Cause and Effect Analysis for Automobile training or other management based trainings

1. 1
Cause and Effect
Analysis:
1. Fishbone Diagram
2. Cause and Effect Matrix

2. 2
Cause and Effect Analysis
Learning Objectives
 Define the relationship between Cause and
Effect
 Explain use and construction of:
 Fishbone Diagram
 Guidelines for Brainstorming
 Cause and Effect Matrix
 Learn how to integrate Fishbone Diagram and
Cause & Effect Matrix into your Company
SOPs

3. 3
Cause and Effect Analysis
What do you mean by “ Cause & Effect”?
CAUSE
Events/conditions
that led to
the problem
A PROBLEM WHICH
HAS OCCURED
EFFECT
Symptoms that
provide evidence
of the problem
A POTENTIAL
FUTURE PROBLEM
EFFECT
Symptoms that
would result
from the problem
CAUSE
Events/conditions
that would lead to
the problem
Dave Wessel, “An Ounce of Prevention”, Quality Progress, Dec, 1998
(FMEA)

4. 4
Cause and Effect Analysis
Cause - Effect Relationship
CAUSE
Events/conditions
that led to
the problem
A PROBLEM WHICH
HAS OCCURED
EFFECT
Symptoms that
provide evidence
of the problem
ACTION
Dave Wessel, “An Ounce of Prevention”, Quality Progress, Dec, 1998

5. 5
Fishbone
Diagram

6. 6
Cause and Effect Analysis
What is a Fishbone Diagram?
A visual tool used to identify, explore and
graphically display all the possible causes related
to a problem to discover root causes.
A Fishbone diagram is also known as a Cause
and Effect Diagram or Ishikawa Diagram.
Methods
Materials
Machinery Manpower
Problem/
Desired
Improvement
C/N/X
C
C
C
N N
N
N
N
C
C

7. 7
Cause and Effect Analysis
Dr Kaoru Ishikawa
 Quality control statistician
 Professor in University of Tokyo
 One of the pioneers of Japan’s quality
revolution in the 1940s
 Played major role in growth of QC
circles
 Best known for formalizing use of
Cause-and-Effect Diagram
 Won the Deming Prize and Shewhart
Medal
 ASQ established the Ishikawa Medal to
recognize the human side of quality

8. 8
Cause and Effect Analysis
Why Use Fishbone Diagrams?
 To discover the most probable causes to a
problem (or effect)
– Sometimes, the effect can be a desirable effect.
– When something desirable has happened, it is
useful to find out what caused it so that you can
make it happen again
 To visual possible relationships between causes
for a given problem under investigation

9. 9
Cause and Effect Analysis
Constructing a Fishbone Diagram
1. Establish what the problem (effect) is
 It must be stated in clear and concise terms,
agreed by everyone.
2. Write the effect on the head of the fish
3. Decide the major categories of causes
 Brainstorming
 Use standard categories such as 5M+E
(Machines, Materials, Methods, Manpower,
Measurement & Environment)
 Use major steps in the process if the effect is
resulted from a recognizable process
• See example????
Let’s create a Fishbone Diagram using Minitab

10. 10
Cause and Effect Analysis
Constructing a Fishbone Diagram
Stat Quality Tools Cause-and-Effect

11. 11
Cause and Effect Analysis
Constructing a Fishbone Diagram
Surface Flaws
Man
Machines
Materials
Methods
Measurements
Environment
Fishbone Diagram for Surface Flaws
Major categories of causes
(or sometimes call major bones)
Problem (effect)
at the “head of
the fish”
List specific
causes in each
category
Why do we need to group the causes?

12. 12
Cause and Effect Analysis
Constructing a Fishbone Diagram
4. Identify possible causes through Brainstorming
• Identify specific causes within each major category that
may be affecting the problem.
Surface Flaws
Condensation
Moisture%
Inspectors
Microscopes
Micrometers
Brake
Engager
Angle
Suppliers
Lubricants
Alloys
Speed
Lathes
Bits
Sockets
Operators
Training
Supervisors
Shifts
Personnel
Machines
Materials
Methods
Measurements
Environment
Fishbone Diagram for Surface Flaws
3. Continue
asking: ‘Why is
this happening?’
until you no
longer get useful
information.
Machine feedrate
Machine rpm
Brand of bit
Size of bit
2. Repeat this
procedure with each
specific cause to
produce sub-causes.
1. The team should ask :
‘What are the machine
issues affecting/causing
the problem?’
Precision
Accuracy
Calibration Method
Calibration Interval
When do we know we have reached the root cause ?

13. 13
Cause and Effect Analysis
Analyzing a Fishbone Diagram
5. When brainstorming session is completed, every
cause should be labeled as either a “C”, “N” or “X”.
C variables that must be held as constant as possible
and require standard operating procedures to insure
consistency
N variables that are noise or uncontrolled variables and
cannot be cheaply/easily held constant
X variables considered to be KPIVs and need to be
experimented to determine what influence each has
on the output and what their optimal settings should
be to achieve customer-desired performance

14. 14
Cause and Effect Analysis
Analyzing a Fishbone Diagram
6. The team should analyze and zoom in those
“most likely causes”.
Helpful Hint
Look out for causes that appear in more than one
category. They may be the “most likely causes”.
7. The most likely causes should be prioritized
for further investigation.

15. 15
Cause and Effect Analysis
Example of how fishbone diagram can be used in SCAR.
Received
complaint/reject
from customer, in-
house or supplier.
Hold meeting with
relevant
departments (if
necessary)
-receive CAR
reply from
production
- reply to
customer
Follow up on
CAR
Generate
report for
management
review
QA personnel verify
the defects.
Issue CAR to
production.
Purge in-house
stock
Fishbone diagram can be
used here to brainstorm/
identify root causes
1. Fishbone diagram can be used here to
brainstorm/ identify root causes.
2. To prioritize and work on most likely
causes.
Section of SCAR Procedure
Integrating Fishbone Diagram into SOPs
Should also
update Fishbone
diagram

16. 16
Cause and Effect Analysis
5.4.2.4 It is the responsibility of the EA of CMM section to set-up the trend-tests for
out-of-control in the "SPC" software.
5.4.2.5 The E.A/Supervisor of the 'CMM' section shall monitor the X-R Charts on the
computer and look-out for out-of-control situation. When out-of-control is detected,
he shall analyse the subgroup data, the histogram and the prevailing Cpk value,
based on these he shall decide the action to take. When the situation necessitates,
a "PCAR" shall be issued to the Production E.A/Supervisor.
5.4.2.6 The Production Supervisor/E.A shall analyze the problem and take corrective
actions on the process concerned, after which, new samples shall be submitted
for measurement. When the problem has been rectified, Production Supervisor/EA
shall write in the "PCAR" form, the corrective actions taken and return the form to
the E.A or Supervisor of "CMM" section.
Example of how fishbone diagram can be used in SPC control
Section of SPC Control Procedure
Fishbone diagram can be used here to
brainstorm/ identify root causes
Integrating Fishbone Diagram into SOPs

17. 17
Cause and Effect Analysis
The effort to integrate Fishbone Diagram into
SPC and SCAR procedures should be translated
into specific tasks in the Work Breakdown
Structure.
S/N Tasks Task Owner Target
Completion Date
Specific Training
needed for Task
Owner/ Date
Core Team
Member In
Charge
Internal Verified
Date
Group Phase
End Date
Group 1 Tools
1 SPC
Integrate Fishbone
Diagram in the SPC
procedure/system
James 10-Dec-01 Fishbone Diagram
-15 Oct 2001
Nick 15-Dec-01 31-Dec-01
2 SCAR
Integrate Fishbone
Diagram in the SCAR
procedure/system
Harry 10-Dec-01 Fishbone Diagram
- 15 Oct 2001
Nick 15-Dec-01 31-Dec-01
Link Tools Integration Tasks to Work
Breakdown Structure

18. 18
Cause & Effect
Matrix

19. 19
Cause and Effect Analysis
Cause and Effect Matrix
Rating of
Importance to
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Total
Process Step Process Input
1 0
2 0
3 0
4 0
5 0
6 0
7 0
8 0
9 0
10 0
11 0
12 0
13 0
14 0
15 0
16 0
17 0
18 0
19 0
20 0
0
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Lower Spec
Target
Upper Spec
Cause and Effect
Matrix

20. 20
Cause and Effect Analysis
Description: Cause and Effects Matrix
 Simple QFD (Quality Function Deployment) matrix.
 Used to relate and prioritize X’s to customer Y’s through
numerical ranking using the process map as the
primary source.
 Y’s are scored as importance to the customer
 X’s are scored as to relationship to outputs
 This is the team’s first stab at determining Y = f(X)
Results
 Pareto of Key Inputs to evaluate in the FMEA and Control Plans
 Input into the Capability Study
 Input into the initial evaluation of the Process Control Plan

21. 21
Cause and Effect Analysis
Constructing a Cause & Effect Matrix
1. List key outputs (Y’s)
Rating of
Importance
to Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Inputs
Gel
Time
Viscosity
Cleanliness
Color
Homogeneity
Consistency
Temperature
Solids
Total
1 0
2 0
3 0
4 0
5 0
6 0
7 0
Cause and Effect
Matrix

22. 22
Cause and Effect Analysis
2. Rank Y’s with respect to customer importance
Rating of
Importance to
Customer
9 9 7 10 10 9 3 2 6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Inputs
Gel
Time
Viscosity
Cleanliness
Color
Homogeneity
Consistency
Digets
Time
Temperature
Solids
Total
1 0
2 0
3 0
4 0
5 0
6 0
7 0
8 0
Cause and Effect
Matrix
Constructing a Cause & Effect Matrix

23. 23
Cause and Effect Analysis
3. List key inputs (X’s)
Rating of
Importance to
Customer
9 9 7 10 10 9 3 2 6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Inputs
Gel
Time
Viscosity
Cleanliness
Color
Homogeneity
Consistency
Digets
Time
Temperature
Solids
Total
1
Scales
Accuracy
0
2
Preheating
DICY TK
0
3
DMF Load
Accuracy
0
4
DMF
Cleanliness
0
5
DMF Raw
Materials
0
6
DICY Load
Accuracy
0
7
DICY Envir.
Factors
0
8
DICY Raw
Materials
0
9
DICY Mixer
Speecd
0
Input
Variables
Constructing a Cause & Effect Matrix

24. 24
Cause and Effect Analysis
 You are ready to correlate customer
requirements to the process input variables
 Avoid confusion and inconsistency by
establishing scoring criteria:
0 = no correlation
1 = the process effect only remotely affects the
customer requirement
4 = The input variable has a moderate effect on
the customer requirement
9 = The input variable has a direct and strong
effect on the customer requirements
Constructing a Cause & Effect Matrix
Note: Not recommended to use more than 5 different criteria.

25. 25
Cause and Effect Analysis
4. Relate X’s to Y’s
Rating of
Importance to
Customer
9 9 9 10 10 9 2 2 6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Inputs
Gel
Time
Viscosity
Cleanliness
Color
Homogeneity
Consistency
Digets
Time
Temperature
Solids
Total
1
Scales
Accuracy
9 9 3 1 1 9 1 1 9 348
2
Preheating
DICY TK
1 1 1 1 1 1 1 1 1 66
3
DMF Load
Accuracy
3 9 1 1 1 9 1 3 9 255
4
DMF
Cleanliness
1 1 5 1 1 1 1 1 1 102
5
DMF Raw
Materials
1 1 1 1 1 1 1 1 1 66
6
DICY Load
Accuracy
9 9 1 1 1 9 1 1 1 282
7
DICY Envir.
Factors
9 5 3 1 1 9 1 1 1 247
8
DICY Raw
Materials
8 5 1 1 1 9 1 1 2 242
9
DICY Mixer
Speecd
1 1 1 1 7 1 1 1 1 126
Y’s
Constructing a Cause & Effect Matrix
X’s

26. 26
Cause and Effect Analysis
Rating of
Importance to
Customer
9 9 9 10 10 9 2 2 6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Inputs
Gel
Time
Viscosity
Cleanliness
Color
Homogeneity
Consistency
Digets
Time
Temperature
Solids
Total
1
Scales
Accuracy
9 9 3 1 1 9 1 1 9 348
2
Preheating
DICY TK
1 1 1 1 1 1 1 1 1 66
3
DMF Load
Accuracy
3 9 1 1 1 9 1 3 9 255
4
DMF
Cleanliness
1 1 5 1 1 1 1 1 1 102
5
DMF Raw
Materials
1 1 1 1 1 1 1 1 1 66
6
DICY Load
Accuracy
9 9 1 1 1 9 1 1 1 282
7
DICY Envir.
Factors
9 5 3 1 1 9 1 1 1 247
8
DICY Raw
Materials
8 5 1 1 1 9 1 1 2 242
9
DICY Mixer
Speecd
1 1 1 1 7 1 1 1 1 126
5. Cross-multiply and add
Key inputs are now
ranked in importance
with respect to the
key outputs
Constructing a Cause & Effect Matrix
So??

27. 27
Cause and Effect Analysis
Rating of
Importance to
Customer
9 9 7 10 10 9 3 2 6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Inputs
Gel
Time
Visc
os
ity
Cleanliness
Color
Homogeneity
Consistency
Digets
Time
Temperature
Solids
Total
1
Scales
Accuracy
9 8 2 1 1 9 1 1 8 321
2
Preheating
DICY TK
1 1 1 1 1 1 1 1 1 65
3
DMF Load
Accuracy
3 8 1 1 1 8 1 3 8 255
4
DMF
Cleanliness
1 1 4 2 1 2 1 1 1 105
5
DMF Raw
Materials
1 1 1 1 1 2 1 1 1 74
6
DICY Load
Accuracy
9 7 1 1 1 9 1 1 2 269
7
DICY Envir.
Factors
8 5 3 1 1 8 1 1 2 247
8
DICY Raw
Materials
8 5 1 1 1 9 1 1 2 242
9
DICY Mixer
Speecd
1 1 1 1 7 1 1 1 1 125
C&E Matrix
FMEA
Process or
Product Name:
Prepared by:
Responsible: FMEA Date (Orig) ______________ (Rev) _____________
Process
Step/Part
Number Potential Failure Mode Potential Failure Effects
S
E
V Potential Causes
O
C
C Current Controls
D
E
T
R
P
N
Spin Draw
Process
Fiber Breakouts Undersized package, High SD
panel-hours lost 2
Dirty Spinneret
8
Visual Detection of Wraps and
broken Filaments 9 144
5
Filament motion
2
Visual Sight-glass
8 80
8
Polymer defects
2
Fuzzball Light
9 144
0
Process/Product
Failure Modes and Effects Analysis
(FMEA)
Capability Summary
Customer Requirement
(Output Variable)
Measurement
Technique
%R&R or P/T
Ratio
Upper
Spec
Limit
Target
Lower
Spec
Limit
Cp Cpk
Sample
Size
Date Actions
Gel Time
Viscosity
Cleanliness
Color
Homogeneity
Consistency
Digets Time
Temperature
Solids
Key Process Output Variable
Capability Status Sheet
The Key Outputs are
evaluated ability to meet
customer spec.
Control Plan Summary
Product: Core Team: Date (Orig):
Key Contact:
Phone: Date (Rev):
Process Process Step Input Output
Process
Specification (LSL,
USL, Target)
Cpk /Date
Measurement
Technique
%R&R
P/T
Sample
Size
Sample
Frequency
Control
Method
Reaction Plan
DICY Turn Steam on Scales
Accuracy
DMF Load DMF DMF Load
Accuracy
DMF Load DMF DMF
Cleanliness
DICY Load DICY DICY Envir.
Factors
DICY Load DICY DICY Load
Accuracy
DICY Load DICY DICY Raw
Materials
DICY Load DICY DICY Mixer
Speecd
DMF Load DMF DMF Raw
Materials
DICY Turn Steam on Preheating
DICY TK
Operational Excellence
Control Plan
The Key Inputs are
evaluated for process
control
Key Inputs are explored while evaluating
process for potential failure
How Cause & Effect can Fit into Process
Improvement Activities
The Big Picture

28. 28
Cause and Effect Analysis
Example of how Cause and Effect Matrix can be used in SCAR.
Received
complaint/reject
from customer, in-
house or supplier.
Hold meeting with
relevant
departments (if
necessary)
-receive CAR
reply from
production
- reply to
customer
Follow up on
CAR
Generate
report for
management
review
QA personnel verify
the defects.
Issue CAR to
production.
Purge in-house
stock
Cause and Effect Matrix can be
used in conjunction with fishbone
diagram to identify, rank and
prioritize the key causes.
Section of SCAR Procedure
Integrating Cause & Effect Matrix into SOPs
Cause and Effect Matrix can be
used in conjunction with fishbone
diagram to identify, rank and
prioritize the key causes.

29. 29
Cause and Effect Analysis
5.4.2.4 It is the responsibility of the EA of CMM section to set-up the trend-tests for
out-of-control in the "SPC" software.
5.4.2.5 The E.A/Supervisor of the 'CMM' section shall monitor the X-R Charts on the
computer and look-out for out-of-control situation. When out-of-control is detected,
he shall analyse the subgroup data, the histogram and the prevailing Cpk value,
based on these he shall decide the action to take. When the situation necessitates,
a "PCAR" shall be issued to the Production E.A/Supervisor.
5.4.2.6 The Production Supervisor/E.A shall analyze the problem and take corrective
actions on the process concerned, after which, new samples shall be submitted
for measurement. When the problem has been rectified, Production Supervisor/EA
shall write in the "PCAR" form, the corrective actions taken and return the form to
the E.A or Supervisor of "CMM" section.
Example of how Cause & Effect Matrix can be used in SPC control
Section of SPC Control Procedure
Integrating Cause & Effect Matrix into SOPs
Cause and Effect Matrix can be
used in conjunction with fishbone
diagram to identify, rank and
prioritize the key causes.

30. 30
Cause and Effect Analysis
The effort to integrate Cause & Effect Matrix into
SPC and SCAR procedures should be translated
into specific tasks in the Work Breakdown
Structure.
S/N Tasks Task Owner Target
Completion Date
Specific Training
needed for Task
Owner/ Date
Core Team
Member In
Charge
Internal Verified
Date
Group Phase
End Date
Group 1 Tools
1 SPC
Integrate Cause and
Effect Matrix in the
SPC procedure/ system
Dick 10-Dec-01 Fishbone Diagram
-15 Oct 2001
Cause & Effect
Matrix
-15 Oct 2001
Nick 15-Dec-01 31-Dec-01
2 SCAR
Integrate Cause and
Effect Matrix in the
SCAR procedure/
system
Mary 10-Dec-01 Fishbone Diagram
-15 Oct 2001
Cause & Effect
Matrix
-15 Oct 2001
Nick 15-Dec-01 31-Dec-01
Link Tools Integration Tasks to Work
Breakdown Structure

31. 31
Cause and Effect Analysis
End of Topic
Any question?

32. 32
Cause and Effect Analysis
Product/Manufacturing Example
NLA
Measurement
Method
Machine
Man
Material
Ÿ Settling of Slurry
Particles (C)
Ÿ Slurry Flow Rate (C)
Ÿ Ra (C)
Ÿ Line Density (C)
Ÿ Texture
Temperature (C)
Ÿ Program used (N)
Ÿ Skew (N)
Ÿ PU Pad (C)
Ÿ Sonic power (C)
Ÿ Texture
Temperature (C)
Ÿ Calibration (N)
Ÿ Slurry Stirring Procedure (C)
Ÿ Soak Time (C)
Ÿ Stagging Time (N)
Ÿ Transfer Time (C)
Ÿ Compliance to Procedures (C)
Ÿ Settling of Particles (C)
Ÿ Slurry Stirring Procedures (C)
Ÿ Program used (N)
Ÿ Speed Adjustment (C)
Ÿ Ultrasonic on/off (C)
Ÿ Soak Time (C)
Ÿ Stagging Time (N)
Ÿ Transfer Time (C)
Ÿ Texture Temperature (C)
Ÿ Concentration of Chemica (C)
Ÿ Tape Speed (C)
Ÿ Slurry Flow Rate (C)
Ÿ Texture Pressure (C)
Ÿ Slurry Type (C)
Ÿ Substrate (C)
Ÿ Tape Type (C)
Ÿ Surfactant Type (C)
Ÿ PU Pad (C)

33. 33
Cause and Effect Analysis
Estimated
Ship Date
Changes
WCSC
PRACTICES
IN
TRANSIT
TIMES
INVENTORY
ACCURACY
APPOINTMENT
CUSTOMER
PLANNED
SHIP DATE
ALGORITHM
MDC
CAPACITY
ESD
ALGORITHM
ANOMALIES
ORDER
CANCELLATION
SCHEDULE
CHANGES
MDC
PRACTICES
- Unrealistic
Del. Req
Dates
- Customer Order
Priority Changes
- Receiving
- Picking
- PC delays
- Off shift support
LDSS
- Firm
- Planned
- B.O.. Consol.
- SC late
- Bad IT days
- Table Maint.
- Availability
Overrides
- No Stocks
- Waiting for
Delivery Appt.
- Late PT print
- Late EDI data
Estimated Ship Date Change - CAUSE & EFFECT / FISHBONE
- No Delivery Constraints
After initial PSD
- Back Ord. Release Logic
- Cust Priority vs. availability
-Future orders at AP
Transactional Example

34. 34
Why Use Brainstorming?
• A tool for the Team (not individual)
• A method to generate a lot of ideas
• Two persons’ knowledge and ideas are
always more than an individual’s
• Input for other C&E tools
• Active participation
?
?
?
?
? ?
A technique to
generate a large
number of ideas or
possibilities in a
relatively short time
frame.
Brainstorming

35. 35
Cause and Effect Analysis
How to Conduct a Brainstorming Session
Team Makeup
 Experts
 “Semi” experts
 Implementers
 Analysts
 Technical staff who will run the experiment
 Operators
Discussion Rules
 Suspend judgement
 Strive for quantity
 Generate wild ideas
 Build on the ideas of others
Leader’s rules for Brainstorming
 Be enthusiastic
 Capture all the ideas
 Make sure you have a good skills mix
 Push for quantity
 Strictly enforce the rules
 Keep intensity high
 Get participation from everybody

36. 36
Cause and Effect Analysis
How do we know when we have reached
ROOT CAUSE ?
Root Cause is the lowest cause in a chain of cause and
effect at which we have some capability to cause the
break
 It’s within our capability to unilaterally control, or to influence,
changes to the cause
Root Cause
Base castings leak at mounting screw hole
Suppliers leak test may not detect porosity leak
Products are failing for contamination
Suppliers have different leak test processes
No standard process for supplier leak test
WHY?
WHY?
WHY?
WHY?
Can I cause
the break if
I stop here?

37. 37
Cause and Effect Analysis
Span of Control / Sphere of Influence
SPHERE OF INFLUENCE
(Influence or persuasion only)
SPAN OF CONTROL
(Full authority)
OUTSIDE, UNCONTROLLED
ENVIRONMENT
Before we begin, we must establish the context in which the
Cause-Effect will be used.
Span of Control - areas where we
have a high degree of control over
parts or functions, virtually complete
authority to change anything
Sphere of Influence - areas where
we can influence things to varying
degrees but don’t have direct control.
Outside Environment - where we
have neither control nor influence

38. 38
Cause and Effect Analysis
Points to Note for Fishbone Diagram
 Treat the cause-and-effect diagram as a living
document
 As new variables are discovered, update the
cause-and-effect diagram
 After your experimental investigations, when
you have optimized the “X” factors, and
implemented control, update them to “C”.
 Therefore, ideally, when the fishbone diagram
has more “C”s, the better we can control the
effect and improve its performance measure.