5 whys lean problem solving

The 5 Whys Process We Use to Understand the Root of Any Problem

Former Director of People @ Buffer

Sometimes things don’t go according to plan. Tools break, wires get crossed, the best-laid plans fall apart.

And on those occasions, it helps to know exactly what happened—so it doesn’t happen again.

Moments like these are when we at Buffer turn to a simple but remarkably effective process: The 5 Whys.

It’s just as it sounds: A discussion of the unexpected event or challenge that follows one train of thought to its logical conclusion by asking “Why?” five times to get to the root of what happened.

But it’s also a lot deeper than that, too. Let’s take a look at the origin and history of this unique process, and I’ll tell you a bit about how it works for us on our remote team at Buffer—and how it could work for you, too.

The origin of the 5 Whys

The 5 Whys technique was developed and fine-tuned within the Toyota Motor Corporation as a critical component of its problem-solving training.

Taiichi Ohno, the architect of the Toyota Production System in the 1950s, describes the method in his book Toyota Production System: Beyond Large-Scale Production as “the basis of Toyota’s scientific approach . . . by repeating why five times, the nature of the problem as well as its solution becomes clear.”

Ohno encouraged his team to dig into each problem that arose until they found the root cause. “Observe the production floor without preconceptions,” he would advise. “Ask ‘why’ five times about every matter.”

Here’s an example Toyota offers of a potential 5 Whys that might be used at one of their plants.

Today, the method is used far beyond Toyota, and it’s particularly popular in the world of lean development. A lot of what we know at Buffer  in implementing the 5 Whys has come from The Lean Startup ‘s Eric Ries, who does an amazing job describing the 5 Why’s in these two posts.

How the 5 Whys process works

At our startup, we perform a “5 Whys” after something unexpected has occurred—and that means we perform them a lot! We keep a “5 Whys” folder in our team’s Dropbox Paper account, and the folder has 20+ notes files and counting (not to mention the 5 Whys docs that might not be categorized into the folder). ‘Fires’ of various sizes are inevitable—and probably the only constant in the life of a startup.

We’ve held these discussions in every facet of Buffer, from engineering to happiness to marketing and more, and the same process holds true no matter whether the problem is technical or more human-based. Here’s how Eric Ries explains:

“Five Whys involves holding meetings immediately following the resolution of problems the company is facing. These problems can be anything: development mistakes, site outages, marketing program failures, or even internal missed schedules. Any time something unexpected happens, we could do some root cause analysis.”

It’s important to note that the purpose of the 5 whys isn’t to place blame , but rather to uncover the root cause of why something unexpected occurred. Additionally, it helps a team create small, incremental steps so that the same issue doesn’t happen again (to anyone).

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At Buffer, the habit of conducting 5 Whys originated from the engineering team. Here’s how our former CTO Sunil Sadasivan describes the changes that have resulted from making these a routine part of how we operate:

“What I really like about this is that it lets us worry about issues when they happen, and it helps us work towards ensuring they won’t happen again. At the same time, it lets us not have to worry about issues that haven’t happened.  I now trust if something comes up that we didn’t foresee, we’ll conduct a 5 whys and learn from it.  We let the 5 whys dictate what documentation we need in place or adjustments to make in our on-boarding process.”

Want to try it for yourself?

The 5 main steps to the the 5 Whys

Step 1: Invite anyone affected by the issue

As soon as the problem or situation is identified (and all immediate concerns are dealt with), invite anyone at all on the team who was affected or noticed the issue to be involved in a 5 Whys meeting. As a remote team , we hold ours via Zoom.

Step 2: Select a 5 Whys master for the meeting

The 5 Whys master will lead the discussion, ask the 5 whys, and assign responsibility for the solutions the group comes up with. The rest of those involved will answer those questions and discuss.

In our experience, anyone can be a 5 Whys master — there are no special qualifications, and it doesn’t have to be the leader of the project or the originator of the issue. We’ve also found that it’s a good idea for the 5 Whys master to take notes for the meeting, unless he or she would like to assign someone else to this.

Step 3: Ask “why” five times

Dig at least five levels deep into the issue with five levels of “whys.” This seems like the simplest part but can in fact get a bit tricky! Getting the right question to start with, the first why, seems to be the key.

When we conduct our 5 Whys, it can feel natural and almost beneficial to go down all potential paths and be really comprehensive. However, this can widen the scope of how much learning and corrective actions need to occur. This is meant to be a ‘lean’ process in which picking one path allows us to perform just the amount of corrective actions needed to solve a problem.

We often have to tell ourselves we just need to pick one and go with it. If the same problem seems to occur again, then we can do another choosing the other route.

Together, we work through each of those five whys and discover actionable steps that have been or will be taken.

Step 4: Assign responsibility for solutions

At the end of the exercise, we go through each why question-and-answer pairing and come up with five related “corrective actions” that we all agree on. The master assigns responsibility for the solutions to various participants in the discussion.

Step 5: Email the whole team the results

After each 5 Whys process, someone involved in the meeting will write down what was discussed in the clearest, plainest language as possible.  Then we add it to a Paper folder and—in one of the most important steps of the whole process—email the whole team with the results.

This makes sense to do, and not just for a company like Buffer that focuses on transparency. It’s super useful for everyone on your team to stay in the loop and understand any steps you’re taking as the result of a 5 Whys.

Eric Ries explains why the email is so important:

The advantage of sharing this information widely is that it gives everyone insight into the kinds of problems the team is facing, but also insight into how those problems are being tackled. And if the analysis is airtight, it makes it pretty easy for everyone to understand why the team is taking some time out to invest in problem prevention instead of new features. If, on the other hand, it ignites a firestorm – that’s good news too. Now you know you have a problem: either the analysis is not airtight, and you need to do it over again, or your company doesn’t understand why what you’re doing is important. Figure out which of these situations you’re in, and fix it.

Put it all together and the process looks like this:

Some real-life 5 Whys examples

To take the 5 Whys from theoretical to actual, here’s a look at a few moments in Buffer’s history that have called for a 5 Whys meeting.

In early 2014, we had a brief systemwide outage. Here’s a look at the 5 Whys the team conducted:

And the corrective actions that resulted:

Here’s an example from the customer happiness world. One of our Happiness Heroes wanted to understand how he might have handled a customer’s problem better, so he performed a modified 5 Whys as a reflection and shared it with the team.

I have learned so much from viewing these examples and being part of 5 Whys processes. It’s been great to develop a habit of reflecting anytime something unexpected happens and taking incremental steps so that we change what happens the next time around.

The 5 Whys in daily life

Although the 5 Whys is most widely used for manufacturing/development use, I’ve found that it is also quite applicable to daily life in any situation where one might seek deeper understanding—of a problem, a challenge or even a motivation behind an action.

This quick graphic from Start of Happiness provides a great example:

Ever since learning about the 5 Whys, I find myself  asking “why?” a lot more often.

Over to you

What sort of process do you use to get to the root of unexpected situations or challenges in your work or life? Have you ever tried the 5 Whys?

I’d love to hear your insights in the comments!

P.S. If you liked this post, you might enjoy our Open blog newsletter . Receive each new post delivered right to your inbox! Sign up here .

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Root Cause Analysis with 5 Whys Technique (With Examples)

By Sebastian Traeger

Updated: April 23, 2024

Reading Time: 7 minutes

What Is the 5 Whys Technique?

Example of the 5 whys technique, how to conduct a 5 whys analysis in 5 steps, when to use a 5 whys analysis, using 5 whys template, tips for mastering the 5 whys technique, frequently asked questions about 5 whys.

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive.

At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful! 

Our goal is to help you better understand 5 whys techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

The 5 Whys Technique is like peeling an onion – it helps you uncover the underlying reasons behind a problem, layer by layer. By repeatedly asking “why” at least five times, this method digs deep to reveal the root cause of an issue. It’s a simple yet powerful problem-solving approach that aims to get to the heart of the matter rather than just addressing surface-level symptoms.

5 Whys Technique: A method that involves iteratively asking “why” five times to unveil the fundamental cause of a problem.

In essence, the 5 Whys Technique is not just about fixing what’s broken on the surface; it’s about understanding and addressing the deeper issues that lead to problems in the first place.

The 5 Whys Technique is like a detective, uncovering the truth behind recurring problems. Let’s take a look at how this method works in two different scenarios.

Case Study: Manufacturing Defects

Imagine a company that keeps encountering the same manufacturing defects despite various attempts to fix them. By using the 5 Whys Technique, they discovered that the defects were not caused by faulty machinery, as previously assumed, but rather by human error due to unclear operating instructions. This realization led to improved training procedures and clear work guidelines, ultimately eliminating the defects.

Application in Service Industry

Now, consider a service industry struggling with frequent customer complaints and service failures. Through the 5 Whys Technique, it was revealed that these issues stemmed from inadequate staffing levels during peak hours. By addressing this root cause, such as hiring additional staff or adjusting schedules, the service quality can significantly improve, leading to higher customer satisfaction.

These examples illustrate how the 5 Whys Technique can be applied across different sectors to identify and address underlying issues effectively.

Step 1: Identify the Problem

Before diving into a 5 Whys analysis, it’s crucial to clearly identify the problem or issue at hand . This step sets the stage for the entire process and ensures that the focus remains on addressing the right concern. Take the time to gather relevant data, observe patterns, and consult with team members or stakeholders to gain a comprehensive understanding of the problem.

Step 2: Ask ‘Why’ Five Times

Once the problem is clearly defined, it’s time to start peeling back the layers. The process involves asking “why” five times, not necessarily limited to five questions but enough to delve deeper into the underlying causes of the problem . Each “why” serves as a gateway to uncovering additional factors contributing to the issue. This iterative approach helps in identifying not just one cause, but multiple interconnected elements that may be at play.

By consistently probing deeper with each “why,” you can reveal hidden complexities and nuances that may have been overlooked initially. This method allows for a more thorough understanding of the situation, paving the way for effective solutions that address root causes rather than surface-level symptoms.

This structured approach encourages critical thinking and enables teams to move beyond quick fixes towards sustainable improvements.

The 5 Whys Technique is a versatile problem-solving approach that can be applied in various scenarios to uncover root causes and drive continuous improvement. Here are two key situations where the 5 Whys Analysis can be particularly beneficial:

Recurring Issues

• The 5 Whys Technique is especially useful when dealing with recurring issues. Whether it’s a manufacturing defect that keeps resurfacing or a persistent customer complaint in the service industry, this method helps identify the underlying reasons behind these repetitive problems. By repeatedly asking “why,” it becomes possible to trace the issue back to its root cause, allowing for targeted solutions that prevent reoccurrence.

Process Improvement

• Organizations constantly strive to enhance their processes and workflows for increased efficiency and quality. When seeking to improve existing procedures, the 5 Whys Technique serves as a valuable tool. By systematically analyzing the factors contributing to inefficiencies or bottlenecks, teams can gain insights into how processes can be optimized at their core. This method enables organizations to make informed decisions about process improvements based on a deep understanding of the underlying issues.

In both cases, the 5 Whys Analysis offers a structured yet flexible approach to delve into complex problems, making it an indispensable tool for driving meaningful change and progress within organizations.

When it comes to conducting a 5 Whys analysis, utilizing a structured template can greatly facilitate the process and ensure a comprehensive investigation into the root cause identification. Using RCA software such as EasyRCA can benefit the team by streamlining your 5-why process. Here’s how organizations can benefit from using a template:

Benefits of Using a Template

• Streamlined Process: A well-designed 5 Whys template provides a clear framework for conducting the analysis, guiding teams through the iterative questioning process. This streamlines the investigation, making it easier to navigate and ensuring that no crucial aspects are overlooked.
• Thorough Investigation: By following a predefined template, teams are prompted to explore various facets of the problem systematically. This ensures that all relevant factors are considered, leading to a more thorough and insightful investigation into the underlying causes.
• Consistent Approach: Templates offer a standardized approach to conducting 5 Whys analyses within an organization. This consistency promotes uniformity in problem-solving methods across different teams or departments, enhancing overall efficiency and effectiveness.

Customizing the Template

Organizations have the flexibility to customize 5 Whys templates according to their specific needs and industry requirements. This adaptability allows for tailoring the template to address unique challenges and incorporate industry-specific considerations. Customization may include:

• Adding Industry-Specific Prompts: Tailoring the template by incorporating prompts or questions relevant to particular industries or types of issues being analyzed.
• Incorporating Visual Aids: Enhancing the template with visual aids such as flow charts or diagrams can help teams better understand and communicate complex causal relationships.
• Iterative Refinement: Regularly reviewing and refining the template based on feedback and evolving organizational needs ensures that it remains aligned with current processes and challenges.

Customizing the template empowers organizations to harness the full potential of the 5 Whys Technique in addressing diverse problems while aligning with their unique operational contexts.

Encouraging Open Communication

In mastering the 5 Whys Technique as a problem-solving method, creating an environment that fosters open communication is paramount. When team members feel comfortable expressing their perspectives and insights, it leads to a more comprehensive exploration of the underlying causes of a problem. Encouraging open communication allows for diverse viewpoints to be considered, providing a holistic understanding of the issue at hand.

By promoting an atmosphere where individuals are empowered to voice their observations and concerns, the 5 Whys analysis can benefit from a rich tapestry of ideas and experiences. This inclusive approach not only enhances the depth of the analysis but also cultivates a sense of ownership and collective responsibility for addressing root causes within the team or organization.

Continuous Improvement Mindset

A key aspect of mastering the 5 Whys Technique is embracing a continuous improvement mindset. Rather than viewing problems as isolated incidents, this approach encourages teams to see them as opportunities for growth and development. By instilling a culture of continuous improvement, organizations can leverage the insights gained from 5 Whys analyzes to drive positive change across various aspects of their operations.

Fostering a mindset focused on continuous improvement entails actively seeking feedback, evaluating processes, and implementing iterative enhancements based on the findings. It involves an ongoing commitment to learning from past experiences and leveraging that knowledge to proactively address potential issues before they escalate. Embracing this mindset ensures that the 5 Whys Technique becomes ingrained in the organizational ethos, leading to sustained progress and resilience in problem-solving efforts.

As we wrap up our exploration of the 5 Whys Technique, let’s address some common questions that may arise regarding this powerful problem-solving method.

What is the primary goal of the 5 Whys Technique?

The primary goal of the 5 Whys Technique is to uncover the root cause of a problem by iteratively asking “why” at least five times. This approach aims to move beyond surface-level symptoms and address the underlying issues that lead to recurring problems.

Is the 5 Whys Technique limited to specific industries or sectors?

No, the 5 Whys Technique is versatile and can be applied across various industries and sectors. Whether it’s manufacturing, healthcare, service, or technology, this method offers a structured yet flexible approach to identifying root causes and driving continuous improvement.

How does the 5 Whys Technique contribute to continuous improvement?

By delving into the fundamental reasons behind problems, the 5 Whys Technique provides organizations with valuable insights for driving continuous improvement. It not only helps in resolving immediate issues but also fosters a culture of ongoing enhancement and development within an organization.

Can the 5 Whys Technique be used for complex problems with multiple contributing factors?

Yes, while initially designed as a simple and straightforward method, the 5 Whys Technique can certainly be applied to complex problems with multiple interconnected factors. By systematically probing deeper into each layer of causality, this technique enables a comprehensive understanding of intricate issues.

I hope you found this guide to 5 whys technique insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization.

Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit Reliability Resources .

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Determine the Root Cause: 5 Whys

Updated: May 17, 2023 by iSixSigma-Editorial

Asking “Why?” may be a favorite technique of your 3-year-old child in driving you crazy, but it could teach you a valuable Six Sigma quality lesson. The 5 Whys is a technique used in the Analyze phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It is a great Six Sigma tool that does not involve data segmentation, hypothesis testing, regression or other advanced statistical tools, and in many cases can be completed without a data collection plan.

By repeatedly asking the question “Why” (five is a good rule of thumb), you can peel away the layers of symptoms which can lead to the root cause of a problem. Very often the ostensible reason for a problem will lead you to another question. Although this technique is called “5 Whys,” you may find that you will need to ask the question fewer or more times than five before you find the issue related to a problem.

Benefits of the 5 Whys

• Help identify the root cause of a problem.
• Determine the relationship between different root causes of a problem.
• One of the simplest tools; easy to complete without statistical analysis.

When Is 5 Whys Most Useful?

• When problems involve human factors or interactions.
• In day-to-day business life; can be used within or without a Six Sigma project.

How to Complete the 5 Whys

• Write down the specific problem. Writing the issue helps you formalize the problem and describe it completely. It also helps a team focus on the same problem.
• Ask Why the problem happens and write the answer down below the problem.
• If the answer you just provided doesn’t identify the root cause of the problem that you wrote down in Step 1, ask Why again and write that answer down.
• Loop back to step 3 until the team is in agreement that the problem’s root cause is identified. Again, this may take fewer or more times than five Whys.

5 Whys Examples

Problem Statement: Customers are unhappy because they are being shipped products that don’t meet their specifications.

1. Why are customers being shipped bad products? – Because manufacturing built the products to a specification that is different from what the customer and the sales person agreed to.

2. Why did manufacturing build the products to a different specification than that of sales? – Because the sales person expedites work on the shop floor by calling the head of manufacturing directly to begin work. An error happened when the specifications were being communicated or written down.

3. Why does the sales person call the head of manufacturing directly to start work instead of following the procedure established in the company? – Because the “start work” form requires the sales director’s approval before work can begin and slows the manufacturing process (or stops it when the director is out of the office).

4. Why does the form contain an approval for the sales director? – Because the sales director needs to be continually updated on sales for discussions with the CEO.

In this case only four Whys were required to find out that a non-value added signature authority is helping to cause a process breakdown.

Let’s take a look at a slightly more humorous example modified from Marc R.’s posting of 5 Whys in the iSixSigma Dictionary.

Problem Statement: You are on your way home from work and your car stops in the middle of the road.

1. Why did your car stop? – Because it ran out of gas.

2. Why did it run out of gas? – Because I didn’t buy any gas on my way to work.

3. Why didn’t you buy any gas this morning? – Because I didn’t have any money.

4. Why didn’t you have any money? – Because I lost it all last night in a poker game.

5. Why did you lose your money in last night’s poker game? – Because I’m not very good at “bluffing” when I don’t have a good hand.

As you can see, in both examples the final Why leads the team to a statement (root cause) that the team can take action upon. It is much quicker to come up with a system that keeps the sales director updated on recent sales or teach a person to “bluff” a hand than it is to try to directly solve the stated problems above without further investigation.

5 Whys and the Fishbone Diagram

The 5 Whys can be used individually or as a part of the fishbone (also known as the cause and effect or Ishikawa) diagram. The fishbone diagram helps you explore all potential or real causes that result in a single defect or failure. Once all inputs are established on the fishbone, you can use the 5 Whys technique to drill down to the root causes.

Take-away Quotation

“If you don’t ask the right questions, you don’t get the right answers. A question asked in the right way often points to its own answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems.” – Edward Hodnett

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Getting to the Root of a Problem Quickly

Have you ever had a problem that refused to go away? No matter what you did, sooner or later it would return, perhaps in another form.

Stubborn or recurrent problems are often symptoms of deeper issues. "Quick fixes" may seem convenient, but they often solve only the surface issues and waste resources that could otherwise be used to tackle the real cause.

In this article and in the video, below, we look at the 5 Whys technique (sometimes known as 5Y). This is a simple but powerful tool for cutting quickly through the outward symptoms of a problem to reveal its underlying causes, so that you can deal with it once and for all.

Click here   to view a transcript of this video.

Origins of the 5 Whys Technique

Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries, developed the 5 Whys technique in the 1930s. It became popular in the 1970s, and Toyota still uses it to solve problems today.

Toyota has a "go and see" philosophy. This means that its decision making is based on an in-depth understanding of what's actually happening on the shop floor   , rather than on what someone in a boardroom thinks might be happening.

The 5 Whys technique is true to this tradition, and it is most effective when the answers come from people who have hands-on experience of the process or problem in question.

The method is remarkably simple: when a problem occurs, you drill down to its root cause by asking "Why?" five times. Then, when a counter-measure becomes apparent, you follow it through to prevent the issue from recurring.

The 5 Whys uses "counter-measures," rather than "solutions." A counter-measure is an action or set of actions that seeks to prevent the problem from arising again, while a solution may just seek to deal with the symptom. As such, counter-measures are more robust, and will more likely prevent the problem from recurring.

When to Use a 5 Whys Analysis

You can use 5 Whys for troubleshooting, quality improvement, and problem solving, but it is most effective when used to resolve simple or moderately difficult problems.

It may not be suitable if you need to tackle a complex or critical problem. This is because 5 Whys can lead you to pursue a single track, or a limited number of tracks, of inquiry when, in fact, there could be multiple causes. In cases like these, a wider-ranging method such as Cause and Effect Analysis   or Failure Mode and Effects Analysis   may be more effective.

This simple technique, however, can often direct you quickly to the root cause of a problem. So, whenever a system or process isn't working properly, give it a try before you embark on a more in-depth approach – and certainly before you attempt to develop a solution.

The tool's simplicity gives it great flexibility, too, and 5 Whys combines well with other methods and techniques, such as Root Cause Analysis   . It is often associated with Lean Manufacturing   , where it is used to identify and eliminate wasteful practices. It is also used in the analysis phase of the Six Sigma   quality improvement methodology.

How to Use the 5 Whys

The model follows a very simple seven-step process:

1. Assemble a Team

Gather together people who are familiar with the specifics of the problem, and with the process that you're trying to fix. Include someone to act as a facilitator   , who can keep the team focused on identifying effective counter-measures.

2. Define the Problem

If you can, observe the problem in action. Discuss it with your team and write a brief, clear problem statement that you all agree on. For example, "Team A isn't meeting its response time targets" or "Software release B resulted in too many rollback failures."

Then, write your statement on a whiteboard or sticky note, leaving enough space around it to add your answers to the repeated question, "Why?"

3. Ask the First "Why?"

Ask your team why the problem is occurring. (For example, "Why isn't Team A meeting its response time targets?")

Asking "Why?" sounds simple, but answering it requires serious thought. Search for answers that are grounded in fact: they must be accounts of things that have actually happened, not guesses at what might have happened.

This prevents 5 Whys from becoming just a process of deductive reasoning, which can generate a large number of possible causes and, sometimes, create more confusion as you chase down hypothetical problems.

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Your team members may come up with one obvious reason why, or several plausible ones. Record their answers as succinct phrases, rather than as single words or lengthy statements, and write them below (or beside) your problem statement. For example, saying "volume of calls is too high" is better than a vague "overloaded."

4. Ask "Why?" Four More Times

For each of the answers that you generated in Step 3, ask four further "whys" in succession. Each time, frame the question in response to the answer you've just recorded.

Try to move quickly from one question to the next, so that you have the full picture before you jump to any conclusions.

The diagram, below, shows an example of 5 Whys in action, following a single lane of inquiry.

Figure 1: 5 Whys Example (Single Lane)

The 5 Whys method also allows you to follow multiple lanes of inquiry. An example of this is shown in Figure 2, below.

In our example, asking "Why was the delivery late?" produces a second answer (Reason 2). Asking "Why?" for that answer reveals a single reason (Reason 1), which you can address with a counter-measure.

Similarly, asking "Why did the job take longer than expected?" has a second answer (Reason 2), and asking "Why?" at this point reveals a single reason (Reason 1). Another "Why?" here identifies two possibilities (Reasons 1 and 2) before a possible counter-measure becomes evident.

There is also a second reason for "Why we ran out of printer ink" (Reason 2), and a single answer for the next "Why?" (Reason 1), which can then be addressed with a counter-measure.

Figure 2: 5 Whys Example (Multiple Lanes)

Step 5. Know When to Stop

You'll know that you've revealed the root cause of the problem when asking "why" produces no more useful responses, and you can go no further. An appropriate counter-measure or process change should then become evident. (As we said earlier, if you're not sure that you've uncovered the real root cause, consider using a more in-depth problem-solving technique like Cause and Effect Analysis   , Root Cause Analysis   , or FMEA   .)

If you identified more than one reason in Step 3, repeat this process for each of the different branches of your analysis until you reach a root cause for each one.

The "5" in 5 Whys is really just a " rule of thumb   ." In some cases, you may need to ask "Why?" a few more times before you get to the root of the problem.

In other cases, you may reach this point before you ask your fifth "Why?" If you do, make sure that you haven't stopped too soon, and that you're not simply accepting "knee-jerk" responses.

The important point is to stop asking "Why?" when you stop producing useful responses.

As you work through your chain of questions, you may find that someone has failed to take a necessary action. The great thing about 5 Whys is that it prompts you to go further than just assigning blame , and to ask why that happened. This often points to organizational issues or areas where processes need to be improved.

6. Address the Root Cause(s)

Now that you've identified at least one root cause, you need to discuss and agree on the counter-measures that will prevent the problem from recurring.

7. Monitor Your Measures

Keep a close watch on how effectively your counter-measures eliminate or minimize the initial problem. You may need to amend them, or replace them entirely. If this happens, it's a good idea to repeat the 5 Whys process to ensure that you've identified the correct root cause.

Appreciation

A similar question-based approach known as "appreciation" can help you to uncover factors in a situation that you might otherwise miss.

It was originally developed by the military to assist commanders in gaining a comprehensive understanding of any fact, problem or situation. But you can also apply it in the workplace.

Starting with a fact, you first ask the question, "So what?" – in other words, what are the implications of that fact? Why is this fact important?

You then continue asking that question until you've drawn all possible conclusions from it.

The major difference between this and the 5 Whys technique is that appreciation is often used to get the most information out of a simple fact or statement, while 5 Whys is designed to drill down to the root of a problem.

Bear in mind that appreciation can restrict you to one line of thinking. For instance, once you've answered your first "So what?" question, you might follow a single line of inquiry to its conclusion. To avoid this, repeat the appreciation process several times over to make sure that you've covered all bases.

The 5 Whys strategy is a simple, effective tool for uncovering the root of a problem. You can use it in troubleshooting, problem-solving, and quality-improvement initiatives.

Start with a problem and ask why it is occurring. Make sure that your answer is grounded in fact, and then ask the question again. Continue the process until you reach the root cause of the problem, and you can identify a counter-measure that will prevent it from recurring.

Bear in mind that this questioning process is best suited to simple or moderately difficult problems. Complex problems may benefit from a more detailed approach, although using 5 Whys will still give you useful insights.

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Comments (77)

• Over a month ago BillT wrote Hi hunyakvera, Thanks for your observant feedback. Sakichi Toyoda died in October of 1930, and is the creator of the 5 Whys. Also, he is stated as the founder of Toyota as he challenged his son to start a business that applied the principles of Lean and the 5 Whys. His son Kiichiro first continued with the loom company, and then decided he could do the same for any company, primarily a car company that he called Toyota. BillT Mind Tools Team
• Over a month ago hunyakvera wrote Hi! Great article. However Sakichi Toyoda died in the year 1930, so i don't see how he could have developed this technique in the 1930s. Either 1930 in his last year of life, or the date is wrong. Also, he wasn't the founder of Toyota. His son was. However, he was the founder of Toyoda companies, but not Toyota
• Over a month ago Midgie wrote Hi MGlasscock, Welcome to the Club! Indeed this 5 Whys approach is a great technique to get to the bottom of things! It would be great to meet you so come on over to the Forums and introduce yourself. Also if you have any questions, just let us know and we will be happy to help. Midgie Mind Tools Team

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The 5 Whys for Problem Solving

The problem with problems.

The late inventor, Charles Kettering, once said, “A problem well-stated is a problem half-solved.” And while this might seem a bit far-fetched, the research suggests that this notion isn’t far from the truth. If you look at just about any problem-solving study, they all come to the same conclusion: the best way to solve a problem is to be sure that your problem is well-defined.

The issue with this thinking is that problems are almost always more complex than our initial belief. For example, if productivity dips at your company, you might first define the problem as a lag in motivation. However, if you start digging underneath the surface and asking the right questions, you might learn that the dip in productivity is due to a company-wide communication error. This is a tad more complex than your original assumption. Had you began implementing change at the surface-level definition, productivity would likely have remained low.

What is the 5 Whys Technique?

Lack of well-defined problems often stems from over-worked teams and limited time. That’s where the 5 Whys tool comes in handy. The founder of Toyota invented the 5 Whys technique in the 1930s as a clean and simple way to identify the root cause of a problem or issue. Its title gives away its process: Ask ‘why’ five times or until you’ve drilled down to the core cause of the problem.

Four Easy Steps

1. Problem Definers . While asking ‘why’ five times sounds relatively simple, it’s useless if the right people aren’t in the room to provide the answers. To get to the root of the problem quickly, gather the people on the front lines who deal directly with the problem every day.

2. Problem Statement. Start with the surface level problem and define it in one, clean, fact-based statement, free from bias or emotion.

3. Ask Why . The idea here isn’t to gather guesses or hypotheses but answers grounded in fact and reliably observed. This critical step prevents thought spiraling and helps keep your team focused on real solutions.

4. Repeat Four Additional Times . The next step is to ask four additional whys for each of the responses in step 3. If the answer to the first why isn’t apparent, it’s possible for folks to come up with several plausible ‘whys.’ This will ensure that you’ve followed every possible lead to the core problem. See below for a simple example.

5. Don’t Overdo It. The number five is more of a guideline. While there may be times it takes longer than five rounds, you might also reach a root cause in less. You’ll know you’ve gotten to the root cause when the responses are no longer useful.

This is only the beginning. Once you’ve gotten to the root cause, it’s time to discuss the strategies to properly address the issue so it doesn’t continue. In the case of our example, perhaps you decide to assess software updates on a regular schedule, preventing the need for last-minute decisions. Regardless of the final solution, monitoring the solution’s effectiveness will be essential to ensure the problem is solved long-term.

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The Power of 5 Whys to get Results

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

The 5 Whys technique is a simple yet effective problem-solving method as part of the Root Cause Analysis (RCA) tool kit that involves asking “why” five times to identify the root cause of a problem. The 5 Whys technique was created by Toyota founder Sakichi Toyoda to enhance the effectiveness and efficiency of the company’s manufacturing processes. It is now applied in a variety of settings, including manufacturing, the service sector, and other businesses.

The method can be applied in a variety of situations, encourages teamwork and collaboration, and is simple to use. The 5 Whys technique can help organizations increase efficiency, and productivity, reduce waste and reduce costs by locating and addressing the root causes of issues.

What is the 5 Whys technique?

The 5 Why technique is a problem-solving method that involves repeatedly asking “why” five times to determine the source of a problem. “Why-why analysis” is another term that is sometimes used to describe the 5 Why technique.  It was initially created by Sakichi Toyoda, the company’s founder, as a way to enhance the effectiveness and efficiency of the business’s manufacturing processes.

How it works:

• Identify the problem that you want to solve. Make sure to clearly define the problem and understand its impact on your organization or project.
• Ask “why” five times to get to the root cause of the problem. For each “why,” come up with a possible cause of the problem. You may need to do some research or gather data to help identify the causes of the problem.
• Keep asking “why” until you reach a root cause that can be addressed or resolved. The root cause is the underlying cause of the problem that can be addressed or resolved to prevent the problem from recurring in the future.
• Come up with a solution to the root cause. Once you have identified the root cause of the problem, brainstorm possible solutions to address it. Choose the best solution based on its effectiveness, feasibility, and impact.
• Implement the solution. Put your chosen solution into action and monitor the results to ensure that the problem has been effectively resolved.

Below is an example of how the 5 Whys technique can be applied to problems:

We were able to identify the issue’s root cause, a lack of communication regarding the maintenance schedule—and identify a fix using the 5 Whys method (posting the schedule in a visible location). This solution addresses the root cause of the issue, which is likely to be more effective than just treating the problem’s symptoms (equipment failures).

Symptom vs Root Cause

A problem or issue reveals itself physically as a symptom. Although it is the result or effect that is seen, it does not always reveal what the root cause of the issue is.

For example, a strange noise coming from a car’s engine is a sign that something is wrong. Although it is the problem’s obvious indication, it does not always provide information about its root cause. The leading cause of the issue could be anything from a loose belt to an engine component that is broken.

The root cause, on the other hand, started the problem in the first place. It is the underlying reason the issue is occurring. Finding and fixing a problem’s root cause can help prevent it from happening again in the future.

A loose belt, for instance, might be to blame for an odd noise coming from a car’s engine. The immediate issue might be resolved if we simply replace the belt, but the underlying issue (the loose belt) will still not be resolved. The issue will probably recur if the root cause is not addressed.

It’s important to differentiate between symptoms and root causes because, in the long run, dealing with a problem’s root cause is most often more effective and efficient than dealing with its symptoms alone. We can stop the issue from occurring again and potentially save time and resources in the long run by locating and addressing the root cause.

Why is the 5 Whys technique so effective?

There are many benefits to using 5 Whys that make it so effective:

Simple to Use by anyone in the business: 5 Why is one of the most simple tools to use in business to solve problems and can be done by anyone in the business. With some basic training supported by examples, anyone in the business can identify the root causes of problems and identify solutions; this does not require someone with years of experience or a Lean Six Sigma belt to master and benefit from using it.

It promotes a methodical method of problem-solving: The 5 Whys method promotes a methodical, step-by-step approach to problem-solving, which can help guarantee that all relevant factors are taken into account and that the problem’s root cause is found.

It can be used in a variety of situations: The 5 Why’s technique can be used to solve problems in a variety of contexts, including manufacturing, service industries, and other business settings.

It can increase productivity and efficiency: The 5 Whys technique can assist organisations in increasing productivity and efficiency while lowering waste and costs by identifying and addressing the root causes of issues.

It can identify unlikely root causes with ease: In many situations, the root cause may be obvious once you start the 5 Whys analysis, but that is not always the case. For example, with the Jefferson Memorial, the solution to stop the monument from eroding was not an obvious one. Example below:

The Jefferson Memorial was disintegrating. Why? because harsh chemicals are used to clean it.

Why are harsh chemicals used to clean it? to clean pigeon droppings.

Why are there so many pigeons at the memorial? Because the pigeons eat spiders and there are lots of spiders at the memorial.

Why are there so many spiders at the memorial? Because they eat insects, and there are a lot of insects at the memorial.

Why are there so many insects at the memorial? because they are attracted by the lights on the memorial at dusk.

Solution: Turn the lights on later in the evening. As you can see from this example, at first glance, it did not seem logical that turning the lights on later would have any relationship to stopping the memorial from disintegrating. The added benefit of this root cause analysis was also a cost saving in the lights being turned on later and a reduced cleaning cost. So the benefits also went above and beyond the initial expectations. Video for reference: YouTube Video Link

In conclusion, the 5 Whys technique is a useful tool for identifying and resolving the root causes of issues in an organisation. The technique works to get at the root of a problem rather than just treating its symptoms by asking “why” repeatedly. The 5 Whys method can be used in a variety of situations, is easy to apply, and encourages teamwork and collaboration. Organizations can increase effectiveness, and productivity, cut waste and lower costs by using the 5 Whys technique to solve problems. The 5 Whys technique is a useful and effective tool for problem-solving in any organisation.

• Card, A.J., 2017. The problem with ‘5 whys’.   BMJ quality & safety ,  26 (8), pp.671-677.
• Voehl, F., 2016. The 5 whys .  The Innovation Tools Handbook ,  2 .
• Benjamin, S.J., Marathamuthu, M.S. and Murugaiah, U., 2015. The use of 5-WHYs technique to eliminate OEE’s speed loss in a manufacturing firm .  Journal of Quality in Maintenance Engineering ,  21 (4), pp.419-435.

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Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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5 Whys Problem Solving

The  5 Whys problem solving technique  uses a very simple iterative approach in analysing and attempting to find the  root cause of a problem . The 5 why technique originates from the Toyota Manufacturing system pioneered in Japan by the Toyota car company. The concepts consist of defining the problem in a problem statement first and then asking why is this is the case, or why is the problem what it is. This technique is sometimes approached in a team environment and can involve  brainstorming  as an idea generation process to identify potential causes. Once the most immediate cause has been identified for the first effect or symptom of a problem and written down, you repeat the process of asking why this is the case or this cause itself is caused by what? The process continues for five times or until the root cause has been reached, thus giving it the name 5 whys. Research has shown it usually takes an average of five times to reach the actual root cause. The 5 Whys technique is sometimes criticised as being too simplistic and can at times lead to incorrect conclusions on the root cause of a problem. The technique is suited for simple  problem solving , but larger more complex issues should be handled with a more thorough technique although the 5 whys can initially be used to generate potential causes of some problems and to stimulate the thought process.

An example of a 5 Why problem solving exercise

In the following example of a production issue the 5 why problem solving technique is appropriate to use due to the most likely cause of the problem needs to be found quickly and is likely to not require a complex fault finding process. Production Problem Example: A production process in the food manufacturing sector which produces potato chips in a continuous production line and has a production issue where during testing of production samples the potato chips salt levels are too high consistently in all samples taken over the last hour. A solution for this issue must be found promptly as due to being food manufacturing all production out of spec is not able to be sold.

Fig1. Application of the 5 Why problem solving Technique to aid production problem analysis

In the example above we have reached a possible root cause for the production problem by asking Why?  three times, this will vary depending on the problem being analysed. Below are the investigation and corrective actions which must be carried out to confirm the root cause as true. If the possible cause is found to be incorrect then the Why can be repeated until the true root cause is identified. In some cases a cause or answer to one of the Why’s can itself be caused by several issues or failures. In the example above, the failure of the feeding equipment could also be caused by incorrect weight readings from the salt feed bin to the process controller or failure of the process controller as well. In the case either of these could be a reasonable failure suspect then it could also be listed as a separate cause in the 3rd Why section of the diagram as a separate branch to keep the iterative process going for this potential cause to identify if this is the root cause.

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What Are The 5 Whys?

• ·   April 4, 2023

Problem-solving is the bread and butter of most factories today, but not all organisations solve their problems the same way.

Today, we dissect the operating principles behind the 5 Whys method, exploring its advantages, use cases, and relevance.

What do the 5 Whys mean?

By definition, 5 Whys is a problem-solving technique that uses Root Cause Analysis (RCA) to understand the problem in detail and solve it permanently. It’s considered one of the most effective problem-solving techniques in lean management , and it works best to solve simple problems.

This method was developed by Sakichi Toyoda, founder of Toyota, and incorporated into the Toyota Production System (TPS).

The 5 Whys work best to solve relatively simple issues, as anything too complex will need more robust problem-solving tools such as 8D, Cause Effect Analysis, or QRQC .

How do the 5 Whys work?

This method is relatively straightforward. All you have to do is identify the problem and then ask why five times .

Sometimes, you might find the root cause before you reach your fourth line of inquiry.

Sometimes, you might have to ask why a few more times to reach the root cause.

To make the 5 Whys method really successful, there is a process you need to follow, and it goes like this:

Step 1 — Create a team

The more relevant people you include to find a solution to the problem, the faster and more effective the resolution will be.

When you’ve decided who will be part of your team, you should appoint a leader to guide the process and keep everyone on track.

This person is known as the 5 Whys Master .

Step 2— Identify the problem

The problem needs to be identified and clarified beyond any reasonable doubt . Your team should define the problem and explain it in a specific statement. 

This keeps everyone focused on the problem, giving them a concise account of the situation.

Step 3 — Ask Why? five times

The first Why? is on your team.

The other four, on your 5 Whys Master .

Essentially, the team starts asking the first question, and then the 5 Whys Master leads the process through the rest of the questions.

Sometimes, you might need more than five whys to solve the issue.

Sometimes, you might need less.

However long it takes, you need to reach the root cause of the issue , which will always be linked to a management issue or a design flaw.

STEP 4 — Correct the problem

When the problem is identified, your team discusses actions or countermeasures to solve the issue.

The 5 Whys Master will then decide who does what, delegating responsibility among the team members.

STEP 5 — Keep track of your results & share them

Monitoring helps you see if the countermeasures you take to solve the issue are working.

It also gives you great insight into what you’re doing right, and what could be done better.

You also need to share your findings so that everybody can access them and learn from the process.

To make sure you’re using the 5 Whys method to its fullest extent, you need to make sure that you/your team:

• Know when to stop asking Why → when the answers you’re getting are no longer useful or don’t bring anything else to the process, you need to stop asking further whys and take another approach instead.
• Address the root cause(s)   → finding the root cause it’s great, but not enough. Once you find it, you need to make sure you’re taking the appropriate measures to fix the issue and prevent it from happening again.
• Monitor your measures → once you take measures to address the issue, it’s fundamental that you monitor how the measures impact the issue. Are they effective? Could they be even more effective? When you monitor how your measures are performing, you’ll be able to solve the root cause faster and more efficiently.
• Share your results → keeping your results a secret helps nobody. When you find the root cause, you address it, and you fix it, you need to share your results with everybody, so they can learn from it. Even when the root cause isn’t fixed, you need to share your results to keep everybody on track regarding the issue and its current status.

5 Whys in real life

Here’s what a 5 Whys method looks like in real life:

In this particular instance, after finding the root cause, we then come up with a solution. In this case, it could be to make sure we train the workers on the standards regarding changing the pipes.

This example shows how easy and cost-effective it is to set up this problem-solving method to find the root cause of a problem in your factory.

Advantages of the 5 Whys methodology

This method brings with it a good number of advantages, and it might be exactly what you need to implement in your factory, some of which are: 

• It helps your teams find, understand, and correct the root cause of the problem
• It fosters teamwork
• It’s very easy and flexible to implement
• You can use it alongside other problem-solving methods, such as Root Cause Analysis or Six Sigma
• It can be templated — just create a set structure and prompts that can be used whenever this method needs to come into play

mlean ® and the 5 Whys method

The 5 Whys method is a great problem-solving technique that helps you find the root cause of an issue and take measures to correct it quickly and efficiently.

But sometimes, this method alone isn’t enough to solve your problem.

Our mlean® Production System includes a wide range of problem-solving methods to ensure your issues are always dealt with using the right tools .

Our software is the most complete toolkit for digital industrial operations, integrating a variety of lean philosophies and processes like Kaizen or Hoshin Kanri .

mPS digitalises your factory processes, increases your workers’ safety and motivation, and increases revenue.

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The 5 Why Problem-Solving Technique | Root Cause Analysis

• 7 mins to read
• July 13, 2018
• By Reagan Pannell

By using the 5-why analysis, you can get to the root cause of a problem, rather than just treating its symptoms.n help.

One of the most famous and straightforward problem-solving methodologies introduced by Toyota has become known as the “Five Why’s”. It’s a tool where you simply keep asking “Why” 5 times to identify the root cause of the problem and potentially a simple solution. It’s at the heart of lean thinking and our Lean training courses .

Did you know that kids ask around 90 questions a day and many of them are just “Why”!

We all naturally ask, “Why” all the time? The last figure I heard is that kids ask around 90 questions a day, and many of them are “Why?” style questions.

And the best way to imagine how the ‘Five Whys’ work is to imagine children asking “why”… again and again. As adults, we ask “Why?” once or maybe twice. If you are at a dinner party, asking your friends “Why?” more than twice, may make us look like petulant children. To ask your boss “Why?” once may not even be possible in case it comes across threatening or disrespectful, or perhaps you will feel that its a sign of your lack of knowledge.

But asking “why” without the threatening and undermining tone is an essential way we all began to learn. Asking “why” almost gets kicked out of us at school and with it the questioning mind that we all need if we want to do something different.

As a parent, I know the feeling in the car when your child in the back seat asks a question. The response I give just does not satisfy their curiosity. They are trying to order a particular bit of information in their brains, and my answer never worked. So they ask “Why?” again.

It does not take long within this cycle of asking “why?” before we all begin to have difficulty to answer. We twist our logic as we try to justify why we said what we said in the first place … “but why?” just keeps on coming and before you know it we end up tongue-tied and just putting our foot down with  “STOP! That’s just how it is! Alright”

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It asks us to take an open mind to a problem and to not be afraid to keep asking why five times (plus or minus a couple depending on the situation). And what is the goal? Well, our goal is to keep drilling down until we feel that “A-HA!” moment when things suddenly make more sense, and we have uncovered a root cause.

So let’s bring this to life with a real-life example regarding the Washington Monument.

The Washington Monument and others for that matter were deteriorating quite severely in the early ’90s. The specialists were sure why. However, on the desk of Don Messersmith, an esteemed Entomologist (the scientific study of insects) was what has become one of the most famous examples of the five whys approach to problem-solving .

Just for the curious:  Messersmith, Donald H. 1993.  Lincoln Memorial Lighting and Midge Study . Unpublished report prepared for the National Park Service. CX-2000-1-0014. N.p

Idea summary: the problem was simple: the washington monument in washington d.c. is deteriorating..

Why #1 – Why is the monument deteriorating? Because harsh chemicals are being frequently used to clean the monument

Why #2 – Why are harsh chemicals needed? To clean off the large number of bird droppings being left on the monument

Why #3 – Why are there a large number of bird droppings on the monument? Because of the large number of spiders and other insects which are a food source of the birds

Why #4 – Why are there large numbers of spiders and other insects around the monument? Because the insects get drawn to the monument at dusk

Why #5 – Why are the insects attracted to the monument at dusk? Because the lighting in the evening attracts the local insects

This classic five why example shows how the goal of the “five why problem-solving” approach is to move past the first level inquiry. It would have been quite easy to change the chemical, which was causing the apparent issue or investigate different cleaning methods which may slow the deterioration but nothing more.

The solution implemented was simply to delay turning on the lights at night. The result was a dramatic 85% reduction in the midges and consequently, a massive drop in bird droppings and the level of cleaning required. The bonus was also a reduction in energy costs.*

Five Why application to Customer / User Experience

The five why problem-solving technique can be used in almost all scenarios where you are trying to resolve an identified problem. So in the example below, let’s look at customer behaviour.

In the book “Hooked (How to Build Habit-Forming Products)”, the author Nir Eyal ( www.nirandfar.com ), uses the five whys approach to dig into users behaviour and tries to identify the underlying root cause of the behaviour. He points out that “one method is to try asking the question “Why?” as many times as it takes to get to anemotion.” The emotion behind the behaviour is often the driving force and the trigger which forms habits.

Idea Summary: Problem: What drives people to use email?

Why #1 – Why would Julie want to use email? So she can send and receive messages.

Why #2 – Why does she want to do that? Because she wants to share and receive information quickly?

Why #3 – Why does she want to do that? To know what’s going on in the lives of her coworkers, friends, and family.

Why #4 – Why does she need to know that? To know if someone needs her.

Why #5 – Why would she care about that? She fears to be out of the loop

While the final “why” appears to point to something very different than the Washington Monument example they both uncover a root cause. 

The first example is that the lighting is attracting the midges.

In the second example – its finding the root emotion that drives people to use a particular product and knowing that this emotion can help business connect with their customers at a deeper level to build successful products that a customer wants to engage with.

Here is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin. It is, as far as he knows the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. Winnie the Pooh Tweet

“5 Why” remains one of the most straightforward tools to remember, and it’s easy to put into practice. However, the simplicity hides a level of complexity.

Like many of the best and simple tools, they need to be tested and practised to get the best from them.

How to do a 5 Why exercise as a team

One of the key disadvantages of the tool is that teams only follow one avenue of investigation rather than focusing on all the potential causes to identify the real root cause. This is not really an issue with the tool, but the way people implement the tool and rush through things.

Another potential disadvantage is that all too often the teams never get anywhere near 5 Why’s. Once again, an issue with the implementation rather than the tool. Teams quickly get overexcited and stop at 2 or 3 Whys as they have jumped to a solution that looks great.

So always try to get to 5 and be brave and follow every avenue of investigation. And remember, this is processed focused, so try to avoid the trap of seeing people’s capability and training as the single root cause.  If you end up with lots of “more training is required” as a solution, then go back up and try again and see if anything has been missed from a process point of view. Why is the process so hard to follow?

In our experience, any issue or problem can be quickly improved by asking why within a small group. It has helped teams better understand their customers’ needs, and it has helped organizations save thousands of dollars on fixing the wrong thing.

This is a team exercise and asking the why needs to be explorative and not in any form understood as a criticism. So keep the ideas and conversation open with strong ground rules and group facilitation.

For each Why there may be multiple reasons and each of these need to go through a separate set of 5 why discussion. 

You will then need to prioritize the potential root causes either through a Pareto or through a simple voting system initially to understand which ones the team believes need to be investigated first.

Keep in mind that we are focused on processes and not always people. Remember the 94/6 rule – that 94% of the issues come from your process and 6% of the issues from the people. So if you end up with more training as the root cause, take it from me, you have missed something major.

When conducting five why’s, they are never quite as neat as the examples above. Each time you ask why there will rarely be only one reason. You are much more likely to end up with 10 to 15 different potential root causes. As a team, you can then work through the possible root causes and with testing, piloting or perhaps through a simple team vote, begin to prioritize solutions.

The below slide from our  Lean Six Sigma training  deck visually captures how five why’s work in reality.

* A quick footnote on the Washington Monument

Like many real improvement opportunities, the hardest part is change management. And the Washington Monument is not the exception. With the delay in turning on the lights, the side effect was the iconic tourist photographs of the monument at dusk vanished. The complaints started to arrive. Even from the cities inhabitants complaints. 

While a solution had was found to stop the use of heavy cleaning chemicals, this monument was a landmark and symbol of the city. And it was not too long before the lights were back on and the government was looking for a new solution.

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The 5 Whys Of Lean For A Root Cause Analysis

June 22, 2017

A relentless barrage of “why’s” is the best way to prepare your mind to pierce the clouded veil of thinking caused by the status quo. Use it often. -Shigeo Shingo

Sometimes everything does not go as you planned. Your best-laid plans may not work out, some tools might break, or wires might get crossed – all such possibilities always exist. In these situations, it is essential that you know what went wrong, so you can avoid the issue in the future. Occasions such as these are when you need to use ‘The 5 Whys’ – an exceptionally effective but simple process for performing the root cause analysis of an issue. Basically, the process is based on discussing an issue, a challenge, or an unexpected event to follow a chain of thoughts that takes you to the nature and cause of the problem. So, what are the 5 Whys and how does the process work?

Where the 5 Whys come from

The technique was introduced and improvised by Toyota Motor Corporation.

It is a strategic and vital component of the problem-solving regime for the company.

Taiichi Ohno , the architect for the company in the 1950s, has explained the 5 Whys process in his publication ‘ Toyota Production System : Beyond Large-Scale Production’.

He describes the 5 Whys as the basis of the scientific approach taken up by Toyota – he states that by repeating the question ‘why’ five times, the nature and the solution of a problem become clear.

He further encouraged teams to explore all the issues that are encountered by asking ‘why’ five times, so that the root cause (and an appropriate solution) for each problem can be reached.

How the 5 Whys process works

The 5 Whys method is carried out by arranging meetings right after a problem has been encountered by the company.

The problem can belong to multiple categories – it can be a development error, missed schedules, marketing campaign failure, or a site outrage. Whenever something undesired comes up, you can use this process for analyzing the root cause of the issue.

Before you can start, you should understand that the 5 Whys are not a tool to find someone to blame, but to understand why something unwanted or unexpected happened. Moreover, it can help the company in taking a few steps and making a few changes to ensure that the same problem doesn’t happen again.

Ask “why” 5 times

You’re supposed to go down five levels into the problem using the 5 Whys.

Even though this seems to be the easiest part of the process, it can be a bit complex. If you start off correctly, the rest of the things are more likely to fall in place.

Hence, the key is to get the first why right. While conducting this method, you may feel that would be beneficial to dig down into all the possible paths and analyze each extensively.

This, however, can add a lot to the list of things that have to be learned and corrected.

The 5 Whys is a ‘lean’ process, therefore it must allow us to pick one path and carry out just the required corrective measures in order to solve an issue. Hence, a lot of times you will have to pick just one out of multiple paths, and stick with it.

In case the problem reoccurs, then you can opt another route for solving it.

Convey the results and assign responsibilities

It is important that you share this information and the process results with the entire team.

This is because it provides everyone with an insight about what types of problems the company is facing, and how they can be solved.

With a certain analysis, it will be easier for the staff to understand exactly why the company is putting in some time to solve an issue rather than introducing new features.

In case this step creates an argument, that is something positive too because it tells you that there is a problem because either your team does not understand what you are doing and why it is important, or your analysis is not conclusive enough. You will have to determine where exactly the loophole is and then fix it.

Once the exercise of the 5 Whys has been performed, pair up every question with and answer and determine 5 relevant ‘corrective actions’ that everyone agrees upon. These actions will make up the solution for the issue that is being analyzed.

The leader for this activity should then assign relevant responsibilities to different members of the team/company for implementing the solution.

Example of the 5 Whys in Action

The problem that a company is facing is that their customers are dissatisfied because the products that are being shipped to them do not meet their exact specifications. So, how would the company determine the root cause of the problem using the 5 Whys? By asking the following questions:

Why are the customers being shipped products with wrong specifications?

Because the products were manufactured to specifications that were different from what the sales team and the customer agreed upon.

Why were the products manufactured with different specifications than those agreed upon by the sales team?

Because the sales team expedites its work by directly contacting the head of manufacturing for starting to build the products. An error was made in the communication between the sales person and the head of manufacturing which led to the wrong specifications being noted down.

Why did the sales person contact the head of manufacturing directly instead of following the company’s standard procedure?

Because the ‘start manufacturing’ form in the company requires the approval of the sales director before the work can begin – this slows down the process of manufacturing and would lead to a delay in shipping to the customers.

Why does the form require the approval of the sales director?

Because the director needs to be continuously updated with the sales/manufacturing details for discussion with the company’s CEO.

In this scenario, only four Whys were required to determine the root cause of the problem – the non-value added approval (signature) of the sales director is causing a breakdown in the manufacturing process. The company can now come up with a solution for ensuring that there is no delay in the manufacturing process without the sales person having to directly contact the head of manufacturing.

Note that like in this case, you may reach the cause of your issue in either less than five Whys or more than five Whys – just remember to keep asking why until you have determined the root of the problem.

• The 5 Whys are a lean technique for determining the root cause of an issue.
• For conducting the 5 Whys process, you must first ask the question ‘why’ five times and then pair each question and answer to draw up the corrective actions that your company needs to perform.
• After you have determined the root cause of the issue and its corrective actions, you must convey the results to your entire team and assign responsibilities to relevant individuals for solving the issue.

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The Lean Post / Articles / The Five Whys

The Five Whys

By Michael Ballé

February 7, 2012

Dear Gemba Coach: I’m a lean coach and teach A3s in my company. Every lean book mentions “5 why,” and I can see the power of it in theory but I struggle with it in practice. Any tips?

Dear Gemba Coach,

I’m a lean coach and teach A3s in my company. Every lean book mentions “5 why,” and I can see the power of it in theory but I struggle with it in practice. Any tips?

First of all, pat yourself on the back for admitting that you find “5 why?” difficult. I’ve been doing gemba walks two or three times a week for longer than I care to remember and can’t recall more than a dozen instances of truly insightful “5 why?” analyses. I clearly remember the last case, a few months ago, in a company that manufactures industrial equipment. The production team was trying to understand a recurring quality problem and finally hit upon the fact that two core elements of the product were not interacting as expected. A member of the engineering department was part of the problem-solving group, and he accepted to take back the issue to his colleagues, where it finally revealed that an opinion commonly held by all engineers was false: they had the wrong mental model about how their product worked. Consequently, they experimented until they fixed the issue on this specific product and are in the process of checking all others. As you can imagine, several planets have to align for this sort of problem to get resolved. First, production doggedly continued to pursue a quality problem it had previously given up on; second, it got engineering involved (such teamwork is never a given, not in this company or in any other I know); third, they rigorously tested factors until narrowing it down to the one they previously thought could not have an impact; finally, they kept asking “why?” until they concluded that their thinking about the physical interaction of components was wrong. It was a truly magical “lean moment” but, on the other hand, it doesn’t happen that often. Many “5 why” exercises I’ve witnessed, remain superficial, run in circles, or end up with changing the process without having first understood the problem (and thus investing on a solution and later on finding out the problem persists).

Let us apply lean thinking to “5 why”: what is the test method for a proper “5 why?” analysis? Process performance gaps are an indication that you are controlling the wrong set of parameters – if you know what parameters affect process performance you fix the problem quickly, it’s a matter of turning the dial back to its standard value . In many cases however poor process capability stems from the fact that we simply don’t know what the driving parameters are. A successful “5 why?” analysis is one that leads you to discover the proper controlling parameter. In Ohno’s classic example (From his book on the Toyota Production System ):

• Why did the machine stop? There was an overload and the fuse blew.
• Why was there an overload? The bearing was not sufficiently lubricated.
• Why was it not lubricated sufficiently? The lubrication pump was not pumping sufficiently.
• Why was it not pumping sufficiently? The shaft of the pump was worn and rattling.
• Why was the shaft worn out? There was no strainer attached and metal scrap got in.

We can see him shifting from the demand on the machine to the lubrication of the bearing, to the working of the pump, to wearing of the shaft, to the protection of the shaft: in order to solve the problem, we no longer control the overload of the machine, but the inflow of metal scrap in the pump. This classic example also demonstrates why “5 why?” is so tricky: in the same situation anyone with less intimate knowledge of the workings of the machine could have answered differently and taken the “5 why?” to a completely other conclusion. The test measure of a successful “5 why?” analysis is when it has led you to change your mind about what driving parameter to control in order to deliver process capability.

This, in turn, reflects exactly the kind of deep thinking the “Thinking Production System” is supposed to develop. Most technical problems are multi-cause, multi-impact (anything simpler can be solved simply by looking at it). Toyota-style problem solving is about learning to turn a multi-cause multi-impact problem in a one-by-one cause-effect problem by identifying which cause (of all potential factors) is responsible for the largest impact (of all potential impacts). Developing the knowledge to correctly substitute the right cause-effect model to a multi-cause/multi-impact situation is, in effect, wisdom – and requires hours of practice on narrow technical problems. This kind of wisdom allows you to then start the “5 why?” analysis at the right place. If not, who knows where you’ll end up. The key to a successful “5 why?” is a correct grasp on the current state. Without a narrow, specific description of the current state, asking a series of “why,” is likely to lead you… just about anywhere.

A lot of hard work needs to be done before embarking on the first “why?”: potential factors causing the problem have to be identified and tested one by one:

As Art Smalley described in the paper we wrote together (The Thinking Production System), in his first problem solving in Ohno’s engine plant he had to test over ten factors before hitting on the fact that the machine was producing defects because the lubrication liquid was contaminated by bacteria. When he proudly announced his findings to the supervisor (after arduous work to figure it out), the supervisor simply asked: “why was the liquid contaminated?” Art had the correct factor to grasp the current state. Now he had to figure out the root cause.

In my experience it takes a definite maturity for problem solving groups to actually stay the course and do the cause search properly. In most companies, the group just wants to “fix” the issue, and find the first way they can to make the problem go away. “5 why?” has a completely different aim: developing the technical expertise of the people conducting the analysis by finding the correct root cause. The companies I know who are getting there tend to speak less in terms of general processes and more of narrow, specific technical expertise. They come to see that:

• The leanness of your processes is a reflection of the technical skill of the people in the process: more skilled people can run a tighter ship, and on the other hand, leaning a process without the necessary skill just leads to a well designed poorly performing process;
• “Lean” is not a thing in itself but a method to develop towering expertise and teamwork (to take Jeff Liker’s terms in The Toyota Way to Lean Leadership), which, in turn leads to better judgment, leaner processes, and sustainable results.

Many managers I meet are uneasy about this. They like the straight line of fixing a process: they can ask (change this) and see a direct result (or not, more likely). The dotted hand of training people and then seeing results improve, although experience shows that it is more effective time and time again, is harder for many managers: it takes a leap of faith in people’s autonomy and attitude they seem unwilling to take. Yet, we all know the economic value of common trust.

To answer your question it’s hard to have specific advice on how you conduct your “ why?” so remote from the gemba other than reflecting on your expectations of what the “5 why?” analysis is and does. To correctly practice “5 why?” you must first master:

• Having a clear mental picture of how the technical process should work
• Being able to identify correctly the point of cause where the technical process is misbehaving
• Listing the potential factors of this variance and testing them one by one until you can confirm the main cause-effect relationship
• And then asking why?

“5 why,” cannot be practiced at a generic level – it’s a practice to develop deep, narrow-specific knowledge and makes little sense if divorced from the actual technical process it’s being applied to. The greater the expertise, the most relevant the five whys ; the lesser the expertise, the more dubious the five whys. I am not saying you shouldn’t practice “5 why?” at every opportunity, it’s a great way to get people to think further than the immediate work around, but that you should accept that the outcome of the exercise is very linked to the depth of technical understanding of the people carrying it out. In effect, the first step to conducting a “5 why?” analysis is to estimating the expertise level of the people in the group and, if necessary, inviting in more knowledgeable people to steer the discussion.

Like any lean tool, “5 why?” is a practice and can’t be taught other than by repeatedly going through it. It takes about 10,000 hours to master any skill, so don’t let yourself be discourage and keep practicing it at any opportunity, but try to keep the ideal in mind – better understanding cause-effect relationships in technical processes – in order to get the full value of every “why,” you ask.

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About Michael Ballé

Michael Ballé is co-author of The Gold Mine, a best-selling business novel of lean turnaround, and recently The Lean Manager, a novel of lean transformation, both published by the Lean Enterprise Institute. For the past 25 years, he has studied lean transformation and helped companies develop a lean culture. He is…

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