"5 Whys" Root Cause Analysis: Solving Root Causes, Not Symptoms
Why 5 Whys
"Five Whys" root cause analysis is a powerful but very simple tool to identify the root cause of a problem, so that you can tackle the true cause of the problem not the symptoms.
Either in your business or in any other walk of life, asking "why" five times can lead you to the root of a problem. Far too often in our businesses we tend to address the symptoms of a problem rather than addressing the true root cause.
Use the 5 Whys for root cause analysis and stop wasting your time putting sticking plasters over the problems to fix them for a day or two. Too often in our businesses we spend our time asking why this problem has happened again, why it didn't go away after we fixed it last week. Five Whys will help you to remove these repeating problems by curing the root cause.
Root Cause Analysis Using 5 Whys
Symptoms vs. Root Cause
When something goes wrong we typically witness the symptoms of the problem: the defects at the end of our production line or the failed machine. The cause of the problem is not always so obvious and far too often we jump to conclusions regarding what those causes are, typically grabbing at another symptom of the original problem as being the root cause because we don’t investigate “deep” enough.
For instance a teenager may blame their oily skin for their spots and buy many lotions and creams to cure the oily skin, but why have they got oily skin? The root cause could be down to their environment, their diet, even their hormones or genetics. They are only tackling a symptom of the underlying problem so they will never truly cure the issue.
Root cause analysis using the 5 Whys will help your drive continuous business improvement and even improvements in other areas of your life.
History of the 5 Whys
The 5 Whys originated within the Toyota Production System and are an integral part of Lean Manufacturing, Kaizen and even Six Sigma. Taiichi Ohno saw the 5 Whys as a very important part of Toyota's overall philosophy.
Like that annoying kid that keeps asking “why” when you give him an answer until you get to the point of just saying “because” when you run out of steam, 5 Whys is a very simple method to use to drill down through the layers of symptoms to get to the root cause.
The process is simple. Just ask why 5 times in succession to get to the true root cause of the problem, as per the pictures below.
This is a very simple process, indeed, but more often than not we stop at the very first "why" and try to do something about the symptoms rather than getting to the true root causes. Putting repeated sticking plasters onto our processes we find ourselves having to deal with the same problems day after day and never make progress to actually solve our issues. This is why the 5 Whys are so important and should be a discipline that is instilled at all levels within the organization.
5 Whys ProcessClick thumbnail to view full-size
Criticisms of 5 Whys
The criticisms of 5 whys are many, but to be honest they miss the point.The idea of the 5 whys is not just to ask five questions, but to instill the discipline of searching for the true root cause behind something.
In the example above we could still continue asking why a sixth or even seventh time, and investigate the maintenance routine of the machine, and so forth. The point is not to stop at five "whys." Five is typically enough to reach to the true root cause, however there will often be occasions when you need to ask six, seven, or even eight times to reach the true root cause. The point is to keep investigating to the point that you tackle the real cause.
The other problem is that when different people follow the process they may come up with different "whys." Sometimes there are multiple symptoms and causes of a problem especially with more complex problems, at this point we try brainstorming and fishbone diagrams to try to determine the root causes, but again, we need to question each potential root cause to see if it is truly the root cause.
But if there is more than one potential root cause to a problem, don't just solve the root cause that caused today's problem. How many times do you see something that could go wrong, ignore it because you are too busy, only to have it bite you a day or a week later!
It is the discipline of searching for the root cause instead of tackling the symptoms that is the strength of the 5 whys technique, it is not meant to be taken as a literal 5 step tool for individuals to use to get to the root cause every time. Use as many whys as you need to get to your root cause and if it means exploring more than one potential root cause, do so.
In business, it is not enough to wait for a problem to occur and then tackle that problem. f you want to succeed then you have to have a planned process of continuous process improvement. Five whys is a very good tool and discipline to instill in your people but it must be used within a planned framework of improvement.
You should consider implementing any findings you derive from using 5 whys across other similar processes also. if lack of maintenance is causing problems on one machine, the chances are that it is causing problems elsewhere also. If one department’s skills with customer communication are causing issues with delivery, what communication issues are causing problems in other departments?
Improvement never ends if you want to succeed!
In addition to 5 Whys root cause analysis there are a host of other quality tools that can help you with your continuous process improvement and help you to eliminate the true root causes of your problems;
Like many other quality tools the five whys is best used in conjunction with other techniques and as part of a planned process of improvement, not just in fire-fighting your daily problems. Used together, quality tools including the 5 whys are an effective way to improve your business and its competitiveness.
Quality Tools to Find Root Cause
This article is accurate and true to the best of the author’s knowledge. Content is for informational or entertainment purposes only and does not substitute for personal counsel or professional advice in business, financial, legal, or technical matters.