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Ishikawa diagram

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Software Quality Management
Anna University Syllabus
B.E. IV CSE

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Ishikawa diagram

1. 1. Ishikawa-Diagram
2. 2. Structure Kaoru Ishikawa basic concept aim theoretical conversion practical example exercise
3. 3. • born in Tokio 1915• graduated University of Tokyo in 1939 with an Engineering degree in applied chemistry• worked as a naval technical officer until 1941• worked for Nissan Liquid Fuel Company Kaoru Ishikawa• associate professor at the University of Tokyo in 1947 (1915 - 1989)• 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 sidecauses The 7 causes are: 1. Methods 2. Machinery 3. Management 4. Materials 5. Manpower 6. Environment 7. Measurement
6. 6. basic conceptindividual problem/effect needs individual factors
7. 7. basic conceptindividual problem/effect needs individual factors not all 7 factors are needed in the diagram
8. 8. basic conceptindividual problem/effect needs individual factors not 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 factors not 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 factors not 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 5 M‘s
11. 11. basic conceptindividual problem/effect needs individual factors not 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 5 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 effect or 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 finished first of all (no need to be weighted)• The weighted causes are in a list of priority and will be finished in turn
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 example rise 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 causes rise in productivity
28. 28. practical example1. sketch the diagram and inscript the needed causes Enviroment rise in productivity
29. 29. practical example1. sketch the diagram and inscript the needed causes Enviroment Manpower rise in productivity
30. 30. practical example1. sketch the diagram and inscript the needed causes Enviroment Manpower rise in productivity Machine
31. 31. practical example1. sketch the diagram and inscript the needed causes Enviroment Manpower rise in productivity Machine Materials
32. 32. practical example1. sketch the diagram and inscript the needed causes Enviroment Manpower rise in productivity Machine Materials Methods
33. 33. practical example2. work the main- and sidecauses out Enviroment Manpower rise in productivity Machine Materials Methods
34. 34. practical example2. work the main- and sidecauses out Enviroment Manpower Temperature Noise rise in productivity Machine Materials Methods
35. 35. practical example2. work the main- and sidecauses out Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity Machine Materials Methods
36. 36. practical example 2. work the main- and sidecauses out Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity HardwareSoftware Machine Materials Methods
37. 37. practical example 2. work the main- and sidecauses out Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity HardwareSoftware Procurement Machine Materials Methods
38. 38. practical example 2. work the main- and sidecauses out Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity Hardware Standardisation Procurement Lean ManagementSoftware CI P Machine Materials Methods
39. 39. practical example 3. check the completeness Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity Hardware Standardisation Procurement Lean ManagementSoftware CI P Machine Materials Methods
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. exercise excessive drop of paper Henner Graubitz October 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. exercisesolution Manpower Machine create faulty faulty feeder of documents papers excessive drop of paper misprints aren‘t used as paper for too heavy notices paper Materials Methods
47. 47. Advantage:• different opinions by teamwork• easy to apply• little effort to practise• better understanding for causes andeffects
48. 48. Advantage: Disadvantage:• different opinions by teamwork • No clarity in very complex problems• easy to apply • Interactions and chronological dependence can’t be displayed• little effort to practise• better understanding for causes andeffects