Is Five Why Analysis Too Simplistic for Complex Problems?

By Pascal Dennis (bio)

A common question, especially in industries that are just now learning the Lean Business System.

Problem solving is a kata - a set of core forms that we practice over & over, hopefully under the guidance of a capable sensei.

When practicing the problem solving kata, we pull in the tools we need including, Five Why, Ishikawa, Process Flow Diagrams, SIPOC etc.

It's a mistake to structure any problem solving discussion in either/or terms.

It's not Five Why OR Ishikawa OR Process Flow Diagram OR FMEA.

To paraphrase Hemingway, "it's all true." We pull in what we need.

Another common mistake is underestimating Five Why.

"Five Why is too simple for me. I want a more complex tool, because this is a complex problem. (And I am a very complex guy!)"

In consulting practice we've used Five Why to get to the root cause of complex design, supply chain and organizational problems.

Five Why is especially helpful when we've clearly defined a Direct Cause.

Often there are multiple causes, and we need to apply Five Why sequentially to get to the root cause of each.

A common failure mode is not understanding the three types of Root Causes - Inadequate Standard, Inadequate Adherence to Standard, Inadequate System.

These are derived from the splendid NASA and Loss Control literature & are invaluable because they point to actionable root causes.

In summary, problem solving is a kata and not unlike trying to hit a curve ball, shoot hoops, or hit a golf ball.

(All of which baffle me...)

You practice, practice, practice the core skills & movements.

Then, if you're very lucky, the day comes you can do it unconsciously.

Best regards,

Pascal

Kata – A Standardized Set of Movements

By Al Norval

As one who studied martial arts over the years, I became used to the concept of a kata. Students learn the basic movements of the martial art by following a routine called a kata. When students first learn a kata, their movements are clumsy and lack finesse and power but as the student progresses up the belts from white to yellow, green, blue, brown and eventually to black belt, the movements become more and more refined. Power is generated with less effort. The student’s movements take on a grace and elegance. The student learns from a master and as the student practices, the movements become natural and fluid.

The purpose of the kata is to teach the student the behaviors so they become automatic, so that you don’t need to think about them. They become second nature.

For those of you who saw “The Karate Kid”, you’ll remember the famous wax on, wax off. The same concepts are true for the problem solving kata. When we first learn the scientific method of problem solving it seems unnatural and our attempts to use it are clumsy. People often complain it takes them longer to solve problems using this new routine and why can’t we go back to the old way of just putting a temporary fix on problems and moving on rather than trying to get to root cause and experiment. Thus the need for a qualified teacher, a master who can coach, mentor and guide the student in the use of the new kata. This is a key role for Leaders to take on.

It takes time to learn the new kata and it takes time to learn to teach the kata. Just like the students working towards their black belts, there are years of practice and repetition required to gain mastery of the behavior until it becomes second nature. Along the way, the martial arts students learn discipline, concentration, body movement and physical fitness leading to improvements in body, mind and spirit.

Along the Lean journey as we learn the problem solving kata we learn discipline, concentration, and thinking to solve many problems the organization has been facing leading to improvements for the people, customers and organization.

There are many parallels between the martial arts and problem solving; one of the most important is the concept of a kata with standardized movement and routine being foundational to both.

Cheers

Is Five Why Analysis Too Simplistic for Complex Problems?

By Pascal Dennis

A common question, especially in industries that are just now learning the Lean Business System.

Problem solving is a kata - a set of core forms that we practice over & over, hopefully under the guidance of a capable sensei.

(At Lean Pathways we try to reinforce the problem solving & related katas through our Brain Booster pocket cards & apps)

When practicing the problem solving kata, we pull in the tools we need including, Five Why, Ishikawa, Process Flow Diagrams, SIPOC etc.

It's a mistake to structure any problem solving discussion in either/or terms.

It's not Five Why OR Ishikawa OR Process Flow Diagram OR FMEA.

To paraphrase Hemingway, "it's all true." We pull in what we need. Another common mistake is underestimating Five Why.

"Five Why is too simple for me. I want a more complex tool, because this is a complex problem. (And I am a very complex guy!)"

In consulting practice we've used Five Why to get to the root cause of complex design, supply chain and organizational problems.

Five Why is especially helpful when we've clearly defined a Direct Cause.

Often there are multiple causes, and we need to apply Five Why sequentially to get to the root cause of each.

A common failure mode is not understanding the three types of Root Causes - Inadequate Standard, Inadequate Adherence to Standard, Inadequate System.

These are derived from the splendid NASA and Loss Control literature & are invaluable because they point to actionable root causes.

In summary, problem solving is a kata and not unlike trying to hit a curve ball, shoot hoops, or hit a golf ball.

(All of which baffle me...)

You practice, practice, practice the core skills & movements.

Then, if you're very lucky, the day comes you can do it unconsciously.

Best regards,

Pascal