Cause _ Effect Diagram_rev for knowledge sharing

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1. TQM Training Module; Doc. No. A-
07.00.20150220
Cause & Effect Diagra m

2. Online TQM Training Modules – Series A
#
Type
Module Name
Module
Number
Responsibility
Doc.
Release
date
Status
1
Problem
Solving
Tool
s
Flow Charts A-01 Vinay Kalmath
2 Graphs A-02 Rehana Sultana
3 A-03 Prakash Kashetti
4
Check-sheet
Series – A
Pareto Diagram
A-04 Praveen Hadagal 29
th Jan 15
‟

5 Histogram A-05 Sanket Deshpande 6
th Feb 15
‟

6 Control Charts A-06 Neelesh Mesta
7 Cause & Effect Diagram A-07 Praveen Hadagal 20
th Feb 15
‟

8 Stratification A-08 Sanket Deshpande
9 Scatter Diagram A-09 Basavraj
2
(c) TQM Department, JSW Vijayanagar

3. Agenda
Introduction to Cause &
Effect Diagram
How to make a C&E
Diagram
Examples from our Plant
1
2
3
What is C&E ?
Types of C&E
(c) TQM Department, JSW Vijayanagar
3

4. Where is C&E Diagram used?
CAUSE
Reasons
that led to
the problem
PROBLEM has
OCCURED
EFFECT
Symptoms
that
evidenced
from the
problem
POTENTIAL /
FUTURE PROBLEM
EFFECT
Symptoms that
would result
from the problem
CAUSE
Reasons
that could
lead to the
problem
Use Cause & Effect
Diagram
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Use Failure Mode &
Effect Analysis
(FMEA)
4

5. Cause & Effect Diagrams: Uses & Benefits
Uses / Applications
‾ For Defining the
problem
‾ For Visualization of
cause-
effect linkages
‾ For listing probable
causes
of a problem
‾ For arriving at the
possible causes of the
problem
(c) TQM Department, JSW Vijayanagar
Benefits
‾ Helps generate a structured lists of potential
causes of problems, stimulates and aids the
thinking process
‾ Helps systematic idea generations
through visual representation of cause-effect
relationships
‾ Helps prioritisation of reasons (creation
of a
Pareto for vital few causes)
‾ Helps data collection tools
5

6. Cause & Effect Diagram: An Introduction
A Graphical Technique - can be used in
teams to identify and arrange all possible
causes of an event / problem / outcome.
Also known as “Fish-bone Diagram” for its
fish bone kind of construction or Ishikawa
Diagram
Invented by Prof. Kaoru Ishikawa in 1943. He
first used it toexplain at Kawasaki Steel
Works
Problem
Causes
(c) TQM Department, JSW Vijayanagar
Effect
Primary
Secondary
There are three types of Cause and Effect diagram. They are:
1.Cause-Enumeration Type
2.Dispersion-Analysis Type
3.Production-Classification Type
The common type used is called Cause-Enumeration type, which we will discuss in
detail in this training module.
6

7. Types of Cause & Effect Diagram
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Type What is it ? Advantages
1
Cause-
Enumeration
Type
Conventional C&E; follows all 7-steps
Generic type, can be used for any
cause-effect situation
2
Dispersion-
Analysis Type
Instead of brainstorming, first major causes
(Major Bones) to be analyzed are decided.
Once the Major causes are decided, the spine is
drawn, and probable causes are attached
directly
After the diagram is ready, the team analyze the
diagram to determine the major causes.
Good for analyzing repetitive
problems, when major causes are
known
Is advantageous when the team
building the cause-effect diagram
has expertise in the process /
function they are debating about.
3
Production-
Classification
Type
Used for Manufacturing / production units as they
have a set of sequential operations.
Each stage in the production process leading to
the effect being examined is shown along the
main arrow or „backbone of the diagram.
‟
Possible causes are then shown as branches
Easier to construct and
understand.
Those involved in making C&E
diagram are already familiar with
each of the production steps
identified.
7

8. Agenda
Introduction to Cause &
Effect Diagram
How to make a C&E
Diagram
Examples from our Plant
1
2
3
The 7-step Process
The steps explained
through an example
(c) TQM Department, JSW Vijayanagar
8

9. Steps in making Cause and Effect diagram.
Define Key Effect.
Brainstorm
Fill in the Effect Box and Draw the Spine
Identify Main
„Bones
‟
.
Add Lower level Causes(Primary Causes)
1
2
3
4
5
6
Identify increasingly more detailed levels of
causes(Secondary Causes)
Analyze the diagram.7
The 7-step Process
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9

10. Define Key Effect
Identify and clearly define the outcome or EFFECT to be analyzed.
Decide on the effect to be examined. Effects are stated as particular quality
characteristics, problems resulting from work, planning objectives, and the likes.
Remember, an effect may be positive (an objective) or negative (a problem), depending
upon the issue that is being discussed.
Positive Effect
− Focuses on a desired outcome.
− Tends to foster pride and ownership over productive areas.
Negative Effect
− Can sidetrack the team into justifying why the problem occurred and placing blame.
− However, it is sometimes easier for a team to focus on what causes a problem than what
causes an excellent outcome.
(c) TQM Department, JSW Vijayanagar
Step 1
10

11. Let us understand the process of constructing Cause & Effect diagramwith the help of an
example:
(c) TQM Department, JSW Vijayanagar
Bill Processing:
There is a problem with the Bill Processing System.
Bill processing plays vital role. Various payments, sanctions, services etc from third party
or external firm can happen only after formalities, i.e. paper work.
But the processing of bills is taking longer duration, and in some cases it is excruciatingly
slow, moving at snail pace.
Slow bill processing has held up many sanctions and projects which otherwise would
have been completed.
Hence the team decides to determine various causes that are leading to Slow Bill
Processing.
Define Key EffectStep 1
ILLUSTRATIVE
EXAMPLE
1
1

12. Brainstorm
(c) TQM Department, JSW Vijayanagar
Conduct a Brainstorm to determine all the possible causes of the effect. General
guidelines for conducting Brainstorming:
Have a mixed team from different parts of the process
Get a “fresh pair of eyes” - from someone who is not too close to the process
Have a facilitator - an impartial referee.
Everyone is an equal contributor
Fast and furious - go for quantity rather than quality (of ideas) at first
Know when to stop.
Write each idea on a Post-It to make it easy to transfer them onto the fishbone diagram later.
Be careful not to muddle causes and solutions at this stage.
It is important to brainstorm before identifying cause categories otherwise you can constrain
the range of ideas.
Step 2
12

13. Brainstorm
(c) TQM Department, JSW Vijayanagar
Bill Processing (Cont):
The team conducts a brainstorming session to determine all probable causes: The probable
causes are listed below:
Did not implement software solution.
Used manual calculations.
Staff Resistance.
Do not understand benefits.
Mindset.
Lack of Training.
Lack of formal decision.
Overburden.
Lack of understanding of software solution
benefits.
Multiple stages.
Conventional Thinking.
Less Employee strength.
Unable to use complicated excel formulae.
Management Resistance.
Staff did not have the skill to develop digital
solution.
No incentive to improve.
Job loss fear.
Lack of Knowledge.
Miscommunication from staff.
Resistance to automation.
Lack of vision to consider digital solution.
Manual Approval.
Overburden.
Insufficient Planning.
Step 2
ILLUSTRATIVE
EXAMPLE
13

14. Fill in the Effect Box and Draw the Spine
Draw a horizontal arrow pointing to the right. This is the spine.
To the right of the arrow, write a brief description of the effect or outcome which results
from the process.
Draw a box around the description of the effect.
Slow Bill
Processing
Effect Box
Spine
(c) TQM Department, JSW Vijayanagar
Step 3
ILLUSTRATIVE
EXAMPLE
14

15. Identify Main Bones
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Establish main causes, or categories, under which other possible causes will be listed.
There are a whole set of common cause categories, some of which are listed below:
NomenclatureDetails Applicable to
4Ms Methods, Materials, Machinery, and Man Manufacturing Industry
6Ms
Machine, Method, Materials, Measurement, Man and
Mother Nature (Environment)
Manufacturing Industry
4Ps Policies, Procedures, People and Plant
Service Industry, Administration
functions
8Ps
Price, Promotion, People, Processes, Place / Plant,
Policies, Procedures & Product (or Service)
Service Industry, Marketing
Function, Administration
Function
4Ss Surroundings, Suppliers, Systems, Skills Service Industry
Others
Equipment, Process, People, Materials, Environment,
and Management
Selectively used across various
industries & functions
Step 4
15

16. Identify Main Bones
Write the main categories your team has selected to the left of the effect box. Draw some
above and below the spine.
Draw a box around each category label and use a diagonal line to form a branch from the
box to the spine.
Slow Bill
Processing
Method Management
PeopleProcess
Main Cause
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Step 4
ILLUSTRATIVE
EXAMPLE
16

17. Add Lower level causes (Primary Causes)
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For each major branch, identify other specific factors which may be the CAUSES of the
EFFECT
Transfer the potential causes frombrainstorming outcomes to the diagram, placing each
cause under the appropriate category.
If causes seem to fit more than one category then it is acceptable to duplicate them.
Identify as many causes or factors as possible and attach them as sub-branches of the
major branches.
Fill in detail for each cause. If a minor cause applies to more than one major cause, list it
under both.
Step 5
17

18. Add Lower level causes (Primary Causes)
Slow Bill
Processing
Method Managemen
t
PeopleProcess
Lack of Skill
Resistance to
automation
Mindset
Multiple stages
Manual Approval
Used manual
calculations
Lack of understanding
of software solution
benefits
Overburden
(c) TQM Department, JSW Vijayanagar
Step 5
ILLUSTRATIVE
EXAMPLE
18

19. Identify Secondary Causes
Identify increasingly more detailed levels of causes and continue organizing them under
related causes or categories.
We can do this by asking a series of why questions. Let us understand with the help of
Example:
The First Why The Second Why
Method Method
Unable to use
complicated
Excel Formulae
Step 6
Used Manual
calculations
Used Manual
calculations
(c) TQM Department, JSW Vijayanagar
ILLUSTRATIVE
EXAMPLE
19

20. Identify Secondary Causes
Branches and twigs can be further developed by asking questions.
This avoids using broad statements that may in themselves be effects.
Repeat the process for all other major branches.
The Third Why The Fourth Why
Method
Unable to use
complicated
Excel Formulae
Lack of
training
Method
Unable to use
complicated
Excel Formulae
Lack of
training
Insufficient
Planning
Used Manual
calculations
Used Manual
calculations
(c) TQM Department, JSW Vijayanagar
Step 6
ILLUSTRATIVE
EXAMPLE
20

21. Slow Bill
Processing
Method Management
PeopleProcess
Lack of Skill
Lack of Training
Resistance to
automation
Do not understand
benefits
Job loss fear
Mindset
No incentive
to improve
Multiple stages
Mgmt Resistance
Staff Resistance
Manual Approval
Lack of training
Unable to use
complicated
excel formulae
Staff did not have the
skill to develop digital
solution
Used manual
calculations
Conventional
Thinking
Lack of formal
decision
Did not Implement
Software solution
Lack of Knowledge
Lack of training
Insufficient
Planning
Overburden
Less Employee
Strength
Lack of understanding of
software solution benefits
Miscommunication from staff
ILLUSTRATIVE
EXAMPLE
Lack of vision to consider
digital solution
(c) TQM Department, JSW Vijayanagar
Identify Secondary CausesStep 6
21

22. Analyze the Diagram
•Check the “balance” of C&E diagram.Balance
•A thick cluster of sub-causes around one major cause/area
may indicate that there is scope for further study.
•A main category having few specific causes may indicate a
need for further identification of sub-causes
Thick Cluster
Skeletal Cluster
•Identify the causes that appear repeatedly under different
categories. These may represent root causes.Repetitive
•Look for what you can measure in each cause so you can
quantify the effects of any changes you make.
•Classify the identified causes into measurable and non-
measurable category for studying the extent of contribution
Quantification
Classification
•Most importantly, identify and circle the causes that you can
take action on.Action Items
(c) TQM Department, JSW Vijayanagar
Step 7
22

23. Analyze the Diagram
Slow Bill
Processing
Method Management
PeopleProcess
Lack of Skill
Lack of Training
Resistance to
automation
Do not understand
benefits
Job loss fear
Mindset
No incentive
to improve
Multiple stages
Mgmt Resistance
Staff Resistance
Manual Approval
Lack of training
Unable to use
complicated
excel formulae
Staff did not have
the skill to develop
digital solution
Used manual
calculations
Conventional
Thinking
Lack of formal
decision
Did not Implement
Software solution
Lack of Knowledge
Lack of training
Insufficient
Planning
Overburden
Less Employee
Strength
Lack of understanding of
software solution benefits
Miscommunication from staff
Step 7
ILLUSTRATIVE
EXAMPLE
Lack of vision to consider
digital solution
23
(c) TQM Department, JSW Vijayanagar

24. Analyze the Diagram
Conclusions on Bill Processing delay
After thorough discussions, followed by detailed analysis of the cause and effect diagram,
the team concluded that:
Manual approval was one of the major concerns which was causing hindrance to bill
processing.
The staff followed the manual processing of bills because of lack of training in advanced
software solution and hence there was a resistance to automation of billing process.
The management did not understand the significance of Automation of billing process
because the staff never insisted on it as they had the fear of job loss.
Hence it was decided after studying the cause and effect diagram that the Latest software
solution will be installed in the company and the staff will be trained in the same
(c) TQM Department, JSW Vijayanagar
Step 7
ILLUSTRATIVE
EXAMPLE
24

25. Agenda
Introduction to Cause &
Effect Diagram
How to make a C&E
Diagram
Examples from our Plant
1
2
3
Example-1: Coal
Spillage C&E
(c) TQM Department, JSW Vijayanagar
25

26. Example 1
Coal Spillage
at operating
platform
(c) TQM Department, JSW Vijayanagar
Coal spillage at operating platform (Coke Ovens).
•At coke ovens coal is to be converted to coke over a period of time called coking period.
•Pre-heated oven is being charged with coal cake which gets converted to coke.
•During the process of charging the coal cake breaks and coal gets accumulated on the
operating platform.
•This accumulation of coal on operating platform causes delay in movement and alignment of
car, which is difficult to be cleared, causing environmental pollution while cleaning.
•This leads to production delay by restricting charging car and pusher car movement and
alignment problem.
•Dust emission while cleaning the operating platform by loading in tractor which causes
environmental pollution is also a major concern.
•A brainstorming session was conducted and the team listed all the probable causes.
Step 1
EXAMPLE FROM
OUR PLANT
Define Key Effect
26

27. Improper charging.
Front side cake breakage.
Vibration in charging plate.
Uneven opening of stamping box of charging
car.
Skill level of operator not up to mark.
Miscommunication & wrong alignment.
Variation in coal blend.
Improper Coal crushing index.
Improper training of operator.
Deviation of charging plate movement.
Due to invariant pulse count of charging plate.
Improper operation of baffle door.
Sticking of coal to side wall.
Malfunction of side walls.
Coal sticking to baffle.
Vibration of Charging car during LT
movement.
Coal moisture.
Improper stamping.
Cake not full forward.
Malfunction of limit switches.
Improper charging car guide plate.
Improper Charging car chain alignment.
Side wall linear damage.
Movement of pusher and charging car.
Less space on operating platform.
Height of operating platform.
High fatigue to temperature in front of oven.
Chain scrapper not operating effectively in
charging car and pusher car.
Brainstorming
The various causes that emerged from the brainstorming were as listed below:
Example 1
Coal Spillage
at operating
platform
Step 2
(c) TQM Department, JSW Vijayanagar
EXAMPLE FROM
OUR PLANT
27

28. Draw the Spine
(c) TQM Department, JSW Vijayanagar
Example 1
Coal Spillage
at operating
platform
Step 3
EXAMPLE FROM
OUR PLANT
28

29. Identify main Bones
(c) TQM Department, JSW Vijayanagar
Example 1
Coal Spillage
at operating
platform
Step 4
EXAMPLE FROM
OUR PLANT
29

30. Unskilled
Operator
Manpower idle
Improper
operation by
charging car
operator
Chain Scrapper not
working efficiently
Charging Car
mechanism not
working properly
Cake stamping
not effective
Front side Cake
breakage
Coal processing
not efficient.
Sticking of coal to
side walls
Conditions not
safe.
Space constraint
for cleaning
High Fatigue when
working on
operating platform
Coal cake charging
procedure not
followed.
Coal lifting
procedure not
followed
Improper speed of
charging plate
Add Primary Causes (First Level)
(c) TQM Department, JSW Vijayanagar
Example 1
Coal Spillage
at operating
platform
Step 5
EXAMPLE FROM
OUR PLANT
30

31. Unskilled
Operator
Improper training
Improper Training
Manpower idle
Improper planning
Improper
operation by
charging car
operator
Poor operating
skills
Miscommunication
Chain Scrapper not
working efficiently
Jamming of
chain scrapper
Charging Car
mechanism not
working properly
Side wall cylinders not
opening uniformly
Cake stamping
not effective
Malfunction of
limit switches
Front side Cake
breakage
Charging plate
vibration
Coal processing
not efficient.
Coal crushing
not optimum
Coal moisture
not optimum
Sticking of coal to
side walls
Conditions not
safe.
Space constraint
for cleaning
Less width of
operating platform
High Fatigue when
working on
operating platform
High Temperature
Coal cake charging
procedure not
followed.
Insufficient
Training
Coal lifting
procedure not
followedInsufficient
Training
Improper speed of
charging plate
Encoder
program
problem
Add Second Level Causes
(c) TQM Department, JSW Vijayanagar
Example 1
Coal Spillage
at operating
platform
Step 6
EXAMPLE FROM
OUR PLANT
31

32. Unskilled
Operator
Improper training
Improper Training
Manpower idle
Improper planning
Improper
operation by
charging car
operator
Poor operating
skills
Miscommunication
Chain Scrapper not
working efficiently
Jamming of
chain scrapper
Lump Coal
Charging Car
mechanism not
working properly
Side wall cylinders not
opening uniformly
Cake stamping
not effective
Malfunction of
limit switches
Front side Cake
breakage
Charging plate
vibration
Coal processing
not efficient.
Coal crushing
not optimum
Hammer mill
hammer worn
out
Coal moisture
not optimum
Sticking of coal to
side walls
Conditions not
safe.
Space constraint
for cleaning
Less width of
operating platform
High Fatigue when
working on
operating platform
High Temperature
Coal cake charging
procedure not
followed.
Insufficient
Training
Coal lifting
procedure not
followedInsufficient
Training
Improper speed of
charging plate
Encoder
program
problem
Add third level causes
(c) TQM Department, JSW Vijayanagar
Example 1
Coal Spillage
at operating
platform
Step 6
EXAMPLE FROM
OUR PLANT
32

33. End of presentation
(c) TQM Department, JSW Vijayanagar
Thank you
33