{"id":3770,"date":"2020-09-28T10:51:08","date_gmt":"2020-09-28T13:51:08","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=3770"},"modified":"2020-09-30T22:22:55","modified_gmt":"2020-10-01T01:22:55","slug":"diagrama-de-causa-y-efecto-espina-de-pescado-2","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/en\/diagrama-de-causa-y-efecto-espina-de-pescado-2\/","title":{"rendered":"Cause and Effect Diagram \u2013 Fishbone"},"content":{"rendered":"

To find and understand the causes and not be stuck with the symptoms.<\/em><\/strong><\/h2>\n

What is it?<\/strong><\/h3>\n

It is a graphic representation that relates an EFFECT (Problem, Symptom), <\/strong>Characteristic of the Quality or Subject under study), with all the possible <\/strong>CAUSES or factors that generate it.<\/p>\n

It was developed in 1953 by Professor Kaoru Ishikawa in Tokyo. It is also known as the Ishikawa Diagram, the Activity-Results Tree, or, more commonly, the Fishbone Diagram, due to its resemblance to the backbone of a fish.<\/p>\n

\u00a0<\/strong>Why use it?<\/strong><\/h3>\n

It is a very useful tool for a team to identify and graphically display all the possible\u00a0<\/em><\/strong>CAUSES related to a previously chosen EFFECT.<\/p>\n

Finding cause-and-effect relationships can be useful when trying to solve a problem, but also when trying to understand the relationships between activities and outcomes. That is, which activities will produce certain outcomes. And vice versa.<\/p>\n

If used for problem solving <\/strong>allows us to think about all the possible causes that could have generated it.<\/p>\n

What benefits does it have?<\/strong>\u00a0<\/strong><\/h3>\n

Build a snapshot of group knowledge and consensus around the topic under study. This creates support and commitment for the resulting solutions.<\/p>\n

It allows the team to focus on the problem itself, not on blaming others, the history of the problem, or the personal interests of team members.<\/p>\n

Seeks to have the team focus on causes, not symptoms.<\/p>\n

Subdivide the causes into their main parts and show how these interact with each other.<\/p>\n

The difference with Brainstorming is that Fishbone Thinking is a Parallel Thinking technique. This means that it presupposes knowledge of the main variables related to the problem. When thinking about possible causes, they will be related to each of the intervening variables.<\/p>\n

How is it done?<\/strong>\u00a0<\/strong><\/h3>\n

1. Choose a single topic<\/u> to study.<\/p>\n

Find all the objective data for that chosen symptom, problem, or characteristic. To do this, use indicators with statistics, checklists, on-site observations, etc.<\/p>\n

Include all relevant information. The \u201cWhat,\u201d \u201cWhere,\u201d \u201cWhen,\u201d \u201cWho,\u201d and \u201cHow Much\u201d of the problem, as we saw in the tool. The Magic Questions: 5W2H<\/a>.<\/p>\n

To specify the problem use only data, not opinions.<\/p>\n

 <\/p>\n

2. Objectively define the EFFECT, symptom or problem.<\/p>\n

Ensure that the entire team agrees on the problem statement.<\/p>\n

 <\/p>\n

3. Select the most appropriate categories. That is, the variables most closely related to the topic under study. This is essential for successful execution of the exercise.<\/p>\n

Although they are commonly used 6M<\/strong> = Materials, Machines, Methods, Measurements, Mother Earth and People, it is key that those who make up the team master the subject under study in order to decide if that categorization is correct or another should be used.
\nFor example:<\/p>\n