Why-Why Analysis Training

Getting to Root Cause

 Why-Why Analysis

• Organize Cause and Effect relationships.

• Efficient after a Cause and Effect

Analysis.

• Done on:
– Priority items
– Pareto of the data.
 Combining Various Analysis Tools
4M Fishbone + Cause Effect Analysis +
E
Pareto
= Leads To
Efficient
q. H
M Me Why-Why

huMan equipMent
Carton Pickoff

Capacity
Bottleneck

Methods Materials
 All of you have
Cause - Effect diagram probably used a fishbone
or Cause Effect diagram at some
time. In this case you begin with the
4M’s.

Material equipMent
Be controlled in
defining the branches
for the tree. Each
branch will require
study.

Method huMan Be very focused

in defining the
problem
 Product of Why-Why Analysis

It is a structured, field checked, relationship

with each cause-effect relationship linked
from the lowest element back to the
phenomenon.
 Steps to Follow

1. Understand the Problem

2. Establish Cause-Effect Relationships
3. Review the Analysis
4. Check Standards and SOP’s.
5. Establish Countermeasures
 1. Understand the Problem

a) According to the Process requirements.

b) According to the physical causes of the

phenomenon.
2. Establishing Cause-Effect Relationship.
• First “Why” about the Phenomenon
– The question needs to be answered for each element
involved in the description made in the previous step.
– This question needs to be answered from a physical
and/or logical point of view.

– At this point, focus on the evidence of the flaws:

• Verify the evidence of the causes of the problem in
the field (whether it exists or not, stopping the
analysis for that branch when the cause no longer
exists.)
• If it is possible to put a direct countermeasure to
the cause into place, do it and stop the analysis.
Ensure that procedures or standards are in place
to maintain condition achieved..
 2. Establishing Cause-Effect Relationship.

• Second “Why”
For each answer to the “Why?” in the previous
step, the question “Why?” is asked again.
The answer in this case, and from here on,
should consider the “4 M’s.”

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 3. Review the Analysis
Once you have exhausted your Why-Why Questioning,
do the Cause-Effect Relationships Make Sense and flow
back to the Phenomenon ?
Why? 1 Why? 2 Why? 3 Why? 4 Field Check
Seal Suction
between Cup No Wear
Pulling Suction Wear
Force Cup and
Not Carton Suction
Strong inadequate Cup No Damage
Note: There Enough
Vacuum
Damage
Suction
is a more Force
Not
Cup
Inadequate
Could be
High Material
complete Enough
Poor Dust
review of Cartons
Sticking
Carton
Surface
on
Carton
Yes
Condition
this Carton Phenomenon
To Each
Other Scratches
on carton Yes
Pickoff Forces Holding
Holding Fingers
example Carton
too
Miss
Adjusted
Surface
Finish
Not True
outside
at the end high
Holding
tolerance

of this Frame
Too
Vacuum
Setting No
Tight too low
section Problem
Vacuum
Line No
Leaks
Suction
Cup
Could be
Missing
Carton
Too Small

09B00_01.ppt 12/15/99 Page

 4. Checking for Standards and SOP’s
Before taking counter measures, check to see if standards for the defined
counter measure exist.
If not, define the standard. Determine if an SOP is needed.

WHY-WHY Use the 4M’s

P Why? F Std.’ A A SOP Standards to ensure all
r R Ci C s
E p cT E A (4M’s)
required
o W W W W a h p t a c h e M M
b h h h h o ue e x l i k x t u q e a
t types of
y osl i i
l y y y
s i oe i M
u
i
t e standards
e t e c
dk t e nn s o
a p
h r
m ? ? ? ? d ? t n M
o i exist.
? ? ? n d a
l
NOK Also use AM Step
5 data base for
Ideal Oper.
Y Y Conditions
N Restore Y X
OK X
N
New New
N Std. Maint. X
Std.

09B00_01.ppt 12/15/99 Page

 5. Establish Countermeasures.
The Analysis ends when countermeasures TO AVOID RECURRENCE of the
phenomenon are found and restored or changes implemented using the MP
Data System.

 The analysis should be done at the problem area, not in another location
that is isolated from the case (like an office).
 The analysis is a team effort, not by just one person. More eyes will see
more causes.
 The most important thing is the physical and/or logical description of the
phenomenon to be studied. (Step 1)
 ALWAYS make a sketch or drawing of the phenomenon.
Real WHY-WHY Analysis Example
Problem: Through put of the line 23 is below ideal.

Phenomena: Carton not Picked off the supply stack.

Result: This causes a loss in through put. (Missing Carton)

Missing
Carton
 W
h
y Pulling
? Force
Not
Strong
1 Enough

P
h
e
n Forces
o Holding
m Carton
e too
n high
o
n

Missing
Carton
 Seal
Why? 1 Why? 2 between
Suction
Cup and
Pulling Carton
Force inadequate
Not
Strong
Enough
Vacuum
Force
Not
High
P Enough
h
e
n Cartons
o Forces Sticking
m Holding To Each
e Carton Other
n too
o high Holding
n Fingers
Miss
Adjusted

Holding
Frame
Too
Tight
Missing
Carton
Why? 1 Why? 2 Seal Why? 3 Suction
between Cup
Suction Wear
Pulling Cup and
Force Carton Suction
inadequate Cup
Not Damage
Strong
Enough Suction
Vacuum Cup
Force Inadequate
Material
Not
P High Poor
h Enough Carton
Surface
e Condition
n Cartons
o Sticking
m Forces To Each Loose
Holding Carton
e Other Stack
n Carton
o too Flaps
n high Holding folded
Fingers Backward
Miss
Adjusted Vacuum
Setting
too low
Holding Vacuum
Frame Line
Too Leaks
Tight
Missing
Suction
Carton Cup
Too Small
Why? 1 Why? 2 Why? 3 Why? 4
Suction
Seal Cup
Pulling between Wear
Force Suction
Not Cup and Suction
Strong Carton Cup
Enough inadequate Damage

Vacuum Suction
Force Cup
Not Inadequate
High Material
Enough
P Poor Dust
h Cartons Carton on
e Sticking Surface
Condition
Carton
n To Each
o Other Scratches
m Loose on carton
Carton
e Forces Holding Stack
n Holding Fingers Surface
Carton Miss
o too Adjusted
Flaps Finish
n high folded outside
Backward tolerance
Holding
Frame Vacuum
Too Setting
Tight too low
Vacuum
Line
Leaks

Missing
Suction
Carton Cup
Too Small
Case Study