{"id":1711,"date":"2020-07-02T13:35:51","date_gmt":"2020-07-02T13:35:51","guid":{"rendered":"http:\/\/localhost:10003\/lexicon-terms\/five-whys\/"},"modified":"2023-01-26T15:58:52","modified_gmt":"2023-01-26T20:58:52","slug":"5-whys","status":"publish","type":"glossary","link":"https:\/\/www.lean.org\/lexicon-terms\/5-whys\/","title":{"rendered":"5 Whys"},"content":{"rendered":"\n<p>5 Whys is the practice of asking <em>why<\/em> repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause.<\/p>\n\n\n\n<p>For instance, Taiichi Ohno gives this example about a machine that stopped working (Ohno 1988, p. 17):<\/p>\n\n\n\n<ol>\n<li><strong>Why did the machine stop?<br><\/strong>There was an overload and the fuse blew.<\/li>\n\n\n\n<li><strong>Why was there an overload?<br><\/strong>The bearing was not sufficiently lubricated.<\/li>\n\n\n\n<li><strong>Why was it not lubricated?<br><\/strong>The lubrication pump was not pumping sufficiently.<\/li>\n\n\n\n<li><strong>Why was it not pumping sufficiently?<br><\/strong>The shaft of the pump was worn and rattling.<\/li>\n\n\n\n<li><strong>Why was the shaft worn out?<br><\/strong>There was no strainer attached and metal scraps got in.<\/li>\n<\/ol>\n\n\n\n<p>Without repeatedly asking why, managers would simply replace the fuse or pump and the failure would recur. The specific number five is not the point. Rather it is to keep asking until the root cause is reached and eliminated.<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-video is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"Clarifying the &#039;5 Whys&#039; Problem-Solving Method\" width=\"500\" height=\"281\" src=\"https:\/\/www.youtube.com\/embed\/SrlYkx41wEE?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe>\n<\/div><\/figure>\n\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">5 Whys Illustrated<\/h2>\n\n\n\n<div style=\"height:23px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-1024x880.jpg\" alt=\"The 5 Why Funnel\" class=\"wp-image-19728\" width=\"637\" height=\"547\" srcset=\"https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-1024x880.jpg 1024w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-300x258.jpg 300w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-768x660.jpg 768w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-1536x1321.jpg 1536w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-150x129.jpg 150w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-375x322.jpg 375w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-190x163.jpg 190w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel-600x516.jpg 600w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/5-Why-Funnel.jpg 1584w\" sizes=\"(max-width: 637px) 100vw, 637px\" \/><\/figure><\/div>\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">When to Use the 5 Whys<\/h2>\n\n\n\n<div style=\"height:23px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p>Management should use the 5 Why problem-solving method with <strong>Gap from Standard<\/strong> problems. This is problem-solving that focuses on: <\/p>\n\n\n\n<ul>\n<li>specific problem definition<\/li>\n\n\n\n<li>setting goals<\/li>\n\n\n\n<li>root cause analysis<\/li>\n\n\n\n<li>establishment of countermeasures<\/li>\n\n\n\n<li>checks, standards, and follow-up activities<\/li>\n<\/ul>\n\n\n\n<p>The aim is to prevent the problem from recurring by eliminating its underlying causes.<\/p>\n\n\n\n<p>In general, there are three types of root-cause analysis: <\/p>\n\n\n\n<ol>\n<li>Logic<\/li>\n\n\n\n<li>One-variable-at-a-time (OVAT)<\/li>\n\n\n\n<li>Multivariate-at-a-time (MVAT)<\/li>\n<\/ol>\n\n\n\n<p>No advanced math skills are required for logic-based analysis such as 5 Whys. However, the ability to think critically, especially in terms of inductive logic (broad generalization from specific observation), deductive logic (general premise to specific conclusion), and abductive logic (general observation to hypothesis), is necessary.<\/p>\n\n\n\n<div style=\"height:23px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-1008x1024.png\" alt=\"Diagram of the three types of root cause analysis\" class=\"wp-image-19734\" width=\"518\" height=\"527\" srcset=\"https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-1008x1024.png 1008w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-295x300.png 295w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-768x780.png 768w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-150x152.png 150w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-375x381.png 375w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-190x193.png 190w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-600x609.png 600w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis-32x32.png 32w, https:\/\/www.lean.org\/wp-content\/uploads\/2020\/07\/Three-Types-of-Root-Cause-Analysis.png 1040w\" sizes=\"(max-width: 518px) 100vw, 518px\" \/><figcaption class=\"wp-element-caption\">Smalley, A. (2018).&nbsp;<em>Four types of problems: From reactive troubleshooting to creative innovation<\/em>. Lean Enterprise Institute.&nbsp;<\/figcaption><\/figure><\/div>\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Art of Lean on Problem-Solving Video Series with Art Smalley<\/h2>\n\n\n\n<div style=\"height:23px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-media-text alignwide is-stacked-on-mobile\" style=\"grid-template-columns:46% auto\"><figure class=\"wp-block-media-text__media\"><a href=\"https:\/\/youtube.com\/playlist?list=PLqYlfXb7AYHhw6wXOZbO_sYQ4AFM-E8K9\"><img loading=\"lazy\" decoding=\"async\" width=\"336\" height=\"188\" src=\"https:\/\/www.lean.org\/wp-content\/uploads\/2022\/04\/Videos-on-Problem-Solving.jpg\" alt=\"\" class=\"wp-image-19736 size-full\" srcset=\"https:\/\/www.lean.org\/wp-content\/uploads\/2022\/04\/Videos-on-Problem-Solving.jpg 336w, https:\/\/www.lean.org\/wp-content\/uploads\/2022\/04\/Videos-on-Problem-Solving-300x168.jpg 300w, https:\/\/www.lean.org\/wp-content\/uploads\/2022\/04\/Videos-on-Problem-Solving-150x84.jpg 150w, https:\/\/www.lean.org\/wp-content\/uploads\/2022\/04\/Videos-on-Problem-Solving-190x106.jpg 190w\" sizes=\"(max-width: 336px) 100vw, 336px\" \/><\/a><\/figure><div class=\"wp-block-media-text__content\">\n<p>Take a deep dive into problem-solving in this eight-part video series by expert Art Smalley.<\/p>\n\n\n\n<ol>\n<li><a href=\"https:\/\/youtu.be\/xgVDFB5rxp4\" target=\"_blank\" rel=\"noreferrer noopener\">Coaching Problem-Solving<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/youtu.be\/Wf2mgN2jwJ4\" target=\"_blank\" rel=\"noreferrer noopener\">Lessons from NBA Coaches<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/youtu.be\/8Rj4CZgMHGg\" target=\"_blank\" rel=\"noreferrer noopener\">Lessons from Martial-Arts<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/youtu.be\/ayh2rzMzn5M\" target=\"_blank\" rel=\"noreferrer noopener\">Military and Science Leadership<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/youtu.be\/JkHultbVt9M\" target=\"_blank\" rel=\"noreferrer noopener\">Tuckman&#8217;s Model of Team Formation<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/youtu.be\/PO5KFJXAWP4\" target=\"_blank\" rel=\"noreferrer noopener\">Team-Building Tools and Practices<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/youtu.be\/cUjSoIXz7HE\" target=\"_blank\" rel=\"noreferrer noopener\">Dreyfus Model and Stages of Learning<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/youtu.be\/BSlGUg5uhO4\" target=\"_blank\" rel=\"noreferrer noopener\">Toyota Coaching Practices<\/a><\/li>\n<\/ol>\n<\/div><\/div>\n\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Additional Resources<\/h2>\n\n\n\n<div style=\"height:23px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<ul>\n<li><a href=\"https:\/\/www.lean.org\/the-lean-post\/articles\/five-whys\/\" target=\"_blank\" rel=\"noreferrer noopener\">Gemba Coach: 5 Whys<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/planet-lean.com\/approaching-problem-solving-effectively\/\" target=\"_blank\" rel=\"noreferrer noopener\">Approaching Problem-Solving More Effectively<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/planet-lean.com\/approaching-problem-solving-effectively\/\" target=\"_blank\" rel=\"noreferrer noopener\">Change Your &#8220;Pet&#8221; Problem-Solving Method<\/a><\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\"> <\/h2>\n","protected":false},"excerpt":{"rendered":"<p>5 Whys is the practice of asking why repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause. For instance, Taiichi Ohno gives this example about a machine that stopped working (Ohno 1988, p. 17): Without repeatedly asking why, managers would simply replace the fuse or [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"4609,7612,12637,12570,6786,13152","_relevanssi_noindex_reason":"","footnotes":""},"glossary-categories":[],"glossary-tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>5 Whys - What is it? | Lean Enterprise Institute<\/title>\n<meta name=\"description\" content=\"5 Whys is the practice of asking why repeatedly when a problem is encountered to get beyond the obvious symptoms to discover the root cause.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.lean.org\/lexicon-terms\/5-whys\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"5 Whys - What is it? 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