Used for cause-effect analysis and is also called a "fishbone diagram

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It involves writing an effect, usually a failure, instead of the "head," and placing the overall causes in a branching bone-shaped diagram. Following the aforementioned "5 whys" principle, we can add the factors that influenced each cause. We can repeat this process until our analysis is sufficiently detailed. It is important to involve as many people as possible from different departments in the company, otherwise the analysis will not be complete. Employees with different experience will be able to look at the problem from a different angle, so the chance of identifying the deeper causes will be greatly increased.
The principle of constructing a diagram is code phone number philippines best demonstrated with an example. Suppose a problem in the company is ineffective and lengthy meetings, and we want to find out why this happens.

There are several advantages to using such an analysis. Firstly, the involvement of a team made up of staff from different departments and levels gives us the confidence to consider all possible causes of the problem. Secondly, the nature of the diagram emphasizes the search for "sub-causes" - factors that have not directly contributed to our failure, but which must be eliminated so that the situation does not recur in the future. In addition, the delineation of effects and causes in graphic form is accessible and provides a starting point for listing those factors whose influence on the final result was greatest.



The Pareto principle states that 20% factors generate 80% effects. With a complete list of the reasons for meeting failures from an Ishikawa diagram, we could select those whose negative impact is greatest and only by eliminating them would we obtain satisfactory results. The effectiveness of meetings is difficult to quantify, but if we were to measure, for example, the number of individual causes of complaints, we could build a Pareto diagram on this basis. It boils down to a bar chart showing the frequency of individual observations and allows us to see which causes of a problem occur most frequently. Obviously, eliminating them first will give the best result. Returning to our example of meetings, one solution would be to survey employees about the reasons for their dissatisfaction with meetings. Identifying the key factors allows us to act more precisely and therefore more effectively.