3.2.

5
Analysis (Part 2)

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 Your A3: Analyze the problem
Grasp the situation Recommendations / Proposed Countermeasures
Background
• What are you talking about?
• Why are you talking about it?
• Exactly what problem are you trying to solve?
• Tell me more?
• Can you describe what’s happening versus what should
be?

Current Conditions
• Where do things stand today?
• What is happening?
• How does the process work?
• What have you looked at or heard?
• Is this the entire process? Action Plan(s)
• Have you told me everything?

Goals / Targets
• What specific outcomes are required?

Analysis
• What is the root cause(s) of the problem? Follow-up
• What makes you sure you have a cause and effect link?
• How did you arrive at this?
• How has this tool helped the analysis?
• Why did you select that approach?

© Copyright 2017 Lean Enterprise Institute. All rights reserved. IPS–3–27

 Your A3: Other key questions
What to look and listen for in a cause/constraint analysis:
• Is a clear image of the problem established by asking
“Why?”
• Is it clear which work processes may contain causes and
constraints of the problem?
• Are the cause/effect links clear?
• How confident are you that the causes have been
identified?
• Do you sense that there is more you need to know?

© Copyright 2017 Lean Enterprise Institute. All rights reserved. IPS–3–28

 Your A3: Other key questions
• Have you identified the real problem?
• Can you show the gap between the target and the current
condition?
• Did you go to the gemba, observe, and talk to the people who do
the work to fully grasp the current situation?
• Did you clarify the true business objectives?
• Did you uncover the right (i.e., most meaningful) information to
support the analysis?
• Did you isolate the root cause(s) of the main components of the
gap?
• Did you capture this material in the most clear and concise
manner, i.e., one that clarifies true problems, invites analytic
questions, and suggests direct countermeasures?

From Managing to Learn, pg. 57

© Copyright 2017 Lean Enterprise Institute. All rights reserved. IPS–3–29

 Complete the following activities

Watch video
3.2.6 | The Five Whys
Read 3.2.7 | Chapter 3: Goals and Analysis—
Finding the Root Cause (Part 2)
in Managing to Learn (p. 45–59)
Watch video
3.2.8 | The Five Whys Animation
Complete 3.2.9 | Problem-Solving Funnel (Part 3):
Cause Investigation and the Five Whys
Complete 3.2.10 | Your A3: Goal/Target and
Analysis

© Copyright 2017 Lean Enterprise Institute. All rights reserved. IPS–3–30