When faced with a problem, there is a simple technique that when applied properly can help you to quickly get to the root cause of the problem and thus identify what needs to be done not only to fix the problem, but prevent the problem from reoccurring. The technique is called The 5 Whys. This technique is a question-asking method used to explore the cause and effect relationships underlying any particular problem.
It works like this:
THE PROBLEM: Our office printer always messes up.
Why? – The paper keeps getting jammed (first why)
Why? - The printer keeps trying to print on two sheets at once (second why)
Why? – The paper is being loaded into the printer incorrectly (third why)
Why? – Multiple trays for paper and it is unclear as to which tray should be loaded and how (fourth why)
Why? – Employees have not been trained on how to load paper (Fifth why, a root cause)
Why? – The printer manuals are missing or have not been provided.
THE SOLUTION: Develop a work instruction on how to load paper. Train all employees on work instruction. Attach work instruction to printer for easy reference.
You will notice that in the above example I asked why more than five times and that is okay. The “five” in the technique name only signifies that you need to do several iterations, at least five, in order to get to the real root cause. It is perfectly acceptable to ask why six, seven, eight or even more times if it takes that many times to figure out a solution.
There are some pitfalls to avoid in using this technique:
Some time there is a tendency for investigators to stop at symptoms rather than going on to lower level root causes.
Investigators cannot find causes that they do not already know or at least have an idea of.
Different people using 5 Whys can come up with different causes for the same problem.
Avoid all three of these pitfalls by using on-the-spot verification of the answer to the current “why” question, before proceeding to the next.
So remember the next work problem you encounter, take the time to ask why.
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