The 5 Whys

Objective:

To identify the deeper roots of the problem

Depending on the depth of analysis, a group/unit can proceed with the 5 Why's exercises in 30 minutes to one day.

Step 1. Identify singular problems of your organization by brainstorming. Ideally, the members of the working group write paper cards, answering the question: "What problem do we have to solve in the near future?" Write one problem per one paper card, and display them on a board.

Step 2. Cluster the problems and eliminate double descriptions. Write or pin all problems on a board and give some limited room for explanation, but not for discussion.

Step 3. Pick the symptom you want to start with by ranking: every group member can distribute six votes: one for the most burning issue, two for the second and one for the third important problem. Identify the problem that received highest number of votes. You might come back to the other problems in a second and in consecutive turns, until you have analyzed all issues. Take your time!

Example:

A session of the marketing section

Problems	Votes	Rank
New marketing campaign did not attract new customers	9	2
Advertising campaign was very expensive	5	4
Salaries too low	7	3
Too much overtime	3	5
Increased customers complaints about new product	12	1
High frequency of computer breakdowns in the office	2	6

Step 4. Ask the first WHY.

In this example:

"Why do we have increased customers complaints about our new product?"

Let people give answers on paper cards, or speak them out. Everything will be displayed on the board. You have moved to the first level of answers.

Step 5. Start with one of the answers.

In this example the answer might be: "Because of the frequent occurrence of breakdowns."

For every answer, ask a consecutive WHY.

In this example: "Why do frequent breakdowns occur?"

Repeat the process for the other first-hand answers. You have then moved to the second level of answers

Step 6. Repeat the whole process until you have asked five consecutive Why's. Depending on the time frame, you might concentrate on one line. However, to identify systemic cause-effect-lines, you might go in detail as much as possible. You might realize that many problems have a common cause and the answers will converge.

Source: http://home.snafu.de/h.nauheimer/sy_02.htm