analysis procedures such as FMEA or the automated creation of Ishikawa diagrams.
In addition, some tools offer the option of creating industry-specific templates that make it easier to get started and already take into account typical causes and proven measures. The use of such systems saves time, improves documentation and ensures consistent processes – especially in complex production environments.
The tepcon “instructor” offers comprehensive documentation options and, with its if-then logic, becomes a valuable companion when researching the causes and analyzing faults in your company.
