Get this visually appealing Cause And Effect Analysis For Quality Management PowerPoint Presentation Slides and demonstrate the relationship between effects and categories of cause. Identify potential causes of the problem and their effect on business by employing this readily available problem-solving techniques PPT slideshow. Showcase the process flow of cause and effect analysis with the help of the PowerPoint themes. This presentation helps to give a brief description of the current business situation to participants and ensures that everyone clearly understands what is being analyzed. It allows you to identify major categories of the problem by creating a fishbone diagram. Showcase how the fishbone diagram helps to identify and solve major categories of the problems. Highlight the techniques that help to scrutinize the root causes of the problem with this visually appealing cause and effect in TQM PPT templates. It also describes the sources of variation such as people, method, machine, material, environment, and measurement system. https://bit.ly/3r356fv

1. Cause And Effect Analysis
For Quality Management
Your Company Name

2. Table of Contents
2
What is the Cause & Effect Analysis?
1
2 Why use Cause & Effect Analysis?
What is a Cause & Effect Diagram?
3
Why use Cause & Effect Diagram?
4
Process Flow of Cause & Effect Analysis
5
How do I do it?
6
➢ People
➢ Method
➢ Machine
➢ Material
➢ Environment
➢ Measurement System
7 Sources of Variation
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3. What is Cause and Effect Analysis?
3
It is widely used by
business analysts as
Cause and effect analysis is an effective problem-solving technique as it demonstrates the relationship between
effects and categories of cause related to a specific business problem.
It not only involves analyzing past mistakes by identifying their possible causes but also enable users to plan for the
future by anticipating forthcoming scenarios
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Add
Text here
It helps in
determining multiple causes of
an issue to identify the root
cause to solve a situation
It prevents
the problem to reoccur in the
future by fixing the main
cause in the first go
Also, it broadens an
individual's thinking, enabling
them to look at the overall to
devise an effective solution
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4. Why use Cause and Effect Analysis?
4
01 Provides a broader, clearer & logical
picture of issue
02
Helpful for an in-depth analysis
of an issue
03 Encourage brainstorming by focusing
on causes not on symptoms
04
Ensure maintenance of team focus
on common problem
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5. What is a Cause and Effect Diagram?
5
Effect
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Equipment
Materials
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Process
Environment
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Primary Cause
Secondary Cause
Problem
Specify Cause Category Here
Specify Cause Category Here
Cause
➢ Cause and effect diagram (also called fishbone diagram) is a visualization tool to identify potential causes of a problem and their effect on business.
• It is curated in steps to exhibit the result of analysis conducted by team members with relevant experience and knowledge ofthe cause
• It combines brainstorming and mind map template to troubleshoot a business problem successfully
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6. Why use Cause and Effect Diagram?
6
01 03 05
02 04 06
Helps in visual listing of
multiple causes
Communicate issues with
others easily
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Encourages critical thinking among
team members
Facilitates system thinking with
visual linkages
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7. Process Flow of Cause and Effect Analysis
7
Examine Root Cause
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Step 6
Step 1
Identify Problem
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Step 2
Brainstorm
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Step 3
Draw Fishbone Diagram
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Step 4
Align Output with Cause Categories
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Step 5
Allocate Causes
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Step 7
Test for Reliability
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8. How do I do it?
8
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Identify the problem/issue :
01
➢ Clearly define a specific problem or issue that is been faced by business because wrong
identification will lead to wrong analyses
➢ Give a brief description of the current business situation to participants to ensure that
everyone clearly understands what is been analyzed
➢ Also, specify the scope of the problem, people who are directly involved in the situation
and extent up to which it is impacting business
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9. How do I do it? (contd…)
9
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Brainstorm : Conduct a brainstorming session to examine all
the possible causes of the defined problem or issue. For ensuring the
success of the session adheres to the following points :-
02
➢ To get a holistic view of the problem ensure that participants are from the different stages of the process
➢ To get an outsider perspective do involve few participants from similar but different processes
➢ Appoint a referee to act as a session moderator and ensure the discussion is not partial towards any participating party
➢ Allow every participant to freely express their viewpoint to collect all the possible causes of problem
➢ Have strict deadlines for the session to keep everyone focused on resolving discussed issues
➢ Also, to encourage participation offer incentives e.g. free lunch, sponsor event tickets, etc. to participants
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10. How do I do it? (contd…)
10
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Draw fishbone diagram : Prepare Fishbone Diagram
By Following below mentioned steps:
03
➢ Write the problem (identified from step 1) at the mouth of the fish
➢ Identify and include the major categories of the problem i.e. people, method, machine, material, environment, and
measurement system as shown in the diagram
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People
Material
Method
Environment
Machine
Problem
or Issue
Measurement
System

11. How do I do it? (contd…)
11
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Align output with cause categories :
04
➢ Thoroughly examine the points gathered from the brainstorming session (from step 2)
➢ Select cause categories from major categories (specified in step 3) as per the current business situation
➢ Also, ensure that categories should not be more than six in number
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Note
➢ Specified categories will cover
almost every business problem
but customize them as per your
business need.
➢ Also, categories that can be
included are communication,
policies, customer/supplier
issues, etc.
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12. How do I do it? (contd…)
12
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Allocate causes :
05
➢ Club and write the potential causes obtained from the brainstorming session under the appropriate category on the
fishbone diagram
➢ Keep in mind that same cause can be placed under more than one category but if it happens repeatedly then go back
to step 4 and carefully reexamine categories
➢ Also, on the fishbone diagram plot the related cause (secondary cause) as twigs on branches
➢ Branches and twigs can be further developed by asking specific questions such as ‘what?’, ‘why?’ ‘how?’, ‘where?’
➢ Limit questioning to current problem instead of discussing out of scope issues
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13. How do I do it? (contd…)
13
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Examine for root cause :
Scrutinize the root causes of the problem by applying the
following techniques :
06
➢ By open discussion among participants to share insights to solve the current problem and eventually speeding up the
process with consensus decision making
➢ By carefully examining the specific category for repeated cause or multiple causes
➢ By gathering data using check sheets, process maps or customer surveys for assessment of relative strengths by
Pareto Analysis
➢ On identification of the small number of main causes use paired comparisons to drill down to the main cause
➢ Also, by focusing on only those causes that can be influenced by team members
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14. How do I do it? (contd…)
14
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Reality test :
07
➢ Test validity of most likely cause by gathering and analyzing data
➢ Modify the fishbone diagram as per new ideas generated from subsequent discussions
➢ Incorporate process mapping with cause-effect analysis to gain better insights to resolve the business problem
➢ Breakdown process into numerous activities to prepare the fishbone diagram for each activity to link cause to the
specific step of the process
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15. Sources of Variation - People
15
*This question list is not exhaustive but only for reference, to frame questions are per your business problem.
Questions* that
shall be
addressed to
pinpoint
potential source
of variation :
The people category is used to club causes associated with workers or employees that are
involved in the process. The major sources of variation are :-
➢ Differentiation in skill, knowledge, competency, & attitude of worker
➢ Task allocation to workers
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➢ Does the individual have relevant
experience & skill to perform task?
➢ Is the individual clear about his/her job role
& responsibilities?
➢ Does the individual have proper training and
support to perform the task?
➢ Does the individual have necessary
tools/equipment to perform the assigned task?
➢ Is the workload of
individual justified?
➢ Is the individual motivated to
perform the task?
➢ In the time of crisis who does
individual contact for guidance?
➢ Does the individual’s work is impacted by
physical conditions such as light or
temperature?
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16. Sources of Variation - Method
16
* This question list is not exhaustive but only for reference, to frame questions are per your business problem.
Questions* that
shall be
addressed to
pinpoint
potential source
of variation :
The method category is used to club causes associated with multiple methods or processes that are followed to
make products. The major sources of variation are :-
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➢ Different methods followed to produce products
➢ Alterations caused by inappropriate methods or processes
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➢ List out changes that shall be applied by the
supervisor to improve method?
➢ Do external factors have an impact on the applied
method?
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➢ Is the method used clearly defined?
➢ Are other methods considered to make
product?
➢ Is periodic review of the method conducted to
check the adequacy?
➢ Are statistical methods applied to cross-
check the effectiveness of method?
➢ How does the supervisor assess the
effectiveness of the method?

17. Sources of Variation - Machine
17
* This question list is not exhaustive but only for reference, to frame questions are per your business problem.
Questions* that
shall be
addressed to
pinpoint
potential source
of variation :
The machine category is used to club causes associated with multiple tools/equipment that are used to make
products. The major sources of variation are :-
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➢ Physical conditions such as temperature, humidity, etc.
➢ Wearing & tearing of equipment or tool used
➢ Calibration issues in equipment or tool
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➢ Is machine serviced regularly?
➢ How does the operator identify that
machine is working correctly?
➢ Any statistical technique applied to
verify the effectiveness of the
machine?
➢ For how long machinery or
equipment is in use?
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➢ Do physical factors have any impact on
machine output?

18. Sources of Variation - Material
18
*This question list is not exhaustive but only for reference, to frame questions are per your business problem.
Questions* that
shall be
addressed to
pinpoint
potential source
of variation :
➢ Who is the supplier of material?
➢ Has the material supplier been changed in the
past?
➢ How old is the material that is used to make
product?
➢ Is raw material correctly stored?
➢ Has a compliance check been performed to ensure
the quality of the material?
➢ Does the physical conditions have any impact on
material?
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The material category is used to club causes associated with raw material that is used in the
process. The major sources of variation are :-
➢Procurement from different industries
➢Disparity due to difference in production stage
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19. Sources of Variation - Environment
19
*This question list is not exhaustive but only for reference, to frame questions are per your business problem.
Questions* that
shall be asked
to identify the
potential source
of variation :
The environment category is used to club causes associated with the techniques that are
applied to control the development environment. The major sources of variation are :-
➢Changes in physical conditions such as temperature, humidity, etc.
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➢ What are the various methods via which
environment conditions are monitored?
➢ What techniques are applied to control the
environment conditions?
➢ Specify how environment control
equipment is calibrated?
➢ What is the impact of environmental conditions
on the process and material that is been used?
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20. Sources of Variation – Measurement System
20
*This question list is not exhaustive but only for reference, to frame questions are per your business problem.
Questions* that
shall be
addressed to
pinpoint
potential source
of variation :
The measurement system category is used to club causes associated with methods and
equipment that are applied to evaluate a product. The major sources of variation are :-
➢Multiple measuring techniques and methods applied for evaluation.
➢Variations due to difference in calibration standards of measuring instruments
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➢ How often products are examined?
➢ In what way inspection results are recorded?
➢ Has the same set of standards been followed by
each inspector?
➢ Has the same equipment been used for measuring
the product?
➢ Does the inspectors have sufficient knowledge &
experience about test equipment?
➢ What standards are followed to calibrate measuring
equipment?
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21. Cause & Effect Diagram
21
Questions
Any

22. Cause and Effect Analysis for Quality Management Icons Slide
22

23. Additional Slides
23
07 Idea Generation
08 Our Goals
06 Our Team
09 Puzzle
10 Thank You
02 Area Chart
03 Timeline
01 Bar Chart
04 Post It Notes
05 Venn

24. Bar Chart
24
0
10
20
30
40
50
60
70
80
90
100
FY '18 FY '19 FY '20
Sales
in
Percentage
(%)
Product
01
Product
02
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”.
Product 01
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”.
Product 02

25. Area Chart
25
0
10
20
30
40
50
60
70
80
90
100
Dec
Nov
Oct
Sep
Aug
Jul
Jun
May
Apr
Mar
Feb
Jan
In
Percentage
2020
Product 01
Product 02
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”.
Product 01
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”.
Product 02

26. Timeline
26
2016 2017 2018 2019 2020
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27. Post It Notes
27
Notes 01
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Notes 03
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28. Venn
28
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Name Here
Designation
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Designation
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Designation
Our Team
29

30. 30
Idea Generation
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31. Our Goals
31
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32. Puzzle
32
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60%
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33. Address
# street number, city, state
Contact Number
0123456789
Email Address
emailaddress123@gmail.com
Thank You
33