#1 Origin of the 5 Whys Method
In the 1930s, Sakichi Toyoda developed a problem-solving method which stated: “by repeating the question ‘why?’ five times, the nature of the problem as well as the solution will become clear.”
Sakichi Toyoda, an inventor and the founder of Toyota, considered one of the founding fathers of Japanese industry, developed the 5 whys technique and applied it successfully in Toyota’s factories starting in 1930, gaining wider international recognition since the 1970s.
The 5 whys technique has proven effective in solving problems at work, in studies, and in life.
#2 What is the 5 Whys Method?
5 Whys is a problem-solving technique by repeatedly asking questions so that each answer serves as the basis for the next question, until the root cause of a specific problem is found.
This method is carried out after you have completed the step of defining the problem. It involves asking “why?” questions until you determine the primary cause of the issue.
From that cause, the user finds a corrective measure to help prevent that problem from happening again.
This method is quite simple but requires the practitioner to think deeply; some practical applications of it that you can see:
Example:
- Question 1: Why did the campaigns fail? – Because the communication was not good.
- Question 2: Why was the communication not good? – Because the content and visuals were not engaging.
- Question 3: Why were the content and visuals not engaging? – Because the team did not have enough time to prepare.
- Question 4: Why was there not enough time to prepare? – Because many tasks arose during the ideation process.
- Question 5: Why did many tasks arise? – Because the manager did not allocate work properly.
We realize the root cause of the campaign failures is that the manager did not allocate work properly. The solution for this is that the manager should adjust the timeline and assign tasks more appropriately.
However, due to the narrow nature of this analytical technique, you should use this method for simple or less complex problems.
#3 How to Apply the 5 Whys Effectively?
Simply put, you just need to ask why and answer it very accurately, or proceed through the following steps:
Step 1 – Form a team:
Choose a group that can provide you with detailed insights into the internal workings of the relevant department or area. You should include both managers and staff. The best feedback comes from employees who have direct knowledge of the situation.
Step 2 – Define the problem:
The problem you are trying to solve must be singular and clearly defined. Avoid trying to solve multiple problems through the same line of questioning. Instead, focus on a single issue, which can lead to several possible causes and solutions. Make sure everyone in the team agrees on the actual problem.
Step 3 – Ask the first “Why” question:
Identify the initial cause of the problem. Ensure that the reasons you identify are directly linked to the issue.
Be careful to distinguish causes from symptoms. A cause is why something happens, while a symptom is a manifestation of the problem.
Use facts, research, and direct knowledge rather than opinions or assumptions. You may discover more than one cause for an issue.
In this case, choose a separate line of questioning for each cause. For example: Problem: There are fewer customers shopping in the store. Why? Reason 1: There is construction in front of the building. Reason 2: Customers feel they receive poor service.
Step 4 – Continue asking 4 “Why” questions:
Keep asking “why?” until you find the core cause or causes of the problem. Although the method is called the “five whys”, in practice, you can ask “why?” as many times as you need to uncover the deep-rooted cause of the problem. You should continue asking questions until you can no longer provide a useful answer.
Your answers should focus on the systems in your organization rather than individual employees. Any person’s error is usually the result of an inefficient or poorly functioning system. You should not end your inquiry with a person or people as the root cause of the problem.
Step 5 – Propose solutions and take action:
The 5 whys method includes developing countermeasures to prevent problems from happening in the future.
Providing a solution to your problem may fix a single instance, but creating countermeasures helps deal with fixing the system, environment, or process that led to the breakdown.
For example: if you find that your store has fewer customers due to poor customer service, a solution might be to hire new staff. However, the 5 whys approach encourages you to dig deeper into the problem, which might reveal that your new employee training program is lacking customer service techniques.
A countermeasure might be to update your training materials to heavily focus on customer service skills. This helps your company fix the root cause of inadequate training rather than the symptom of the problem: employees lacking professionalism.
Step 6 – Evaluate the solution:
Create a system to measure the impact of your action plans. These metrics are based on the nature of the problem and your countermeasures. For instance, in the previous example of fewer customers, you can track the number of customers in your store for the next six months after conducting a customer service training workshop.
#4 Some Notes When Using the 5 Whys
When answering questions, you should respond based on direct causes/direct manifestations. Avoid guessing the ultimate problem. This easily causes the issue to drift away from its focus.
When applying this tool in a small group, the facilitator must have sufficient skills to guide members to think together and identify direct causes. Avoid off-topic discussions that waste time and distort the problem.
The 5 Whys tool does not necessarily have to repeat exactly 5 times. The interesting part of management is knowing how to apply tools flexibly and effectively. You can stop at 4 Whys or continue to 6 Whys if you feel the core cause has not truly been identified.
In summary, the 5 Whys is an effective tool to delve deep into a problem to find the root cause. This is a very easy-to-understand and easy-to-use tool.
However, to apply it effectively, you certainly must practice continuously and use it regularly. In addition, there are many other tools for you to explore. Follow HUFLIT Career Hub to catch up on the following articles.
HUFLIT Career Hub Editorial Board
Reference sources: Indeed, MBA-MCI
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