She has drawn additional lines from the spine and placed boxes containing each individual category. Mio has chosen to focus on methods, management, process and people, since the problem here is related to these four main areas. You can choose to focus your line of inquiry by choosing a set of cause categories: main topics which you will base your 5-why analysis on. In this case, it is “Application processing was behind schedule.” The line represents the spine of the fish. I have found that using a computer to create fishbone diagrams actually interrupts the flow of ideas, as it requires fiddling around with text boxes and other unnecessary formatting.įirstly, on a sheet of paper, draw a long line with the box at the end. I strongly recommend using paper and pen when you perform the analysis, as it allows you to put your ideas down much quicker than a computer would.
In this article, we will be using the same scenario as the table analysis example in the previous article. The table method is like the shotgun approach, in which we think of as many possible causes as possible without a specific path. In other words, this diagram is similar to a surgical strike, which provides more precision. The strength of the fish bone diagram is that it allows you to focus on specific cause categories, which may help you to better focus your line of enquiry. The fishbone diagram, also known as the Ishikawa diagram, is another tool to provide you with a visual representation of your 5-why analysis. More information: An Introduction to 5-why, 5-why Analysis using a Fishbone Diagram and The Weaknesses of 5-Why Hint: Use check sheets to determine the frequencies of various causes, and scatter plots to test the strength of cause-effect correlation.The fishbone (or Ishikawa) diagram is another way to visualize your 5-why analysis, and allows you to classify your analysis into broad categories. Test for root causes by looking for causes that appear repeatedly within categories or across major categories. A good rule of thumb: When a cause is controlled by more than one level of management, remove it from the group. While you could likely brainstorm all day, however, it is important to know when to stop to avoid frustration. Treat each contributing factor as its own "mini-rib," and keep asking why each factor is occurring.Ĭontinue to push deeper for a clear understanding. Your team might lack expertise, for example, because of a lack of training, but also because you didn't hire the right people for the job. You may end up with multiple branches off of each successively smaller rib. (More Information: Wikipedia: Five Whys.) 5.
Your team may need more or less than five whys. Sometimes this asking process is called the "Five Whys," as five is often a manageable number to reach a suitable root cause. Why don't we apply for grants? (Because we're unaware of sources.).Why don't we have the funding? (Because we haven't applied for grants.).Why don't we attend training? (Because we don't have the funding.).Why does staff lack expertise? (Because we don't attend training.).If you have a contributing factor that fits into more than one category, place it in each location, and see whether, in the end, considering that factor from multiple points of view has made a difference.Īs you list a factor, repeatedly ask your team why that factor is present: Ideally, each contributing factor would fit neatly into a single category, but some causes may seem to fit into multiple categories. Your team might find it helpful to place ideas on category ribs as they are generated, or to brainstorm an entire list of ideas and then place them on ribs all at once. Connect them to the backbone, in "ribs." There is no specific number of steps or categories you might need to describe the problem some common categories are listed below.īrainstorm possible problem causes, and attach each to the appropriate rib. Draw a line with an arrow toward the head of the fish-this is the fish's "backbone."īrainstorm major categories of your process or procedure. Write the problem statement on the right side of your paper, at the head of the "fish." Your team will work out and away from this problem. Be specific about how and when the problem occurs. Problem Statementĭraft a clear problem statement, on which all team members agree.
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