Why-why analysis with five Layers
methodology for IT Projects -Recommendation for both members and their
organizations to solve problems together-
2 November, 2011
Yukio Kohara, PMP Senior Professional FUJITSU ADVANCED ENGINEERING LIMITED
5WCSQ
小原 由紀夫
I am a seminar leader certified by
Cadence Management Corporation.
Global PM Seminar Leader
provides “Organizational PM” in multi languages in the world and was awarded the Continuing Professional Education Provider of the Year award.
Copyright 2004-2011 Yukio Kohara of FUJITSU ADVANCED ENGINEERING LIMITED
Get &Provide Kaizen skills
Copyright 2004-2011 Yukio Kohara of FUJITSU ADVANCED ENGINEERING LIMITED
Expert
×５
Ｗｈｙ
Root cause Agree
Kaizen Books
Kaizen seminars × 50 “5-Why” seminars ×100
3 Copyright 2004-2011 Yukio Kohara of FUJITSU ADVANCED ENGINEERING LIMITED
Table of Contents
1. Introduction
2. Five layers model
3. Verification of the root cause
4. Identification of the problem
5. Conclusion
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1.Introduction
1.2 Is “5-Why” analysis easy ?
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“Why”
“Why”
“Why”
“Why”
“Why”
That’s all!!
Really ??
I disagree it for
IT projects!
Product/Job/Hard
Products
Level of
Standards
Observation
Difference
1.3 Factories and IT projects
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Detail
(Seconds)
Factories
Repeated Unique
Sequence
(Hours)
IT Projects
Seconds vs. Hours
Seconds =Sprinter Hours =Marathon
Factories IT Projects
1.3 Factories and IT projects
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Products
Level of
Standards
Observation
Repeated
Detail
(Seconds)
Possible
Factories
Unique
Sequence
(Hours)
impossible
IT Projects
1.4 Unique actions in IT projects
Project-C
Product-C
Action
-C
Project-B
Product-B
Project-A
Product-A
Action
-B
Action
-A
Un
iqu
e
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Skills and experiences. Standards and rules Support of stakeholders.
1.5 Repeated actions in IT projects
Project-C
Decide （Skills, Experience）
Product-C
Action
-C
Norm: Standards, Rules, Systems
Project-B
Product-B
Project-A
Product-A
Action
-B
Action
-A
Contribution of stakeholders
Un
iqu
e
Rep
eate
d
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“5-
Why”
Anal
ysis
Ｘ
1.6 Three phases
I establish 3phases for “5-Why” analysis
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Detail
Obser
vation
Repeat
ed
5 layers 5-questions (4W1H)
5 layers model
Verification
of the root
cause
Why of managers
Linked measures
Identification
of the
problem
No problems is problem
Action expression
Division of the problem
<Phases > <Steps> <difference>
1.7 roles
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Asker executer Expert
(if need) separate
Everyone is even against the problem
Keep Respectful Comprehensive Persistent
“Never blame” “Never be partial” “Never give up”
Process (Action)
Problem
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2. Five (5) layers
5 layers phase Verification of the root cause
phase
Identification of the problem
phase
2.1 Hints for askers
<Asker's attitude = Pure>
Base on the Fact ( Without prejudges )
Focus on the action ( Asker experienced the action as if asker
had been the "I" of executer own.)
The Problem is opportunity.
( Not a court but a laboratory )
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2.2 Five(5) questions 4W1H
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The
Actual
action
as did
4W1H answers
Who
no
un
Persons (Roles)
What Document, Tools,
Criteria, [Invisible
Knowledge]
Where Place, meeting
When MM/DD/YY
(HH:MM), Period
How sent
ence
Way, Attitude,
procedures
The
ideal
action
to do
2.3 4W1H format
Why
Where?
Where?
Answer
Answer OK/NG
How?
How?
Answer
Answer OK/NG
What? Answer
Answer OK/NG
Who?
Who?
Answer
Answer OK/NG
Actual
Ideal
Actual
Actual Actual
Ideal
Actual Ideal
Ideal
Ideal
What?
When? When?
Answer Answer
OK/NG
Where
How
Who
What
When
Copyright 2004-2011 Yukio Kohara of FUJITSU ADVANCED ENGINEERING LIMITED
= NG OK Answer
in Actual
Answer
in ideal = Answer
in Actual
Answer
in ideal
16
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2.4 Five (5) layers model
Why
OK
Who
What
Where
How When
1:execute NG
NG OK
NG
1st layer
Execute
Why
Who
What
Where
How When
２：decide NG
NG NG
NG
NG
2nd layer
decide
Why
OK
Who
What
Where
How When
３：obey NG OK
NG OK
3rd layer Obey
Why
OK
Who
What
Where
How When
４：support NG
NG
OK
NG
4th layer
Support
Why
OK
Who
What
Where
How When
５:manage NG
NG
OK
NG
5th layer Manage
Projects
Organizations
Norm Stand
ards
syst
ems Rules
Why did I execute inappropriate selection
of testing items.
Why did I decide I could execute it without
expert, Tanaka-san?
Why didn't obey the rule around design
review to decide it?
I need help about the way. Why didn't I get
any support to obey it?
I got not enough support from managers
how to obey the rule. Why didn't I suggest management how to find it?
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2.5 Examples
1st
2nd
3rd
4th
5th
NG in Who in 1st
NG in Where in 2nd
NG in How in 3rd
NG in How in 4th
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Was the
norm
perfect?
Did “I”
know the
norm?
Obey Yes
Yes
Suggest No
Know No
2.6 Norm is not perfect.
Verb in 3rd layer
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5 layers phase Verification of the root
cause phase
Identification of the problem
phase
3. Verification of the
root cause
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1st layer 2nd layer
3rd layer
4th layer
5th layer
Execute
Support
Decide Obey
Suggest
“I” of
Executer
Support
Support
Decide
Obey
Manage
Manage
Support
Decide Obey
Manage
3.1 Relation of “I”
“I” of
manager “I” in
management
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Project
3.2 Linked measures
managers management
Plan
Check
Action
Do
Plan
Do
Check
Action
Teach
Remind
Verificate
Plan
Do
Check
Action
Check
&
Find Issues
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5 layers phase Verification of the root cause
phase
Identification of the
problem phase
4. Identification
of the problem
4.1 Small problem
No problem is Problem.
Problems become opportunities.
Division of the problem
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seconds
Hours
4.2 Action Expression
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Situation Expression Testing items are inappropriate. Products Be + adjective
“I” (The executer) selected Action Expression
inappropriate testing items.
Focus on Action
Subject=“I” Verb=“Act”
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5. conclusion
5.1 Philosophy in Kaizen tools
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Poka-Yoke：Tools to avoid mistakes
People makes mistakes.
Hoshitori-hyo: Figures to share Skills
People has strength and weakness in detail.
Andon: System to call the leader
People is good or bad condition each day.
Kaizen tools originate Toyota Way 2001. < Examples>
“5-Why” analysis must be based on Toyota
way 2001 since Kaizen tools are measures.
5.2 Three phases and Toyota Way 2001
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5 layers
Verification
of the root
cause
Identification
of the
problem
Detail
Obser
vation
Repeat
ed
<“5-Why” analysis
Thee Phases> <difference> <Toyota Way 2001>
Challenge
Genchi
Genbutu
Respect
Team work
Kaizen
5.3 Learning organization
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Everyone Learns how to implement
the philosophy of the organizations
together from the small problem.
PM and members Execute
measures in projects with
their maximum power.
Organizations
(Responsibility)
“5-Why” analysis for the small problem
Projects
(Accountability)
Support
Manage
5.4 Next steps
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initia
ting
Planning executing Monitoring
&controlling
Closing
Next p
roje
cts
“5-Why” analysis in Planning
Failure Risk
“I” might do
this failure
I must execute
those measures
for success
“5-Why”
analysis
Execute the
measures in
this project
with
organizations
Su
ccess
5.5 Let’s practice “5-Why” analysis
I have research “5-Why” analysis for 7
years as a char of the WG in SIG of
PMAJ. I will have been researching it.
Could you practice “5-Why” analysis
for a real small problem?
Then could you send me the question?
Your questions are my treasure.
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