Ishikawa diagram

Software Quality Management
Anna University Syllabus
B.E. IV CSE
About Ishikawa Diagram

1. Ishikawa-Diagram

2. Structure †KaoruIshikawa †basicconcept †aim †theoreticalconversion †practicalexample †exercise

3. Kaoru Ishikawa
(1915 - 1989)
•
born in Tokio 1915
• graduated University of Tokyo in 1939 with an
Engineering degree in applied chemistry
• worked as a naval technical officer until 1941 • worked for Nissan Liquid Fuel Company • associate professor at the University of Tokyo in 1947 • famous person in Qualitymanagement • not only product quality • but also e.g. quality of Management and assistant • developed several quality-tools • One of these tools is theIshikawa-Diagram
(also called Fishbone- or cause and effect diagram)

4. basicconcept The Idea: think about possible causes and reasons leading to
an effect or a problem
find solution for preventing those problems

5. basicconcept •oneproblem/effect • 7 causes lead to the problem/effect • the causes are divided into main- and sidecauses
The 7 causes are: 1. Methods 2. Machinery 3. Management 4. Materials 5. Manpower 6. Environment 7. Measurement

6. basicconcept individual problem/effect needs individual factors

7. basicconcept individual problem/effect needs individual factors Ænot all 7 factors are needed in the diagram

8. basicconcept individual problem/effect needs individual factors Ænot all 7 factors are needed in the diagram grade of influence Branch of production: Manpower, Methods, Material und Machine Branch of administration: Management, Environment

9. basicconcept individual problem/effect needs individual factors Ænot all 7 factors are needed in the diagram grade of influence Branch of production: Manpower, Methods, Material und Machine Branch of administration: Management, Environment e.g. Methods, Machinery, Management, Materials, Manpower

10. basicconcept individual problem/effect needs individual factors Ænot all 7 factors are needed in the diagram grade of influence Branch of production: Manpower, Methods, Material und Machine Branch of administration: Management, Environment e.g. Methods, Machinery, Management, Materials, Manpower Æ5 M‘s

11. basicconcept individual problem/effect needs individual factors Ænot all 7 factors are needed in the diagram grade of influence Branch of production: Manpower, Methods, Material und Machine Branch of administration: Management, Environment e.g. Methods, Machinery, Management, Materials, Manpower Æ5 M‘s 4P (Place, Procedures, People, Policies ) 4S (Surroundings, Suppliers, Systems, Skills)

12. basicconcept

13. aim • find the causes, main- and sidecauses •clarity • interdependence of the causes • improve them for having the wanted effect
or eliminate them for solving the problem

14. theoreticalconversion 1. sketch the diagram and inscript the needed causes

15. theoreticalconversion 1. sketch the diagram and inscript the needed causes 2. work the main- and sidecauses out

16. theoreticalconversion 1. sketch the diagram and inscript the needed causes 2. work the main- and sidecauses out 3. check the completeness

17. theoreticalconversion 1. sketch the diagram and inscript the needed causes 2. work the main- and sidecauses out 3. check the completeness 4. weight the the main- & sidecauses in terms of meaning & influence

18. theoreticalconversion 1. sketch the diagram and inscript the needed causes 2. work the main- and sidecauses out 3. check the completeness 4. weight the the main- & sidecauses in terms of meaning & influence 5. check the selected causes for rightness

19. theoreticalconversion 1. sketch the diagram and inscript the needed causes 2. work the main- and sidecauses out 3. check the completeness 4. weight the the main- & sidecauses in terms of meaning & influence 5. check the selected causes for rightness 6. The team discusses about the solution

20. theoreticalconversion 6. The team discusses about the solution • causes that can be improved or eliminated easily will be finished
first of all (no need to be weighted)
• The weighted causes are in a list of priority and will be finished in
turn

21. theoreticalconversion It‘s important

22. theoreticalconversion It‘s important that the team has skilled workers involved in discussion

23. theoreticalconversion It‘s important that the team has skilled workers involved in discussion e.g. supplier, clients etc

24. practicalexample
rise in productivity

25. practicalexample
1. sketch the diagram and inscript the needed causes

26. practicalexample
1. sketch the diagram and inscript the needed causes

27. practicalexample
1. sketch the diagram and inscript the needed causes
rise in productivity

28. practicalexample
1. sketch the diagram and inscript the needed causes
rise in productivity
Enviroment

29. practicalexample
1. sketch the diagram and inscript the needed causes
rise in productivity
Manpower
Enviroment

30. practicalexample
1. sketch the diagram and inscript the needed causes
rise in productivity
Manpower
Enviroment
Machine

31. practicalexample
1. sketch the diagram and inscript the needed causes
rise in productivity
Manpower
Enviroment
Machine
M
aterials

32. practicalexample
1. sketch the diagram and inscript the needed causes
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods

33. practicalexample
2. work the main- and sidecauses out
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods

34. practicalexample
2. work the main- and sidecauses out
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods
Noise
Temperature

35. practicalexample
2. work the main- and sidecauses out
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods
Noise
Temperature
Education
Motivation
w
a
g
e

36. practicalexample
2. work the main- and sidecauses out
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods
Noise
Temperature
Education
Motivation
w
a
g
e
Software
Hardware

37. practicalexample
2. work the main- and sidecauses out
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods
Noise
Temperature
Education
Motivation
w
a
g
e
Software
Hardware
Procurement

38. practicalexample
2. work the main- and sidecauses out
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods
Noise
Temperature
Education
Motivation
w
a
g
e
Software
Hardware
Procurement
Standardisation
Lean
Manag
e
m
e
nt
C
IP

39. practicalexample
3. check the completeness
rise in productivity
Manpower
Enviroment
Machine
M
aterials
Methods
Noise
Temperature
Education
Motivation
w
a
g
e
Software
Hardware
Procurement
Standardisation
Lean
Manag
e
m
e
nt
C
IP

40. practicalexample 4. weight the the main- & sidecauses in terms of meaning & influence
• Lean Management •Standardisation • Motivation •Education •…

41. practicalexample 5. check the selected causes for rightness
• Lean Management •Standardisation • Motivation •Education •…

42. practicalexample 6. The team discusses about the solution causes that can be improved or eliminated easily: •Hardware • Software • Temperature •Noise

43. practicalexample 6. The team discusses about the solution weighted causes • Lean Management •Standardisation • Motivation •Education

44. exercise
excessivedrop of paper
Henner Graubitz
October 23rd 2006

45. exercise 1. sketch the diagram and inscript the needed causes 2. work the main- and sidecauses out 3. check the completeness 4. weight the the main- & sidecauses in terms of meaning & influence 5. check the selected causes for rightness 6. The team discusses about the solution

46. exercise
solution
excessive drop of
paper
Manpower
Machine
Materials
M
ethods
create
faulty
do
c
u
men
t
s
faulty
feeder
of
pape
rs
too
h
eavy
pape
r
misp
ri
nt
s
a
ren‘t
use
d
as pap
e
r
f
or
notices

47. Advantage: • different opinions by teamwork • easy to apply • little effort to practise • better understanding for causes and
effects

48. Advantage: • different opinions by teamwork • easy to apply • little effort to practise • better understanding for causes and
effects
Disadvantage: • No clarity in very complex problems • Interactions and chronological dependence can’t be displayed