The document discusses Kaoru Ishikawa and the Ishikawa diagram, also known as a fishbone diagram or cause-and-effect diagram. It describes how Ishikawa developed the diagram to help identify potential causes for a particular problem or effect. The diagram categorizes causes into main categories like methods, materials, machines, management, and more. It then provides steps for constructing a diagram, including identifying the problem, listing potential causes, checking for completeness, prioritizing causes, and discussing solutions. An example is given showing how the diagram was used to analyze the cause of increased productivity.

1. Ishikawa-Diagram

2. Structure
Kaoru Ishikawa
basic concept
aim
theoretical conversion
practical example
exercise

3. Kaoru Ishikawa
(1915 - 1989)
• 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
• 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. basic concept
The Idea:
think about possible causes and reasons leading to
an effect or a problem
find solution for preventing those problems

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. basic concept
individual problem/effect needs individual factors

7. basic concept
individual problem/effect needs individual factors
not all 7 factors are needed in the diagram

8. basic concept
individual problem/effect needs individual factors
not all 7 factors are needed in the diagram
grade of influence
Branch of production: Manpower, Methods, Material und Machine
Branch of administration: Management, Environment

9. basic concept
individual problem/effect needs individual factors
not all 7 factors are needed in the diagram
grade of influence
Branch of production: Manpower, Methods, Material und Machine
Branch of administration: Management, Environment
e.g. Methods, Machinery, Management, Materials, Manpower

10. basic concept
individual problem/effect needs individual factors
not all 7 factors are needed in the diagram
grade of influence
Branch of production: Manpower, Methods, Material und Machine
Branch of administration: Management, Environment
e.g. Methods, Machinery, Management, Materials, Manpower
5 M‘s

11. basic concept
individual problem/effect needs individual factors
not all 7 factors are needed in the diagram
grade of influence
Branch of production: Manpower, Methods, Material und Machine
Branch of administration: Management, Environment
e.g. Methods, Machinery, Management, Materials, Manpower
5 M‘s
4P (Place, Procedures, People, Policies )
4S (Surroundings, Suppliers, Systems, Skills)

12. basic concept

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. theoretical conversion
1. sketch the diagram and inscript the needed causes

15. theoretical conversion
1. sketch the diagram and inscript the needed causes
2. work the main- and sidecauses out

16. theoretical conversion
1. sketch the diagram and inscript the needed causes
2. work the main- and sidecauses out
3. check the completeness

17. theoretical conversion
1. sketch the diagram and inscript the needed causes
2. work the main- and sidecauses out
3. check the completeness
4. weight the the main- & sidecauses in terms of meaning & influence

18. theoretical conversion
1. sketch the diagram and inscript the needed causes
2. work the main- and sidecauses out
3. check the completeness
4. weight the the main- & sidecauses in terms of meaning & influence
5. check the selected causes for rightness

19. theoretical conversion
1. sketch the diagram and inscript the needed causes
2. work the main- and sidecauses out
3. check the completeness
4. weight the the main- & sidecauses in terms of meaning & influence
5. check the selected causes for rightness
6. The team discusses about the solution

20. theoretical conversion
6. 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. theoretical conversion
It‘s important

22. theoretical conversion
It‘s important
that the team has skilled workers involved in discussion

23. theoretical conversion
It‘s important
that the team has skilled workers involved in discussion
e.g. supplier, clients etc

24. practical example
rise in productivity

25. practical example
1. sketch the diagram and inscript the needed causes

26. practical example
1. sketch the diagram and inscript the needed causes

27. practical example
1. sketch the diagram and inscript the needed causes
rise in productivity

28. practical example
1. sketch the diagram and inscript the needed causes
rise in productivity
Enviroment

29. practical example
1. sketch the diagram and inscript the needed causes
rise in productivity
ManpowerEnviroment

30. practical example
1. sketch the diagram and inscript the needed causes
rise in productivity
ManpowerEnviroment
Machine

31. practical example
1. sketch the diagram and inscript the needed causes
rise in productivity
ManpowerEnviroment
Machine Materials

32. practical example
1. sketch the diagram and inscript the needed causes
rise in productivity
ManpowerEnviroment
Machine Materials Methods

33. practical example
2. work the main- and sidecauses out
rise in productivity
ManpowerEnviroment
Machine Materials Methods

34. practical example
2. work the main- and sidecauses out
rise in productivity
ManpowerEnviroment
Machine Materials Methods
Noise
Temperature

35. practical example
2. work the main- and sidecauses out
rise in productivity
ManpowerEnviroment
Machine Materials Methods
Noise
Temperature
Education
Motivation
w
age

36. practical example
2. work the main- and sidecauses out
rise in productivity
ManpowerEnviroment
Machine Materials Methods
Noise
Temperature
Education
Motivation
w
age
Software
Hardware

37. practical example
2. work the main- and sidecauses out
rise in productivity
ManpowerEnviroment
Machine Materials Methods
Noise
Temperature
Education
Motivation
w
age
Software
Hardware
Procurement

38. practical example
2. work the main- and sidecauses out
rise in productivity
ManpowerEnviroment
Machine Materials Methods
Noise
Temperature
Education
Motivation
w
age
Software
Hardware
Procurement
Standardisation
Lean Management
CIP

39. practical example
3. check the completeness
rise in productivity
ManpowerEnviroment
Machine Materials Methods
Noise
Temperature
Education
Motivation
w
age
Software
Hardware
Procurement
Standardisation
Lean Management
CIP

40. practical example
4. weight the the main- & sidecauses in terms of meaning & influence
• Lean Management
• Standardisation
• Motivation
• Education
•…

41. practical example
5. check the selected causes for rightness
• Lean Management
• Standardisation
• Motivation
• Education
•…

42. practical example
6. The team discusses about the solution
causes that can be improved or eliminated easily:
• Hardware
• Software
• Temperature
• Noise

43. practical example
6. The team discusses about the solution
weighted causes
• Lean Management
• Standardisation
• Motivation
• Education

44. exercise
excessive drop of paper
Henner Graubitz
October 23rd 2006

45. exercise
1. sketch the diagram and inscript the needed causes
2. work the main- and sidecauses out
3. check the completeness
4. weight the the main- & sidecauses in terms of meaning & influence
5. check the selected causes for rightness
6. The team discusses about the solution

46. exercise
solution
excessive drop of
paper
Manpower Machine
Materials Methods
create faulty
documents
faulty feeder of
papers
too heavy
paper
misprints aren‘t
used as paper for
notices

47. Advantage:
• different opinions by teamwork
• easy to apply
• little effort to practise
• better understanding for causes and
effects

48. Advantage:
• different opinions by teamwork
• easy to apply
• little effort to practise
• better understanding for causes and
effects
Disadvantage:
• No clarity in very complex problems
• Interactions and chronological
dependence can’t be displayed