Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
5 Ws and 2Hs
We have seen how brainstorming can help generate ideas from a large group of participants, which may throw up many different business problems or solutions to explore further. Should the project team be working from this initial brainstorming list then the first step will be to clarify the issues raised using a very structured tool that asks a specific set of questions regarding a previously prepared problem or opportunity statement. The issue must be specified in more detail before the Cause and Effect Diagram (CED) can be effectively used. The purpose of the 5Ws and 2Hs method is to examine and question a process or problem for the purpose of gaining improvement ideas. It engages a team in discovering overlooked issues or causes and can help identify potential problems or opportunity breakthroughs. During the Gather Internal and External Data stages of the Category Management process the project teams focus will be problem definition. Step-by-step procedure 1. Display a prepared problem or opportunity statement to the team. For example Reduce demand for rail travel. 2. Describe the 5W2H chart and its headings of Issue, 5W2H Question, and Consider. 3. Participants respond with questions and countermeasures for completing the chart. Use additional flip-chart paper to record a large number of responses. 4. The demand problem statement is fed into the CED process.
Date:
Method
Heading Descriptions Issue: helps to focus the team on why the questions are being asked. For example, Why explores the issue in terms of its perceived purpose. 5W2H Question: the list is worked through systematically to build a clear problem statement. OPTIONAL THIRD HEADING Consider: prompts the team to think of key business areas which should be targeted from the responses given i.e. re-engineering, revise schedules.
Five Whys
This technique establishes the root cause of a problem by repeatedly asking the question why (five is a good rule). Once it becomes difficult to respond to why? the probable cause may have been identified. This tool is used to complete the causes on the Cause and Effect Diagram (CED) which is described below. It will enable the facilitator to determine the relationship between the root cause and the resulting effects. This will assist in identifying the most appropriate solution to a problem and the benefits the solution will bring and how that cause can be removed to improve the process. This tool starts or verifies a data collection process around an abnormal condition or situation. Step-by-step procedure 1. Complete a problem statement by describing a perceived problem in specific terms. For example, The aeroplane crashed. 2. Ask the first why question. Why does this situation occur? 3. Continue to ask why questions until the root causes are identified. This process may take more than five whys! 4. Capture discussions using a flipchart or brown paper. 5. Write a next step statement for solving the problem, or edit the causes on the CED.
The tool will result in a logical representation of a problem, broken down into its elements. This will provide an understanding of: What has happened Why it happened What can be done to prevent it happening again Step-by-step procedure 1. Reach consensus on a problem to be analysed. See example, Missed claim deadlines. This is the Effect. 2. Determine the broad areas of enquiry in which the causes of the effect being investigated may lie. Place one in each enquiry box. 3. Brainstorm possible causes for each area of enquiry using the Five Whys methodology or 5W2H tools (described above) and enter them in a fish-bone fashion by drawing arrows to the main arrow (enquiry) as shown in the example. 4. Continue to ask questions using the Five Whys tool to search for root causes. Insert and connect potential causes to the various other contributing factors i.e. Approvals or Layoffs. 5. When ideas or causes can no longer be identified, further analyse the diagram to identify additional data collection requirements for problem solving.
People
Procedures
Old
Policy Repro
Facilities
No post room Outdated technology
Low Staff
ls va pro Ap
C la im
Conflict
t ab Da as e
Morale
Cost cutting
Turnaround time
Lay of f s
La te
Environment
Materials
Co mm
un ic a te
Measurement
7
Hints and Tips Do not overload areas of enquiry. Establish another category if more detail is desired.
About OGC OGC - the UK Office of Government Commerce is an Office of HM Treasury. The OGC logo is a registered trademark of the Office of Government Commerce. OGC Service Desk OGC customers can contact the central OGC Service Desk about all aspects of OGC business. The Service Desk will also channel queries to the appropriate second-line support. We look forward to hearing from you. You can contact the Service Desk 8am - 6pm Monday to Friday T: 0845 000 4999 E: ServiceDesk@ogc.gsi.gov.uk W: www.ogc.gov.uk Press enquiries T: 020 7271 1318 F: 020 7271 1345
Office of Government Commerce, 1 Horse Guards Road, London SW1A 2HQ Service Desk: 0845 000 4999 E: ServiceDesk@ogc.gsi.gov.uk W: www.ogc.gov.uk
This document is printed on material comprising 80 per cent post consumer waste and 20 per cent ECF pulp. Crown Copyright 2006