homework case
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Week13Lect2goleansixsigma-1703162036271.pptx
9/10/2017 1
Presented by Elisabeth Swan Managing Partner & Executive Advisor at GoLeanSixSigma.com
How to Use
a Fishbone Diagram
Our Expert: Elisabeth
Managing Partner & Executive Advisor at GoLeanSixSigma.com
Master Black Belt
Certified Executive Coach at Burnham Rosen Group
BA in English Literature from Columbia University/Barnard College
Born in the UK
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How to Interact
Ask a question
Answer polls
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Let’s Interact!
Where are you from?
Share your location in the Questions area in your Control Panel!
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Who Is GoLeanSixSigma.com?
GoLeanSixSigma.com makes it easy for everyone everywhere to build their problem-solving muscles.
We provide the most practical, easy to understand and enjoyable Lean and Six Sigma resources available.
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We’ve Helped People From…
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What is a Fishbone (aka Cause & Effect or Ishikawa) Diagram?
Why and when should we use a Fishbone Diagram?
What’s the right way to build a Fishbone Diagram?
Are there any ways not to use a Fishbone Diagram?
What do “proper” Fishbones look like?
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Today’s Agenda
The “Y” and the “X”
X1, X2…
Independent
Input
Cause
Problem
Control
Garbage In
The Y
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Y
Dependent
Output
Effect
Symptom
Monitor
Garbage Out
The X
Pseudo Equation
Y = ƒ(x1, x2…xn)
?
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Here we are trying to look for the critical X or Xs that have the greater impact on the result Y
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Y and X at Bahama Bistro
Speed of Service
Menu Item Availability
Order Accuracy
Customer Satisfaction
Y
X
X
Food Freshness
X
X
X
Ambience
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Here we are trying to think of all possible factors (causes or Xs) that may affect the Y. Trying to think of the possible causes is the correct term because they are often rather invisible or previously unknown.
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Fishbone Diagram: aka “Ishikawa” or “Cause & Effect” is a method of structured brainstorming to get to root cause
Conducted in groups
Uses categories
Uses hierarchy
What Is a Fishbone Diagram?
Y
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X
X
X
X
A fishbone diagram is oriented to the immediate future, meaning focus is on considering the next step(s). As a brainstorming tool it can not rightly be used by a single individual, rather by a group of people who are used to working closely together.
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Fishbone Diagram
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Fishbones are not as orderly as they appear to be here. They are an exploratory tool that attempt to determine indeterminate factors that cause a certain result or effect, the Y. So, fishbone diagrams can be used to study desirable and undesirable effects of factors at work.
For each cause that we choose to emplace along the bone, we need to ask one critical question: why? Why do we think this cause is happening? As we attempt to answer the first why, we often find our answer leading us to a new cause, for which we need to re-ask the same question: why?
We may end up with having to answer several whys in order to get past the initial superficial causes to get to the real cause along this particular fishbone category. In order to do this right as a group, we need to be courageous and that what we are doing is for our collective benefit.
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What’s your experience with Fishbone Diagrams?
Totally new to me
I use them but not sure I’m using them effectively
I know about them but don’t use them
I use them all the time – great tools
Poll #1:
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How to Construct
Issue or “Y” in “Fish Head”
Two methods:
Pre-Label Fishbones
Transactional Categories
Manufacturing Categories
Brainstorm and affinitize root causes into categories that are process specific
Groupings become “Fishbone” labels
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As we brainstorm, we may think of the causes first before attaching them to certain labels, the categories. As we group the causes together the label for each grouping start to suggest itself.
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1. Pre-Label
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Advantages
Easy to set up
Causes unexpected ideas
Does not require upfront work
Can combine with brainstormed categories
Disadvantages
Limits ideas
Not focused on the process
Manufacturing Categories
Operator or Design Engineer
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Specific Parts or Materials
Standard Operating Procedures
Environment (physical, political, etc.)
Variation
A team leader must facilitate the brainstorming even here with a presupposed set of categories, because what is really needed is to discover what the work team doing the brainstorming knows and thinks about the observed effect or result Y. In measurement, the potential for use of different scaling units was the cause for crashing a probe sent to Mars because it was manufactured by a multiple partners who erroneously used different measurement systems.
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Transactional Categories
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Software
Separate Job Functions
Process
Documentation
Environment (physical, political, etc.)
More focused on specific process
Organic
Involves group
Good to practice Affinity Analysis – generic organizational technique
2. Affinity Analysis
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Brainstorming
Menu
Food
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Service
How to do the brainstorming silently? GDSS. On a flip sheet board, where everyone place their sticky notes as anonymously as possible. Why anonymity?
Someone, the leader maybe, will start to assign groupings to the causes on the board. But the group should be more or less on agreement about the grouping.
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Fishbone Diagram
Service
Menu
Food
Presentation
Ambience
Ordering
The Y
Customer Satisfaction
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Which method do you use to build the Fishbone Diagram?
I use the standard Manufacturing or Transactional labels
I brainstorm and affinitize categories first
I just pick labels that seem appropriate given the issue
None of the above
Poll #2:
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Fishbone Diagram Example
Stale Bread
Limited Options
Too Slow
Too Noisy
Radish is
only garnish
Method is
complicated
Kitchen takes too long with lunch orders
Storage
Dropped dishes
Vendor availability
Presentation
Ambience
Ordering
Service
Menu
Food
Why such variation in customer satisfaction?
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Unmeasureable causes
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Turn Into Measures
Stale Bread
Limited Options
Too slow
Too Noisy
Radish is
only garnish
Method is
complicated
Presentation
Ambience
Ordering
Service
Menu
Food
Why such variation in customer satisfaction?
Service Cycle Time
Noise levels above 100 decibels
# Available garnishes
# dropped dishes” per hour
Dropped dishes
Age of Bread
# Steps to order
# Options
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Develop them into causes that are measureable.
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Looking for Correlation
Customer Satisfaction
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Y
Service Cycle Time
X
Caution: Solutions Masquerading…
Stale Bread
Limited Options
Too slow
Too Noisy
Radish is
only garnish
Method is complicated
Presentation
Ambience
Ordering
Service
Menu
Food
Why such variation in customer satisfaction?
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Not enough waitress training
Should build
booths
Need more inspection
Lack of automated
ordering
Missing “Fusion” Options
Need to Increase Condiments
Fishbone Trap
Why is this problem happening?
Inadequate Training
Lack of Automation
Insufficient Staff
Lack of Inspections
Lack of software
“Lack of” X
Category
Category
Category
Category
Category
Category
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Lack of training Level of operator knowledge
Procedure not followed % of time procedure followed
Inadequate staffing # of man hours utilized
Lack of inspection % returned meals
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Solutions Measurable Causes
Run by teenagers
Assume turnover
Build processes with visual management
Low need for training
Level of Training
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Number of Inspections
Add time (waste)
Cause delays
Initiated by failures
Provide false sense of security
Never removed
“We inspect because we expect a defect”
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https://image.freepik.com/free-vector/multimedia-desktop-pc- illustration_72147494127.jpg
Automation Myths
Myth 1: No need to address this issue now – Software “X” is coming
Myth 2: Software “X” will solve the process issue
Myth 3: Automation will streamline the process
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Solution Parking Lot
Solutions
Have Joey do everything
Outsource the cooking
Get rid of Marketing
Close early
Switch to Italian food
These are just jokes
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http://www.libationlab.com/wp-content/uploads/2011/08/redherring.png
Beware of solutions masquerading as problems
Key phrases: “Lack of…”, “Insufficient…”, “Inadequate…”
Don’t assume training is the issue
Is process too complicated?
Clean up process before automating
“Red Herring” Root Causes
One Fishbone Leads to Another…
Presentation
Ambience
Ordering
Service
Menu
Food
Why such variation in customer satisfaction?
Service Cycle Time
Noise levels above 100 decibels
# Available
garnishes
# dropped dishes” per hour
Age of
Bread
# Steps to
order
# Options
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# Steps between stations
New Fishbone Diagram
# items taking too long to prepare
# Sandwiches taking > 10 mins
Packaging process for pick-up varies
# Servers who don’t turn in orders right away
# of items taking > 15 mins to cook
%
transactions stuck
# staff allowed to use system
“Not my job” thinking
# wrong special orders
prep
# Steps required for restocking during rush
Documentation
Political
Environment
Servers
Point-of-Sale
Software
K#itocfhsetenpsLtaoyout
Food Types
Why do food orders take so long for lunch customers?
# Staff allowed to cross-train
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The Five Whys
Repeatedly ask “Why”
Work the causal chain
Done by those in the process
Could be more or less than 5 “Whys”
Benefits:
Simple – no stats
Get past symptoms
Good for processes involving human factors
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Five Whys Example
Fishbone and Five Whys
Packaging process for items for pick- up varies
# Servers who don’t turn the orders in right away
Servers
Kitchen Layout
Could lead to nested fishbones
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Five Whys Template
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Count the number of options
Root causes
Solutions
Customer Comments
Divide by 3
Hand out N/3 Dots to each person
Narrow the list
Multi-Voting
Options
It’s Marketing’s fault
Lack of new software Not enough staff
Need more inspection
Need a new manager Need more money
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# Steps between stations
# items take too long to prepare
# Sandwiches take > 10 mins
Packaging process for pick-up varies
# Servers who don’t turn in orders right away
# of items take > 15 mins to cook
%
transactions stuck
# staff allowed to use system
“Not my job” thinking
Clarity of instructions
Special Orders
prep
Restocking requires walking # steps during rush
Documentation
Political
Environment
Servers
Point-of-Sale
Software
K#itocfhsteenpslatoyout
Food Types
Why do food orders take so long for lunch customers?
Multi-Voting
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Fishbone is a structured brainstorming –
not proof
Team decides where to focus
Must create hypothesis statements
Verification can take many forms
Depends on the process and issue
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Next Steps