【六西格玛英文】RCA（根本原因分析）之5WHY 今天分享的是六西格玛英文

今天分享的是六西格玛英文，主题是：

RCA（根本原因分析）之5WHY，

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Is your company using Six Sigma to improve efficiency, eliminate waste, and minimize variation? Six Sigma has been a proven success for many businesses around the world dealing with similar problems. But where do these issues come from? How do they arise? And most importantly why?

你所在的公司正使用六西格玛来改善效率，消除浪费与减少变异吗？六西格玛在处理类似问题上，在全球范围已经被验证是成功的。

Six Sigma DMAIC teaches you to Define, Measure, Analyze, Improve and Control problems. But it is the Analyze stage that interests us here. The 5 Whys of Root Cause Analysis (RCA) are essential questions that you need to ask. Unlike other devices, they don’t require testing hypotheses, data segmentation, regression, or other similarly complex statistical tools. The 5 Whys provide all the skills you need in one easy to use toolkit to help determine where problems come from, why they arise.

六西格玛的DMAIC让你去定义、测量、分析、改进与控制问题，不过，这在，其实是分析阶段让我们很感兴趣。根本原因分析（RCA）的5个为什么（5Why），是你需要去问的基本的问题。与其他的方法不同，5Why不需要假设验证、数据分割、回归，或者其他类似的复杂的统计工具。5Why，提供了涵盖所有所需技能的简便测工具包，以帮助确定问题来源，为什么会出现。

如何使用5Why

To make the most of what the Five Whys can offer, they need to be completed to the letter. Here is a simple breakdown to help you understand how to use the Five Whys to their full effect.

为了充分利用5Why，“Why”需要不折不扣地完成。这里是一个简单的分解，以帮助你理解如何充分利用5Why。

? Write down the problem. Be specific. This will help you discern exactly what the problem is. You can then help your team focus on solving it.

记下问题，请记录的具体一些。这么做可以让你准确理解问题是什么，之后，可以帮助团队集中精力解决问题。

? Why is the problem occurring? Look at where it occurs and try to identify the cause. If it’s a production problem, look closely at the flow.

问题为什么发生？请查看问题的来源，并尝试确认导致问题的原因。如果是生产问题，请仔细查看流程。

? If you still can’t identify the root cause, ask why that is.

如果无法识别导致问题的根本原因，请问“为什么”会那样。

? Return to step 3 until you can agree on what the root cause of the problem is. Scrutinizing these questions in detail will allow you to determine the root cause quickly.

请回到第三步，直到你认可导致问题的根本原因为止。请仔细检查问题，将能让你快速确定导致问题的根本原因。

请看案例

案例1

EXAMPLE 01

There are no universal maxims that determine what the 5 Whys should be. Between you and us, it’s not always necessary to use all five. It depends entirely on your situation: on what the problem is. But here are some useful examples for you to use as inspiration.

在确定5Why应该怎么样方面，是没有通用准则的。在不同的人群中间，并非需要一直用到5个“为什么”，这完全取决于所处的状况：问题是什么。以下是一些你可以用来参考使用的有用案例：

Why are your customers receiving faulty products?

为什么客户收到了有缺陷的产品？

Because your manufacturing team made the products using a different specification to the one that both the sales clerk and customer agreed on.

因为生产团队使用的与售货员和客户达成的规格不一样的规格生产了产品。

Why does manufacturing keep making products per a different specification?

为什么生产团队根据不同的规格持续地生产了产品呢？

Because the salesclerk accelerates production on the shop floor by calling directly. Specifications may have been miscommunicated to cause this to happen.

因为售货员仅仅通过电话联系让车间加速生产，在规格沟通上可能有传达错误，导致问题发生。

Why does the salesclerk contact manufacturing directly to begin production as opposed to following company procedure?

为什么售货员直接联系生产团队进行生产，因为这样做没有遵循公司的正常程序？

Because the sales director’s approval is required before production can begin. This slows down manufacturing or even stops it completely.

因为在生产之前，比武得到销售总监的批准。这会让生产减缓，甚至直接停止。

Why does the paperwork contain a sanction for the sales director?

文件为什么需要得到销售总监的批准？

Because the sales director requires frequent updates to be discussed with the CEO.

因为销售总监被要求经常向首席执行长提供信息供讨论。