Why –Why

 

Probably everyday we encounter something that doesn’t go right.  For some of us that is certainly an understatement.  It could be a machine that breaks down, a wall that gets built in the wrong spot, a computer program that crashes, an encounter with someone that leaves tension, an employee who leaves, or all the above.  Tracking these problems for a few days would be an interesting exercise.  But more to the point, what can you learn or do about the problems? 

 

There is a simple but powerful technique that many of us have heard about but don’t use on a regular basis.  It is called Why–Why or The 5 Whys.  This approach to cause analysis can be used in almost all problem situations, and it does work.

 

Begin by stating the problem.  Then ask the question, “Why is this happening?”  State the answer.  Again ask, “Why is this happening?” State the answer.  Again ask, “Well why is this happening?”  You keep repeating this sequence until the root cause is apparent -- usually five iterations are enough.  I find it helpful to state the Why question out loud and with some genuine interest and inflection in your voice.

 

Here is an example.

 

State the problem

The spines of stitched books are not staying against the back gauge of the drill causing runoff of holes.

 

Why is this happening?

Because the books are very thin, flimsy and some stacks are very curled on the backbone.

 

Why are some of the books curled on the backbone?

            Because the books were stacked in the cart in tall lifts and turned spine to face.

 

Why were the books stacked in the cart in tall lifts and turned spine to face?

Because the ticket called for books to be shrink wrapped in 100’s, hence they were stacked in groups of 100 and stacked spine to face to stabilize the stack.

 

Why did the ticket call for bundles of 100?

Because the customer requested bundles of 100, and we try to give the customers what they want.

 

In this case, after four why’s it is apparent what is going on.  We know the root cause of the problem, and some action(s) can be taken.  If this is a large on-going project, the previous operation can be notified to stack the books in shorter stacks - all with the spines and faces the same direction.  If this is a batch operation, the customer service representative who writes up the tickets and those in the previous operation must consider their downstream processes on future jobs.

 

This last comment focuses on one of the pitfalls of using the Why-Why tool, and that is the tendency to place blame on people.  Remember this isn’t the Who-Who or 5 Who’s tool.  You need to be alert to not fall into this trap, because the normal tendency is to try to place blame.  Keep in mind that at least 90% of all problems will be system problems and not people problems.  

 

So the next time you encounter a problem or you have an employee who has a problem, give the 5 Why’s a try.