The 5 Why’s Analysis and How to Effectively Use it

What is Five Why’s Analysis?

The Five Why’s analysis, also known as the root cause analysis is one of the seven basic tools that are used in Six Sigma.

The principle idea behind the tool is the fact that for every effect there is a cause. Therefore the quality problem can be viewed as an effect for which there will be one or multiple causes. However, it is also known that there is a whole chain of reactions called symptoms before the cause actually reaches its effect. Therefore if the management is able to pinpoint and solve the problem from its root cause, considerable advantages would be gained.

Jeff Bezos Amazon Example of Application of Five Why’s:

Jeff Bezos illustrated, how the Five Whys can be used. He had visited one of the shop floors at Amazon. On his visit he saw that the fingers of one of the employees was caught in the conveyor belt and the employee had sustained injuries. Below is an account of the meeting in which Mr Bezos discussed this incident.

Question: Why did the associate damage his thumb ?
Answer: Because his thumb got caught in the conveyor.

Question: Why did his thumb get caught in the conveyor?
Answer: Because he was chasing his bag, which was on a running conveyor.

Question: Why did he chase his bag?
Answer: Because he placed his bag on the conveyor, but it then turned-on by surprise

Question: Why was his bag on the conveyor?
Answer: Because he used the conveyor as a table

Conclusion of the Case

So, the likely root cause of the associate’s damaged thumb is that he simply needed a table, there wasn’t one around, so he used a conveyor as a table. To eliminate further safety incidences, we need to provide tables at the appropriate stations or provide portable, light tables for the associates to use and also update and a greater focus on safety training. Also, look into preventative maintenance standard work.

Conclusion Regarding the Methodology in General

The Five Why’s act as a powerful tool and help in sifting through the symptoms which represent surface level problems to the real problem, the root cause. Solving this root cause solves all the problems in between.

Subjectivity Involved

The Five Whys process is only semi-structured. This means that if it is done by different people, they may come to very different results. The process therefore is only as good as the person running it. This makes it important to ensure that the team is cross functional and really involved in obtaining best results for the process.

How to Effectively Use Five Whys?

Although the 5 Why’s is an elementary tool when it comes to six sigma methodology, it is nonetheless important. Since there is a high degree of subjectivity involved with the usage of the tool, it is suggested that it be used only by a team of cross functional experts to obtain best results. Here is the list of the steps to follow to get best results:

1. Step 1 - Be Careful While Creating Problem Statements: The main goal of the Five Why’s tool is to ensure that we move past symptoms and make headway into finding and solving the root cause.

   It is therefore important that the problem be framed in the correct manner. As the old saying goes “A problem well defined is half solved”.

   The definition of the problem should be objective i.e. it must include facts and measurements. It must leave no room for ambiguity for words like “more”, “less” etc.

   Its only when the problems can be defined in concrete numerical terms can a desired solution be defined and worked upon.

2. Step 2 - Honesty – Avoid the Blame Game: Power and politics in an organization are a severe hindrance towards moving forward with the Five Why’s analysis.

   Many times brainstorming sessions do not work because there is deliberate shielding of problems by departments to avoid being penalized for being inefficient in the past.

   It should be ensured that the participants are indeed objective. There must be no penalties on bringing out past and present shortcomings, instead it must be encouraged.

   Also the rules of the discussion must be made clear prior to beginning the process. The focus must always be on results and not the people involved. Organizations that move beyond people are the ones that succeed with their six sigma endeavors.

3. Step 3 - Parent Child Diagram: The first focus should be on getting as many problems on the discussion board as possible. Once this is done and the answers begin to get repetitive, one must start mapping the levels of causes.

   For example A causes B, B causes C and C causes D. In this case A is a Level 1 cause, B is a level 2 cause and C is a level 3 cause when it comes to solving D as a problem.

   Solving A would pull the rug beneath all other issues and the management will be able to use much more with limited resources than it would otherwise have done.

4. Step 4 - Ensure That the Cause is Systematic: A systematic cause is one where the system is to be corrected, not the parties in the system.

   A six sigma process does not allow error even if the participants willfully want to err. Hence the root cause analysis should ensure that it is not degenerating to a finger pointing exercise.

   The idea should be to make the system so efficient that it does not allow any errors whatsoever.

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