Productivity Management

D33C002M13

Problem Solving Tools

By M.A.A.Faslath
Vocational Training Authority - Orugodawatta
Problem Solving Tools

➢ 5 Why

➢ Fish Bone

➢ 8D
5 Why
5 Why
The 5 Whys technique is one of the most effective tools for root
cause analysis.

The 5 Whys method is part of the Toyota Production System.

Developed by Sakichi Toyoda, a Japanese inventor and industrialist,
the technique became an integral part of the Lean philosophy.

The root cause analysis process should include people with practical
experience. Logically, they can give you the most valuable
information regarding any problem that appears in their area of
expertise.

Actually, the 5 Whys may show you that the source of the problem
is quite unexpected. This is why finding and eliminating the root
cause is crucial if you want to avoid iteration of failures.
5 Why
Here is an example of applying the 5 Whys.

Problem – We didn’t send the newsletter for the latest software

updates on time.

1.Why didn’t we send the newsletter on time? Updates were not

implemented until the deadline.

2.Why were the updates not implemented on time? Because the developers
were still working on the new features.

3.Why were the developers still working on the new features? One of the
new developers didn’t know the procedures.

4.Why was the new developer unfamiliar with all procedures? He was not
trained properly.

5.Why was he not trained properly? Because Training Officer believes that
new employees don’t need thorough training and they should learn while
working.
5 Why
You can notice that the root cause of the initial problem turned out
to be something completely different from most expectations.

Furthermore, it is obvious that it is not technological but a process

problem. This is typical because we often focus on the product part
of the problem as we neglect the human factor.

Therefore, the 5 Whys analysis aims to inspect a certain problem in

depth until it shows you the real cause.

Keep in mind that “5” is just a number. Ask “Why” as many times
as you need to complete the process and take appropriate actions.

Activity: Drilling Machine, My Car Stopped

5 Why
How to Get Started with 5 Whys

Form a team
Try to assemble a team of people from different departments. Each
representative has to be familiar with the process that is going to be
investigated.

Define the problem

Discuss the problem with the team and make a clear problem
statement. It will help you define the scope of the issue you are going
to investigate.

Ask Why
Empower one person to facilitate the whole process. This team leader
will ask the questions and try to keep the team focused. The answers
should be based on facts and real data, rather than on emotional
opinions. The facilitator should ask “Why” as many times as needed
until the team can identify the root cause of the initial problem.
5 Why
Sometimes there could be more than one root cause. In these cases, the
5 Whys analysis will look more like a matrix with different branches. This
may even help you detect and eliminate organizational issues that have
permanent negative effects on the overall performance.
5 Why
Take Action

After the team detects the root cause(s), it is time to take corrective
actions.

All members should be involved in a discussion to find and apply

the best solution that will protect your process from recurring
problems.

When the decision is made, one of the team members should be

responsible for applying the right actions and observing the whole
process.
5 Why
5 Why
Fish Bone
Fish Bone
Fish bone diagram offers a structured approach to the search for the
possible cause(s) of a problem.

It is also known as cause-and-effect diagram, or an Ishikawa

diagram.

The Ishikawa diagram was developed by Kaoru Ishikawa during the

1960s as a way of measuring quality control processes in the
shipbuilding industry.

Cause and effect diagram is a key tool for root cause analysis that
has important uses in almost any business area such as project
management, process improvement, marketing, and etc.
Fish Bone
One Format of a Cause-and-Effect Diagram
Fish Bone

Process to Make an Ishikawa Diagram

To make an Ishikawa Diagram, a group will need a white board, flip

chart, and some marking pens.

1.The group should agree on a problem statement (effect).

2.Write the problem statement at the center right of the flipchart or

whiteboard, box it, and draw a horizontal arrow running to it.

3.Brainstorm the primary categories of causes for the problem. For

instance, it might make sense to start with these generic headings:

methods, machines (equipment), people (manpower), materials,

measurement, and environment.
Fish Bone
4. Write the categories of causes as branches from the main arrow.

5. Brainstorm possible causes. Ask: “Why does this happen?” As

each idea is given, the facilitator writes it as a branch from the
appropriate category. Causes can be written in several places, if they
relate to several categories.

6. Ask the question “why does this happen?” again. Write sub–
causes branching off the causes. Continue to ask “Why?” and
generate deeper levels of causes. Layers of branches indicate causal
relationships.

7. When the group runs out of ideas, focus attention to areas in

the chart where ideas are thin.
Fish Bone
Ishikawa Diagram Purposes:

•To help teams categorize a variety of potential causes of a problem.

•To help you determine the root causes.

•To help you clearly break down the relationships between the
factors that cause the issue.

Benefits and Importance of Fishbone Diagram

•Displays all the possible causes of a particular problem in a

simple, easy to read graphical way.

•Captures the relationships between the potential causes and

shows them in the chart.
Fish Bone
Benefits and Importance of Fishbone Diagram

•A great tool for solving complex problems where many factors

have to be taken into consideration.

•Stimulates an in-depth analysis and evaluation because allows

you to explore possible causes in details.

•Gives you a bigger picture and better understanding of the

problem.

•Boosts and frameworks brainstorming about the possible reasons.

•Stimulates in-depth discussion among team members about the

problem.

•Helps in maintaining team focus.

•Identify where a process isn’t working.

Fish Bone
Example-01:
let’s see an example related to our personal and healthy life. The fishbone
diagram below represents some common reasons for human obesity.
Fish Bone

Example-02:

Let’s try an example where the problem that needs our attention is
wrong/delayed/damaged delivery.

The possible reasons can be many like the faulty packaging was
used that led to damage during transit, the wrong product was
released for delivery, or the address label on the product wasn’t
correct. We can classify the same in main causes and present it in
the fishbone diagram like below:
Fish Bone
Example-02:
Fish Bone
Example-03:
Identify the reasons that can lead to the preparation of a bad quality-
burger.
 8D

Methodology
8D

8 D methodology is a systematic problem solving method.

It was made popular by “Ford Motor Company” in the automotive

industry.

These are 8 disciplines or 8 steps that must be followed for

identifying and eliminating a problem in a product, process, or
service.

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.
8D
8D
Why Apply Eight Disciplines of Problem Solving (8D)

•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)

8D
Why Apply Eight Disciplines of Problem Solving (8D)

•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
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.
8D
How to Apply Eight Disciplines of Problem Solving

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.
8D
D1: Form a Team

A Cross Functional Team is made up of members from many

disciplines.

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.
8D
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)

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.
8D
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.

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.

•Develop Project Plan for Implementation.

•Communicate the plan to all stakeholders.
•Validation of improvements using measurement.
8D
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.

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.