0:03 hello there welcome back in this section
0:05 we will start discussing
0:07 root cause analysis tools and the first
0:08 tool is
0:11 why why analysis five wise
0:15 or yy analysis is an iterative
0:17 and interrogative technique used to
0:18 explore the cause and effect relationship
0:20 relationship
0:22 underlying a particular problem
0:25 iterative meaning repeated way
0:28 of doing it interrogative meaning on a
0:29 questioning manner
0:32 or technique now its primary goal is to
0:33 establish the root cause
0:36 of an effect by repeating the question
0:40 why each answer becomes the basis of the
0:41 next question
0:43 now the technique is developed by
0:44 sakichi toyoda
0:47 and was used within toyota as a rule of thumb
0:48 thumb
0:50 we asked five wise with the belief that
0:52 on the fifth y we can find
0:54 the potential root cause but it's just a
0:55 rule of thumb
0:58 we can ask more than five y's or we can ask
0:59 ask
1:01 less than five y's so it really depends
1:03 on the complexity of the problem
1:06 and the context that is being put into
1:08 the practice of five wise
1:11 now let's take some examples example
1:12 number one
1:14 problem statement is that the vehicle
1:15 will not start
1:17 always remember that the top of the
1:19 y-way analysis
1:21 is always your problem statement that
1:23 you have written in your defined phase
1:26 for this case let's take the vehicle
1:27 will not start
1:30 why because the battery is dead
1:32 why because the alternator is not functioning
1:33 functioning
1:36 why because the alternator belt has broken
1:37 broken
1:40 and why the alternator belt was well
1:42 beyond its useful service life
1:45 and not replaced and why the vehicle was
1:47 not maintained according to the
1:49 recommended service schedule
1:50 as you can see coming from the problem
1:52 statement that the vehicle will not start
1:53 start
1:55 we found out that it's because of poor
1:57 maintenance schedule
2:00 and attainment now we can set this aside
2:01 and we can validate this
2:03 moving forward we cannot say that this
2:05 is valid already because we haven't used
2:06 data yet
2:09 next example we have wrong
2:12 item shipped to customer why
2:14 the wrong item was pulled out from inventory
2:16 inventory
2:18 and why the item we pulled from
2:20 inventory was mislabeled
2:23 and why our supplier mislabeled the item
2:25 prior to shipping it to
2:29 our warehouse and why the individual
2:31 applying labels to our product at the supplier
2:31 supplier
2:34 place the wrong label on the product and why
2:35 why
2:37 labels for different orders are
2:39 pre-printed and it's easy
2:42 to apply the wrong label so as you can
2:44 see coming from the wrong
2:47 item shipped to the customer we have it
2:49 two labels for different orders are pre-printed
2:50 pre-printed
2:53 and it is easy to apply the wrong label
2:54 so this will
2:56 be set aside again and we can collect
2:59 data in order to prove that is valid or not
2:59 not
3:02 valid third example team missed
3:06 deadline for running executive reports
3:08 why no one was on site to run the reports
3:09 reports
3:12 why person who regularly runs reports
3:14 was on vacation so no one
3:18 was on site to do the job why no backup
3:20 in place for that activity
3:23 why no one identified as backup to run reports
3:24 reports
3:26 so again coming from team missing the deadline
3:27 deadline
3:30 for running executive reports we boil
3:30 down to
3:33 no one identified as the backup to run
3:34 the reports
3:38 now some y analysis could look like this
3:40 and some could look like something like this
3:41 this
3:45 this is happening because we have
3:48 several sub reasons on each
3:51 of the last answer to our y now it
3:54 creates more than one path that is why
3:55 you are seeing
3:58 more of a three diagram approach now on
4:00 top of the thing that i presented
4:02 earlier you can actually do what we call
4:04 the tree diagram approach similar to
4:04 this one
4:08 now this is how we do the yy analysis
4:11 now this is the step-by-step approach on
4:12 how to do it
4:14 first you have to form the team
4:16 basically this team if you're doing your
4:18 lean six sigma project it's your
4:21 team already number two you have to
4:22 define the problem
4:24 as early as define phase we have already
4:28 defined our problem
4:32 three ask why this is the yui
4:34 activity proper or the root cause
4:35 analysis proper
4:38 four validate don't jump into the
4:40 conclusion that your last answer to the
4:40 last y
4:44 is valid use data to validate it
4:46 and fifth one take action once you know
4:48 that it is valid
4:51 so you have to take action now in this
4:52 particular activity
4:54 what we can practice mainly two and
4:56 three because 4
4:58 will be second phase of analyze phase
4:59 and 5
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