The document presents quick problem-solving tools for production teams, particularly focusing on the '5 Whys' technique to identify root causes of issues and the Ishikawa cause and effect diagram for visual problem-solving. It outlines the processes for conducting each method while highlighting potential pitfalls, such as stopping at symptoms rather than exploring deeper causes. The document also emphasizes the need for collaborative effort and clear communication when using these tools on the production floor.

1. Problem Solving Tools –
Quick & Easy
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2. Quick and easy tools
When you want to implement a simple problem solving
process on the production floor that can be used in real
time by your team

3. 5 Whys
• Basic process ideal for application on production lines. Suitable for use in Short Interval Control
meetings
My car will not start. (the problem)
• Why? - The battery is dead. (first why)
• Why? - The alternator is not functioning. (second why)
• Why? - The alternator belt has broken. (third why)
• Why? - The alternator belt was well beyond its useful service life and has never been replaced. (fourth
why)
• Why? - I have not been maintaining my car according to the recommended service schedule. (fifth
why, a root cause)
• Potential issues:
– Tendency for investigators to stop at symptoms rather than going on to lower level root causes.
– Inability to go beyond the investigator's current knowledge - can't find causes that they don't already know
– Lack of support to help the investigator to ask the right "why" questions.
– Results aren't repeatable - different people using 5 Whys come up with different causes for the same problem.
– The tendency to isolate a single root cause, whereas each question could elicit many different root causes

4. One-Point Lesson
Topic: Conducting 5 Why Analysis
1. Ask colleague to describe a problem that they are
familiar with
2. Write it in the situation box
3. Ask your colleague a question about situation,
writing it in the Question Box
4. Write their answer in the Answer Box
5. Ask a question about the answer and write it in
the next Question Box
Directions:
Situation:
Question 1: Answer:
Question 2: Answer:
Question 3: Answer:
Question 4: Answer:
Question 5: Answer:

5. Ishikawa – Cause and Effect diagram
• A divergent thought process used to identify potential causes for a specific event
• With ideas created teams use a convergent thought process to identify probable cause or highest
priority contributors
• Causes are grouped into predefined categories to guide the user to examine specific areas
• Highly visual tool ideal for application on a factory floor – very frequently used in automotive
sectors.
– Can be built into line-based notice boards to be used as a “Live” problem solving tool which teams use to
add bones as they go through the day
• Typical “Main Bones” for manufacturing problem solving – 4 M’s
– Machine, Method, Material, Man Power
• Potential issues:
– Tendency for investigators to stop at symptoms rather than going on to lower level root causes.
– Inability to go beyond the investigator's current knowledge - can't find causes that they don't already know

6. Building your Ishikawa diagram
• How to Construct:
– Place the main problem under investigation in a box on the right.
– Have the team generate and clarify all the potential sources of variation.
– Man, Machine, Materials, Method may be 4 good causes to start with
– The labels of these groups are the names for the major bones on the Ishikawa diagram.
– Brainstorm potential causes that contribute to each of the main 4 causes
– Combine each bone in turn, insuring that the process variables are specific, measurable, and controllable.
– If they are not, branch or "explode" the process variables until the ends of the branches are specific,
measurable, and controllable.

7. Example Ishikawa