Use Five Whys to move from a visible operational error to a fixable process cause.
A flight pushed with a bag-count mismatch that was caught before takeoff. Five Whys: keep asking evidence-based why questions until the cause points to a controllable process, not just a person. The common trap is stopping at 'agent entered the wrong count.' That describes the visible error but not the conditions that made it likely. Why 1 Why was the count wrong? The final ramp count did not include four late gate-check bags. This is a factual starting point, not yet a root cause; it tells the team what was missed, not why the process allowed the miss. Why 2…
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