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Ishikawa diagram
The document describes Kaoru Ishikawa and the Ishikawa diagram, also known as a fishbone diagram or cause-and-effect diagram. It was developed by Ishikawa to help teams visualize and analyze the potential causes of a particular problem or effect. The diagram structures causes into main categories, typically including methods, machines, materials, measurements, management, manpower, and environment. It then maps potential causes in each category that could contribute to the problem or effect. The document provides examples of using the diagram to analyze the causes of increased productivity in a company and excessive paper drop in a printing process.
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Ishikawa diagram
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- 2. Structure Kaoru Ishikawa basic concept aim theoretical conversion practical example exercise
- 3. • born inTokio 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. basic concept The Idea: thinkabout possible causes and reasons leading to an effect or a problem find solution for preventing those problems
- 5. basic concept • oneproblem/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/effectneeds individual factors
- 7. basic concept individual problem/effectneeds individual factors not all 7 factors are needed in the diagram
- 8. basic concept individual problem/effectneeds 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/effectneeds 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/effectneeds 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/effectneeds 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)
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- 13. aim • find thecauses, 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. sketchthe diagram and inscript the needed causes
- 15. theoretical conversion 1. sketchthe diagram and inscript the needed causes 2. work the main- and sidecauses out
- 16. theoretical conversion 1. sketchthe diagram and inscript the needed causes 2. work the main- and sidecauses out 3. check the completeness
- 17. theoretical conversion 1. sketchthe 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. sketchthe 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. sketchthe 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. Theteam 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
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- 22. theoretical conversion It‘s important thatthe team has skilled workers involved in discussion
- 23. theoretical conversion It‘s important thatthe team has skilled workers involved in discussion e.g. supplier, clients etc
- 24. practical example rise in productivity
- 25. practical example 1. sketchthe diagram and inscript the needed causes
- 26. practical example 1. sketchthe diagram and inscript the needed causes
- 27. practical example 1. sketchthe diagram and inscript the needed causes rise in productivity
- 28. practical example 1. sketchthe diagram and inscript the needed causes Enviroment rise in productivity
- 29. practical example 1. sketchthe diagram and inscript the needed causes Enviroment Manpower rise in productivity
- 30. practical example 1. sketchthe diagram and inscript the needed causes Enviroment Manpower rise in productivity Machine
- 31. practical example 1. sketchthe diagram and inscript the needed causes Enviroment Manpower rise in productivity Machine Materials
- 32. practical example 1. sketchthe diagram and inscript the needed causes Enviroment Manpower rise in productivity Machine Materials Methods
- 33. practical example 2. workthe main- and sidecauses out Enviroment Manpower rise in productivity Machine Materials Methods
- 34. practical example 2. workthe main- and sidecauses out Enviroment Manpower Temperature Noise rise in productivity Machine Materials Methods
- 35. practical example 2. workthe main- and sidecauses out Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity Machine Materials Methods
- 36. practical example 2. work the main- and sidecauses out Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity Hardware Software Machine Materials Methods
- 37. practical example 2. work the main- and sidecauses out Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity Hardware Software Procurement Machine Materials Methods
- 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 Management Software CI P Machine Materials Methods
- 39. practical example 3. check the completeness Enviroment Manpower Temperature Motivation w Noise Education ag e rise in productivity Hardware Standardisation Procurement Lean Management Software CI P Machine Materials Methods
- 40. practical example 4. weightthe the main- & sidecauses in terms of meaning & influence • Lean Management • Standardisation • Motivation • Education •…
- 41. practical example 5. checkthe selected causes for rightness • Lean Management • Standardisation • Motivation • Education •…
- 42. practical example 6. Theteam discusses about the solution causes that can be improved or eliminated easily: • Hardware • Software • Temperature • Noise
- 43. practical example 6. Theteam 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 thediagram 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 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. Advantage: • different opinionsby teamwork • easy to apply • little effort to practise • better understanding for causes and effects
- 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 and effects