Have you ever had a problem that kept on recurring no matter what you did to try and prevent it from coming back? Stubborn or recurrent problems are often symptoms of deeper issues. While “quick fixes” might seem convenient, they often only solve the surface issues. Moreover, they also waste resources that could otherwise be used to tackle the real root cause of the problem. In this article, we look at the 5 Whys Analysis. It is a simple, but powerful tool for identifying the real cause for a problem so that you can deal with it once and for all.
What is the 5 Whys Analysis?
One of the many tools used to improve processes and to perform an effective root cause analysis is the 5 Whys Analysis. In essence, it is a problem-solving method that uncovers the root cause of a problem by simply asking “why” five times. Although in some cases, it may take more or fewer whys, depending on the depth of the root cause.
When Should You Use this Method?
The 5 Whys Analysis can be used for troubleshooting, quality improvement, and problem solving. But, it is most effective when used to resolve simple to moderately difficult problems. For more complex or critical problems, you might need to use this method in combination with other methods like the Ishikawa Diagram, or also known as the Fishbone Diagram. The 5 Whys Analysis can also be used when problems involve human factors or involvements. In other words, it can be used any time human error is involved in the process.
The Origins of this Method
The 5 Whys Analysis was originally developed in the 1930s by Sakichi Toyoda. He was a Japanese inventor and industrialist and was the founder of Toyota Industries Corporation. This method became widely used in the Toyota Corporation and is still used frequently to this day. What’s more, it has become an integral part of the Lean philosophy.
An Example of this Method in Action
Below is an example of the 5 Whys Analysis in action for a manufacturing problem:
As you can see, the 5 Whys Analysis helped to reveal the root cause of this manufacturing problem. By coming up with a solution for this root cause, there is a high chance that all of the whys leading up to the final answer will naturally get resolved.
Keep in mind that for this problem, it only took 5 “whys” to determine the root cause. But, ask as many “whys” as you need to complete the process and take appropriate actions.
How to Conduct a 5 Whys Analysis
To conduct a 5 Whys Analysis, you should follow this simple five-step process:
1. Form a cross-functional team
The first step in conducting a 5 Whys Analysis is to form a cross-functional team. First and foremost, you should gather a group of people who are familiar with the specifics of the problem, and with the process that you’re trying to fix. However, make sure that these people are from different departments. This way, you’ll receive unique points of view and it will help you to collect enough information to make an informed decision.
2. Define the problem
Once a cross-functional team has been formed, the next step is to identify the problem as a team. After the problem has been identified, make a brief and clear problem statement. Write the problem statement at the top of a whiteboard or piece of paper, then leave enough space below it so that you can write down your why questions and the associated answers.
Note: this analysis process should be documented from beginning to end so that it can be shared across the organization. Doing so will give an insightful overview of the different kinds of problems a team may face, and how those problems can be eliminated.
3. Start asking "why?"
Ideally, only one person should be leading this entire process. The leader will ask the questions and try to keep the team focused. Instead of emotional opinions, the rest of the team should be provide answers that are based on facts and real data.
The leader should ask “why” as many times as needed until the team can identify the root cause of the initial problem.
Tip #1: Don’t ask too many whys. If you keep asking why, you may end up receiving tons of unreasonable suggestions and complaints, which is not the purpose. The focus should be on determining the root cause.
Tip #2: It is important to keep in mind that in some cases, there may be more than one root cause. If this is the case, the 5 Whys Analysis will look more like a matrix with different branches. You may find this beneficial as it may even help you detect and eliminate organizational issues that have permanent negative effects on overall performance.
Below is a visualization of a 5 Whys Analysis that has multiple root causes.
4. Address the root cause
Now that you’ve identified the root cause(s), you need to all discuss and agree on the counter-measures that will prevent the problem from recurring. When the decision is made, gather the right personnel to apply the corrective actions. There should also be someone observing the whole process.
5. Monitor your measures
After a certain period of time, the team will need to meet again. The purpose of this meeting is to determine and discuss if your counter-measures have eliminated or minimized the initial problem. If the counter-measures were unsuccessful, you may need to change them, or replace them entirely. Moreover, the 5 Whys Analysis should be repeated until you identify the correct cause of the problem.
