The 5 x Why Method (The 5 Whys)

Please register now to read all responses and to join this discussion yourself. It's easy and 100% free.     Log in

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
  

Please register now to read all responses and to join this discussion yourself. It's easy and 100% free. Sign up for free     Log in

		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
	(...)

		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
	(...)

		You Can Use 1 Why or 5 Whys or Multiple Whys VILMA JOY VALLE
	(...)

		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
	(...)

		Find the Most Cost-Effective Solution after 5 Whys Bevis Qiu, China, Member
	(...)

		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
	(...)

		Organisation Service or Product Delivery - Human Analogy-Root Cause srinivas, Lecturer, India, Member
	(...)

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

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

		Methods of Iterative Root Cause Analysis VILMA JOY VALLE
	(...)

		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
	(...)