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NEW SEVEN MANAGEMENT

TOOLS

CAUSE AND EFFECT DIAGRAM

RELATIONSHIP DIAGRAMISHIKAWA


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WHAT IS IT?

It is a graphical tabular chart to list and analyze

the potential causes of a given diagram

Its also called as fishbone diagram because of its

appearance and Ishikawa diagram after the man

who developed it in 1943.

The diagram consist of a central stem leading to

effect(the problem), with multiple branchescoming of the stem listing the various groups of

possible causes of the problem.


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When do we use it?

The CE diagram has unlimited application inresearch , manufacturing, marketing, officeoperations, services and so forth.

The CE diagram are used To analyze cause and effect relationship ,

To facilitate the search for the solution of relatedproblem,

To standardize existing and proposed operations and

To educate and train personnel indecision making andcorrective action activities.


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FORMAT OF CAUSE AND EFFECT (FISH BONE DIAGRAM)


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How do we construct it?

The CE diagram may be constructed using thefollowing steps

1. Define the effect(the problem) clearly and concisely.

2. Mark the short description of the effect in a box.Then draw a line from this box towards left.

3. List down all the possibilities minor and major causesthrough a brain storming session.

4. Mark the major causes on the branches and minorcauses on the sub branch of the CE diagrams.

5. Look for the possible solutions for these problems.

6. Introduce the changes.


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CATEGORIES OF DIAGRAM

The categories typically include

People: Anyone involved with the process

Methods: How the process is performed and the specificrequirements for doing it, such as policies, procedures,

rules, regulations and laws Machines: Any equipment, computers, tools etc. required

to accomplish the job

Materials: Raw materials, parts, pens, paper, etc. used toproduce the final product

Measurements: Data generated from the process thatare used to evaluate its quality

Environment: The conditions, such as location, time,temperature, and culture I which the process operate.


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TYPES OF TOOLS IN INDUSTRIES

4PS SERVICE

IDUSTRIES

POLICIES PROCEDURES

PEOPLE

PLANT

6MS

MANUFACTURINGINDUSTRIES

MACHINE METHOD

MATERIAL

MEASUREMENT

MOTHER NATURE

MAN POWER

PROCESS STEPS

DETERMINECUSTOMRES

ADVERTISE

PRODUCT

INCENT PURCHASE

SELL PRODUCT SHIP PRODUCT

PROVIDE UPGARDE


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EXAMPLE OF CAUSE AND EFFECT

Once all the ideas have been added to the

fishbone diagram, the next step is to discuss

the ideas and clarify any ideas that are not

clearly understood. For example, suppose

your team has brainstormed possible causes

of why the car will not start. A possible

fishbone diagram is shown here


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EXAMPLE OF CAUSE AND EFFECT DIAGRAM

CAUSE AND EFFECT DIAGRAM EXAMPLE


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ELIMINATE NON-CAUSES

The next step is to eliminate the ideas that everyone agreeswould really not cause the problem. Everyone must agree.If one person does not agree, it must stay on the diagramas a possible cause. For example, suppose we know wehave the key to the car. We could simply strike through that

cause as shown in the fishbone. We have decided a coupleof other "potential" causes of the car are not really causes.A line is drawn through those causes as well.

A word of caution: even though an idea is eliminated as apossible cause, it is best to leave it on the fishbone

diagram. You may circle it or strike through it. However,always keep the fishbone diagram with all the ideas on it.This will allow you to return at a later date to determine ifyou have eliminated true causes of the problem.


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ELIMINATE NON CAUSES


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HOW LIKELY IT WORKS,?

The next step is to examine each idea and determine the degree to whichthe idea is an actual cause of the problem. There are numerous ways thiscan be accomplished. If there are not many ideas, consensus could bereached by discussing each idea individually. However, if there are manyideas on the fishbone, a "straw" vote can be used to determine the degreeto which that idea is an actual cause of the problem.

In a straw vote, each team member may vote as many times as he or shewishes. Even though this sounds as if deadlock will happen, it seldomdoes. Instead, each team member begins to understand where others seeroot causes to be. For each idea on the fishbone, each team member"votes" one of the following for how likely the listed idea is to be a causeof the problem:

Very likely (V)

Somewhat likely (S)

Not likely (N)


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RANKING FOR THE CAUSES

Whichever answer receives the most votes,the corresponding letter (V, S or N) is notedbeside that cause on the fishbone diagram.

For example, the team decided that "No gas"was not a likely cause because they knew gas

was in the car. So, "No gas" gets a "N" for notlikely. This process is repeated for each itemon the fishbone


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HOW LIKELY IT WORKS


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