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Ishikawa-Diagram
StructureKaoru Ishikawabasic conceptaimtheoretical conversionpractical exampleexercise
Kaoru Ishikawa(1915 - 1989)• born in Tokio 1915• graduated University of Tokyo in 1939 with anEngineering degree in applie...
basic conceptThe Idea:think about possible causes and reasons leading toan effect or a problemfind solution for preventing...
basic concept• one problem/effect• 7 causes lead to the problem/effect• the causes are divided into main- and sidecausesTh...
basic conceptindividual problem/effect needs individual factors
basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagram
basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influen...
basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influen...
basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influen...
basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagramgrade of influen...
basic concept
aim• find the causes, main- and sidecauses• clarity• interdependence of the causes• improve them for having the wanted eff...
theoretical conversion1. sketch the diagram and inscript the needed causes
theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out
theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the...
theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the...
theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the...
theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the...
theoretical conversion6. The team discusses about the solution• causes that can be improved or eliminated easily will be f...
theoretical conversionIt‘s important
theoretical conversionIt‘s importantthat the team has skilled workers involved in discussion
theoretical conversionIt‘s importantthat the team has skilled workers involved in discussione.g. supplier, clients etc
practical examplerise in productivity
practical example1. sketch the diagram and inscript the needed causes
practical example1. sketch the diagram and inscript the needed causes
practical example1. sketch the diagram and inscript the needed causesrise in productivity
practical example1. sketch the diagram and inscript the needed causesrise in productivityEnviroment
practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviroment
practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine
practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine Materials
practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine Materia...
practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials Methods
practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseT...
practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseT...
practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseT...
practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseT...
practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseT...
practical example3. check the completenessrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureE...
practical example4. weight the the main- & sidecauses in terms of meaning & influence• Lean Management• Standardisation• M...
practical example5. check the selected causes for rightness• Lean Management• Standardisation• Motivation• Education•…
practical example6. The team discusses about the solutioncauses that can be improved or eliminated easily:• Hardware• Soft...
practical example6. The team discusses about the solutionweighted causes• Lean Management• Standardisation• Motivation• Ed...
exerciseexcessive drop of paperHenner GraubitzOctober 23rd 2006
exercise1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the completeness4...
exercisesolutionexcessive drop ofpaperManpower MachineMaterials Methodscreate faultydocumentsfaulty feeder ofpaperstoo hea...
Advantage:• different opinions by teamwork• easy to apply• little effort to practise• better understanding for causes ande...
Advantage:• different opinions by teamwork• easy to apply• little effort to practise• better understanding for causes ande...
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Ishikawa diagram

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Transcript of "Ishikawa diagram "

  1. 1. Ishikawa-Diagram
  2. 2. StructureKaoru Ishikawabasic conceptaimtheoretical conversionpractical exampleexercise
  3. 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. 4. basic conceptThe Idea:think about possible causes and reasons leading toan effect or a problemfind solution for preventing those problems
  5. 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. 6. basic conceptindividual problem/effect needs individual factors
  7. 7. basic conceptindividual problem/effect needs individual factorsnot all 7 factors are needed in the diagram
  8. 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. 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. 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. 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. 12. basic concept
  13. 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. 14. theoretical conversion1. sketch the diagram and inscript the needed causes
  15. 15. theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out
  16. 16. theoretical conversion1. sketch the diagram and inscript the needed causes2. work the main- and sidecauses out3. check the completeness
  17. 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. 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. 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. 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. 21. theoretical conversionIt‘s important
  22. 22. theoretical conversionIt‘s importantthat the team has skilled workers involved in discussion
  23. 23. theoretical conversionIt‘s importantthat the team has skilled workers involved in discussione.g. supplier, clients etc
  24. 24. practical examplerise in productivity
  25. 25. practical example1. sketch the diagram and inscript the needed causes
  26. 26. practical example1. sketch the diagram and inscript the needed causes
  27. 27. practical example1. sketch the diagram and inscript the needed causesrise in productivity
  28. 28. practical example1. sketch the diagram and inscript the needed causesrise in productivityEnviroment
  29. 29. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviroment
  30. 30. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine
  31. 31. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine Materials
  32. 32. practical example1. sketch the diagram and inscript the needed causesrise in productivityManpowerEnviromentMachine Materials Methods
  33. 33. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials Methods
  34. 34. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperature
  35. 35. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwage
  36. 36. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardware
  37. 37. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardwareProcurement
  38. 38. practical example2. work the main- and sidecauses outrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardwareProcurementStandardisationLean ManagementCIP
  39. 39. practical example3. check the completenessrise in productivityManpowerEnviromentMachine Materials MethodsNoiseTemperatureEducationMotivationwageSoftwareHardwareProcurementStandardisationLean ManagementCIP
  40. 40. practical example4. weight the the main- & sidecauses in terms of meaning & influence• Lean Management• Standardisation• Motivation• Education•…
  41. 41. practical example5. check the selected causes for rightness• Lean Management• Standardisation• Motivation• Education•…
  42. 42. practical example6. The team discusses about the solutioncauses that can be improved or eliminated easily:• Hardware• Software• Temperature• Noise
  43. 43. practical example6. The team discusses about the solutionweighted causes• Lean Management• Standardisation• Motivation• Education
  44. 44. exerciseexcessive drop of paperHenner GraubitzOctober 23rd 2006
  45. 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. 46. exercisesolutionexcessive drop ofpaperManpower MachineMaterials Methodscreate faultydocumentsfaulty feeder ofpaperstoo heavypapermisprints aren‘tused as paper fornotices
  47. 47. Advantage:• different opinions by teamwork• easy to apply• little effort to practise• better understanding for causes andeffects
  48. 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
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