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Don't ask WHY

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We use „5 times why“ for root cause analysis. Maybe this is a mistake!
Why? 😉
Let’s explore…

Published in: Leadership & Management
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Don't ask WHY

  1. 1. www.LERNZONE.com © Tilo Schwarz - all rights reserved. You are welcome to copy or use this document non-commercially with an indication of source on each page. LernzoneLeading Change - Change Leadership
 „We need leadership that plants orange trees, not management that quenches the last juice from picked oranges.“ NoWhy v1.2 Tips&Tricks for the Kata Coach No Why! Why using why-questions might not be a good idea.
  2. 2. © Tilo Schwarz, feel free to use this slide with an indication of source. www.LERNZONE.com NoWhy v1.2 2 In the lean community we have trained people to ask „5 times why“ as a technique for root cause analysis. Maybe this was a mistake! Why? 😉 Let’s explore…
  3. 3. © Tilo Schwarz, feel free to use this slide with an indication of source. www.LERNZONE.com NoWhy v1.2 3 Yes, „the 5 why“ where introduced by Taiichi Ohno as a method for root cause analysis… But are we really able to use them in the Toyota-Way? Some thoughts to consider…
  4. 4. © Tilo Schwarz, feel free to use this slide with an indication of source. www.LERNZONE.com NoWhy v1.2 The Kata Coach intends to improve the Learners systematic problem solving ability by training him in using the Improvement Kata. 4 An important thing to learn with the Improvement Kata is root cause orientation. Then, of course, the Coach should ask 5 times why. Well, let’s think again…
  5. 5. © Tilo Schwarz, feel free to use this slide with an indication of source. www.LERNZONE.com NoWhy v1.2 We use the Improvement Kata to reach a Target- Condition in the unknown zone. Therefore we have to find our current threshold of knowledge. This is the point where we must conduct the next experiment. Going beyond this line by guessing is very risk and will eventually lead to failure. 5 head and brain by Patrick J. Lynch Next Target- Condition? Threshold of knowledge known unknownWe

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