Do not end the Why-Why Analysis as is; move from recurrence prevention measures to horizontal deployment

When conducting a Why-Why Analysis, it is necessary to pay attention to the following points and link the Why-Why Analysis from recurrence prevention measures to horizontal deployment.

A Why-Why Analysis is, after all, the "C" of PDCA.

Nothing can be improved with just "C". Even if you can solve the problem that has occurred right in front of you, unless you solve the factors that cause the problem itself,

anytime,
anywhere,
anyone,
any number of times

the same problem will likely recur.

Only when you reach step 3 will the effect as an organization likely appear.

If the mindset of "only me" or "only my team" is prevalent, not only your own know-how but also the know-how cultivated by others or other teams will not be shared. You might end up causing the very problem you dismissed as someone else's trouble, leading to even more fatal damage.

Problems... no, not just problems, but also successes should be horizontally deployed and shared with as many people as possible. Working to ensure that others do not experience the negative elements you encountered yourself will contribute significantly to the organization.

Here, recurrence prevention measures refer to the following:

- Improve to prevent occurrence and stop recurrence.
- Make it immediately visible even if it occurs (introduction of visual management, visualization).

Also, when conducting a Why-Why Analysis, you must be careful of the following inappropriate "Whys".

For example, if someone tries to find the cause in a person's feelings or emotions, such as "I was busy," "I was frustrated (or worried)," or "I was spaced out thinking about something,"

→ Direct the focus (direction) of "Why" toward mechanisms that do not depend on people, such as machines/equipment, environment, procedures, standards, rules,
and information/management.

→ If you absolutely must mention human relationships,
confirm (verify) the facts and address specific actions.

you need to do so.

Problems centered on individual feelings or emotions cannot be analyzed.

If you were to analyze them intentionally,

"The cause of the problem lies in the personnel system that hires people who prioritize such individual feelings and emotions for important positions."

It means that it is necessary to conclude as such.

If you do not do so, the possibility remains that someone will exploit loopholes in the personnel system to hire people with the same way of thinking again. This will not prevent recurrence. Anyone who cannot thoroughly implement this is still lacking the ability to perform a Why-Why analysis.