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How to Use the Tool:

Follow these steps to solve a problem with a Cause and Effect Diagram:

Identify the problem:1. Write down the exact problem you face in detail.2. Where appropriate identify who is involved, what the problem is, and

when and where it occurs.

3. Write the problem in a box on the left hand side of a large sheet ofpaper

4. Draw a line across the paper horizontally from the box.5. This arrangement, looking like the head and spine of a fish, gives you

space to develop ideas

Work out the major factors involved:1.Next identify the factors that may contribute to the problem2. Draw lines off the spine for each factor, and label it. These may be

people involved with the problem, systems, equipment, materials,

external forces, etc.

3. Try to draw out as many possible factors as possible4. If you are trying to solve the problem as part of a group, then this may

be a good time for somebrainstorming.

Identify possible causes:1. For each of the factors you considered in stage 2, brainstorm possible

causes of the problem that may be related to the factor.

2. Show these as smaller lines coming off the 'bones' of the fish.

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e.g

The mandate for the collaborating team, when they sit down across the table to

draw the Ishikawa diagram, is to focus on why the problem occurs. There is no

effort to look at the history or symptoms of the problem, or anything else that

might digress from the intent of the session. When the team comprises members

from different departments or functions, each of them provides their own specialist

view about why the problem (the "fish-head") occurs. It might be discovered

through this brainstorming session that there are causes common across two or

more departments or functions. Perhaps that some causes permeate the entireorganization. Thus, in one single snapshot, the top management gets to see exactly

why the problem is likely to be occurring.

Usually, this is how a typicalFishbone analysisproblem solving situation runs:

First, a large writing area is put up in the middle of the room where it'sreadily visible by everyone. This writing area could be a whiteboard or

flipchart or those sticky wall-sized post-its.

The fishbone problem solving target situation is defined. All team membersneed to be very clear about the exact problem. The problem statement is

described clearly and succinctly in the fish head portion of the fishbone

chart.

To set the ball rolling and to ensure logical control over the brainstormingprocess, the following fundamental blocks are listed to begin with:

manpower, machines, methods, materials and environment - in case of a

problem related to manufacturing; and equipment, policies, procedures and

people - in case the problem facing the team relates to administration and

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