Cause-and-Effect Diagrams(Fishbone Diagrams)

It is difficult if not impossible to solve complicatedproblems without considering many factorsand the cause-and-effect relationships betweenthose factors. Defining and displayingthose relationships helps. The first such cause-and-effect diagram was used by Kaoru Ishikawain 1943 to explain to a group of engineers at theKawasaki Steel Works how various work factorscould be sorted and related. In recognition ofthis, these diagrams sometimes are called Ishikawadiagrams. They are also called fishbonediagrams, because they look something likefish skeletons.

What can it do for you?

Quality problems are typically not simple. Theyoften involve the complex interaction of severalcauses. A cause-and-effect diagram will helpyou:

  • Define and display the major causes, sub-causesand root causes that influence a processor a characteristic.
  • Provide a focus for discussion and consensus.
  • Visualize the possible relationships betweencauses which may be creating problems ordefects.

Cause-and-effect diagrams are particularly usefulin the measure and improve phases of Lean SixSigma methodology.

How do you do it?

  1. Decide which quality characteristic, outcomeor effect you want to examine. Youmight consider Pareto analysis to help you focus on the mostimportant issue.
  2. Write your chosen effect on the right side ofa paper, board or flipchart and draw a boxaround it. If you think of this as a fishbonediagram, this is the fish’s head.
  3. Draw a straight line to the left, the fish’sbackbone.
  4. For each primary cause or category ofcauses, draw a diagonal line slanting fromleft to the centerline. Alternate these ribs onthe top and bottom of the backbone. Labelthe end of each rib and draw a box aroundthe label.
  5. Draw a horizontal line intersecting the appropriatediagonal line and label it to describeeach secondary cause that influencesa primary cause. Alternate these mediumsized bones to the left and right of each rib.
  6. In a similar way, draw and label diagonallines for third level or root causes, smallbones, intersecting the secondary causelines, medium sized bones.
  7. Examine the diagram. If certain causes seemto have a significant effect on the characteristicyou are examining, mark them in aspecial way.

Variation 1: Cause Enumeration

Sometime it may be very difficult to determinethe primary causes to be included in your diagram.If that is the case, after you have determinedthe characteristic or effect you are examining,follow these steps:

  • Use brainstorming to create a list of all thepossible causes. The list will contain amixture of primary, secondary and tertiary(or big bone, middle sized bone and smallbone) causes.
  • Sort the list by grouping causes that are related.
  • Identify or name each major grouping andmake your cause-and-effect diagram.
  • Machine, Manpower, Material, Measurement,Method and Environment are frequentlyused major causes that can apply tomany processes.

The advantage of the cause enumeration techniqueis that you stand a much better chance that all causes will be listed, especially hiddenones, and your diagram will be a complete anduseful picture. The disadvantage is that it maybe difficult to relate all the causes clearly to theresult, making the diagram hard to draw.

Variation 2: Process Classification

Sometimes it is more helpful to look at causes inthe sequence in which they occur instead ofconsidering overreaching logical categories.With this approach, the center line or backbonefollows the sequence of the process.

  • Instead of primary causes as the ribs, showthe major process steps from left to right.
  • Construct your cause-and-effect diagram asbefore.

The advantage of this technique is that, since itfollows the sequence of the process, it will beeasy for everyone to understand. The disadvantagesare that similar causes will appear againand again, and causes due to a combination offactors will be difficult to show.

Hints for Making Good Diagrams

  1. Get input from many people involved in theprocess. Not only will this make for a moreaccurate diagram, everyone taking part willgain new knowledge.
  2. Make one cause-and-effect diagram for eachCritical-To-Quality (CTQ) characteristic you areconsidering. Trying to include all CTQs onone diagram will make it too large andcomplicated to be of much use as a problemsolving tool.
  3. Avoid generalities. Express each cause asconcretely as possible.
  4. Since you will use your diagram to directthe examination of specific cause-and-effectrelationships with data, the characteristicyou are considering and all the causal factorsshould be measurable. If they are not,try to make them measurable or find substitutes.
  5. The objective of the cause-and-effect diagramis action. Be sure your causes are brokendown to the level at which they can beacted on.

Now what?

  • Use your diagram to develop a common understandingof the factors potentially influencingor causing a quality problem.
  • Use your diagram as a road map for collectingdata to verify the causal relationshipof various factors to the characteristic.
  • Continue to annotate and modify your diagramas you verify relationships and learnmore.

Using a cause-and-effect diagram this way willhelp you to see which factors in your processneed to be checked, modified or eliminated.

Steven Bonacorsi is a Certified Lean Six Sigma Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies. He has led some of the largest deployments in the world and has saved hundreds of millions with his project teams results.

The AIT Group, Inc.
Steven Bonacorsi, Vice President, MBA, MS-CIS, PMP
Lean Six Sigma Master Black Belt
3135 South Price Road, Suite 115
Chandler, AZ 85248-3549
Phone: +(1) 888.826.2484