The “5 Whys” technique is a simple yet powerful tool for problem-solving and root cause analysis. It is based on the idea that by repeatedly asking “Why?” to the problem at hand, we can dig deeper and deeper until we reach the root cause of the problem. This technique was first developed by Sakichi Toyoda, the founder of Toyota Motor Corporation, as a means to improve the efficiency and effectiveness of the company’s production process. In the decades since its inception, the “5 Whys” technique has been widely adopted by organisations in various industries for a variety of problem-solving and continuous improvement efforts.

To use the “5 Whys” technique, simply follow these steps:

1. Clearly define the problem you are trying to solve.
2. Ask “Why?” about the problem.
3. Identify the root cause of the problem based on the answer to the first “Why?”
4. Ask “Why?” again, this time focusing on the root cause identified in step 3.
5. Repeat this process until you have asked “Why?” at least five times and have identified the root cause of the problem.

“5 Whys” example

The assembly line at the XYZ factory is experiencing frequent breakdowns, causing delays and productivity losses.

1. Why is the assembly line experiencing frequent breakdowns?

• Answer: Because the conveyor belt is breaking down frequently.

2. Why is the conveyor belt breaking down frequently?

• Answer: Because the belt material is not strong enough to withstand the load and wear and tear of the production process.

3. Why is the belt material not strong enough?

• Answer: Because the supplier is using a cheaper, lower-quality belt material to cut costs.

4. Why is the supplier using a cheaper, lower-quality belt material?

• Answer: Because the factory has not specified the required belt material quality in the contract with the supplier.

5. Why has the factory not specified the required belt material quality in the contract with the supplier?

• Answer: Because the procurement department was not aware of the importance of belt material quality in the production process.

In this example, the root cause of the problem is the procurement department’s lack of awareness about the importance of belt material quality. By identifying and addressing this root cause, the factory can prevent future breakdowns and improve its overall efficiency and productivity.

Summary

According to a survey conducted by the Association for Quality and Participation (AQP), the “5 Whys” technique is the most widely used root cause analysis tool, with over 60% of respondents reporting that they use it in their organisations. Another survey by the Institute for Industrial and Systems Engineers (IISE) found that the “5 Whys” technique is effective in solving about 70% of problems.

In my personal experience, the “5 Whys” technique has proven to be an invaluable tool for problem-solving and continuous improvement. It is simple and straightforward to use, yet it has the power to uncover the root causes of problems that might otherwise have remained hidden. I have used the “5 Whys” technique in a variety of contexts, from resolving technical issues in manufacturing processes to improving customer service in service organisations.

If you have not yet tried the “5 Whys” technique, I highly recommend giving it a shot. It is a quick and easy way to identify and address the root causes of problems, and it can be a valuable addition to your problem-solving toolkit