clarifying the 5 whys problem solving method

How it works

For Business

Join Mind Tools

Article • 11 min read

Getting to the Root of a Problem Quickly

By the Mind Tools Content Team

5 Whys Root-Cause Analysis

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.

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 b e more effective.

This simple 5 Whys 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]

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.

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.

What Is a 5 Whys Template?

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.

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.

Tips for Using the 5 Whys Technique

• Try to move quickly from one question to the next. That way, you'll have the full picture before you jump to any conclusions.
• 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.
• Know when to stop! The important point is to stop asking "Why?" when you stop producing useful responses.

Frequently Asked Questions About 5 Whys

1. what is the 5 whys technique.

The 5 Whys Technique is a problem-solving method involving repeatedly asking "why?" It's a way of quickly getting to the root cause of a situation.

2. Who Invented 5 Whys?

The 5 Whys technique was invented in the 1930s by Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries.

5 Whys Infographic

See our infographic on the 5 Whys and use it to get to the root of your problems!

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.

[1] Pojasek, R. (2000). 'Asking "Why?" Five Times,' Environmental Quality Management , Volume 10, Issue 1, 79–84. Available here . [Accessed July 1, 2022.]

You've accessed 1 of your 2 free resources.

Get unlimited access

Discover more content

Using root cause analysis.

Find the Root of Your Problems

Root Cause Analysis

Tracing a Problem to Its Origins

Add comment

Comments (0)

Be the first to comment!

Get 30% off your first year of Mind Tools

Great teams begin with empowered leaders. Our tools and resources offer the support to let you flourish into leadership. Join today!

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Most Popular

Latest Updates

Tips for Dealing with Customers Effectively

Pain Points Podcast - Procrastination

Mind Tools Store

About Mind Tools Content

Discover something new today

Pain points podcast - starting a new job.

How to Hit the Ground Running!

Ten Dos and Don'ts of Career Conversations

How to talk to team members about their career aspirations.

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

Classic communication myths video.

Video Transcript

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

The Simple Yet Powerful 5 Whys Method for Effective Problem-Solving

Updated: May 16, 2023 by Lori Kinney

As a child, you were always asking your parents “Why this?” “Why that?” “Why can’t I do this?” “Why can’t I do that?” Little did you know that you were preparing yourself to be a problem-solver looking for root causes when you would grow up. 

This article will discuss what is the 5 Why method of looking for a problem’s root cause, how to correctly ask the questions, and what benefits and best practices there might be to help you do a better job of improving your processes. 

Overview: What are the 5 Whys? 

The 5 Whys technique was developed in the 1930s by Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries. The 5 Whys technique is an iterative, team-driven process that interrogates the problem by asking Why(?) a number of times, usually 5, thus driving the search to uncover the root cause of a problem.

Rather than using the phrase “solutions” once the root cause is found, the 5 Whys uses the term “countermeasures.” A countermeasure is action-oriented and seeks to prevent the problem from happening again, whereas a solution may just seek to deal with the symptoms.

Here is the 5 Why technique in a nutshell:

First, you must have a defined problem.  Put together a team to address the problem. Then:

• List: Using a white board, flip chart, butcher paper, or other visual display, list five potential reasons for your problem.
• Evaluate: Using data, subject matter experts, or experience, evaluate each of the five potential reasons.
• Select: Select the one reason that seems to be the most likely potential cause.  
• List again: Now list five potential reasons for the potential cause that you selected.
• Evaluate again: Evaluate those five new potential reasons.
• Select again: Again, select the one reason that seems to have the most potential as a root cause.

Repeat the process of list, evaluate, and select as many times as needed until you feel that the root cause has been uncovered. The 

Unfortunately, many organizations don’t do the 5 Whys the correct way. Often, they:

• Look at the problem
• Offer one potential cause
• Ask “Why?” for that one cause
• And continue one at a time 

In the end, you will have only explored five potential causes. Doing it with the list, evaluate, and select approach, you will have assessed 25 potential causes by listing five for each iteration.

3 benefits of the 5 Whys 

This technique has been around since the 1930s. It has been shown to work and can be successfully applied to many situations. 

1. It is a simple yet powerful tool

With just the use of a flip chart and a few markers, a group of people can usually get to the root cause of a problem relatively quickly. 

2. A sking “why” 5 times focuses the team on getting to the root cause

Using this approach in a disciplined fashion will get you to focus on the causes and prevent you from jumping to conclusions as to the solution. 

3. Helps engage the people who deal with the problem   

Getting input from the people who deal with the problem and making them part of the solution can result in better buy-in and engagement. 

Why are the 5 Whys important to understand? 

While the 5 Why technique is simple, you must understand the proper mechanics of the method so that you get the best results possible.

It encourages collaborative problem-solving

Getting the team to collaboratively work together is not only important for the 5 Why problem solving session but for any future activities that would improve the process.

You want to focus on improvement, not blame  

Do not allow such causes as “ human error,” “employee attitude,” “communication,” and other generic and ill-defined reasons to be used as the root cause.  

Understand the importance of having support from leadership  

Hopefully, in the end, the team will come up with a number of countermeasures that will remove the root cause(s) of a problem. It will usually fall upon leadership to provide the resources to make the change. Avoid future frustration by having management on board with this technique from the beginning. 

An example of the 5 Whys in use 

An example is in order.

You are on your way home from work, and your car stops:

• Why did your car stop? Because it ran out of gas.
• Why did it run out of gas? Because I didn’t buy any gas on my way to work.
• Why didn’t you buy any gas this morning? Because I didn’t have any money.
• Why didn’t you have any money? Because I lost it all last night in a poker game.

This example should illustrate the importance of digging down beneath the most proximate cause of the problem. Failure to determine the root cause assures that you will be treating the symptoms of the problem instead of its cause, in which case, the disease will return — that is, you will continue to have the same problems over and over again.

Also note that the actual numbers of whys is not important as long as you get to the root cause. One might also ask, “Why did you lose all your money in the poker game last night?”

Here’s another example. The Washington Monument was disintegrating:

• Why? Use of harsh chemicals
• Why? To clean pigeon poop
• Why so many pigeons? They eat spiders and there are a lot of spiders at monument
• Why so many spiders? They eat gnats and lots of gnats at monument
• Why so many gnats? They are attracted to the light at dusk.

Countermeasure: Turn on the lights at a later time.

3 best practices when thinking about the 5 Whys 

Doing the 5 Whys is simple, but not easy. Keep the team on task and take advantage of the team members’ knowledge, experience, and enthusiasm.

1. Don’t try to do this alone; use a group of people involved in the process  

Five heads are better than one. Select a diverse group of team members to get the widest perspective. 

2. Focus on counter measures rather than solutions  

The solution to a headache is to take two aspirin. The countermeasure to a headache is to find out what is causing it and remove it. 

3. Be open and respectful of everyone’s input and participation  

Everyone’s idea has value. You never know who might hold the hidden gem. Listen and be respectful so people will feel comfortable offering their ideas — you’ll also have better buy-in once you find the root cause. 

Frequently Asked Questions (FAQ) about the 5 Whys

Can i ask more than 5 whys  .

Yes. You can ask more than five or less than five. The key is, how many questions does it take to get to what appears to be the root cause.

Can I use the computer to do the 5 Why exercise?  

It’s recommended that you use something more tactile like flip charts. This way, you can tear them off and hang them on the wall for everyone to see. The more visual you make the work, the better.

Should my manager run the 5 Why session or someone else?

Since the manager often has a stake in the outcome of the process, it might be best to use a neutral facilitator who can help keep the team on task, ask the right questions, and not get defensive when the potential causes are mentioned.

The 5 Whys wrapped up

The 5 Whys is an iterative, team-based approach to asking questions about the potential causes of a problem. Once the problem is defined, the potential causes should be listed, evaluated, and selected, and then repeated as many times as necessary to get to the root cause. 

Once the root cause(s) is identified, the team should recommend specific, action-oriented countermeasures to mitigate or eliminate the root cause of the problem. Remember, don’t just address the symptoms; you must find the underlying cause, otherwise the problem will resurface sometime in the future.

About the Author

Lori Kinney

5 Whys: Examples, explanations, and how to find the causes of problems

At some point, we’ve all experienced a problem with a process or strategy at work. But figuring out why the problem exists can be a daunting task. When you sit your teammates down for a discussion, emotions run high and miscommunication is common.

The 5 Whys is a powerful, easy-to-use technique for getting at the root of a problem. It empowers you and your team to understand why a problem persists and to decide on a path forward.

• What is the 5 Whys framework?

The 5 Whys is a popular problem-solving method that individuals and teams use to understand the potential causes of a specific issue. Years ago, Toyota developed the approach to help them get at the heart of complex mechanical issues, so you know it’s legitimate! The technique is easy to use: you ask why a problem happened, and then you ask four more times. By asking “why” on a step-by-step basis, you can get to the root cause of a defect, failure, challenge, or malfunction.

• When and Why the 5 Whys Analysis is Used

The 5 Whys framework is useful in a variety of situations. People love it because it helps you have a focused discussion and avoid getting distracted by other topics. You just start with a problem statement, ask why the problem exists, and keep moving through the exercise until you’ve uncovered the problem.

Here are some scenarios where you might find the 5 Whys approach to be useful.

Working on complex products

Remember, the 5 Whys technique was originally developed by Toyota. The car manufacturer needed a clear-cut way of dealing with a product that has thousands of parts. But that doesn’t mean the technique only works for large physical goods. Many organizations use the 5 Whys approach when software malfunctions, when a key deliverable with many moving parts doesn’t work properly, or when a multi-step process breaks down.

Solving complex problems

When a problem is so complex that engineers, designers, or decision-makers are scratching their heads, the 5 Whys approach may serve you well. Maybe your complicated marketing strategy didn’t hit your targets, or an important API isn’t working. Instead of getting overwhelmed, the 5 Whys framework helps you wrap your head around the problem.

Dealing with consistent problems

Maybe the problem doesn’t seem complex, but it keeps coming up. Or maybe you’ve tried multiple solutions and none seem to work. Rather than burning precious time and money on yet another risky bandaid, try the 5 Whys to finally discover what’s going on.

• How to conduct a 5 Whys analysis in 6 steps

One of the great things about the 5 Whys framework is that it’s easy to understand. Unlike many other problem-solving techniques, which can be difficult to grasp, you can explain the 5 Whys to your team in minutes. Follow these guidelines any time you need to use the approach.

Step 1 – Form your problem statement.

Start by asking your team what problem you’re about to analyze. Everyone should get a chance to articulate the problem so you’re all on the same page. Sometimes, you might find yourself using the 5 Whys approach to uncover the root of a difficult or charged obstacle. If that’s the case, give your team the time and space to be honest with each other and to have difficult conversations. Write down the problem statement for everyone to reference.

Step 2 – Ask “why has this happened?” 5 times.

Don’t be too literal with it. Feel free to amend the “why” statement to something like “Why does this keep happening?” or “Why are we having this problem?” Keep going until you’ve asked “why” five or more times. It might feel unnatural, but eventually, you’ll push through any awkwardness to uncover the root of the problem.

Step 3 – Jot down logical causes.

Okay, now you have a pretty good handle on your problem. Write down any logical causes that have followed from your 5 Whys analysis. Regardless of whether those causes came from your first “why” or your fifth, make a detailed note of them. Discuss the causes with your team and make sure you’re all agreed.

Step 4 – Hypothesize an answer.

Now that you have your logical cause, it’s time to come up with some potential solutions. At this stage, you’re just having a conversation. You don’t need to come up with the perfect solution in this meeting. Have everyone go around the room and say (or write down) a possible solution. Ask everyone to vote on the most actionable one.

Step 5 – Test your hypothesis.

Put your solution to the test with some experiments. If you’ve decided that a marketing campaign failed because you didn’t choose the correct target audience, then maybe you can come up with some A/B tests to vet possible solutions. Aim for low-stakes tests that you can use to draw meaningful conclusions.

Step 6 – Repeat until solved.

Iterate until you’ve solved the problem! Don’t be discouraged if it doesn’t happen right away. Sometimes, it might take multiple rounds of “whys” followed by many rounds of testing to uncover a solution. Keep an open line of communication among your teammates and don’t give up.

Try Miro today

• A simple 5 Whys example

The 5 Whys is an adaptable, easy-to-use framework for uncovering the root of a problem. Organizations and teams of all sizes use the framework to overcome complex, high-stakes challenges. Here’s a quick example to help you bring this method of analysis to your own team.

Let’s say your team has been working on an app for many months. You rolled out a beta version late last quarter. You were supposed to ship the app to the rest of your users at the beginning of this quarter, but a problem arose: a bunch of your early users complained of a fatal error that caused the app to crash. As a result, you couldn’t ship it, and your customers were disappointed.

Step 1 — Write down your problem statement. 

As we mentioned above, the first step in following the 5 Whys framework is to clearly and succinctly define what problem you’re trying to solve. The entire group should be clear about this issue. In this case, the problem statement is: your app wasn’t ready to ship to your customers.

Step 2 — Start with the broadest possible question.

Start with the broadest possible question. Then aim to answer it. Why wasn’t the app ready for your customers? It wasn’t ready because there was a bug in the code that caused it to crash.

Drill down into that question. Why was there a bug in the code that caused it to crash? There was a bug in the code because the engineers didn’t get user feedback in time to fix it.

Keep drilling down. Why didn’t the engineers get that user feedback? They didn’t get the feedback because the development team didn’t provide an easy way for users to submit their feedback.

Continue drilling down, asking more and more precise questions as you get closer to the answer. Why didn’t the development team provide an easy way for users to leave feedback? They didn’t provide an easy way for users to leave feedback because they weren’t clear on deadlines for the project.

Ask “why” at least one more time. Why wasn’t the development team clear on deadlines for the project? They weren’t clear on deadlines because they weren’t meeting with stakeholders often enough to know when the timeline changed.

Step 3 – Write down logical issues.

Now you have enough information to write down logical causes. It seems that this problem stemmed from a lack of communication between stakeholders. That caused the development team and engineering team to become misaligned.

Step 4 – Once you’re ready, you can come up with a possible solution to this problem.

Once you’re ready, you can come up with a possible solution to this problem. In the future, internal stakeholders will hold weekly check-ins to make sure they’re aligned on where the project is headed.

Step 5 – Put that hypothesis into action.

Here’s where you get to test out your hypothesis and see what effects it has. Moving forward, start holding weekly check-ins and see what happens. If miscommunication and confusion goes down, you’ll know you’re on the right track.Step 6 – Adjust your strategy, if needed

Resist the urge to consider a problem “solved” and move on immediately. It’s important to revisit how the solution is functioning in the weeks ahead, continually checking in with everyone on the team to see how they’re feeling about it. You may need to tweak your strategy over time.

• How 5 Whys helped solve the problem

This example clearly showcases the power of the 5 Whys. What looked like a problem with code turned out to be a symptom of miscommunication.

Although this is just a hypothetical, we all know stuff like this happens every day. But it’s often difficult to uncover the root causes of a problem without months and months of exploration. With the 5 Whys, you can overcome costly challenges in a much shorter amount of time.

• Try the 5 Whys template for free

Clearly, asking “why?” isn’t just a technique used by persistent 4-year-olds – it’s actually a quick and easy way to identify a root cause. Countless teams across different industries have had great results using this framework. Save time, collaborate with your team, and solve hard problems with Miro’s free 5 Whys template .

• How Miro helps distributed teams collaborate

Working with a remote team can be challenging — but it also offers unparalleled opportunities for creativity and collaboration. Miro’s online whiteboard helps teams overcome cultural divides, communication silos, geographic barriers, and micro-cultures to empower you to stay connected and do great things.

Miro has a variety of templates and tools for teams to help you and your team:

• Create a mind map
• Manage a scrum board
• Create user story maps and customer journey maps
• Work with sticky notes, even if you aren’t in the same room
• Generate flow charts and diagrams
• Run brainstorming sessions

And lots more… try Miro for remote collaboration today!

Miro is your team's visual platform to connect, collaborate, and create — together.

Join millions of users that collaborate from all over the planet using Miro.

Keep reading

Agile beyond software development: how to empower non-tech teams.

Achieve continuous improvement with as-is and to-be process mapping

How to build resilient teams with Agile expert Diana Larsen

Home » Infographics » Uncovering Solutions: The Power of the 5 Whys in Problem-Solving

Uncovering Solutions: The Power of the 5 Whys in Problem-Solving

• Posted on November 6, 2023
• / Under Diagram , Infographics
• / With 3 Comments

Introduction

In the intricate dance of problem-solving, the ability to ask the right questions often determines the quality of the solutions obtained. One powerful and elementary approach to problem-solving is the “5 Whys” technique , a method that encourages deep thinking through persistent questioning. Originally developed by Sakichi Toyota within the Toyota Motor Corporation, this technique has proven its efficacy in swiftly identifying the root causes of problems. In this article, we will delve into the mechanics of the 5 Whys and explore its application in real-life problem-solving scenarios.

The 5 Whys Strategy

The 5 Whys strategy is a systematic approach to problem-solving that involves asking “Why?” repeatedly until the root cause of a problem is uncovered. The process starts by identifying the specific problem and then iteratively asking why the problem occurred, drilling down to its fundamental cause. This approach is not only simple but also highly adaptable, making it applicable to a wide range of issues.

How to Conduct 5 Whys Analysis

• Define the Problem: Begin by clearly articulating the problem at hand. Writing it down helps formalize the issue and ensures that the entire team is focused on the same problem.
• Ask “Why”: Ask why the problem occurred and record the answer. If the answer does not pinpoint the root cause, proceed to the next step.
• Repeat: Continue asking “Why?” for each answer obtained, creating a chain of causation. Repeat this process until the team reaches a consensus on the root cause.
• Develop Corrective Actions: Once the root cause is identified, develop appropriate corrective actions to eliminate the issue from the system.

Example of 5 Whys in Action

Let’s take a practical example of a vehicle not starting:

• The vehicle will not start (The problem)
• Why? – The battery is dead (First why)
• Why? – The alternator is not functioning (Second why)
• Why? – The alternator belt has broken (Third why)
• Why? – The alternator belt was well beyond its useful service life and not replaced (Fourth why)
• Why? – The vehicle was not maintained according to the recommended service schedule (Fifth why, a root cause)

Note: The process could extend to a sixth or seventh “Why,” but five iterations are generally sufficient to identify the root cause.

Criticisms of the 5 Whys

While the 5 Whys technique is a valuable tool, it is not without criticisms. Some of the notable critiques include:

• Stopping at Symptoms, Not the Root Cause: Critics argue that the technique might lead investigators to address symptoms rather than digging deep into the actual root cause.
• Limited by the Investigator’s Knowledge: The effectiveness of the analysis relies on the knowledge and experience of the investigator, potentially limiting the scope of the investigation.
• Not Asking the Right Why Questions: The success of the technique depends on asking the right questions, and if these are not framed appropriately, it may yield inaccurate results.
• Not Repeatable – Different People Build Different 5 Whys: Different investigators may develop different 5 Whys analyses for the same problem, leading to inconsistencies.
• The Tendency to Isolate a Single Root Cause: Critics argue that the technique might oversimplify complex problems by isolating a single root cause, ignoring potential systemic issues.

Despite its criticisms, the 5 Whys technique remains a valuable tool in the arsenal of problem-solving methodologies. When applied conscientiously and collaboratively, it enables teams to unearth the underlying causes of problems and implement effective corrective actions.

Embracing the simplicity of asking “Why?” multiple times can lead to profound insights, fostering a culture of continuous improvement and innovation in problem-solving.

• What’s New
• Infographics
• Terms of Service
• Privacy Policy
• Security Overview
• Report Abuse

The 5 Whys technique – dig deep to find the root cause of any problem

The 5 Whys is an analytical technique that helps you to explore cause-and-effect relationships when trying to solve a problem. 

The name comes from the idea that when a problem is encountered, asking the question “why?” 5 times will uncover the devil in the details and expose the root cause of the issue, so it can be solved once and for all.

The rules to follow when performing the 5 whys analysis

A practical example of the 5 whys technique, dedicate a “5 whys master” in your organization and make sure every problem is tackled, 5w1h – an additional five questions for even more thorough analysis, which will be the first problem you will solve with the 5 whys analysis.

The 5 Whys technique is part of the lean production system and was invented by Sakichi Toyoda , the founder of Toyota Industries. The technique was first used in the 1950s, became extremely popular in the 1970s and is still used in the Toyota today.

The main idea of the 5 Whys analysis is to avoid quick fixes that work only short-term, and rather to find the real cause of a problem to make sure it never repeats itself.

The technique also became part of the Six Sigma process-improvement technique and an important part of the lean startup methodology ( here is Eric Ries, one of its founding fathers, writing about the 5 whys analysis). 

There are a few critics of the system, with some stating that the technique is too simple, but in actuality, that’s one of its real powers.

The 5 whys analysis is most useful when:

• You’re solving a complex problem
• You’re dealing with a consistent problem (a constantly repeating issue)
• Your mind is quickly jumping to conclusions

#1 time tracker – Rated “Best usability” and “Most helpful support”

Test the powerful features with a free trial. Cancel anytime - no credit card required.

The main point of using the 5 Whys analysis when you encounter a problem is to avoid common logical traps (such as jumping to conclusions), avoid wasting time on discussions based on wrong assumptions, and to avoid ignoring the essence of why the problem is really happening. 

The 5 Whys technique also helps problem solvers to stop playing the blame game. The basic proposition when performing a 5 Whys analysis is that people do not fail, but processes do. 

Thus the 5 Whys analysis should be directed towards digging deep to find a fault in the processes and to identify causality between the root cause and consequences or effects, later usually seen as more obvious problems.

With the 5 Whys Analysis you dig deep to find the root cause of a problem. When you do that, you not only get a chance to solve a problem successfully, but to make sure it doesn’t repeat itself.

Here are a few particularly important rules when you perform the 5 whys analysis:

• Involve managers, decision makers, and everyone affected by the problem in the process
• Make sure everyone understands the problem well
• Know the difference between causes and effects, as that is part of understanding the problem.
• Use a whiteboard for brainstorming and solving the problem (visualize everything)
• Don’t jump to conclusions, rather perform a step-by-step analysis
• Be as precise as possible in finding the answers
• Focus on facts, knowledge, and processes, don’t blame people
• Make sure the solution is tested and the results are measured

How to create a productive & organized working place, where people love to perform

To understand the real power of the 5 Whys technique, let’s look at a practical example that often happens in daily business life, and more precisely in marketing. 

Let’s say that an article or a blog post wasn’t published on the company’s blog:

• An article wasn’t published on our company website. Why?
• Nobody published the article. Why?
• Nobody was given the clear instruction to write and publish an article. Why?
• A team leader forgot to delegate the task. Why?
• There is no content calendar in place. Why?
• Nobody took the time to prepare the content calendar. Why?
• Because nobody thought that the content calendar was important enough. Everyone assumed that people would enthusiastically volunteer, write a blog post and publish it.

Based on the example above, we can clearly see how the 5 whys technique can help you to focus, find the root cause of the problem, and improve the process. In the example above the “Why” question was even asked six times. Don’t be afraid to dig even deeper if necessary.

Now, when the root cause reveals itself you have two options: Option 1 is to point fingers and look for the person who is responsible for the website and didn’t publish the article. But, as mentioned, playing the blame game is very ineffective. 

In the short term the responsible people will feel bad and perhaps be more consistent with their work, but sooner or later the fear will fade away and the mistake will happen again; simply because there’s no clear process and responsibility set in place.

Not to mention, fear is a very poor motivator. You should never blame people, but think about changing an environment system, process, culture, etc.

Option 2, and a much better investment of your mental effort, is to think about how to improve the process . In our case, organizing all the necessary processes and responsibilities with a content calendar (a calendar with strictly set dates and topics with planned articles to be published) would bring a real improvement. 

Clearly defining who is responsible for preparing a monthly content calendar, together with how the whole content creation process goes; from coming up with an idea for an article, to producing, editing, publishing, and distributing it, and then consistently following the process; would make sure the problem never occurs again.

According to the Kaizen rules , you must be careful not to improve processes with more administration.

Focus on the cure, not the symptoms.

Many managers are familiar with the 5 whys technique, but forget to apply it when necessary. Although it’s a simple technique to use, it can be hard to implement. That’s why it’s good to have a single person who can act as the “5 Whys master”- the main problem solver in your company. 

This person should be responsible for regular problem management and use of the 5 whys technique, and also to make sure that the corrective actions are implemented.

If you are enthusiastic about becoming the “5 whys master”, here are the steps to professionally perform the 5 Whys analysis every time you encounter a problem worth tackling:

• The 5 Whys master writes down exactly what a problem is.
• The 5 Whys master makes sure that everyone affected agrees with the problem. As mentioned, part of the team should be decision makers with firsthand experience.
• All the data and facts that illustrate the problem are then presented – proof, history of knowledge, different data and points of view, past solutions etc.
• The dedicated group performs the 5 Whys analysis.
• The group finds and agrees on solutions proportionate to the size of the problem. The solution should be sought in every step after the “why” question is asked.
• The management or the 5 Whys master assigns responsibilities for the implementation of the optimal solution found at the end of the process.
• The solution is tested, and after the results are measured everybody in the company is notified about the implemented solutions.

As you can see, the 5 Whys methodology really is simple, effective, comprehensive, flexible, engaging, and inexpensive - all you have to do is to make sure you don’t mistake symptoms for root causes. 

Sometimes there is more than one root cause to search for, so you shouldn’t settle for the first obvious solution, but dig deep and flesh out all the possibilities so you can truly solve the problem. And you should absolutely avoid the blame game and instead focus on the process.

People always make mistakes, no matter how good they are. Make sure you have processes in place that minimize those occurrences.

Sometimes asking only the question “why” doesn’t give us a good enough perspective on the problem. To make an even more thorough and detailed analysis of an issue and really find the optimal solution, you can add a few additional questions. 

These questions are: What?, Who?, When?, Where?, Why?, and How?, which is where the name 5W1H comes from:

When you add new questions and look at the problem from different angles, you can more easily identify new connections between the consequences and the root cause or causes , as well as have a better chance at understanding all the different points of view and possible solutions. 

While doing so, you have to keep your mind as open as possible. Only then, when you truly understand the problem, root cause, and circumstances, can you find the optimal solution and make sure the problem never occurs again.

Track work hours, manage absences and generate payroll reports

Now you have a very useful weapon when it comes to solving problems, so it’s time to put it to good use. Think of the most challenging and repetitive problem that your organization is facing right now. 

Make a firm decision that you will solve the problem by employing the 5 Whys analysis (or alternatively 5W1H) and follow these steps:

Form a 5 Whys team (decision makers and everyone affected by the issue) and name the 5 Whys master

• Gather everyone in front of a whiteboard
• Define the problem in a detailed and precise manner
• Ask “why” five times, write the answers on the board, and make sure you distinguish symptoms from causes
• Find the root cause and the best solution to eliminate it at the process level
• Assign a responsible person for the solution, test it, and inform the whole team of the results

Good luck with solving the problem!

How to create a productive and organized working place, where people love to perform

Managing large access control systems: How to do it right?

The “not-to-do list”: A personalized list of tasks and habits you should never do

How many hours a day is a part time job?

Employee Onboarding: Best Practices and Main Phases