Root Cause Analysis (in all its forms, both formal and informal) is acknowledged by the top executives in the company as a CORE business activity.  They understand that the most effective continuous improvement effort depends on Root Cause Analysis.  They use it themselves, daily.  They insist that it be used by their subordinates. 

Because of the importance they place on RCA, our executives have insisted that our “official” RCA efforts be integrated with our Corporate Visions and Values. 

When something goes wrong at our site (something that has been deemed “unacceptable”), plant management, including supervision insist that the RCA process be followed and that any corresponding action items be closed-out.

More importantly, however, Root Cause Analysis has taken root amongst the rank and file of the organization such that the effort is independent of upper-level management personalities.  An upper-level manager would have an almost impossible time of trying to thwart the root cause culture at our site.