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. If you try to find the causes of a problem too quickly, you’ll be in danger of discovering only some of the causes but overlooking the most important ones.How to construct a fishbone diagram 1. If a cause is overlooked, the whole project might be in peril. Rushing the process is counter-productive. Here the “why” question is asked five times in order to get to the root of the problem.Ī solution to the problem requires time. In order to find the real cause of a problem, the 5W method is used. For example, the rudeness of the customers could be explained by excessively long waiting times on the hotline. With such a level of detail, the causes of the problem can then be determined. When analysing the problem, further subcategories can be elaborated upon.

Also “Lack of knowledge on the customer’s part” as well as “Rudeness of the customer” could be added. As a group all potential causes are to be identified.įor example, under “Material” it would be a good idea to comment on the type of customer inquiry. Brainstorming is required in order to find the causes. The team should be mixed since if people with different expertise are involved, there’s more chance it will lead to extraordinary ideas. In particular, it should be done with those employees, who are directly involved in the problem-causing processes. It is recommended to complete the fishbone diagram as a team. Next to the category lines, the specific causes of the problem can be added. When using the 8M method, three additional factors are used: The 5M method also uses the additional factor of: The 4M method uses the following main influencing factors: They refer to the main influencing factors of processes, which often lead to problems. When specifying the potential causes of the problem, you can use several methods: the 4M method, and its extensions the 5M and 8M methods, are frequently used. Several other lines branch off from this main line: the possible causes of the problem. You then draw a line or an arrow to the left i.e. Be as accurate as possible when describing the problem and write it on the right hand side of the flip chart or blackboard. It is written down before any other observations are made. The problem that needs to be addressed is on the right side of the diagram. Every problem, requiring a sustainable solution, is graphically illustrated with its respective causes in the diagram. It is therefore also called the cause-effect diagram. The fishbone diagram, invented by Ishikawa Kaoru, a Japanese chemist, (hence why it is also referred to as the Ishikawa diagram) aims to help companies find solutions to problems and their causes in a structured way.

Creator of fishbone diagram