5-Why Process Flowchart

Problem Statement

Identify the causes of the

problem by asking “why did
this happen?”

Note them down in a table

For each causes you identified,

once again ask “why did this
happen?” and identify their
causes.

Have you asked “why”

to each problem 5
times, or enough times
to identify logical root
causes?

Find solutions to the root

causes identified
Root Cause analysis guidelines:
1. When you have identified a problem, focus on the problem statement – What is going
wrong, when did it happen, and then work backwards, asking why every time. Focus
on getting to the root cause, which is normally a process issue.

2. Inexperienced facilitators and groups often find that their answers or route causes
often point towards generic statements and reasons that are out of their controls. For
e.g. Operator error, not enough time, not enough manpower, etc.

3. Focus on finding a root causes that embodies a problem with a process, or even a
process doesn’t exist in the first place.

4. Remember, when conducting the 5 Why exercise, keep in mind that a bad process
will beat good people every time, so focus on the process issues, not people. It
sometimes helps to ask ‘Why does this process fail?’ after every question, to keep on
track.
Example
Problem Statement - My car will not start.
WHY IS
THAT?

1. The battery is dead.

WHY IS
THAT?

2. The alternator is not functioning.

WHY IS
THAT?
3. The alternator belt has broken.

WHY IS
THAT?
4. The alternator belt was well beyond its useful service life and has never
been replaced.
WHY IS
THAT?
5. I have not been maintaining my car according to the recommended
service schedule.

Note that in this example the fifth why suggests a broken process or a behavior that
can be altered and measured.
Example
Problem Statement - Customers are unhappy because they are being shipped
products that don’t meet their specifications.
WHY IS
THAT?
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.

WHY IS
THAT?
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.
WHY IS
THAT?
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). WHY IS
THAT?

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.
WHY IS
THAT?
5.

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.