Why why analysis: Difference between revisions
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'''Why why analysis''' is a [[method]] of searching for and finding the root causes of the problem. The name of the method comes from the main question asked during the analysis: Why? Thanks to asking that question many times it is possible to find real, often hidden causes of the problems. Dealing with real causes prevents the problem from happening again. | '''Why why analysis''' is a [[method]] of searching for and finding the root causes of the problem. The name of the method comes from the main question asked during the analysis: Why? Thanks to asking that question many times it is possible to find real, often hidden causes of the problems. Dealing with real causes prevents the problem from happening again. | ||
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# When you hit the 5th level you usually have most of the causes identified, including the root ones. They are not always on the 5th level. Some of them can arise on higher levels. For each root cause identify potential actions that reduce possibility of occurrence or result of that cause. | # When you hit the 5th level you usually have most of the causes identified, including the root ones. They are not always on the 5th level. Some of them can arise on higher levels. For each root cause identify potential actions that reduce possibility of occurrence or result of that cause. | ||
== | ==Second example of why why analysis== | ||
In this example the problem is lack of [[money]]. We have found three possible causes of it. Every cause was analysed further. The example has only two levels due to lack of space. The full analysis should be five levels deep. | In this example the problem is lack of [[money]]. We have found three possible causes of it. Every cause was analysed further. The example has only two levels due to lack of space. The full analysis should be five levels deep. | ||
[[File:Whywhyanalysis.png]] | [[File:Whywhyanalysis.png]] | ||
The following is an example of why analysis being used to identify the root cause of a problem: | |||
Problem: A [[customer]] is unsatisfied with their purchase. | |||
* '''Identifying the problem''': The problem is that a customer is unhappy with their purchase. | |||
* '''Generating solutions''': Possible solutions could include providing a discount, offering a refund, or replacing the item. | |||
* '''Analyzing the problem''': It is important to identify the specific reasons why the customer is dissatisfied with their purchase. | |||
* '''Asking why questions''': By asking a series of "why" questions, it is possible to identify the root cause of the issue. Examples of questions could include "Why is the customer unhappy with their purchase?" and "What caused the customer to be unsatisfied?" | |||
* '''Creating a [[plan]]''': Once the root cause has been identified, create a plan to address the issue. | |||
* '''Implementing the plan''': Lastly, implement the plan and monitor the results. | |||
Why analysis is a method of problem solving that allows for the [[identification]] of the root cause of an issue. By asking a series of "why" questions, it is possible to thoroughly analyze the problem and develop an appropriate solution. This method is an essential tool for problem solving and can be applied to any situation. | |||
==Effective why why analysis== | ==Effective why why analysis== | ||
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* Avoid blaming for problems - The aim is not to find guilty, but to solve the problem. Stop each argument that leads to blaming someone immediately. | * Avoid blaming for problems - The aim is not to find guilty, but to solve the problem. Stop each argument that leads to blaming someone immediately. | ||
* Get creative - use [[brainstorming]] to enable people and their [[creativity]]. Try some ice breakers for starters. | * Get creative - use [[brainstorming]] to enable people and their [[creativity]]. Try some ice breakers for starters. | ||
==When to use Why why analysis== | |||
Why analysis can be used in a variety of situations to identify and solve problems. It is particularly useful for complex problems that require a more thorough investigation and analysis. This method can also be used to identify patterns in data or to troubleshoot software and hardware issues. Additionally, why analysis can be used to identify and address systemic issues, such as those found in organizational structures or processes. Ultimately, why analysis is a valuable tool that can be used in any situation where a problem [[needs]] to be solved. | |||
==Benefits of why why analysis== | ==Benefits of why why analysis== | ||
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* Determines relations between causes. | * Determines relations between causes. | ||
* Doesn't require statistical analysis. | * Doesn't require statistical analysis. | ||
* Very simple and quick tool | * '''Very simple and quick tool | ||
* Enhances understanding''': Why analysis helps to gain a better understanding of the problem and how it can be solved. | |||
* '''Focuses on root cause''': By asking "why" questions, it is possible to identify the root cause of the issue and create a plan to address it. | |||
* '''Creates an [[action]] plan''': The process of why analysis helps to create an action plan that can be implemented to address the issue. | |||
Why analysis is a method of problem solving used to identify the root cause of an issue. It is an essential tool in problem solving and allows for the development of an appropriate solution. The key to successful why analysis is to ask a series of "why" questions, which will help to identify the underlying cause of the problem. Its advantages include enhanced understanding, focusing on the root cause, and creating an action plan to address the issue. By using why analysis, it is possible to identify and solve any problem. | |||
==Constraints of why why analysis== | ==Constraints of why why analysis== | ||
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* Dependability on team competences - different team can find different causes | * Dependability on team competences - different team can find different causes | ||
* Stopping at first root cause, where there is a set of root causes | * Stopping at first root cause, where there is a set of root causes | ||
* '''Time constraints''': Asking "why" questions can be time consuming, particularly when it comes to complex problems. | |||
* '''Overcoming biases''': It is important to be aware of any personal biases that may affect the analysis. | |||
* '''Lack of data''': Sometimes the necessary data to identify the root cause of the problem is not available. | |||
Why analysis is a useful problem solving tool, however it is important to be aware of its limitations. Time constraints and biases can affect the accuracy of the analysis, while lack of data can make it difficult to identify the root cause. Despite these limitations, why analysis can still be an effective way to identify and solve complex problems. | |||
==Other approaches related to Why why analysis== | |||
In addition to why analysis, there are other approaches related to problem solving that can be used to identify the root cause of an issue. These include the following: | |||
* '''Root Cause Analysis''': Root cause analysis is a process used to identify the fundamental, underlying cause of a problem. It involves breaking down the problem into smaller parts, exploring the causes and effects, and considering the different factors that may be involved. | |||
* '''Process Mapping''': Process mapping is a tool used to visualize the different steps involved in a process. It can help to identify potential issues and inefficiencies, and provide insight into how a process can be improved. | |||
* '''Fault Tree Analysis''': [[Fault tree]] analysis is a technique used to identify and analyze potential risks and hazards. It involves creating a diagram to identify the potential causes of failure and to develop solutions to address the issue. | |||
Why analysis is an important problem solving tool that can help to identify the root cause of an issue. By using other approaches related to problem solving, such as root cause analysis, process mapping, and fault tree analysis, it is possible to gain further insight into the problem and develop an appropriate solution. | |||
{{infobox5|list1={{i5link|a=[[5 whys]]}} — {{i5link|a=[[Creative problem solving]]}} — {{i5link|a=[[Affinity diagram]]}} — {{i5link|a=[[Problem solving tools]]}} — {{i5link|a=[[Innovative thinking]]}} — {{i5link|a=[[Solutions to problems]]}} — {{i5link|a=[[Model of creativity]]}} — {{i5link|a=[[Process decision programme chart]]}} — {{i5link|a=[[Creative thinking techniques]]}} }} | |||
==References== | ==References== | ||
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* Rooney, J. J., & Heuvel, L. N. V. (2004). ''[https://servicelink.pinnacol.com/pinnacol_docs/lp/cdrom_web/safety/management/accident_investigation/Root_Cause.pdf Root cause analysis for beginners]''. [[Quality]] progress, 37(7), 45-56. | * Rooney, J. J., & Heuvel, L. N. V. (2004). ''[https://servicelink.pinnacol.com/pinnacol_docs/lp/cdrom_web/safety/management/accident_investigation/Root_Cause.pdf Root cause analysis for beginners]''. [[Quality]] progress, 37(7), 45-56. | ||
* Connelly, L. M. (2012). ''[https://www.researchgate.net/profile/John_Gosbee/publication/11090859_The_Veterans_Affairs_Root_Cause_Analysis_System_in_Action/links/00b49539ef8954c513000000.pdf Root cause analysis]''. Medsurg Nursing, 21(5), 316. | * Connelly, L. M. (2012). ''[https://www.researchgate.net/profile/John_Gosbee/publication/11090859_The_Veterans_Affairs_Root_Cause_Analysis_System_in_Action/links/00b49539ef8954c513000000.pdf Root cause analysis]''. Medsurg Nursing, 21(5), 316. | ||
[[Category:Lean management]] | [[Category:Lean management]] | ||
Latest revision as of 06:50, 18 November 2023
Why why analysis is a method of searching for and finding the root causes of the problem. The name of the method comes from the main question asked during the analysis: Why? Thanks to asking that question many times it is possible to find real, often hidden causes of the problems. Dealing with real causes prevents the problem from happening again.
The method is an evolution of Fish diagram created by Kaoru Ishikawa. The why why analysis is used mainly in Six sigma, however it can be used in every organization. The idea of 5 whys comes from Genichi Taguchi, who once said that to find the real causes you need to ask why five times.
Procedure of why why analysis
The analysis should be performed by a team of people interested in finding solution to the problem. The team should be diversified to assure different points of view. The team should consist of not more than 12 people.
Usually the best tool for the analysis is large blackboard or flipchart. However the analysis can be performed using computer, beamer and mind mapping application, such as free Freemind.
The procedure is as follows:
- Start with the problem you'd like to solve. Ask "Why does the ... take place?" That's a first why. Write this question in the centre of the blackboard/flipchart.
- Write the answers to the question. Write each answer on one line coming from the main question. It will be convenient to draw each line in slightly different direction.
- For each of the answers ask again "Why does the ... take place?". And write down the next level answers on new lines coming from the first level ones. This way a kind of net is created.
- Repeat the same on the next levels until you get the 5th level. Then stop.
- When you hit the 5th level you usually have most of the causes identified, including the root ones. They are not always on the 5th level. Some of them can arise on higher levels. For each root cause identify potential actions that reduce possibility of occurrence or result of that cause.
Second example of why why analysis
In this example the problem is lack of money. We have found three possible causes of it. Every cause was analysed further. The example has only two levels due to lack of space. The full analysis should be five levels deep.
The following is an example of why analysis being used to identify the root cause of a problem:
Problem: A customer is unsatisfied with their purchase.
- Identifying the problem: The problem is that a customer is unhappy with their purchase.
- Generating solutions: Possible solutions could include providing a discount, offering a refund, or replacing the item.
- Analyzing the problem: It is important to identify the specific reasons why the customer is dissatisfied with their purchase.
- Asking why questions: By asking a series of "why" questions, it is possible to identify the root cause of the issue. Examples of questions could include "Why is the customer unhappy with their purchase?" and "What caused the customer to be unsatisfied?"
- Creating a plan: Once the root cause has been identified, create a plan to address the issue.
- Implementing the plan: Lastly, implement the plan and monitor the results.
Why analysis is a method of problem solving that allows for the identification of the root cause of an issue. By asking a series of "why" questions, it is possible to thoroughly analyze the problem and develop an appropriate solution. This method is an essential tool for problem solving and can be applied to any situation.
Effective why why analysis
Keep to the following rules:
- Involve the right people. They should be familiar with the problem and process. They should be from different departments if possible. There shouldn't be superiors and subordinates in one group. Sometimes it's good to add some people that don't know the process/problem. They can present a fresh look.
- Avoid blaming for problems - The aim is not to find guilty, but to solve the problem. Stop each argument that leads to blaming someone immediately.
- Get creative - use brainstorming to enable people and their creativity. Try some ice breakers for starters.
When to use Why why analysis
Why analysis can be used in a variety of situations to identify and solve problems. It is particularly useful for complex problems that require a more thorough investigation and analysis. This method can also be used to identify patterns in data or to troubleshoot software and hardware issues. Additionally, why analysis can be used to identify and address systemic issues, such as those found in organizational structures or processes. Ultimately, why analysis is a valuable tool that can be used in any situation where a problem needs to be solved.
Benefits of why why analysis
- Helps to identify the root causes of the problem and distinguish them from less important ones.
- Determines relations between causes.
- Doesn't require statistical analysis.
- Very simple and quick tool
- Enhances understanding: Why analysis helps to gain a better understanding of the problem and how it can be solved.
- Focuses on root cause: By asking "why" questions, it is possible to identify the root cause of the issue and create a plan to address it.
- Creates an action plan: The process of why analysis helps to create an action plan that can be implemented to address the issue.
Why analysis is a method of problem solving used to identify the root cause of an issue. It is an essential tool in problem solving and allows for the development of an appropriate solution. The key to successful why analysis is to ask a series of "why" questions, which will help to identify the underlying cause of the problem. Its advantages include enhanced understanding, focusing on the root cause, and creating an action plan to address the issue. By using why analysis, it is possible to identify and solve any problem.
Constraints of why why analysis
The simplicity is not always a good thing. When it comes to sophisticated problems it might prevent from finding a solution. The why why analysis is quick, however it shouldn't be the only one method in manager's methods portfolio. The typical problems are:
- Stopping at symptoms, not the real causes
- Limited knowledge of the team who can't find additional causes
- Lack of ability to ask the right why? questions
- Dependability on team competences - different team can find different causes
- Stopping at first root cause, where there is a set of root causes
- Time constraints: Asking "why" questions can be time consuming, particularly when it comes to complex problems.
- Overcoming biases: It is important to be aware of any personal biases that may affect the analysis.
- Lack of data: Sometimes the necessary data to identify the root cause of the problem is not available.
Why analysis is a useful problem solving tool, however it is important to be aware of its limitations. Time constraints and biases can affect the accuracy of the analysis, while lack of data can make it difficult to identify the root cause. Despite these limitations, why analysis can still be an effective way to identify and solve complex problems.
In addition to why analysis, there are other approaches related to problem solving that can be used to identify the root cause of an issue. These include the following:
- Root Cause Analysis: Root cause analysis is a process used to identify the fundamental, underlying cause of a problem. It involves breaking down the problem into smaller parts, exploring the causes and effects, and considering the different factors that may be involved.
- Process Mapping: Process mapping is a tool used to visualize the different steps involved in a process. It can help to identify potential issues and inefficiencies, and provide insight into how a process can be improved.
- Fault Tree Analysis: Fault tree analysis is a technique used to identify and analyze potential risks and hazards. It involves creating a diagram to identify the potential causes of failure and to develop solutions to address the issue.
Why analysis is an important problem solving tool that can help to identify the root cause of an issue. By using other approaches related to problem solving, such as root cause analysis, process mapping, and fault tree analysis, it is possible to gain further insight into the problem and develop an appropriate solution.
| Why why analysis — recommended articles |
| 5 whys — Creative problem solving — Affinity diagram — Problem solving tools — Innovative thinking — Solutions to problems — Model of creativity — Process decision programme chart — Creative thinking techniques |
References
- Stecker, M. S. (2007). Root cause analysis. Journal of Vascular and Interventional Radiology, 18(1), 5-8.
- Rooney, J. J., & Heuvel, L. N. V. (2004). Root cause analysis for beginners. Quality progress, 37(7), 45-56.
- Connelly, L. M. (2012). Root cause analysis. Medsurg Nursing, 21(5), 316.
