UNIT IV

CAUSE AND EFFECT DIAGRAMS The Cause and Effect Diagram, also
known as the Ishakawa Diagram or the Fishbone Diagram, was developed by Professor
Kaoru Ishikawa of the University of Tokyo in 1950 as a means of teaching the
concept of control of processes. The diagram is often mentioned, usually only in
passing, as a technique used for problem identification and analysis by QC Circles.
The following discussion of the application and method of construction of the C&E
Diagram is extracted from a section in the ASQC publication, QC Circles:
Application, Tools, and Theory by Amsden, Beardsley and Rehg. Basically the
technique involves defining an occurrence or effect and breaking it down into its
contributing causes or factors. The factors considered as most likely causes of the
effect are then studied and experimented with to determine if they are actually a
contributing cause. The process is repeated until the true causes of the effect are
identified. Action is then taken to rectify these causes so as to eliminate the
effect. METHODS FOR CONSTRUCTING A C&E DIAGRAM Central to the construction
of the C&E Diagram is the technique of BRAINSTORMING. This means that all members
of the group involved are to participate equally and without criticism in any way
of the ideas put forward. The essential steps in the construction of a C&E
Diagram are: 1. Identify the effect for which causes are to be sought. The effect
needs to be clearly defined in concise terminology. An effect may be identified by
such means as brainstorming, Pareto Analysis, or other outside sources. 2.
Establish realistic, meaningful goals. An example might be "a 50% reduction in the
defect rate by September first". The goal should state the terms of measurement and
set a reasonable time limit. 3. Set up the framework for listing the causes. This
is done by placing the effect in a box at the right of the working area. A
horizontal arrow line is drawn from the left to the box. This line is called the
"process line" or "spine" of the fishbone. Smaller "bones" are added to the spine
to connect the major causes and to serve as connectors for sub-causes. It is
suggested that major causes should not exceed three to six in number. Also, the
diagram should be large enough for all members to see it. A chalk board or an easel
would be appropriate. The example below represents an example of the suggested
layout. Cause Cause sub-cause sub-cause
sub-cause sub-cause sub-cause
> Effect sub-cause sub-cause sub-cause
sub-cause Cause 4. Causes are written on the diagram. Getting started can
be a problem. One method which should prove helpful is to use some of the fairly
universal causes. These are our old familiar 4-M's . Other major causes may be
suggested later and they should be added. Each member is asked to suggest a cause.
These are then added either as a major cause or as a sub-cause. Care needs to be
taken to keep "on track" and not slip into analysis of solutions at this point
before all possible causes are listed. gain, no criticism of any "causes" is
allowed. All ideas are welcome because even though they may prove to be "false
causes" they may serve as clues to "true causes". At this stage the C&E diagram
might look like this. INSERT C&E SKETCH 5. Let the diagram remain on display for a
day or two to "incubate" and provide an opportunity for all concerned persons to
add suggestions. This also serves to permit members to forget who suggested which
cause so there will be less bias toward the suggestions. After the incubation
period, the group analyzes the diagram in an attempt to identify"true causes". As
probable true causes are identified they are circled. Uncircled causes are erased
because circled causes may turn out not to be "true causes" and the diagram will
need to be studied further. A further refinement of the C&E diagram involves
examining the circled "causes" in detail to determine the root causes of the
effect. In the following diagram it can be seen that the group considered as a
probable "true cause". A further analysis of this cause led to the conclusion that
the probable cause of that problem is worn oil seals. INSERT C&E SKETCH It is
evident that the C&E diagram might be called a Brainstorming Diagram because it has
application as an idea organizer. Not only may they be used as another problem
solving technique, they are also useful in identifying causes of "good" effects.