| As managers, one of the primary roles we fill is to be | | | | Here's an example of how to use this effective |
| a problem solver. Whether it's a challenge we're facing | | | | problem solving technique: |
| on our own, or more a problem our team is challenged | | | | |
| with, we often find ourselves problem solving. | | | | 1. Why is our client unhappy? Because we didn't deliver |
| While there are a number of ways to problem solve, | | | | his widgets when we said we would. |
| one of the most practical methods I've found is to use | | | | 2. Why were we unable to meet the agreed-upon |
| the "5 Whys" technique. I like this method because it's | | | | schedule for delivery? Production took much longer |
| a great way to cut to the chase, identify the root | | | | than we thought it would. |
| cause of the problem, and not waste time dealing with | | | | 3. Why did it take so much longer? Because this |
| symptoms. | | | | particular widget was more complex than others |
| Made popular by Toyota more than three decades | | | | we've made for them. |
| ago, the "5 Whys" strategy was used by its production | | | | 4. Why did we underestimate the complexity of the |
| teams to problem solve. Once a problem was | | | | job? Because we made a quick estimate based on |
| identified, the manager would gather the production | | | | previous orders, and failed to identify the individual |
| team together and ask the simple question "Why?" | | | | stages needed to complete this particular project. |
| Predictably, the first "why" prompted another "why," | | | | 5. Why didn't we fully understand the scope of the |
| and so on, until they were able to zero in on the root | | | | project? Because we were running behind on other |
| cause of the problem. As you can see, this | | | | projects. We clearly need to review our time |
| methodology is easy to learn and easy to apply, so | | | | estimation and specification procedures. |
| from a management standpoint, it's a very useful tool. | | | | The "5 Whys" methodology is a simple but powerful |
| Begin with the end in mind | | | | tool for determining the root cause of almost any |
| This is wise advice, popularized by Stephen Covey in | | | | problem. Like everything else though, it does have its |
| "The 7 Habits of Highly Effective People," but in fact | | | | limitations. The "5 Whys" technique is best used in |
| was used by good managers long before that. Starting | | | | situations requiring an intuitive response. Technical |
| with the desired result, and working backward to | | | | problems, for example, might require a more |
| determine the root cause, will work in almost every | | | | sophisticated technique. |
| circumstance. | | | | |