THE QUESTION
Why are deliveries late?
Propose what to do, then judge whether each action would move each root.
30 at the table (29 simulated) · 3 actions proposed against 6 root causes. Add one, then judge whether each action moves each cause.
Viewing as guest. Enter a handle to join and take part.
Score the roots first
why
The method's own practice, before any action is proposed: each root cause is scored 1–5 on how feasible it is to address, how much impact addressing it would have, and how likely it is to resolve by itself with no intervention. Priority goes to roots with high impact, high feasibility and low likelihood of fixing themselves — priority = impact + feasibility − likelihood. Scores are averaged across the group and shown with how many scored.
1 = low, 5 = high. Your own scores; the group's averages beside them.
| root cause | feasible | impact | fixes itself | priority |
|---|---|---|---|---|
| Supervisors are measured on dispatch time and nothing else | – | |||
| We measure errors per order, so a bigger order hides more mistakes | – | |||
| Peak-hour load exceeds planned capacity | – | |||
| New staff copy bad habits from old hands | – | |||
| The forecast is made by people who never see a peak | – | |||
| The handheld takes four seconds to confirm, so people batch their scans | – |
Would each action move each root cause?
Down the side: the actions people proposed. Across the top: the root causes the map found. Every square is one vote on one question — would this action significantly reduce that cause? One side has to reach 75% of the votes cast to settle it; short of that the square stays split.
why
Answered at 75% of votes cast, like every other question here. Split means people voted and neither side reached that bar — it is a result, not a queue, and it stays split until enough people change their minds. A square nobody settles stays undecided; it never turns into a no. Judging each pair on its own is what stops a popular action being credited with fixing things it does not touch.
| ACTION | ROOT CAUSES · does the action on the left reduce it? | |||||
|---|---|---|---|---|---|---|
| Supervisors are measured on dispatch time and nothing else | We measure errors per order, so a bigger order hides more mistakes | Peak-hour load exceeds planned capacity | New staff copy bad habits from old hands | The forecast is made by people who never see a peak | The handheld takes four seconds to confirm, so people batch their scans | |
| Rotate a planner onto the floor each week discuss | ✓ yes, it reduces this 23 yes / 6 no · 22 of 29 settles it | ✓ yes, it reduces this 26 yes / 3 no · 22 of 29 settles it | ✓ yes, it reduces this 27 yes / 2 no · 22 of 29 settles it | ✓ yes, it reduces this 22 yes / 7 no · 22 of 29 settles it | ✓ yes, it reduces this 25 yes / 4 no · 22 of 29 settles it | ✗ no, it does not 5 yes / 24 no · 22 of 29 settles it |
| One owner per recurring failure, named publicly discuss | ⚑ the group split 9 yes / 20 no · 22 of 29 settles it | ✗ no, it does not 6 yes / 23 no · 22 of 29 settles it | ✗ no, it does not 2 yes / 27 no · 22 of 29 settles it | ✓ yes, it reduces this 24 yes / 5 no · 22 of 29 settles it | ✓ yes, it reduces this 22 yes / 7 no · 22 of 29 settles it | ✗ no, it does not 6 yes / 23 no · 22 of 29 settles it |
| Refresh training every quarter, not once in focus ↑ · close ✕ | ✓ yes, it reduces this 27 yes / 2 no · 22 of 29 settles it | ✓ yes, it reduces this 23 yes / 6 no · 22 of 29 settles it | ✓ yes, it reduces this 23 yes / 6 no · 22 of 29 settles it | ✗ no, it does not 3 yes / 26 no · 22 of 29 settles it | ✗ no, it does not 3 yes / 26 no · 22 of 29 settles it | ✓ yes, it reduces this 26 yes / 3 no · 22 of 29 settles it |
Highest leverage so far
Rotate a planner onto the floor each week reduces 5 of 6 root causes
Refresh training every quarter, not once reduces 4 of 6 root causes
One owner per recurring failure, named publicly reduces 2 of 6 root causes