The cause effect diagram is one of Ishikawa Kaoru developed diagram form, also Ishikawa diagram mentioned, which represents cause effect relations.

Overview

The cause effect diagram (English: cause and effect diagram) is a simple aid in form of a fish fishbone (see illustration below), for the systematic determination of problem causes. Here the possible causes, which release a certain effect, are divided into main and secondary causes. Subsequently, a graphic structuring of the causes follows around a clear general survey to make possible. "„In this way all problem causes are to be identified and be represented with the help of the diagram their dependence. "“(, M. (2002) train-to-live, P. 513)

The cause effect diagram was developed at the beginning of the 1950er years by the chemist Kaoru Ishikawa and designated later also after it. This technology was originally used in the context of the quality management to the analysis by problems in quality and their causes. Today it lets transfer also to other problem fields and a world-wide spreading was.

Synonymous one

The cause effect diagram and/or Cause and Effect Diagram has several designations. On the one hand it is called Ishikawa diagram, after its inventor. Other very common designations are diagram/fish fishbone diagram and/or Fishbone Diagram, since it looks for the viewer like the fishbones of a fish. If one would turn the diagram around 90"° in the clockwise direction, it looks for the viewer like a tree. Therefore it carries additionally still the designations fault tree diagram and/or fir tree diagram.

Production of the U-W-diagram

The proceeding consists of five sequential steps.

• U-W-diagram draw and the main measured variables register

Starting point is a horizontal arrow to the right, at whose point as concisely as possible formulated problem stands - for example: bad customer advisory service. Whereupon diagonally the arrows of the main measured variables push those to a certain effect lead. An arrow meant"… contributes to the fact that"….

Original main measured variables as for example the 4M - material, machine, method, humans, bzw.8M - around management, Mitwelt, measurement and Money become supplemental today by all other, necessary measured variables - for example processes, surrounding field etc. supplements.

• Main and secondary causes compile

Using creativity techniques potential causes are investigated. In the form of smaller arrows these are represented on the line of the respective main measured variables. "„Couches these causes again further causes at the basis, then can be further branched out; thus a ever finer branching results "“(, M. train-to-live (2002): Organization 3. Aufl., publishing house Vahlen Munich 2002, P. 514)

• Completeness examine

Examination whether all possible causes were really considered. It is to be found by visualization often more easily further causes.

• Selection of the probable statements

Potential causes are weighted concerning its meaning and influencing control on the problem. The cause with the highest probability is continued to determine.

• Examination of the most probable cause on correctness

On the basis the knowledge and experiences of specialists it is finally analyzed whether the correct cause for the problem was also actually determined.

Example

Productivity increase in an enterprise

Range of application

• To the systematic and complete determination of problem causes

• Analysis and structuring of processes

• If the relations network of complex structures (cause effect network) is to visualize and to weights

• Is suitable for the discussion of any problem definitions within a team (brainstorming in a group and/or in a team)

Pro and cons

Advantages:

• Good discussion basis with group work
• Teamwork makes versatile viewpoint possible
• Small expenditure at the time of execution
• Easily acquisition and applicably
• Promotion of a better understanding of problems and their versatile causes

Disadvantages:

• Unclearly and extensively for complex problems
• no interlaced cause effect of connections representably
• Reciprocal effects and temporal dependence are not seized

Literature

• Train-to-live, M.: Organization. 3. Aufl., publishing house Vahlen, Munich 2002, ISBN 3-8006-2825-2
• Gregory, franc: Cause, Effect, Efficiency and softly system Models, in: The journal OF the operational Research Society, volume. 44, No. 4, new Research Directions (April 1993), P. 333-344
• Donndelinger, Deborah, Van Dine, Barbara: Use the cause and effect diagram ton manage conflict, in: Quality progress, Milwaukee: June 1996. Vol.2 9, P. 136
• Hermens, Michael: A new use for Ishikawa diagrams, in: Quality progress, Milwaukee: June 1997. Volume. 30, P. 81-84
• Farmer, Kent: KPI identification With Fishbone Enlightenment, in: DM Review, March 2005, volume. 15, Issue 3, P. 12

Related links

Totally quality management

Quality management

The TQM of magazines

Magazine for guidance and organization

Institut for organization and stock management: WU-Vienna

Articles in category "Cause effect diagram"

We found here 11 articles.

Related Websites

We found here 3 related websites.

• Cause & Effect Diagrams, Fishbone & Ishikawa Diagrams - Mind Tools
  This article explains how to solve complex problems using fishbone / cause and effect diagrams.


• Cause And Effect Diagram
  The purpose and usage of the Cause and Effect Diagram. ... A useful example on how to make and interpret a Cause and Effect Diagram. ...


• The Cause and Effect, Ishikawa, or Fishbone Diagram ...
  Kaoru Ishikawa used the Fault Tree, or Cause and Effect Diagram, to explore root causes of shipbuilding problems. Today, Cause and Effect diagrams (also ...