A fishbone diagram is one of the various techniques available for conducting cause-and-effect analyses. It provides a structured way to identify and organize the potential causes contributing to a particular problem or effect. It allows the establishment and presentation of causal relationships in a straightforward and understandable format.
This document discusses various tools and methodologies for process improvement, including the Deming Cycle (Plan-Do-Study-Act), flowcharts, check sheets, histograms, Pareto diagrams, cause-and-effect diagrams, scatter diagrams, run charts, control charts, Kaizen blitz, poka-yoke, process simulation, and skills for team leaders and members. It provides descriptions and examples of how each tool is used to define problems, measure processes, analyze data, improve processes, and ensure changes are standardized and monitored.
Cause-and-effect diagrams, also known as fishbone diagrams or Ishikawa diagrams, are tools used to explore and display the potential causes of quality problems or other effects. They involve drawing a diagram with the effect at the head of the fish and primary causes as bones extending from the backbone. Secondary and tertiary causes are drawn as smaller bones extending from the primary causes. The diagrams help identify, define, and display the major factors influencing a process and their relationships to better understand problems and their possible causes. Variations include starting with an enumeration of all possible causes or drawing the diagram according to the sequence of the process. The diagrams are used to guide data collection and analysis to verify causal relationships.
Cause-and-effect diagrams, also known as fishbone diagrams or Ishikawa diagrams, are tools used to explore and display the potential causes of quality problems or other effects. They involve drawing a diagram with the effect at the head of the fish and primary causes as bones extending from the backbone. Secondary and tertiary causes are drawn as smaller bones extending from the primary causes. The diagrams help identify, define, and display the major factors influencing a process and their relationships to better understand problems and their possible solutions.
Quality problems are typically not simple. They often involve the complex interaction of several causes. A cause-and-effect diagram will help you to define and display the major causes, sub-causes and root causes that influence a process or a characteristic. Provide a focus for discussion and consensus. Visualize the possible relationships between causes which may be creating problems or defects.
This document summarizes an article about using Ishikawa or "fishbone" diagrams to perform root cause analysis. It describes Ishikawa diagrams as a graphical tool used to visualize, gather, and organize all potential causes of a problem in order to determine the underlying root cause. The summary provides a high-level overview of how to create an Ishikawa diagram by first identifying a problem description and major cause categories ("ribs"), then brainstorming possible reasons for each category and mapping them on the diagram.
The document provides an overview of A3 thinking, which is a structured problem-solving approach developed as part of the Toyota Production System. Some key points:
- A3 thinking uses a single A3 sheet of paper to concisely document a problem, analysis, countermeasures, and action plan. It aims to systematically address root causes rather than symptoms.
- The approach supports use of data to understand problems and determine if countermeasures were effective. It can be used to solve problems at all organizational levels from strategic to operational.
- Benefits include promoting collaboration, encouraging learning, helping close the planning-doing gap, and empowering critical thinking. An A3 report owner facilitates the process and incorporates team
This document discusses various process improvement methodologies and tools including:
- Deming Cycle, FADE, Juran's Breakthrough Sequence, and Creative Problem Solving as process improvement methodologies.
- Basic tools like flow charts, check sheets, histograms, Pareto diagrams, cause-and-effect diagrams, and scatter diagrams.
- Additional tools mentioned include blitz teams which allow employees involved in a process to implement immediate changes.
Operations ImprovementBUS255 GoalsBy the end of this.docxhopeaustin33688
Operations Improvement
BUS255
Goals
By the end of this chapter, you should know:
Importance of Operations improvement
Improvement Techniques
Broad approaches to improvement
Elements of Improvement
2
In ‘Alice’s adventures through the looking glass’, by Lewis Carroll, Alice encounters living chess pieces and, in particular, the ‘Red Queen’.
‘Well, in our country’, said Alice, still panting a little, ‘you’d generally get to somewhere else – if you ran very fast for a long time, as we’ve been doing’. ‘A slow sort of country!’ said the Queen. ‘Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that!
The Red Queen effect
3
Think about examples!
Automotive sector
Telecommunications sector (cell phones)
Implications
Operations Improvement is necessary to retain competitive position
Greater operations improvements (comparatively) are necessary to improve competitive position
Improvement Techniques
Scatter Diagram
Scatter Diagram: A graph of the value of one variable vs. another variable
Absenteeism
Productivity
6
Scatter Diagram
Help us understand the relationship between variables (tool to generate ideas)
Remember, correlation doesn’t mean causation
X and Y have positive relationship doesn’t necessarily mean X causes Y.
Refer to in-class problem # 1
7
Flowchart
Flowchart (Process Diagram): A chart that describes the steps in a process. It is also called as process map.
8
Flow Chart
MRI Flowchart
Physician schedules MRI
Patient taken to MRI
Patient signs in
Patient is prepped
Technician carries out MRI
Technician inspects film
If unsatisfactory, repeat
Patient taken back to room
MRI read by radiologist
MRI report transferred to physician
Patient and physician discuss
11
10
20%
9
8
80%
1
2
3
4
5
6
7
Flow Chart
Flowcharts are vey useful in visually describing processes (tool to organize data)
Refer to in-class problem # 2
Let’s do it in Visio
Cause and Effect Diagram
Cause-and-Effect Diagram: A tool that identifies process elements (causes) that might effect an outcome. Also called Fishbone diagram or Ishikawa diagram.
Cause
Materials
Methods
Manpower
Machinery
Effect
11
Cause-and-Effect Diagram
Material
(ball)
Method
(shooting process)
Machine
(hoop &
backboard)
Manpower
(shooter)
Missed
free-throws
Rim alignment
Rim size
Backboard stability
Rim height
Follow-through
Hand position
Aiming point
Bend knees
Balance
Size of ball
Lopsidedness
Grain/Feel (grip)
Air pressure
Training
Conditioning
Motivation
Concentration
Consistency
12
Cause-and-Effect Diagram
Very helpful for performing root cause analysis. Can also identify areas where further data is needed (tool to generate ideas)
Most used categories: Machinery, Manpower, Materials, Methods, and Money
Other categories can also be used
Refer to in-class problem # 3.
The document provides information on the basic seven tools of quality: cause-and-effect diagrams, flowcharts, checklists, control charts, scatter diagrams, Pareto analysis, and histograms. It defines each tool and provides an example of some. Cause-and-effect diagrams help identify potential factors causing a problem or condition. Flowcharts show the sequence of steps in a process. Checklists identify quality problems. Control charts show if a process is in or out of control. Scatter diagrams illustrate relationships between variables. Pareto analysis separates vital few causes from trivial many. Histograms show the variation in data.
Root Cause Analysis, The 5 Why’s, and The Fishbone DiagramInvensis Learning
Processes across industry sectors often face problems due to non-conforming parts, which eventually lead to process failure, productivity, and even rework. Even when organizations have the best of frameworks or quality controls at place, problems still persist. So, it is highly imperative to ensure problems do not reoccur and get to the root cause of the same. This is where Root Cause Analysis (RCA) comes into the picture that uses a collection of problem solving methods to get to the actual root cause of the problem.
CAPA, Root Cause Analysis and Risk ManagementJoseph Tarsio
This document discusses various quality management tools used for corrective and preventative action (CAPA), including root cause analysis. It describes CAPA and its regulatory requirements. Various tools for root cause analysis are explained, including the five whys technique, fishbone diagrams, Pareto charts, fault tree analysis, and failure mode and effects analysis. FMEA involves calculating a risk priority number to identify high-risk failures for corrective action. The document emphasizes the importance of identifying root causes of problems in order to implement effective preventative actions and reduce risks.
Kaoru Ishikawa developed the basic seven tools of quality - histograms, Pareto charts, cause-and-effect diagrams, check sheets, scatter diagrams, flowcharts, and control charts - to help average people analyze and interpret data for quality improvement. These visual tools have been widely adopted by companies worldwide to continuously improve processes. The presentation provided an overview of each tool and examples of how they can be applied in organizations.
Kaoru Ishikawa developed the basic seven tools of quality - histograms, Pareto charts, cause-and-effect diagrams, check sheets, scatter diagrams, flowcharts, and control charts - to help average people analyze and interpret data for quality improvement in organizations. These visual tools have been widely adopted by companies worldwide to continuously improve processes. The presentation provided an overview of each tool and examples of how they can be applied.
StreamLiner instructions - Learn how this continuous improvement project mana...gilesjohnston
Get to grips with the StreamLiner continuous improvement project management software with this full instruction manual.
StreamLiner was developed to help take the hard work out of identifying and managing improvements. The simple to use software has built in templates and tools to help your team get to grips with lean manufacturing improvement approaches quickly.
For more information, and to purchase the software, please search online for 'StreamLiner software', or click in the link in the user guide's footer.
A Cause-and-Effect Diagram is a tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic. It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome. This type of diagram is sometimes called an "Ishikawa diagram" because it was invented by Kaoru Ishikawa, or a "fishbone diagram" because of the way it looks.
The document discusses various quality tools used for corrective and preventative action (CAPA), including root cause analysis. It describes CAPA and its regulatory requirements. It then explains tools like the five whys technique, fishbone diagrams, Pareto charts, and fault tree analysis that can help identify root causes of issues. These tools provide structured approaches to determine underlying causes in order to address problems and prevent recurrence.
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
A3 thinking is a logical and structured approach to problem solving adopted by Lean organizations around the world. It allows to focus on the real issues while helping the team collaborate to gain deeper insight into problems. It is aligned with and supports the PDCA management philosophy.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Similar to The Role of Fishbone Diagram in Analyzing Cause and Effect (20)
Continuous Improvement Infographics for LearningCIToolkit
The purpose of this section is to provide all the continuous improvement tools in an infographic format. These flashcards are easy to read and understand, and very useful if you are looking for brief, concise, and to-the-point summaries. They are quick refreshers for continuous improvement and can speed up the learning process.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingCIToolkit
A Four Field Matrix is an effective model for planning, organizing and making decisions. It is a two-dimensional chart that consists of four equal-sized quadrants, each will describe different aspects of information.
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixCIToolkit
Importance Urgency Matrix is an effective method of organizing priorities. It is a two-dimensional chart that is used to prioritize work activities as well as personal activities.
Measuring True Process Yield using Robust Yield MetricsCIToolkit
Process yield measures should be able to expose even the smallest inefficiencies within a process, empowering operations to understand their true process yield in order to set realistic targets for improvement. Many organizations employ two primary measures of process yield: First Time Yield (FTY) and Final Yield (FY).
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramCIToolkit
A why-why diagram is used to identify the root causes of a problem when there are multiple factors to consider. There may be multiple answers at each stage, and each of these answers need to go through a separate process of the why-whys analysis. It is an extension of the 5 Whys approach where they are similar in that they both ask the same Why question multiple times. #WhyWhyDiagram
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsCIToolkit
An improvement roadmap is an approach used to achieve improvement. It is used to guide through the implementation of a long-term improvement journey. It helps us to understand where we are now as well as where we want to go.
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...CIToolkit
Paired Comparison Analysis is an activity for evaluating a small range of options by comparing them against each other. It is an easy and useful tool for rating and ranking alternatives for decision making where evaluation criteria are subjective.
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
Traffic Light Assessment is a rating system for evaluating the performance of a process or variable in relation to a goal. It is a good way to communicate information and have the advantage of being universally recognized by everyone.
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
Visually organizing ideas, thoughts and information around a single topic or problem. Mind mapping has many applications in personal, professional and educational situations.
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
A strategic and structured planning tool for evaluating the external environment of an organization. PEST stands for Political, Economic, Social, and Technological external factors.
The Role of Box Plots in Comparing Multiple Data SetsCIToolkit
A box plot is a graph that shows the frequency of numeric data values. It can be drawn either horizontally or vertically. It is referred to as a Box-and-Whisker Plot.
Exploring Variable Relationships with Scatter Diagram AnalysisCIToolkit
A Scatter Diagram is a way of showing whether two variables are correlated or related to each other. It shows patterns in the relationship that cannot be seen by just looking at the data. A scatter diagram uses a two-axis chart to represent data.
The Role of Histograms in Exploring Data InsightsCIToolkit
A graph which shows the frequency of continuous data values. Histograms are mainly used to explore data as well as to present the data in an easy and understandable manner. They are often used as the first step to determine the underlying probability distribution of a data set or a sample.
Flowcharting: The Three Common Types of FlowchartsCIToolkit
A graphical tool that illustrates the flow of a business process and the relationships between its activities. It helps you and your team to understand the activities and decisions, and thus, perform the tasks correctly and in the right order.
Yokoten: Enhancing Performance through Best Practice SharingCIToolkit
Everybody can benefit from the successes of others. Developing a best practice program for your company is an integral part of becoming a world-class performer in your industry. The more you can do to promote the creation and sharing of great ideas within your company, the better your performance will be in the long run and the more engaged your employees will be. You need also to consider what other world-class organizations are doing to become even more innovative and competitive.
Value Analysis: How Lean Thinking Defines ValueCIToolkit
Value Analysis as per Lean definition focuses on what adds value to business processes as perceived by the customer. A process that does not add value to the product or service should be redesigned or eliminated altogether.
The Main Components of an Effective Visual Management SystemCIToolkit
Visual Management is a business management technique that communicates important information in the physical workplace. It is a system of information displays, visual controls, labels and signs, color coding and other markings instead of written instructions.
Process Charts and Process Sequence Charts: Tools for Process ImprovementCIToolkit
A symbolic representation that illustrates the sequence of activities within a process. Used to show all the operation, inspection, storage, transportation, and delay activities that exist in a process.
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A well researched content of Academic Writing Assignments Compiled & Curated as per Criterion's & Rubrics with stringent guidelines as per Referencing Styles.
2017
Revolutionizing Giving_ The Emergence of Impact-Driven Philanthropy by Peter ...Peter Eckerline
This new era of giving, known as impact-driven philanthropy, prioritizes precise results and sustainable changes over mere monetary donations. It's about making a lasting difference by strategically addressing the root causes of societal issues.
Business Strategy: Strategic Planning, Logical Incrementalism, Strategic Lead...ICFAI University
ey Topics Covered:
Introduction to Strategic Planning:
Understanding the comprehensive process of defining an organization’s direction.
Importance of aligning efforts with vision and mission.
Components of Strategic Planning:
Vision and Mission Statements: Crafting clear and inspiring statements that guide organizational direction.
Goals and Objectives: Setting SMART objectives to achieve broad, long-term aims.
Environmental Scanning: Conducting SWOT and PESTEL analyses to assess internal and external environments.
Strategy Formulation: Developing corporate, business, and functional strategies.
Implementation and Monitoring: Executing strategies and tracking progress through performance metrics.
Benefits of Strategic Planning:
Provides direction, enhances decision-making, and facilitates resource allocation.
Helps in identifying and mitigating risks and encourages long-term thinking.
Logical Incrementalism:
Gradual, systematic progress through small, manageable steps.
Emphasizes flexibility, continuous learning, and avoiding strategic drift.
Learning Organizations:
Facilitating continuous learning and transformation to adapt and succeed in changing environments.
Characteristics include knowledge sharing, systems thinking, and fostering innovation.
Strategic Leadership:
Influencing others to achieve long-term success and financial stability.
Key elements include visionary leadership, decision-making, and change management.
Developing Strategic Leadership:
Leadership training, mentoring, exposure to strategic roles, and fostering a leadership culture.
The 5 Mindsets and skills of Today’s Top Leaders
Leaders can improve their effectiveness by being open to feedback, learning from successful peers, and seeking mentorship or coaching when necessary.
Put People First: Great leaders care about their team’s well-being and success.
Listen with Empathy: putting yourself in others’ shoes helps you understand and connect
Stay Humble: Humility helps leaders stay grounded and open to learning from others.
Build Trust: It’s the foundation for all strong and healthy relationships
Communication clearly: Effective communication ensures that everyone is aligned and informed
Leadership is a dynamic skill that requires constant attention and improvement.
Know more about our efforts to develop leadership capabilities especially regarding developing the capabilities for creating business impact through the art of prioritization : https://kabirlearning.in/leadership-workshops/
2. citoolkit.com
Definition
A fishbone diagram provides a structured way to identify and organize the
potential causes of a problem (or effect).
Fishbone Diagram 2
It allows to establish and present the
cause-and-effect relationship in an
easy and understandable format.
4. citoolkit.com
Uses
Often used during brainstorming sessions to identify the causes of an
undesirable effect or a problem.
Fishbone Diagram 4
By going through the steps of drawing the
diagram with your team, everyone gains insight
into the cause-and-effect, which makes the
solution easier to find later
One of the various tools that can be used to perform cause-and-effect analysis.
5. citoolkit.com
Uses
Often used in Lean Six Sigma and other quality improvement approaches
to narrow down the area of analysis.
Fishbone Diagram 5
Helps to identify the potential
causes of an effect or problem
in order to identify a solution
that can be effective
Causes
Effects
6. citoolkit.com
Uses
Used to identify the sources of variation within a process which causes a
problem to occur.
Fishbone Diagram 6
This brings attention to the primary factors affecting the quality of a product or service.
7. citoolkit.com
Benefits
Provides clarity regarding the causes of an effect in any problematic scenario.
Fishbone Diagram 7
The outcome of the fishbone analysis will provide useful information to later problem-
solving tools.
8. citoolkit.com
Benefits
Fishbone Diagram 8
Identifies the potential factors that
may cause an effect to prevent future
problems (cause prevention).
Can be used to identify the causes of
risks.
A teamwork exercise that helps to
capture and organize people's
knowledge of a process.
Can be used in product and process
design to plan new processes.
9. citoolkit.com
Structure
The first step in conducting a fishbone analysis is to clearly define the
effect.
Fishbone Diagram 9
This could be a quality issue, a
technical issue, or simply not
meeting a performance target.
10. citoolkit.com
Structure
The effect will become the head of the fishbone.
Fishbone Diagram 10
Effect
• Should be brief.
• Use numbers where possible.
Take a moment with the team to think about the effect. Does everyone agree on what it is?
11. citoolkit.com
Structure
The causes will be placed in the branches of the chart.
Fishbone Diagram 11
Each cause needs to be put into a
category for easier sharing and
reference
Effect
Cause
Category
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Structure
A fishbone diagram allows to identify the hierarchy of causes including the
possible root causes.
Fishbone Diagram 12
Lines can be used to connect the series of linked causes
Root causes are normally
those at the ends of the
chains of causes that do not
have any sub causes
Effect
Potential
cause
Sub cause
Cause
Category
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Structure
Combining the fishbone with the 5 whys gives the analysis an extra
dimension.
Fishbone Diagram 13
1
2 3
Effect
Category
Potential cause
5 whys can be used to dig deeper and go beyond symptoms
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Grouping Potential Causes
Potential causes in a fishbone diagram are normally grouped into
categories for easier sharing and reference.
Fishbone Diagram 14
These categories are used to label the different branches on the fishbone diagram.
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Grouping Potential Causes
There are different approaches of constructing a fishbone diagram
indicated by the branch labels.
Fishbone Diagram 15
4
6
8
There is no right or wrong way to do that!
16. citoolkit.com
Grouping Potential Causes – 4 Ms
One of the most basic forms to group the potential causes of a problem or
effect.
These categories typically include Man, Method, Machine and Material.
Fishbone Diagram 16
Material
Method
Machine
Man
4
17. citoolkit.com
Grouping Potential Causes – 6 Ms
The most common way to categorize potential causes of a problem or
effect.
Commonly used in manufacturing and production environments.
Fishbone Diagram 17
Measurement
Environment
Method
Machine
Material
Man
6
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Grouping Potential Causes – 6 Ms
Man – Anyone involved with the process and contributes to the effect
Including governance and support functions.
Fishbone Diagram 18
19. citoolkit.com
Grouping Potential Causes – 6 Ms
Method – How the process is performed and the specific requirements for
doing it.
Fishbone Diagram 19
Procedures
Common
practices
Work
instructions
Rules and
policies
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Grouping Potential Causes – 6 Ms
Material – All the materials needed to perform a process.
Fishbone Diagram 21
Parts Information
Packaging
Raw
materials
Paperwork
22. citoolkit.com
Grouping Potential Causes – 6 Ms
Environment – The conditions in which the process operates.
Fishbone Diagram 22
Time Culture
Temperature
Location
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Grouping Potential Causes – 6 Ms
Measurement – The data and metrics that are used to evaluate the
performance of the process.
Fishbone Diagram 23
24. citoolkit.com
Grouping Potential Causes – 6 Ms
Different names may be used for the same category depending on the
situation and on the user's choice.
Fishbone Diagram 24
Man – Men – Manpower – People – Labor
Machine – Machinery – Equipment – Tools – Systems
Measurement – Metrics – Inspection
Method – Process – Procedure
Environment – Mother Nature – Milieu
25. citoolkit.com
Grouping Potential Causes – 8 Ms
Adds Management and Maintenance to the 6 M categories.
Fishbone Diagram 25
8
Man Method
Material Machine
Mother nature Measurement
Management Maintenance
4 Ms
4 Ms
4 Ms
26. citoolkit.com
Grouping Potential Causes
When you are working on an affinity diagram, you can use the titles of the
affinity groups as the basis for categorization.
Fishbone Diagram 26
Social
Economic Cultural
The items within each
affinity group can be
the potential causes
Cultural
Economic
Social
27. citoolkit.com
Grouping Potential Causes
When the effect results from a documented or mapped process, the
process steps can be used as the basis for categorization.
Fishbone Diagram 27
10
Prepare
expense report
Employee
20
Approve
and Sign
Dept. Manager
30
Approve
and Sign
Controller
40
Pay
employee
Payroll Officer
The process input
variables (design factors)
can be the potential causes
Pay employee
Approve and sign
Prepare expense report
28. citoolkit.com
Grouping Potential Causes
You may also create subcategories of a main category and include it in new
branches.
Fishbone Diagram 28
Material
Measurement
Man
Suggestions
Man
Kaizens
Method
Man
Training
Remember to avoid writing real names of persons under the “Man” category.
29. citoolkit.com
Grouping Potential Causes
You may even rename or create your own branches that best suit your
project.
Fishbone Diagram 29
Heart
Mind
Soul
Body
Fishbone analysis can also be used in our personal lives to create ideas about the
certain personal issues and how to avoid them.
30. citoolkit.com
Grouping Potential Causes
Typical Categories for Manufacturing and Non-Manufacturing Processes.
Fishbone Diagram 30
Machine
Manpower
Material Measurement Method
Environment
Manufacturing
Equipment
People
Policies and Procedures
Environment
Administration
and Services
31. citoolkit.com
Steps for Drawing a Fishbone Diagram
Fishbone Diagram 31
With your team, clearly define the effect that you want to work on
• Write the effect statement in a box at the center right of a large piece of paper (or
on a wall).
• Draw a long horizontal line pointing to the box.
32. citoolkit.com
Steps for Drawing a Fishbone Diagram
Fishbone Diagram 32
Identify the cause categories using the 4Ms or any other approach
• Write them in boxes parallel to the horizontal line.
33. citoolkit.com
Steps for Drawing a Fishbone Diagram
Fishbone Diagram 33
Use brainstorming to log all possible causes under the appropriate categories
• Start with the main causes and then the secondary causes and so on.
• Use 5 whys to get to the root causes.
34. citoolkit.com
Steps for Drawing a Fishbone Diagram
Fishbone Diagram 34
Take time to ensure the appropriateness of the recorded information
• Update the chart as new potential causes become apparent.
35. citoolkit.com
Steps for Drawing a Fishbone Diagram
Fishbone Diagram 35
Highlight or assign numbers near to the key causes to indicate their relative importance
• Draw links between causes that are related.
2
1
3
4
5
36. citoolkit.com
Steps for Drawing a Fishbone Diagram
Fishbone Diagram 36
If necessary, collect data to confirm key causes are real
• Plan and implement actions to address the key causes.
37. citoolkit.com
Example – Increased Invoice Errors
Fishbone Diagram 37
Increased
Invoice Errors
Cumbersome process
Manual data entry
Inadequate printers
Incompatible system
System not integrated
Noisy office
Poor ergonomics
Poor technical support
Low morale
Poor audit system
Delayed paper supply
Increased workload
Man
Measure
Material
Environment Equipment Method
Poor paper quality
38. citoolkit.com
Example – Increased Coolant Consumption
Fishbone Diagram 38
High Coolant
Consumption
Man
Measure
Material
Environment Machine Method
Adjusting concentration settings
Blocked hoses
Machine leakage
Materials in trench
Machine breakdown Adding WBLF to the tank
Evaporation in summer
Poor shift communication
Delayed measurement
WBLF measured for all lines
Biocide level
Antifoam level
Lack of training
Absenteeism
Rounding
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Example – Coffee Flavor
Fishbone Diagram 39
Over roasting
Not fresh coffee beans
Unclean coffee maker
Low water quality
Cleaning SOP
not followed
Machine
Coffee not tasting
good
Material
Using water from
the tap
Beans roasted
some time ago
Long roasting
period
Current
settings
40. citoolkit.com
Further Information
Be aware of adding causes which are actually solutions.
Fishbone Diagram 40
The main idea behind the fishbone
analysis is to brainstorm all possible
causes that may contribute to a
problem, and not brainstorm solutions
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Further Information
A cause-and-effect matrix can be used to prioritize the causes of the
problem.
Fishbone Diagram 41
Prioritizing and selecting the key causes
will minimizes the need for more
statistical analysis of inputs that are
unlikely to have an impact on the
output
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Further Information
The measure of success for a fishbone diagram is typically the quantity of
ideas generated rather than their quality.
Fishbone Diagram 43
The goal is to gather a wide range of possible causes, which can then be evaluated and
refined as needed.
44. citoolkit.com
Further Information
A fishbone diagram can also be used to structure the thoughts of a team.
Fishbone Diagram 44
Sometimes it is useful to change the effect statement into the ideal situation and ask
the team to brainstorm what produces this ideal situation.
45. citoolkit.com
Further Information
Sometimes it is useful to brainstorm out the ideas first then organize them
by category later.
Fishbone Diagram 45
People sometimes tend to focus more on the categories than the content and this
slow down and restricts their thinking.