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Ishikawa fishbone diagram

Ishikawa fishbone diagram. Skorkovský ESF MU KPH. Introduction (FBD= fishbone diagram). FDB is a tool to find out relationships : Use in QM especially in automotive industry On of the too l set used to create so called 8D report (8 disciplines=FBD+5WHYs+PA+QM)

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Ishikawa fishbone diagram

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  1. Ishikawa fishbone diagram Skorkovský ESF MU KPH

  2. Introduction (FBD= fishbone diagram) • FDB is a tool to find out relationships: • Use in QM especially in automotive industry • On of the tool set used to create so called 8D report (8 disciplines=FBD+5WHYs+PA+QM) • Another tool : 5 WHYs – will be cleared later Another tool : PARETO=PA analysis will be shown later Cause Effect

  3. Fishbone diagram Mother Nature Men Salary To hot Training Terrible cold Dissatisfied worker Incapable Dangerous Treacherous Obsolete Management Machines (Methods, Material, Manpower, Measurement, Machines, Mother Nature,Management)

  4. Some chosen problems which could be find out during ERP support process I • long response time to requirements • requirement is directed to unsuitable consultant • bad documentation about service action (poor log) • people ask repeatedly same questions at different moments and different consultants are asked • solution of disputes :complaint- standard service • payment asked for supplied services • how much (to whom, type of task, type of the error- see diagram • starting time for invoiced services, response time • requirement is handed over till the problem is solved • time of starting solving -solved • start of implementaionof the bad object till end of testing • training

  5. Some chosen problems which could be find out during ERP support process II • bad training methodology • bad consultants • bad communication protocol • telephone • e-mail • SKYPE • lack of interest of the management of both parties • right specification of reaction time • specification to the error types and related response times • response time of the distributor (ERP integrator ERP)

  6. Diagram – response time K1 did not solved find suitable resource (K1) D started work Telephone call D solved the problem K1 handed over to customer K1 handed over to distributor (D) D ->K1 K1 solved K1 starts solving RESPONSE TIME RESPONSE TIME II handed over requirement = active work = idle time

  7. Fishbone diagram-support heart of the problem Mother Nature Men HR have a bad recruitment policy Low salary Bad training Bad weather Good weather Lower quality of the consultants Consultant takes holiday Phlegmatic person reacts later than expected Consultant is on sick leave Dissatisfied customer Incapable Bad communication Interest in golf only Bad SW for support (HELP DESK) Management Machines (Methods, Material, Manpower, Measurement, Machines)

  8. Fishbone diagram-SA Project Mother Nature Men No el. generators Traíning underestimation Bad weather Language imperfection Difficulty to undesrstand modern ERP Power blackout Intenet troubles 1 Storms Lower level of understanding Servers in Czech Republic are inaccessible A lot of new functions were not implemented in prototype Lackofconsultants Consultant is on sick leave Project can be delayed Backbone Cost world beats Throughput world Not agile project management 2 Communication betwwen department managers is insufficient Low Budget Management of the project Interpersonal communication (Methods, Material, Manpower, Measurement, Machines)

  9. AnotherexampleofIshikawa I. Resource : Seminar work 2015- Ing. Martin Lofaj

  10. AnotherexampleofIshikawa II. Resource : Seminar work 2015- Tugulea Lilia

  11. Resource : Seminar work 2015 Mark Mason Bachasson de Montavilet Our representatives People 5 Lack of Education 9 Society system Can be corrupted 8 They are more thinking to them than others Are made stupid and blind Society system Inequality 4 Dictatorship We need to control resources of the country for long time Their stakeholders ask them to speak more or less about something 4 War War means Money and resources 8 Mass media are mostly control Management Communication Weights: 1 – 10 (1 lowest; 10 highest) in terms of importance

  12. Dissatisfied employee I

  13. Dissatisfied employee II

  14. 5WHYs • WHY 1 :Why my car had stopped ? • No petrol in tank • WHY 2 :Why i did not have a petrol in my tank ? • I did not buy in the morning on my way to work WHY 3 :Why i did not buy a petrol ? • No money in my pockets • WHY 4 : Why no money i my pockets? • Evening poker • WHY 5 : Why i did not win a poker game? • I do not know how to bluff!

  15. 5WHYs Cause Effect

  16. TQM and Ishikawa FBD and Pareto 80|20 Reject statistics Filter date Rejects Total Filter Item Bad size, rusty, overflow, bad colour,… Inventory Suppliers Score Manual for urgent reject cause elimination (to establish correct priority of remedy actions) Measurement Machines Every reject type ->one Ishikawa diagram (electronic version)

  17. Paretotool : What is it ? • tool to specify priorities • which job have to be done earlier than the others • which rejects must be solved firstly • which product gives us the biggest revenues • 80|20 rule

  18. Pareto chart : possibility to split up reject and setup priorities High priorities Lorenz curve See next slide to understand the way how to construct Lorenz curve

  19. How to construct Lorenz Curve and Pareto chart • list of causes (type of rejects) in % • table where the most frequent cause is always on the left side of the graph Comment 1 : 10+3+1=14 Comment 2 : 71 % = 10/14; 21%=3/14 …..

  20. Pareto chart- possibility to split up reject and setup priorities High priorities Lorenz curve 100% 71% 92% 21% 8%

  21. Pareto analysis per every type of reject – next step ->practical example of Pareto use in ERP MS Dynamics NAV Higher priorities for reject type L1 We need to improve (remedy) firstly causes C5 a C1 !!! 36,36 + 31,82 36,36

  22. Difficulty Resignation Underestimation Low motivation 6 - (35,29 )- (35,29) 5 - ( 29,41 )- (64,71) 4 - ( 23,53 )- (88,24) 2 - ( 11,76 )- (100,00) Pareto analysis II - data Frequency Freq (%)Freq accum(%)

  23. Paretoanalysis II

  24. Paretoanalysis II

  25. Evaluationof set ofrejects • Every reject is assigned to one Ishikawa tree • Every tree with empty table is handed over to chosen company of responsible experts • All tables are collected and evaluated • Seeexamplewithtworejects and twoexperts

  26. Current Reality Tree and Ishikava (Pareto) Customer is unhappy 12 2 4 Project is late and overspend budget 3 11 4 7 Tasks are delayed 12 10 2 6 1 9 Bad multitasking 1 3 Overburdened resources 6 Late assignment of tasks to resources Outdated project management method (SW) 8 4 = Management 1 Inefficient communication tool (SW) 3 = Methodology 2 = Men 3 No investment in software No workflow software (method and tool) 7 2 = Machine (SW) 4 Cost Worlds Tendency Rootproblem 1 SW=software

  27. Vilfredo Pareto in person… Akira Ishikawa in person…

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