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  • 1. Ishikawa-Diagram
  • 2. StructureKaoru Ishikawabasic conceptaimtheoretical conversionpractical exampleexercise
  • 3. Kaoru Ishikawa(1915 - 1989)• born in Tokio 1915• graduated University of Tokyo in 1939 with anEngineering degree in applied chemistry• worked as a naval technical officer until 1941• worked for Nissan Liquid Fuel Company• associate professor at the University of Tokyo in 1947• famous person in Qualitymanagement• not only product quality• but also e.g. quality of Management and assistant• developed several quality-tools• One of these tools is the Ishikawa-Diagram(also called Fishbone- or cause and effect diagram)
  • 4. basic conceptThe Idea:think about possible causes and reasons leading toan effect or a problemfind solution for preventing those problems
  • 5. basic concept• one problem/effect• 7 causes lead to the problem/effect• the causes are divided into main- and sidecausesThe 7 causes are:1. Methods2. Machinery3. Management4. Materials5. Manpower6. Environment7. Measurement
  • 6. basic conceptindividual problem/effect needs individual factors
  • 7. basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagram
  • 8. basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influenceBranch of production: Manpower, Methods, Material und MachineBranch of administration: Management, Environment
  • 9. basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influenceBranch of production: Manpower, Methods, Material und MachineBranch of administration: Management, Environmente.g. Methods, Machinery, Management, Materials, Manpower
  • 10. basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influenceBranch of production: Manpower, Methods, Material und MachineBranch of administration: Management, Environmente.g. Methods, Machinery, Management, Materials, Manpower5 M‘s
  • 11. basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influenceBranch of production: Manpower, Methods, Material und MachineBranch of administration: Management, Environmente.g. Methods, Machinery, Management, Materials, Manpower5 M‘s4P (Place, Procedures, People, Policies )4S (Surroundings, Suppliers, Systems, Skills)
  • 12. basic concept
  • 13. aim• find the causes, main- and sidecauses• clarity• interdependence of the causes• improve them for having the wanted effector eliminate them for solving the problem
  • 14. theoretical conversion1. sketch the diagram and inscript the needed causes
  • 15. theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out
  • 16. theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the completeness
  • 17. theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the completeness4. weight the the main- & sidecauses in terms of meaning & influence
  • 18. theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the completeness4. weight the the main- & sidecauses in terms of meaning & influence5. check the selected causes for rightness
  • 19. theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the completeness4. weight the the main- & sidecauses in terms of meaning & influence5. check the selected causes for rightness6. The team discusses about the solution
  • 20. theoretical conversion6. The team discusses about the solution• causes that can be improved or eliminated easily will be finishedfirst of all (no need to be weighted)• The weighted causes are in a list of priority and will be finished inturn
  • 21. theoretical conversionIt‘s important
  • 22. theoretical conversionIt‘s importantthat the team has skilled workers involved in discussion
  • 23. theoretical conversionIt‘s importantthat the team has skilled workers involved in discussione.g. supplier, clients etc
  • 24. practical examplerise in productivity
  • 25. practical example1. sketch the diagram and inscript the needed causes
  • 26. practical example1. sketch the diagram and inscript the needed causes
  • 27. practical example1. sketch the diagram and inscript the needed causesrise in productivity
  • 28. practical example1. sketch the diagram and inscript the needed causesrise in productivityEnviroment
  • 29. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviroment
  • 30. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine
  • 31. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine Materials
  • 32. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine Materials Methods
  • 33. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials Methods
  • 34. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperature
  • 35. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwage
  • 36. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardware
  • 37. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardwareProcurement
  • 38. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardwareProcurementStandardisationLean ManagementCIP
  • 39. practical example3. check the completenessrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardwareProcurementStandardisationLean ManagementCIP
  • 40. practical example4. weight the the main- & sidecauses in terms of meaning & influence• Lean Management• Standardisation• Motivation• Education•…
  • 41. practical example5. check the selected causes for rightness• Lean Management• Standardisation• Motivation• Education•…
  • 42. practical example6. The team discusses about the solutioncauses that can be improved or eliminated easily:• Hardware• Software• Temperature• Noise
  • 43. practical example6. The team discusses about the solutionweighted causes• Lean Management• Standardisation• Motivation• Education
  • 44. exerciseexcessive drop of paperHenner GraubitzOctober 23rd 2006
  • 45. exercise1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the completeness4. weight the the main- & sidecauses in terms of meaning & influence5. check the selected causes for rightness6. The team discusses about the solution
  • 46. exercisesolutionexcessive drop ofpaperManpower MachineMaterials Methodscreate faultydocumentsfaulty feeder ofpaperstoo heavypapermisprints aren‘tused as paper fornotices
  • 47. Advantage:• different opinions by teamwork• easy to apply• little effort to practise• better understanding for causes andeffects
  • 48. Advantage:• different opinions by teamwork• easy to apply• little effort to practise• better understanding for causes andeffectsDisadvantage:• No clarity in very complex problems• Interactions and chronologicaldependence can’t be displayed