WCM FI Standard

5 WHY

Global Standard
 5 WHY
WHAT
IT IS
A Problem-solving tool intended to
identify the micro root causes of an
abnormal phenomenon through a
consecutive set of questions (whys),
which must be answered.
The "5" in the name derives from an
empirical observation on the number
of iterations typically required to • Applied to each “Not OK”
identify the root cause.
WHICH IS
THE AIM
• To determine the root cause of a
defect or problem.
• Train people to find answers to
problems using a structured
approach.
• To be more efficient problem
solvers (faster/quicker).
• When used properly, it is less
likely that the problem solver will
be tricked or fooled into fixing
only the symptoms and not the
root causes of the problems.
Focused Improvement
WHEN WHERE WHO SHOULD
TO USE IT TO USE IT USE IT
• During the planning phase of the Everyday on the factory floor The workers, team leaders,
Kaizen after completing the 5W1H when investigating root engineers and managers who
and 4M1D. The tool is also used causes of problem- investigate root causes when
when completing root cause phenomena, problem solving.
analysis (RCA) for SEWO, EWO,
MEWO, etc.
condition found during the 4M1D
investigation
HOW
TO USE IT
• For each identified phenomenon, begin to
ask why it exists and formulate answers.
• For each answer, ask why again until the
root cause comes into view
• Two clues to indicate the questioning has
arrived at the root cause:
• Experience a narrowing and then a
widening of focus
•Action taken against the answer will
permanently resolves the problem.
• Use data rather than generic expressions.
• For each cause, identify actions that will
eliminate condition forever. 2
 5 WHY
Content
A Problem-solving tool intended to trace the root causes of
an abnormal phenomenon through a consecutive set of
questions (whys), which must be answered.
Fairly straight forward – follow steps on pro-forma
Useful in meetings, discussions
Wide applications
Used in own right for sporadic failure including
breakdown analysis
Widely used in WCM including other FI techniques
Discipline needed to verify each step
Surprisingly powerful
Practice makes perfect
May lead to higher level tools
Good for sporadic failures but not good for chronic
losses unless single cause
Focused Improvement
Method of Application
A Problem-solving tool intended to trace the root causes of an
abnormal phenomenon through a consecutive set of questions
(whys), which must be answered.
• Approach for the viewpoint of the optimal condition
• Imagine required conditions and list up the conditions as
investigation subjects.
• Investigate the listed items with the real objects and analyze
only the objects which do not meet required conditions.
• Approach from the viewpoints of the principle and its
operating standard
• Pay attention to the point which caused the problem and
grasp it from the viewpoint of the principle and its operating
standard.
• Take this problem as first WHY and continue to ask WHY
with the object.
go into minimum details in order to establish the root cause
(there are no limits on the levels).
precisely describe all the causes (even those that prove to
be incorrect) and actions (even those that it is decided not to
apply) to keep control of the analyses made.
use data rather than generic expressions.
for each cause, identify actions that will eliminate these
forever.
3
 Link to 7 WCM Tools #4
Focused Improvement

1. Prioritization (Find out important Problems)

 Losses translated into money based on cost
deployment, ABC classification, Pareto
diagrams, Stratification, QA Matrix, Machine
Breakdown Map, Safety Matrix, Value stream
mapping, etc.
2. Systematic, logical and detailed deployment
of objectives into right means and right
solutions, and measurement of the results
against the objectives and targets.
 To identify where the problem is
3. Problem description with sketches
(Drawing sketches requires better
understanding of the problem in detail)
 To better understand the problem
4. 5W + 1H with the 5G principles (Grasp the
current situation)
6. Phenomena description with sketches
 Histogram, Control Chart
(Drawing sketches requires better
5. Root Cause Analysis (To identify true understanding of the phenomena in detail)
causes)  Observe carefully what is happening behind
 Systematic diagram, Cause and Effect the problem
diagram with sketches between a probable
7. TWTTP – The Way To Teach People (To find
cause and the effect, 4M Analysis and 5 Why
hidden issues behind the problem caused by a
Analysis.
possible human error)
4
53G5G
WHY
Focused Improvement

5
 53G5G
WHY
Focused Improvement

Evaluation of countermeasures
Pheno- Influence rate
Item Cause Countermeasures
mena of causes Degree of
Efficiency Rapidness
difficulty
Abstract If there are
development Problems in
several causes,
connection
it is required to
with the
consider the
system
contribution
rate of each
cause

Concrete Operational are liable to

development problems be
highlighted

If there are several

countermeasures,
evaluate all of them
May come out properly
with many
branches

6
53G5G
WHY: Standard Template
Focused Improvement

7
 53G5G
WHY: Example
Focused Improvement

Phenomenon Why① Why② Why③ Why④ Why⑤ Why⑥ Why⑦

The chain Some force The cover The Vibration The roller The roller Some foreign
cover was was contacted fastening took bearing bearing body got into
broken. imposed the chain. bolt of place. was was worn the bearing.
from the cover loosened out.
inside. was .
loosened The bearing
. The fastening oil has run
bolt of the cover out.
was not fastened
tight enough
Uneven
after repairing
weight has
the chain.
been
The chain imposed on
contracted The chain
The chain was the bearing.
the cover. was
loosened. stretched.

The sprocket The sprocket

was loose. was worn out.

Some force Fork lift hit The operator

was imposed the chain was careless.
from outside. cover.
The fork lift
couldn’t avoid
the cover.