How can you use fishbone diagrams to identify and eliminate waste in your processes?

Fishbone diagrams, also known as Ishikawa diagrams or cause-and-effect diagrams, are valuable tools in Lean Manufacturing for identifying and eliminating waste in processes. 1. Identifying the Problem 2. Brainstorming Causes 3. Creating the Diagram 4. Categorizing Causes 5. Identifying Root Causes 6. Analyzing and Prioritizing Causes 7. Developing Solutions 8. Implementing and Monitoring Improvement

S?o gráficos que ajudam a visualizar as possíveis causas de um problema específico. Eles s?o chamados de “Espinha de Peixe” ou "Diagrama de Ishikawa", devido à sua forma, que se assemelha a uma espinha de peixe. Esses diagramas s?o usados para analisar fen?menos, estruturar as ideias com base em casa "M" e sinalizar as possíveis causas potenciais para o problema.

A espinha de peixe é uma importante e simples ferramenta para analisar as possiveis causas de um problema. Através de um brainstorming usando uma equipe multidisciplinar as possibilidades s?o categorizadas para depois serem priorizadas e analisadas com mais profundidade até definir a causa raiz dos problemas.

O Diagrama de Ishikawa auxilia a relacionar causas a um determinado efeito. Se eu tenho vazamento de óleo ocorrendo em uma máquina, por exemplo, posso atribuir causas relacionadas a isto em 6 categorias. A mais comum é a técnica dos 6 M's (M?o-de-obra, máquina, método, material, medida e meio ambiente). Em um brainstorming, s?o reunidas as pessoas que fazem parte daquele processo para apontar as causalidades potenciais e em seguida dados concretos e mensuráveis podem ser tomados para definir as causas mais prováveis e por consequência as que requerem a??es de melhoria.

Ishikawa is a great way to get into the rootcause mindset. What most people forget, that it is not a Set-in-Stone Methodology. You are allowed to adjust and design it in the way, it is most useful for you. For me it is a great way to use a brainstorming technique , that sorts already the ideas in "Human, Machine, Surrounding, Material, Methodology and measurements. There are other usable tools for the same topic, but from my experience nothing quite as efficient as a first view on a problem. After completing a Ishikawa, the next step will be drilling down on ideas. For Example with 5 why as another basic but powerful tool.

Most fish bone diagrams are done wrong and are complete waste of time, the main reason being that you simply get one or two word statements that at best are unmeasurable opinions. For example, you cannot solve a problem when someone tells you the root cause is “lack of training.” What specifically does the operator lack in terms of training and how specifically did it cause the problem?. When I see Fishbones with one two maybe three word statements, I just throw them away. A correctly done fishbone should have entire paragraphs written on it as you were supposed to be stating a full and complete hypothesis. sadly, most training providers in the area of Fishbone get it wrong.

A good starting point is to eliminate the use of the fishbone diagram to remove waste in any process. Use the facts and data then you don’t need to guess the waste in a process. Study the process for a period of time to determine the causes of waste and then start to implement improvements as the data guides you. Do not waste time letting people guess or give options on the cause of waste.

Defina o problema: Comece identificando o problema específico que deseja analisar. Desenhe a estrutura da espinha do peixe: Desenhe uma linha horizontal apontando para a direita e perpercular a essa linha, desenha mais três linhas na vertical na parte superior e mais três linha verticais na parte inferior a linha. Escreva o problema: Na ponta da seta horizontal (Cabe?a do peixe), escreva o problema identificado. E na ponta das outras 6 linhas verticais (Espinha do peixe) escreva (Máquina, Método, Material, M?o de obra, Medi??o e Meio ambiente). Identifique as causas: Liste todas as possíveis causas do problema. Considere diferentes perspectivas e áreas da empresa (Use o Brainstorming).

The problem that needs solving is placed at the head of the fish. You then decide which categories most accurately capture all the causes that may contribute to the problem. Common ones are 4M (Man, Machine, Method, & Material) or 6P (Policy, Process, People, Priorities, Programs, & Products). You can plug and play with any category you see fit! Next you need to bring your ENTIRE team together to fill in the categories with the causes that they think are contributors. Once that is filled in, your ENTIRE team is given multiple votes to select which causes they think have the greatest impact towards the actually problem. (This is done blindly). The cause with most most votes get broken down until the root cause is revealed. IMPROVE IT.

Es importante que en la participación tengamos personas técnicas también que conozcan el proceso para poder entrar en detalle de los problemas y causas básicas.

It is very similar to cause and effect. Grouping into Machines, Materials, Methods, Measurements, Manpower, Mother Nature allows you to group and think critically on contributing factors to the issue. Questions answered with this tool 1)How do we identify, explore, and display the possible causes of a specific problem or condition? 2)What are the root cause(s) of the problem? 3)Which factors are important in size? 4)Which factors are potentially open to change by the team? 5)What specific "cause" or driver of the problem do we want to tackle in our performance goal? Some tips: Do it as a multidisciplinary team Use a facilitator if necessary Follow through the results

Permite un enfoque casi holístico de las condiciones que en el proceso contribuyen al problema y, haciendo la difusión de lo que se plasme, tan solo con esto se dará un cambio hacia una mejora “natural”.

Ishikawa diagrams, often known as fishbone diagrams, are visual aids for locating and examining a problem's core causes. They encourage methodical problem-solving techniques. In a variety of sectors, they support targeted solutions and ongoing improvement by graphically outlining likely causes.

Mi aporte a la red se enfoca en el uso aplicado por mi equipo en el día a día, diagrama de pescado o Ishikawa para llegar a la/las causas raíz de una falla o defecto. Primero todo parte de una hipótesis, se inicia con la fuente de la información ( La No conformidad) posterior recopilamos información que también se conoce como trazabilidad. Acá damos paso a los 5 porque??? Esto va armando el rompecabeza en la esquina de pescado. Utilizando las 5M Máquina Mano de obra Método Metería prima Medio ambiente Y realizando el análisis correspondiente y efectivo llegamos a la o las causas raíz y proponemos las soluciones, es importante que el equipo de mejora continua participe y se comprometa en aplicar las soluciones propuestas.

El beneficio debe ser el de establecer las causas básicas de los problemas para poder implementar un plan de acciones con el objetivo de solucionarlos. Eso, si se consigue, repercutirá en el proceso y sobre todo en el cliente final. Resultado debe ser caminar hacia la mejora de la productividad y competitividad.

Fishbone diagrams can have drawbacks, including the tendency to oversimplify difficult problems, identify reasons subjectively, and introduce bias. Effective communication and facilitation abilities are also necessary for designing and comprehending these diagrams, and team members may differ in these areas.

1.It's very hard to find out the truely interrelated nature of the problem in complex situation 2. Sometimes it may lead to superficial solution for a complex problem 3.In complex problem there will be lot of variables and numerous factors which leads to frustration.

The fishbone is a valid exercise, but on a daily basis it can be superficial and/or biased, leaving important points out. A good root cause analysis needs a critical look, in this sense the 5G, 5W2H and 5Why’s techniques seem to me to get to the right point faster.

O Grande desafio é a aplica??o e realiza??o pelos próprios operadores no ch?o de fábrica. A obten??o de contribui??es de todos os membros da equipe pode ser desafiadora, especialmente em um ambiente de fábrica onde os trabalhadores podem estar focados em tarefas imediatas e prazos de produ??o. Uma op??o é Promover sess?es de brainstorming em horários que minimizem a interrup??o das atividades de produ??o. Incentivar a participa??o de todos, destacando a importancia de suas contribui??es para o sucesso da empresa.

The common model for fishbone diagram is unstructured and its uses often become ineffective. This is due to the mixing of types of causes that may result in confusion. And more importantly, categories or different levels of sub-categories are commonly added as hypotheses, instead of root causes. The way to solve this is to do strict prior due diligence to determine 'what' exactly happened before drawing the bones to create relationships as to 'why' they happen

Sugiro utilizar o diagrama de espinha de peixe como continuidade de ferramentas como 5G e 5W2H. Estas duas ferramentas ajudar?o a entender a natureza do problema. E para concluir a análise da causa raiz, utilizar o 5Why’s. Em resumo, teríamos: 5G 5W2H Espinha de peixe 5Why’s

O Diagrama de Espinha de Peixe ou Ishikawa é mais eficaz quando combinado com o 5W1H como origem dos problemas já delimitados pelo 5W1H e seguido pelo 5Whys pra aprofundamento nas causas e condi??es mais prováveis ou validadas no Ishikawa. Ele sozinho dá apenas uma vis?o ampla de causas potenciais e ou condi??es contribuintes, mas é uma forma objetiva de construir um brainstorming estruturado de entendimento de problemas e perdas.

Fish bone diagram is one of the mathematical tool to identify the root cause of a problem But Lean is much deeper tool used to resolve the problem Be at Gamba and apply lean tools like Miniature activity mapping for each process methods Identify VA / NVA

Utilizar o diagrama n?o apenas com os 6M, mas inserir também o 1D de design. Em alguns casos o design do produto pode interferir no processo.

Lo más importante en su utilización es, siempre involucrar en el equipo de trabajo, a todo aquel elemento que el problema esté afectando. No es una herramienta para un enfoque unilateral.