Vivek Dahake

5Why and 5W2H are both used in problem solving techniques, but they are different in terms of their purpose and phases where they are used in problem solving work flow.
 
* Over all understanding of these tool - 
 
5W2H - It is a tool used in problem definition analysis, wherein multiple guiding questions like What, Where, When, Who, Why, How and How-much, are asked to gather all relevant information of problem. With this information team can see the exact nature of problem, and can then state it in precise terms. It is kind of problem assessment tool.
 
5Why - It is tool used in Root cause analysis. It is a series of interlinked "Why" questions asked one after another to reach to root of problem from symptoms of the problem. It gives team a chance to act upon a right & deeper cause, which will solve the problem from its re-occurrence instead of only surface actions
 
 
* Purpose - 
5W2H -
To find out all important information about a problem so that SMART defination of a problem can be made. To define what is problem, and what is not problem. To limit the scope of problem solving. To get 360 degree view of the problem. 5Why -
To find out the exact root 'cuase' of 'problem' by finding the exact chain of relationship between them To solve the problem permanently from its roots To eliminate the re-occurrence of problem * Where to use it -
5W2H -It is generally used at the start of problem solving in "Define" phase of problem solving work flow or a DMAIC six sigma project, while forming the 'problem statement' in that phase. 
It problem is well defined considering all directions, If problem is well understood by the team then, problem is half solved, means team will properly direct their next steps.
5Why - 5Why is used generally at the "Analysis" phase of problem solving work flor or a DMAIC six sigma project, while forming the 'problem statement' in that phase. 
 
 
* How to use it - Examples
5W2H -
What - What is the problem? - Operator got injured on shop floor
Where - Where is the problem? - In machine shop near machine number 4 & 5
When - When is the problem? - 2 Accidents happened in multiple shifts (1st shift as well as 3rd) in last 8 days
Who- Who is involved in the problem phenomenon? - 2 machine operators working on machine were the affected persons, one slipped and injured, another slipped but did not got injured
Why is the problem - probably floor conditions are not as per standard and slippages happening due to oil seen on shop floor as reported by shift supervisor
How - How is problem happening? While working on machine operator has to take few steps to pick the parts and while doing it, he slipped down and got the elbow injury on right hand, in second case operator slipped but did not got injury
How-much - How many incidences? there are total 2 incidences reported in last 8 days
 
5Why - 
1 Why - Why we see this as a problem - Because one machine operator got injured which is reportable safety issue 
2 Why - (Why Machine operator got injured?) Because he slipped from slippery shop floor
3 Why - (Why he slipped from slippery shop floor?) Because shop floor has oil spillage, reported by supervisor
4 Why - (Why shop floor has oil spillage?) Because drain outlet seal of oil tank of machine has leakage, seen by team
5 Why - (Why drain outlet of oil tank of machine has leakage?) Because seal was not replace during preventive maintenance (PM), verified by team
Like this we can go further deeper like "why seal is not replaced in PM - because it was not defined in PM checklist, etc 
....And action (actionable/feasible/economical Action) should be taken on Root Cause which is the last Cause of this chain.
 
~ Vivek Dahake

Takt Time Concept - Takt is a German word, It describes the conductors baton (for example in music orchestra). It is the concept that all activity within a business is synchronized by a rhythm, set by the customer demand.
To simplify this concept, auto-industry, where mass production is done in ‘pull’ manner, has generally described it as “Time Available to Complete Task (Task here means production of one unit e.g a car). An organization may decide and make suitable arrangements to produce a unit (product/service) in Takt-time or slightly less than Takt-time, repetitively in a cyclic manner, this speed at which production is done to ensure org meets the customer requirement is called Cycle Time. And total production time from start to end is called Lead Time.
 
To calculate the 'Takt time', following formula is used, Takt = 'Production Time Available' / 'Customer Demand'. 'Production time Available' is derived by deducting the Lunch and tea breaks, Team briefing times, TPM breaks, Clean down time, etc from 'total available time', as per industry practices. Hence 'Takt' is in fact the goal or target rate.
 
Takt & 'Resource planning' is closely related - As demand may fluctuate, a takt time can be then calculated for anticipated demand (or known demand) to plan resource levels. This applies across the board for any production operation, as well as Lean operations.
 
Why Takt is important & decisions it affects/drives-
Takt Time regulates following,
1.    The pulse of the Production System, and so the resources required !
2.    Rate of fulfillment of customer demand or Pace of sales !!
3.    Links production activity to actual customer demand !!!
4.    Ensures all production activity will be synchronized from 1st process to final assembly process, which is nothing but the balance flow.
 
Takt time concept helps to set the flow of production. Work balancing is done to match to takt (by applying lean tools & practices) and so the flow of production is in tune with customer needs. Hence Takt is enabler for work balance in the business. Successful Takt planning drives the business decisions which are strategic as well as tactical in nature. Takt drives organization to meet the strategic objectives of business, for example - Customer Satisfaction, Profits, Investment decisions, ROI, ROCE, Payback, Market Share and Growth. Also effective takt planning drives org to meet operational level objectives (Tactical), for example - Effective use of its people and plants, inventories, cashflow, productivity and various costs. Whole SCM related decisions are driven by takt planning decisions.
 
Calculations/Decisions on Takt eventually drives/affects the decision on Technology selection, Equipment selection decisions, Capital Investment, Operations cost, Offloading decisions / in-house production, Manpower & skills decisions, etc. Also, Identifying the areas of under-performance or waste in the system is the total focus of Lean and there Takt plays a vital role & becomes driver of improvement efforts.
-      Written by Vivek Dahake, based on experience in Auto-mfg-industry.