5 why table analysis step by step

7/31/2019 5 Why Table Analysis Step by Step

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re Alike 3.0 Unportedmoment to look at the

right holder.

as publicity or

f this work. The best way to

hor or licensor (but notcan attribute it by the

ute the resulting work


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5-Why Analysis

Problem: Processing of job requests delayed

Why 1 Why 2 Why 3 Why 4


4/17

Why 5 Root Cause Recurrence Prevention


5/17

5-Why Analysis


Why 1 Why 2 Why 3

There is no computerizedsolution to handle job

applications

There was no formal set

of procedures to handle

job requests, and

procedures were passed

on by mouth as opposed

to being documented.


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Why 4 Why 5 Root Cause Recurrence Prevention


7/17

5-Why Analysis


Why 1 Why 2 Why 3


applications

There was staffresistance

There was no formal set

of procedures to handle

job requests, and




There was no system in

place to do so.


8/17



9/17

5-Why Analysis


Why 1 Why 2 Why 3


applications


They were not explainedthe full benefits of the

system

They feared being made

redundant

They were

uncomfortable about

changing the way they

worked

There was no formal setof procedures to handle

job requests, and




There was no system inplace to do so.

The company grew at anexponential rate that

there was no time to

document anything.


10/17



11/17

5-Why Analysis


Why 1 Why 2 Why 3

There is nocomputerized solution

to handle job


They were notexplained the full

benefits of the

They feared being

made redundant

They were

uncomfortable about

changing the way

they worked

There was no formal

set of procedures to

handle job requests,

and procedures were

passed on by mouth

as opposed to being

documented.

There was no system

in place to do so.

The company grew at

an exponential rate

that there was no

time to document

anything.


12/17


There was a lack ofcommunication.

They thought the

computer system

was designed to

replace them.

They had always

been doing it this

way

The positive aspectsof the change were

not communicated.

There was

insufficient planning


13/17

5-Why Analysis


Why 1 Why 2 Why 3


to handle job



benefits of the

They feared being

made redundant

They were

uncomfortable about

changing the way

they worked

There was no formal



and procedures were

passed on by mouth

as opposed to being

documented.

There was no system

in place to do so.

The company grew at

an exponential rate

that there was no

time to document

anything.


14/17



We assumed that thebenefits were

obvious.

They thought the

computer system

was designed to

replace them.

Because we didn't

tell them how it

would help make

their jobs easier.

They had always

been doing it this

way

All the work was

done manually prior


not communicated.


obvious.

There was


Top management

were too busy fire

fighting and dealing

with operational

work, rather than

developing a strategy


15/17

5-Why Analysis


Why 1 Why 2 Why 3


to handle job



benefits of the

They feared being

made redundant

They were

uncomfortable about

changing the way

they worked

There was no formal



and procedures were

passed on by mouth

as opposed to being

documented.

There was no system

in place to do so.

The company grew at

an exponential rate

that there was no

time to document

anything.


16/17




obvious.

Insufficientcommunication

They thought the

computer system

was designed to

replace them.

Because we didn't

tell them how it

would help make

their jobs easier.

Insufficient

communication

They had always

been doing it this

way

All the work was

done manually prior

No culture of change

and sense of

insecurity among

staff.


not communicated.


obvious.

Assumptions madeon our side led to

insufficient

communication.

There was


Top management

were too busy fire

fighting and dealing

with operational

work, rather than

developing a strategy

Poor work delegation

and advanced

planning


17/17

Why 1 Why 2 Why 3He didn't check coil lifter properly

grapped coil.

Depended on controller ( Usually,

clutch works when coil is caught

His understanding was struck, outer

package was not in regularL

He knew safety sensor was out of

order but continuously used it.

Instructed from TL to work

carefully

TL didn't report to plant manager

safety sensor did not work.

Lack of RA of TL Lack of safety training to TL

Coil lifted couldnt grabbed coilNail of coil lifter wasnt inserted in

coil properly.

ro en ou er pac age was s ucout to side of coil so that clutch

worked. Thus,nail of coil lifter wasnt

Sa

lig

It

li

Problem:Coil fell off coil lifter at receiving operation.

5-Why An

5 why table analysis step by step

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