6w2h problem solving

Mastering Problem Analysis with the 6W Methodology

Updated: March 24, 2024 by Ken Feldman

6W is a logical approach used in Lean Six Sigma projects in order to guarantee that a problem or topic under discussion is analyzed from all the relevant perspectives. In this article, we will present what the 6Ws are, explore variations on the concept, and describe its benefits and best practices.

Overview: What is 6W? 

The six Ws are:

Different authors will present them in a variety of sequences. The idea of asking six questions to analyze a project or problem came from a poem by the famous poet Rudyard Kipling. You will note that the original poem really mentioned 5Ws and a H. This is the more common approach rather than the 6Ws. 

The stanza associated with the technique is:

“I keep six honest serving-men (They taught me all I knew) Their names are What and Why and When And How and Where and Who.”

Since the 5W1H approach is the most widely used, we will describe and explain how that process works. As mentioned before, you can use a variety of sequences for the 5W1H depending on the situation. 

Here is one of them:

Image source: ingegneriaagileesnella .

In the context of problem-solving, you might use this sequence of questions:

• Who noticed the problem? 
• What is the problem? 
• When did the problem start?
• Where is the problem?
• Why did the problem occur?
• How should you fix the problem?

In the context of project management, you might try this approach:

• Who should do the required tasks?
• What, specifically, should they do?
• When should the tasks be complete?
• Where should the tasks be completed? 
• Why is this task required? 
• How should the task be completed? 

3 benefits of 6W 

Whether you choose to use the 6W or the 5W1H approach, you will benefit from the structured questioning.

Simple, complete and quick 

You don’t have to use any complex statistics or advanced methodologies to use this technique. Asking the questions and analyzing the answers will provide you a quick insight into how you should proceed to solve your problem. 

You can use the 5W1H approach to solve business problems as well as personal problems. It can be applied across an organization, in any function or department.  

Structured thinking 

The sequence of questions is logical and lets you break the problem down into manageable pieces. It also allows you to attack the problem from different perspectives. 

Why is 6W important to understand? 

Understanding the use of the multiple questions of either 6W or 5W1H will result in you delving deeper and more completely into your problem. 

Breaks the problem down

All problems have multiple dimensions. You will better understand your problem and how to fix it if you break it down into separate focuses: What is happening, where it is happening, why it is happening and how you can go about resolving the problem. 

Provides a stepwise approach 

The sequence of the 6W or 5W1H is not random. It’s a logical build. If you understand that, the questions will build upon themselves — so the How will make sense and be obvious to you.

Improves communication 

You will often want to use the 6W or 5W1H approach with a team of people. Since the questions and answers will be a shared experience, communication among the team will be enhanced and will lead to a more robust and better solution. 

An industry example of 6W 

A glass company was experiencing an increase in breakage of their glass panels. While there are many problem-solving approaches, such as the 5 Whys and fishbone diagram , they chose to start with a version of the 5W1H approach. 

Here’s what they did:

• What is happening? Increased glass breakage.
• Where is it happening? The line 4 laminating machine.
• When did the problem start? QC noticed a significant increase two weeks ago.
• Why is the problem happening? Upon investigation, it was concluded that the glass sheets had an increased occurrence of air bubbles, which weakened the glass when put under pressure.
• Who should deal with this? QC, line operators, engineering, and procurement.
• How will this be fixed? Incoming inspection will double its inspection rate, and procurement and engineering will visit the supplier to see if they can help them solve the problem of increased air bubbles in the glass.

3 best practices when thinking about 6W

The process of asking the questions is easy. Your challenge will be to stay on task and drill down on the questions to uncover the solution.

1. Fix the root cause not treat the symptom 

You should strive to come up with a long-term solution rather than a temporary band aid solution. 

2. Objective solution 

Rely on as much data as you can. The problem and eventual solution should be expressed quantitatively rather than subjectively. 

3. Explore multiple solutions 

Don’t jump at the first set of conclusions. Explore multiple improvement opportunities, and then pick the best — or synthesize among a number of your possible solutions. 

Frequently Asked Questions (FAQ) about 6W

What is 6w used for .

It’s a logical series of questions used to guarantee that a problem or topic under discussion is looked at from a number of different perspectives.  

What are the 6Ws? 

While the sequence may vary, the 6Ws are what, why, where, who, when, and which. 

What is the difference between 6W and 5W1H? 

The “which” in 6W is substituted for “how” in the 5W1H approach.

Let’s summarize 6W 

6W is a set of logical sequential questions that you ask when analyzing a problem. A similar approach, 5W1H, asks these serial questions culminating in the question, “How can you solve the problem?”

About the Author

Ken Feldman

5W2H Problem-Solving Method: Free Online Training

Provided By: Management and Strategy Institute

Table of Contents

Session 1: understanding the basics - introduction to problem-solving methodologies.

Welcome to the Management and Strategy Institute 5W2H Problem-Solving Method Training!  In this session, we will embark on a journey to explore the fundamental concepts of problem-solving and structured methodologies’ role in effectively addressing challenges.

Why Problem-Solving Matters:

Problem-solving is an integral part of our daily lives, both personally and professionally.  Whether it’s resolving conflicts, improving processes, or making critical decisions, we encounter problems regularly.

These problems come in all shapes and sizes, from simple puzzles to complex organizational issues.

Understanding how to approach and solve these problems is essential for personal growth and career development.  Effective problem-solving can increase productivity, improved decision-making, better relationships, and innovative solutions to long-standing challenges.

Common Challenges in Problem-Solving:

Before delving into structured methodologies, it’s crucial to recognize the common challenges we face when trying to solve problems:

• Complexity : Real-world problems are often multifaceted, involving numerous factors and stakeholders.  It’s easy to become overwhelmed by their intricacies.
• Biases : Cognitive biases , such as confirmation bias and anchoring, can cloud our judgment and lead us astray during problem-solving.
• Symptom-Focused : We tend to treat symptoms rather than address root causes, leading to temporary solutions that don’t address the underlying issues.

The Role of Structured Problem-Solving Methodologies:

Structured problem-solving methodologies provide a systematic approach to addressing challenges.  They offer a clear framework, step-by-step guidance, and tools to ensure that problems are thoroughly analyzed and solutions are based on evidence and data.

Examples of well-known structured methodologies include the Plan-Do-Check-Act (PDCA) cycle, the Define – Measure – Analyze – Improve – Control (DMAIC) framework, and the Eight Disciplines (8D) problem-solving process.

Structured approaches help break down complex problems into manageable steps and foster team collaboration, communication, and accountability.

Introduction to 5W2H:

In this training program, we will focus on the 5W2H problem-solving method.  But what exactly is 5W2H?

• 5W : Stands for “What, Who, Where, When, Why.” These questions are used to understand a problem’s context and scope thoroughly.
• 2H : Represents “How and How Much.” These questions dig deeper into the problem by examining the processes, actions, and quantities involved.

The 5W2H method helps us dissect problems effectively and ensures we leave no stone unturned when identifying root causes and developing solutions.

Before we conclude this section, let’s recap the key takeaways:

• Problem-solving is essential in both personal and professional contexts.
• Common challenges in problem-solving include complexity, biases, and symptom-focused approaches.
• Structured methodologies offer a systematic approach to problem-solving.

For those who want to take their learning a step further, we invite you to think of a real problem you’ve encountered recently and consider how the 5W2H method might be applied.

Thank you for joining us for this introductory session.  We look forward to exploring the 5W2H method and its practical applications in the sections ahead.  Get ready to enhance your problem-solving skills and make more informed decisions!

Session 2: Overview of the 5W2H Method: A Framework for Effective Problem-Solving

The 5W2H method is a systematic and structured approach to problem-solving and decision-making.  This technique provides a clear framework for analyzing issues, identifying root causes, and developing actionable solutions.

The name “5W2H” stands for seven critical questions: What, Who, Where, When, Why, How, and How Much.  By asking and answering these questions, individuals and teams can comprehensively understand a problem or situation and make informed decisions.

The Seven Questions of 5W2H:

• What: This question seeks to define the problem or issue at hand.  What is happening, or what is the nature of the challenge?  What are the symptoms or manifestations of the problem?
• Who: Understanding the individuals, teams, or stakeholders involved is essential.  Who is affected by the problem, and who plays a role in its resolution?  Identifying key players helps allocate responsibility and resources effectively.
• Where: The “where” question examines the location or context of the problem.  Where does the issue occur, and are there specific geographic or environmental factors contributing to it?
• When: Timing is crucial in problem-solving.  When did the problem first arise, and how has it evolved?  Understanding the timeline helps prioritize actions and responses.
• Why: This question delves into the root causes of the problem.  Why is the issue occurring, and what factors or events have led to its existence?  Identifying the underlying causes is central to finding practical solutions.
• How: Exploring the “how” question involves understanding the processes, actions, or mechanisms contributing to the problem.  How does the issue manifest, and how do various elements interact to create it?
• How Much: This question focuses on quantitative aspects.  How much of the problem exists, or to what extent does it impact different aspects of the organization or situation?  Quantifying the issue aids in prioritizing efforts and measuring improvements.

Key Features and Benefits of the 5W2H Method:

• Structured Approach: The 5W2H method provides a step-by-step framework for problem-solving, ensuring no crucial aspects are overlooked.
• Comprehensive Analysis: By addressing the seven questions, individuals and teams gain a holistic understanding of the problem’s scope, causes, and effects.
• Clarity: The method encourages clear and concise communication, making it easier for team members to collaborate and share insights.
• Effective Decision-Making: Informed decisions are based on a thorough problem analysis, leading to more precise and impactful solutions.
• Applicability: The 5W2H method can be applied in various contexts, from troubleshooting technical issues to addressing complex organizational challenges.
• Continuous Improvement: Once solutions are implemented, the method can be used to measure the effectiveness of actions and make further adjustments if necessary.

Applications of the 5W2H Method:

The 5W2H method can be applied in a wide range of settings, including:

• Quality control and process improvement
• Project management and planning
• Root cause analysis for accidents or incidents
• Marketing strategy development
• Conflict resolution and team problem-solving
• Identifying opportunities for innovation

In summary, the 5W2H method is valuable for problem-solving and decision-making.  By systematically addressing the seven critical questions, individuals and teams can gain a comprehensive understanding of problems, identify root causes, and develop effective solutions.  This method promotes clarity, collaboration, and continuous improvement, making it an essential skill for individuals in various personal and professional roles.

Session 3: Benefits and advantages of the 5W2H method

The benefits and advantages of the 5W2H method are far-reaching, providing individuals and organizations with a powerful tool for addressing challenges of all sizes and complexities.  From fostering clarity and communication to facilitating informed decision-making and problem prioritization, the 5W2H method is a versatile and indispensable asset in the problem-solving toolkit.

In this exploration of the benefits and advantages of the 5W2H method, we will delve into why this structured approach has gained widespread acclaim.  We will uncover how it promotes comprehensive understanding, enhances accountability, and drives continuous improvement.

Whether you’re a professional seeking to improve your decision-making skills or an organization striving for efficiency and effectiveness, understanding the merits of the 5W2H method is the first step towards harnessing its full potential.  Join us as we unlock the power of structured problem-solving and discover how 5W2H can become your ally in tackling challenges head-on.

• Systematic Approach to Problem-Solving:
• The 5W2H method provides a structured and systematic approach to problem-solving.  By following a set of well-defined questions, individuals and teams can methodically analyze complex issues, ensuring that no critical aspect is overlooked.
• Comprehensive Understanding:
• By addressing the seven key questions (What, Who, Where, When, Why, How, and How Much), the method encourages a comprehensive understanding of the problem or situation.  This thorough analysis helps identify both the symptoms and root causes of issues.
• Clarity and Communication:
• The 5W2H method promotes clear and concise communication within teams or among stakeholders.  When everyone is on the same page regarding the problem’s scope and details, it becomes easier to collaborate effectively and share insights.
• Informed Decision-Making:
• Informed decisions result from a deep and structured analysis of the problem.  The 5W2H method empowers decision-makers to base their choices on data and evidence, leading to more precise and impactful solutions.
• Problem Prioritization:
• By asking “How Much,” the method allows individuals to quantify the extent and impact of the problem.  This quantification helps prioritize actions and resources, focusing on the most critical issues first.
• Applicability in Various Contexts:
• The 5W2H method is versatile and can be applied across different domains and industries.  It is equally valuable in technical troubleshooting, project management, marketing strategy development, root cause analysis, conflict resolution, and more.
• Continuous Improvement:
• Once solutions are implemented, the 5W2H method can be used to measure the effectiveness of actions.  If the problem persists or new issues arise, the method can be revisited to make further adjustments and improvements.
• Facilitation of Root Cause Analysis:
• Identifying the root causes of problems is a critical step in problem-solving.  The “Why” question in 5W2H focuses on uncovering these underlying factors, helping organizations address issues at their source rather than merely treating symptoms.
• Time and Resource Efficiency:
• By following a structured approach, organizations can save time and resources that might otherwise be wasted on trial-and-error solutions.  The 5W2H method encourages efficient problem-solving by guiding efforts in the right direction.
• Enhanced Accountability: – The method allocates responsibility and accountability by identifying the “Who” involved in the problem. This ensures that individuals or teams are accountable for specific actions and outcomes.
• Problem Prevention: – By understanding the “When” and “Why” aspects of problems, organizations can work proactively to prevent issues from occurring in the future.  This shift towards prevention can lead to long-term sustainability and reduced crisis management.

The 5W2H method offers numerous benefits and advantages for individuals and organizations seeking to improve their problem-solving and decision-making processes.  Its structured approach, comprehensive analysis, and versatility make it a valuable tool for tackling a wide range of challenges effectively and efficiently.

Session 4: The 5W2H Method: A Deep Dive into Each "W"

The 5W2H method is a systematic approach to problem-solving and decision-making that revolves around seven critical questions: What, Who, Where, When, Why, How, and How Much.  In this section, we will take a comprehensive look at each ” W ” question and explore their significance in the problem-solving process.

1. What: Defining the Problem

The first “W” stands for “What.” This question seeks to define the problem or issue at hand.  What is happening, or what is the nature of the challenge?  This is the starting point for any problem-solving endeavor, as it sets the stage for understanding the scope of the problem.  By clearly defining the “What,” individuals and teams can avoid confusion and ensure everyone is on the same page.

2. Who: Identifying the Stakeholders

The second “W” is “Who.” Understanding the individuals, teams, or stakeholders involved is essential.  Who is affected by the problem, and who plays a role in its resolution?  Identifying key players helps allocate responsibility and resources effectively.  It also facilitates communication and collaboration among team members, as everyone knows their part in the solution.

3. Where: Examining the Context

The third “W” represents “Where.” This question examines the location or context of the problem.  Where does the issue occur, and are specific geographic or environmental factors contributing to it?  Understanding the spatial and situational aspects of the problem can reveal crucial insights, particularly in cases where location plays a significant role.

4. When: Timing Is Key

Timing is crucial in problem-solving, and that’s where the fourth “W,” “When,” comes into play.  When did the problem first arise, and how has it evolved?  Understanding the timeline helps prioritize actions and responses.  It also enables individuals and organizations to assess whether the issue is an isolated incident or a recurring problem.

5. Why: Uncovering Root Causes

The fifth “W,” “Why,” is perhaps the most critical.  This question delves into the root causes of the problem.  Why is the issue occurring, and what factors or events have led to its existence?  Identifying the underlying causes is central to finding effective solutions.  It shifts the focus from treating symptoms to addressing the fundamental issues that give rise to the problem.

6. How: Understanding Processes and Mechanisms

“How” is the sixth “W” in the 5W2H method.  This question delves into understanding the processes, actions, or mechanisms contributing to the problem.  How does the issue manifest, and how do various elements interact to create it?  Analyzing the “How” provides insights into the mechanics of the problem, helping individuals and teams pinpoint areas for intervention.

7. How Much: Quantifying the Impact

The final “W,” “How Much,” focuses on quantitative aspects.  How much of the problem exists, or to what extent does it impact different aspects of the organization or situation?  Quantifying the issue aids in prioritizing efforts and measuring improvements.  It provides a basis for setting goals and benchmarks for the solution.

Each ” W ” question in the 5W2H method plays a crucial role in the problem-solving process.  Together, they form a comprehensive framework for understanding and dissecting challenges effectively.  By asking and answering these questions, individuals and teams gain a holistic perspective, from defining the problem’s scope to uncovering its root causes, all while fostering clear communication and informed decision-making.

Whether you’re troubleshooting a technical issue, optimizing a business process, or addressing a complex organizational challenge, the 5W2H method equips you with the tools to approach problems confidently and precisely.

Session 5: How to Formulate Relevant Questions for Effective Problem-Solving

Formulating relevant questions is a fundamental skill in problem-solving and decision-making.  In the context of the 5W2H method (What, Who, Where, When, Why, How, How Much), crafting well-thought-out questions is essential for gaining a deeper understanding of issues and ultimately arriving at effective solutions.  In this section, we’ll explore some guidelines and strategies for formulating relevant questions for your problem-solving endeavors.

Start with the Basics:

Begin by considering the basic “W” questions:

• What: What is the problem or issue you are trying to address?  Define the problem clearly and concisely.  Make sure your question encompasses the essence of the problem.
• Who: Who is involved or affected by the problem?  Identify the key stakeholders and individuals relevant to the issue.
• Where: Where does the problem occur?  Determine the location or context in which the problem is most prominent.
• When: When did the problem first arise, and how has it evolved over time?  Understand the timeline and any relevant historical context.

Dig Deeper with "Why" and "How" Questions:

• Why: To uncover the root causes of the problem, ask “Why” repeatedly.  This technique, often referred to as the “5 Whys,” involves asking “Why” multiple times to peel back the layers of causation.  For example, if the problem is a decrease in product quality, ask, “Why did the quality decrease?” and continue probing until you reach the underlying issues.
• How: To understand the mechanisms and processes contributing to the problem, ask “How.” This question explores the actions and interactions that lead to the issue.  For instance, if you’re dealing with a decrease in sales, ask, “How do our sales processes work, and where are they breaking down?”

Be Specific and Precise:

Relevance often hinges on specificity.  Avoid vague or ambiguous questions.  Instead, aim for precision.  Instead of asking, “Who is responsible for this issue?” ask, “Which department or individual owns the process related to this problem?”

Consider Multiple Perspectives:

Take into account different viewpoints and angles when formulating questions.  Consider the perspectives of various stakeholders, as they may offer unique insights.  For instance, when addressing a customer service issue, ask questions from the perspectives of both customers and customer service representatives.

Stay Open-Minded:

Don’t limit your questions to preconceived notions.  Maintain an open mind and allow the questions to guide your exploration.  Sometimes, unexpected questions can lead to breakthroughs in problem-solving.

Prioritize Key Questions:

Recognize that not all questions are equally important.  Prioritize your questions based on their relevance and potential impact to the problem.  Identify the “must-answer” questions that will provide the most critical insights.

Test Your Questions:

Before fully committing to a set of questions, test them with colleagues or team members.  Get feedback on whether the questions adequately address the problem and if they are clear and understandable.

Adapt and Iterate:

Problem-solving is often an iterative process .  As you gather information and insights, be prepared to adapt and refine your questions.  New information may lead to the formulation of additional questions or the modification of existing ones.

Effective problem-solving begins with asking the right questions.  By following these guidelines and strategies for formulating relevant questions, you can embark on a structured and insightful journey toward understanding complex issues, uncovering root causes, and ultimately arriving at well-informed and impactful solutions.  Remember that the art of asking relevant questions is a skill that improves with practice and experience, so don’t hesitate to apply it in your personal and professional problem-solving endeavors.

Session 6: The 2Hs - How and How Much: A Deeper Dive into "How" and "How Much" in the 5W2H Method

While the first five “Ws” help define the problem, its context, and its root causes, the last two “Hs” – How and How Much – are instrumental in diving deeper into the mechanics and quantifiable aspects of the problem.  In this section, we’ll explore the significance of “How” and “How Much” and how they contribute to a comprehensive problem-solving process.

Understanding "How":

The sixth “W,” “How,” delves into the processes, mechanisms, actions, and interactions that contribute to the problem.  This question seeks to uncover how the problem manifests and operates.  By understanding the “How,” individuals and teams gain insights into the dynamics at play and can pinpoint specific areas where interventions may be necessary.

Consider the following examples:

• Technical Troubleshooting: When addressing a technical issue, understanding “How” it occurs requires a detailed examination of the equipment, software, or systems involved.  It entails dissecting the steps and conditions leading to the problem’s occurrence.
• Process Improvement: In process improvement efforts, asking “How” helps identify bottlenecks, inefficiencies, or workflow breakdowns.  It encourages a step-by-step analysis of the current process to determine areas for optimization.
• Organizational Conflict Resolution: When dealing with conflicts within a team or organization, asking “How” explores communication dynamics, power structures, and interpersonal relationships.  It aids in understanding the underlying mechanisms contributing to the conflict.

Asking “How” can be a powerful tool for problem-solving, as it encourages a detailed and systematic examination of the problem’s inner workings.  It provides a foundation for designing targeted solutions and process improvements.

Exploring "How Much":

The seventh “W,” “How Much,” focuses on quantifiable aspects of the problem.  This question seeks to determine the extent and impact of the issue in terms of numbers, quantities, or measurements.  Quantification is essential for prioritizing actions and resources, setting benchmarks, and measuring the effectiveness of solutions.

Examples of “How Much” questions include:

• Financial Analysis: In financial problem-solving, understanding “How Much” involves quantifying losses, expenses, or revenue impacts.  It may also involve calculating return on investment (ROI) for potential solutions.
• Quality Control: When addressing quality issues, asking “How Much” may involve measuring defect rates, error frequencies, or customer complaints.  Quantifying the problem helps in setting quality improvement goals.
• Resource Allocation: In project management, understanding “How Much” can determine resource allocation, such as the number of team members needed, the time required, and the budget constraints.

Quantification through “How Much” questions provides a basis for decision-making.  It helps individuals and organizations allocate resources effectively, set realistic goals, and evaluate the progress and impact of implemented solutions.

The Synergy of "How" and "How Much":

“How” and “How Much” questions work in tandem to provide a holistic view of a problem.  While “How” uncovers the processes and mechanisms, “How Much” quantifies the problem’s scope and impact.  Together, they offer a complete understanding, from the internal dynamics to the external consequences of the issue.

In conclusion, the 2Hs – How and How Much – in the 5W2H method are integral components of effective problem-solving.  They allow individuals and teams to delve deep into the mechanics of a problem and quantify its significance.  By asking these questions, you can gain a more nuanced understanding of the challenges you face and develop targeted and measurable solutions.

Whether you’re troubleshooting technical issues, optimizing processes, or making data-driven decisions, the 2Hs enhance your problem-solving toolkit and empower you to tackle complex issues precisely.

Session 7: Crafting Meaningful "H" Questions: A Guide to Asking Effective "How" and "How Much" Questions

In the 5W2H problem-solving method, the final two “H” questions, “How” and “How Much,” play a pivotal role in gaining deeper insights and quantifying various aspects of a problem.  Crafting meaningful “H” questions is an essential skill that enhances your problem-solving capabilities and helps you identify the mechanics and quantifiable elements of the issue.  In this section, we’ll explore how to formulate effective “How” and “How Much” questions that drive your problem-solving process forward.

How to Formulate "How" Questions:

Be Specific: When crafting “How” questions, precision is key.  Aim for specific, actionable inquiries that delve into the processes, actions, or mechanisms underlying the problem.  For example:

• Instead of asking, “How is productivity affected?” ask, “How do interruptions during work hours impact productivity?”
• Rather than “How does customer satisfaction decline?” inquire, “How do response times to customer inquiries affect satisfaction?”

Consider Sequencing: “How” questions can often be sequenced to dig deeper into a problem’s layers.  Use the “5 Whys” technique, repeatedly asking “How” to explore causation and uncover root causes.  For instance:

• Start with, “How did the product defect occur?”
• Follow with, “How did the quality control process miss this defect?”
• Continue with, “How were the quality control procedures designed, and what steps were overlooked?”

Involve Stakeholders: Include input from relevant stakeholders when formulating “How” questions.  Different perspectives can shed light on various aspects of a problem and ensure a more comprehensive analysis.

How to Formulate "How Much" Questions:

Define the Metrics: For “How Much” questions, defining the metrics or units of measurement is crucial.  This ensures clarity and consistency in quantifying the problem.  For instance:

• Instead of asking, “How much money are we losing?” specify, “How much revenue have we lost in the past quarter?”
• Rather than, “How much time is wasted on this process?” inquire, “How many labor hours are expended on this process each week?”

Establish Baselines: Before asking “How Much” questions, establish baselines or benchmarks against which you can measure the impact of the problem and the effectiveness of solutions.  This enables data-driven decision-making and progress tracking.

Consider Relative Measures: Sometimes, “How Much” questions benefit from relative measures.  Compare current figures to historical data, industry standards, or competitors to assess the issue’s significance.  For example:

• Ask, “How much longer does it take us to respond to customer inquiries compared to industry averages?”
• Inquire, “How much more energy is consumed by this manufacturing process compared to our more efficient competitors?”

Seek Expertise: If you are unsure about the appropriate metrics or units for quantifying the problem, consult with subject matter experts or data analysts who can provide valuable insights.

Combine "How" and "How Much":

To comprehensively understand a problem, consider combining “How” and “How Much” questions.  For example:

• Ask, “How does the manufacturing process affect product quality, and how much does it cost to rectify defects?”
• Inquire, “How do communication breakdowns impact project timelines, and how much extra labor is required to catch up?”

Crafting meaningful “H” questions – “How” and “How Much” – is an art that requires precision, consideration of metrics, and collaboration with stakeholders.  These questions are invaluable tools for dissecting complex issues, uncovering root causes, and quantifying the scope and impact of problems.  By incorporating well-crafted “H” questions into your problem-solving process, you can enhance your ability to make data-driven decisions and develop targeted solutions that address the core issues effectively.

Session 8: Case Study: Analyzing Use Cases Using the 5W2H Method

Click image to download .pdf informational flyer

Effective problem-solving and decision-making often hinge on a thorough understanding of the problem.

In complex scenarios, gathering all the necessary information systematically can be challenging.

This is where the 5W2H method (What, Who, Where, When, Why, How, How Much) comes into play.

This case study will explore how the 5W2H method can be applied to analyze use cases, helping businesses and individuals make informed decisions and optimize their processes.

Case Study: Improving Customer Support Services

Background:

A multinational e-commerce company has been experiencing a rise in customer complaints related to the customer support services provided.  Customer satisfaction scores have dipped, and the company is keen on identifying the underlying issues and optimizing its customer support operations.

1. What - Defining the Problem:

What is the problem?  The problem is a decrease in customer satisfaction scores and an increase in customer complaints regarding customer support services.

2. Who - Identifying Stakeholders:

Who are the stakeholders?  The stakeholders include the customer support team, customers, management, and the technical team responsible for the support tools.

3. Where - Examining the Context:

Where is the issue occurring?  The problem primarily happens within the customer support department, but its effects are felt across the organization.

4. When - Timing of the Problem:

When did the problem first arise?  The problem started becoming noticeable three months ago and has been steadily worsening.

5. Why - Uncovering Root Causes:

Why is customer satisfaction declining?  There could be several root causes, including long response times, inadequate training of support agents, technical issues with support tools, and inconsistent customer communication.

6. How - Understanding Processes and Mechanisms:

How are support requests handled?  The current process involves customers submitting support tickets assigned to support agents.  The agents then respond to the tickets, and a back-and-forth communication occurs until the issue is resolved.

7. How Much - Quantifying the Impact:

How much has customer satisfaction declined, and how many complaints have been received?  Customer satisfaction scores have dropped by 15%, and complaints have doubled over the past three months.

Analysis and Recommendations:

• Address Response Times (How): One of the major issues is the time it takes to respond to customer inquiries. Implementing a system to prioritize urgent inquiries and setting response time targets can improve the situation.
• Enhance Agent Training (How): Invest in additional training for support agents to improve their product knowledge and communication skills. This can lead to quicker issue resolution and higher customer satisfaction.
• Technical Tools Assessment (How): The technical team should investigate any potential issues with the support tools. Ensure that they are functioning optimally to prevent delays and errors.
• Communication (Why): Analyze the communication process between support agents and customers to identify bottlenecks or inconsistencies. Streamline the communication process for efficiency.
• Monitoring and Feedback (How Much): Continuously monitor customer satisfaction scores and track the number of complaints.  Set targets for improvement and regularly gather feedback from customers to gauge progress.

Conclusion:

This case study demonstrates how the 5W2H method can be effectively applied to analyze complex use cases.  By systematically addressing the seven key questions, businesses and individuals can gain a comprehensive understanding of the problem, identify root causes, and develop targeted solutions.  Whether you’re optimizing customer support services, streamlining processes, or making data-driven decisions, the 5W2H method equips you with the tools to approach challenges with precision and achieve meaningful improvements.

Session 9: Identifying Root Causes and Contributing Factors: A Comprehensive Approach

Effective problem-solving requires going beyond surface-level analysis and uncovering the underlying causes and contributing factors that give rise to issues.  Identifying root causes and contributing factors is crucial in addressing problems at their source, preventing recurrences, and implementing lasting solutions.  This section will explore a systematic approach to uncovering these critical elements in problem-solving.

Begin with the Problem:

Start by clearly defining the problem or issue you wish to address.  Understand its symptoms, manifestations, and any immediate causes that may be apparent.  This is the foundation for your investigation into root causes and contributing factors.

Ask the “Why” Question:

The “Why” question is a powerful tool for delving deeper into the problem.  Ask “Why did this problem occur?” repeatedly to peel back the layers of causation.  As discussed, this approach encourages you to dig beyond surface explanations and uncover root causes.

Use Fishbone Diagrams (Ishikawa Diagrams):

A Fishbone diagram, also known as an Ishikawa diagram , is a visual tool that helps identify potential root causes and contributing factors.  Start with the problem statement as the “fish’s head” and draw “bones” representing categories of factors that could lead to the problem.  Then, brainstorm specific factors within each category.

Categories often include People, Processes, Equipment, Materials, Environment, and Management.  Analyzing each category systematically can reveal hidden causes.

Conduct Root Cause Analysis (RCA):

Root Cause Analysis is a structured method for identifying the root causes of a problem.  Techniques like the “5 Whys,” Fault Tree Analysis, and Failure Mode and Effects Analysis (FMEA) can help you pinpoint the underlying issues.  RCA involves collecting data, analyzing trends, and considering the historical context of the problem.

Utilize Data and Metrics:

Data-driven analysis is essential in identifying root causes and contributing factors.  Collect and analyze relevant data and metrics related to the problem.  This data can highlight patterns, anomalies, and correlations that may lead to root causes.

Consider Contributing Factors:

While root causes are the primary culprits behind a problem, contributing factors are conditions or elements that facilitate the occurrence of the problem or exacerbate its effects.  Identify these factors, as addressing them can prevent the problem’s recurrence.

Collaborate and Seek Diverse Perspectives:

Involve cross-functional teams and individuals with diverse expertise in your analysis.  Different perspectives can uncover nuances and insights that a single perspective might miss.

Document Your Findings:

Keep thorough investigation records, including the identified root causes and contributing factors.  Clear documentation aids in communication and serves as a reference for implementing solutions.

Prioritize and Implement Solutions:

Once you’ve identified the root causes and contributing factors, prioritize them based on their impact and feasibility of addressing them.  Develop and implement targeted solutions to mitigate or eliminate these elements.

Monitor and Evaluate:

Continuously monitor the effectiveness of your solutions and evaluate whether they have successfully addressed the root causes and contributing factors.  Adjust your strategies if necessary.

Identifying root causes and contributing factors is a vital aspect of effective problem-solving.  It requires a systematic and thorough approach, combining techniques like the “5 Whys,” Fishbone diagrams, Root Cause Analysis, data analysis, and collaboration.  By uncovering the underlying issues and addressing them comprehensively, you can resolve immediate problems, prevent their recurrence, and improve overall processes and outcomes.

Session 10: Generating Actionable Solutions Based on Analysis: Turning Insights into Results

Problem-solving doesn’t end with the identification of issues or the analysis of root causes.  It reaches its pinnacle when actionable solutions are crafted, implemented, and proven effective.  In this section, we’ll explore the crucial phase of generating actionable solutions based on thorough analysis, ensuring that insights are translated into tangible results.

Understanding the Problem:

Before generating solutions, a deep understanding of the problem is essential.  This involves knowing its symptoms and root causes and grasping its broader context and impact.  Consider all aspects, from the who, what, when, where, why, and how, as well as the extent of the issue (how much).  Clarity at this stage sets the foundation for effective solutions.

Brainstorming and Ideation:

Once the problem is well-defined, engage in a brainstorming and ideation process.  Encourage diverse perspectives, creativity, and out-of-the-box thinking.  Generate a wide range of potential solutions without prematurely dismissing any ideas.  Quantity often precedes quality in this stage.

Prioritization and Selection:

Not all solutions are created equal.  Prioritize potential solutions based on their feasibility, potential impact, and alignment with your goals and resources.  Consider short-term and long-term solutions and the anticipated costs and benefits associated with each option.

Root Cause Addressing:

Effective solutions address root causes rather than merely treating symptoms.  Ensure your chosen solutions target the core issues identified during the analysis phase.  This strategic focus leads to sustainable results.

Data-Driven Decision-Making:

Leverage data and metrics to inform your decision-making process.  Quantify the problem and its impact, and use data to set benchmarks for success.  Data-driven decisions are more likely to produce measurable results.

Pilot and Testing:

Before fully implementing a solution organization-wide, consider piloting it on a smaller scale.  Testing allows you to identify potential issues, gather feedback, and make necessary adjustments.  Pilots provide a valuable opportunity to refine your solution.  Apply design thinking principles to ideate, prototype, and test potential solutions while keeping the end-user’s needs and experiences at the forefront.  This combination allows for a holistic problem-solving approach that addresses the core issues and fosters creativity, empathy, and collaboration, leading to more effective and impactful outcomes.

Collaboration and Cross-Functional Teams:

Engage cross-functional teams and collaborate with relevant stakeholders.  Different perspectives can contribute valuable insights and uncover potential pitfalls that might be overlooked in isolation.

Accountability and Ownership:

Assign clear ownership for each solution.  Define responsibilities and timelines for implementation and establish mechanisms for tracking progress and accountability.  Ownership ensures that actions are taken and results are achieved.

Communication and Change Management:

Effective solutions often require changes in processes, behaviors, or systems.  Communicate the changes clearly and transparently to all stakeholders.  Implement change management strategies to facilitate a smooth transition and minimize resistance.

Continuous Improvement and Iteration:

The journey doesn’t end with solution implementation.  Continuously monitor the outcomes, gather feedback, and evaluate the effectiveness of your solutions.  Be prepared to iterate and adjust your approach based on new insights and changing circumstances.

In Six Sigma projects, the 5W2H methodology serves as a fundamental tool for problem-solving and process improvement.  As highly trained experts in the Six Sigma methodology , Six Sigma Black Belts utilize the 5W2H approach to thoroughly analyze and understand the various dimensions of a problem or process.

Certified Black Belts systematically dissect the problem, identify root causes, and develop targeted solutions.  They define project goals and objectives (What), assign responsibilities to team members (Who), consider the context and location of the problem (Where), establish timelines and milestones (When), uncover the underlying causes of the issue (Why), outline the execution steps (How), and quantify the scope and impact of the problem (How Much).

Celebrate Success and Learn from Failures:

Acknowledge and celebrate successes along the way to motivate teams and reinforce positive behaviors.  Don’t shy away from acknowledging failures either; they offer valuable lessons for future problem-solving endeavors.

Generating actionable solutions based on thorough analysis is the essence of effective problem-solving.  It requires a structured approach, creative thinking, data-driven decision-making, collaboration, and a commitment to continuous improvement.  By following these steps and embracing a results-oriented mindset, you can turn insights into actions, drive positive change, and achieve meaningful results in your personal and professional endeavors.

Session 11: Prioritizing Solutions: Making Informed Choices in Problem-Solving

With 5W2H, it’s not just about generating solutions; it’s about choosing the right ones to implement.  Prioritizing solutions is a critical step that involves evaluating options, assessing their potential impact, and making informed decisions.  In this section, we’ll delve into the importance of prioritization and explore effective strategies for making choices that lead to successful outcomes.

1. The Significance of Prioritization:

Prioritizing solutions is essential for several reasons:

• Resource Allocation: Resources such as time, money, and staffing are limited. Prioritization helps allocate these resources effectively, ensuring that the most pressing issues are addressed first.
• Maximizing Impact: Not all problems or solutions are of equal importance. Prioritization ensures high-impact solutions receive the attention they deserve, leading to meaningful results.
• Focus and Clarity: A well-defined priority list provides clarity and direction. It helps teams stay focused on the most crucial tasks and minimizes distractions.
• Measurable Progress: Prioritization allows for establishing clear benchmarks and goals, making it easier to measure progress and success.

2. Strategies for Prioritizing Solutions:

Now, let’s explore some effective strategies for prioritizing solutions:

Impact vs. Feasibility:

One common approach is to assess solutions based on their potential impact and feasibility.  High-impact solutions that are also feasible to implement should be given top priority.  Consider the resources, time, and effort required for each solution and weigh them against the expected outcomes.

Urgency vs. Importance:

Another strategy involves distinguishing between urgent and important solutions.  Urgent solutions address immediate problems but may not necessarily have a significant long-term impact.  Important solutions, on the other hand, have a lasting effect and contribute to overall objectives.  Striking the right balance between these categories is crucial.

Cost-Benefit Analysis:

Conduct a cost-benefit analysis for each solution.  Estimate the costs associated with implementation and compare them to the expected benefits.  Prioritize solutions that offer a favorable cost-benefit ratio, ensuring that resources are used efficiently.

Stakeholder Input:

Engage stakeholders and gather their input on solution prioritization.  Different perspectives can provide valuable insights and help identify solutions that align with the organization’s goals and values.

Leverage data and metrics to inform your prioritization process.  Quantify the impact of solutions and use data to set benchmarks for success.  Data-driven decisions are more likely to produce measurable results.

3. The Role of Pilot Projects:

Pilot projects can be a valuable tool in the prioritization process.  Consider implementing selected solutions on a smaller scale before rolling them out organization-wide.  Pilots allow you to test the feasibility and effectiveness of solutions, identify potential issues, and make adjustments as needed.

4. Communication and Transparency:

Transparent communication is essential when prioritizing solutions.  Ensure that all stakeholders are aware of the prioritization criteria and the reasons behind the choices made.  Transparency builds trust and fosters alignment.

5. Continuous Evaluation and Adaptation:

Prioritization is not a one-time task; it’s an ongoing process.  Continuously evaluate the progress of implemented solutions, gather feedback, and be prepared to adapt your priorities based on new insights and changing circumstances.

Prioritizing solutions is a crucial step in effective problem-solving.  It requires a systematic approach, critical thinking, data analysis, and stakeholder collaboration.  By following these strategies and maintaining a results-oriented mindset, you can ensure that your efforts are focused on the most impactful and feasible solutions, leading to successful outcomes in your personal and professional endeavors.

Session 12: Making Informed Decisions Using 5W2H Insights

The 5W2H method is a powerful tool that provides valuable insights and a structured framework for decision-making.  In this section, we’ll explore how to harness the insights gained from applying the 5W2H method to make well-informed and effective decisions.

Let’s explore how to use the insights gained from the 5W2H analysis to make informed decisions:

Clarity and Problem Definition (What):

The “What” question helps you define the problem accurately.  Decision-making begins with a well-defined problem statement.  Once you’ve clarified the problem, you can set clear goals and objectives for your decision-making process.

Stakeholder Consideration (Who):

Identifying the key stakeholders involved or affected by the problem is crucial.  Consider their perspectives, interests, and concerns.  Decision-makers should consider the potential impacts on these stakeholders when evaluating options.

Contextual Awareness (Where and When):

Understanding the context in which the problem occurs (Where) and the timeline (When) is essential.  This information provides context for decision-making.  It helps you assess whether certain decisions are time-sensitive or location-specific and whether external factors might influence your choices.

Root Cause Analysis (Why):

The “Why” question uncovers the root causes of the problem.  When making decisions, addressing these root causes rather than just treating symptoms leads to more effective and sustainable solutions.  Decisions should target the underlying issues to prevent recurrence.

Process and Mechanism Understanding (How):

The “How” question explores the processes, actions, and mechanisms contributing to the problem.  Consider how changes in these processes or mechanisms might lead to desired outcomes when making decisions.  Decision-makers should be well-informed about the intricacies of the problem’s operation.

Data-Driven Decisions (How Much):

Quantifying the scope and impact of the problem (How Much) provides a basis for data-driven decisions.  When choosing among solutions, prioritize those supported by data and evidence.  Metrics and measurements can guide decision-makers toward options with a higher likelihood of success.

Collaborative Decision-Making:

Incorporate cross-functional teams and stakeholders in the decision-making process.  Diverse perspectives enrich the decision-making discussions and contribute to a well-rounded evaluation of options.

Continuous Evaluation and Adaptation:

Decision-making doesn’t end with the implementation of a solution.  Continuously monitor the outcomes of your decisions, gather feedback, and be prepared to adapt your approach based on new insights and changing circumstances.

The 5W2H method is a valuable tool for comprehensively understanding complex problems.  By leveraging the insights obtained through this method, decision-makers can make informed choices rooted in a thorough analysis of the problem’s dimensions and intricacies.  Whether you’re addressing organizational challenges, personal dilemmas, or strategic decisions, the 5W2H insights provide a structured foundation for making decisions that lead to positive outcomes.

Earn a FREE 5W2H Problem-Solving Training Certificate of Completion

• All Certifications
• Accessibility

Connect With Us

Copyright © 2022 MSI. All Rights Reserved.

Free Root Cause Analysis Templates: The Complete Collection

By Joe Weller | January 30, 2017

• Share on Facebook
• Share on LinkedIn

Link copied

A root cause analysis is performed when a problem or accident has occurred and its cause needs to be uncovered. Root cause analysis documentation lists the steps taken to identify the problem and determine the cause, and also describes the approach that will be used to address the problem and prevent against it going forward. Diagrams illustrating cause-and-effect relationships may also be included as part of the analysis.

We’ve created root cause analysis templates you can use to complete your own investigations. Whether you need root cause analysis Excel templates, a root cause analysis template for Word, or a PDF template, we have one that’s right for your organization.

Root Cause Analysis Template

Download Root Cause Analysis Template Below

Excel |  Word  |  PDF

This root cause analysis report template allows for a detailed examination of the event. Use it to record information on the incident’s background and contributing factors, actions taken to reduce future risk, findings related to the identified root cause, as well as other notable findings that aren’t directly related to the problem. It also allows you to record a description of the event itself, the timeline, the investigative team, and the methods used.

Simple Root Cause Analysis Template

Download Simple Root Cause Analysis Template Below

Excel |   PDF

This is a more stripped-down version of the root cause analysis template above. Use this template to examine simpler issues that don’t require detailed analysis. It allows you to record a short explanation of the issue or problem, list potential root causes and possible solutions, and report whether or not those solutions were successful.

Six Sigma DMAIC Methodology Root Cause Analysis Template

Download Six Sigma DMAIC Methodology Root Cause Analysis Template Below

Excel  |  Word |  PDF

Six Sigma DMAIC is a methodology used to reduce errors and improve business processes. It prescribes its own approach to analyzing and investigating root causes. The “DMAIC” acronym refers to the steps involved in this process, which are similar to the steps described in the introduction:

• Define and Measure: What was expected to happen, and what was the problem that occurred instead? What happened, and when and where did it take place? What is the problem’s significance, and who was impacted?
• Analyze: What are the cause-and-effect relationships between the factors contributing to the problem? Why did the problem occur, and what must be done to keep it from recurring?
• Implement and Control: What are potential solutions to the problem, and what are the causes and benefits of implementing them? How can solutions be monitored and controlled so the problem doesn’t occur again?

This root cause analysis template walks you through each of the steps above, and allows you to enter information about the root cause action plan, resolution, and investigative team. What’s more, this root cause template includes diagrams that can be used to visualize how different contributing factors (e.g., people, processes, and equipment) relate to one another, as well as to the problem itself.

‘5 Whys’ Root Cause Analysis Template

Download ‘5 Whys’ Root Cause Analysis Template Below

Excel  |  Word |  PDF  | Smartsheet

A 5 Why root cause analysis template is used to conduct a particular type of root cause investigation. When examining a problem or accident, “why” questions frequently arise (e.g., Why didn’t we address this issue sooner?). The “5 Why” process involves asking a series of these questions—first asking why the incident occurred, then asking why those sub-causes occurred, until the root cause of the issue is eventually uncovered. This template provides a framework for asking “why” questions and determining the root cause. You can also note corrective actions that will be taken to prevent the problem from recurring.

Cause Mapping Template

Download Cause Mapping Template Below

Excel |  PDF

This cause mapping template combines elements of the root cause analysis template, the Six Sigma DMAIC template, and the 5 Whys root cause analysis template. It includes a detailed problem outline, a timeline, a “why” question analysis, diagrams to help illustrate the process, sections for proposing and evaluating possible solutions, and a section for creating an action plan.

Healthcare Cause Mapping Template

Download Healthcare Cause Mapping Template Below

This type of root cause template is formatted the same way as the generic cause mapping template, but is specifically tailored for healthcare organizations. Like the above template, it offers a “why” analysis and supplementary diagrams in addition to the standard elements. However, it also helps you examine how patient safety and services goals have been impacted by your analysis of the problem.

Root Cause Analysis Report Example: Explosion at Acme Chemical Company

Download Root Cause Analysis Report Example: Explosion at Acme Chemical Company

When filling out your own template, use this completed report as an example. This sample root cause analysis examines an explosion at Acme Chemical Company. It describes the incident background, contributing factors, who was involved, what root cause was identified, the risk reduction actions taken, prevention strategies, and incidental findings. Refer to this sample if you need guidance when completing your own root cause analysis.

What’s Included in a Root Cause Analysis

A root cause analysis template, also known as a root cause corrective action template, typically contains the following information:

Event description: The problem or accident being investigated is described in as much detail as possible. This includes the date and time of the event, what happened, who uncovered the problem, and who was impacted by the problem (as well as how they were affected). 

• Timeline: This section includes a thorough description of all events before, during, and after the problem or accident occurred. This can help uncover potential underlying causes of the incident. Dates, times, and names of all parties involved are included here.
• Investigative Team/Method: This section identifies the team that will be responsible for investigating the problem, what methods they will use for collecting and analyzing data, and how their findings will be reported.
• Findings/Root Cause: The investigative team reports their findings and describes the root cause they have identified.
• Corrective Action: The action(s) that must be taken to correct the problem—and ensure it doesn’t happen again—are written here. These actions can result in project scope, schedule, and budget changes.

Discover a Better Way to Manage Finance Operations

Empower your people to go above and beyond with a flexible platform designed to match the needs of your team — and adapt as those needs change. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. 

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

Discover why over 90% of Fortune 100 companies trust Smartsheet to get work done.

Learn Quality Management  

SITE-WIDE SALE IS LIVE NOW.  

  CLICK HERE.

• ASQ® CQA Exam
• ASQ® CQE Exam
• ASQ® CSQP Exam
• ASQ® CSSYB Exam
• ASQ® CSSGB Exam
• ASQ® CSSBB Exam
• ASQ® CMQ/OE Exam
• ASQ® CQT Exam
• ASQ® CQPA Exam
• ASQ® CQIA Exam
• 7 Quality Tools
• Quality Gurus
• ISO 9001:2015
• Quality Cost
• Six Sigma Basics
• Risk Management
• Lean Manufacturing
• Design of Experiments
• Quality Acronyms
• Quality Awareness
• Quality Circles
• Acceptance Sampling
• Measurement System
• APQP + PPAP
• GD&T Symbols
• Project Quality (PMP)
• Full List of Quizzes >>
• Reliability Engineering
• Statistics with Excel
• Statistics with Minitab
• Multiple Regression
• Quality Function Deployment
• Benchmarking
• Statistical Process Control
• Measurement Scales
• Quality Talks >> New
• Six Sigma White Belt
• Six Sigma Yellow Belt
• Six Sigma Green Belt
• Six Sigma Black Belt
• Minitab 17 for Six Sigma
• Casio fx-991MS Calculator
• CSSYB/LSSYB Mock Exam
• CSSGB/LSSGB Mock Exam
• CSSBB/LSSBB Mock Exam
• ASQ® CCQM Preparation
• ASQ® CQA Preparation
• ASQ® CQE Preparation
• ASQ® CQPA Preparation
• ASQ® CQIA Preparation
• CQE Mock Exams
• CMQ/OE Mock Exams
• CQA Mock Exams
• CQIA Mock Exams
• CQPA Mock Exam
• CQT Mock Exam
• CQI Mock Exam
• CSQP Mock Exam
• CCQM Mock Exam
• Design of Experiments (DoE)
• Measurement System Analysis
• Statistics Using R
• Data Visualization with R
• Statistics Using Python
• Data Visualization with Python
• Regression with Minitab
• Logistic Regression
• Data Analysis Using Excel
• The Git Mindset
• Statistics Quiz
• Root Cause Analysis

Kano Analysis

• Lean Management
• QMS Lead Auditor
• Quality Management
• ISO 9001:2015 Transition
• Project Quality Manager
• गुणवत्ता.org
• Summary Sheets
• Practice Tests
• QG Hall of Fame
• Testimonials – ASQ Exams Preparation

Qualitypedia

• Five Whys and Two Hows to Understand a Problem

** Unlock Your Full Potential **

Problem-solving is an essential skill for every manager. It helps us identify issues, resolve problems and improve processes. In this post, we'll look at five whys and two hows and explore how these questions can help you better understand a problem. 

The first step to solve a problem is to define and understand the problem. This management tool (5W2H) helps in understanding the problem and creating an action plan. 5W2H is an effective tool for understanding the root causes of problems in organizations. 

In an attempt to understand the problem, and to prepare action steps, ask these questions:

Application (When to use?):

5W2H is an information-gathering technique to understand the problem and to prepare the action plan.

Example to understand a problem:

• Who provides you with this information?
• What do you do after getting the required information?
• Why you made this particular choice?
• Where do you store the material?
• At what phase of the process, you inspect the product? (When)
• How do you decide whether the results are acceptable?
• How many samples do you take during the final inspection? (or How much)

Root Cause Analysis - Online Training

• $130 course for just $15.99 today!
• 8+ hours of videos, slides & quizzes

Sample 5W2H Action Plan (for example, when receiving material):

• Who provides you with this information? - The supplier provides the information electronically.
• What do you do after getting the required information? - Receiving manager ensures that the staff is available to receive, check and unload the material.
• Why you made this particular choice? - The process ensures that the material does not need to wait for more than 30 minutes for unloading.
• Where do you store the material? - We store material in the warehouse.
• At what phase of the process, you inspect the product? (When) - We inspect material on receipt. No inspection is performed at the supplier location as this supplier is a reliable supplier.
• How do you decide whether the results are acceptable? - Acceptance Sampling is used to determine the number of items to be inspected and the acceptance/rejection criteria.
• How many samples do you take during the final inspection? (or How much) - Acceptance Sampling standard ANSI/ASQ Z1.4 is used.

Difference between 5W2H and Five Whys Analysis:

5W2H is a method of problem-solving that helps understand the problem. This understanding is achieved by asking questions such as "Why did this happen?" and "How often does this happen?" It is a structured approach to understand the problems.

In contrast, five whys analysis is a technique for identifying the root cause of a problem by systematically asking why questions until you reach the source of the problem.

This tool is called 5W1H, which includes Who, What, When, Where, Why and How?

• Prioritize customer needs and expectations
• Get this $135 course for just $14.99 today!
• 2+ hours of videos, slides, template & quizzes

Related Posts:

Asq certified quality engineer (cqe) training, certified construction quality manager (ccqm) exam preparation course, certified six sigma yellow belt (cssyb) exam preparation training (accredited), mastering project quality management (accredited), lean six sigma black belt (accredited) certification, roles and responsibilities of a quality assurance (qa) manager, the basics of quality management: what you need to know, interrelationship digraph for the root cause of poor quality, seven quality tools – scatter plot, difference between continuous and continual improvement.

49 Courses on SALE!

Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

• Improved team oriented problem solving skills rather than reliance on the individual
• Increased familiarity with a structure for problem solving
• Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
• Better understanding of how to use basic statistical tools required for problem solving
• Improved effectiveness and efficiency at problem solving
• A practical understanding of Root Cause Analysis (RCA)
• Problem solving effort may be adopted into the processes and methods of the organization
• Improved skills for implementing corrective action
• Better ability to identify necessary systemic changes and subsequent inputs for change
• More candid and open communication in problem solving discussion, increasing effectiveness
• An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

• Safety or Regulatory issues has been discovered
• Customer complaints are received
• Warranty Concerns have indicated greater-than-expected failure rates
• Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

• The Core Team Structure should involve three people on the respective subjects: product, process and data
• Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:

• The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
• The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

• Problem Statement
• Affinity Diagram (Deductive tool)
• Fishbone/Ishikawa Diagram (Deductive tool)
• Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

• Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

• Comparative Analysis listing differences and changes between “Is” and “Is Not”
• Development of Root Cause Theories based on remaining items
• Verification of the Root Cause through data collection
• Review Process Flow Diagram for location of the root cause
• Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

• Establish the Acceptance Criteria which include Mandatory Requirements and Wants
• Perform a Risk Assessment /  Failure Mode and Effects Analysis (FMEA) on the PCA choices
• Based on risk assessment, make a balanced choice for PCA
• Select control-point improvement for the Escape Point
• Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

• Develop Project Plan for Implementation
• Communicate the plan to all stakeholders
• Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

• Review Similar Products and Processes for problem prevention
• Develop / Update Procedures and Work Instructions for Systems Prevention
• Capture Standard Work / Practice and reuse
• Assure FMEA updates have been completed
• Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

• Archive the 8D Documents for future reference
• Document Lessons Learned on how to make problem solving better
• Before and After Comparison of issue
• Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

• Problem Symptom is quantified and converted to “Object and Defect”
• Problem Symptom is converted to Problem Statement using Repeated Whys
• Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
• Problem Statement is converted into Problem Description using Is / Is Not
• Problem Description reduces the number of items on the deductive tool (from step 3)
• Comparative Analysis between the Is and Is Not items (note changes and time)
• Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
• Compare theories with current data and develop experiments for Root Cause Verification
• Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

• Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
• Why? In every case “SUV’s Roll Over”
• Why? In every case, it was preceded by a “Blown Tire”
• Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
• Therefore, the Problem Statement is “Blown Tire”
• Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
• Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of 8D Consulting , 8D Training or 8D Project Support .

Contact Us | Discover the Value!

(248) 280-4800 | [email protected]

Remember Me

JavaScript seems to be disabled in your browser. For the best experience on our site, be sure to turn on Javascript in your browser.

• My Wish List

• Compare Products
• Presentations

You must be logged in to download this file*

item details (2 Editable Slides)

(2 Editable Slides)

Related Products

Lay your hands on our creative 6W2H PowerPoint template to explain the problem-solving methodology for addressing issues and challenges faced by business enterprises or individuals. Captivating graphics to drive user engagement!

Project managers can use the PowerPoint slides to showcase the benefits of this approach in requirement gathering and ensuring customer satisfaction by focusing on the 6Ws Who, What, Whom, Why, When, Where, and 2Hs How and How Much. Entrepreneurs and business leaders can use the PPT to highlight the role of the 6W2H method in making informed business decisions.

Sizing Charts

JavaScript seems to be disabled in your browser. For the best experience on our site, be sure to turn on Javascript in your browser.

Exclusive access to over 200,000 completely editable slides.

• Diagram Finder
• Free Templates

• Human Resources
• Project Management
• Timelines & Planning
• Health & Wellness
• Environment
• Cause & Effect
• Executive Summary
• Customer Journey
• 30 60 90 Day Plan
• Social Media
• Escalation Matrix
• Communication
• Go to Market Plan/Strategy
• Recruitment
• Pros and Cons
• Business Plan
• Risk Management
• Roles and Responsibilities
• Mental Health
• ISO Standards
• Process Diagrams
• Puzzle Diagrams
• Organizational Charts
• Arrow Diagrams
• Infographics
• Tree Diagrams
• Matrix Charts
• Stage Diagrams
• Text Boxes & Tables
• Data Driven Charts
• Flow Charts
• Square Puzzle
• Circle Puzzle
• Circular Arrows
• Circle Segments
• Matrix Table
• Pillar Diagrams
• Triangle Puzzle
• Compare Diagrams
• Ladder Diagrams
• Google Slides
• North America Maps
• United States (US) Maps
• Europe Maps
• South America Maps
• Apple Keynote
• People & Objects
• Trending Products
• PowerPoint Templates

6W2H PowerPoint and Google Slides Template

(2 Editable Slides)

Download Now

This template is part of our Pro Plan.

Gain access to over 200,000 slides with pro plan..

Upgrade Now

Already a Pro customer? Login

Related Products

5W1H Model PowerPoint and Google Slides Template

(10 Editable Slides)

5W2H PowerPoint and Google Slides Template

(4 Editable Slides)

Who What Why How - Free Slide

1 Editable Slide

Who What When Where Why PowerPoint and Google Slides Template

(3 Editable Slides)

Who What When Where and How PowerPoint and Google Slides Template

When What Where Who PowerPoint and Google Slides Template

Who What Where When Why How PowerPoint and Google Slides Template

Who What When Where Why - Free Download

Our beautifully crafted 6W2H PPT template is the best pick to explain the Kaizen approach to solving a problem. Entrepreneurs and team leaders can use the deck to illustrate how this approach helps improve and streamline organizational processes by focusing on 6Ws: Who, What, Whom, Why, When, Where, and 2Hs: How and How Much. You can also explain how this analysis helps make informed business decisions.

As our experienced and dedicated designers have already put in lots of effort in designing the set, you just need to download it and customize it according to your brand. Save your time and roll out your presentation quickly!

PowerPoint Slides at a Glance

The PPT comes with unique layouts designed creatively to grab and hold the audience's attention. You can put your information in the text placeholders to make your slideshows more informative. The aesthetic color palette will enhance the visual appeal and overall engagement. 

Outstanding Features

• The template is 100% customizable. You can easily make modifications to any property of slides without external support.
• You can make use of the slides as a standalone presentation or include them in your existing or future presentations.
• Get the ownership and control of the deck for a lifetime after downloading it once.
• Seek assistance from our 24*7 available customer support team.

Create compelling presentations in less time