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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.]

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Root Cause Analysis with 5 Whys Technique (With Examples)

By Sebastian Traeger

Updated: April 23, 2024

Reading Time: 7 minutes

What Is the 5 Whys Technique?

Example of the 5 whys technique, how to conduct a 5 whys analysis in 5 steps, when to use a 5 whys analysis, using 5 whys template, tips for mastering the 5 whys technique, frequently asked questions about 5 whys.

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive.

At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful! 

Our goal is to help you better understand 5 whys techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

The 5 Whys Technique is like peeling an onion – it helps you uncover the underlying reasons behind a problem, layer by layer. By repeatedly asking “why” at least five times, this method digs deep to reveal the root cause of an issue. It’s a simple yet powerful problem-solving approach that aims to get to the heart of the matter rather than just addressing surface-level symptoms.

5 Whys Technique: A method that involves iteratively asking “why” five times to unveil the fundamental cause of a problem.

In essence, the 5 Whys Technique is not just about fixing what’s broken on the surface; it’s about understanding and addressing the deeper issues that lead to problems in the first place.

The 5 Whys Technique is like a detective, uncovering the truth behind recurring problems. Let’s take a look at how this method works in two different scenarios.

Case Study: Manufacturing Defects

Imagine a company that keeps encountering the same manufacturing defects despite various attempts to fix them. By using the 5 Whys Technique, they discovered that the defects were not caused by faulty machinery, as previously assumed, but rather by human error due to unclear operating instructions. This realization led to improved training procedures and clear work guidelines, ultimately eliminating the defects.

Application in Service Industry

Now, consider a service industry struggling with frequent customer complaints and service failures. Through the 5 Whys Technique, it was revealed that these issues stemmed from inadequate staffing levels during peak hours. By addressing this root cause, such as hiring additional staff or adjusting schedules, the service quality can significantly improve, leading to higher customer satisfaction.

These examples illustrate how the 5 Whys Technique can be applied across different sectors to identify and address underlying issues effectively.

Step 1: Identify the Problem

Before diving into a 5 Whys analysis, it’s crucial to clearly identify the problem or issue at hand . This step sets the stage for the entire process and ensures that the focus remains on addressing the right concern. Take the time to gather relevant data, observe patterns, and consult with team members or stakeholders to gain a comprehensive understanding of the problem.

Step 2: Ask ‘Why’ Five Times

Once the problem is clearly defined, it’s time to start peeling back the layers. The process involves asking “why” five times, not necessarily limited to five questions but enough to delve deeper into the underlying causes of the problem . Each “why” serves as a gateway to uncovering additional factors contributing to the issue. This iterative approach helps in identifying not just one cause, but multiple interconnected elements that may be at play.

By consistently probing deeper with each “why,” you can reveal hidden complexities and nuances that may have been overlooked initially. This method allows for a more thorough understanding of the situation, paving the way for effective solutions that address root causes rather than surface-level symptoms.

This structured approach encourages critical thinking and enables teams to move beyond quick fixes towards sustainable improvements.

The 5 Whys Technique is a versatile problem-solving approach that can be applied in various scenarios to uncover root causes and drive continuous improvement. Here are two key situations where the 5 Whys Analysis can be particularly beneficial:

Recurring Issues

• The 5 Whys Technique is especially useful when dealing with recurring issues. Whether it’s a manufacturing defect that keeps resurfacing or a persistent customer complaint in the service industry, this method helps identify the underlying reasons behind these repetitive problems. By repeatedly asking “why,” it becomes possible to trace the issue back to its root cause, allowing for targeted solutions that prevent reoccurrence.

Process Improvement

• Organizations constantly strive to enhance their processes and workflows for increased efficiency and quality. When seeking to improve existing procedures, the 5 Whys Technique serves as a valuable tool. By systematically analyzing the factors contributing to inefficiencies or bottlenecks, teams can gain insights into how processes can be optimized at their core. This method enables organizations to make informed decisions about process improvements based on a deep understanding of the underlying issues.

In both cases, the 5 Whys Analysis offers a structured yet flexible approach to delve into complex problems, making it an indispensable tool for driving meaningful change and progress within organizations.

When it comes to conducting a 5 Whys analysis, utilizing a structured template can greatly facilitate the process and ensure a comprehensive investigation into the root cause identification. Using RCA software such as EasyRCA can benefit the team by streamlining your 5-why process. Here’s how organizations can benefit from using a template:

Benefits of Using a Template

• Streamlined Process: A well-designed 5 Whys template provides a clear framework for conducting the analysis, guiding teams through the iterative questioning process. This streamlines the investigation, making it easier to navigate and ensuring that no crucial aspects are overlooked.
• Thorough Investigation: By following a predefined template, teams are prompted to explore various facets of the problem systematically. This ensures that all relevant factors are considered, leading to a more thorough and insightful investigation into the underlying causes.
• Consistent Approach: Templates offer a standardized approach to conducting 5 Whys analyses within an organization. This consistency promotes uniformity in problem-solving methods across different teams or departments, enhancing overall efficiency and effectiveness.

Customizing the Template

Organizations have the flexibility to customize 5 Whys templates according to their specific needs and industry requirements. This adaptability allows for tailoring the template to address unique challenges and incorporate industry-specific considerations. Customization may include:

• Adding Industry-Specific Prompts: Tailoring the template by incorporating prompts or questions relevant to particular industries or types of issues being analyzed.
• Incorporating Visual Aids: Enhancing the template with visual aids such as flow charts or diagrams can help teams better understand and communicate complex causal relationships.
• Iterative Refinement: Regularly reviewing and refining the template based on feedback and evolving organizational needs ensures that it remains aligned with current processes and challenges.

Customizing the template empowers organizations to harness the full potential of the 5 Whys Technique in addressing diverse problems while aligning with their unique operational contexts.

Encouraging Open Communication

In mastering the 5 Whys Technique as a problem-solving method, creating an environment that fosters open communication is paramount. When team members feel comfortable expressing their perspectives and insights, it leads to a more comprehensive exploration of the underlying causes of a problem. Encouraging open communication allows for diverse viewpoints to be considered, providing a holistic understanding of the issue at hand.

By promoting an atmosphere where individuals are empowered to voice their observations and concerns, the 5 Whys analysis can benefit from a rich tapestry of ideas and experiences. This inclusive approach not only enhances the depth of the analysis but also cultivates a sense of ownership and collective responsibility for addressing root causes within the team or organization.

Continuous Improvement Mindset

A key aspect of mastering the 5 Whys Technique is embracing a continuous improvement mindset. Rather than viewing problems as isolated incidents, this approach encourages teams to see them as opportunities for growth and development. By instilling a culture of continuous improvement, organizations can leverage the insights gained from 5 Whys analyzes to drive positive change across various aspects of their operations.

Fostering a mindset focused on continuous improvement entails actively seeking feedback, evaluating processes, and implementing iterative enhancements based on the findings. It involves an ongoing commitment to learning from past experiences and leveraging that knowledge to proactively address potential issues before they escalate. Embracing this mindset ensures that the 5 Whys Technique becomes ingrained in the organizational ethos, leading to sustained progress and resilience in problem-solving efforts.

As we wrap up our exploration of the 5 Whys Technique, let’s address some common questions that may arise regarding this powerful problem-solving method.

What is the primary goal of the 5 Whys Technique?

The primary goal of the 5 Whys Technique is to uncover the root cause of a problem by iteratively asking “why” at least five times. This approach aims to move beyond surface-level symptoms and address the underlying issues that lead to recurring problems.

Is the 5 Whys Technique limited to specific industries or sectors?

No, the 5 Whys Technique is versatile and can be applied across various industries and sectors. Whether it’s manufacturing, healthcare, service, or technology, this method offers a structured yet flexible approach to identifying root causes and driving continuous improvement.

How does the 5 Whys Technique contribute to continuous improvement?

By delving into the fundamental reasons behind problems, the 5 Whys Technique provides organizations with valuable insights for driving continuous improvement. It not only helps in resolving immediate issues but also fosters a culture of ongoing enhancement and development within an organization.

Can the 5 Whys Technique be used for complex problems with multiple contributing factors?

Yes, while initially designed as a simple and straightforward method, the 5 Whys Technique can certainly be applied to complex problems with multiple interconnected factors. By systematically probing deeper into each layer of causality, this technique enables a comprehensive understanding of intricate issues.

I hope you found this guide to 5 whys technique insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization.

Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit Reliability Resources .

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• Guide: 5 Whys

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: May 9, 2023
• Learn Lean Sigma

5 Whys is a problem-solving technique used to get to the root cause of problems by asking the question of Why multiple times, but often 5 times giving it the name “5 Whys”. This allows people to address the root cause of issues instead of the symptoms of the root causes which is often what is seen as the problem. 

Like a doctor diagnosing an issue such as neck pain, a painkiller will only address the symptoms of the neck pain and not the root cause of the pain. By getting to the root cause you can ensure a long-term fix to the root cause of the neck pain which could be caused by seating positions and not taking painkillers which is a short-term fix.

Table of Contents

What is the 5 whys.

The 5 Whys is a root cause analysis problem-solving technique that aims to identify the root cause of a problem by repeatedly asking the question “Why?” five times or until the core issue is unveiled. Developed within the Toyota Production System , it’s one of fundamental tools in the Lean Six Sigma methodology.

Here’s how it works:

• Begin with a clear and concise problem statement.
• Ask “Why?” the problem occurred. Document the answer.
• If this answer doesn’t identify the root cause, ask “Why?” again and document the subsequent answer.
• Continue this process until you’ve either asked “Why?” five times or the root cause has been identified.

Lets go through an example, let’s say a machine stopped working:

• Why? – The machine’s fuse blew.
• Why? – The machine was overloaded.
• Why? – There wasn’t adequate training on machine capacity.
• Why? – Training materials were outdated.
• Why? – There’s no review process for updating training materials.

In this case, the root cause is the lack of a review process for training materials, and addressing this will prevent similar issues in the future. Only treating the symptom in this situation would have been to change the fuse, for it then to regularly blow and cause additional downtime.

This is a good example where a machine stopping working’s root cause is cause by an issue what would not be obvious is first glace at the symptom of the problem and provides a clear example that root cause analysis is important to ensure that solutions are not jumped to before a through root cause analysis is conducted. 

Why is the 5 Whys Important?

Understanding the 5 Whys is important because identifying symptoms of a problem is not the same as uncovering its root cause. If you only address symptoms this provides only temporary solution to the problem. However, understanding and resolving the root cause can prevent the issue from reoccurring.

The 5 Whys Problem-Solving technique is also useful for:

• Problem Prevention: By identifying the root cause of the problem, businesses can implement long-term solutions, leading to more robust systems and processes and prevent the problem reoccurring.
• Cost-Efficiency: Addressing root causes is often more cost-effective in the long run as it prevents recurrence and the associated costs of repeated problem-solving which usually involves the same people constantly firefighting the same issues such as repeated machine breakdowns.
• Improved Processes: Regular use of the 5 Whys to identify the root causes of problems can highlight weaknesses in processes, leading to continuous improvement and optimization processes.
• Empowerment: The use of 5 Whys by individuals a positive culture that promotes a deeper understanding of systems and processes, empowering teams to take ownership and responsibility in addressing issues.

How to Conduct a 5 Whys Root Cause Analysis?

Step 1: define the problem.

This is an important step as if the problem is not defined effectively it could result in focusing in the wrong problem. A good method for this could be to use the 5W1H Is/Is Not Problem solving technique to gain a common understanding of that the problem is.

When stating the problem you are going to conduct a 5 Whys on it is important to be specific about the issue and avoid ambiguous descriptions. Additionally, where data and information is available this should be collected and used as evidence that points to the actual problem rather than opinions of the problem. 

Step 2: Ask the First “Why?”

Now you have a clear problem definition you should ask the question “Why did that happen?” This should be done to understand the problem without making assumptions and should be done with supporting facts and data that backs up the initial answer to the question.

Step 3: Continue to Ask Why?

Now you should have an answer to the first why. This should form the next step and ask why did that happen. This ensures you dont settle for the inisital surface-level answer or symptoms of the real problem and pushes you to understand the underlying issues.

When you continue to ask why you should:

• Continuously question the previous answer
• Challenge answer that seem like assumptions and lack evidence to support them to avoid going down the wrong route. 

Step 4: Continue the Process

• Keep the questioning focused on the problem
• If you feel the questioning is going off track revert back to what the initial problem definition.
• Ensure each answer provided logically leads to the next “Why?”
• The 5 Whys process then concludes when further questions leads to no further valuable answers are given or the when the root cause of the issues becomes clear.

Step 5 Implement Solutions

Once you have identified the root cause the you need to address it by implementing a solution to prevent the problem reoccuring.

This should be a case of developing an actionable solution that address the root cause of the issue and not preventing the symptoms as addressing the symptom will likely cause the issue to reappear elsewhere.

Make sure you test the solutions to ensure they are effective in addressing the root cause, you should then continue to monitor the process over time to confirm the problem did not reappear in the same place or elsewhere.

If the problem does not re appear congratulations you have solved the problem!

An Example of 5 Whys Analysis

Below is a good example of a 5 Whys analysis done in a situation where there was a production downtime.

To summarize, the 5 Whys process is an effective problem-solving tool that can assist businesses in identifying the root cause of a problem and developing effective solutions. Teams can delve deep into underlying issues and develop targeted solutions that address the root cause of the problem by asking “why” multiple times.

The five steps of the 5 Whys process – defining the problem, asking “why” once, asking “why” more times, developing a solution, implementing the solution, provide a clear framework for problem-solving and can help ensure that the problem is effectively resolved. The 5 Whys process encourages teams to think critically and systematically, resulting in long-term solutions that are effective, targeted, and sustainable.

• Benjamin, S.J., Marathamuthu, M.S. and Murugaiah, U., 2015. The use of 5-WHYs technique to eliminate OEE’s speed loss in a manufacturing firm.   Journal of Quality in Maintenance Engineering ,  21 (4), pp.419-435.

A: The 5 Whys technique is a problem-solving method that involves asking “why” multiple times to uncover the root cause of a problem or issue.

A: The 5 Whys technique involves repeatedly asking “why” to identify the underlying cause of a problem. After asking “why” five times or until the root cause is revealed, you can develop effective solutions to address the issue.

A: The primary purpose of the 5 Whys technique is to identify and address the root cause of a problem. It helps organizations and individuals go beyond surface-level symptoms and understand the deeper issues affecting their processes or systems.

A: The 5 Whys technique is best used when you encounter a problem or issue that needs to be resolved. It is particularly useful for complex problems, recurring issues, or situations where multiple factors contribute to the problem.

A: Yes, the 5 Whys technique can be applied to any industry or field. It is commonly used in manufacturing, engineering, healthcare, software development, project management, and various other sectors.

A: While the technique is called the “5 Whys,” the number of “whys” you need to ask may vary. The goal is to keep asking “why” until you reach the root cause of the problem, which may require more or fewer than five iterations.

A: Yes, there are a few limitations to consider when using the 5 Whys technique. It relies on the skill and knowledge of the people involved, and it may oversimplify complex problems. Additionally, it assumes a linear cause-and-effect relationship, which may not always be accurate.

A: Yes, the 5 Whys technique can be used in a group setting. In fact, involving multiple perspectives can enhance the effectiveness of the technique and lead to more comprehensive problem-solving.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Root Cause Analysis – The 5 Whys Technique

This elementary and often effective approach to problem-solving promotes deep thinking through questioning, and can be adapted quickly and applied to most problems. For example, asking “Why?” may be a favorite technique of your three-year-old child in driving you crazy, but it could teach you a valuable problem-solving technique.

“If you don’t ask the right questions, you don’t get the right answers. A question asked in the right way often points to its answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems.” – Edward Hodnett

The “5 Whys” is a simple problem-solving technique that helps you to get to the root of a problem quickly, which was originally developed by Sakichi Toyota. It was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. It is a critical component of problem-solving training, delivered as part of the induction into the Toyota Production System.

How to Conduct 5 Whys Analysis?

When you’re looking to solve a problem, start at the result and work backward (toward the root cause), continually asking: “Why?” You’ll need to repeat this over and over until the root cause of the problem becomes apparent.

The 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?” Very often, the answer to the first “why” will prompt another “why” and the answer to the second “why” will prompt another and so on; hence the name the 5 Whys strategy.

The 5 Whys exercise is vastly improved when applied by a team and there are five basic steps to conducting it:

• Write down the specific problem. Writing the issue helps you formalize the problem and describe it completely. It also helps a team focus on the same problem.
• Ask “Why” the problem happens and write the answer down below the problem.
• If the answer you just provided doesn’t identify the root cause of the problem that you wrote down in Step 1, ask “Why” again and write that answer down.
• Loopback to step 3 until the team is in agreement that the problem’s root cause is identified. Again, this may take fewer or more times than five Whys.
• After settling on the most probable root cause of the problem and obtaining confirmation of the logic behind the analysis, develop appropriate corrective actions to remove the root cause from the system.

Edit this Diagram

5 Whys Example

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: A 5 Whys analysis sometime could be taken further to a sixth, seventh, or higher level, but five iterations of asking why are generally sufficient to get to a root cause.

5-Whys Criticisms

Here are each of the criticisms as listed on the Wikipedia:

• Stopping at symptoms, not the root cause
• Limited by the investigator’s knowledge.
• Not asking the right Why questions.
• Not repeatable – Different people build different 5 Whys.
• The tendency to isolate a single root cause

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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.

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• 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

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

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

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The 5 Whys Approach for Root-Cause Analysis: Definition, Example, and Template

Fahad Usmani, PMP

February 4, 2024

You often face a problem and conduct a simple brainstorming session to find a solution. You find the solution and implement it, but a little later, the problem resurfaces again with probably more intensity.

Such problems require a more in-depth analysis to find the root causes of the problems and tackle them permanently. The 5 Whys Approach (often referred to as “5Y”) is useful when finding solutions for recurring or difficult problems. 

Today’s article will discuss the 5 Whys Approach and provide examples and templates.

Historical Background of the 5 Whys Approach

The 5 Whys Approach was developed by the Toyota Motor Corporation and popularized in the 1930s by Sakichi Toyoda, a Japanese industrialist and creator of Toyota Industries. Taiichi Ohno was also one of the founders of the technique. In Ohno’s book, Toyota Production System: Beyond Large-Scale Production, he said, “By saying ‘why’ 5 times, the essence of the issue and its solution become evident.”

It evolved and became more popular in the 1970s.

Toyota follows a “go and see” philosophy, where they make decisions based on an in-depth understanding of what is “really” happening on the shop floor rather than someone sitting in the meeting room and assuming what might have happened.

The 5 Why technique follows this philosophy, and it is the most effective when you get answers from people who have experience with the issues or the problem at hand. 

What is the 5 Whys Approach?

The 5 Whys Approach is a problem-solving technique that helps identify the root cause of an issue by asking “why” 5 times to dive deeper into the layers of the problem. 

The 5 Whys Approach is useful in all industries. A study published in the International Journal of Advanced Research in Management and Social Sciences shows how the 5 Whys Approach reduces defects and improves overall quality. The iterative nature of the questioning process helps uncover underlying issues rather than just addressing surface-level symptoms.

By continuously asking “Why?” 5 times, you can get to the source of the problem.

The 5 Hows technique then identifies a solution to the fundamental cause(s). The 5 Whys and 5 Hows are mutually beneficial. You find the root cause using the 5 whys approach, and then you find the solution with the 5 Hows method.

The 5 Whys and 5 Hows technique can help you get to the bottom of a problem and find a solution.

The 5 Whys dig into the issue, and the 5 Hows are used to flesh out the solution. 

When Can You Use the 5 Whys Approach?

You can use the 5 Whys Approach when you have recurring problems. You can also use it to improve product and/or process quality.

This technique is useful for simple to moderate problems or issues as the 5 Why technique leads to a single cause, though a complex problem may have multiple root causes. In such situations, you can use other techniques such as cause and effect analysis , failure mode and effect analysis, etc.

The 5 Whys Approach is a straightforward, adaptable strategy. Even on the first try, you can uncover the root cause swiftly. You should use this method before using more advanced techniques.

As this technique requires time, you should use this method for the problems that affect the project most. You can use Pareto analysis to separate the most recurring issues, then use the 5 Whys Approach to identify a solution to these pressing concerns.

You can use this technique with any framework or methodology. You can use it in project management , lean manufacturing, Six Sigma, etc.

How to Use the 5 Whys Approach

Use the following steps to conduct the 5 Whys Approach :

1. Gather the Experts and Explain the Problem

Bring in people involved with the problem or issue for a brainstorming session. If you are not involved with the problem, get involved before participating in the session. You should also invite some experts who have experience solving similar problems.

Define the problem, write it on a whiteboard or a sheet of paper. Make sure that it is a straightforward problem statement , then write “why” 5 times vertically. Leave enough space between two whys, so you can write questions around them.

2. Ask the First “Why”

Ask the attendees why the problem occurred in the first place. Ensure that the attendees provide factual answers. Don’t allow participants to express their opinions or thoughts.

The attendees should only answer what has happened. This ensures that your assumptions are not included in the problem. This stops collecting a vast number of answers and stops becoming a process of guessing.

Record answers around the first “why.”

3. Ask “Why” Four More Times

You will turn the answer received in the first “why” to a “why” question and ask participants to answer this why again.

You can add why to the answer received from the previous response to make it another “Why.”

4. Stop When the Root Cause is Discovered

When you receive a satisfactory response or the root cause of the problem, there is no need to ask more whys, as it will waste your time.

For example, if you find the root cause of the problem after three whys, don’t go for the fourth why.

If you find more than one cause for the problem, do the same for different branches until you find the root cause for each reason.

The number 5 in 5 Whys is only a rule of thumb . You will often need to stop on the third or fourth why, and sometimes you may need more than 5 whys. As you continue the process, you will know when it is the right time to stop.

5. Determine and Implement Corrective Actions

After identifying the root cause(s), conduct another brainstorming session . You should list approved corrective activities to eradicate the issue’s root cause. You can use the 5 Hows method to figure out the answer. For example, “How can this problem be avoided?” Continue to ask “how” until you find a solution that eliminates the root cause.

6. Monitor the Solution

After implementing the solution, you must monitor it to ensure the solution is effective and the problem is solved entirely. Based on the feedback from the shop floor workers, you can update or modify the solution to make it more robust.

5 Whys Template

Below is an example template for the 5 Whys Approach.

5 Whys Approach Examples

Let’s review the 5 Whys examples to understand this technique better.

Problem Statement 

The client declined to pay the interim payment.

Why does the client refuse to make the advanced payment? 

We didn’t finish the activities on time.

Why didn’t we finish the activity on time? 

Because the action took longer than expected.

What led to the action taking longer than expected? 

First, we didn’t have enough materials for the exercise.

Why didn’t we have enough supplies with us?

We didn’t buy the materials in time.

Why didn’t we buy the materials sooner? 

We didn’t look at the job timetable.

Failure to analyze the job timetable is the root cause of the problem. 

Corrective Actions

To minimize the lack of communication and coordination, the project team should establish strong communication channels and hold regular progress meetings.

Problem Statement

Children don’t go outside to play

Benefits of the 5 Whys Approach

• They encourage each team member to submit suggestions for ongoing improvements.
• They are a highly effective, easy-to-use tool.
• They allow you to find the root cause of the problem instead of its symptoms.
• They avoid acting before you determine whether you’ve found the root cause of the problem.
• They create a culture that values continual improvements.

Limitations of the 5 Whys Approach

The following are a few limitations of the 5 whys approach:

• This technique often oversimplifies complex issues, thus leading to a superficial understanding of the problem.
• This technique depends on the quality of the questions. If the questions are not good enough, the analysis may not provide an effective solution.
• This exercise can become a blame game if it is not approached with a collaborative, non-judgmental mindset.
• The 5 Whys are ineffective when dealing with problems that have multiple, interrelated causes.

Q1: What is the 5 Whys Approach?

The 5 Whys Approach is a problem-solving technique that asks “why” repeatedly to get to the root cause of an issue. It helps find the underlying factors contributing to a problem rather than just addressing the symptoms.

Q2: How does the 5 Whys Approach work?

The technique involves asking “why” 5 times in succession to delve deeper into the causes of a problem. Each successive “why” helps identify the immediate cause and pushes towards understanding the fundamental root cause of the issue.

Q3: When should I use the 5 Whys Approach?

The 5 Whys Approach is most effective for addressing recurring problems, complex issues, or situations in which the root cause is not immediately apparent. It’s also valuable for continuous improvement and preventing problems from reoccurring.

The 5 Whys are a problem-solving method to find the root causes of issues. They ask “why” 5 times to dig deeper into problems. They help uncover hidden reasons that allow you to find effective solutions. They are easy to use and can solve various problems, which will prevent them from recurring.

I am Mohammad Fahad Usmani, B.E. PMP, PMI-RMP. I have been blogging on project management topics since 2011. To date, thousands of professionals have passed the PMP exam using my resources.

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The 5 Why Problem-Solving Technique | Root Cause Analysis

• 7 mins to read
• July 13, 2018
• By Reagan Pannell

By using the 5-why analysis, you can get to the root cause of a problem, rather than just treating its symptoms.n help.

One of the most famous and straightforward problem-solving methodologies introduced by Toyota has become known as the “Five Why’s”. It’s a tool where you simply keep asking “Why” 5 times to identify the root cause of the problem and potentially a simple solution. It’s at the heart of lean thinking and our Lean training courses .

Did you know that kids ask around 90 questions a day and many of them are just “Why”!

We all naturally ask, “Why” all the time? The last figure I heard is that kids ask around 90 questions a day, and many of them are “Why?” style questions.

And the best way to imagine how the ‘Five Whys’ work is to imagine children asking “why”… again and again. As adults, we ask “Why?” once or maybe twice. If you are at a dinner party, asking your friends “Why?” more than twice, may make us look like petulant children. To ask your boss “Why?” once may not even be possible in case it comes across threatening or disrespectful, or perhaps you will feel that its a sign of your lack of knowledge.

But asking “why” without the threatening and undermining tone is an essential way we all began to learn. Asking “why” almost gets kicked out of us at school and with it the questioning mind that we all need if we want to do something different.

As a parent, I know the feeling in the car when your child in the back seat asks a question. The response I give just does not satisfy their curiosity. They are trying to order a particular bit of information in their brains, and my answer never worked. So they ask “Why?” again.

It does not take long within this cycle of asking “why?” before we all begin to have difficulty to answer. We twist our logic as we try to justify why we said what we said in the first place … “but why?” just keeps on coming and before you know it we end up tongue-tied and just putting our foot down with  “STOP! That’s just how it is! Alright”

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It asks us to take an open mind to a problem and to not be afraid to keep asking why five times (plus or minus a couple depending on the situation). And what is the goal? Well, our goal is to keep drilling down until we feel that “A-HA!” moment when things suddenly make more sense, and we have uncovered a root cause.

So let’s bring this to life with a real-life example regarding the Washington Monument.

The Washington Monument and others for that matter were deteriorating quite severely in the early ’90s. The specialists were sure why. However, on the desk of Don Messersmith, an esteemed Entomologist (the scientific study of insects) was what has become one of the most famous examples of the five whys approach to problem-solving .

Just for the curious:  Messersmith, Donald H. 1993.  Lincoln Memorial Lighting and Midge Study . Unpublished report prepared for the National Park Service. CX-2000-1-0014. N.p

Idea summary: the problem was simple: the washington monument in washington d.c. is deteriorating..

Why #1 – Why is the monument deteriorating? Because harsh chemicals are being frequently used to clean the monument

Why #2 – Why are harsh chemicals needed? To clean off the large number of bird droppings being left on the monument

Why #3 – Why are there a large number of bird droppings on the monument? Because of the large number of spiders and other insects which are a food source of the birds

Why #4 – Why are there large numbers of spiders and other insects around the monument? Because the insects get drawn to the monument at dusk

Why #5 – Why are the insects attracted to the monument at dusk? Because the lighting in the evening attracts the local insects

This classic five why example shows how the goal of the “five why problem-solving” approach is to move past the first level inquiry. It would have been quite easy to change the chemical, which was causing the apparent issue or investigate different cleaning methods which may slow the deterioration but nothing more.

The solution implemented was simply to delay turning on the lights at night. The result was a dramatic 85% reduction in the midges and consequently, a massive drop in bird droppings and the level of cleaning required. The bonus was also a reduction in energy costs.*

Five Why application to Customer / User Experience

The five why problem-solving technique can be used in almost all scenarios where you are trying to resolve an identified problem. So in the example below, let’s look at customer behaviour.

In the book “Hooked (How to Build Habit-Forming Products)”, the author Nir Eyal ( www.nirandfar.com ), uses the five whys approach to dig into users behaviour and tries to identify the underlying root cause of the behaviour. He points out that “one method is to try asking the question “Why?” as many times as it takes to get to anemotion.” The emotion behind the behaviour is often the driving force and the trigger which forms habits.

Idea Summary: Problem: What drives people to use email?

Why #1 – Why would Julie want to use email? So she can send and receive messages.

Why #2 – Why does she want to do that? Because she wants to share and receive information quickly?

Why #3 – Why does she want to do that? To know what’s going on in the lives of her coworkers, friends, and family.

Why #4 – Why does she need to know that? To know if someone needs her.

Why #5 – Why would she care about that? She fears to be out of the loop

While the final “why” appears to point to something very different than the Washington Monument example they both uncover a root cause. 

The first example is that the lighting is attracting the midges.

In the second example – its finding the root emotion that drives people to use a particular product and knowing that this emotion can help business connect with their customers at a deeper level to build successful products that a customer wants to engage with.

Here is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin. It is, as far as he knows the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. Winnie the Pooh Tweet

“5 Why” remains one of the most straightforward tools to remember, and it’s easy to put into practice. However, the simplicity hides a level of complexity.

Like many of the best and simple tools, they need to be tested and practised to get the best from them.

How to do a 5 Why exercise as a team

One of the key disadvantages of the tool is that teams only follow one avenue of investigation rather than focusing on all the potential causes to identify the real root cause. This is not really an issue with the tool, but the way people implement the tool and rush through things.

Another potential disadvantage is that all too often the teams never get anywhere near 5 Why’s. Once again, an issue with the implementation rather than the tool. Teams quickly get overexcited and stop at 2 or 3 Whys as they have jumped to a solution that looks great.

So always try to get to 5 and be brave and follow every avenue of investigation. And remember, this is processed focused, so try to avoid the trap of seeing people’s capability and training as the single root cause.  If you end up with lots of “more training is required” as a solution, then go back up and try again and see if anything has been missed from a process point of view. Why is the process so hard to follow?

In our experience, any issue or problem can be quickly improved by asking why within a small group. It has helped teams better understand their customers’ needs, and it has helped organizations save thousands of dollars on fixing the wrong thing.

This is a team exercise and asking the why needs to be explorative and not in any form understood as a criticism. So keep the ideas and conversation open with strong ground rules and group facilitation.

For each Why there may be multiple reasons and each of these need to go through a separate set of 5 why discussion. 

You will then need to prioritize the potential root causes either through a Pareto or through a simple voting system initially to understand which ones the team believes need to be investigated first.

Keep in mind that we are focused on processes and not always people. Remember the 94/6 rule – that 94% of the issues come from your process and 6% of the issues from the people. So if you end up with more training as the root cause, take it from me, you have missed something major.

When conducting five why’s, they are never quite as neat as the examples above. Each time you ask why there will rarely be only one reason. You are much more likely to end up with 10 to 15 different potential root causes. As a team, you can then work through the possible root causes and with testing, piloting or perhaps through a simple team vote, begin to prioritize solutions.

The below slide from our  Lean Six Sigma training  deck visually captures how five why’s work in reality.

* A quick footnote on the Washington Monument

Like many real improvement opportunities, the hardest part is change management. And the Washington Monument is not the exception. With the delay in turning on the lights, the side effect was the iconic tourist photographs of the monument at dusk vanished. The complaints started to arrive. Even from the cities inhabitants complaints. 

While a solution had was found to stop the use of heavy cleaning chemicals, this monument was a landmark and symbol of the city. And it was not too long before the lights were back on and the government was looking for a new solution.

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Reagan pannell.

Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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Problem Solving using the 5 Whys

This post is also available in: German

The 5 Whys template is a simple, yet powerful tool used for root cause analysis. Based on the technique developed by Sakichi Toyoda , it takes an iterative approach to problem-solving. Starting with an initial problem statement, a question beginning with ‘why’ is asked 5 times in order to zero in on the root cause. 

Along with the Fishbone Diagram , the 5 Whys template is a seminal technique for problem-solving through a deeper understanding of causal relationships. Let us understand this method in a little more detail. Or directly use the template . 

What is the 5 Whys root cause analysis?

The 5 Whys problem-solving method was originally developed for Toyota Motor Corporation’s production facility. The technique starts with a single problem and asks a ‘why’ question based on the answer to the previous question. 

The iterative process of asking ‘why’ ensures that each step is logically connected to the previous by a cause and effect relationship. Each ‘why’ takes you one step closer to finding the root cause. 

5 Whys analysis in six sigma

Six sigma is all about waste reduction, process optimization and quality improvements. The simplicity of the 5 Whys method lends itself well to the analysis stage of six sigmas. Since the technique eschews complex statistical methods, individuals from across functions and departments can participate in the process. It’s a great technique for driving process improvements and ensuring past mistakes do not reoccur.  

How to use the 5 Whys template

Since a 5 Whys session is in essence a brainstorming session, it is important to work with a whiteboard and sticky notes. Mapping out the process on an online whiteboard helps people better visualize what happened. Multiple stakeholders can work on Conceptboard’s collaborative template in real time and add their ideas on digital sticky notes . The template is completely editable.

Steps to using the 5 whys template

• Asking the right question – Before you embark on a 5 whys analysis, it is important to start with the right question. Here, a problem statement template can come in handy.
• Gather the right people – All key stakeholders and especially decision makers should be involved in the session.
• Assign a moderator – It is important for the moderator to drive the conversation, ensure each of the steps are followed and assumptions avoided 
• Prepare the board in advance – Load the template by clicking the ‘+’ button and choosing ‘Insert template’. Drag and drop the 5 Whys template and share the board with the team.
• Add sticky notes and write down your comments for each round of the process.
• Once the analysis is complete, identify the action points and export the board as a PDF or print it out.

5 Whys Example

Here’s an example of the 5 Whys process and the solutions that came up from the analysis.

• Why was the hospital’s new health care app delayed by 4 weeks? Answer : Additional complexities were revealed in the testing phase.
• Why did additional difficulties come up? Answer : The creation phase did not include a solution for a major use case.
• Why did the creation phase miss a major use case? Answer : The original brainstorming sessions did not include employees from the department.
• Why were key employees missing from the brainstorming sessions? Answer : The brainstorming session was led by a particular department. In this case, additional departments were brought in later in the development process.
• Why is this process managed by a particular department? Answer : This is how it’s always been done.

Solutions found:

Create a new process that builds on the strengths of all departments and encourages interdepartmental collaboration. Ensure key employees from every department are present in all brainstorming sessions throughout all phases.

If you’ve like this template, we’ve also rounded up 15 of our favourite brainstorming techniques and templates that help you generate new ideas and drive innovation. For additional problem-solving templates, you can use our A3 problem-solving template .  Also check out our list of retrospective ideas and templates you can use today with your team.

Use the free template with your team & customize as you go!

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2 Comments . Leave new

I disagree with your statement “Six sigma is all about waste reduction, process optimization and quality improvements.”

Six-Sigma is all about “variation reduction” using statistical tools and techniques and pioneered by Motorola.

Lean is all about “Waste reduction” using Lean tools and techniques as part of Lean Manufacturing/the Toyota Production System developed by Toyota.

(1) The example solution is not a solution, it is the recognition that something new needs to happen, followed by requirements on how that is to be achieved.

(2) A single thread down (one answer per question) is insufficient for most difficult problems (i.e. ones that require a 5-why’s!) Each question will generate several answers, each of which is drilled down on. Then answers to different questions that are the same are linked into a lattice. If you are lucky it all comes together into a single item at the bottom of the diagram. One ends up with several dominant threads from top to leaf nodes, each of which has to be dealt with.

(3) The 5-why’s identifies several possibly independent causes. These must be dealt with using a problem solving method — which 5-why’s is not. It is a problem identification method.

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Introducing the 5 Whys Technique of Problem Solving

February 3, 2021 - 7 min read

What do you do when you and your team run into a problem?

Do you try to find the quickest fix to keep things moving? Get through and assume it was a fluke that won’t happen again? Shift blame to circumstances that were beyond your control?

There’s a better way to diagnose and even solve your problems. It’s called the five whys. 

What is the five whys method?

The five whys method is a problem-solving technique that helps you get to the root cause of a problem. Using this technique, you’ll uncover cause and effect relationships and ultimately uncover how processes and projects can be improved in the future.

The premise of the five whys is fairly straightforward: You’ll ask “why?” five times in a row. 

Maybe your team didn’t complete a major project by the deadline. Why? Because a team member was late submitting their piece of the project. Why? Because the end client was delayed in getting her the feedback she needed. Why? ...and so on. 

Sound like overkill? Or maybe something a curious toddler would do? We get it. However, this technique is surprisingly beneficial. 

When you and your team are brainstorming or problem-solving, it’s tempting to jump right into identifying solutions — without realizing you don’t quite understand the extent of the problem yet. The five whys technique keeps you and your team zoned in on the challenge so you can identify the most impactful solution. 

A five whys analysis is helpful for understanding the inner workings of problems, but it’s not without its flaws. Let’s cover a few pros and cons of this approach. 

Benefits of the five whys method

• It’s simple to use : As far as problem-solving tools and analyses go, the five whys technique is one of the most straightforward and intuitive.
• It uncovers the root cause : It pushes teams to go beyond their gut feeling or their first answer to think critically about the real source of their issues.
• It encourages conversation : “Why?” is an open-ended question , which can encourage candid and valuable discussions between your team members. It can also expose them to roadblocks or areas of confusion they didn’t realize others were experiencing. 

Challenges of the five whys method 

• It’s subjective : One team member might think your project was delayed because a colleague dropped the ball, while another thinks it’s because the original deadline was unrealistic. Conflicting opinions are common, which can present some roadblocks for the effectiveness of this technique. 
• It’s limiting : Despite the name, you might need to ask “why?” more than five times to get to the heart of a problem. Additionally, there may be more than one root cause for an issue, which this technique doesn’t easily address or accommodate. 
• It requires visibility : Your team is smart, but they don’t know everything. When asking “why?” you might run into some instances where the only answer you can come up with is, “I don’t know.” That means this technique is at a standstill. 

Why does the five whys technique benefit project management?

Ask yourself this: When’s the last time you had a project go off without a hitch? Everything went exactly according to plan, and you didn’t experience a single hiccup along the way.

Has it been a while? That’s normal. Collaboration is complicated, and even the most successful project managers will admit that even the most carefully-planned projects sometimes run off course. In one report from the Project Management Institute ( PMI ), respondents said that only 69% of their project s met their original goals—implying that 31% of projects fell short. 

When that happens, it’s tempting to grit your teeth, get through the muck, and then move on. However, the best thing to do is to reflect on those project problems , drill down to their root causes, and identify how you can fix those for future projects. 

That’s why the five whys technique is important for project management: It will help you and your project team identify how you can collaborate more effectively, proactively navigate risks and problems, and deliver more winning projects. 

The five whys example: How it applies to project management 

Want to see a five whys analysis in action? Let’s continue with the example that we set up at the beginning: 

The Problem: Our team was two weeks late in finalizing a client’s keyword research report.

• Why? Maggie was late in delivering the section on keyword opportunities.
• Why? The end client took too long to get the audience personas she requested.
• Why? We didn’t get the information we needed at the start of the project.
• Why? We don’t have a streamlined process for collecting the client information we need.
• Why? We haven’t created a work intake form. 

Now you know what you need to do to ensure you don’t hit the same snag on your next projects: You need to create an intake form so that your team is equipped with the must-have information they need from your clients — before they even start any work. 

See how it works? By doing nothing more than asking, “Why?” five times in a row, you identified a relatively simple fix (particularly if you’re using a project management platform like Wrike that has dynamic request forms ) that will yield huge results for your team and your projects. 

And you owe all of that to the five whys technique—proof that problem-solving methods don’t need to be complicated to be effective. 

Wrike gives you and your team visibility into your work processes so that you have an easier time leveraging the five whys method. Start your two-week free trial now .

Kat Boogaard

Kat is a Midwest-based contributing writer. She covers topics related to careers, self-development, and the freelance life. She is also a columnist for Inc., writes for The Muse, is Career Editor for The Everygirl, and a contributor all over the web.

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• The 5 Whys Problem Solving Technique

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• Leadership and Management

The 5 Whys Problem Solving Technique is a question-asking technique used to determine the root cause of a problem. It’s a simple tool to assess a problem and find out what the actual cause of the problem is or was.

The 5 in the title suggests it should take no more than 5 questions to get to the root cause of the problem. The technique works by asking the question ‘why’ 5 times and this should lead you to the root cause of the problem.

Developed by the founder of Toyota Sakichi Toyoda, the 5 Whys Technique is used in problem-solving, troubleshooting and improving processes.

It may not solve the problem by itself but may guide you to an alternative path to follow, for example using a cause and effect diagram (Ishikawa diagram) or another problem-solving tool to fix the problem.

The technique is designed to guide you to the root of the problem.

When To Use the 5 Whys Problem Solving Technique

You can use the 5 Whys Problem Technique when you have a problem or an issue that you need to find the root cause of. It won’t help to actually solve the problem. You can use another method for this, but finding the root cause of the problem will make for better problem-solving.

You may find the technique may not work on a large scale or complex issues and problems. This is because the technique won’t go deep enough in its current design and you may find yourself getting lost in the root cause analysis.

You can use the 5 Why Problem Solving Technique for:

• Quality and process improvement
• Problem-solving and problem analysis
• Problem prevention and future-proofing

How to Use the 5 Whys Problem Solving Technique

Here’s how to use the 5 Whys Technique.

The first stage is to get the team together and clearly define what the problem is you are looking at. It might help to see this taking place live if the issue is currently happening. Then, define and agree on what it should be doing. In other words, what would better look like?

Then, write the problem on a board or paper and start the process described below.

Start with the problem and ask a ‘why’ question about the problem. The next ‘why’ question you ask should then follow on from the answer to the first question. Here’s an example:

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)

You could possibly take this to a 6th or 7th why, but 5 is usually enough to get to the root of the problem.

It’s important to understand that typically the 5th why doesn’t point to a solution – it points to processes. This answer doesn’t tell you how to fix the problem, only what caused it.

What If the Technique Does Not Work?

This is where some other problem-solving tool will come in useful to determine why the root cause existed. So in the above example, the process of servicing the vehicle failed and this is then what needs to be corrected. A cause and effect diagram can then help you to determine which part of the process failed and what corrective actions need to be taken to correct this for the future.

There has been some criticism of the tool in that it’s too basic or doesn’t fix the problem. But when time is short and you need to get to the root cause quickly then the technique is incredibly useful.

Further Learning

If you would like to know more about the 5 Whys Problem Solving Technique and how to use it in your day to day work, our Critical Thinking and Problem Solving Training Course  will provide you with some help and guidance on this.

The 5 Whys Example above is taken from Wikipedia

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The Five Whys strategy helps professionals understand the root cause(s) of organizational problems. It requires people to continually ask what causes a particular problem— rather than just assuming. It helps organizations better understand the issue and identify a solution that will prevent the situation from happening again.

This article explains how the Five Whys can improve organizations’ problem-solving, decision-making, and, as a result, outcomes.

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What is the origin of the 5 Whys technique?

The Five Whys technique is nearly 100 years old, but its usefulness in solving problems and encouraging innovation makes it highly relevant and important today.

The method started with Sakichi Toyoda, the industrialist and inventor famous for Toyota Industries, in the 1930s. Toyoda recognized the value of this strategy when it came to problem-solving issues while running his company. As the architect of the Toyota production system, he wanted to keep the lean product production process running as smoothly as possible. The Five Whys system played an important role in the basis of Toyota success.

Rather than allowing people in the boardroom to sit around and develop theories about why a particular problem might have happened, they had to investigate in person to determine why a particular problem occurred. They then continued investigating until they found the origin of the obstacle. This helped eliminate human error and take into account human factors, such as personal opinions that could color perceptions about what caused a problem without proper analysis. The Five Whys technique brings a more scientific approach to the discovery of an underlying cause.

This led to superior processes that allowed the business to continue to grow and expand. The Toyota organization uses this strategy today to overcome obstacles and identify the nature of the problem as it arises.

This strategy quickly became popular outside the Toyota company, with many companies picking it up in the 1970s. Businesses and professionals continue to adopt it to improve their problem-solving skills and internal processes.

What does the 5 Whys mean?

The Five Whys technique is the practice of asking five times why a problem or failure has occurred.

By continually asking “why” and investigating the obstacle, the team uncovers the root cause(s) of the problem. Rather than working at a surface level of what happened and coming up with a quick fix as a workaround, organizations employing this strategy improve their overall processes and prevent recurring problems.

This strategy can also help businesses uncover multiple causes of a problem. By repeatedly asking why, professionals might find that the problem resulted from multiple core causes. They can then take an appropriate multifaceted approach to find a solution.

When should you use a 5 Whys analysis?

The Five Whys methodology can help you professionally in various situations. For example, many people find it helpful when:

• Trying to improve the quality of their products or services
• Problem-solving to find solutions to dilemmas, such as why a particular inefficiency exists or why projects are going over budget
• Troubleshooting to find the cause of problems, such as why a team completed software updates late or why sales have decreased

The Five Whys strategy often works best when used to solve simple or moderately difficult problems. It does not have the intricacy of other problem-solving strategies, and this strategy may not work as well with extremely complex problems. But it is effective in helping professionals better understand the root causes of issues and take a first step in problem-solving.

How do you complete a 5 Whys analysis?

Completing a quality Five Whys analysis requires carefully walking through seven main steps. These steps will keep the team working efficiently while uncovering the sources of their struggles.

Assemble a group of team members.

First, bring together a team of professionals who are familiar with the issue. Include people from across different departments that might impact the problem. Each team member will have a different perspective and fresh ideas that can help the team better uncover the root cause of a problem.

Select a leader.

To keep the team motivated and moving forward, select a leader who will organize the group. Having a leader will ensure that the team continues to work their way through the Five Whys strategy and properly evaluate each question.

The leader should focus more on their role as a facilitator. All team members should feel the freedom and flexibility to speak their thoughts about the dilemma and what might have caused the problem.

Write down the problem on a whiteboard or paper.

Next, the team should record their problem statement to ensure everyone is on the same page. Taking notes as they progress through the evaluation levels will keep thoughts and ideas organized. It will also help the group appropriately implement the changes that need to happen to prevent the problem from recurring.

Ask the first “why.”

Now, the group needs to articulate the question they want to solve and answer their first “why.” For example, if they want to know why a software update occurred late, they will pose a question, such as, “Why did this software update occur behind schedule?” The team will then want to brainstorm their answer to this question and record their notes.

Ask “why” four more times.

Following this first ask, the team needs to follow up with four more rounds of “whys.” Once the team has answered the first question, they need to ask why that particular event occurred. Repeat this three more times to arrive at the fifth “why.”

Determine the root cause of the problem.

Once the team has gone through the five stages of “why,” they need to articulate what they understand to be the root cause of the problem. Look at the final answer derived from this process and use that to begin articulating the cause and effect that resulted in the original problem. The group can then begin brainstorming ideas for solving this problem.

Assign responsibilities for solutions.

Armed with information about the root cause of the problem and the chain of events that occurred, the team should begin articulating solutions to the problem. Assign responsibilities to different team members to prevent the problem from reoccurring. Record the corrective actions assigned to different team members and their jobs to improve business function.

Share the analysis results.

Finally, the team should share with the larger department or company the outcome of their analysis. Describe the answers to the questions found, the believed root cause, and the solutions articulated. As the group moves forward, watch for progress and continuous improvement and see if the solution does its job of alleviating the chain of events that led to the initial obstacle.

What are examples of the 5 Whys technique?

Sometimes, the easiest way to understand the application and possibilities of the Five Whys strategy is to go through a few examples. Here are three situations where businesses might use this strategy to better ascertain the root cause of their problems.

Low sales numbers.

One opportunity to use the Five Whys process is if a business looks at its sales numbers and realizes they have declined over the past quarter. Comprised of marketing, sales, and customer service personnel, the team might go through the analysis like this:

• Why have our sales numbers decreased? We have experienced an increase in complaints about the product, which has led to fewer recommendations, repeat purchases, and upsells, along with more negative reviews online.
• Why have our customers begun to complain more about the product? Our software has seen more bugs and technical issues, which led to more customer service calls and frustration.
• Why have there been more bugs? The product team and research and development department have a significant percentage of new employees and lack the experience and know-how to reach the level of capability that customers want.
• Why do these departments have so many new employees? We had high turnover in the past 18 months.
• Why did we have such a high turnover? We offered benefits packages that were significantly smaller than the competition and lost some of our best developers.

In this situation, the team recognizes the importance of valuing employees and creating a desirable work situation to build loyalty. Quality employees produce quality customer experience. They can develop an action plan to better train new hires and improve their benefits packages to ensure they attract and retain the top talent.

Failing to produce ordered products on time.

Another opportunity for a Five Whys analysis might arise if a manufacturer does not finish filling orders for companies who paid for their products.

• Why did we fall behind in filling these orders? We completed the orders behind schedule due to a backlog earlier in the month.
• Why was there a backlog earlier in the month? The backlog arose because the machine’s belt stopped working for a full week, and we could not complete orders in that time.
• Why did the belt stop working? The motor for the belt was overdue for maintenance servicing, and it could not maintain the level of work.
• Why was the machine behind on servicing? Due to consistently high demand, no one wanted to shut down the machine for the few hours it would take to service it.
• Why did no one schedule time to shut down this machine for maintenance? The manager overseeing this machine did not want to risk a small delay in production to stay on top of the maintenance.

This team discovered that the desire to avoid a small delay in production to perform routine maintenance resulted in a large delay to fix the machine, causing missed deadlines. This team should develop an action plan to enforce regular maintenance and investigate slower times to schedule the maintenance. They will also need to make sure no manager gets penalized for missing quotas when they take the time to maintain their machines.

Teams regularly missing product deadlines.

Businesses might also encounter situations where their teams fail to meet project deadlines. This can delay deliverables to clients or otherwise disrupt the rest of the organization. To solve the problem, a team might ask questions such as:

• Why did the team miss this deadline? The team completed their project behind schedule because different team members completed their parts of the project late.
• Why were different team members completing their parts of the project late? The team members completed their parts of the project late because they had gaps in responsibilities that they did not find until the deadline.
• Why were there gaps in responsibilities? The team members were assigned tasks but otherwise communicated very little, so they did not realize that no one was handling important parts of the project.
• Why were team members not communicating? The team culture was virtually nonexistent, and the group functioned more as a single leader who divided up tasks with little discussion between team members.
• Why did the team lack a cohesive culture? The team lacked a cohesive culture that encouraged cooperation because they were not encouraged to engage or ask questions, which led to guessing and feelings of individualism.

This team might focus on the importance of doing a better job of building team culture through regular meetings, encouraging discussions and asking questions, and nurturing leaders who guide others by example and welcome outside-the-box thinking.

Let the 5 Whys help you with workplace problem-solving.

Project management professionals who oversee deliverables will find that using the Five Whys analysis can greatly enhance their effectiveness at work. This simple technique can help them understand the root cause(s) of problems and inefficiencies so that they can course correct and continually improve their performance. Managers who take these principles to heart—asking questions to find the real cause of problems and obstacles—will find it easier to adapt and thrive.