3. Establishing Cause-Effect Relationship.

Why does that happen?

4. The pen “doesn’t work.”
FIRST WHY:
Why doesn’t the ink flow over
the pen’s point?

a) Ink isn’t reaching the pen’s point.

b) There’s no pressure on the ink to the
pen’s point. (Gravity, others)
c) There’s nowhere for the ink to flow.
(The ballpoint is blocked.)
d) The ink doesn’t flow over the other
surface.
(Writing “in the air,” or on ice, etc.)
3. Establishing Cause-Effect Relationship.
Steps for developing a
Why - Why Analysis:
 Second “Why”
 For each answer to the “Why?” in the
previous step, the question “Why?” is
asked again.
 The answer in this case, and from here on,
should consider the “4 - Ms.”
 How to Verify Causes
 Use the cause and effect worksheet as a guide
 Go look, listen, feel, ask - “Watch with a purpose”
 Simulate
 Make the fix (restore) and monitor
 Do the verification on the floor
 Use the safest, quickest, cheapest approach that
fits your situation
4. Logical Review of the Analysis
Once you have exhausted your Why-Why Questioning, do the Cause-
Effect Relationships Make Sense and flow back to the Phenomenon ?
Why? 1 Why? 2 Why? 3 Why? 4 Field Check
Seal Suction
between Cup No Wear
Pulling Suction Wear
Force Cup and
Not Carton Suction
Strong inadequate Cup No Damage
Enough Damage
Vacuum Suction
Force Cup Could be
Not Inadequate
High Material
Enough
Poor Dust
Cartons Carton on Yes
Sticking Surface Carton
To Each Condition
Phenomenon Other Scratches
on carton Yes
Forces Holding
Holding Fingers Surface
Carton Miss Finish
too Adjusted outside Not True
high tolerance
Holding
Frame Vacuum
Too Setting No
Tight too low
Problem
Vacuum
Line No
Leaks
Suction
Missing Cup Could be
Carton
Too Small
4. Logical Review of the Analysis

“If we solve these causes, (1, 2, ...8)

is it possible that ZERO will be reached (Branch “A”)?”

CAUSE # 1
CAUSE # 2
CAUSE # 3
CAUSE # 4
Branch “A”
CAUSE # 5
CAUSE # 6
CAUSE # 7
CAUSE # 8
4. Logical Review of the Analysis

Repeat the question branch by branch until

the entire analysis has been verified.

BRANCH “A”

BRANCH “B”

BRANCH “C”

BRANCH “D”
Main branch “AA”
BRANCH “E”

BRANCH “F”

BRANCH “G”

BRANCH “H”
5. Checking for Standards and SOP’s
Before taking counter measures, check to see if standards for the defined counter
measure exist. If not, define the standard. Determining if an SOP is needed.
Use the 4M’s to ensure all required types of standards exist.

WHY-WHY
P Why? F Std.’ A AT SOP Standards
C s p c a A (4M’s)
r RC i E E c MMMM
W W W W p t
o o a eh x x
b h h h h
ou e i l i k i
t a a e a
c t t
l y y y y s l
t e c s i oe s
i
n h h er
e dk t e nn t
o
i o i
m ? ? ? ? d ? n n
? ? ? d a
e l
NOK

Y Y
N Restore Y X
OK X
N
New New
N Std. Maint. X
Std.
 Analysis Steps
i. 1. Understanding the Problem
ii. 2. Defining the Phenomenon to be analyzed.
iii. 3. Establishing Cause-Effect Relationship through Why
questioning and Field Checks.
iv. 4. Logical Review of the Analysis
v. 5. Checking for Standards and SOP’s
 Notes and Advice:
 The analysis should be done at the problem area,
not in another location that is isolated from the case.
 The analysis is a team effort, not by just one person.
 The most important thing is the physical and/or
logical description of the phenomenon to be studied.
(Step 1)
 The Analysis ends when countermeasures TO
AVOID RECURRENCE of the phenomenon are
found.
 Notes and Advice:

ALWAYS make a sketch or drawing of the phenomenon.

The 4-M’s don’t always apply to every cause to be
analyzed, but we should always consider them so as not
to forget possible “causes of causes.”
The more simplicity and objectivity in steps 1 and 2, the
easier it is to ensure that all possible causes are
covered.
Practice develops skill.
This tool makes us more objective in our way of looking
at things.
 Why/Why - NOT!!!
Problem Why Why Why Why Why Action Plan

Already had the answer,

used the tool to “document” it

Brainstorming,
in a room,
no verification
Real WHY-WHY Analysis Example
Problem: Through put of the line 23 is below ideal.

Phenomena: Carton not Picked off the supply stack.

Result: This causes a loss in through put. (Missing Carton)

Missing
Carton
 W
h
y
Pulling
? Force
Not
1 Strong
Enough

P
h
e Forces
n Holding
o Carton
m too
e high
n
o
n

Missing
Carton
Why? 1 Why? 2 Seal
between
Suction
Cup and
Pulling Carton
Force inadequate
Not
Strong Vacuum
Enough Force
Not
High
P Enough
h
e Cartons
Sticking
n Forces To Each
o Holding Other
m Carton
e too Holding
Fingers
n high Miss
o Adjusted
n
Holding
Frame
Too
Tight
Missing
Carton
Why? 1 Why? 2 Seal Why? 3
between Suction
Suction Cup
Wear
Cup and
Pulling Carton Suction
Force inadequate Cup
Damage
Not
Strong Vacuum
Suction
Cup
Enough Force Inadequate
Material
Not
High
P Enough Poor
Carton
h Surface
Condition
e Cartons
n Forces Sticking Loose
o To Each Carton
m Holding Other Stack

e Carton Flaps
too Holding folded
n high Fingers Backward
o Miss
Adjusted Vacuum
n Setting
too low
Holding
Frame Vacuum
Line
Too Leaks
Tight
Suction
Missing Cup
Carton Too Small
Why? 1 Why? 2 Why? 3 Why? 4
Seal Suction
between Cup
Pulling Suction Wear
Force Cup and
Not Carton Suction
Strong inadequate Cup
Enough Damage
Vacuum Suction
Force Cup
Not Inadequate
High Material
Enough
P Poor Dust
h Cartons
Sticking
Carton
Surface
on
Carton
e To Each Condition
n Other
Loose
Scratches
on carton
o Forces Holding
Carton
Stack
m Holding
Carton
Fingers Surface
e too
Miss
Adjusted
Flaps
folded
Finish
outside
n high Backward tolerance
o Holding
Frame Vacuum
n Too Setting
Tight too low
Vacuum
Line
Leaks

Suction
Missing Cup
Carton Too Small
Why? 1 Why? 2 Why? 3Suction Why? 4 Field Check
Seal Cup
between Wear Not worn
Pulling Suction
Force Cup and
Not Carton Suction
Strong inadequate Cup
Enough Damage Not Damaged
Vacuum Suction
Force
Not
Cup
Inadequate
Could be
High Material
Enough
Poor Dust
P Cartons Carton on No Dust
h Sticking
To Each
Surface
Condition
Carton
e Other Scratches
Not true
n Forces
on carton
o Holding
Holding
Fingers Surface
m Carton
too
Miss
Adjusted
Finish
outside Problem
e high tolerance
n Holding
Frame Vacuum
o Too Setting Found to be low
n Tight too low
Vacuum
Line Some Leaks
Leaks
Suction
Cup
Missing
Carton Too Small Correct Size
 WHY-WHY
P Why? F Std.’sStandards A SOP A
C (4M’s)
p A
r
W W Suction
W W
C
R i E e M M p c T
o o a eh h p E p t a
Cup
h h Wear h h x q e a l x
b ou e i u u t l i k
l
e

y y y Suction
y
Cup
y
Damage t s lc
e d
s M i
p
t
h e
r
i i
e s
i
e o e
t a o i d t n n
m ? ? ?
Suction ? k ? n M d a d ?
Cup
Inadequate l ? ? ?
Material
Dust
on Ntrue
Carton
Scratches
on carton Ntrue
Surface
Finish X N Train
outside True Y X N
tolerance
Vacuum Train
X Y
Setting
too low True Y X Y
Vacuum X Y Develop SOP
Line
Leaks True N X Develop
X Stds
Suction
Cup NTrue
Too Small
 Another example:
General Problem:
Air piston moving too slow
in both directions
Air cylinder

Five Port Valve

Draw the problem
 Get an understanding of the process:
Drawing, Parts
Air cylinder Five Port Valve

Bush
Rod seal

Exhaust
Pipes P0
Bottom
seal

Adjustable
Restrictor
 Get an understanding of the process:
Drawing, Parts, Process

Air cylinder Five Port Valve

Bush
Rod seal

Exhaust
Pipes P0
Bottom
seal

Adjustable
Restrictor
 Get an understanding of the process:
Drawing, Parts, Process, Forces, Counterforces

Air cylinder Five Port Valve

Counterforces

Bush
Rod seal

Exhaust
Pipes P0
Bottom
seal

Forces
Adjustable
Restrictor
 Conduct Why/Why
Phenomena 1. Why 2. Why 3. Why 4. Why 5. Why

1. Piston slow
moving in Both
directions
 Conduct Why/Why
Defect 1. Why 2. Why 3. Why 4. Why 5. Why

1. 1 Force (pressure)
too low True

Field Verification
1. Piston slow
moving in both
directions

1. 2 Counterforce
too high Not True
 Conduct Why/Why
Defect 1. Why 2. Why 3. Why 4. Why 5. Why

1.1.1 pressure p0
too low True
1. 1 Force (pressure)
too low

1.1.2 5 port valve Not True

defect

Field Verification
1. Piston slow
moving in both
1.1.3 blocked pipe Not True
directions

1.1.4 adjustable
restrictor closed Not True

1.1.5 air leakage Not True

1. 2 Counterforce
too high
 Conduct Why/Why
Defect 1. Why 2. Why 3. Why 4. Why

1.1.1.1 not adjusted

after c/o to True
1.1.1 pressure p0 shampoo
too low
1. 1 Force (pressure) 1.1.1.2 Air leakage Not True
too low

1.1.2 5 port valve

Field Verification
defect

1. Piston slow
moving in both
1.1.3 blocked pipe
directions

1.1.4 adjustable
restrictor closed

1.1.5 air leakage

1. 2 Counterforce
too high
 Conduct Why/Why
Defect 1. Why 2. Why 3. Why 4. Why

1.1.1.1 not adjusted 1.1.1.1.1 No Procedure True

after c/o to
1.1.1 pressure p0 shampoo
too low 1.1.1.1.2 Lack of
1. 1 Force 1.1.1.2 Air leakage Knowledge True
(pressure)
too low
1.1.2 5 port valve

Field Verification
defect

1. Piston slow
moving in both
directions 1.1.3 blocked pipe

1.1.4 adjustable
restrictor closed

1.1.5 air leakage

1. 2 Counterforce
too high
 Conduct Why/Why
3. Why 4. Why Possible Counter measures

1.1.1.1 not adjusted 1.1.1.1.1 No Procedure - Develop Procedure

after c/o to - Retraining, One Point Lessons etc,
shampoo - Visual controls to make easier
1.1.1.1.2 Lack of
1.1.1.2 Air leakage Knowledge to see if off...
 Case Study
Why-Why Analysis

Problem Description Problem Picture Phenomenon

Company A is located on the 30th floor of a

high-rise building. Customers often complain
that elevators are slow in coming, and there is
a fear that it may have an adverse effect on the
company's sales performance.
A study revealed that more visitors come to the
company between 13:00 and 15:00 hours and
that their waiting time averages around 30 sec.
Please solve this problem by appling why-why
analysis

Problem Statement What does success look like?

Phenomenon Why (1) Why (2) Why (3) Why (4) Why (5) Countermeasures
Have you verified the cause?
 WHY - WHY ANALYSIS
REVIEW VS. OBJECTIVES:
Understand the definition of “Analysis”
Clarify the procedure for developing a Why - Why
Analysis.
Stress the importance of each step of the Why - Why
Analysis.

ELIMINATION
OF LOSSES
 MaintenanceCircleTeam Page 1 November 16th , 2009

Maintenanc
Maintenance
NEWSLETTER FOR MANUFACTURING COMMUNITY
circle
Solution for Last week Techuzzle

1 2 3 4
H P A C
I R S O
S O S N
5 6
L E A S T C O U N T
I N O E R R
M A G S A O
I L R S N L
T Y A C
S M E
I
7
F I S H B O N E
EclipseCrossword.com
Across
5. LEAST COUNT—Expand LC, commonly used in measuring instruments
7. FISHBONE—Common name for Ishikawa Diagram is _____ Diagram

Down
1. HISTOGRAM—Chart which looks like tall buildings next to each other
2. PROCESS—P stands for _____ in SPC
3. ASSURANCE—A stands for _______ in QA
4. CONTROL—C stands for ______ in QC
5. LIMIT—L stands for _____ in LCL or UCL
6. ANALYSIS—A stands for _____ in RCA

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This document contains information for reference only. We assume no responsibility for its implication.
 MaintenanceCircleTeam Page 2 November 16th , 2009

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NEWSLETTER FOR MANUFACTURING COMMUNITY
circle
Solution for Quality Month Special Techuzzle

1
M I L L I O N
O
2 3
B T D
4 5
C L O S E V E N
H A R V
6
A C O I G
7
M I K E L H A R R Y
P A T E
I I E
O O N
N N
EclipseCrossword.com

Across
1. MILLION—Six Sigma implies appearance of 3.4 defects per ____ (Million, Billion, Thousand)
5. SEVEN—Broadly, how many steps are involved in Six Sigma Methodology (Ten, Seven, Twelve, Six)
7. MIKEL HARRY—This person founded Six Sigma Academy (Mikel Harry, Jurong, Taylor)

Down
1. MOTOROLA—This company was instrumental in developing Six Sigma Concepts (Motorola, Mercedes, Ford)
2. BLACK—Second Belt of Six Sigma
3. DEVIATION—Sigma, in statistics, is a basic indication of Standard _____ (distribution, deviation, dispersion)
4. CHAMPION—Third (FInal) Level of Six Sigma
6. GREEN—First Belt of Six Sigma

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 MaintenanceCircleTeam Page 3 November 16th , 2009

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NEWSLETTER FOR MANUFACTURING COMMUNITY
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This week Techuzzle
1

2 3

6 7

EclipseCrossword.com

Across
2. H stands for _______ in RoHS, an environmental standard
4. S stands for ______ in MSDS supplied with many materials
8. ISO 14644 standard is common referred to as ______ standard

Down
1. This is the ISO standard for ambient air quality
3. TS 16949 is the widely used standard for _______ sector
5. ISO 22000 integrates _____ standards for food industry
6. ISO 147 explains standards for _____ quality
7. I stands for ________ in AIT, one of the important part of ISO 14000 environment standards

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