Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This results in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.

Based on the principle that perfection is a divine criterion, process management exists on the one hand to achieve excellence (near perfection) and on the other hand to avoid imperfection. In other words, Operational Excellence (EO) is one of the approaches, when used rigorously, aims to maximize performance. Therefore, the mastery of problem solving remains necessary to achieve such performance level. There are many tools that we can use whether in continuous improvement for the resolution of chronic problems (KAIZEN, DMAIC, Lean six sigma…) or in resolution of sporadic defects (8D, PDCA, QRQC ...). However, these methodologies often use the same basic tools (Ishikawa diagram, 5 why, tree of causes…) to identify potential causes and root causes. This result in three levels of causes: occurrence, no detection and system. The research presents the development of DINNA diagram [1] as an effective and efficient process that links the Ishikawa diagram and the 5 why method to identify the root causes and avoid recurrence. The ultimate objective is to achieve the same result if two working groups with similar skills analyse the same problem separately, to achieve this, the consistent application of a robust methodology is required. Therefore, we are talking about 5 dimensions; occurrence, non-detection, system, effectiveness and efficiency. As such, the paper offers a solution that is both effective and efficient to help practitioners of industrial problem solving avoid missing the real root cause and save costs following a wrong decision.

During the course of the industrial 4.0 era, companies have been exponentially developed and have digitized almost the whole business system to stick to their performance targets and to keep or to even enlarge their market share. Maintenance function has obviously followed the trend as it’s considered one of the most important processes in every enterprise as it impacts a group of the most critical performance indicators such as: cost, reliability, availability, safety and productivity. E-maintenance emerged in early 2000 and now is a common term in maintenance literature representing the digitalized side of maintenance whereby assets are monitored and controlled over the internet. According to literature, e-maintenance has a remarkable impact on maintenance KPIs and aims at ambitious objectives like zero-downtime.