Cause and Effect Diagrams

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Do curso por University System of Georgia

Six Sigma and the Organization (Advanced)

171 ratings

University System of Georgia

Six Sigma and the Organization (Advanced)

171 ratings

Curso 1 de 4 em Specialization Six Sigma Green Belt

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

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Management and Planning Tools & Business Results for Projects

In this module, Dr. Bill Bailey will introduce you to management planning tools and business results for projects. This module also begins with a Yellow Belt Refresher Area, since some learners may have entered this course without having taken the previous yellow belt material. This refresher area does not serve as a "replacement" for taking the yellow belt material. It is only a "patch" for those who already have some knowledge of six sigma, but find the yellow belt specialization to be too introductory for their current situation. If you find yourself struggling with the green belt material in this course, it is highly recommended that you travel through the yellow belt specialization before attempting the green belt content.

Yellow Belt Refresher Areas Explained1:26

Cause and Effect Diagrams7:21

Checksheets4:46

Flow Charts and Process Mapping6:09

Defects Per Unit / Defects Per Million Opportnities5:55

Roll Throughput Yield4:20

Affinity Diagram0:59

Activity Network Diagram0:55

Multivoting0:49

Nominal Group Technique0:45

Force Field Analysis4:07

Prioritization Matrices7:08

Tree Diagrams1:14

Control Charts - pt14:02

Control Charts - pt24:00

Conheça os instrutores

David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

The cause and effect diagram was created by Kaoru Ishikawa in the 1960s.

It's a formal brainstorming tool for identifying possible root causes.

The purpose of a cause and effect diagram is to gather information and ideas from

as many people as possible and to explore all possible causes of a problem.

It allows you to identify, explore and

display a problem and all the possible causes in a structured way.

Strangely this tool has three commonly used names.

Ishikawa called it a cause and effect diagram.

Others called it an Ishikawa diagram in his honor.

And because of its appearance, many people call it a fishbone diagram.

These are all names for the same tool.

There are a lot of ways to brainstorm ideas.

The fishbone or Ishikawa diagram is a somewhat structured

approach to brainstorming, specifically aimed at identifying potential causes.

This is the basic layout of a fishbone or Ishikawa or cause and

effect diagram, you see it looks like the skeleton of a fish.

And our analysis is intended to identify major factors,

those are the big bones, that contribute to the problem.

And then further break these down in to more elementary causal factors,

the little bones, that cause these factors to create or prevent problems.

There many different suggested categories for fishbone diagrams, but

you don't need to be constrained to follow any of them.

The major reason for

these labels is to get participants to think of different types of causes.

This scheme is probably the first one that was widely used.

And you can make up your own categories, whatever fits your department or

your application best.

Do not confine yourself to a certain number of categories.

The number of major bones is not critical, but it's usually four to six.

Let's consider a few other examples.

Oftentimes, customer service problems are caused by an institution's policies.

Legitimate and necessary policies may cause problems for a variety of reasons.

A policy intended for one purpose may have unintended consequences in another area.

Policy may have become absolute, but remains in place.

A policy maybe applied incorrectly because it's poorly understood or

ambiguously defined.

A policy maybe causing problems because no one has bothered to identify legal

approaches to living within the policy and still accomplishing what needs to be done.

Procedures are a frequent source of perceived waste in customer service

problems.

When a customers looking for a service, they're not likely to enjoy being told

that they must follow some lengthy procedure that from their point of view

has little or nothing to do with the service they're expecting.

Long lists of required signatures, multiple forms requiring

redone the information in inexplicable waiting periods cause people to

feel like the procedures rather than their needs are what is driving the process.

Service enterprises involve lots of people who interact directly with customers.

As such, people represent our greatest opportunity to delight customers and

our greatest opportunity to disappoint them.

People must have the knowledge, skills, and

authority to provide the services that our customers are looking for.

Every time one of our employees has to say to our customer I don't know how to do

that or I tried, but it didn't work or I'm not allowed to do that,

we create at the situation where our people disappointed our customers.

Finally, we have potential problems with our physical plant or facilities.

This can include lack of facilities or lack of access to these facilities,

or old and outdated facilities that do not meet customer requirements.

Some naming schemes seem to fit different situations better than others.

It's really not important which scheme you use or whether you create your own,

the important thing is to consider lots of different types of causes.

To use a fishbone diagram, first draw the fish

bone structure with the problem at the head.

If you've carefully constructed a problem statement, including measures,

it should go there.

Then add your categories, remember, these are just to spur different ideas,

different areas of thought.

Don't agonize over the categories.

Now you're ready to brainstorm with your team.

One approach is to use post-it notes.

Just write the idea on a post-it and stick it next to the appropriate bone.

Do not let the team get in a debate about which bone is the best fit,

this is a distraction.

Either pick a bone or write the idea twice.

When the diagram is complete, you can take a picture to preserve the work for

subsequent use.

Here is a customer service example.

A precise problem in the head is a good idea, but it can be a general

statement of the problem, it can be a product or a process or a service.

And the causes can be thought of more as enablers, rather than sources of problems.

This tool can be a lot of work to set up and use.

It's small groups that are often simpler tools for identifying root cause.

But, if a problem is particularly complex or difficult, or

if you want the input of a large number of people,

there's an alternative to the small group brainstorm.

You can create a large fishbone diagram perhaps on four by eight foot foamcore.

Then supply post-it notes and mount the diagram in an area where anyone and

everyone will see it.

Anyone walking by can read the diagram, and contribute by posting a note.

Used this way, the diagram must be actively managed.

At least once a day you should organize the notes, and

remove any that are not serious suggestions.

You might leave it up for a week.

And you can get suggestions from people on other shifts, even from suppliers or

customers visiting your work space.

Cause and effect diagrams may be an effective tool for

generating ideas from small or large groups.

This is a brainstorming tool.

It generates a large quantity of ideas about possible causes.

It does not identify root cause.

The team needs to investigate all of the ideas and

use other means to identify probable causes.

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