Run 5 Whys Without Stopping at Blame
Use 5 Whys as a disciplined causal chain that stays connected to the process.
A payroll correction happened 37 times this month. The first answer is "employees enter bad data," which would make training the default fix. Use 5 Whys as a disciplined causal chain that stays connected to the process. The common trap is treating the visible symptom as the root cause, then celebrating activity instead of verified improvement. State the defect Define the observable defect: 37 payroll corrections caused by missing cost-center codes after manager approval. A precise defect keeps each why tied to the same event. Ask process whys Why missing? The approval screen does not require the code. Why not?…
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