More often than not, things don’t really go your way. Your proven processes go awry, the machinery breaks, leading to a metaphorical fire in the company offices. Every other department is running around panicking, trying to figure out what happened.
The thing is, though, even if you manage to solve the problem for that specific issue (think, using duct tape to piece a machine back together, use a fire extinguisher to kill a spontaneous fire, etc.), your work is not really done. Unless you determine the root cause of the problem, as in, what caused it, the problem is bound to arise again.
The 5 Whys method is a popular process improvement and problem-solving technique, allowing you to determine what caused any given problem.
So What’s the 5 Whys Method?
The 5 Whys, as we’ve already mentioned, is a technique used for determining the root cause of any given issue. The gist of it is, whenever something goes wrong, you keep asking “why?” five times until you determine what the problem really is. Below is a practical example to give you a better idea of how this works.
You’re a sales manager in a software company. At the end of Q2, on a meeting with management, you realize that the sales are down significantly compared to the past year (and not hitting the KPIs, to boot). You organize a meeting with the rest of the management team and conduct the 5 Whys analysis…
- Why are the sales down?
- Because the sales team isn’t closing as many leads as before
- Why?
- Because the leads are weaker and significantly harder to sell to
- Why?
- The marketing team has been trying out new lead generation partners
- Why?
- Because the finance department denied working with the old partner
- Why?
- Because the old partner upped their rates by 20%
After finishing the analysis, you already have several different options on how to fix the issue. You could, for example, count the numbers and determine whether the old partner’s new rates are worthwhile for you (higher sales and profits, despite the upped margin). Or, you might want to try new lead generation companies, some of which could be an even better match than the last.
Then, you write down the potential solutions, assign a responsible person for each, and set up a meeting to report back on the findings.
The History of the 5 Whys Technique
The 5 Whys was first developed by Taiichi Ohno, an industrial engineer who is considered to be the father of the Toyota Production System. It is based on the Toyota’s “go and see” philosophy, which focuses on going out on the field and figuring out what really is happening, rather than basing decisions on what the management thinks could be happening.
The 5 Whys analysis method became popular somewhere around the 1970s. Because of its simplicity and potential, however, it’s still being used today a tool in several different process improvement methodologies…
- Kaizen – Toyota’s philosophy of continuous improvement. It’s based on continually analyzing and improving company processes using scientific management
- Business Process Management – Methodology of streamlining, improving and managing company processes
- Six Sigma– A set of tools and techniques used for minimizing waste and defects in business processes
How to do the 5 Whys Analysis
If something goes wrong, first things first – you’ve got to put out all the fires. After the crisis is averted, it’s time to figure why it happened and how to make sure it never happens again.
The step one is to get the ball rolling – invited everyone that’s remotely related to the incident. Usually, this includes the members of a given team (Think, engineering for software crash). Then, you assign the role of facilitator for the meeting. This should either be department head or a specialist most knowledgeable on the issue (Think, CTO vs Cyber Security Expert). As a given, there should also be someone to document the meeting, ensuring that you don’t miss out on some important point.
Then, before you even begin the 5 Whys analysis, you need to pinpoint and formalize the exact problem. If you don’t have a clearly defined goal for the meeting, it might turn out that each of your team members is solving a completely different issue.
Finally, ask away! Keep asking “why?” until you manage to discover at least one possible root cause of the issue. Once you’ve pointed out the problem, assign relevant team members to come up with and apply the solution.
Document and Follow-up
Sometimes, the first solution you come up with might not be the best (or, it might not work at all). It’s important to document the entire process, from brainstorming to problem-solving and let everyone on the team know.
So, once the initial meeting is over, make sure that everyone has the notes and is aware of what the next steps are. The employees that are in charge of solving the problem should also document their work and in case the solution fails, report back.
If the solution isn’t working, or if there’s more than one root cause to the issue, you can always start the whole process all over again, conducting another 5 Whys analysis.
Human Error as the Root Cause
Sometimes, the 5 Whys analysis will determine that the root cause of the problem is some employee’s mistake.
Making sure this kind of mistakes don’t happen can be hard. While you can put out the fires, you can’t ensure that no one will make the same mistake again. It’s all too human to mess up here and there, after all.
What you can do, though, is minimize these chances the best you can.
By using Workflow Management Software, you can standardize your processes. This way, your employees will have software looking over their work, ensuring that every step of the way is carried out without mistakes.
Related Questions
What is the root cause of a problem?
A root cause is the deepest, most fundamental reason why a problem exists. Think of it like finding the source of a river – you need to trace back through all the streams and tributaries until you find where it all begins. It’s not just about finding what went wrong, but understanding the underlying reason that started the whole chain of events.
What is a root cause example?
Imagine a house with a wet floor. The immediate problem is the wet floor, but following the trail might reveal a leaky pipe, which was caused by frozen water expanding inside it, which happened because the heating system failed, which occurred due to missed maintenance. The real root cause here isn’t the wet floor or even the leaky pipe – it’s the lack of a proper maintenance schedule.
What is the root source of the problem?
The root source is the original trigger or condition that sets off a chain of events leading to a problem. It’s like peeling an onion – you have to remove layer after layer until you reach the center. Often, what we think is the source turns out to be just another symptom of a deeper issue hiding underneath.
What are the causes of problems?
Problems typically stem from multiple sources: human error, system failures, communication gaps, environmental factors, or process breakdowns. Like a tree’s roots, these causes often intertwine and feed into each other. Sometimes a single problem can have several contributing causes working together, making it crucial to identify and address each one.
What is a root cause situation?
A root cause situation occurs when you’re faced with a problem that requires deep investigation to understand its true origin. It’s like being a detective who must look beyond the obvious clues to uncover the real story. These situations often involve complex systems where surface-level fixes won’t create lasting solutions.
Why should you identify root causes?
Finding root causes is essential because it prevents problems from recurring. It’s like treating an illness rather than just its symptoms – unless you address the underlying cause, the problem will keep coming back. Identifying root causes helps create permanent solutions and saves time and resources in the long run.
How do you distinguish between symptoms and root causes?
Symptoms are like warning lights on your car’s dashboard – they tell you something’s wrong but not exactly what. Root causes are the actual mechanical issues triggering those warnings. The key is to ask “why” multiple times until you can’t go any deeper. If you can still ask “why” after finding a cause, you haven’t reached the root yet.
What tools can help identify root causes?
Several methods can help uncover root causes, from simple techniques like the “5 Whys” method to more complex tools like fishbone diagrams and fault tree analysis. Think of these tools as different types of microscopes – each one helps you examine the problem from a different angle and depth.
How do you prevent root causes from recurring?
Prevention requires creating systematic changes and safeguards. It’s like building a fence around a dangerous area – you need to implement controls, checks, and balances that make it difficult for the problem to happen again. This might involve changing processes, adding monitoring systems, or improving training.
What role does data play in root cause analysis?
Data acts as a flashlight in a dark room, illuminating patterns and connections that might not be visible at first glance. By collecting and analyzing relevant information, you can spot trends, identify correlations, and make evidence-based decisions about what’s really causing your problems.
How do organizational culture and root causes connect?
Culture often serves as the soil from which problems grow. An organization’s values, beliefs, and practices can either prevent or promote certain types of issues. Like a garden’s soil quality affects plant health, organizational culture influences how problems develop and how effectively they’re solved.
What makes root cause analysis difficult?
Root cause analysis can be challenging because problems often have multiple layers and interconnected causes. It’s like solving a puzzle where some pieces are hidden and others might look like they fit but don’t. People might also resist acknowledging deeper issues, especially when they involve sensitive topics or require significant changes.
