Professional Documents
Culture Documents
Akshara R. Nair
11
PGDM15
If you dont ask the right questions, you dont get the right answers.
A question asked in the right way often points to its own answer.
Asking questions is the ABC of diagnosis. Only the inquiring mind
solves problems. Edward Hodnett
History
The technique was originally developed by Sakichi Toyoda and was
used within the Toyota Motor Corporation during the evolution of its
manufacturing methodologies. It is a critical component of problem-
solving training, delivered as part of the induction into the Toyota
Production System.
The architect of the Toyota Production System, Taiichi Ohno,
described the 5 Whys method as "the basis of Toyota's scientific
approach . . . by repeating why five times, the nature of the problem
as well as its solution becomes clear."
The tool has seen widespread use beyond Toyota, and is now used
within Kaizen, lean manufacturing, and Six Sigma
Five Whys Preparation
Five whys is a Root Cause Analysis Tool. Not a problem
solving technique. The outcome of a 5 Whys analysis is one
or several root causes that ultimately identify the reason why
a problem was originated. There are other similar tools as the
ones mentioned below that can be used simultaneously with
the 5 Whys to enhance the thought process and analysis.
Corrective
Problem Root Cause
Actions
Any 5 Whys must address two different problems at the same
time.
The first part is related to the process that made the defective
part.
(Why made?)
The second, must address the detection system that was not
able to detect the defective part before it became a problem.
Problem Statement:
You are on your way home from work and your car stops
in the middle of the road.
1. Why did your car stop?
Because it ran out of gas.
This is a good time to include a Cause and Effect analysis and look at
the 5 Ms.
Method.
Materials.
Men.
Machines.
Mother Nature.
Five Whys The Fifth Why
When you finally get to the fifth why, it is likely that you have
found a systemic cause. Most of the problems in the process can be
traced to them. Even a malfunctioning machine can sometimes be
caused by an incorrectly followed Preventive Maintenance or
Incorrect machine parameters setup.
When you address a systemic cause, do it across the entire process
and detect areas that may be under the same situation even if there
are no reported issues yet.
If you have reached the fifth why and you are still dealing with
process related cause(s), you may still need one or two more whys
to deep dive into the systemic cause.
Criticism
Tendency for investigators to stop at symptoms rather than
going on to lower-level root causes.
Inability to go beyond the investigator's current knowledge
- cannot find causes that they do not already know.
Lack of support to help the investigator ask the right "why"
questions.
Results are not repeatable - different people using 5 Whys
come up with different causes for the same problem.
Tendency to isolate a single root cause, whereas each
question could elicit many different root causes.
Conclusion
A good way to identify if the 5 Whys was done properly is to try to
organize the collected data in one sentence and define it in an
understandable manner. If this cannot be done or the sentence is
fragmented or meaningless chances are that there is gap between one
or several of the whys. You then must revisit the 5 Why and identify
those gaps to fill them in. If there is coherence in the way that the
sentence is assembled, it shows consistency on the thought process.
Something like:
Problem Description occurred due to Fifth Why. This was
caused by Fourth why mainly because Third Why was
allowed by Second why, and this led to First Why.
THANK YOU!!!