Cause and Effect Diagrams

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					Cause-and-Effect Diagrams
(Fishbone Diagrams)

It is difficult if not impossible to solve complicated problems without considering many factors and the
cause-and-effect relationships between those factors. Defining and displaying those relationships
helps. The first such cause-and-effect diagram was used by Kaoru Ishikawa in 1943 to explain to a
group of engineers at the Kawasaki Steel Works how various work factors could be sorted and
related. In recognition of this, these diagrams sometimes are called Ishikawa diagrams. They are also
called fishbone diagrams, because they look something like fish skeletons.

What can it do for you?
Quality problems are typically not simple. They often involve the complex interaction of several
causes. A cause-and-effect diagram will help you:
   • Define and display the major causes, sub-causes and root causes that influence a process or
       a characteristic.
   • Provide a focus for discussion and consensus.
   • Visualize the possible relationships between causes which may be creating problems or

Cause-and-effect diagrams are particularly useful in the measure and improve phases of Lean Six
Sigma methodology.

How do you do it?
  1. Decide which quality characteristic, outcome or effect you want to examine. You might
     consider Pareto analysis to help you focus on the most important issue.
  2. Write your chosen effect on the right side of a paper, board or flipchart and draw a box around
     it. If you think of this as a fishbone diagram, this is the fish’s head.
  3. Draw a straight line to the left, the fish’s backbone.
  4. For each primary cause or category of causes, draw a diagonal line slanting from left to the
     centerline. Alternate these ribs on the top and bottom of the backbone. Label the end of each
     rib and draw a box around the label.
  5. Draw a horizontal line intersecting the appropriate diagonal line and label it to describe each
     secondary cause that influences a primary cause. Alternate these medium sized bones to the
     left and right of each rib.
  6. In a similar way, draw and label diagonal lines for third level or root causes, small bones,
     intersecting the secondary cause lines, medium sized bones.
  7. Examine the diagram. If certain causes seem to have a significant effect on the characteristic
     you are examining, mark them in a special way.

Variation 1: Cause Enumeration
Sometime it may be very difficult to determine the primary causes to be included in your diagram. If
that is the case, after you have determined the characteristic or effect you are examining, follow these
   • Use brainstorming to create a list of all the possible causes. The list will contain a mixture of
        primary, secondary and tertiary (or big bone, middle sized bone and small bone) causes.
   • Sort the list by grouping causes that are related.
   • Identify or name each major grouping and make your cause-and-effect diagram.
   • Machine, Manpower, Material, Measurement, Method and Environment are frequently used
        major causes that can apply to many processes.
The advantage of the cause enumeration technique is that you stand a much better chance that all
causes will be listed, especially hidden ones, and your diagram will be a complete and useful picture.
The disadvantage is that it may be difficult to relate all the causes clearly to the result, making the
diagram hard to draw.

Variation 2: Process Classification
Sometimes it is more helpful to look at causes in the sequence in which they occur instead of
considering overreaching logical categories. With this approach, the center line or backbone follows
the sequence of the process.
   • Instead of primary causes as the ribs, show the major process steps from left to right.
   • Construct your cause-and-effect diagram as before.

The advantage of this technique is that, since it follows the sequence of the process, it will be easy for
everyone to understand. The disadvantages are that similar causes will appear again and again, and
causes due to a combination of factors will be difficult to show.

Hints for Making Good Diagrams
   1. Get input from many people involved in the process. Not only will this make for a more
       accurate diagram, everyone taking part will gain new knowledge.
   2. Make one cause-and-effect diagram for each Critical-To-Quality (CTQ) characteristic you are
       considering. Trying to include all CTQs on one diagram will make it too large and complicated
       to be of much use as a problem solving tool.
   3. Avoid generalities. Express each cause as concretely as possible.
   4. Since you will use your diagram to direct the examination of specific cause-and-effect
       relationships with data, the characteristic you are considering and all the causal factors should
       be measurable. If they are not, try to make them measurable or find substitutes.
   5. The objective of the cause-and-effect diagram is action. Be sure your causes are broken down
       to the level at which they can be acted on.

Now what?
  • Use your diagram to develop a common understanding of the factors potentially influencing or
     causing a quality problem.
  • Use your diagram as a road map for collecting data to verify the causal relationship of various
     factors to the characteristic.
  • Continue to annotate and modify your diagram as you verify relationships and learn more.

Using a cause-and-effect diagram this way will help you to see which factors in your process need to
be checked, modified or eliminated.

                      Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven
                      Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts,
                      and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and
                      Design for Lean Six Sigma process improvement methodologies.

                      Bonacorsi Consulting, LLC.
                      Steven Bonacorsi, President
                      Lean Six Sigma Master Black Belt
                      47 Seasons Lane
                      Londonderry, NH 03053

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Description: Cause-and-effect diagrams are particularly useful in the measure and improve phases of Lean Six Sigma methodology.
Steven Bonacorsi Steven Bonacorsi President
About Steven Bonacorsi, Vice President (20+ years experience) Expertise: Certified Lean Six Sigma Master Black Belt (MBB), Certified Project Management Professional (PMP), Masters in Computer Information Systems (MS-CIS) and Business Administration (MBA), GE Crotonville Leadership Program (PM), and GE Certified Workout and Change Acceleration Process Instructor (CAP) Summary: Experienced Engagement Director/Principal with 16 years of process improvement experience in the areas of information technology, human resources, federal defense, asset management, finance, retail, and medical services industries. Global experience in leading enterprise-wide deployments both Federal and Commercial. Proven skills in business development, deployment design, Lean Six Sigma implementation, curriculum and tool development, financial/operational due diligence, balanced scorecards, and new product and process designs. Strong presentation and written communications skills spanning the range from executives to front line employees. Recent Consulting Experience: Steven has coached top executives in the US Navy in the planning, implementation, and evaluation of their Lean Six Sigma initiatives. He has personally led executive training, leadership awareness, and deployment design workshops for these organizations. Accounts managed include NAVSUP HQ, COMFISC, NAVICP, NAVSISA, NOLSC, SEAFAC, NAVFAC, SPAWAR and USMC. Federal experience includes building the Naval Aviation (NAVAIR) Kaizen and Curriculum program, Developed the Army Schoolhouse LSS Academy, SECNAV and CNIC Executive Leader Training, and DLA Project Sponsor and Project Identification and Selection Workshops. Steven has also led deployments at Fortune 500 companies, including General Electrics Global Master Black Belt program, Gillette, Pfizer, MITRE, BMW, Xerox, Eli Lilly, HB Fuller, United Space Alliance, Kaiser Permanente, GE Medical, GE Aircraft Engines, Bristol-Meyer Squibb, Putnam Investments, Washington Mutual, Onsemi, Coorstec, and Levi Strauss. As a Senior Certified Master Black Belt instructor/coach, Steven has trained a thousand Master Black Belts, Black Belts, Green Belts, and Project Sponsors in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies in transactional, service, and manufacturing organizations. Prior Work Experience: Steven has held management positions in Quality, Information Technology and Program Management. He is also a certified Project Management Professional from PM Institute, and numerous IT certifications including ITIL, CMMI, MCSE, and numerous vender certifications (Cisco, Dell, IBM, HP, Compaq, Toshiba, Lotus Notes, Microsoft, etc... Accomplishments include over $45M in savings and $80M in sales growth from Lean Six Sigma, Kaizen, and Design for Lean Six Sigma development and innovation projects. Education: Bachelor of Science, Management of Network Systems, University of New Hampshire Master of Business Administration, University of Southern New Hampshire Graduate School of Business Master of Computer Information Systems, University of Southern New Hampshire Graduate School of Business