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Ishikawa fishbone diagram

Ishikawa fishbone diagram. Ing.J.Skorkovský,CSc . Department of Corporate Economy ESF-MU Czech Republic. Introduction (FBD= fishbone diagram). FDB is a tool to find out relationships : Use in QM especially in automotive industry

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Ishikawa fishbone diagram

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  1. Ishikawa fishbone diagram Ing.J.Skorkovský,CSc. Department ofCorporateEconomy ESF-MU Czech Republic

  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. Dissatisfied employee I

  9. Dissatisfied employee II

  10. 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!

  11. 5WHYs Cause Effect

  12. TQM and Ishikawa FBD and Pareto 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)

  13. 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

  14. Pareto chart : possibility to split up reject and setup priorities High priorities Lorenz curve

  15. 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 C4: 95,45 + 4,54=100 Postup výpočtu 86,36 + 9,09 =95,45 68,18+18,18 = 86,36 36,36+ 31,82=68,18 36,36 Firstly, it is necessary to correct causes of C5 a C1 !!!

  16. Paretoanalysis II

  17. 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(%)

  18. Paretoanalysis II

  19. 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

  20. Vilfredo Pareto in person…

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