Finding root causes for 5 whys. Method "Five whys": Effective elimination of problems on the UAZ

We thank the Press Center of Ulyanovsk Automobile Plant PJSC for providing this material.

If you're asking a question, thenyou already know half the answer.

We live in a fast-paced, demanding, results-driven world. New technologies give us access to vast amounts of information in a fraction of a second. Problems should be solved instantly; we would like to receive the results yesterday, and the answers immediately.

People's thinking is often superficial. They touch on the problem and come up with a solution right away, which will cause the problem to resurface in the workflow after some time. Effective elimination of the problem is impossible without identifying the true causes, or, as they say, root causes Problems.

How to find the root cause of the problem?

To date, the world has developed many different methods and techniques used in the search for the root cause and proven in practice for a long time.

One of the simplest and effective methods considered the "Five Whys" method.

The origins of the use of the question "Why?" to analyze the problem and search for the root cause of its occurrence, they come from philosophers of the 4th-3rd centuries. BC e. It is fair to say that Socrates is considered to be the author of the causal concept. However, the first to propose the use of the Five Whys principle? to reduce or eliminate losses and increase productivity, Sakichi Toyoda became.

The name of the method is "Five why?" comes from the number of questions asked. In order to find the root cause of the discrepancy, it is necessary to consistently ask the same question - “Why did this happen?”, And look for the answer to this question. Number five selected on the basis that this number is usually sufficient to identify the nature and source of the problem. But, despite the fact that the method is called "Five Whys" for the search for root causes in each case, both fewer and more questions can be asked.

Examples:

Why?	Answer (reason)
1. Why did the machine stop?	Blown fuse
2. Why did the fuse blow	Machine overloaded
3. Why is the machine overloaded?	The cutting tool does not cut well
4. Why does a cutting tool cut badly?	Coolant pump pressure dropped
5. Why did the pressure drop?	The pump is clogged
6. Why is the pump clogged?	Chips enter the pump
7. Why do chips get into the pump?	The pump does not have a strainer

Why?	Answer (reason)
1. Why did the line stop?	Defect found in workpiece
2. Why did the defect occur?	Two products were submitted for processing at the same time
3. Why were two products submitted at the same time?	The two blanks were not separated
4. Why were the two blanks not separated?	Wrong size drill used in previous process
5. Why was the wrong size drill used in the previous process?	Withdrill bits are stored haphazardly, and the wrong size drill turned up under the operator’s arm

Why?	Answer (reason)
1. Why did the build get out of control?	Assembly units do not mate with each other
2. Why assembly units do not mate with each other	Flange is larger
3. Why is the flange larger?	Flange measurement was not accurate
4. Why was the flange measurement not accurate?	The measuring tool has not been calibrated
5. Why was the measuring tool not calibrated?	There was no person responsible for instrument calibration

The Five Whys root cause technique is now widely used in Lean concepts because of its many benefits. Firstly, the method is easy and versatile, can be used in tandem with other lean manufacturing tools, secondly, it has a wide scope, thirdly, it is indispensable in solving problems related to the human factor and interpersonal relationships, and finally, it saves time - 10 minutes is usually enough for the analysis.

Thus, « Five Whys" is an effective tool for both individual and collective study of the ways in which a particular problem arises and identify the root cause of the problem.

Most sources talk about the universality of the “5why?” method. and give the most elegant examples of its use. The connection between the shuttle and the part of the horse's back is an example of this. A minority complains that the “5why?” suitable for analysis simple problems, the reasons for which are known to us or to Uncle Vasya the locksmith. Those. it is enough to go to the gemba and ask “why?” Five times. Forums and blogs are full of special cases and opinions, which are only a reflection of the experience of their authors.

So much time and attention is devoted to these opinions that no one remembers the main thing. But what about the practical tasks that are set for the researcher who applies this technique? What about recommendations and know-how? So it turns out that we have access to two layers of knowledge: one from the category “general” (lower level), the second - from the category “philosophy” ( highest level). It looks like a hamburger without a patty.

Where is the cutlet? I can assure you that in this article we will fry it.

Why doesn’t “5why?”

1. When answering questions, you guess the answer, not use the data.

Despite the simplicity of the “5why?” method, it does not conducive to guessing at all. After book examples, the idea is created that “5why?” It's like a question-and-answer interview. But what is your disappointment when neither the first, nor the second, nor any of the subsequent times can find the root cause! If you don't give reasons when answering a question, then the method turns from looking for the root cause to looking for the best answer. You seem to be playing the loto, while completely ignoring that the chances of winning are negligible.

Advice: use the data to support your answer. Use logical reasoning, hypothesis tests, diagrams, rule out other possibilities... do whatever you want to justify your answer. You probably thought that the method suddenly turned from a simple one into a mega-complex statistical test? No! The method remains just as simple. It's just that you stopped hoping you'd guess right and took into account that even simple analysis requires data.

2. You rely on method like a magic wand

It's amazing how simple the 5why method is. It is so simple that in any book a maximum of half a page is allotted for its explanation. To read and understand such a small layer of information, a lot of time and effort is not needed. And how many people, having understood everything in brief, seriously take the method for a magic wand, recklessly relying that this weapon is enough to overcome any problem. If you were not explained in time that you need to know at least something about the object of analysis before applying the method, then you were probably among them?

Advice: at least the “5why?” method and universal, this does not exclude obstacles in its application. It is best when a team of specialists knows the analysis methodology and can apply it themselves. But if it so happens that you, being a non-specialist in any process or technology, are looking for opportunities to improve it - to find and eliminate the root cause - take the trouble to train the team or learn something about the object of analysis. And better than both.

3. You throw stones at someone else's garden

Very often the answer to one of the “5why?” questions takes you into an area in which you have no expertise. For example, the design of the product or the specifics of the customer's requirements... For example, many manufacturing companies believe that the root of all troubles is in the design of the product, equipment, or something else independent of them. As a result, “5 why?” stops and begins to slip already in the region of the 2-3rd question.

Any answer must be backed up with data. This is written above - in paragraph 1. If you think that the design is unsuitable for production, then on the basis of what data? Due to the fact that site employees rarely have a thorough understanding of how a product is designed, it is extremely difficult to confirm that a design is not suitable for production. This does not completely exclude such a possibility, however, it imposes the limitation that you first need to exclude the process from the list of suspects.

Advice: in search of the root cause, keep to the last within the framework of the processes that you manage. In addition to making it easier for you to confirm and fix a possible root cause, think about this: what kind of designer has the goal of creating a bad product? Or what manufacturer is aiming to make bad hardware?

4. You ask a question in such a way that you can answer it, or give an answer that you can implement a solution to

Well, yes. It happens. With everyone, moreover. And this should not be denied. It is better to admit that all people tend to “cut corners” and re-read point 1 again. Only by using data can you eliminate this problem.

Advice: other than using the data, double-check yourself on each question. If you think you have found the root cause, then answer the question: Will removing this root cause really fix the problem as a whole?

5. Do you use “5why?” for reporting, not analysis

Not the biggest problem, I tell you, but "5why?" It's still a method of finding the root cause. If you do not agree with the definition of “5why?” as a method, then take it as a framework. Of course, this framework can also be used in reporting, but using the framework solely for reporting is harder than it seems. Believe me, I checked

Advice: train employees on 5whys, force them to use them to find root causes, require a structured approach (analysis before making a decision), find fault with shortcomings. Only through education and practical use you will be able to ensure that the analysis will be performed before the implementation of the changes, and therefore, “5why?” will be applied specifically to find the root cause, and not after all the changes in order to decorate the report.

Is it worth using modified methods? Will they help to cope with the above problems?

We often come across the fact that the “5why?” trying to improve. Some seek to branch out the analysis by giving multiple answers to a single question, others add different visualizations, subsections and directions, and so on. Is it worth relying on “hybrid” methods?

If this helps you find the root cause, then the answer is yes. If you, with all the delights, do not use data for answers, guess the answers, rely on the sixth sense ... then no matter how well the methodology is modified, the goal will not be achieved. The points described above are universal and relate to the method, and not the way it is implemented or visualized.

Instead of conclusions

If you look at the 5 points above, they can all be combined into just 2: lack of knowledge and lack of application practice. So try to get to know the process you're digging into and practice the 5why method. Only in this way can you learn how to apply it, and only in this way can you choose the way of visualization that will help you in your search for root causes.

Method Five "Why?" perhaps the simplest among the variety of ideas born. But it's also incredibly strong. And also very famous.

Currently, the technique of determining the root cause of a problem by asking five times “Why” is used in the concepts of lean manufacturing, kaizen, 6 sigma and others. Moreover, the scope of this amazingly effective tool has long expanded beyond production - in the manner characteristic of children, in the process of analyzing problems, they get to the bottom of their true causes in various areas of human activity. And this is not surprising. Firstly, the method is easy and universal, described a thousand times in the literature and on the Internet; secondly, like any other idea from the category of "common sense" - it comes to mind regardless of knowledge of the history of production management. And it saves time amazingly - 10 minutes is enough for analysis.

Fivefold "Why?"

Fivefold "Why?"

When faced with a problem, have you ever had to stop and ask yourself five times in a row, “Why did this happen?” I doubt. Let's try to do it together. Imagine, for example, that your car stopped working:

1. Why did the car stop?

Because there was an overload, and the fuse flew.

2. Why Was there an overload?

Because the bearing was badly lubricated.

3. Why Was the bearing badly lubricated?

Because the lubrication pump was not working well.

4. Why did he do a bad job?

Because the piston is worn out and loose.

5. Why piston worn out?

Because they did not put a filter, and metal chips got into the piston.

Question repeated five times "Why?" will help you to understand the root cause of the problem and solve it. If you don't go through the whole cycle of questions, then you may decide that simply replacing the fuse or pump piston is enough. Then just a few months later the same problem with the car will arise again.

As a matter of fact, production system Toyota is built on the use and development of this scientific approach. Asking the same question five times "Why?" and every time we answer it, we can get to the heart of the problem, which is often hidden behind more obvious, surface reasons.

“Why is it that at Toyota Motor Company one worker can operate only one loom, but at the Toyoda weaving factory one young girl controls 40 or 50 automated looms at once?”

Starting with this question, we got the following answer: "Machines at Toyota are not designed to stop autonomously when a single machining cycle is completed." Hence the idea of ​​autonomization of machine tools was born - their automation with elements of human intelligence.

To the next question: "Why can't we make sure that the parts are submitted exactly on time?" - was received this answer: "Because the speed with which parts are made does not allow us to know how many of them are produced per minute." This is where the idea of ​​leveling production came from.

The first answer to the question: "Why do we produce too many parts?" - was: "Because we cannot slow down or completely prevent overproduction." This is how the idea of ​​visual management was born, which, in turn, led to the idea of ​​kanban.

The previous chapter noted that Toyota's production system is based on zero waste. Why are there losses at all? By asking such a question, we are actually approaching the question of profit, which is the main condition for the normal functioning of a business. At the same time, we are wondering why people work.

When functioning manufacturing enterprise data plays a very big role, but I think that real facts more important. If, when a problem occurs, we don't search hard enough for the root cause, the measures taken may be in vain. That's why we keep repeating the question "Why?". This is the scientific basis of the Toyota system.

In the operation of a manufacturing enterprise, data plays a very important role, but I believe that real facts are more important. If, when a problem occurs, we don't search hard enough for the root cause, the measures taken may be in vain. That is why we constantly repeat the question "Why?". This is the scientific basis of the Toyota system.

Faced with any problem, I always ask the question "Why?" five times. This rule is also learned from, who had the habit of observing. You can talk as much as you like about improving the work, but specific proposals will arise only after a thorough study of production. Spend a whole day in the production department and watch what happens. In the end, you will understand what needs to be done.

Interestingly, the description of the Five Why? also found in the book by Elisabeth Haas Edersheim:

Whether it's a problem, an opportunity, or both, it takes the time and effort to do the homework needed to see the big picture and go beyond the obvious to help make decisions. distinguish underlying causes and signals from symptoms. Therefore, Toyota emphasizes that you should always go and see everything with your own eyes, and then ask yourself the question “why” 5 times.

Being able to see things with one's own eyes helps managers understand how problems and/or opportunities manifest themselves. However, homework will not be considered completed until, as I said before, Toyota managers ask themselves the question “why” 5 times in order to understand the root causes of the problem or the main ways to realize the opportunity. As Taiichi Ohno, creator of the Toyota Production System, explained: “To tell the truth, the Toyota Production System is built on the practice and development of this scientific approach. If we ask ourselves “why” 5 times and answer this question each time, we can understand the real cause of the problem, which is often hidden behind more visible symptoms.”

There is a puddle of oil on the floor of the factory floor. Why? Oil is leaking from the car. Why? Gasket damaged. Why? Because we bought gaskets from cheap material. Why? Because we were assigned for them best price. Why? Because the work of purchasing agents is rewarded and valued based on short-term savings, not long-term results. So, what is the real problem and, accordingly, what conditions should the solution meet? In a puddle of oil on the floor that can be easily wiped off in less than two minutes without anyone in management noticing? Or is it a system of rewarding purchasing agents that leads to the purchase of imperfect equipment and therefore should be changed? Wiping the oil off the floor will solve the superficial issues, but will not prevent the problem from reoccurring, while the new purchasing rules will.

I really hope that in your practice you use this simple technique, and if not, that this material will encourage you to use it in your work and not only.

About the author:

Head and Editor-in-Chief. At the Institute for Comprehensive Strategic Studies, he is responsible for the development of the publishing direction - books on lean manufacturing. He teaches "lean manufacturing" at the Tomsk Polytechnic University.

It is the most famous applied modification of the method of Socratic questions, since it is widely used to reduce or eliminate costs, increase productivity, and reduce marriage. Analysis "Five Whys" ( 5 Why, 5W) or root cause analysis was developed and implemented by Sakichi Toyoda (Toyota Corporation) and became widespread in Japanese corporations in the second half of the 20th century.

The essence of the method

Five "why?" - an effective tool that uses questions to explore the cause-and-effect relationships underlying a particular problem, identify causal factors and identify the root cause. Looking at the logic in the direction of "Why?", we gradually reveal the whole chain of successively interconnected causal factors that influence the problem.

Action plan

Determine the specific problem to be solved.

Reach agreement on the wording of the problem under consideration.

When looking for a solution to a problem, one should start with the end result (problem) and work backwards (toward the root cause), asking why the problem occurs.

Write the answer under the problem.

If the answer does not reveal the root cause of the problem, ask the question "Why?" again. and write a new answer below.

The question "Why?" must be repeated until the root cause of the problem becomes apparent. According to the creators this method, the question "why" must be repeated at least 5 times, because fewer "Why?" will not allow you to get to the depths of the problem.

If the answer solves the problem and the group agrees with it, a decision is made using the answer.

Principle "Five Whys?" it is advisable to use in conjunction with a cause-and-effect diagram (Ishikawa diagram).

The search for answers to questions included in the logical chain allows you to structure the research situation, i.e. develop a methodology for effective analysis of the problem under consideration.

Whether the agenda is a problem, an opportunity, or both, Toyota's emphasis is on always going out and seeing it for yourself, and then asking yourself "why" 5 times. Being able to see things for yourself helps managers understand how problems and/or opportunities are manifesting, to see the big picture and look beyond the obvious, which will allow them to distinguish root causes and signals from symptoms when making decisions. As Taiichi Ohno, creator of the Toyota Production System, explained: “To tell the truth, the Toyota Production System is built on the practice and development of this scientific approach. If we ask ourselves “why” 5 times and answer this question each time, we can understand the real cause of the problem, which is often hidden behind more visible symptoms.” There is a puddle of oil on the floor of the factory floor. Why? Oil is leaking from the car. Why? Gasket damaged. Why? Because we bought gaskets from cheap material. Why? Because we got the best price for them. Why? Because the work of purchasing agents is rewarded and valued based on short-term savings, not long-term results. So, what is the real problem and, accordingly, what conditions should the solution meet? In a puddle of oil on the floor that can be easily wiped off in less than two minutes without anyone in management noticing? Or is it a system of rewarding purchasing agents that leads to the purchase of imperfect equipment and therefore should be changed? Wiping the oil off the floor will solve the superficial issues, but will not prevent the problem from reoccurring, while the new purchasing rules will.

When looking for a solution to a problem, start with the end result and move in that direction to find out the cause, constantly asking “why?”. This question should be asked over and over again until the reason becomes clear.

Advantages of the method

One of the simplest tools.

Helps to identify the root cause of the problem.

Identifies relationships between the various causes of a problem.

Disadvantages of the method

Solution only simple tasks. The logical verification of the chain of causes leading to the root cause is not considered, i.e. in this tool there are no rules for checking in the opposite direction from the root cause to the results.

Example: An FSA team at a machine building company was asked to improve the performance of a punching deburring machine. But it turned out that the solution of this problem did not change the situation in the shop at all, it remained “in a breakthrough”. The analysis revealed a whole series of new problems: too much big time installation of dies, the complexity of their regrinding, high consumption, etc. The key problem turned out to be the low durability of dies due to the poor quality of their manufacture, which, in turn, was due to many years of unreasonable underpricing. That is, the root of evil turned out to be in the terms of reference and contractual conditions with the tool manufacturer.

To eliminate the error, it is necessary to identify the entire chain of tasks, find the key among them and consider the possibility of solving it.

Lead a chain of 3-5 open questions aimed at selling a quiet, high-quality finish, high-value elevator

Give a chain of 3-5 closed questions aimed at selling an educational service

Do you remember if manipulative techniques based on questions were applied to you?

Remember, were there cases in the course of your studies when a teacher used the Socratic method? How did it happen?

Make a chain of Socratic questions to develop a decision on the introduction of a new product into the product portfolio of a company (manufacturer of auto accessories).

Make a chain of Socratic questions to develop a decision on the introduction of a new product into the product portfolio of a company (manufacturer of auto components).

Use the Five Whys method to find the cause of any of the problems that are currently bothering you.