5 Whys: Originally developed by Sakichi Toyoda and used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies, 5 Whys is a basic component of problem-solving. By asking βWhyβ 5 times it encourages the problem solver to avoid assumptions and logic traps and trace the chain of causality from the effect seen through to a root cause. The real root cause should point toward a process that is not working well or does not exist.
5 Whys: Originally developed by Sakichi Toyoda and used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies, 5 Whys is a basic component of problem-solving. By asking βWhyβ 5 times it encourages the problem solver to avoid assumptions and logic traps and trace the chain of causality from the effect seen through to a root cause. The real root cause should point toward a process that is not working well or does not exist.
Invented in the 1930βs by Toyota Founder Kiichiro Toyodaβs father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: βWhy?β and βWhat caused this problem?β
this presentation deals with the present scenario of placement in colleges n ways to improvise it..it is prepared by aparna agnihotri,soumya badola and simran nagar
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
Β
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have βcorrectβ problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
Cause and Effect Analysis is a technique for identifying all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Invented in the 1930βs by Toyota Founder Kiichiro Toyodaβs father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: βWhy?β and βWhat caused this problem?β
this presentation deals with the present scenario of placement in colleges n ways to improvise it..it is prepared by aparna agnihotri,soumya badola and simran nagar
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
Β
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have βcorrectβ problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
Cause and Effect Analysis is a technique for identifying all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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A Guide to the Five Whys
Technique
Olivier Serrat
2013
2. On Cause and Effect
For every effect there is a cause. Root cause
analysis is the generic name of problem-
solving techniques.
The basic elements of root causes are
materials, equipment, the man-made or
natural environment, information,
measurement, methods and procedures,
people, management, and management
systems.
3. Key Principles of Problem-Solving
Most obviously and directly, the Five Whys technique relates to
the principle of systematic problem-solving. However, without
the intent of the principle, the technique can only be the shell
of a process.
There are three key elements to the effective use of the Five
Whys technique:
β’ Accurate and complete statements of problems.
β’ Complete honesty in answering the questions.
β’ The determination to get to the bottom of problems and
resolve them.
4. For Want of a Nail
Five is a good rule of thumb. By
asking "why" five times, one can
usually peel away the layers of
symptoms that hide the cause of a
problem. But one may also find one
needs to ask "why" fewer times, or
conversely more.
When looking to solve a problem, it
helps to begin at the end result,
reflect on what caused that, and
question the answer repeatedly.
For want of a nail the shoe
is lost;
For want of a shoe the
horse is lost;
For want of a horse the
rider is lost;
For want of a rider the
battle is lost;
For want of a battle the
kingdom is lost;
And all for the want of a
horseshoe nail.
βGeorge Herbert
5. A Five Whys Worksheet
Why is that?
Why is that?
Why is that?
Why is that?
Why is it happening?
Define the problem:
Note: If the last answer is
something you cannot control,
go back to the previous
response.
6. Teaming for Five Whys
1. Gather a team and develop the problem
statement in agreement. After this is done, decide
whether or not additional individuals are needed to
resolve the problem.
2. Ask the first "why" of the team: why is this or
that problem taking place? There will probably be
three or four sensible answers: record them all on a
flip chart or whiteboard, or use index cards taped to
a wall.
7. Teaming for Five Whys
3. Ask four more successive "whys," repeating
the process for every statement on the flip
chart, whiteboard, or index cards. Post each
answer near its "parent." Follow up on all
plausible answers. You will have identified the
root cause when asking "why" yields no further
useful information. (If necessary, continue to
ask questions beyond the arbitrary five layers
to get to the root cause.)
4. Among the dozen or so answers to the last asked
"why" look for systemic causes of the problem. Discuss
these and settle on the most likely systemic cause.
Follow the team session with a debriefing and show the
product to others to confirm that they see logic in the
analysis.
8. Teaming for Five Whys
5. After settling on the most
probable root cause of the
problem and obtaining
confirmation of the logic
behind the analysis, develop
appropriate corrective
actions to remove the root
cause from the system. The
actions can (as the case
demands) be undertaken by
others but planning and
implementation
will benefit from team
inputs.
9. Caveat
The Five Whys technique has been criticized as too basic a tool
to analyze root causes to the depth required to ensure that
the causes are fixed. The reasons for this criticism include:
β’ The tendency of investigators to stop at symptoms, and not
proceed to lower-level root causes.
β’ The inability of investigators to cast their minds beyond
current information and knowledge.
β’ Lack of facilitation and support to help investigators ask the
right questions.
β’ The low repeat rate of results: different teams using the Five
Whys technique have been known to come up with different
causes for the same problem.
10. Caveat
Clearly, the Five Whys technique will suffer if it is applied
through deduction only. The process articulated earlier
encourages on-the-spot verification of answers to the current
"why" question before proceeding to the next, and should
help answer criticism as to the usefulness of the technique.
11. Further Reading
β’ ADB. 2008. The Reframing Matrix. Manila.
www.adb.org/publications/reframing-matrix
β’ ββ. 2009. The Five Whys Technique.
www.adb.org/publications/five-whys-technique
β’ ββ. 2009. The SCAMPER Technique. Manila.
www.adb.org/publications/scamper-technique
β’ ββ. 2009. Wearing Six Thinking Hats.
www.adb.org/publications/wearing-six-thinking-hats
β’ ββ. 2009. Asking Effective Questions. Manila.
www.adb.org/publications/asking-effective-questions
β’ ββ. 2011. Critical Thinking. Manila.
www.adb.org/publications/critical-thinking
12. Videos
β’ ADB. 2012. The Reframing Matrix. Manila.
vimeo.com/67186254
β’ ββ. 2012. The Five Whys Technique. Manila.
vimeo.com/67185517