This document discusses cause and effect diagrams and root cause analysis. It explains that a cause and effect diagram is a visual tool used to identify and graphically display potential causes of a problem in increasing levels of detail to discover the root causes. The document then describes three common techniques for root cause analysis: five whys, tree diagrams, and event and causal factor analysis. It stresses that while analysts may identify root causes and solutions, implementation is key, and organizations should track recommendations to completion to avoid wasted effort and recurring problems. Finally, it notes that the process provides a learning experience by revealing gaps in knowledge and helping teams reach a shared understanding of the underlying issues.

1. CAUSE EFFECT
DIAGRAM
1. Introduction
2.diagram for the selected subject
3.three root causes
4.recommended solution to overcome
root causes
5.learning experience

2. Introduction
• A visual tool to identify, explore
and graphically display, in increasing
detail, all of the suspected possible
causes related to a problem or
condition to discover its root causes
Problem/
Desired
Improvement
Main Category
Cause
Root Cause

3. Fishbone diagram

4. Three root causes
1. Five whys
• Describe the problem in specific
terms
• For each likely cause ask, “Why did
this happen?”
• Continue for a minimum of five
times
• Show logical relationship of each
response to the one that preceded it
• Stop when the team has enough
information to identify the root
cause.
2. Tree diagram
• State the problem

5. • Causes are listed as branches to the
right of the problem
• Continue to clarify causes, drawing
additional branches to the right
• Repeat until each branch reaches its
logical end
3. Event and casual factor analysis
• Used for multi-faceted problems or
long, complex causal factor chains
• Cause effect diagram that describes
time sequence
• Anything that shapes the outcome
recorded
• Identifies what questions to ask to
follow path to root cause

6. Recommended solution to
overcome root causes
The root cause analyst is often not
responsible for the implementation of
recommendations generated by the analysis.
However, if the recommendations are not
implemented, the effort expended in
performing the analysis is wasted. In
addition, the events that triggered the
analysis should be expected to recur.
Organizations need to ensure that
recommendations are tracked to
completion.

7. Learning experience
• Visual display of possible causes
• Cause categories include materials,
machines, methods, and people
• Reveals gaps in existing knowledge
• Helps team reach common
understanding of why loss exists

8. THANKYOU