Let’s set the stage. The team has just completed what many call a flow kaizen – in which the focus is the flow of materials, patients, customers, etc. and information.
It's not quite on par with the 5 whys (heck, that's five questions, more or less), but "so what?" isn't far behind. It's a question that begs closure, as in, "what are we going to do about that?"
Kaizen opportunities are often best identified (and done) by those who do the work. This is critical if you're trying to create and sustain a kaizen culture.