Two oriented strategy Adhere to the "innovation, development, consolidate and improve" approach, leading to "intelligent lean support" the total starting point for the work, in order to improve the quality and efficiency of development as the center, in order to increase the variety, quality, brand of "three" strategic focus...

5WHY analysis is not as simple as it seems, the questioner should not only ask 5 "why", but also need to grasp the core of the problem and put forward the right question.

In this regard, we should have a basic step to guide us to correct the problem, in order to hit the nail on the head, pointing to the problem at the root, effective measures to prevent the recurrence of the problem.


Part I: grasp the status quo


Step 1: identify problems

In the first step of the approach, you begin to understand a problem that may be large, fuzzy or complex. You have some information, but you don't have the facts. Q: what do I know?

Step 2: clarify the problem

The next step is to clarify the problem. To get a clearer understanding, ask: what actually happened? What should happen?

Step 3: decomposition problem

In this step, if necessary, the problem is broken down into small, independent elements. What do I know about this question? Are there any other problems?

Step 4: find the reason (PoC)

Now, the focus is on finding the real cause of the problem. You need to go back and find out the main reason. Q: where do I need to go? What do I need to see? Who may have information about the problem?

Step 5: grasp the tendency of the problem

To grasp the tendency of the question, ask: who? Which one? What time? How many times? How much? It is important to ask these questions before asking why.


The second part: cause investigation

Step 6: identify and confirm the direct cause of abnormal phenomena

If the cause is visible, verify it. If the cause is not visible, consider the potential cause and verify the most probable cause. Identify direct causes based on facts. Q: why does this happen? Can I see the immediate cause of the problem? If not, I wonder what is the underlying cause? How do I check out the most probable cause? How do I confirm the direct cause?

Step 7: use the "5 why" approach to build a chain of cause / effect relationships leading to root cause

Q: does the immediate cause prevent recurrence? If not, can I find the next level? If not, I wonder what is next? How can I verify and confirm the next level? Is it possible to prevent this from happening again?

If not, continue asking "why" until you find the root cause. 

Stop at the point where you have to deal with it to prevent recurrence Can I prevent this from happening again? Can this be related to the problem through the fact - based cause / effect chain? Did the chain pass the test of "why"? What if I ask "why" to another question?

Make sure you have used the "5 why" approach to answer these questions. Why do we have this problem? Why does the problem reach the customer? Why does our system allow problems to occur?

Step 8: take specific measures to deal with the problem

Use temporary measures to get rid of anomalies until the root cause can be dealt with. Q: are temporary measures to stop the problem until permanent solutions can be implemented?

Corrective action to deal with the root cause to prevent recurrence. Q: do corrective actions prevent problems?

Follow up and verify results. Q: is the solution effective? How do I confirm?

Why a 5WHY analysis checklist

To confirm that you have followed the problem solving model, use this checklist when you complete the problem solving process.


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