This file consist of 'how to' do analysis using Cause and effect for challenges in your daily process flow in the office.

1. Green Belt – SIX SIGMA OPERATIONAL
Cause & Effect Analysis

2. Green Belt – SIX SIGMA OPERATIONAL
Module Objectives
Define the relationship between Cause and Effect
Explain construction and use of:
Root Cause Analysis
Fishbone Diagrams
Cause and Effect Matrix
Explain when and how to perform Brainstorming sessions

3. Green Belt – SIX SIGMA OPERATIONAL
Deliverables in Measure Phase
Problem Deliverables:
Problem Description
Process Exploration:
Process Flow Diagram
C&E Matrix, PFMEA, Fishbones
Data collection system
Measurement System(s) Analysis (MSA):
Attribute / Variable Gage Studies
Capability Assessment (on each Y)
Capability (Cpk, Ppk, σ Level, DPU, RTY)
Graphical & Statistical Tools
Problem Summary
Conclusion(s)
Issues and barriers
Next steps

4. Green Belt – SIX SIGMA OPERATIONAL
Defect Definition
The Six-Sigma methodology uses a systematic approach to reducing
NONCONFORMANCES which affect the customer.
Since Six-Sigma focuses on reducing nonconformances, it is
necessary that each project definition clearly specifies the types of
nonconformances that will be reduced.
Nonconformances fall into three categories:
Fault: Results when a characteristic does not perform to a standard
Defect: Results when a characteristic does not conform to a standard
Error: Results when an action does not comply with a standard

5. Green Belt – SIX SIGMA OPERATIONAL
Cause - Effect Relationship
A PROBLEM WHICH
HAS OCCURED
CAUSE EFFECT
Events/conditions Symptoms that
that led to provide evidence
the problem
CO of the problem
Elim CAU blem
RR
It) n
E
io
of
TIV
ina SE
EC
pro EFFE its the
m o T of a
e w viat
ap
tes
TIV
AP
(Liv r de
ro
ith
AD
E
the
C
Lim
ble
ACTION
Dave Wessel, “An Ounce of Prevention”, Quality Progress, Dec, 1998

6. Green Belt – SIX SIGMA OPERATIONAL
What is a Cause - Effect Diagram?
A visual tool used to identify, explore and graphically
display, in increasing detail, all the possible causes
related to a problem or condition to discover root
causes
Focuses team on the content of the problem
Creates a snapshot of the collective knowledge of
team
Creates consensus of the causes of a problem
Builds support for resulting solutions
Focuses the team on causes not symptoms

7. Green Belt – SIX SIGMA OPERATIONAL
Why Use Cause-Effect Diagrams?
To discover the most probable causes for further analysis
To visualize possible relationships between causes for any problem
current or future
To pinpoint conditions causing customer complaints, process errors or
non-conforming products
To provide focus for discussion
To aid in development of technical or other standards or process
improvements

8. Green Belt – SIX SIGMA OPERATIONAL
2 Types of Cause-Effect Analyses
1. Fishbone Diagram - traditional approach to brainstorming and
diagramming cause-effect relationships. Good tool when there is one
primary effect being analyzed.
2. Cause-Effect Matrix - a diagram in table form showing the direct
relationships between outputs (Y’s) and inputs (X’s).

9. Green Belt – SIX SIGMA OPERATIONAL
Root Cause
Cause-Effect is based on the idea that we can positively identify
what we don’t like about a situation and trace it back to some
underlying cause or causes.
How do we know when we have reached
ROOT CAUSE ?
With so many layers of cause and effect, how do we know where to
stop?
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 the lowest point at which human intervention can change or break
the cause
It’s within our capability to unilaterally control, or to influence, changes
to the cause

10. Green Belt – SIX SIGMA OPERATIONAL
Getting to Root Cause
Once the problem or situation is defined, ask “why” until you get to a root
cause
If a problem has several potential causes, you must analyze each
Determine which causes are within the Span of Control and Sphere of
Influence of the Team
Example: Drive Leak Test
Products are failing for contamination <=> Effect
WHY? Base castings leak at mounting screw hole
WHY? Suppliers leak test may not detect porosity leak
WHY? Suppliers have different leak test processes
WHY? No standard process for supplier leak test

11. Green Belt – SIX SIGMA OPERATIONAL
Construction of a Cause and Effect Diagram
Materials Methods C/N/X
C C
N N
Problem/
Desired
Improvement
N N
N
C
C
C
Machinery Manpower
C = Control Factor
N = Noise Factor
X = Factor for DOE (chosen later)

12. Green Belt – SIX SIGMA OPERATIONAL
Product/Manufacturing; The 5 Ms
Man
Machine Methods
Five Key
Sources of + Environment
Variation
Materials Measurement
Use Cause and Effect Diagram to Single
Use Cause and Effect Diagram to Single
Out Variation Sources within the “5M’s
Out Variation Sources within the “5M’s
+ E”
+ E”

13. Green Belt – SIX SIGMA OPERATIONAL
Example : Fish Bone Diagramwith CNX
Gas Mileage Cause and Effect Diagram
Measurements Materials Methods
Gage for Tire Press(C) Gas Type(X)
Ride Brakes(C) Tire Rotation(C)
B
A
Estimate of Full Tank ( C)
Oil Type(X) Maint.Sched.(C) Tune-Ups(C)
B
A
Speedometer Type(C)
Fast Start(C) Engine Warm-Up Time(C)
Fuel Additive(C)
GAS MILEAGE
Driver Training(C)
Carburetor(C) Transmission(C)
Highway or City(N)
Terrain (N)
Ma
Au
Tire Press.(C)
nua
to
l
Weight(N)
tude
Flat
Weather Conditions(N) Driver(N)
Tire Type(C)
Alti
Front or Rear Drive(C)
Rad
Re
ture
d
gul
ial
Win
# of
ar
pera
Passengers(N) Air Conditioner(N) Radio(C)
Tem
Environment Men Machines

14. Green Belt – SIX SIGMA OPERATIONAL
Transactional ; 4Ps + M&E
People
Policies Procedures
Five Key
Sources of + Environment
Variation
Place Measurement
Use Cause and Effect Diagram to
Use Cause and Effect Diagram to
Single Out Variation Sources within the
Single Out Variation Sources within the
“4P’s + M&E”
“4P’s + M&E”

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

16. Green Belt – SIX SIGMA OPERATIONAL
Description: Cause and Effects Matrix
• Used to relate and prioritize X’s to customer and 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
• RESULT: Pareto of X’s which can be used as a starting
point for KPIV evaluation
• Provides numerical ranking, allowing assignment of
importance to each variable (X,Y)
• This is the team’s first attempt to establish Y = f(X)

17. Green Belt – SIX SIGMA OPERATIONAL
2. Cause and Effect Matrix
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 Input
1 0
2 0
3 0
4 0
5 0
6 0
7 0
8 0
9 0
10 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total
Lower Spec
Target
Upper Spec
This table provides the initial input to the FMEA. When each of the output variables
(requirements) are not correct, that represents potential "EFFECTS". When each input
variable is not correct, that represents "Failure Modes".
1. List the Key Process Output Variables
2. Rate each variable on a 1-to-10 scale to importantance to the customer
3. List Key Process Input Variables
4. Rate each variables relationship to each output variable on a 1-to-10 scale
5. Select the top input variables to start the FMEA process; Determine how each selected
input varable can "go wrong" and place that in the Failure Mode column of the FMEA.

18. Green Belt – SIX SIGMA OPERATIONAL
The Method
1. List the output variables (Y’s) along the top section of the matrix. These
are outputs which the team and/or the customer deem to be important. These may be a
subset of the list of Y’s identified on the process map.
2. Rank each output numerically using an arbitrary scale (possibly 1 -
10). The most important output receives the highest number.
3. Identify all potential inputs or causes (X’s) that can impact the various
Y’s and list along left hand side of the matrix.
4. Numerically rate (correlate) the effect of each X on each Y within the
boundary of the matrix. This is based on the experience of the team.
5. Use the totals column to analyze and prioritize where to focus your
effort when creating the preliminary FMEA.

19. Green Belt – SIX SIGMA OPERATIONAL
C-E Matrix - Steps
1. List key outputs (Y’s)
Cause and Effect
Matrix
Rating of
Importance to
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Homogeneity
Temperature
Consistency
Cleanliness
Gel Time
Viscosity
Solids
Color
Process Inputs Total
1 0
2 0
3 0
4 0
5 0
6 0
7 0

20. Green Belt – SIX SIGMA OPERATIONAL
C-E Matrix - Steps
2. Rank outputs with respect to customer importance
Cause and Effect
Matrix
Rating of
Importance to 9 9 7 10 10 9 3 2 6
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Homogeneity
Temperature
Consistency
Digets Time
Cleanliness
Gel Time
Viscosity
Solids
Color
Process Inputs Total
1 0
2 0
3 0
4 0
5 0
6 0
7 0
8 0

21. Green Belt – SIX SIGMA OPERATIONAL
C-E Matrix - Steps
3. List key inputs
Rating of
Importance to 9 9 7 10 10 9 3 2 6
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Input
Homogeneity
Temperature
Consistency
Digets Time
Cleanliness
Viscosity
Gel Time
Variables
Solids
Color
Process Inputs Total
Scales
1 0
Accuracy
Preheating
2 0
DICY TK
DMF Load
3 0
Accuracy
DMF
4 0
Cleanliness
DMF Raw
5 0
Materials
DICY Load
6 0
Accuracy
DICY Envir.
7 0
Factors
DICY Raw
8 0
Materials
DICY Mixer
9 0
Speecd

22. Green Belt – SIX SIGMA OPERATIONAL
C-E Matrix - Steps
• You are ready to correlate customer requirements to the process
input variables
• Allow sufficient time for assignment of scoring
• 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

23. Green Belt – SIX SIGMA OPERATIONAL
C-E Matrix - Steps
4. Relate X’s to Y’s
Rating of
Importance to 9 9 7 10 10 9 3 2 6
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Homogeneity
Temperature
Consistency
Digets Time
Cleanliness
Viscosity
Gel Time
Output Variables
Solids
Color
Process Inputs Total
Scales
1 9 8 2 1 1 9 1 1 8 321
Accuracy
Preheating
2 1 1 1 1 1 1 1 1 1 65
DICY TK
DMF Load
3 3 8 1 1 1 8 1 3 8 255
Accuracy
DMF
4 1 1 4 2 1 2 1 1 1 105
Cleanliness
DMF Raw
5 1 1 1 1 1 2 1 1 1 74
Materials
DICY Load
6 9 7 1 1 1 9 1 1 2 269
Accuracy
DICY Envir.
7 8 5 3 1 1 8 1 1 2 247
Factors
DICY Raw
8 8 5 1 1 1 9 1 1 2 242
Materials
DICY Mixer
9 1 1 1 1 7 1 1 1 1 125
Speecd

24. Green Belt – SIX SIGMA OPERATIONAL
Catapult Excercise
•Create Cause and effect diagram (or matrix) from
catapult firing process. KPOV is capability to hit the castle.
•20 min with 5 minutes presentation in each group.

25. Green Belt – SIX SIGMA OPERATIONAL
Catapult Exercise : Part Description
slide arm scale angle scale
pocket hook rubber band peg
rubber band tension
adjuster
slide arm rubber band hook
launch arm peg locker
launch arm fulcrum
base
string locker
string hook stopper string start angle stopper

26. Green Belt – SIX SIGMA OPERATIONAL
Module Objectives
• Explain what a good Problem Statement is and contains
• Explain what a Problem Statement does
• Define the relationship between Cause and Effect
• Explain construction and use of:
> Root Cause Analysis
> Fishbone Diagrams
> Cause and Effect Matrix
• Explain when and how to perform Brainstorming sessions