A REPORT

ON

5WS AND 1H (ROOT CAUSE AND

PROBLEM SOLVING)
BY

RITURAJ ROY

2009A4PS333P

FOR
LEAN MANUFACTURING
(MF C418)

(BIRLA INSTITUTE OF TECHNOLOGY& SCIENCE, PILANI)

ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and this work is no
different. I would like to acknowledge each and every one whose efforts were
indispensible through this medium. I am grateful to everyone who has taken great
pains to make this project report a success.
I thank, the Almighty, God for the constant blessings, wisdom and good health.
I thank my parents, for being a sincere source of moral support through thick and
thin.
I would specially like to thank Mr. Rambabu Kodali, the instructor of this course
for his unending guidance and encouragement and being a constant source of
support throughout the stages of this report work. I am indeed grateful to him for
being there with words of encouragement whenever we looked up to him for help.
I would thank my friends who guided me and helped me, as and when required.

TABLE OF CONTENTS

TOPIC

PAGE NO

1. Acknowledgement

(i)

2. Table of Contents

(ii)

3. Introduction

4. What is 5W1H?

5. History of 5W1H

6. When and how to use 5W1H

7. Toyota and 5W1H

10

8. 5W1H in Six Sigma

12

9. 5W1H in Industrial Sales

13

10.5W1H in SEO Content Market Planning

16

11. Conclusion

18

12. Bibliography

19

INTRODUCTION
What is Problem Solving? Problem solving is a mental process and is part of the
larger problem process that includes problem finding and problem shaping.
Considered the most complex of all intellectual functions, problem solving has
been defined as higher-order cognitive process that requires the modulation and
control of more routine or fundamental skills. Problem solving occurs when
an organism or an artificial intelligence system needs to move from a given state to
a desired goal state.
Problem solving is of crucial importance in engineering when products or
processes fail, so corrective action can be taken to prevent further failures. Perhaps
of more value, problem solving can be applied to a product or process prior to an
actual fail event i.e. a potential problem can be predicted, analyzed and mitigation
applied so the problem never actually occurs. Techniques like Failure Mode Effect
Analysis can be used to proactively reduce the likelihood of problems
occurring. Forensic Engineering is an important technique of failure analysis which
involves tracing product defects and flaws. Corrective action can then be taken to
prevent further failures.
Throughout time, newer ways of solving problems have been devised to obtain
effective solutions and help the engineers and the rest alike. Among the myriad
problem solving techniques, a few are mentioned below:
1.
2.
3.
4.
5.
6.
7.
8.

Deming Wheel of Improvement

GROW model
Plan- Do- Check- Act ( PDCA ) Cycle
Productive Thinking Model
5W1H
Fishbone Analysis
Pareto Chart
FMEA

Among these, one method which has assumed a lot of importance in the recent past
is the 5W1H method. The following pages will deal with the procedure elaborately
and will shed light on its uses and implications.

WHAT IS 5W1H ?
Five Ws and one H or the Six Ws is a concept in news style, research and
in police investigations that are regarded as basics in information-gathering. It is a
formula for getting the "full" story on something. The maxim of the Five W's (and
one H) is that for a report to be considered complete it must answer a checklist of
six questions, each of which comprises an interrogative word.
Who is it about?
What happened?
Where did it take place?
When did it take place?
Why did it happen?
How did it happen?
The 5W1H signify the questions, Who, What, Where, When, Why and
How to derive the root cause of the problem. They signify the following:
1. What: What happened?
2. Where: Where did it happen?
3. Who: Who was responsible for it?
4. When: When did it happen?
5. Why: Why did it happen?
6. How: How did it happen?

In the 1990s, another H was added to it, thus making it 5W2Hs, the 2nd H being
How much. This was used to analyze how much money was lost as a result of
this shortcoming. The process which initially started off as a method in journalism
and media slowly percolated to other strata and was being used vigorously in
engineering, research, industry and even the British education system. However,
with problem solving becoming more and more complex by the day, the 5W2H
method was rendered useless. Thus, the 5W method attained its importance. The
question Why was asked 5 times to arrive at the root cause of the problem and
thus proceed towards solving it. The next section would deal with the origin and
the history of 5W1H.

HISTORY OF 5W1H
There is a wise saying that "Knowledge means nothing without wisdom to profit
by it." It's not who we are, who we know or what we know, it's what we do with
that knowledge. We all have tremendous power to do good or ill depending on how
we put our knowledge to use. Our minds are constantly gathering knowledge of all
kinds, both intentionally and subconsciously. If we understand, we can begin to use
this knowledge. Too often we focus on collecting knowledge in the belief that it
will advance our cause, but face frustration because we lack understanding. If
5W1H is the pursuit of knowledge, 5 why is the pursuit of understanding. That is
why asking "why?" is the most important habit for those of us concerned with
making things better.
In the Rudyard Kipling "The Elephant's Child" there is a poem that goes:
I keep six honest serving-men:
(They taught me all I knew)
Their names are What and Where and When
And How and Why and Who.
This may or may not be the origin of the 5W1H method for getting the details of
the story. The five W are what, where, when, why and who and the one H is for
how. I have a memory of an English class in which the 5W1H were explained as
the questions a good journalist asks in preparing a story. These questions are also
good for brainstorming and problem solving. But not all of the 5W1H are equal. In
the case of problem solving we should care less about the whom and more about
they why.
This is so much true that we have something called "5 why" that replaces all
questions in the 5W1H with "why?" to get to the root cause of a problem or issue.
Like a good journalist, let's explore the 5W1H of 5why.
WHAT: The 5 why is a process for getting to the root cause of a problem.
WHERE: It was first used at Toyota as part of their kaizen activity.

WHO: Taiichi Ohno is credited with saying, "We don't need 5W1H, just ask why
five times."
WHY: He did this as a way of teaching people at Toyota to look beyond the
obvious causes of problems to the underlying systemic root causes. By eliminating
"who" as a root cause, blame and fear associated with making mistakes is removed.
This is one way that Toyota system maintains the respect for people while focusing
people's creative ideas on how to eliminate waste from the process.
WHEN: Most likely Ohno said this sometime between 1950 and 1960, in the
formative days of TPS.
HOW: The 5 why process works not with asking only five times. Rather it is a
practice of persistently asking "why?" until we peel away the layers of apparent
reality to the true facts. Not asking why, and instead believing that we know the
answer, causes us to solve the wrong problems. Countermeasures based on false
root causes result in tremendous waste of time and energy through bad policies .
The 5 Whys is a simple problem-solving technique that helps users to get to the
root of the problem quickly. The technique was originally developed by Sakichi
Toyoda and was later used within Toyota Motor Corporation during the evolution
of their manufacturing methodologies. It is a critical component of problem
solving training delivered as part of the induction into the Toyota Production
System. The architect of the Toyota Production System, Taiichi Ohno, described
the 5 whys method as the basis of Toyotas scientific approach by repeating
why five times, the nature of the problem as well as its solution becomes clear.
The tool has seen widespread use beyond Toyota, and is now used within Kaizen,
lean manufacturing, and Six Sigma.
Apart from this, even historical data contain remnants of this method.
The rhetor Hermogoras, as quoted in pseudo-Augustine's De Rhetorica defined
seven "circumstances" ( 'elements of circumstance) as
the loci of an issue:
Quis, quid, quando, ubi, cur, quem ad modum, quibus adminiculis
(Who, what, when, where, why, in what way, by what means)

WHEN AND HOW TO USE IT

Use the Kipling questions at any time or when you need to get an extra stimulus.
They are good for letting loose brainstorming sessions, when people dry up and run out of
ideas.
They are also useful to help take different views when defining the problem.
You can also use it to ask questions when selecting an idea to carry forward for further
development.
Quick

X
X

Logical
Individual

Long

Psychological
Group

These questions can be used as stimuli to get thinking going in many situations.
Ask a question
The simple approach is to take one of the questions, either at random or with a more
particular purpose in mind and ask it of the situation.
Thus, for example, if you were organizing an office party, you might ask 'Why are we
having it? How much fun do we want? What music do people like? Who will come?' and so
on.
Extend the questions
You can also extend the use of the raw single-word questions into question phrases, for
example:

How much?
Why not?
What time?
Which place?
Who can?
Where else?
When?

Ask a planned sequence of questions

One approach with this is to use the questions in a particular order to help guide you
through a sequence of thought towards a complete answer, such as:

What is the problem?

Where is it happening?
When is it happening?
Why is it happening?
How can you overcome this problem?
Who do you need to get involved?
When will you know you have solved the problem?

Any questions work because we are conditioned to answer questions that we are
asked. They challenge us and social rules say it is impolite not to reply.
The Kipling questions work because they are short and direct. They are also
largely general, and 'What' can be applied to many different situations, making
them a flexible resource.
The 5W1H is one of the most effective problem-solving tools to use in almost any
situation. The best way to construct a 5W1H chart is to draw up a problem
statement at the center of a piece of paper (or on a flip chart) and then draw the
5W1H's around it as shown on the last page of this booklet. Then you develop
answers to each of the questions raised. Sample questions are shown on the chart in
the "How and when to use it" section of this booklet. 5W1H can be used as a quick
exercise by an individual to give some structure to problem solving thought, or it
can be used in a team situation to deal with complex issues or challenges (or even
just to get people thinking about an issue in a broad way).
5W1H is simple to apply when you have a clear, yet sometimes difficult, challenge
to get some ideas flowing or possible solutions that can be looked at more closely
at a later stage. In this sense, 5W1H is like brainstorming, but with the benefit of
some fixed guiding questions. 5W1H can therefore be very useful at an early stage
in trying to solve a problem or at least to identify some possible avenues for
further investigation.
People are standing in line for a long time.
Expanding the 5W1H for each question about standing in line :
WHO
WHAT
WHERE
WHEN
WHY

HOW

Who stands
in line?

What type
s of lines
exist?

Where are
lines now?

When should
people form a
line?

Why do
people form
lines?

How do
lines form?

Who wasn't
standing in
line?

What is
being done
now?

Where sho
uld lines
occur?

When is a
line too long?

Why form
lines at all?

How can
lines be
shortened?

Who should
be standing
in line?

What shou
ld he done
in the
future
about long
lines?

Where cou
ld line
formation
occur?

When should
line formation
be done?

Why do
long line
induced
delays
occur?

How can
long line
delays be
eliminated?

Who else
can assist

What caus
es the line

Where els
e can

When else
can line

Why are
these long

How can
other non-

WHO

WHAT

WHERE

WHEN

WHY

HOW

regarding
long lines?

delays?

people
stand in
line?

formation be
done?

line delays
a problem?

line related
staff assist?

Who else is
affected by
time delays
caused by
long lines?

What else
should be
done?

Where mig
ht
improveme
nts in long
lines
occur?

When do
long line
delays occur?

Why do
long line
delays
exist?

How else
can we
provide
service that
doesn't
produce
long lines?

Once we have a problem at hand, we can go on asking us the questions and delve
deeper into the situation. Drawing up our answers in a chart and making a diagram
like the one shown above helps us to analyze the situation better and arrive at
solutions for the same. The same can be done through alternative ways, few of
which are shown in the coming pages.
For example: Suppose a key piece of equipment fails.

Q: Why did the equipment fail?

A: Because the circuit board burned out.
Q: Why did the circuit board burn out?
A: Because it overheated.
Q: Why did it overheat?
A: Because it wasn't getting enough air.
Q: Why was it not getting enough air?
A: Because the filter wasn't changed.
Q: Why was the filter not changed?
A: Because there was no preventive maintenance schedule to do so

Problem Bolt installed was too short

Why: The operator installed the wrong bolt.
Why: On the other models, they use shorter bolts.
Why: Different designers have adopted different solutions.
Why: There is no standardization on high volume articles in design.
Why: It is considered as secondary in the design process.
Now, find the root cause, and proceed with the problem.
This is now a root cause that can be solved. By focusing on the question "why?
we are more likely to avoid using the other "W" question "who?".
The purpose is to fix the system, not just remove the symptom. If you aren't clear
about the difference between symptoms and problems, you will not find the root
cause effectively. Symptoms are the part you see -- the part on the surface.
Symptoms are how you know you have a problem. Problems themselves are the
cause of that symptom.
As an example, if I see oil on my garage floor and I clean up the oil, is the problem
fixed? No, I just fixed a symptom of the problem, not the problem. The problem is
that the car's engine leaks.

Once the root cause is determined, a countermeasure to the problem must be found.
Creativity and lean tools are your most powerful allies in this part of the process.
Focus on nothing but the root cause in determining the proper countermeasure. All
the other work, from the problem statement to the five whys, helps to get you to
this point.
A vital final step of the process is verifying that the solution worked. This should
be done by seeing that the countermeasure is sustainable and making sure the
original condition -- the symptom -- has been eliminated.
There are two purposes for this. The first is to ensure the objective is met -eliminating the adverse condition. The second is where learning occurs. By
verifying each countermeasure, you learn what works and what doesn't. You
improve your knowledge of the process you want to manage and your
understanding of the problem-solving process itself.

TOYOTA AND 5W1H

There is an interesting story told by Toyota veterans who worked directly with Taiichi
Ohno. When the great sensei and architect of the Toyota Production System was
introduced to the 5W1H questions for problem solving, he said "You don't need all of
those. Just keep asking "why?" until you find the cause." The 5W1H questions are
what is known as the Kipling Method, named after the author Rudyard Kipling who
wrote the poem:
I have six honest serving men
They taught me all I knew
I call them What and Where and When
And How and Why and Who
The 5W1H questions are what, where, when, who, why and how. Some additional WH questions include which (variant of what) and how much or how often. These are
useful in collecting information to grasp the current situation and correctly define the
problem, as in "What is the problem, when and where did it occur, who did it affect,
why is it a problem, and how did it occur?" Note that in proper lean or practical
problem solving, we never ask "Who caused the problem?"
What is interesting about the Ohno Method of asking why until we find the root cause
is that it is so simple. Once the problem has been defined, we need to break it down,
set targets for improvements toward the ideal condition, and then begin investigation
of the root causes. Note that while the "why" in the Kipling Method may be used for
"why did it happen?" in fact it should be "why is it a problem?" in lean problem
solving. The 5W1H should be used for creating a good problem statement, not asking
about causes. That comes later with the Ohno Method of asking why, why, why, why,
why, why, why..?
What I like about this story is the fact that Taiichi Ohno takes something that is
accepted as given and good, looks it in the eye and rejects it for something simpler
and better. He had a keen eye for things such as this and coined many important
phrases and concepts that became part of the DNA of the Toyota Production System.
This talent for simplification and seeing clearly sets Taiichi Ohno apart as one of the
great minds of business in the past century and the father of kaizen.
Reflecting on this, I believe the majority of the world's troubles, not to mention
challenges faced in manufacturing and service organizations, could be effectively
addressed through the effective use of only 3 simple "lean tools": teamwork, visual
management, and practical problem solving. So there you have it if you want to know,
"What's the least I need to know about lean management?"
But even this is deceptively simple. Teamwork involves people whose motivations,
capacity for thought, and combination of cultural and social interactions make
effective teamwork staggeringly challenging when addressed simplistically. Visual
management is comprised mostly of communication, controls and scoreboards but
these all require clear standards and target conditions, which can quickly get you into

the deep mud of a lack of standards, accountability and culture of performance

management - explaining in a nutshell why most 5S efforts don't succeed. And
practical problem solving, one of my favorite topics, is something most of us think we
do but in fact don't do. The best of us may solve problems through a standardized
process, but most still lack strong, concise problem statements, true root cause
analysis, the pursuit of multiple countermeasures, a robust check and learning
followed by standardization and sharing. In other words, we flap our lips about PDCA
but don't do it. The five why process directly relates to the principle of systematic
problem solving. Without this principle behind you, the five whys will not be
effective. Key behaviors that must accompany the five whys include 1) surfacing
problems quickly; 2) using them as opportunities to move toward the ideal state; and
3) focusing on the process, not on blaming the person.
Creating a learning organization is a principle supported by the practice of five why
analysis. Using the five whys can become the driver of daily learning about the
management and improvement of processes. By finding the root cause of a problem
and verifying the effectiveness of the countermeasure, deep knowledge of the process
can become institutionalized.

Are you a Kipling person, taking the accepted tool or solution as given, or are you an
Ohno person, constantly challenging the norms and looking for better ways? How we
answer this question has a great bearing on our individual and collective growth and
success.

5W1H IN SIX SIGMA

The "what" in Six Sigma is a concept, a subject whose basic goal is to focus on the
basic steps and analysis. Six Sigma also is a level of quality applied to variations in
any process. Sigma, the Greek letter is the symbol in statistics used for standard
deviation, a measure of variation in the distribution of values. Six sigma equates to
3.4 defects per million opportunities, providing a stretch goal of near perfection in
business products or services. Six Sigma is a problem-solving management
methodology that can be applied to any type of business process to identify and
eliminate the root causes of defects, ultimately improving the key business
processes and saving cost for the organization. Lets use the 5W1H analysis to
understand Six Sigma better.

5W1H IN INDUSTRIAL SALES

Industrial sales, has not yet become a hot word. Major management and marketing
classes magazines and websites, or play a leading role of consumer goods
marketing and sales management, industrial marketing, the article is still in a
relatively deserted corner. Fragmented industry tips, and made themselves
confused and disoriented the accumulation of normal life, a time schedule of no
use common sense. His face customers or dealers, mostly veteran industry,
business negotiations are often staged a "scholar faced soldiers" passive situation.
technology is also a gate of hell, terminology, product features, competitive
advantages and disadvantages of brand products, customer demand preferences,
massive influx of information within a short time, prone to information indigestion.
Just the whole concept to understand if another question from another perspective,
he is still a loss for words. And sales skills, but also industrial stumbling blocks
junior sales staff. Industrial procurement links more and more involved in
personnel, industrial sales staff must have the soldiers to be when the water
capacity to respond to soil cover. Industrial sales staff is not easy, industrial sales
manager looks bad, can be described as a pair of fellow sufferers.
The more complex things simple and doing more to go. Simplify, bear the brunt of
strategic management, strategic decision effectiveness, efficiency and strategic
decisions. In this article, we will share with you practical application of industrial
marketing effectiveness 5W1H good way to increase sales for you to provide some
practical help.
A, 5W1H, industrial sales process and results of matcher
Process determine the outcome, the earth to know. Available in most industrial
enterprises, the process is contracted out to the sales staff, looking at weekly
management reports, left hand holding a carrot, stick in hand, ready to hold high.
Personnel Management, as the production and quality management, quality is the
result of the process of monitoring and adjustment, rather than testing brings.
Analysis using 5W1H approach to decomposition of the main objectives of the
existing sales of digital management, into a goal, resources, process monitoring
points, adjustment measures such as integrated management system. Sales targets,
sales management is an important quantitative criteria, so the formula must be a
strategy, brand and marketing a comprehensive consideration of the trinity.

Resource matching, time management from the sales start. The list seems a lot of
potential customers because of the lack of effective Late follow-up and continuous
development, will eventually come to naught. Client development can be divided
into targeting, the initial contact, in-depth negotiations, business negotiation and
contract process monitoring point five per week, all customers should check the list
one by one. Count customers to develop the overall progress and quality. time
allocation, customer development progress of the ID cards, also will drive the sales
process related to monitoring, the problem falls on the sales can be from other
causes may also be part of. to find the root cause , adjustment measures will come
into being.
Second, 5W1H, industrial sales staff.
Clarity is the weakness of industrial sales recruits. There are four typical
characteristics of industrial marketing: product complexity, customer decisionmaking process is complex, mutually inter-dependent companies, enterprises and
customers rely on each other, clarity is not strong sales staff.
1. Who, target selection: Industrial sales, the first step is selecting the right objects.
No big spread and a large network of support, depth of industrial sales are brand
communication and personal selling mainly to make the elections was right, play
hard, stare prison, do as they must spend some time of target customers.
2, Why, customer preferences, and What product solutions, a customer-oriented
portfolio approach. In particular, short-line industrial companies, faced with
competing brands, when the full product coverage, it becomes particularly
important
3, When, visiting schedule: call routing and Where. Target customer selection,
customer preference studies, product solutions, is developing strategies for clients.
And time and route of the arrangements, the customer development work
schedules
4, How:marketing techniques and strategies. Hard work is the dough, sales skills
are baking powder, bread is such a good made. Week, training, one on one
counseling, personal summary, are an important way to improve sales techniques
Third 5W1H: industrial sales manager of the gold abacus.
Many industrial sales manager came from technology and manufacturing sectors,
their logical thinking ability, and in the communication and coordination, dynamic

management is weak. planning about the management of their own, to lay plans,
personnel, tasks and measures for the gold abacus.
1. Who: managed object. Seemingly nonsense actually is not. Managers are most
concerned about is a good staff and bad staff, but also with the most energy. Good
people, nature willing to exchange, poor people, have to help a frowning to, or
only to give up. but most likely the result of the fall of the staff does not slip, and
give time and energy to seriously inadequate.
2. What: support measures. To precede more from the problem itself, come up with
radical approach, one should never think from the sale of the policy ideas. The sale
of emergency-type measures, chaotic internal management, external distributors
and customers will contradictions.
3, Why: Performance Analysis. Why the sales potential appears to the same region,
customers, sales results are quite different it? Type of comparison, simple and
effective, but requires a lot of energy, only the careful, patient, sales manager for
industrial products in order to see it, do it.
4, where: improvement. Know the real reason, it was one to find a solution. The
value of managers to reflect on helping others grow. Individualized, the right
medicine, side showed real skill management.
5, When: just the right time. And the last in staff time and manner of
communication, there must be stress. Yedui Ming has a experience, the way is to
use technology to address complex personnel issues, not the person communication
can bring calm and results.
6, How: How to continually improve it? Improved by PDCA spiral manner, always
test management, management system, high-performance self-habits, employees
set a good reference.

5W1H OF SEO CONTENT MARKET PLANNING

Search engine optimization (SEO) is the process of improving the visibility of a
website or a webpage in search engines via the "natural" or un-paid ("organic" or
"algorithmic") search results. In general, the earlier (or higher ranked on the search
results page), and more frequently a site appears in the search results list, the more
visitors it will receive from the search engine's users. In the frenzied initial stages
of SEO content marketing, its easy to get so wrapped up in the big picture that you
forget the important foundational details. Its great when the powers-that-be get
excited about all the new traffic their content marketing strategy will drive or all
the money theyll make with improved copy. Yet at the same time, they forget
important tidbits, such as whos going to write this awe-inspiring copy and how
is the company going to pay for it?
Its fantastically fun to jump into the big-picture deep end but just make sure that
you address the how-to specifics, too. Here are some questions to ask:

WHO does the writing? This is an incredibly important decision. During the
recession, many companies were hiring low-cost copywriters purely as a costcutting move. Although their intent was good (companies figured that more
content would drive more traffic) the implementation left much to be desired.
Today, businesses burned with the cheap copy mantra understand that bad copy
hurts more than it helps (from both a search engine and a conversion perspective)
and theyre willing to invest more money in their digital assets. Whether one
decides to keep their SEO copywriting in-house or outsource it, the writer needs to
have some serious writing skills.

WHAT pages need to be created (or rewritten) and WHEN do they need to be
uploaded? This is where ones editorial calendar comes into play. Every month (or
quarter, if one can plan that far ahead,) write down what pages need to be created
(or rewritten,) who is doing the writing, the deadline, and the firm upload date.
This kind of advance planning has two main advantages. One, it forces
communication and accountability in order to make a editorial calendar work, it
means that all parties involved need to sign off on the deadlines and duties. The
other advantage is that it makes your content marketing campaign much easier to
plan. If you know you have a special promotion hitting the streets, you can build in
time for content creation rather than waiting until the last moment. In short,
editorial calendars help you get more done, faster. Really.

WHERE does the budget come from? Good writing costs time, money or both. If
youre planning to keep your SEO copywriting in house, understand that the
person doing the writing needs time to actually do the writing. Or if youre
outsourcing, make sure that you allocate a reasonable budget (and reasonable
depends on your target audience, your brand and your particular SEO challenges.)
Although you may be tempted to pay the cheapest price you can for content, really
think about that move before you start hiring copywriters. You dont have to pay
$2,000 per page for copy, but you do want to hire someone who can show proven
results. And those folks cost a little bit more. Consider hiring a certified SEO
copywriter to ensure that your writer understands both conversion-driven
copywriting and SEO and can produce quality work.
Why dont you look at new opportunities? Some companies get stuck in a rut,
churning out the same type of copy month after month. Sure, articles and
newsletters and press releases are great. But what about trying Twitter? Or starting
a LinkedIn group? Or uploading video? Testing a new content marketing channel
can breathe new life into your campaign and often, connect you with new
customers that you wouldnt have obtained through your standard channels.

HOW will you know if its working? How are you measuring page success?
Rankings? Conversions? A reduction in bounce rate? If you dont have analytics
set up on your Website, do it now. Right now. And for goodness sake, please allow
your SEO copywriter to review the analytics (and if they dont understand
analytics, you may want to consider hiring another copywriter.)
Its true that starting a new SEO content marketing campaign can feel
overwhelming at first especially if folks are too focused on the big picture and
forget those pesky implementation details. But once youve mastered the 5-Ws
and 1-H of SEO copywriting, your planning will be a little bit easier and the
implementation wont be quite as painful.

CONCLUSION
The last few pages dealt with the 5W1H method and some of its applications in
detail. Initially, a brief overview of the method was given and it was followed up
with an in-depth analysis of the process. Although it fails to give results
quantitatively, its a very good qualitative measure of the shortcomings and
problems in a system and attempts to find the root cause of it. Herewith, we dealt
with a few situations where one can use the method to their own benefit. We also
gave a bird eye view of how it is used in several professional fields like SEO
Content Planning and Industrial Sales. Albeit new techniques of problem solving
are cropping every other day, 5W1H remains one of the oldest and most effective
technique. It wont be an exaggeration to call it the Holy Grail of all techniques.
The basic thing which we would have learnt from this report is that 5W1H is
merely an indication. If need be, we mustnt ever hesitate to ask WHY a million
times if it guides us to the problem, because only then can we achieve excellence
by eliminating the most minute problems.

BIBLIOGRAPHY
1. User Scenario Modeling using 5W1H in Home Environment : Luo
Tao and Ying Wei Tao.
2. News X : Event Extraction from News Articles : Martin Wunderwald
3. The Problem Solving and Decision Making Toolkit : John Warner and
Paul Wildman
4. Problem Solving Techniques : Paul Wildman
5. Lean Directions : Jamie Flinchbaugh
6. Gemba Panta Rei : Jon Miller
7. The Manufacturer : Jon Miller
8. Industrial Sales 5W1H : Ye Dunming

THANK YOU
THE END