By Catarina Marinho
Head of Operations Too Good To Go
How to solve problems? – 5 Whys
Is there a way to solve problems with a simple and effective process? The answer is yes!
Often we are looking to solve something that is actually caused by other reasons, and it is these reasons that need our attention and care so that they do not continue to fuel the complexity and disruption of our work.
Immediate actions solve short-term problems, but they don't address structural issues. It's necessary to follow a corrective action plan that identifies the root cause and creates an action plan and effectiveness analysis.
There are several methods, but one of the most famous and simplest, developed by Toyota and usable by any company, is the 5 Whys method. This root cause analysis process involves asking, for each event, why it happened.
The methodology was initially used in quality management and manufacturing, but its popularity has expanded to all sectors of activity.
5 Whys: Example
Let's consider the following problem: products are systematically delivered late, leading to customer complaints. In this case, according to ISO 9001, a corrective action must be initiated.
To map the root cause, the 5 Whys methodology is applied:
- Why have the products been delivered late? Because they were released in origin delayed.
- Why were the products released late? Because the production time It went beyond what was expected.
- Why was the production deadline delayed? Because the materials for making They were not available.
- Why were the materials unavailable? Because they weren't... requested on time from the supplier.
- Why weren't they requested from the supplier on time? Because the stock control did not keep up The increase in demand.
After applying the 5 Whys technique, the main flaw was detected: inefficient inventory control management.
Thus, what appeared to be a third-party problem related to delivery and supplier, turned out to be an internal failure.
The delay, therefore, is merely a symptom of a larger problem, which can now be properly resolved.
How to apply the five whys in the company?
1. Assemble the team
It all starts with people. The goal is to bring people closer together. diverse, critical, and strategically minded to achieve the most diverse moment and to find the most effective and optimized way to apply this technique.
2. Describe the problem
With all the stakeholders gathered, the description must be put on the table., as detailed as possible,What is the problem being scrutinized? Remember that it's necessary to be detailed but concise and address the issues that truly make a difference.
3. Start asking why
Now come the "whys," which should be answered through brainstorming.
It is essential that each team member can speak freely until the team collectively decides whether the possibility is valid or not.
4. Planning and Implementation
Did you answer the 5 whys? Were we able to find the root of the problem? Let's move on to the solutions!
This is the point at which it may be necessary to involve more people from other working groups who have a direct impact on solving the problem, and it may be a more time-consuming process to implement the solution that will bring the best performance for what is desired.
5. Monitoring
If the measures did indeed lead to the elimination of the problem, the chances that this happened due to the success of the 5 Whys are high! Conversely, if this did not happen, it's time to consider whether the measures were implemented correctly or whether the method identified the root cause.
What to do to succeed with this technique!
1. Find an experienced facilitator.
The 5 Whys question seems simple, but it's not. It's crucial that it be facilitated by a professional with experience in root cause analysis.
2. Always do it in a group.
A single employee, even a good manager, will have difficulty conducting a thorough analysis. The chain of causes can involve diverse processes and sectors. Performing this process as a group is vital to ensure the necessary quality.
3. Use supporting evidence.
Try to support your answers with evidence, such as data, facts, documents, and observations. The more verifiable these are, the more detailed the analysis will be. It can never be based on beliefs or assumptions.
4. Recognizing when to stop asking why.
The time to stop asking questions is when you can no longer identify any causes. This usually happens on the fifth "why." But this isn't a foolproof rule. It might happen more than five times, but it could also happen before the fifth question. Therefore, when the problem has no further leads, it's time to stop!
5. Document
Formalize the work done using the 5 Whys method in a clear and concise manner. Communicate this to stakeholders, explaining how it was carried out and what actions can be taken to eliminate and prevent the problem in the future.
What's the advantage?
This is a quick solution that can be applied in any situation and by any type of team.
It is quick, but it should not replace necessary careful consideration, nor substitute for a more detailed and technical quality analysis.
Shall we start solving the root problems?
