When confronted with a problem, have you ever stopped and asked "why" five times? The Five Whys technique is a simple but powerful way to troubleshoot problems by exploring cause-and-effect relationships.
When confronted with a problem, have you ever stopped and asked "why" five times? The Five Whys technique is a simple but powerful way to troubleshoot problems by exploring cause-and-effect relationships.
Workshop on Root Cause Analysis tools: Ask Why five times and fishbone (Ishikawa) diagram. I use this to teach basic concepts and give people an experience of using the tools.
This presentation proposes extending the five whys tool into an eight whys. This is to allow for the inclusion of emotional factors that the logical five whys approach normally ignores. A new quadrant for emotional intelligence is also proposed.
This is a summary of the blogs by Eric Ries on the Five Whys at http://startuplessonslearned.blogspot.com/2008/11/five-whys.html. It was used for an internal presentation at Cogent Consulting. If Eric or anyone else thinks this should not be public I will take it down, but I hope I'll drive (a little) more traffic to his blog :-)
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 ‘Why’ 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.
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
Workshop on Root Cause Analysis tools: Ask Why five times and fishbone (Ishikawa) diagram. I use this to teach basic concepts and give people an experience of using the tools.
This presentation proposes extending the five whys tool into an eight whys. This is to allow for the inclusion of emotional factors that the logical five whys approach normally ignores. A new quadrant for emotional intelligence is also proposed.
This is a summary of the blogs by Eric Ries on the Five Whys at http://startuplessonslearned.blogspot.com/2008/11/five-whys.html. It was used for an internal presentation at Cogent Consulting. If Eric or anyone else thinks this should not be public I will take it down, but I hope I'll drive (a little) more traffic to his blog :-)
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 ‘Why’ 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.
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
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 “correct” 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 .
Root Cause Analysis, The 5 Why’s, and The Fishbone DiagramInvensis Learning
Processes across industry sectors often face problems due to non-conforming parts, which eventually lead to process failure, productivity, and even rework. Even when organizations have the best of frameworks or quality controls at place, problems still persist. So, it is highly imperative to ensure problems do not reoccur and get to the root cause of the same. This is where Root Cause Analysis (RCA) comes into the picture that uses a collection of problem solving methods to get to the actual root cause of the problem.
The Secret to Unblocking Your Business BottlenecksKashish Trivedi
If your processes are good, there could be another reason for delays. The answer: Bottlenecks.
Think of your processes as a sunny day at the beach. You’ve come prepared with sunscreen, hats, sunglasses, snacks, an umbrella, and tons of water. But in the middle of your beach day, you run out of the water screaming with a jellyfish attached to your leg.
The jellyfish is the bottleneck, and trust me, it stings just as bad for your business when one of those babies wraps itself around your company processes.
The only difference is you can’t plan for the jellyfish. You can plan for bottlenecks with an effective process management strategy.
Unlocking Insights and Driving Solutions Using the 5 Whys ApproachCIToolkit
5 Whys is one of the common techniques for problem-solving and root cause analysis. It is used in everyday business situations to identify the possible causes underlying a specific problem. It was introduced and made popular by Toyota as part of their Toyota Production System.
Operating Excellence is built on Corrective & Preventive ActionsAtanu Dhar
You see an issue and you simply set it right, but do you make the effort to find out what is the "corrective" action behind it, so that it never re-occurs?
And, do you take another extra step to come up with a "preventive" action - so that there is no other manner that issue comes up?
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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Phyto-Pharmacological Screening, New Strategies for evaluating
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Antifertility, Toxicity studies as per OECD guidelines
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
1. The workable, practical guide to Do IT Yourself
Vol. 5.39 • October 2, 2009
5 Whys to Solve Problems
By Hank Marquis
Hank is EVP of Knowledge Management at Universal Solutions Group, and Founder and Director of NABSM.ORG. Contact Hank by email at
hank.marquis@usgct.com. View Hank's blog at www.hankmarquis.info.
The IT Infrastructure Library® (ITIL®) assigns Problem Management the responsibility for
determining the root-cause of an event or fault. Often misunderstood, the role of a
Problem Manager is to coordinate and guide troubleshooting activities – usually for
difficult or cross-domain problems.
The ITIL goes on to describe a number of troubleshooting tools, methods, and techniques available
to aid in coordinating and organizing troubleshooting activities. As usual, the ITIL does not actually
describe how to perform many of these troubleshooting techniques.
Formal Problem Management requires leadership, teamwork and processes for problem solving.
One of the best tools available for this is the venerable "5 Whys" technique, a deceptively simple
tool originating at Toyota Motor Corporation.
Used extensively in Six Sigma, 5 Whys aids teams in identifying the root-cause of problems. Following, I introduce "5
Whys" and show you how to starting solving those tough problems.
5 Whys
Invented in the 1930's by Toyota Founder Kiichiro Toyoda's father Sakichi and made popular in the 1970s by the Toyota
Production System, the 5 Whys strategy involves looking at any problem and asking: "Why?" and "What caused this
problem?" Six Sigma, a Quality Management System (QMS), uses "5 Whys" in the Analyze phase of the Six Sigma Define,
Measure, Analyze, Improve, Control (DMAIC) methodology.
The idea is simple. By asking the question "Why" you can separate the symptoms from the causes of a problem. This is
critical as symptoms often mask the causes of problems. As with effective Incident Classification, basing actions on
symptoms is worst possible practice
5 Whys offers some real benefits at any maturity level:
Simplicity. It is easy to use and requires no advanced mathematics or tools.
Effectiveness. It truly helps to quickly separate symptoms from causes and identify the root cause of a problem.
Comprehensiveness. It aids in determining the relationships between various problem causes.
Flexibility. It works well alone and when combined with other quality improvement and troubleshooting
techniques.
Engaging. By its very nature, it fosters and produces teamwork and teaming within and without the organization.
Inexpensive. It is a guided, team-focused exercise. There are no additional costs.
Often the answer to the one "why" uncovers another reason and generates another "why." It often takes five "whys" to
arrive at the root-cause of the problem. You will probably find that you ask more or less than 5 "whys" in practice.
How to Use the 5 Whys
1. Assemble a team of people knowledgeable about the failing Configuration Item (CI). Include IT and non-IT personnel
where appropriate. For example, trying to diagnose the root cause of a failed Change Management process should
probably involve Customers as well as IT.
2. On a flip chart, presentation board, or even paper write out a description of what you know about the problem. Try to
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2. document the Problem and describe it as completely as possible. Refine the definition with the team. Come to an
agreement on the definition of the Problem at hand.
3. Have the team members ask "Why" the Problem as described could occur, and write the answer down underneath
the Problem description.
4. If the answer provided from 3 (above) does not solve the Problem, you must repeat steps 3 and 4 until you do.
5. If the answer provided from 3 (above) seems likely to solve the Problem, make sure the team agrees and attempt a
resolution using the answer.
Here is an example (of course, this is an example, and is for illustration purposes only):
Problem Description: Customers are unhappy because Changes are causing outages.
Q: Why do the Changes cause outages?
A: Because many Customer changes are marked "Urgent" and we don't get the chance to fully test the Change
and use Change Management procedures.
Q: Why are the Changes marked "Urgent?"
A: Because the Customer cannot get the signature of the VP since the VP travels often. Marking the Request
for Change (RFC) as Urgent bypasses the VP signature requirement.
Q: Why does the form require approval from the VP?
A: So that the VP is aware of pending Changes.
Q: Is there some other way the VP can get this information?
A: The Change Schedule (CS) shows this information.
So, the real problem is that an RFC does not truly require the signature of the VP, and the signature
requirement is really just a method of informing the VP about Changes.
Using the 5 Whys the team discovered that because the form required a VP signature, and it was difficult to get the
signature, the Customer would mark the RFC as Urgent, thus not requiring the VP signature. Since the CS provides the
same information and value to the VP, the RFC form and process could change. By removing the VP signature
requirement, which is only there as an information exchange, the RFC could proceed normally with full testing and
Change Management process activities.
The 5 Whys can help you uncover root causes quickly. However, making a single mistake in any question or answer can
produce false or misleading results. For example, if you routinely come up with "because the CIO wants it that way" then
there really is no resolution to the problem, and the situation must remain the same. Perhaps this is good, or for a purpose
that you do not understand. If the root-cause is something outside of your control, all you can do it report it and move on.
It is important to recognize those situations that the team cannot fix.
Mastering the 5 Whys
It is critical to base proposed root causes (answer to the "why" questions) on direct observation and not "armchair"
speculation or deduction. If you cannot see or observe "why" firsthand then you are only guessing. One common problem
those using 5 Whys report is to fall back on guesswork. Obviously guessing is counterproductive. Masters of the technique
enforce precision by asking the 5 Whys again for each proposed root-cause -- only this time asking why the team thinks
the proposed root-cause is correct.
To validate those potential root causes that are under your control, you can apply the following validations to your
answers or root causes. Ask the following questions for every possible root-cause you identify at all levels of the 5 Whys:
Is there any proof (something you can measure or observe) to support this root-cause determination?
Is there any history or knowledge to indicate that the possible root-case could actually produce such a Problem?
Is there anything "underneath" the possible root-cause that could be a more probable root cause?
Is there anything that this possible root-cause requires in order to produce the Problem?
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