The 5 x Why Method (The 5 Whys)

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The 5 x Why Method (The 5 Whys)
Ger de Waard, Management Consultant, Netherlands, SIG Leader
DESCRIPTION OF THE 5 WHY METHOD The "5 x why" method has been developed by Toyota to perform an iterative 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 , , , , 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 inves (...) Read more? Sign up for free
 

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Our Endorsement to the 5 Whys
Ashok Kella, Manager, India, Member
(...)
 

 
Better, but not 'root'
David Week, Director, Australia, Member
(...)
 

 
Back to Fundamental Thinking
Ivan Kohlinsky, Management Consultant, United Kingdom, Member
(...)
 

 
5-W in Combination with Impact Measurement
Schoenborn, Management Consultant, Germany, Member
(...)
 

 
5 Times Why - the Emperor's New Clothes
Wulf-Dieter Krueger, Teacher, Thailand, Member
(...)
 

 
Root Cause by Conscious Approach
srinivas, Lecturer, India, Member
(...)
 

 
5 x WHY’S is not Enough for Me
David Torres, Manager, Mexico, Member
(...)
 

 
I Prefer the Following Name for this Tool: Why-Why Analysis
Johnny Michael Tan, Management Consultant, Malaysia, Member
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Tools According to Problem Complexity
Rodolfo Dionisi, Argentina, Member
(...)
 

 
Role of Biases in Determining the 5 Whys
srinivas, Lecturer, India, Member
(...)
 

 
1 WHY is Enough Sometimes
Mireille.durin, HR Consultant, Belgium, Member
(...)
 

 
5 Why is Excellent Tool to Start and Get Back to the Basics
Pedro Monteiro, Manager, Portugal, Member
(...)
 

 
Preparing for Usage of 5 Whys
srinivas, Lecturer, India, Member
(...)
 

   

 
Change 5 Why into Why-why Analysis
Ashok Kella, Manager, India, Member
(...)
 

 
Back to Fundamental Thinking
Dietmar W. Sokowski, Consultant, United States, Member
(...)
 

 
A Tip for this Fundamental Why-Why Technique
Sudheendra G. Mudikeri, Management Consultant, India, Member
(...)
 

 
Why? or: What For?
Olaf de Hemmer, Business Consultant, France, Member
(...)
 

 
Even a Single 'why' Can Suffice, Without Overtly Asking 'Why'
C.L. Kappagomtula, Professor, Malaysia, Member
(...)
 

 
5 Why is not Japanese
Miguel Sacramento, Business Consultant, Brazil, Member
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Children Ask Why? Meaning what For?
Olaf de Hemmer, Business Consultant, France, Member
(...)
 

 
5 Why is not Japanese
Miguel Sacramento, Business Consultant, Brazil, Member
(...)
 

 
Children Asking Why
Wulf-Dieter Krueger, Teacher, Thailand, Member
(...)
 

 
5 WHY Methodology is Advanced
FASESIN David, Manager, Nigeria, Member
(...)
 

 
Advanced 5 WHY Methodology
Ashok Kella, Manager, India, Member
(...)
 

   

 
Ask as Many Whys as Necessary
jorge anibal hoyos hoyos, Manager, Colombia, Member
(...)
 

 
Conscious Approach
srinivas, Lecturer, India, Member
(...)
 

   

 
My Important Experience with 5 Whys
Lee, Youngki, Consultant, Korea (South), Member
(...)
 

 
Delegation of All Rationally Viable Methods
srinivas, Lecturer, India, Member
(...)
 

 
AI and Causes / Goals
Olaf de Hemmer, Business Consultant, France, Member
(...)
 

 
Feedback Loop Mechanism
srinivas, Lecturer, India, Member
(...)
 

 
Stochastic Approach to Root Cause Analysis May Be the Need of the Day
C.L. Kappagomtula, Professor, Malaysia, Member
(...)
 

         
Special Interest Group Leader
Jagdish B Acharya
Consultant

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