The document provides an agenda and overview for a training on systematic problem solving using tools like 5 Whys. The agenda covers introductions, an exercise on defining problems, an introduction to 5 Whys technique, team exercises applying the techniques, and a wrap up. The training will teach participants how to use 5 Whys to peel back the layers of a problem to identify the root cause by repeatedly asking "Why?". Identifying the root cause allows for preventing future recurrence of the problem.

2. 5 Why Training Introduction to Systematic Problem Solving

4. Listen to Everyone's Opinion with Respect

5. Keep an Open Mind

6. Respect and Support Team Roles

7. Stay in the Meeting while Others are Talking

8. Turn Off Mobile Phones (Put on Silent as a Minimum)

10. Father of Just In Time Manufacturing Do you know his name?

11. “If you don’t ask the right questions, you don’t get the right answers. A question asked in the right way often points to its own answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems. “ Why? 6

12. 7 The PUZZLE Exercise

13. What is a Problem? According to WEBSTERS Dictionary: A Problem is a difficult or perplexing question or issue; a question posed for consideration, discussion or solution. In Lean Manufacturing: A Problem is a gap between the current condition (what is) and the desired condition (what should be) and the CAUSE for the gap is unknown. 8

14. What is a Cause? According to WEBSTERS Dictionary: A Cause is a reason for an action or condition; something that brings about an effect or result In Lean Manufacturing: A Cause is a factor that immediately precedes the problem and always produces it. For a factor to be a Cause, it must also be capable of producing the problem by itself 9

16. A Root Cause is an Identified Reason or Source for the presence of a Defect or Problem

17. Once a Root Cause is identified and corrected, prevention of the recurrence is possible.10

19. Highlights the relationship between several potential Root Causes of a Problem

20. Allows for rapid problems solving without the use of Statistical ToolszzZZ? zzZZ? zzZZ? zzZZ? zzZZ? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? 11

21. The 5 Why Process Write Down the Specific Problem - Helps you define it completely - Focuses the team on the same problem Ask WHY the Problem happened and write down the Answer If the Answer is not the Root Cause, Ask WHY the Answer happened and write down the new Answer Repeat Step 3 until the team agrees that the Root Cause has been identified. - May take more or less than 5 Whys - Keep asking until you can no longer answer 12

22. 13 Albatross Exercise

23. 14 Albatross Exercise Solution

24. 5 Why Example PROBLEM STATEMENT: MY CAR STOPPED WORKING ON THE WAY TO WORK 1. WHY DID YOUR CAR STOP WORKING? BECAUSE IT RAN OUT OF GAS 2. WHY DID YOUR CAR RUN OUT OF GAS? BECAUSE I DIDN’T BUY ANY GAS THIS MORNING 3. WHY DIDN’T YOU BUY ANY GAS THIS MORNING? BECAUSE I DIDN’T HAVE ANY MONEY BECAUSE I LOST IT ALL LAST NIGHT IN A POKER GAME 4. WHY DIDN’T YOU HAVE ANY MONEY? 5. WHY DID YOU LOSE ALL YOUR MONEY IN A POKER GAME LAST NIGHT? BECAUSE I AM NOT GOOD AT BLUFFING WHEN DON’T HAVE A GOOD HAND SOLUTION: QUIT PLAYING POKER OR LEARN HOW TO BLUFF… 15

25. 5 Why Example PROBLEM STATEMENT: Pizza Delivered Cold 1. Why was the pizza cold? It sat in the bag too long 2. Why was it in the bag too long? The driver got lost 3. Why did the driver get lost? He did not know the directions He did not have a map 4. Why did he not know the directions? 5. Why did he not have a map The Pizza company ran out of them SOLUTION: Buy more maps and issue them to all drivers 16

26. 17 Flying Horses?

27. 18 Always Question Data

28. How Does Trust-Mentor Currently Solve Problems? 19

30. Problem Solving effort rushed through

31. Poor Team Participation

32. Lack of Technical Knowledge

33. Poor Management Support

34. Potential Caused misidentified as the Root Cause

35. Corrective Action not implemented 20

37. MATERIAL

38. MACHINE

39. METHODS

41. MONEY

42. ENVIRONMENTALThe 5 Ms 21

44. A systematic approach

45. Challenges assumptions

46. Non-blaming and Non-judgmental

48. Limited to current knowledge

49. Results are not always repeatable22

50. 23 5 Why - Real World Exercise