"Teams need to be careful not to identify symptoms. It's the root causes that need to be isolated. If we end up treating symptoms, the problem resurfaces soon after the treatment." Thomas Berry, 1991.
Asking "Why?" Helps to "Peel the Onion":
Asking "why" over and over helps to get to the root cause of problems. This technique to identify root causes is simple. Just keep asking "why" until you feel you've gotten down to the root cause level.
For example, the problem is that our thingamajig motor stopped working. Why? Well, the gizmo part overheated and burned out. Why? Because it wasn't getting oil. Why? Because the oil feed line was ruptured. Why? Because the feed line tube was too small. Aha! Root cause. Solution? Replace the oil feed line tube with one of the proper size, add oil, replace your burned-out gizmo, and start 'er up. (You may also want to talk with the vendor who supplied the tube). Had we only replaced the gizmo, the problem would return because this was only a symptom, not the root cause.
Asking "Why?" should not be used as a cross-examination, but should push both managers and subordinates to delve for causes beyond the obvious. This sort of questioning helps drive a data-oriented culture, which provides fertile ground for a Quality Initiative.
Berry, Thomas. Managing the Total Quality Transformation. New York. McGraw-Hill, Inc. 1991.
Dixon, George and Swiler, Julia. Total Quality Handbook: The Executive Guide to the New American Way of Doing Business. MN,Minneapolis: Lakewood Books, 1990.
