![]() Taking a Step Back to Analyze Your Fishbone Diagram ![]() Each cause is another bone in the diagram. Drill down into each category and break items into sub-causes as necessary. Any of these factors could have a secondary effect on production efficiency and, in turn, be a significant contributor to your main problem.Ĭontinue on this path for each of your worksheet’s primary categories of problems. ![]() You could then consider different issues within that work environment.įor example, a lack of natural light in one area, impractical forklift traffic flow, or cramped workstations could contribute to human error. Then, add these to the appropriate category, considering all possible factors that could influence the main problem at the fish’s head.įor example, say the work environment is one of the categories you’ve identified as the potential cause of a manufacturing bottleneck. Identifying Possible Causesįor each of the main factors your team has identified, work with them to find ideas for possible causes of the problem. Place each problem category on a “bone” of your fish. However, the equipment or tools used to do the job, the people involved, the task itself, and where the problem is happening are good starting points. There is no one “standard” set of problem categories. Work with your team members to discuss these factors–look at operating procedures and systems, machinery and equipment, material defects, environmental issues, and other possible contributing factors. Next, list all the possible causes of the issue, each line representing the major categories of causes. Brainstorming the Primary Factors of the Problem This horizontal line allows you to begin exploring different potential categories of problems that radiate out from the “spine.” 2. Next, place this issue at the head of the fish, with a ‘spine’ continuing horizontally along the page. Then, using a flip chart or a whiteboard, start with your problem statement: this should encapsulate the main issue you are trying to solve. Gather anyone involved and write down the exact problem, including when and where it occurs. In other words, seemingly small amounts of activity can have large-scale negative and positive results. The Pareto principle states that 80% of results come from 20% of all actions. In the same way, a Pareto chart offers another lean Six Sigma tool for analyzing manufacturing and maintenance problems, particularly concerning the frequency of occurrence. Each approach tackles both the cause (the why) and the effect (the what). The problem may recur again and again until the root cause is identified.īoth the 5 Whys technique and the fishbone diagram assist in clarifying the cause-and-effect relationship of problems. The service manual didn’t specify a seal type.įor example, while it’s easy to blame an individual for not following a standard operating procedure (SOP), one or more underlying issues may have caused this issue. For example, here are five whys:īecause there was an oil leak near the equipment.īecause it was too weak for its application. The Five Whys is a simple method for drilling down to find the root cause of any given maintenance mishap. Although managers can execute the two methodologies differently, they both help manufacturing and production teams quickly identify the root cause of a problem. The fishbone diagram is often used with another lean RCA tool– the 5 Whys. It’s even more effective when used alongside lean concepts and systems, such as Kata, Six Sigma, Kamibashi boards, and poka-yoke. Like many lean methodologies, the fishbone or Ishikawa diagram is simple yet incredibly effective. So, in the early 1980s, he developed the fishbone diagram to determine the root cause of a problem. He wanted to improve industrial quality and efficiency. ![]() Ishikawa was a professor at the University of Tokyo. Japanese organizational theorist Kaoru Ishikawa is credited for his involvement in several lean concepts, most notably the cause-and-effect diagram. Sample Fishbone Diagram Where Did the Fish Bone Diagram Originate? ![]()
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