0:03 hi everyone welcome back we will now
0:05 continue our discussion on the second
0:08 root cause analysis tool fishbone
0:11 diagram if there is one famous fish
0:13 it's the fishbone diagram fishbone
0:15 diagram is also called as cause and
0:19 effect diagram or Ishikawa diagram this
0:21 is a tool used to analyze cause and
0:23 effect relationship just like the YY
0:26 analysis you can use your team's process
0:29 knowledge about the entire process so we
0:30 ate an effective cause and effect
0:33 diagram and this is created by Carter
0:36 Ishikawa way back 1968 most of the time
0:38 we are having difficulty to connect each
0:41 root causes to our problem statement
0:43 maybe it's because we're lacking context
0:46 or process familiarity make sure that
0:48 when you're doing root cause analysis
0:50 either you are a process expert or
0:53 you're with a process expert for you to
0:55 have the better and more reliable root
0:58 cause analysis for your team now for a
1:01 root cause analysis using fishbone
1:03 diagram we use the picture given below
1:05 on the right side you can see the head
1:08 of the fishbone which states effect
1:11 remember in our Y as a function of X Y
1:13 is our effect therefore Y is our problem
1:16 now when you're doing your fishbone
1:18 diagram or chicawa analysis make sure
1:21 that the head of the fishbone contains
1:23 the problem statement just like when
1:26 you're doing your YY analysis the top of
1:28 the Yui 3 s your problem statement on
1:31 the left side there are causes on the
1:33 box you have to put what we call the
1:38 major causes this our man-machine method
1:42 material measurement environment as we
1:44 recite it we're starting with mine but
1:46 in actual root cause analysis as much as
1:49 possible you will look into the main
1:51 component the least it's because it will
1:53 lead you to blame the person and not
1:56 realizing that it could be a problem
1:58 that relates to your process in root
2:00 cause analysis it's very important to
2:02 get well into the process component why
2:05 is there a problem the heart of eight a
2:07 fishbone diagram first generate
2:09 potential causes of a problem through
2:11 being stormy just like what we studied
2:13 earlier second
2:15 a horizontal arrow pointing to the right
2:17 this is cool that's fine this is the
2:20 largest arrow that is connected to the
2:22 head of the fishbowl decide upon the
2:24 major class categories of the event
2:27 problem our key characteristics that is
2:30 being studied number four right the
2:32 major cost categories on the left hand
2:34 side of the people and draw lines to
2:36 them off to the main horizontal line
2:38 make sure that the arrows are all
2:41 towards the horizontal line or the spine
2:44 number five conduct a wire analysis by
2:46 asking why questions that can lead to
2:48 the potential root causes as you
2:50 remember during our YY analysis
2:52 discussion this can be a tool that can
2:55 be integrated to fishbone diagram so
2:56 when you create your fishbone diagram
2:59 you can actually do wire analysis inside
3:01 a fishbone diagram or you can do a wire
3:04 analysis outside the fishbone diagram
3:06 it's up to you to choose depending on
3:09 your comfort level number six look for
3:12 causes that appear repeatedly this may
3:14 represent root causes look for what you
3:17 can measure in each cause so you can
3:19 quantify the effects of any changes you
3:22 make most importantly identify encircle
3:24 the causes that you can take action to
3:26 these are some tips and techniques that
3:28 you can use when you're doing your
3:31 fishbone diagram remember that our main
3:34 objective is for us to gain a list of
3:36 potential root causes that we can
3:38 validate using data and we can improve
3:40 on the next phase now let's take an
3:43 example this is an example of a custom
3:45 order lead time that is greater than
3:48 seven days we have material people
3:51 methods and machinery under material we
3:54 have material and parts on available low
3:56 stuff of cost of materials in warehouse
4:00 long lead time for required parts for
4:03 methods we have no standard procedures
4:06 outlined for building procedures on
4:09 people we have high employee turnover ly
4:12 under insufficient number of skilled
4:14 workers and lack of training and
4:17 motivation while for machinery we have
4:20 lack of maintenance frequent energy
4:23 breakdowns affecting operations and
4:25 product change over takes longer for
4:26 cost of products
4:29 when we're doing a fishbone diagram and
4:32 even on YY analysis make sure that you
4:34 state your potential root causes in a
4:36 negative tone just like what has been
4:39 presented in this particular example
4:42 let's take another example this time
4:46 bat-burgers we have six major categories
4:50 machines methods materials environment
4:54 measurements and personnel do you
4:55 observe something different with this
4:59 fishbone diagram yes there is something
5:01 different with this fishbone because the
5:04 arrows are pointed outside and not
5:07 inside or towards the spine it should be
5:09 always towards the spine so this one is
5:12 a flood fishbone diagram but let's take
5:14 the consideration of looking at into it
5:17 now it is stated that there are bad
5:21 burgers because of material why because
5:23 of the raw material why because it's not
5:27 fresh or it is not as per prescribed
5:30 quality or it can also be because of an
5:33 hygienic packaging it can also be
5:36 because of methods because of the recipe
5:38 because it's flawed and it's that
5:40 followed it could also be because of
5:43 machines because the storage and cooking
5:46 equipment is square in maintenance and
5:49 is poor in hygiene it's also because of
5:53 the environment because of too hot will
5:56 impact quality of food and humidity also
5:59 affects food quality or measurements
6:01 because of the incorrect quantity of
6:04 spices and personnel because of
6:06 mishandling due to and hygienic storage
6:09 and insufficient training on how to cope
6:12 in store as you can see almost
6:14 everything in this fishbone diagram is
6:16 flood this is what I'm telling you that
6:18 you have to follow the tip on how to
6:20 state properly here potential root causes
6:21 causes
6:24 just like materials which is raw
6:26 material so what's something wrong with
6:28 the raw material in the first place how
6:30 about recipe so what's wrong about
6:33 recipe so you should have stated it in a
6:36 manner that it could be negative so
6:38 always remember those tips let's look
6:40 into another example
6:43 this time high coolant consumption again
6:46 there are six major categories let's
6:48 start with environment evaporation in
6:51 hot seasons and then machine machine
6:55 leakage machine breakdown trench gets
6:59 other materials black hoses and form a
7:01 thought we have adjusting concentration
7:05 settings and then adding a material to
7:08 the tank directly under material we have
7:11 biocide level and we have anti a foam
7:15 level for measure we have not measured
7:18 on time rounding of measurements and the
7:21 nut measured per line separately and for
7:23 man lack of training and poor
7:26 communication between shifts so as you
7:29 can see this is a more tactical example
7:32 for the coolant consumption what's
7:35 missing the arrows so don't forget the
7:38 arrows that points toward the spine now
7:40 here are some tips in order for you to
7:43 have a good root cause analysis first
7:46 you have to ask yourself how relevant
7:48 are the questions and answers to the
7:52 original xry you are investigating this
7:53 is very critical because you have to ask
7:56 the right questions if you happen to ask
7:57 the wrong question
7:59 you will be led into something that is
8:03 not related to your problem next did you
8:05 find a root cause that helps you control
8:08 or avoid the situation this is another
8:10 challenge for root cause analysis
8:12 practitioners because you have to put
8:15 context in everything that you do during
8:17 root cause analysis you can connect the
8:20 dots but if there is no context then
8:22 that's nonsense context will play a
8:26 vital role in this activity third are
8:28 the questions and answer significant
8:30 enough considering your project scope
8:32 you have to consider the scope of your
8:35 project that is why as early as the
8:37 define phase we have identified the
8:40 scope for us to refrain ourselves in
8:41 committing what we call the scope creep
8:44 or being dragged into activities that
8:47 are outside our scope and can you
8:49 validate a potential root cause
8:51 using the relevant data this is one of
8:53 the critical question that you have to
8:54 ask yourself
8:56 if you think that it's a potential good
8:59 cause good for validation then check it
9:01 out if you can put data to prove that
9:05 then good but if not I think you have to
9:07 go back and check it again so these are
9:09 the tips that you can consider using
9:11 when you're doing your root cause analysis
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