{"id":25318,"date":"2018-07-20T17:46:00","date_gmt":"2018-07-20T17:46:00","guid":{"rendered":"https:\/\/staging.kepner-tregoe.com\/how-5-whys-and-fishbone-diagrams-relate-to-kt-problem-analysis\/"},"modified":"2025-07-10T14:41:30","modified_gmt":"2025-07-10T14:41:30","slug":"how-5-whys-and-fishbone-diagrams-relate-to-kt-problem-analysis","status":"publish","type":"post","link":"https:\/\/staging.kepner-tregoe.com\/nl\/blogs\/how-5-whys-and-fishbone-diagrams-relate-to-kt-problem-analysis\/","title":{"rendered":"How 5 Whys and Fishbone Diagrams Relate to KT Problem Analysis"},"content":{"rendered":"<p>By<a href=\"https:\/\/www.linkedin.com\/in\/michael-barna-b517b149\/\" target=\"_blank\" rel=\"noopener\"> Michael Barna<\/a>, Kepner-Tregoe<\/p>\n<p>When it comes to problem-solving, two common techniques I see many clients using (or attempting to use) are \u201c5 Why\u2019s\u201d and \u201cfishbone diagrams\u201d.\u00a0 It is important to note that these tools have a place and purpose, however, what\u2019s also important is to ensure that, if your team is using them, they are doing so in a way that makes logical sense and is adding value.\u00a0 Both methods are symbiotic with the Kepner-Tregoe Problem Analysis process for finding true cause and I feel that an important takeaway from any KT workshop is not how our method differs from other common techniques, but rather how it can be synergistic.<\/p>\n<p>KT\u2019s Problem Analysis approach entails four fundamental process steps.<\/p>\n<ul>\n<li>Step 1 is to <strong>Describe the Problem<\/strong>, gathering facts to ensure the problem is clearly understood.<\/li>\n<li>Step 2 is to <strong>Identify Possible Causes<\/strong>, to delineate theories that can be tested against the known facts.<\/li>\n<li>Step 3 is to <strong>Evaluate Possible Causes,<\/strong> to eliminate false causes from consideration and to identify the Most Probable Cause for further testing.<\/li>\n<li>Step 4 is to <strong>Confirm True Cause<\/strong>, to prove the cause and close any knowledge gaps that might remain.<\/li>\n<\/ul>\n<p>A core component of step 1 is creating a Problem Statement that names the symptom to be solved, revolving around the entity experiencing the problem and the specific problem that it has.\u00a0 Identifying the Problem Statement sometimes proves to be the most challenging aspect of Problem Analysis, as having the wrong Problem Statement can throw the remainder of the analysis entirely off track.\u00a0\u00a0 In some cases, folks are either unclear about the problem they are solving or might disagree as they have conflicting perceptions of this problem.\u00a0 In other cases, the Problem Statement is either too general or is a statement for which cause is already known.<\/p>\n<p>To minimize confusion around beginning a Problem Analysis (and ensure that a root cause analysis is even an appropriate use of our time and resources) there are three gatekeeper questions we need to ask:<\/p>\n<ol>\n<li>Is there a deviation? (i.e. a change in expected, normal performance of something)<\/li>\n<li>Is cause 100% unknown?<\/li>\n<li>Do we need to know cause to take effective, meaningful action?<\/li>\n<\/ol>\n<p>Question #2 is where the<em> 5 Why\u2019s <\/em>come into the picture.\u00a0 For those who are not familiar with this concept, it is the interrogative questioning technique of re-asking \u201cwhy\u201d multiple times in an\u00a0attempt to drill down to a systemic root cause of something.\u00a0 However, what\u2019s the value of doing a root cause analysis if folks know the reason \u201cwhy\u201d something is happening?\u00a0 This could be a tremendous waste of company time and the opportunity cost of the energy expenditure could be enormous.<\/p>\n<p>To ensure that folks are addressing the right problem, and to help validate that a Problem Analysis is even a necessary next step, employing the 5 WHY technique can be a productive exercise.\u00a0 In some cases, teams might have to question \u201cwhy\u201d more than just 5 times; in other cases, the number of \u201cwhys\u201d it takes to drill down may be less than 5 iterations.\u00a0 The goal of doing this is to reach the point at which teams cease to make progress and admit \u201cwe don\u2019t know why,\u201d or reach the point where a logical next step can be identified (as in the example below).\u00a0 This is effectively when the job of the 5 WHY technique ends.<\/p>\n<p>If we&#8217;ve done this 5 WHY assessment and have gotten down to the point of not completely understanding \u201cwhy\u201d, KT would then ask a third follow-up question to confirm next steps, which is \u201cDo we need to know why to take effective, meaningful action\u201d?\u00a0 In some cases, the answer to this question may be a clear \u201cno\u201d.\u00a0 As an example, an IT incident management team may not exactly know the cause of why a user\u2019s service has been degraded, but to restore service they may just need to deploy a quick workaround and the user is happy again.\u00a0 In other situations, this may not be the case and to move forward with effective action we might need to engage in some systematic troubleshooting.<\/p>\n<h4>Summary:<\/h4>\n<p>The 5 WHYs is a great questioning technique that explores the many causes to a problem until the point of \u201ccause unknown\u201d is reached, or it identifies that \u201cwhy something happened\u201d cannot be totally confirmed without further analysis.\u00a0 At that point, there should be a discussion as to whether knowing \u201cwhy\u201d is business critical at this juncture, or if it would be worth expending resources to probe the question further.<\/p>\n<p>The output of thoroughly completing Step 1 in Problem Analysis is a factual description of the problem.\u00a0 The next step is to use this problem description, which in KT is known as a \u201cspecification\u201d, to identify and subsequently to test possible causes.<\/p>\n<p>Here is where the fishbone diagram (or Ishikawa) should logically come into play.<\/p>\n<p>A fishbone diagram is an artifact that provides a visual representation of possible causes to a problem.\u00a0 It can be highly useful during Problem Analysis to help guide folks in thinking of possible causes that logically could explain the problem.\u00a0 Sometimes, even our Knowledge &amp; Experience requires some guide rails to keep our thinking going down the right path, or to trigger a subject matter expert to consider something.<\/p>\n<p>Typically, a fishbone breaks possible causes down into various categories, some of which may include \u201cmaterials, personnel, methods, machines, environment, measures, etc.\u201d\u00a0 Using the problem specification that came out of step 1, combined with the fishbone logic, teams can probe possible causes around some of those categories listed above.\u00a0 Using the fishbone at this point may help folks to brainstorm possible causes that might seem more sensible given what they know about the problem.<\/p>\n<p>However, what percentage of your root cause meetings typically begin with a fishbone (Ishikawa) diagram, or a debate of what folks believe to be the cause?\u00a0\u00a0 How quickly do folks want to leave the meeting to go test what they think is the cause?\u00a0 When have you experienced personnel testing multiple causes simultaneously?\u00a0\u00a0 How does this normally work out?<\/p>\n<p>It is highly tempting to dive right into evaluating causes at the beginning of an investigation, but this becomes counterproductive when teams do this without having a thorough description of what their problem is.\u00a0\u00a0 Moreover, investigating a myriad of causes concurrently can introduce many changes into the process, possibly creating new symptoms that could cloud the initial event that occurred.<\/p>\n<p>The value added from combining a fishbone with KT Problem Analysis is how quickly we can eliminate many of the irrelevant bones of the diagram that reasonably can\u2019t explain the problem.\u00a0 Completing a fishbone might result in a dozen bones or more branching out from the diagram, with each representing a different possible cause.\u00a0 However, sensibly there will only be one true cause that comes out of the analysis.\u00a0 To minimize wasting time testing false causes and to prevent making the problem potentially worse, KT Problem Analysis would have teams take each individual \u201cbone\u201d and test the theory against the problem data, asking \u201cIF this is the cause, then how does it explain the facts\u201d?\u00a0 If a theory listed on the diagram fails to explain the data, it gets eliminated from consideration.\u00a0\u00a0 Fundamentally, the \u201cbone\u201d that has the most logical assumptions against the data would be the Most Probable Cause, meaning the cause that makes the most sense for teams to move forward and continue investigating first.<\/p>\n<h4>Summary:<\/h4>\n<p>Fishbone diagrams have a time and place in problem-solving.\u00a0 However, be cautious about making them the highlight of discussion before a thorough problem description has been identified.\u00a0 When used correctly, they can be a valuable tool in helping with identifying logical causes, and even providing a visual depiction of what causes can be eliminated.\u00a0 However, to make a fishbone work without causing any unneeded stress, teams need to first collect the facts of the problem at hand so that they can use the information to eliminate possible causes that fail to make sense and narrow down the focus to the few that do.<\/p>\n<h4>Supporting documents:<\/h4>\n<p><a href=\"http:\/\/www.educational-business-articles.com\/5-whys\/\">http:\/\/www.educational-business-articles.com\/5-whys\/<\/a><\/p>\n<p><a href=\"https:\/\/en.wikipedia.org\/wiki\/Ishikawa_diagram\">https:\/\/en.wikipedia.org\/wiki\/Ishikawa_diagram<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>By Michael Barna, Kepner-Tregoe When it comes to problem-solving, two common techniques I see many clients using (or attempting to use) are \u201c5 Why\u2019s\u201d and \u201cfishbone diagrams\u201d.\u00a0 It is important to note that these tools have a place and purpose, however, what\u2019s also important is to ensure that, if your team is using them, they [&hellip;]<\/p>\n","protected":false},"author":17,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1],"tags":[],"ppma_author":[163],"class_list":["post-25318","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.6 (Yoast SEO v27.3) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>How 5 Whys and Fishbone Diagrams Relate to KT Problem Analysis - Kepner-Tregoe<\/title>\n<meta name=\"description\" content=\"Individuals using a structured approach to get to root cause often turn to approaches such as 5 Whys and Fishbone Diagrams. This article describes how these well-known methods can be enhanced using KT problem Analysis.\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"nl_NL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How 5 Whys and Fishbone Diagrams Relate to KT Problem Analysis\" \/>\n<meta property=\"og:description\" content=\"Individuals using a structured approach to get to root cause often turn to approaches such as 5 Whys and Fishbone Diagrams. 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