I was working with a large aircraft manufacture in Seattle, let's call them Doeing. We, as a supplier, had an issue and put together a 5 why workshop with all t

I was working with a large aircraft manufacture in Seattle, let's call them Doeing. We, as a supplier, had an issue and put together a 5 why workshop with all the stakeholders from both sides. We get a good list of primary whys, and work all of them out. Then the Doeing lead gets up and points to the two top causes and states, "we have to eliminate these, because we can't tell management that the failure is on our side." So we finished the workshop with secondary failures on our side and spent a year and who knows how much money on a fix that never worked.