In normal problem solving the team select the most likely basic causes to investigate further.

Using the Fishbone structure organises and groups the huge volume and variety of ideas making the next step easier.

The open question encourages a huge and varied number of causes.

However in a Chaos Fishbone it’s the reverse. It results in more possible causes making the next step harder. Not being specific in normal problem solving mode is usually a disaster. This is because you weren’t too specific about the issue you were investigating.

If there are any bones that have no or very few ideas then prompt the team to fill the gaps.Īlthough these steps are pretty much the same as you would use in normal cause and effect analysis, you will now get a lot more variance in the ideas generated.

Place identical ideas on top of each other.

Place the notes on the appropriate bone of the diagram (man, material, machine, method and environment).

Get your team to brainstorm ideas (causes) and write each on a sticky note.

Write your question or issue in the box where the effect goes.

(The latter would be like “What stops the two screw holes on the Model X handle lining up?) This is still an issue that exists in the workplace, but it’s not in the form of a tightly defined, single effect. So for example let’s ask the question “How can we encourage people to submit more ideas for improvement?” Instead of using the diagram to explore all the potential causes that result in a single effect, use it to organise your team’s response to a larger, more open question. This way of using a Fishbone was shown to me by Hiroshi Seino, one of my Nissan Master Engineers. A big, unstructured problem – not at all tightly defined! Use the structure of your Cause and Effect (or Ishikawa) Diagram to help with a different kind of problem. I do follow structured problem solving methods and use a single, tightly defined effect to describe the problem at the head of a Fishbone diagram.īut sometimes ……. “Iron tools” can be considered a “Methods” problem when taking samples or a “Manpower” problem with maintenance personnel.No, I’m not being heretical. “Calibration” shows up under “Methods” as a factor in the analytical procedure, and also under “Measurement” as a cause of lab error.

Note that some ideas appear in two different places. Layers of branches show thorough thinking about the causes of the problem.įor example, under the heading “Machines,” the idea “materials of construction” shows four kinds of equipment and then several specific machine numbers. The team used the six generic headings to prompt ideas.

This fishbone diagram was drawn by a manufacturing team to try to understand the source of periodic iron contamination. When the group runs out of ideas, focus attention to places on the chart where ideas are few.Layers of branches indicate causal relationships. Continue to ask “Why?” and generate deeper levels of causes. Write sub–causes branching off the causes. Again ask “why does this happen?” about each cause.Causes can be written in several places if they relate to several categories. Ask: “Why does this happen?” As each idea is given, the facilitator writes it as a branch from the appropriate category. Brainstorm all the possible causes of the problem.Write the categories of causes as branches from the main arrow.Jika hal ini terasa sulit gunakan analisa umum: Menganalisa kategori utama dari penyebab permasalahan.Gambar sebuah kotak disekelilingnya dan gambar tanda panah yang mengitarinya. Dituliskan di tengah sebelah kanan pada flipchart atau whiteboard. Kesepakatan pada pernyataan permasalahan (akibat).Perlengkapan yang diperlukan: flipchart atau whiteboard, marking pen. Secara khusus kapan suatu tim membahasnya kedalam analisa penyebab.Kapan kemungkinan mengidentifikasi penyebab permasalahan.It immediately sorts ideas into useful categories. It can be used to structure a brainstorming session. The fishbone diagram identifies many possible causes for an effect or problem. Variations: cause enumeration diagram, process fishbone, time–delay fishbone, CEDAC (cause–and–effect diagram with the addition of cards), desired–result fishbone, reverse fishbone diagram Also Called: Cause–and–Effect Diagram, Ishikawa Diagram

Reverse ishikawa diagram