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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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How to use 5 whys for root cause analysis with examples.

October 24, 2024

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For some companies, quality issues account for up to  40% of operational costs . That’s like setting fire to nearly half your budget!

What if you could spot these problems early on?

Enter the 5 Whys technique—a problem-solving technique born in the halls of Toyota Motor Corporation.

In the 1930s, founder Sakichi Toyoda revolutionized their approach to persistent production issues. Instead of quick fixes, he championed a method of repeatedly asking “Why?”—five times , specifically—to get to the heart of each problem.

The 5 Whys method was later integrated into Six Sigma methodologies—a set of techniques that reduce defects and improve quality in production processes. Today, it is widely adopted across various industries, from automotive to healthcare.

With this guide on using 5 Whys, you’re all set to become your company’s in-house root cause analysis expert. Let’s get started!

Understanding the 5 Whys Method

How to implement the 5 whys methodology, the 5 whys examples in different sectors, make the 5 whys part of your toolkit with clickup.

In problem-solving, uncovering an issue’s underlying cause or root cause is essential for implementing effective and lasting solutions. 

The 5 Whys technique offers a straightforward and powerful approach to examining problems. It involves repeatedly asking ‘Why?’ until the underlying cause is identified.

What is the 5 Whys method?

Five Whys (or 5 Whys) has been defined as an ‘iterative interrogative technique used to investigate the cause-and-effect dynamics that contribute to a specific issue.’

This technique is a five-step journey into the heart of a problem , a little like peeling an onion. By repeatedly asking “Why?” teams can peel back the layers of symptoms to uncover the underlying root cause.

The framework provides a structured approach to problem-solving where each answer becomes a stepping stone toward a deeper understanding that eventually uncovers the true source of the issue.

Importance of 5 Whys in root cause analysis and problem-solving

The 5 Whys technique plays a crucial role in root cause analysis (RCA) by enabling organizations to:

• Instill a culture of inquiry : It encourages teams to question existing processes and assumptions, leading to continuous improvement
• Identify underlying issues : It helps uncover hidden problems that might not be immediately apparent
• Refine processes : By addressing root causes, companies can improve their processes to prevent future issues
• Enhance decision-making : It promotes data-driven decision-making by basing solutions on fundamental causes rather than symptoms
• Improve project controls : It enhances project controls by uncovering the root causes of deviations, enabling more effective corrective actions

Implementing the 5 Whys methodology is straightforward and can yield powerful insights. Here’s a systematic step-by-step guide on how to implement the 5 Whys:

📌 Step 1: Define the problem: Clearly state the problem you want to solve. Be specific and avoid vague or generic descriptions.

📌 Step 2: Start asking why: Ask “why?” five times, building upon each answer to delve deeper into the root causes of the problem. Each “why” should lead to a more fundamental level of understanding.

📌 Step 3: Find the root cause of the issue: After asking “Why?” repeatedly, analyze the answers to identify the underlying cause of the problem. This may require further discussion and analysis.

📌 Step 4: Implement the solution: Develop and implement a solution that addresses the root cause of the problem. Ensure that the solution is effective and sustainable.

📌 Step 5: Evaluate the solution’s effectiveness and adjust as needed. This process will help resolve the problem, and the final solution will produce the desired results.

You can leverage powerful solutions to enhance your 5 Whys analysis process. 

Let’s see an example of the 5 Whys methodology in action:

Problem statement: A patient received the wrong medication during their hospital stay.

Applying the 5 Whys methodology :

1. Why did the patient receive the wrong medication?

The nurse did not complete the patient identification process correctly.

2. Why did the nurse not complete the patient identification?

The patient did not have a wristband for identification.

3. Why did the patient not have a wristband?

The wristband had been removed for a procedure and was not replaced afterward.

4. Why was the wristband not replaced?

The staff was unaware it needed to be put back on after the procedure.

5. Why were they unaware of this requirement?

There was no established protocol or training regarding the replacement of wristbands after procedures.

Identification of root cause and solution implementation

The root cause identified through this process is the lack of a protocol for replacing wristbands post-procedure. To resolve this issue, the hospital can implement a standardized procedure for ensuring that all patients have their identification wristbands replaced immediately after any medical intervention.

You’ve now seen the 5 Whys in action. Is there a simple, straightforward way to adopt it in your organization?

Applying 5 Whys using ClickUp

ClickUp is powerful project management software that provides various goal-setting and task management tools and features, as well as real-time collaboration features. It can be also used for detailed root cause analysis and process mapping .

Start by creating a dedicated space for your analyses in ClickUp Docs . Here, you can brainstorm, document each “Why,” and ensure everyone’s insights are captured and considered. Use rich-text formatting like blue or green banners to highlight different Whys and the conclusions or questions they led to.

You can also highlight text and add comments to seek clarification or provide feedback. If you’re doing your 5 Whys analysis in a dynamic brainstorming session, you can edit the document collaboratively in real time.

ClickUp’s Mind Maps offer a powerful visual tool to enhance your analysis.

This feature transforms your notes into a visual representation of the problem, enabling teams to understand the relationships between different factors more easily and identify patterns or recurring themes. 

As your analysis progresses, turn insights into action with ClickUp Tasks . These digital to-do lists, which function as individual action items, help you organize and track how the proposed solutions are being implemented in your work. 

You can assign them to team members, set due dates, and add comments to keep everyone updated on progress. 

This seamless integration of documentation and action ensures that the insights from your 5 Whys analysis translate into concrete steps going forward.

To make the 5 Whys process even more accessible, ClickUp offers specialized root cause analysis templates . These templates guide users through each process step, ensuring no critical aspects are overlooked.

ClickUp Root Cause Analysis Template

The ClickUp Root Cause Analysis Template provides a structured, comprehensive root cause analysis framework. It guides you through defining the problem, conducting the 5 Whys technique, and documenting corrective actions.

Here’s how you can use it:

• Use a shared ClickUp Doc to brainstorm and define the problem with your team
• Brainstorm with stakeholders to uncover root causes
• Use ClickUp Table View to analyze data related to the problem
• Once you’ve identified the root cause of the problem, start taking action

ClickUp 5 Whys Template

Specifically designed for the 5 Whys technique, the ClickUp 5 Whys Template guides you through each “Why” question. It allows for detailed notes and attachments at each step, ensuring a thorough problem exploration.

The ClickUp 5 Whys Template streamlines root cause analysis . This Whiteboard template enables you to:

• Create a ClickUp Task to define the problem 
• Use the ClickUp Board View to create a visual representation of your 5 Whys process
• Document your findings using ClickUp Docs
• Collaborate with stakeholders to identify root causes
• Take action and monitor progress

By integrating these ClickUp features into your 5 Whys methodology, you create a more organized, visual, and data-driven approach to identifying and addressing the root causes of problems across your organization. 

This comprehensive toolset ensures that your team can conduct thorough analyses and implement effective solutions efficiently conduct thorough analyses and implement effective solutions.

💡 Pro Tip: Need some inspiration? Here is a list of 5 Whys templates to help you get started. These templates serve as excellent examples for uncovering underlying causes.

Challenges of implementing the 5 Whys and overcoming them

While the 5 Whys is an effective tool, it is not without its challenges. Here are some common hurdles and strategies to overcome them:

Challenge 1: Stopping at symptoms instead of root causes

It’s easy to get caught in a loop of superficial solutions . Teams might think they’ve nailed the problem when they identify a symptom, but that’s often just the tip of the iceberg. 

For instance, a customer service team might blame increased complaints on staffing shortages and hire more people. However, if the real issue is poor training, the problem will persist. 

Solution: To avoid this trap, encourage your team to keep digging. Ask “Why?” repeatedly—even if you have to ask ‘why’ more than five times—until you unearth the root cause.

Challenge 2: Cognitive biases influencing the analysis

Our own biases can cloud our judgment. Preconceived notions can lead teams to overlook specific causes or jump to conclusions . For example, a manager who blames operators for equipment failures might miss underlying mechanical problems. 

Solution: To avoid this bias trap, assemble a diverse team with different viewpoints. Back up your “Why?” answers with data and evidence. A study by Harvard Business Review found that diverse teams are 35% more effective at problem-solving because they bring a more comprehensive range of perspectives to the table.

Challenge 3: Failing to involve the right stakeholders

A successful root-cause analysis depends on having all the pieces of the puzzle. If you leave out key stakeholders with firsthand knowledge of the problem, you risk getting a distorted or incomplete picture . 

For instance, analyzing a production issue without input from line workers might overlook crucial operational details.

Solution: Team members from all levels of the issue should be involved to ensure a comprehensive analysis. This will give you a more complete understanding of the problem. A report by McKinsey & Company found that projects involving cross-functional teams are 20% more successful.

Challenge 4: Stopping at a single root cause

Many problems are like tangled webs, often with more than one root cause. Teams might get excited when they find one underlying cause, but that doesn’t mean they’ve seen it all. 

Solution: Exploring multiple causes and addressing multiple root causes is essential.

Challenge 5: Not documenting the learnings

Knowledge is power, but only if you keep track of it. Without proper documentation, valuable insights from your 5 Whys analysis can be forgotten. And if you don’t follow up on the solutions , you may have to deal with the same problem repeatedly.

Solution: Implement a systematic approach to documenting your 5 Whys analyses. Use ClickUp Docs to create a centralized repository, such as a wiki, for all your problem-solving efforts. 

The 5 Whys technique is a simple and powerful tool that can be applied to various industries. It has proven effective in identifying root causes and implementing lasting solutions. 

Let’s explore real-world examples of how different sectors leverage the 5 Whys technique.

Lean manufacturing

Problem statement: A car manufacturer notices an increase in defective vehicles.

1. Why are so many of our vehicles involved in traffic accidents this winter?

The number of brakes failing to function has increased.

2. Why are the brakes failing to function this winter?

Because the viscosity of the brake fluid becomes too high in cold weather, it leads to a slower response when applying brakes.

3. Why is the viscosity too high this winter?

Because we changed our brake fuel vendor this year, and the brake fluid we are now receiving tends to thicken in cold weather.

4. Why did we change our brake fuel vendor?

Because the vendor was offering brake fluid at a lower price.

5. Why was the brake fluid of this vendor cheaper?

Because it was meant for warmer countries and lacked anti-coagulant.

Root cause: Cost-cutting decision to change vendors without thoroughly vetting the new product’s suitability for all operating conditions.

Solution: (a) Return to the earlier brake fluid vendor, (b) double-check technical specs for new vendors, and (c) ensure the production head is consulted before changing material vendors.

Resolving software bugs

Problem statement: Bug reports related to the flagship application software are causing incident management issues at the client end due to frequent system crashes during user login.

1. Why does the application crash during login?

Because it throws a null pointer exception.

2. Why is there a null pointer exception?

Because the user object is null.

3. Why is the user object null?                                                            

Because the database query returns no result.

4. Why does the database query return no result?                                                            

Because the user table is corrupted.

5. Why is the user table corrupted?                                                            

Because of an unexpected shutdown during a database update.

Root cause: Lack of robust database management practices to handle unexpected shutdowns and ensure data integrity.

Solution: Establish proper backup procedures and ensure database integrity checks after unexpected shutdowns.

Team problem-solving

Problem statement: A team’s project is consistently behind schedule.

1. Why is the project behind schedule?                                                                  

Because tasks are delayed.

2. Why are tasks delayed?                                                                                    

Because team members are missing deadlines this month.

3. Why are team members missing deadlines?                                                                  

Because they’re unclear about priorities.

4. Why are they unclear about priorities?                                                        

Because this month, the frequency of communication from the project management office has decreased.

5. Why is there reduced communication?                                                        

Because the project manager is overloaded with administrative tasks related to the financial year-end.

Root cause: Inadequate resource allocation, leading to the project manager being overwhelmed with non-project-related tasks, affecting team communication and prioritization.

Solution: Reassign administrative tasks to others so the project manager can focus on team communication and prioritization. Develop a standardized meeting agenda template in ClickUp and provide training on effective meeting management. Implement best practices for effective meeting participation .

Case studies: Practical applications of the 5 Whys

Consider the following case studies to understand better how the 5 Whys technique can be applied in practice: 

Case study 1: Toyota’s paint defects

Toyota, where the 5 Whys technique originated, famously used this method to solve a persistent paint defect issue in the Toyota production system.

Problem statement: Cars were leaving the paint shop with small blemishes that required costly rework.

1. Why were there blemishes on the cars?                                                              

Because dust was settling on the wet paint.

2. Why was dust settling on the paint?                                                                    

Because the air in the paint shop wasn’t clean enough.

3. Why wasn’t the air clean enough?                                                                     

Because the air filtration system wasn’t working effectively.

4. Why wasn’t the filtration system effective?                                                                     

Because the filters weren’t being changed regularly.

5. Why weren’t filters changed regularly?                                                                     

Because there was no system in place to track filter life and schedule changes.

Root cause: Lack of a systematic approach to air filtration maintenance in the paint shop.

Solution: Toyota implemented a regular filter change schedule and tracking system, significantly reducing paint defects and rework costs.

Case study 2: GitLab’s database outage analysis 

In 2017, GitLab faced a major database outage , leading to significant downtime and data loss.

Problem statement: GitLab.com went down due to a database glitch.

1. Why did GitLab.com go down?                                                                           

Because a directory in the production database was accidentally deleted.

2. Why was it deleted?                                                                                          

Because a sys admin ran a command that removed the data.

3. Why did the sys admin run that command?

They intended to remove replication lag by removing the database replica but targeted the wrong database.

4. Why did they succeed in deleting the production database?

Because of the lack of safeguards to protect against accidental deletion of critical production data.

5. Why were there no safeguards?                                                                                          

Because there were no approval-based internal controls to protect the production database from deletion.

Root cause: Insufficient operational safeguards and approval processes for critical database actions, combined with inadequate distinction between production and replica environments in the command interface.

Solution: GitLab improved its operational procedures by adding more safeguards and clear documentation and requiring approvals for critical actions.

Case study 3: Reducing downtime in Toyota manufacturing

Toyota aimed to solve frequent glitches in robot arms on the shop and production floor.

Problem statement: A robot arm stopped functioning on a production line.

1. Why did the robot stop?                                                                                           

The circuit has overloaded, causing a fuse to blow.

2. Why is the circuit overloaded?                                                                                         

The bearings were locked up because of insufficient lubrication.

3. Why was there insufficient lubrication on the bearings?

The oil pump on the robot does not circulate sufficient oil.  

4. Why does the pump not circulate sufficient oil?

The pump intake is clogged with metal shavings.

5. Why is the intake clogged with metal shavings?

Because there is no filter on the pump.  

Outcome: The manufacturer instituted strict maintenance protocols and accountability measures, which reduced defects by 30%.

These examples and case studies show that the 5 Whys technique is equally effective in different industries and scenarios. From manufacturing giants like Toyota and Bosch to tech leaders like GitLab and Google, systematically asking “Why?” helps organizations uncover root causes and implement lasting solutions.

The 5 Whys methodology showcases the power of simple yet profound questioning in problem-solving. By encouraging teams to delve deeper, this technique uncovers root causes, leading to more effective and lasting solutions across various sectors.

Now that you’ve seen how to use the 5 whys with examples, make it a point to experiment with the framework in your field. Whether tackling technical challenges or enhancing customer experiences, the simple act of asking “Why?” can yield powerful insights and transformative solutions.

Can’t wait to supercharge your problem-solving efforts? Sign up for ClickUp today and leverage powerful tools to conduct your 5 Whys analyses, driving continuous improvement in your organization.

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

Updated: May 16, 2023 by Lori Kinney

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

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

Overview: What are the 5 Whys? 

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

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

Here is the 5 Why technique in a nutshell:

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

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

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

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

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

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

3 benefits of the 5 Whys 

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

1. It is a simple yet powerful tool

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

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

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

3. Helps engage the people who deal with the problem   

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

Why are the 5 Whys important to understand? 

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

It encourages collaborative problem-solving

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

You want to focus on improvement, not blame  

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

Understand the importance of having support from leadership  

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

An example of the 5 Whys in use 

An example is in order.

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

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

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

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

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

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

Countermeasure: Turn on the lights at a later time.

3 best practices when thinking about the 5 Whys 

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

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

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

2. Focus on counter measures rather than solutions  

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

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

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

Frequently Asked Questions (FAQ) about the 5 Whys

Can i ask more than 5 whys  .

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

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

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

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

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

The 5 Whys wrapped up

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

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

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About the author.

Lori Kinney

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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Getting to the Root of a Problem Quickly

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.

Click here   to view a transcript of this video.

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 be more effective.

This simple 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. 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.

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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.

Try to move quickly from one question to the next, so that you have the full picture before you jump to any conclusions.

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.

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.

The important point is to stop asking "Why?" when you stop producing useful responses.

As you work through your chain of questions, you may find that someone has failed to take a necessary action. The great thing about 5 Whys is that it prompts you to go further than just assigning blame , and to ask why that happened. This often points to organizational issues or areas where processes need to be improved.

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.

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.

Infographic

You can see our infographic on the 5 Whys method here:

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Comments (77)

• Over a month ago BillT wrote Hi hunyakvera, Thanks for your observant feedback. Sakichi Toyoda died in October of 1930, and is the creator of the 5 Whys. Also, he is stated as the founder of Toyota as he challenged his son to start a business that applied the principles of Lean and the 5 Whys. His son Kiichiro first continued with the loom company, and then decided he could do the same for any company, primarily a car company that he called Toyota. BillT Mind Tools Team
• Over a month ago hunyakvera wrote Hi! Great article. However Sakichi Toyoda died in the year 1930, so i don't see how he could have developed this technique in the 1930s. Either 1930 in his last year of life, or the date is wrong. Also, he wasn't the founder of Toyota. His son was. However, he was the founder of Toyoda companies, but not Toyota
• Over a month ago Midgie wrote Hi MGlasscock, Welcome to the Club! Indeed this 5 Whys approach is a great technique to get to the bottom of things! It would be great to meet you so come on over to the Forums and introduce yourself. Also if you have any questions, just let us know and we will be happy to help. Midgie Mind Tools Team

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