5 Whys Training

What is 5-Whys When is used for? How is used? Failure Modes Root cause Occurrence Detection Systemic Root cause Corrective Actions Examples Questions and Answers

 What is 5-Whys
5-Whys is a tool used to determine the root cause(s) and corrective actions for any specific problem.
An important idea behind the 5 Whys is to asked ourselves five times, Why it happened ? The 5 whys is considered similar to a Problem Definition Tree used for Shainin, with the difference that the 5 whys also search for occurrence, detection and systematic root cause.

 When is used 5-Whys

5- Whys has to be used whenever a 5-phases report is generated to solve a problem. This is a Divisional Procedure requirements indicated on # 812 Procedure Corrective and Preventive Action.
When we use a 5-Whys, we assumed that the root cause and corrective actions are unknown. It is important to know the failure mode which requires to have the evidence (product) available to analyze it and confirmed the failure mode.

 How is used 5-Whys

Failure Mode: First, we have to know the failure mode, this is the mechanism of the failure, it means how it failed. Examples: Problem: Customer could not assembly harness connector with our mating part at the Engine plant. Failure Mode: Mixed parts, specifically, part number 10456119 mixed in container of model 10456226.

Customer problem description and supplier failure mode

Problem: Failure at M&D test. Failure Mode: Master Cylinder brake fluid leak between reservoir and machined body.

Problem: Noise at RH front suspension. Failure Mode: Noisy damper

Once we know failure mode of problem, we start with the 5-Whys process.
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 How is used 5-Whys

Root Cause: 5-Whys system helps us identifying the root cause of a problem. This root cause is defined in three paths: Occurrence Root Cause: Physically what happened at our manufacturing flow that generate this failure mode. Detection Root Cause: What failed at our current detection system Operator instructions, SPC, final testers, poka-yokes, assessments, and reviews to let the problem reachs our customer. Systemic Root Cause: What is weak in our Quality System, that requires improvement eg. TPM, PFMEA, lack of knowledge of Customer Interfaces, APQP, Build of Process/Design, etc.

5 Whys Format

 How is used 5-Whys

Root Cause Examples:- Occurrence: Worn tool due to inadequate preventive maintenance frequency Final Test Stand operator was not warned of model change. therefore, in the Fianl tester he mixed two part numbers in same box and then it were shipped.

 5-Whys Root Cause of Occurrence

 How is used 5-Whys

Root Cause Examples:- Detection:
Final tester is not capable to review correct tool crimping. there is not any test at process which could detect it. Operator sorts mixed pieces, however this method is not effective, due similarity on pieces. Sample size taken by auditor was not big enough for mixed pieces detection. There are not Label layered audits to ensure correct delivery of labels.

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 5-Whys Root Cause of Detection

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 How is used 5-Whys Systemic-Root cause examples

PFMEA did not consider this failure mode. Lack of knowledge of customer interfaces. Drawing does not consider it as critical characteristic (KPC) Preventive maintenance has not appropriate frequencies, Worn life tool was not evaluated. Model Changes procedure does not include inspection of first samples.
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 5-Whys Root Cause Systematic

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How is used
Corrective Actions: After we found root cause of occurrence, detection and systemic , we have to generate irreversible corrective actions. It is also important to turn off/on the problem in order to proceed with the corrective actions implementation. These corrective actions have to be written at right side of 5 Whys process diagram.

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Improved 5 Whys After training provided

Define Problem
P/N 001190 could not be assembled; Burr on the outside dia of the spindle PLAN Corrective Action with responsibility Black = Suppliers initial response Blue = Updated 5Why thru QFS process Red = PDCA Date

Specific nonconformance being investigated

A
1. Replace worn tool 2. Add step in procedure for creating new PM to review manufacturers recommendation and history to determine PM interval (GT) 3/20 3/20

DO DO/ACT

Burrs on the outside dia of the spindle

WHY?

Worn stamping tool

WHY?

Tool exceeded recommended wear life

WHY?

B
1. Train operator 2. Develop insp standards for all products (JM) 3. Develop visual aids for inspection criteria for all products (DG) 4/1 4/1 4/1

Why the problem was not detected

Parts passed inspection process

WHY?

PM interval did not take into account tool life or wear PLAN
WHY?

DO DO/ACT DO/ACT

Inspector did not follow the inspection procedure properly

WHY?

Inspector did not know to inspect for this criteria

WHY?

No procedure when creating PMs to determine tool life based on history or mfg recommendation

C
1. Conduct PM on all dies after each run and maintain history (KJ). 2. Develop strategic PM intervals and requirements on all dies based on history and mfg recommendations. (LB) 3. Develop a company wide training program with clear requirements for trained or certified (ST) 4. Review all inspection procedures and improve visual aids and criteria (LB) 5. Begin tracking FTQ at stamping to monitor PM improvement (PP) 6. Set up layered audits for training matrix (CB) 7. Set up layered audits for PM completion (DG) 8. Update PFMEA/PCP/TPM 3/20 5/20

ACT ACT

1. Not properly trained 2. No standard insp procedure/criteria PLAN

WHY?

4/21

ACT

Systemic root cause

Not robust PM on tool life

WHY?

No FTQ history available Inadequate tool validation

WHY?

1. No formal operator training system 2. No standard insp procedure or visual aids/boundary samples

4/15

ACT CHECK

3/25

4/1 4/1 5/1

CHECK CHECK
CHECK 16

WHY?
WHY?

Lack of PM Procedural

5 Whys Example

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5 Whys Example

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5 Whys Example

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