Hi, guys. Welcome back to lean six Sigma Green Belt. I'm Katherine MacGyver, and today we're going to go over how to the five wise. So the last several moderate modules we talked about our distributions, and we saw the story that the data was telling us, and we were able to, as practitioners
differentiate whether or not the data that we were seen in the stories that we were telling
is what is beneficial for the process or whether or not we need to look into it some more. So now we're gonna assume that we found something that's not the way we want it to be, and we're gonna look into it some more. So we're gonna do root cause analysis
in Yellow Belt, we went over the five wise in more depth, but we went over it from the perspective of a participant. So if you have any questions about the foundations or the concepts, refer back to your yellow boat module on the five Wise
because this specific module is going to about be about us, the practitioner
facilitating. So we're gonna talk about the five wise in real life, and we're gonna talk about how do we facilitate those?
So if you remember back, let's start the foundation. The five Wise is the root cause analysis tool where you ask yourself and your team why each time you look at, um,
a problem or an opportunity. So let's say, if we were looking back at our hockey stick
distribution from our atypical, where we saw runaway complaints from our clients, the first question you would ask is Why? So let's say that the wife or that is the system went down. So then you will ask again, Why? What caused the system to go down?
And then you will ask again, Why? What caused this?
We say five wise because it's a very in depth way of questioning. But us, the practitioner use some discretion as to whether or not you go all the way down. So the root I made it is very easy to get distracted
on Dwork on those previous solutions and not necessarily always get down to the root cause,
which means that the problem will replicate itself if we don't resolve the root cause. So the first thing that you want to dio is you want to define the question you are looking to answer in this facilitation, that is, why did the system go down? There may be times where there are multiple questions within your data,
and only work on one at a time. There may be in a relationships between those and will tease those out, but really focus one problem. One question. And then, if you have a hard time getting it going, you can do some structured questioning.
Now. What structure questioning is is if you are in a group, either in person or virtual.
But if you were in a group, you ask person a Why do you think this happened? Um, and low given answer, even if they have to brainstorm. And then you shift to the next person and you ask them to answer the next level, questioning
sometimes with the five. Why I find that people have a really hard time
getting started because we all know the answer. So if you do some, if you do this kind of structured questioning, you can minimize groupthink. One of the ways that I have done this
a synchronously. It's circulating kind of an email document. It was a shared document where we started with the question.
Purdon having some groups Pardon what? That first level is flipping it around, having other groups put in that second level. It is something that you can do a synchronously like this. You just want to make sure that you get participation and that people are connecting your first in your second level. Or, more specifically,
you're above level and your lower level with that root cause
another way you can do this is shifting. Post it notes. So if you have a group of people that are not prone to speaking in a group, write down what you think your first level reason is handed to. The person next to you have them build onto the why they think that reason is,
have them pass in hand.
So you get more robust ideas because people are then forced to think about. From another perspective. If this person has a different idea as to why this cause then I dio you get larger ideas and dynamics, so I like that if you have a group that is
early on, its is still in your forming and storming or maybe not necessarily comfortable speaking out.
Um, a couple of things to keep in mind either is absolutely no problem with having multiple reasons for a problem. In that case, tease out each one of them. So if you get to your first reason, keep asking questions below it. You want to keep your group focused,
so keep folk. Keep looking at what would that look like?
What would cause that? Is this something we can change? Um,
so that we continue to pursue when all of the wise have been exhausted. That's when you know you're done. So if you're on Y 15 Good for you. Great root cause analysis.
Keep going. Keep documenting. If you're on the third, why and you're like, Well, the systems went down because we lost power.
Going back to Is that within our control? I mean, arguably, you could get a generator and have a backup, but there may be some business opinions on whether or not that's a good use of resource is to try to focus things that you can change. So x is that you can change um,
and getting Teoh. What are the most impactful? Changes is wearable is where we're ultimately trying to get to while fixing
that root cause. Because, remember, if we don't fix the root cause, the problem will re manifest,
document every single level. So this is going to be one of the areas were being a lean six sigma practitioner is a little bit tedious. So if I say why did the system go down and or why air their customer complaints? Because the system went down capture because the system went down.
Okay, why did the system go down? Because we lost power capture
because we lost power. Those reasons are going to become your hypotheses. So let's system going down is very flippant. But come with me on this. Let's say that we want to test whether or not the system going down is why we caught why we received customer complaints. This is going to be our hypothesis.
where we the system goes down and we still get the same number of customer complaints than we know that this isn't the root cause, So then we need to go back to the drawing board, come up with a new two hypotheses test a new pilot, your proposed solutions may be quick hits,
project's solutions. So one of the things as a facilitator that you'll see going through the project is it's not as easy as quick hits or domestic. What you see is some overlap specifically in your quick hits department. Generally, I see that we work on quite a bit of quake hits when we're doing our waste analysis off our process Mouth,
and people's environments that's usually like right away because it's that lowest level of our maturity model, and it's the one that's easiest to regress towards the mean or move away from.
So today we went over facilitating the five wise for root cause. Analysis is the most important thing that I'm going to tell you today I haven't told you earlier in the module is if you get off track hits. Okay, Andi, I'll give you an example like I
have not paid attention and lost control of my five wives many, many times. One of the times I was working with a health care client, and
the problem that we were assessing was that medications that were prescribed were ended up not being taken by the people that they were prescribed to, and this is a big problem. So we were doing a five. Why is to figure it out? And I wasn't paying attention. I was, you know, thinking about shoe shopping or something,
and somehow lost control of the questioning.
And we ended up with a root cause that Denver has, ah, high illicit narcotic abuse rate, which is true. But there's not anything that this group conduce about it. So for you keep focusing back. And if you get sideways, um,
just go back to one of the previous questions where you were still
on track with something that you can control and influence, and then restart your Siris of questioning
our next module. We're going to go over how to do the fish bone diagram. So another one of our root cause analysis tools. So I will see you guys there