The 5 x Why Method (The 5 Whys)

The 5 x Why Method (The 5 Whys)

DESCRIPTION OF THE 5 WHY METHOD
The "5 x why" method has been developed by Toyota to perform an iterative Root Cause Analysis of production-related problems. The "5 x why" method is one of the available tools for performing a root-cause analysis. Its simple design and effective output made the 5 x why method also into a popular method used in Kaizen, Lean Production, Six Sigma, Value Stream Analysis, etc.

HOW DOES THE 5 X WHY METHOD WORK?

• IDENTIFY THE PROBLEM for which the root cause has to be identified.
  
• ASK: WHY has this problem arisen? The result is a reply with a new or different problem.
• KEEP ASKING: WHY? Take the first answer (or problem) and reformulate the question: Where has this issue has arisen? Repeat these steps until you arrive at the core (root-cause) of the issue/problem.

USING THE 5 WHYS. APPLICATIONS
The 5 x Whys can be used for several things:

• VALIDATING ASSUMPTIONS: It is a simple tool that helps the Belt to unearth an assumption embedded in the process he/she is investigating. Once an assumption is revealed and of course also tested with data, it ensures excellent results.
• DETERMINING ROOT CAUSES: However 5 x Why is more used in determining the Root Cause(s) of problems
  This technique is most used in the Analyze phase of DMAIC (Define, Measure, Analyze, Improve, Control). The 5 x Whys doesn’t involve a statistical hypothesis and in many cases can be completed without a data collection plan.
• FINDING NON-VALUE ADD ACTIVITIES: The 5 Whys can also be used as a tool in Value Stream Analysis. Value stream mapping is as we know hard work because it requires looking at a process as if every step is non-value-added and is costing the organization time and resources. The 5 Whys is an easy way to root out as many non-value-added steps as possible.

IS ASKING “WHY?” 5 TIMES ENOUGH?
Often you need to ask 6, 7 and even sometimes 8 x Why to find the real root cause of the problem. Perhaps a better name would be "Multiple Why’s Method".

EXAMPLE OF 5 WHYS
An excellent example of 5 x Why is the Jefferson Memorial by Juran Institute.

		Ashok Kella Manager, India
	Our Endorsement to the 5 Whys Yes, recently, in a complex issue dissecting in ou (...)

		David Week Director, Australia
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		Ivan Kohlinsky Management Consultant, United Kingdom
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		Dr. Schoenborn Management Consultant, Germany
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		Wulf-Dieter Krueger Teacher, Thailand
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		Paramathmuni srinivas Kumar India
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		David Torres Manager, Mexico
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		Johnny Michael Tan Management Consultant, Malaysia
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		Rodolfo Dionisi Argentina
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		Paramathmuni srinivas Kumar India
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		Mireille.durin HR Consultant, Belgium
	1 WHY is Enough Sometimes @Srinivas: There is always a WHY... Why this situa (...)

		Pedro Monteiro Manager, Portugal
	5 Why is Excellent Tool to Start and Get Back to the Basics 5 Whys is one of the best, simple and effective pr (...)

		Paramathmuni srinivas Kumar India
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		VILMA JOY VALLE
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		Ashok Kella Manager, India
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		Dietmar W. Sokowski Consultant, United States
	Back to Fundamental Thinking @Ivan Kohlinsky: Good point Ivan. Your comment is (...)

		Sudheendra G. Mudikeri Management Consultant, India
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		Olaf de Hemmer Business Consultant, France
	Why? or: What For? I agree with pointing out that 'root cause' is hel (...)

		C.L. Kappagomtula Professor, Malaysia
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		Miguel Sacramento Business Consultant, Brazil
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		Bevis Qiu China
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		Olaf de Hemmer Business Consultant, France
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		Miguel Sacramento Business Consultant, Brazil
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		Wulf-Dieter Krueger Teacher, Thailand
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		FASESIN David Manager, Nigeria
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		Ashok Kella Manager, India
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		Paramathmuni srinivas Kumar India
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		jorge anibal hoyos hoyos Manager, Colombia
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		Paramathmuni srinivas Kumar India
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		VILMA JOY VALLE
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		Lee, Youngki Consultant, Korea (South)
	My Important Experience with 5 Whys I engaged a company in a training meeting with emp (...)

		Paramathmuni srinivas Kumar India
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		Olaf de Hemmer Business Consultant, France
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		Paramathmuni srinivas Kumar India
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		C.L. Kappagomtula Professor, Malaysia
	Stochastic Approach to Root Cause Analysis May Be the Need of the Day I fully concur with Ger De Waard's argument to not (...)