Cause and Effect Analysis - how it is work out

8/10/2019 Cause and Effect Analysis - how it is work out

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Cause and EffectCause and Effect

Analysis:Analysis:1. Fishbone Diagram1. Fishbone Diagram

2. Cause and Effect Matrix2. Cause and Effect Matrix


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2

Cause and Effect Analysis

Learning b!ecti"esLearning b!ecti"es

Define the relationship between Cause andEffect

Explain use and construction of:

Fishbone Diagram Guidelines for Brainstorming

Cause and Effect Matrix

Learn how to integrate Fishbone Diagram andCause Effect Matrix into !our Compan!

"#$s


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%


#hat do you mean by $ Cause % Effect&'#hat do you mean by $ Cause % Effect&'

CA()EE"ents*conditions

that led to

the +roblem

A ,-LEM #/0C/

/A) CC(-ED

EFFEC)ym+toms that

+ro"ide e"idence

of the +roblem

A ,E0AL

F((-E ,-LEM

EFFEC)ym+toms that

3ould result

from the +roblem


that 3ould lead to

the +roblem

Dave Wessel, An Ounce of Prevention, Quality Progress, Dec, 1998

4FMEA5


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&


Cause 6 Effect -elationshi+Cause 6 Effect -elationshi+


that led tothe +roblem

A ,-LEM #/0C/

/A) CC(-ED

EFFEC)ym+toms that

+ro"ide e"idenceof the +roblem

AC0

C--EC1

07E

Elim

inatesth

e

CA(

)E

ofa+

roblem

ADA,1

07E

Lim

itsth

e

EFFEC1o

fa

+roble

morde"ia

tion

Dave Wessel, An Ounce of Prevention, Quality Progress, Dec, 1998


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5

FishboneFishbone

DiagramDiagram


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'


#hat is a Fishbone Diagram'#hat is a Fishbone Diagram'( )isual tool used to identif!* explore and

graphicall! displa! all the possible causes relatedto a problem to disco)er root causes+

( Fishbone diagram is also ,nown as a Causeand Effect Diagram or -shi,awa Diagram+

MethodsMaterials

Machinery Man+o3er

,roblem*

Desired

0m+ro"ement

C/N/X

C

C

C

N N

NNN

C

C


7/38.


Dr 8aoru 0shi9a3aDr 8aoru 0shi9a3a

/ualit! control statistician$rofessor in 0ni)ersit! of 1o,!o#ne of the pioneers of apan3s 4ualit!

re)olution in the 56&7s

$la!ed ma8or role in growth of /C circlesBest ,nown for formali9ing use of

CauseandEffect Diagram;on the Deming $ri9e and "hewhart

Medal("/ established the -shi,awa Medal to

recogni9e the human side of 4ualit!


8/38? "ometimes* the effect can be a desirableeffect+

? ;hen something desirable has happened* it is

useful to find out what caused it so that !ou canma,e it happen again

1o )isual possible relationships between causes

for a gi)en problem under in)estigation


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Constructing a Fishbone DiagramConstructing a Fishbone Diagram1. Establish 3hat the +roblem 4effect5 is

-t must be stated in clear and concise terms*agreed b! e)er!one+

2. #rite the effect on the head of the fish

. Decide the ma!or categories of causes

Brainstorming 0se standard categories such as @MAE

=Machines* Materials* Methods* Manpower*

Measurement En)ironment> 0se ma8or steps in the process if the effect is

resulted from a recogni9able process "ee example

Lets create a Fishbone Diagram using MinitabLets create a Fishbone Diagram using Minitab


10/3857


Constructing a Fishbone DiagramConstructing a Fishbone Diagram"tat/ualit! 1oolsCauseandEffect


11/3855


Constructing a Fishbone DiagramConstructing a Fishbone Diagram

)urface Fla3s

Man

Machines

Materials

Methods

Measurements

En"ironment

Fishbone Diagram for )urface Fla3s

Ma!or categories of causes

4or sometimes call ma!or bones5

,roblem 4effect5

at the $head of

the fish&

List s+ecific

causes in

each category

Why do we need to group the causes?Why do we need to group the causes?


12/3852


Constructing a Fishbone DiagramConstructing a Fishbone Diagram;. 0dentify +ossible causes through rainstorming

-dentif! specific causes within each ma8or categor! that

ma! be affecting the problem+

"urface Flaws

Condensation

Moisture

-nspectors

Microscopes

Micrometers

Bra,e

Engager

(ngle

"uppliers

Lubricants

(llo!s

"peed

Lathes

Bits

"oc,ets

#perators

1raining

"uper)isors

"hifts

$ersonnel

Machines

Materials

Methods

Measurements

En)ironment

Fishbone Diagram for )urface Fla3s

. Continue

as9ing:


13/385%


Analy>ing a Fishbone DiagramAnaly>ing a Fishbone Diagram?. #hen brainstorming session is com+leted@ e"ery

cause should be labeled as either a $C&@ $& or $&.

C )ariables that must be held as constantas possible

and re4uire standard operating procedures to insure

consistenc!

)ariables that are noiseor uncontrolled )ariables and

cannot be cheapl!easil! held constant

)ariables considered to be H$-Is and need to beexperimented to determine what influence each has on the

output and what their optimal settings should be to

achie)e customerdesired performance


14/385&


Analy>ing a Fishbone DiagramAnaly>ing a Fishbone Diagram

B. he team should analy>e and >oom in those

$most li9ely causes&.

Jelpful Jint

Loo, out for causes that appear in more than onecategor!+ 1he! ma! be the Kmost li,el! causes+

. he most li9ely causes should be +rioriti>ed

for further in"estigation.

C d Eff t A l i


15/385@


Exam+le of ho3 fishbone diagram can be used in )CA-.

Receivedcomplaint/reject

from customer, in-

house or supplier.

Hold meeting with

relevant

departments (if

necessar!

-receive C"R

repl from

production

- repl to

customer

#ollow up on

C"R

$enerate

report for

management

review

%" personnel verif

the defects.

&ssue C"R to

production.

'urge in-house

stoc

#ish)one diagram can )e

used here to )rainstorm/

identif root causes

*. #ish)one diagram can )e used here

to )rainstorm/ identif root causes.

+. o prioritie and wor on most liel

causes.

Section of SCAR Procedure

0ntegrating Fishbone Diagram into ),s0ntegrating Fishbone Diagram into ),s

hould also

update #ish)one

diagram

C d Eff t A l i


16/385'


5.4.2.4 It is the responsibility of the EA of CMM section to set-up the trend-tests for

out-of-control in the "SPC" software.

5.4.2.5 he E.A!Superisor of the #CMM# section shall $onitor the %-& Charts on the

co$puter and loo'-out for out-of-control situation. (hen out-of-control is detec

he shall analyse the sub*roup data) the histo*ra$ and the preailin* Cp' alue)based on these he shall decide the action to ta'e. (hen the situation necessitates)

a "PCA&" shall be issued to the Production E.A!Superisor.

5.4.2.6 he Production Superisor!E.A shall analy+e the proble$ and ta'e correctie

actions on the process concerned) after which) new sa$ples shall be sub$itted

for $easure$ent. (hen the proble$ has been rectified) Production Superisor!E

shall write in the "PCA&" for$) the correctie actions ta'en and return the for$ tthe E.A or Superisor of "CMM" section.

Exam+le of ho3 fishbone diagram can be used in ),C control

Section of SPC Control Procedure

#ish)one diagram can )e used here to

)rainstorm/ identif root causes

0ntegrating Fishbone Diagram into ),s0ntegrating Fishbone Diagram into ),s

C d Eff t A l i


17/385.


1he effort to integrate Fishbone Diagram into"$C and "C( procedures should be translated

into specific tas,sin the ;or, Brea,down

"tructure+

S/N Tasks Task Owner Target

Completion Date

Specific Training

needed for Task

Owner/ Date

Core Team

Member n

C!arge

nternal "erified

Date

#roup P!ase

$nd Date

Group 1 Tools

1 SPC

Integrate Fishbone

Diagram in the SPC

procedure/system

James 10Dec01 Fishbone Diagram

1! "ct #001

$ic% 1!Dec01 &1Dec01

# SC'(

Integrate Fishbone

Diagram in the SC'(

procedure/system

)arry 10Dec01 Fishbone Diagram

1! "ct #001

$ic% 1!Dec01 &1Dec01

Lin9 ools 0ntegration as9s to #or9Lin9 ools 0ntegration as9s to #or9

rea9do3n )tructurerea9do3n )tructure


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1,

Cause % EffectCause % Effect

MatrixMatrix



19/3856


Cause and Effect MatrixCause and Effect Matrix

-ating of

0m+ortance to

Customer

5 2 % & @ ' . < 6 57 55 52 5% 5& 5@

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

&e-uire$

e

1otal

,rocess )te+ ,rocess 0n+ut

5 7

2 7% 7

& 7

@ 7

' 7

. 7

< 7

6 7

57 7

55 7

52 7

5% 7

5& 7

5@ 7

5' 7

5. 7

5< 7

56 7

27 7

7

1otal 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

Lower "pec

1arget

0pper "pec

Cause and Effect

Matrix-ating of

0m+ortance toCustomer

5 2 % & @ ' . < 6 57 55 52 5% 5& 5@

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

&e-uire$

en

1otal

,rocess )te+ ,rocess 0n+ut

5 7

2 7

% 7

& 7

@ 7

' 7

. 7

< 7

6 7

57 7

55 7

52 7

5% 7

5& 7

5@ 75' 7

5. 7

5< 7

56 7

27 7

7

1otal 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

Lower "pec

1arget

0pper "pec

Cause and Effect

Matrix



20/3827


Descri+tion: Cause and Effects MatrixDescri+tion: Cause and Effects Matrix "imple /FD =/ualit! Function Deplo!ment> matrix+

0sed to relate and prioriti9e 3s to customer N3s throughnumerical ran,ing using the process map as the primar! source+

N3s are scored as importance to the customer

3s are scored as to relationship to outputs

1his is the team3s first stab at determining N O f=>

"esults"esults ,areto of 8ey 0n+uts to e"aluate in the FMEA and Control ,lans

0n+ut into the Ca+ability )tudy

0n+ut into the initial e"aluation of the ,rocess Control ,lan



21/3825


Constructing a Cause % Effect MatrixConstructing a Cause % Effect Matrix1. List 9ey out+uts 4=s5



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22


2. -an9 =s 3ith res+ect to customer im+ortance

Mating of

-mportance to

Customer

6 6 . 57 57 6 % 2 '

5 2 % & @ ' . < 6 57 55 52 5% 5& 5@

$rocess -nputs Gel1ime

Iiscosit!

Cleanliness

Color

Jomogeneit!

Consistenc!

Digets1ime

1emperature

"olids

1otal

5 7

2 7

% 7

& 7

@ 7

' 7

. 7

< 7

Cause and Effect

Matrix

Constructing a Cause % Effect MatrixConstructing a Cause % Effect Matrix



23/38

2%


. List 9ey in+uts 4=s5

ating of

-mportance to

Customer

6 6 . 57 57 6 % 2 '

5 2 % & @ ' . < 6 57 55 52 5% 5& 5@

$rocess -nputs Gel1im

e

Iiscosit!

Cleanliness

Color

Jom

ogeneit!

Consistenc!

Digets

1im

e

1em

perature

"olids

1otal

5"cales

(ccurac!7

2$reheating

D-CN 1H7

%DMF Load

(ccurac!7

&DMF

Cleanliness7

@DMF aw

Materials7

'D-CN Load

(ccurac!7

.D-CN En)ir+

Factors7

PPPPPPPPPPPPPP =e)> PPPPPPPPPPPPP

,rocess

)te+*,art

umber ,otential Fa ilure Mode ,otentia l Fa ilure Effects

)

E

7 ,otential Causes

C

C Current Controls

D

E

-

,

"pin Draw

$rocess

F ib er B rea ,o ut s 0 nd ersi 9e d p ac ,a ge * J ig h "D

panelhours lost 2Dirt! "pinneret

:

He! Contact:

$hone: Date =e)>:

, ro ce ss , ro ce ss ) te + 0 n+ ut ut +u t

,rocess

)+ecification4L)L@

()L@ arget5

C+9 *DateMeasurement

echniue

-%-

,*

)am+le

)i>e

)am+le

Freuency

Control

Method-eaction,lan

D 0C ur n )t ea m on "cales

(ccurac!

DMF Load DMF DMFLoad

(ccurac!

DMF Load DMF DMF

Cleanliness

D 0C L oad D0C D-CNEn)ir+

Factors

D 0C L oad D0C D-CNLoad

(ccurac!

D 0C L oad D0C D-CNaw

Materials

D 0C L oad D0C D-CNMixer

"peecd

DMF Load DMF DMFaw

Materials

D 0C ur n )t ea m on $reheating

D-CN1H

Control ,lan

he 8ey 0n+uts are

e"aluated for +rocess

control8ey 0n+uts are ex+lored 3hile e"aluating

+rocess for +otential failure

ut+u

ts 0n+uts

/o3 Cause % Effect can Fit into ,rocess/o3 Cause % Effect can Fit into ,rocess

0m+ro"ement Acti"ities0m+ro"ement Acti"ities

he ig ,icture



28/38

2

M a = C >

L i n e D e n s i t ! = C >

1 e x t u r e

1 e m p e r a t u r e = C >

$ r o g r a m u s e d = E >

" , e w = E >

$ 0 $ a d = C >

" o n i c p o w e r = C >

1 e x t u r e

1 e m p e r a t u r e = C >

C a l ib r a t i o n = E >

" l u r r ! " t i r r i n g $ r o c e d u r e = C >

" o a , 1 i m e = C >

" t a g g i n g 1 i m e = E >

1 r a n s f e r 1 i m e = C >

C o m p l i a n c e t o $ r o c e d u r e s = C >

" e t t li n g o f $ a r t i c l e s = C >

" l u r r ! " t i r r i n g $ r o c e d u r e s = C >

$ r o g r a m u s e d = E >

" p e e d ( d 8 u s t m e n t = C >

0 l t r a s o n i c o n o f f = C >

" o a , 1 i m e = C >

" t a g g i n g 1 i m e = E >

1 r a n s f e r 1 i m e = C >

1 e x t u r e 1 e m p e r a t u r e = C >

C o n c e n t r a t i o n o f C h e m i c a = C >

1 a p e " p e e d = C >

" l u r r ! F l o w M a t e = C >

1 e x t u r e $ r e s s u r e = C >

" l u r r ! 1 ! p e = C >

" u b s t r a t e = C >

1 a p e 1 ! p e = C >

" u r f a c t a n t 1 ! p e = C >

$ 0 $ a d = C >



33/38

%%

y

Estimated

)hi+ Date

Changes

#C)C,-AC0CE)

0

-A)0

0ME)

07E-

ACC(-AC

A,,0ME

C()ME-

,LAED

)/0, DAE

ALG-0/M

MDCCA,AC0

E)D

ALG-0/M

AMAL0E)

-DE-

CACELLA0

)C/ED(LE

C/AGE)

MDC,-AC0CE)

6 (nrealistic

Del. -e

Dates

6 Customer rder

,riority Changes

6 -ecei"ing

6 ,ic9ing

6 ,C delays

6 ff shift su++ort

LD))

6 Firm

6 ,lanned

6 ... Consol.

6 )C late

6 ad 0 days

6 able Maint.

6 A"ailability

"errides

6 o )toc9s

6 #aiting for

Deli"ery A++t.

6 Late , +rint

6 Late ED0 data

Estimated )hi+ Date Change 6 CA()E % EFFEC * F0)/E

6 o Deli"ery Constraints

After initial ,)D

6 ac9 rd. -elease Logic 6 Cust ,riority "s. a"ailability

6Future orders at A,

ransactional Ea$ple

rainstorming


34/38

/0

;h! 0se Brainstorming ( tool for the 1eam =not indi)idual>

( method to generate a lot of ideas 1wo persons3 ,nowledge and ideas are

alwa!s more than an indi)idual3s

-nput for other CE tools

(cti)e participation

'

'

'

'

' '

A techniue toA techniue to

generate a largegenerate a largenumber of ideas ornumber of ideas or

+ossibilities in a+ossibilities in a

relati"ely short timerelati"ely short time

frame.frame.

rainstorming



35/38

%@

/o3 to Conduct a rainstorming )ession/o3 to Conduct a rainstorming )essioneam Ma9eu+

Ex+erts

$)emi& ex+erts

0m+lementers

Analysts

echnical staff 3ho 3ill run the ex+eriment

+erators

Discussion -ules

)us+end !udgement

)tri"e for uantity Generate 3ild ideas

uild on the ideas of others

Leader=s rules for rainstorming

e enthusiastic

Ca+ture all the ideas

Ma9e sure you ha"e a good s9ills mix

,ush for uantity

)trictly enforce the rules

8ee+ intensity high

Get +artici+ation from e"erybody



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%'

Jow do we ,now when we ha)e reached

##1 C(0"E

(oot Cause is the loest cause in a chain o+ cause ande++ect at hich e hae some capability to cause thebrea% 0t=s 3ithin our ca+ability to unilaterally control@ or to influence@changes to the cause

-oot Cause-oot Cause

Base castings lea, at mounting screw hole

"uppliers lea, test ma! not detect porosit! lea,

$roducts are failing for contamination

"uppliers ha)e different lea, test processes

o standard process for supplier lea, test

W#$?

W#$?

W#$?

W#$?Can 0 causethe brea9 if

0 sto+ here'



37/38

%.

)+an of Control * )+here of 0nfluence)+an of Control * )+here of 0nfluence

),/E-E F 0FL(ECE=-nfluence or persuasion onl!>

),A F C-L=Full authorit!>

()0DE@ (C-LLED

E70-ME

%efore we begin& we must establish the conte't in which the

Cause(Effect will be used)

)+an of Control areas where we

ha)e a high degree of control o)er

parts or functions* )irtuall! complete

authorit! to change an!thing

)+here of 0nfluence areas where we

can influence things to )ar!ing

degrees but don3t ha)e direct control+

utside En"ironment where we

ha)e neither control nor influence



38/38

,oints to ote for Fishbone Diagram,oints to ote for Fishbone Diagram

1reat the causeandeffect diagram as a li)ingdocument

(s new )ariables are disco)ered* update thecauseandeffect diagram

(fter !our experimental in)estigations* when!ou ha)e optimi9ed the K factors* andimplemented control* update them to KC+

1herefore* ideall!* when the fishbone diagramhas more KCs* the better we can control theeffect and impro)e its performance measure+

Documents

Cause and Effect Analysis - how it is work out