### Lean Six Sigma Yellow Belt

Course
Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

### Video Transcription

00:00
Hi, guys. Welcome to analyze phase root cause analysis. Five wise I'm Catherine MacGyver, and today you'll understand the purpose of root cause analysis and be able to utilize the five wise tool for root cause analysis. So
00:16
I'm jumping right in there a couple of things first, This is going to be the first of a series of three modules on root cause analysis. We're gonna go over them in order of popularity, but even more, even more important than that is when we talk about the purpose of root cause analysis, what we are
00:36
I'm talking about is really getting to the core off. How does our process operate? What are the things that are the drivers? What are the things that are causing behaviors in our process? So what really are those X sings when we're talking about Why equals f of X? So if you think about
00:57
root cause from a human body standpoint, what we see as the waste and the non value ads are what would be considered symptoms, which is you have an underlying condition. The symptoms air how you know there's an underlying condition. So if you have the flu,
01:14
you have muscle aches and chills. If you have a cold, you have a runny nose and it call the runny nose and cough are symptoms
01:21
of the cold. What we're doing and root cause analysis is trying to go from the symptoms toe what is actually the underlying problem.
01:30
So with that, the five wise is the most popular lean six sigma tool. It is simply
01:41
01:42
Five times to drill down are asking why five times to drill down to what that underlying problem is. So you start with why is this problem happening? You want to start your problem statement? So for our problems statement of our pizza place, we have, uh,
02:01
order errors. So why do we have
02:04
order errors? Because we're not keen in,
02:07
um, we're not keen in our orders correctly. So then you're going to pause, and this is your first. Why, um and you're gonna ask yourselves, can we resolve this not keen orders incorrectly.
02:21
Okay, well, let's let's move forward, um, and say, Well, why aren't we keen and orders correctly? Okay, so the buttons on our order pad are completely worn off, and we can't read them. All right. Well, then we resolve that. And then we ask yourselves,
02:38
Why are the buttons completely worn down?
02:43
And then there are a couple of things that go along with it. Is our cash registers old? Is there something in the way the paint is on the buttons? Um,
02:52
is there a possibility that there's something in the environmental going on in there that is causing the buttons to not be readable? But then you resolve the buttons not being readable, and then you go down one more level. Why are the buttons not readable on? And that's where we may get our environmental issue. So the really
03:10
simply put it is, if you, for those of you with
03:14
kids, it's like having a child asking you why this guy is blue the way that you want to approach. This is. But why, or and why? And you can't want to go. You want to keep going until you can't go any further.
03:29
That being said, if you guys remember the Toyota Dynasty from our history of leaning
03:35
history of quality and continuous improvement, we talked about how one of the Toyota boys gave us the five Wise. The theory is that by the time you ask yourself why and resolve the issues five times, you have gone deep enough into the problem to truly understand the root cause.
03:53
So
03:54
a couple of pros and cons with with the five wives for root cause analysis, the 1st 1 is easy. You have no set up. You have to do no preparation. You don't even get a tool. It can just be you guys standing around in a
04:08
stand up or using a whiteboard or sticky notes. It's also very intuitive, almost all of us at some point in our life. Hopefully, all of us have
04:15
ask the question. But why? And that's what you want to get, too. It's very helpful in transactional and informational environment. So these air going to be, um, processes that are advanced forward by human behavior. Five. Wise is more useful for
04:32
um, the cons of this is that it can be easily derailed if you
04:36
if one of your answers changes any of your assumptions, you might go down a completely different direction. It may depend on who's in the room and who's giving you that. Information on that may dictate the direction that you go so have to be really careful and steady
04:54
laser focused when we're working on them. And five ways aren't as helpful in,
04:59
um, well, we called material processes or these air tangible processes manufacturing, retail, food service, things that have stuff. So if you have a process that would be subject to the waste of transportation, the five Wise may not be your, um, best root cause analysis tool
05:18
because it's frequently misses out on other large areas.
05:23
So when we're talking about doing a root cause analysis, the five Wise is the go to because it is fast, it is easy. It makes good sense. People can understand it and one meeting, and you can get down to what is actually the root cause. My word of advice for you is
05:42
to not forget the higher level causes. So if we use my cash register example,
05:48
so not being able to enter the order or not oh, entering your order correctly, maybe a facet of not being able to read the buttons on the cash register. But it may also be a training issue, so try to keep in mind those higher level causes and the lower levels as you continue to drill down,
06:06
and then a quick reminder it is more helpful in transactional process is
06:13
our next module. The fishbone diagram is going to be more helpful in material processes, so I will see you guys there.

### Lean Six Sigma Yellow Belt

This online Lean Six Sigma Yellow Belt course teaches you how and where to apply the Lean and Six Sigma process improvement methodologies. Once completed, you will have the knowledge to pass the Six Sigma Yellow Belt certification exam.

### Instructed By

Kathryn McIver
Lead Instructor at Evidence-Based Management Association
Instructor