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Cause and Effect Diagram (Fishbone, Ishikawa): Ultimate Guide with Examples

Last Updated on January 8, 2024 by andrewshih

The Cause and Effect Diagram, also known as the Fishbone or Ishikawa Diagram, is a useful visual tool that aids in identifying and understanding the root causes of a problem. 

In this comprehensive guide, we will explore the intricacies of the Cause and Effect Diagram, providing a step-by-step procedure, a practical example, and resources for implementation.

What Is Cause And Effect Diagram

Cause and Effect Diagram is a graphical representation that illustrates the cause-and-effect relationships within a system or a specific problem. 

Developed by Kaoru Ishikawa, this diagram is widely used in various industries to analyze complex issues and facilitate effective problem-solving. 

The diagram gets its name from its fishbone-like structure, where the problem statement is placed at the “head,” and various potential causes branch out like the “bones” of the fish.

The primary purpose of an Ishikawa Diagram is to provide a comprehensive and structured method for identifying, categorizing, and analyzing the factors that contribute to a specific problem. 

By visually organizing potential causes into distinct categories, the diagram helps teams and individuals gain a clearer understanding of the relationships between different elements of a system, process, or situation.

When To Use A Fishbone Diagram

Here are some instances when using a Fishbone Diagram is particularly beneficial:

Complex Problem Solving

When faced with a complex problem that involves multiple factors and potential causes, a Fishbone Diagram can help break down the complexity into manageable categories. It provides a structured approach to understanding the interrelationships among different elements contributing to the issue.

Quality Improvement

In industries that prioritize quality control, such as manufacturing or healthcare, a Fishbone Diagram is often used to investigate defects, errors, or deviations from standards. It helps teams explore and address the underlying causes affecting product or service quality.

Process Improvement

When analyzing and improving business processes, a Fishbone Diagram can be instrumental in identifying bottlenecks, inefficiencies, or breakdowns in the workflow. By categorizing potential causes, teams can streamline processes for increased efficiency.

Project Planning

During the planning phase of a project, a Fishbone Diagram can be used to anticipate potential challenges and risks. It aids in proactive problem identification and mitigation strategies, contributing to more successful project outcomes.

Team Collaboration

When teams are working on a shared goal or project, a Fishbone Diagram encourages collaborative brainstorming sessions. It provides a visual platform for team members to contribute their insights and perspectives, fostering a collective understanding of the problem.

Customer Complaints

In customer-centric industries, a Fishbone Diagram can be deployed to investigate and address customer complaints. It helps identify the underlying causes of dissatisfaction and guides the development of strategies to enhance customer satisfaction.

Training and Development

In educational settings or corporate training programs, a Fishbone Diagram can be utilized to analyze challenges or obstacles hindering effective learning and development. It assists in identifying areas for improvement in training processes.

Strengths of Cause and Effect Diagrams

Visual representation.

One of the main strengths of cause and effect diagrams is their ability to provide a visual representation of complex issues. The diagram’s fishbone structure allows for a clear and organized display of potential causes and their relationships, making it easier for teams to understand and communicate.

Systematic Analysis

Cause and effect diagrams promote a systematic approach to problem-solving. By categorizing potential causes into major branches, teams can methodically explore and analyze each factor, leading to a comprehensive understanding of the root causes of a problem.

Collaborative Problem Solving

The creation of a cause and effect diagram often involves collaborative brainstorming sessions. This encourages team members to share their insights and perspectives, fostering a collaborative problem-solving environment that capitalizes on collective knowledge and expertise.

Identification of Multiple Causes

The diagram facilitates the identification of multiple causes contributing to a single problem. This multiperspective analysis helps ensure that the root causes are thoroughly explored, reducing the likelihood of overlooking critical factors.

Weaknesses of Cause and Effect Diagrams

Oversimplification.

One weakness of cause and effect diagrams is the potential for oversimplification. The structured nature of the diagram may not capture the complexity or interdependencies of certain issues, leading to a superficial understanding of the problem.

Subjectivity in Prioritization

The prioritization of causes within the diagram can be subjective. Teams may struggle to objectively rank the importance of various factors, and the process may be influenced by individual perspectives, biases, or incomplete information.

Lack of Quantitative Data

Cause and effect diagrams are primarily qualitative tools and do not inherently incorporate quantitative data. While they are effective in identifying potential causes, they may not provide a precise measurement of the impact or significance of each cause, requiring supplementary quantitative analysis.

How to Create Fishbone Diagram Step-by-Step

Creating a Cause and Effect Diagram involves systemically identifying and categorizing potential causes of a specific problem. Here are the steps to create a cause-and-effect diagram:

Step 1: Define the Problem Statement

Clearly articulate the problem or issue that you want to address. Write it as a concise statement at the “head” of the Fishbone Diagram.

Step 2: Identify Major Categories (Fishbone Bones)

The next step is to create the main branches, or “bones,” of the fishbone diagram.

Teams using cause-effect diagrams often use additional mnemonic lists to ensure a thorough consideration of potential causes. For example, the manufacturing industry frequently utilizes 5Ms, and the service industry often uses 5Ps.

While these lists serve as helpful aids, they are not universally applicable, and individuals may create their own or modify existing ones. The key is to consider all potential sources of causation by asking targeted questions like, “What procedures might be causing this problem?”

Step 3: Brainstorm Causes Within Each Category

With your team, brainstorm potential causes within each category. 

Encourage open discussion and gather as many ideas as possible. There are several techniques that may be helpful during the storming process.

• Use Affinity Diagrams to organize the information and group related ideas.
• Utilize 5 Whys Analysis to repeatedly ask why for a thorough cause and effect chain analysis.
• Ask the 4 Ws – What, Why, When, and Where to help explore the cause and effect.

Step 4: Add Subcauses and Details

If necessary, the team can further expand on each identified cause by adding subcauses or specific details. This adds granularity to the diagram, making it more comprehensive.

Using the image above, the team has identified two sub-causes for the main cause #1.

Continue this process until the team feels that the causes and sub-causes are sufficiently detailed. The team can continue to add additional sub-levels to sub-causes if necessary, although the diagram can become more difficult to visualize with multiple levels.

Step 5: Prioritize Causes

If applicable, prioritize the causes based on their significance. This can be done through team discussion, voting, or using data such as the Pareto Principle to identify the most critical factors.

Step 6:  Review, Validate, and implement

Review the completed Fishbone Diagram with the team. Ensure that all relevant causes have been included and that the relationships between causes and effects are accurate. Finally, share the completed diagram with relevant stakeholders and use it as a visual aid to identify and solve the problem.

By following these steps, the team can utilize the Fishbone Diagram to systematically analyze complex problems, identify root causes, and drive effective solutions.

Tips for Creating a Cause and Effect Diagram

Here are some tips to enhance the process and maximize the value of the fishbone diagram:

Tips for Creating the Diagram

• Clearly Define the Problem : A well-defined problem statement ensures that the cause-and-effect analysis remains focused and relevant.
• Select Appropriate Categories : Tailor these categories to fit the specific context of your analysis.
• Use Facilitation Techniques : Employ facilitation techniques such as affinity diagrams to organize and group related causes. Or use the 5 Whys technique to dig deeper into the root causes of each identified issue.
• Keep it Visual and Simple : Maintain clarity and simplicity in the Fishbone Diagram. Use clear and concise language, and avoid overcrowding the diagram with excessive detail. Make the diagram easy to understand and communicate.

Tips for Collaboration

• Encourage Open Brainstorming : Encourage team members to share their insights and ideas freely. Avoid judgment during the initial brainstorming phase to stimulate creativity.
• Include Relevant Stakeholders : Involve stakeholders with diverse perspectives in the cause-and-effect analysis to capture a comprehensive view of the problem and its contributing factors.
• Review and Iterate : After creating the initial diagram, review it with the team to confirm its accuracy and completeness. Be open to feedback and make necessary adjustments and several iterations.
• Facilitate Follow-Up Action : Use the insights gained from the Fishbone Diagram to develop actionable plans and solutions. Assign responsibilities for implementing changes and track progress over time to ensure continuous improvement.

By following these tips, you can facilitate a more effective cause-and-effect analysis, leading to a Fishbone Diagram that serves as a valuable tool for problem-solving and decision-making.

Cause and Effect Diagram Examples

Here are three examples of Ishikawa Diagrams representing different scenarios:

Example 1: Production Delays in a Manufacturing Plant

In this scenario, you are tasked with identifying the various factors contributing to production delays, allowing the team to identify root causes and implement targeted solutions.

Problem Statement : Unexpected delays in the production process lead to reduced output.

From the brainstorming exercise, the team identified the following causes within each category:

• Manpower : Insufficient Training, Staff Shortage, Lack of Motivation
• Machinery : Equipment Malfunctions, Inadequate Maintenance, Outdated Technology
• Material : Defective Raw Materials, Supply Chain Issues, Inventory Management
• Methods : Inefficient Workflows, Lack of Standard Operating Procedures, Poor Planning
• Measurement : Inaccurate Performance Metrics, Lack of Key Performance Indicators (KPIs), Monitoring and Reporting Issues

Example 2: High Employee Turnover in a Company

In this scenario, you are tasked with identifying the root causes of high employee turnover and guiding the development of strategies to improve retention.

Problem Statement : High turnover rates lead to instability and decreased morale among employees.

• People : Poor Leadership, Lack of Recognition, Limited Growth Opportunities
• Processes : Inefficient Recruitment, Inadequate Onboarding, Poor Performance Management
• Policies : Lack of Work-Life Balance, Inflexible Policies, Unclear Communication
• Work Environment : Toxic Culture, Inadequate Facilities, Lack of Team Collaboration
• Compensation & Benefits : Below-market Salaries, Inadequate Benefits, Limited Incentives

While taking a deep dive and examining the potential causes of insufficient recruitment, the team identified poor job descriptions, limited recruitment channels, and a competitive job market.

Example 3: Customer Complaints in a Service Industry

In this scenario, you are tasked with understanding the causes of multifaceted customer complaints and helping the organization to enhance its service quality and address customer concerns effectively.

Problem Statement : Increasing customer complaints leads to a decline in customer satisfaction.

• People : Inadequate Training, Lack of Empathy, Communication Issues
• Process : Inefficient Service Delivery, Long Waiting Times, Lack of Quality Control
• Product : Defective Products, Inadequate Product Information, Poor Product Design
• Policies : Inconsistent Policies, Lack of Customer-Focused Policies, Misleading Information
• Environment : Unpleasant Atmosphere, Poor Customer Service Culture, Lack of Feedback Mechanism

While taking a deeper dive into the long waiting time, the team identified insufficient staffing, and technical malfunctions as potential causes.

As the team continued to look into the cause of insufficient staffing, the team identified budget constraints, poor scheduling, and unexpected sickness as the causes.

Cause And Effect Diagram Complimentary Techniques

While the Fishbone Diagram (Ishikawa Diagram) is the most well-known type of Cause and Effect Diagram, there are other variations and complementary techniques used for cause and effect analysis. Here are some notable ones:

Affinity Diagram

An affinity diagram serves as the starting point by organizing diverse ideas and grouping them into clusters. It acts as a foundation for the fishbone diagram, which then delves into a more detailed analysis of root causes within specific categories. 

Together, these tools provide a comprehensive approach to problem-solving, transitioning from idea generation and organization to in-depth cause-and-effect analysis.

5 Whys Analysis

Although not a diagram per se, the 5 Whys is a questioning technique that helps delve deeper into the root cause of a problem. It involves asking “Why?” repeatedly (typically five times) to trace the cause-and-effect chain until the fundamental issue is uncovered. The 5 Whys Analysis is often used in conjunction with Fishbone Diagrams for a more thorough investigation.

Pareto Chart

A Pareto Chart is often used in conjunction with Fishbone Diagrams. It helps prioritize issues by illustrating the relative importance of different causes. The Pareto Principle suggests that 80% of problems may be attributed to 20% of the causes, guiding teams to focus on the most significant contributors.

How do I prioritize causes in a Fishbone Diagram?

Causes can be prioritized based on their significance or impact. This can be done through team discussion, voting, or using data such as the Pareto Principle to identify the most critical factors that require immediate attention.

Can I use a Fishbone Diagram for project planning?

Yes, a Fishbone Diagram can be a useful tool in the planning phase of a project. It helps anticipate potential challenges, risks, and issues, allowing teams to develop proactive strategies for successful project outcomes.

How often should I revisit a Fishbone Diagram?

Revisit a Fishbone Diagram as needed, especially when there are changes in the problem, new information becomes available, or when monitoring progress on implemented solutions. It’s a dynamic tool that can be iteratively improved over time.

What is the difference between an affinity diagram and a fishbone diagram?

An affinity diagram is used for brainstorming and organizing ideas, providing a foundation for a Fishbone Diagram. The Fishbone Diagram then conducts a more detailed analysis of root causes within specific categories identified by the affinity diagram. They work together in a collaborative problem-solving process.

What are the 6 elements of a Fishbone Diagram?

The Fishbone Diagram typically consists of six major elements or “bones.” These elements represent different categories under which potential causes of a problem are grouped. The six categories are People, Processes, Equipment, Materials, Environment, and Management . Each category helps organize and analyze potential causes systematically, providing a comprehensive view of the factors contributing to a specific issue.

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Cause and effect analysis with a fishbone (Ishikawa) diagram

Imagine you have been tasked with solving a problem: customers are experiencing lag while attempting to check out from their carts. Specifically, the app takes two minutes to transition from the cart page to the payment page once a customer clicks Continue .

What would you do? The first question that comes to mind is “why,” right? To answer this question, you’ll need to identify all the steps that customers take when checking out, and then assess how each step is performing. Together, these answers will enable you to determine the exact point in the checkout process where the problem is occurring.

This is called “root cause analysis” — you tried to list all the possibilities that could have created this problem. And out of all possibilities, you found which likely created the problem.

Let’s refer to the problem as the “effect,” and all the potential causes you identified during your analysis as the “causes.” Now, imagine trying to represent this cause-and-effect analysis visually. What types of diagrams could you create?

Maybe a tree whose roots are the effect and all the branches as the cause(s). Or maybe an Excel table listing all the causes and sub-causes in columns. Those are all good options, but in this article, we’ll discuss a cause-and-effect diagram (also called a fishbone diagram or Ishikawa diagram).

What is a fishbone diagram?

To start, a fishbone diagram (or Ishikawa diagram) is a tool to visually explore and represent the possible causes of an effect. The tool helps in identifying the potential causes that could have caused the problem.

A sample fishbone diagram looks like this:

It is called a fishbone as it looks like the skeleton of a fish. The head of the fish explains the problem statement (or the effect) and the bones attached explain the possible cause and sub-causes.

The history behind fishbone diagrams

Although the early history of fishbone analysis is slightly unclear, fishbone diagrams are believed to have been in use since the 1920s. However, it was during the 1960s that the diagram gained widespread popularity, thanks to the work of Dr. Kaoru Ishikawa on quality management processes for Kawasaki Shipyards.

It’s believed that Ishikawa first presented the fishbone analysis method in 1945, as part of the development of a company-wide quality control process. The creation of quality improvement processes and tools, along with the introduction of quality circles, played a significant role in the evolution of the concept of total quality management. The Ishikawa diagram became recognized as one of the seven basic quality tools.

When to use a fishbone diagram

The purpose of the fishbone diagram is to identify all the root causes of a problem. You can use fishbone analysis in product development — let’s list a few cases where you should use fishbone analysis:

• When you have to identify the possible causes of a problem
• When you have to develop a feature or product to fix the cause of a problem. This is a reverse analysis where business analysts find the gap in market need and fill that gap with a product or feature
• When evaluating a business process to find loopholes or gaps that create problems
• When you’re defining a process for quality control. Evaluate and find the current gap in quality and build processes to fill it

You can apply the fishbone analysis tool to most applications that need an establishment of quality control and management.

Now, we’ll go over the fishbone diagram and how you can apply it to multiple industries. Most businesses fall into one of these operation areas: services, manufacturing, and marketing, each of which can use a different fishbone diagram. While manufacturing may not be directly relevant to digital products, the fishbone diagram can still be a useful tool for uncovering problems and identifying potential causes. You can modify them accordingly to fit the context of your product.

Let’s start with the 4 Ws: what, why, when, and where. Applying these will help you find the possible potential causes for any effect. This is a good way to brainstorm and all fishbone diagrams must start with these, regardless of the industry you’re in. The 4 Ws are:

• What? There will be materials, products, lines of code, and other resources involved in the problem creation. Ask “what?” to help to pinpoint the specific components or resources that may be contributing to the issue
• Why? There will be situations or conditions that lead to the problem. Asking “why?” may help to uncover factors such as network failure, temperature, weather conditions, or other external considerations that may be impacting the system
• When? There will be a moment when a particular problem occurs. Ask “when?” to find out the time the problem occurs and figure out if it’s a recurring or isolated incident
• Where? Asking this question can help to identify specific areas, such as during the checkout process, a different part of the application, or within a specific context where the issue is most prominent.

Many businesses in the service industry indeed share similarities when it comes to cause analysis in their operational areas. Specifically, the 5 S’s (systems, suppliers, surroundings, safety, and skills) can be applied to cause and effect analysis within the service business.

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While all service businesses don’t need to conduct a complete cause analysis using the 5 S’s, many find that these principles can be applied at the initial levels and then gradually approached more thoroughly as they identify potential causes within their unique environment:

Systems are the methods, policies, processes, products, and tools used to build operational excellence and provide service without any failure.

Suppliers are any issues in delivering the service itself, like lower quality of service, failure to support customers, delay in refunding payments, agents or vendors delay, and more.

Surroundings are any external factors such as market, competition, public relations, brand value/image, etc. that may contribute to the issue.

Skills focus on finding issues in training, qualifications, skill set, and the experience of employees providing the service.

Safety focuses on finding issues in the system’s overall safety, products, operational procedures, and work environment.

Though the 6 Ms apply mainly to the manufacturing industry, you can transfer this framework into the software industry as well. Since digital products don’t have physical parts, not all of them will be relevant, but we’ll highlight them anyway:

Material focuses on finding issues in any raw materials used for manufacturing. This includes issues with the quantity or quality of supplies, any issues with the timeline of procurement and supply, and more.

Method focuses on finding issues in processes, policies, regulations, training, and guidelines used by companies. Though this is relevant to manufacturing physical goods, these apply to digital products as well (in context).

Machine focuses on finding issues in machines that are used in manufacturing (production). This will help uncover any issues with the maintenance of machines, any failures in the machine or assembly line, etc.

Mother nature , aka the environment, focuses on finding issues in environmental conditions. For physical goods, this could mean issues with temperature, light conditions, etc. For digital products, this could mean issues with servers going down, weather causing latency problems, and more.

Manpower (aka people) focuses on finding issues in the workforce. This means any issues with the work itself, employee burnout, training and skill sets, and more.

Measurement focuses on finding issues in measuring the process and results. This is huge in any business, as metrics and measuring success are vital to the health of a company. Use this to find any issues in quality readings, calculations, and more.

There are 7 Ps that can be commonly applied in cause analysis. These are all related to marketing businesses, but nearly all physical and digital products have marketing functions that affect their product and that this can apply to:

People focuses on finding issues in people involved in marketing a product or service to customers. This implies issues with not targeting the right audience or marketers not having a good understanding of the product.

Product is focused on finding issues in the product or service of an organization. This could be several things, including the perceived image of the product , issues with availability to reach customers, or failure to meet customer needs .

Process works on finding issues in procedures for promoting and marketing the product or service. Are there any gaps in cross-functional team collaboration ? Are they any issues with the escalation matrix?

Price is a big one. This is where to uncover issues in the pricing of the product or service. Is the price too low? Maybe it’s too high? Are there any issues with the price range not matching the competition or with accepting certain payment methods?

Promotion focuses on finding issues in promotion methods, mediums, and strategies. Are social media advertisements reaching the right audience? Is it generating enough clicks?

Place identifies problems with the location of your product. Are there any issues with the availability of your product on particular devices?

Physical evidence is the last of the Ps. It focuses on finding issues in the direct visibility of your product or service. If it has a physical component, is there a problem with the packaging? Physical evidence literally implies any physical issues with the product getting into the hands of customers.

Advantages and disadvantages of fishbone diagrams

There are many advantages you carry when you use a fishbone diagram as a tool for your cause analysis, including:

• Simplicity : the visual representation is simple and easy to understand. Anyone who understands the problem can easily go through all the possible causes of that problem
• Flexibility : you can dissect the cause into sub-causes and go deeper to find the cause
• Associativity : any cause becomes a potential candidate to generate the effect. The relationship with the problem is tightly defined, helping you conclude your analysis
• Ease of use : it’s easy to brainstorm with a team and explain how to use the diagram. Everyone can instantly adapt and be involved in a brainstorm
• Fast : it helps you analyze the root causes quickly by applying the 5 Why’s and drill down potential causes
• Prioritization : visual representation helps you to prioritize your causes and narrow down the most important ones

There are also a few limitations that can make fishbone diagrams difficult to use, including:

• Causes may not be as relevant as you once thought. This could lead to confusion on the path forward or create another problem by accident
• If oversimplified, the fishbone analysis may not uncover what you’re looking for
• There’s potential to prioritize smaller causes over critical ones. Since prioritization is so easy, the team may focus on small causes and waste time in fixing them
• The more dissection into sub-clauses you do leads to more complex diagrams. These may eventually become messy and difficult to understand
• The analysis is mostly based on understanding and brainstorming. It needs additional evaluation of the cause, which in case all possibilities have to be evaluated, can become inefficient and time-consuming

Fishbone diagram template

If you’d like a fishbone diagram template to work with, you can download this one I made on Google Sheets . Feel free to make a copy of it and customize it for your own use.

If you’d like to try to create a fishbone diagram yourself for your own team and organization, here are some common steps to make and analyze it:

• Identify and write the effect (problem statement) as the fish head
• Brainstorm and identify major causes. Write a major cause on each side bone. These major causes can be the Ms, Ps, or S’s with regard to the industry you’re in, or a combination of multiple
• Brainstorm and identify sub-causes. Write the sub-cause on each smaller bone
• Check for completeness. Evaluate or review for too few causes or narrow it down if you have too many
• Analyze each potential cause to narrow it down further. The goal is to end up with one or more that need to be fixed
• Prioritize the potential cause based on its severity on the effect

Let’s draw the fishbone diagram for a digital product. We’ll use the problem we listed at the beginning where customers are facing problems during the checkout process:

While this list may not be comprehensive, it does cover many potential causes that could lead to delays in opening the payments page. It’s important to note that during a brainstorming session, many potential causes can arise, but it’s important to focus on the most likely causes to address first. In this case, we’ve highlighted a sub-cause in red that represents the result of the analysis and the area that should be addressed.

How product managers can use fishbone diagrams

There are many cases where product managers have to analyze the cause of a problem, and a fishbone diagram is a powerful tool for product managers to benefit from. Its easy and quick creation helps quickly narrow down potential causes and act upon them.

A few examples where product managers can make use of fishbone diagram are:

• Finding the root cause for a reduction in feature usage
• Finding the root cause of churn
• Learn the effects of new features on the application upfront
• Analyze what the team should focus on while prioritizing enhancements for a feature
• Presenting the quality measures taken on certain features to senior management

The process type fishbone diagram

A not-so-popular and not-so-in-use flavor for creating fishbone diagrams is the process-type fishbone diagram. It’s very similar but has a small change in the drawing:

The main bone of the fish is divided into multiple cause areas. Team brainstorms potential causes that could have created the problem in each of these areas. It is called process type because each area in the main bone (mostly) represents a process, but each area in the main bone also represents a department. Causes are explored in the process of each department as a result.

These diagrams are not that popular but are an efficient way to involve multiple cross-functional teams from various departments.

Kaoru Ishikawa popularized the fishbone diagram to analyze the root cause of any problem. It is also called the Ishikawa diagram or cause and effect diagram.

One can use the 4 Ws — what, why, when, and where — to begin cause analysis. Based on industry type, there are common areas of cause analysis: the 5 S’ for services, 6 Ms for manufacturing, and 7 Ps for marketing. If your company or product has a combination of these, you can create multiple fishbone diagrams to get to the root cause of your issue.

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Cause and effect diagrams: what they are and how to use them

April 27, 2021 by MindManager Blog

By: Leanna Armstrong

Figuring out what lies at the root of a complicated production or work process challenge is sometimes easier said than done. Fortunately, a cause and effect diagram makes for a handy tool any time you’re called on to solve a problem or prevent one from happening.

What is a cause and effect diagram?

A cause and effect diagram is a visual map that functions as a problem-solving tool . As the name suggests, its main purpose is to help you identify the cause of a troubling situation in relation to the effect (or results) you’ve observed.

To clarify the cause and effect diagram definition further, it may help to understand that this tool is also known as a fishbone diagram . By setting your problem on one side – and radiating out to the various elements that may be causing it on the other – you end up with a diagram loosely resembling the skeleton of a fish.

How to use a cause and effect diagram

If you’re in any way involved in manufacturing or selling a product or service, chances are you can benefit from using a cause and effect diagram tool.

Fishbone diagrams are designed to help you:

• Get clear on the nature of a problem and why it’s occurring
• Identify contributing factors and how they’re connected
• Determine the best course of action for correcting a setback

You’ll get more from your cause and effect diagram if you and your team use it while brainstorming which areas of a particular process are most likely involved.

By visually breaking those areas down into their various components – and noting the impact of specific activities – you can increase your understanding of where things have gone wrong, and find a solution much faster.

You may discover, for example, that you need to:

• Change out materials or suppliers
• Revise the steps in a new or established workflow
• Tweak the tasks carried out by certain departments or individuals

With that in mind, here are 3 key areas where fishbone diagrams are commonly used.

1. Manufacturing a product.

This usually includes analyzing the 6 (or 8) M-factors involved in most production processes (Machinery, Method, Materials, Measurement, Mother Nature, Manpower, Management, Maintenance).

2. Providing a service.

This may include examining the 4 S-factors involved in many service delivery procedures (Surroundings, Suppliers, Skills, Systems).

3. Marketing a product or service.

This may include exploring the 8 P-factors involved in many product or service marketing systems (Price, People, Place, Product, Packaging, Procedures/Processes, Policies, Promotion).

No matter the source of your predicament, creating a cause and effect diagram template will help you and your team drill down and sort out the changes required to put it right.

How to create a cause and effect diagram

With a versatile program like MindManager , you can use a fishbone diagram template to capture, view, and organize all the potential causes of a problem – then use (and link to) an idea map for brainstorming ways to resolve it.

Here’s how to create a cause and effect diagram in 4 easy steps.

Label a box or node at one end of your diagram with the name of your issue (this represents the “head” of your fish).

Extend a main “spine” line from this node out to one side.

Add “rib” lines that branch off from either side of your main line, each leading to its own node. Label these nodes with the names of areas or factors that may be contributing to your problem.

Break down and explore each of these potential causes further by branching off to the specific processes, tasks, or resources involved (these are your sub-causes).

And that’s it!

Now, you and your team can spot suspect activity and identify the areas that are most likely causing your issue more easily. To better focus on problem-solving , you might even prioritize these factors by ranking them in the order in which they should be addressed.

Example of a cause and effect diagram

Creating a fishbone diagram is a great way to see what’s behind a particular problem so you can both resolve it and prevent it from occurring again. Here’s a simple cause and effect diagram example to help demonstrate this.

Let’s say you want to build out your line of travel backpacks and have recently launched a second product. Despite the success of your original backpack however, your new, sturdier pack is falling short of sales expectations .

You decide to investigate the problem from a marketing perspective with the help of a cause and effect diagram.

First, you identify the problem at hand by labeling a box on the middle left side of your diagram:

Next, at a loss for where to actually start, you construct the skeleton of your diagram by adding a spine line and branching out to all 8 areas of your marketing process:

At this point, you realize you should probably sit down with your promotional team and examine the key factors affecting these categories.

After some inspired brainstorming, the ribs of your diagram look like this:

As your team sits back and analyzes their finished diagram, 2 key findings emerge:

• Instead of travelers, your existing customers are predominantly students who love your product but can’t afford – and don’t want or need – a larger, heavier, more expensive version
• The travelers your new product was geared toward can buy a similar quality pack for significantly less from your local competitor

Now that you have a better understanding of the reasons behind your new pack’s lack of success, you can create a plan to resolve the problem (possibly by sourcing less costly materials) and ensure you always perform sufficient marketing research in future.

Cause and effect diagram use cases

Crafting a simple cause and effect diagram template is the best way to shift your team’s focus from the symptoms associated with a problem, to the construction of a practical plan for meeting it head-on.

Here are some simple use cases that illustrate a few more common cause and effect diagram examples.

Company A wants to fix a product quality problem

Production quality at the company’s newest widget manufacturing facility is below that of other locations. After ruling out factors in common, the QC team meets to create a cause and effect diagram around two key areas – Mother Nature (environment) and Manpower (plant workers) – and makes some impactful discoveries: the new plant is located in a very humid location where skilled labor is limited.

Making process adjustments to correct for the humidity and ramping up training allows the company to normalize quality.

Company B wants to resolve an image setback

As a newer massage and body treatment spa, image is especially important to the company. After a promising start, however, customer reviews show their reputation for calm and relaxation has taken a hit. Management sits down to brainstorm the problem and, with the help of a fishbone diagram, resolves that recent renovations and staff turnover have combined to disrupt the spa’s serene surroundings.

The company makes a plan to both confine renos to off-days and improve employee engagement.

Company C wants to overcome a marketing challenge

With a full line of successful breakfast cereals under their belt, the company is at a loss as to why their latest cereal isn’t selling. Working with their marketing department, they use a cause and effect diagram tool to pinpoint the problem and conclude that the only real difference lies in the packaging.

The company creates several new packaging designs and polls their target audience to determine which holds the greatest appeal.

Remember, mapping your way out of a problem is the easiest way to see where you are, how you got there, and what the most promising route is to get back on track.

Downloadable cause and effect diagram templates from MindManager

Click the images below to access the cause and effect diagram example shared above, and a blank template created using MindManager. Click “Menu” in the bottom left corner of your browser window, and then click “Download” to get a copy of the template. Open the template in MindManager to start working.

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Cause and Effect Analysis

Identifying the likely causes of problems, (also known as cause and effect diagrams, fishbone diagrams, ishikawa diagrams, herringbone diagrams, and fishikawa diagrams.).

When you have a serious problem, it's important to explore all of the things that could cause it, before you start to think about a solution.

That way you can solve the problem completely, first time round, rather than just addressing part of it and having the problem run on and on.

Cause and Effect Analysis gives you a useful way of doing this. This diagram-based technique, which combines Brainstorming   with a type of Mind Map   , pushes you to consider all possible causes of a problem, rather than just the ones that are most obvious.

Click here   to view a transcript of this video.

About the Tool

Cause and Effect Analysis was devised by professor Kaoru Ishikawa, a pioneer of quality management, in the 1960s. The technique was then published in his 1990 book, " Introduction to Quality Control ."

The diagrams that you create with are known as Ishikawa Diagrams or Fishbone Diagrams (because a completed diagram can look like the skeleton of a fish).

Although it was originally developed as a quality control tool, you can use the technique just as well in other ways. For instance, you can use it to:

• Discover the root cause of a problem.
• Uncover bottlenecks   in your processes.
• Identify where and why a process isn't working.

How to Use the Tool

Follow these steps to solve a problem with Cause and Effect Analysis:

Step 1: Identify the Problem

First, write down the exact problem you face. Where appropriate , identify who is involved, what the problem is, and when and where it occurs.

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Then, write the problem in a box on the left-hand side of a large sheet of paper, and draw a line across the paper horizontally from the box. This arrangement, looking like the head and spine of a fish, gives you space to develop ideas.

In this simple example, a manager is having problems with an uncooperative branch office.

Figure 1 – Cause and Effect Analysis Example Step 1

(Click image to view full size.)

Some people prefer to write the problem on the right-hand side of the piece of paper, and develop ideas in the space to the left. Use whichever approach you feel most comfortable with.

It's important to define your problem correctly. CATWOE   can help you do this – this asks you to look at the problem from the perspective of Customers, Actors in the process, the Transformation process, the overall World view, the process Owner, and Environmental constraints.

By considering all of these, you can develop a comprehensive understanding of the problem.

Step 2: Work Out the Major Factors Involved

Next, identify the factors that may be part of the problem. These may be systems, equipment, materials, external forces, people involved with the problem, and so on.

Try to draw out as many of these as possible. As a starting point, you can use models such as the McKinsey 7S Framework   (which offers you Strategy, Structure, Systems, Shared values, Skills, Style and Staff as factors that you can consider) or the 4Ps of Marketing   (which offers Product, Place, Price, and Promotion as possible factors).

Brainstorm   any other factors that may affect the situation.

Then draw a line off the "spine" of the diagram for each factor, and label each line.

The manager identifies the following factors, and adds these to his diagram:

Figure 2 – Cause and Effect Analysis Example Step 2

Step 3: Identify Possible Causes

Now, for each of the factors you considered in step 2, brainstorm possible causes of the problem that may be related to the factor.

Show these possible causes as shorter lines coming off the "bones" of the diagram. Where a cause is large or complex, then it may be best to break it down into sub-causes. Show these as lines coming off each cause line.

For each of the factors he identified in step 2, the manager brainstorms possible causes of the problem, and adds these to his diagram, as shown in figure 3.

Figure 3 – Cause and Effect Analysis Example Step 3

Step 4: Analyze Your Diagram

By this stage you should have a diagram showing all of the possible causes of the problem that you can think of.

Depending on the complexity and importance of the problem, you can now investigate the most likely causes further. This may involve setting up investigations, carrying out surveys, and so on. These will be designed to test which of these possible causes is actually contributing to the problem.

The manager has now finished his analysis. If he hadn't looked at the problem this way, he might have dealt with it by assuming that people in the branch office were "being difficult."

Instead he thinks that the best approach is to arrange a meeting with the Branch Manager. This would allow him to brief the manager fully on the new strategy, and talk through any problems that she may be experiencing.

A useful way to use this technique with a team is to write all of the possible causes of the problem down on sticky notes. You can then group similar ones together on the diagram.

This approach is sometimes called CEDAC (Cause and Effect Diagram with Additional Cards) and was developed by Dr. Ryuji Fukuda, a Japanese expert on continuous improvement.

Professor Kaoru Ishikawa created Cause and Effect Analysis in the 1960s. The technique uses a diagram-based approach for thinking through all of the possible causes of a problem. This helps you to carry out a thorough analysis of the situation.

There are four steps to using the tool.

• Identify the problem.
• Work out the major factors involved.
• Identify possible causes.
• Analyze your diagram.

You'll find this method is particularly useful when you're trying to solve complicated problems.

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Comments (36)

• Over a month ago BillT wrote Hi AnotherFrancis, and Welcome to the Club! As with my response to Alex81, not everyone will find the example the most useful, as is the case with you. We appreciate your feedback. BillT Mind Tools Team
• Over a month ago AnotherFrancis wrote Nice article but, like Alex81, I didn't find the example to be very helpful.
• Over a month ago BillT wrote Hi Alex81, and Welcome to the Club! Thank you for your feedback on the Cause and Effect Analysis. I agree that not everyone may find the example the best way to demonstrate the resource. This diagram has also been known as the Ishikawa Diagram or Fishbone Diagram. You may find additional resources with better examples for you. Also, you may wish to post this in the Forums so that our members can provide their input into the topic. BillT Mind Tools Team

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Ishikawa Diagram: A Comprehensive Guide to Cause and Effect Analysis

In an ever-evolving business world, the ability to dissect problems and pinpoint their origins is invaluable. The Ishikawa Diagram, also known as the fishbone diagram, has established itself as a fundamental tool for cause-and-effect analysis, favored by businesses and individuals for its effectiveness in problem-solving. Its creation stems from the need for a meticulous approach to identifying root causes of issues within complex processes.

This article aims to provide a comprehensive guide to using the Ishikawa Diagram, offering readers an in-depth understanding of its components, significance, and practical application across various sectors. Enhanced by practical examples, this piece endeavors to empower individuals with problem solving skills training and promote understanding of online certificate courses that cover Ishikawa Diagrams and related methodologies.

Understanding the Ishikawa Diagram

Explanation of the core concepts of ishikawa diagram.

The core of the Ishikawa Diagram lies in its ability to represent complex cause and effect relationships in a structured and visual format. This visual tool elaborates on the interplay between numerous potential causes of a problem and the overall impact they have on a final outcome, commonly an issue or defect encountered in an organizational process. By articulating these relationships, stakeholders can dissect the problem into manageable parts and tackle them systematically.

Cause and Effect representation

At the heart of the Ishikawa Diagram is the principle that various factors, when combined, lead to an end result. This diagram is adept at shedding light on both large-scale and minute contributors to an issue, encouraging thorough exploration and discussion among team members. It fosters a more democratic problem-solving approach where multiple perspectives are considered and valued.

Diagram Structure

The structure of the Ishikawa Diagram is simplistic yet powerful. It starts with a problem statement at the head of the diagram, from which a central line, the "spine" of the fish, extends. Branching out from this spine are lines that depict major cause categories, which are further extrapolated into finer details through sub-branches.

Understanding the components of Ishikawa Diagram

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To construct and analyze an Ishikawa Diagram effectively, one must grasp the importance of each component. Each element serves a unique role in piecing together the puzzle of causality and effect.

The Head ('effect')

The head of the diagram is where the identified problem or 'effect' is stated. It is imperative that this is defined with clarity and specificity, as the accuracy of the whole analysis depends on a well-articulated problem statement.

Main Bone ('Cause Categories')

The main bone signifies the primary categories into which potential causes of the problem may be sorted. These typically represent high-level aspects of a process or system, such as materials, methods, machinery, manpower, measurement, and environment, often referred to as the 6 Ms in manufacturing contexts.

Fishbones ('causes')

Branching off the main bones are the 'fishbones,' which denote the specific possible causes. These are brainstormed and identified through team collaboration. As each team delves into the depths of these categories, the diagram expands, revealing an intricate web of causes that contribute to the central issue.

Importance and Benefits of Ishikawa Diagram

Importance in problem-solving and decision-making process.

The Ishikawa Diagram serves as a catalyst for problem-solving and decision-making, shedding light on the intricacies of issues that may otherwise go unnoticed. This diagram encourages teams to avoid jumping to conclusions, instead pushing for a systematic examination of what is occurring. As such, organizations are better equipped to form strategic decisions based on a comprehensive understanding of the factors at play.

Benefits in different sectors

The versatility of the Ishikawa Diagram renders it applicable across numerous sectors, each finding unique value in this analytical tool's capabilities.

Manufacturing industry

In the manufacturing sector, the application of the Ishikawa Diagram is crucial for quality control and continuous improvement. By identifying root causes of defects, manufacturing teams can implement targeted actions to reduce error rates and enhance product quality.

Service industry

For the service industry, the diagram helps in streamlining operations and elevating customer satisfaction. Service-related problems can be intricate with numerous subjective variables, but the diagram provides a framework to scrutinize these elements systematically.

Healthcare sector

The healthcare sector benefits immensely from the Ishikawa Diagram, particularly in patient care and safety. Medical teams employ this diagram to untangle complex medical errors or procedural inefficiencies, leading to improved patient outcomes and standards of care.

Steps to Constructing an Ishikawa Diagram

Defining the problem.

A fundamental step in creating an Ishikawa Diagram is to define the problem. This should be a clear, concise, and measurable statement that captures the essence of the issue at hand. A well-defined problem sets the stage for a focused analysis and successful identification of causes.

Drawing the framework

Once the problem has been defined, a horizontal spine is drawn on a large piece of paper or whiteboard, with the problem statement at the 'head.' This creates the central axis from which all other elements will branch out.

Identification of potential causes

In this collaborative phase, brainstorming takes center stage as team members suggest potential causes for the problem. These causes are then noted down, without judgment, to encourage a free flow of ideas and comprehensive exploration of possibilities.

Grouping causes into categories

The next step involves grouping the identified causes into major categories such as the aforementioned 6 Ms or any other relevant grouping that suits the context. This helps structure the analysis and makes the following steps more manageable.

Review and analyze the diagram

Finally, the team reviews and analyzes the completed diagram to identify patterns, relationships, and the most significant causes. It often leads to insightful revelations about the root causes of the problem and paves the way for developing solutions.

Practical Examples of Ishikawa Diagram Use

Example of ishikawa diagram in healthcare sector.

In healthcare, an Ishikawa Diagram might be used to analyze the root causes of a high infection rate post-surgery. Categories could include surgical techniques, sterilization protocols, and patient characteristics. This would lead to specific interventions aimed at reducing infection risks.

Example of Ishikawa diagram in Manufacturing industry

A manufacturer might employ the diagram to determine why a machine is repeatedly malfunctioning. Through methodical analysis, the team might find that the cause is not a defective part, as first suspected, but rather inadequate training of the machine operators.

Example of Ishikawa diagram in Service industry

In the service sector, a company could use an Ishikawa Diagram to understand why customer service complaints are rising. The analysis might reveal that the root issue is not the attitude of service representatives, but a problematic ticketing system that delays response times.

Common pitfalls and mistakes in the use of Ishikawa Diagram

Avoiding superficial causes.

One of the pitfalls in the use of the Ishikawa Diagram is the inclination to stop at superficial causes. Stakeholders must be encouraged to dig deeper beyond the first layer of potential issues to discover the true underlying factors.

Treating symptoms instead of causes

It's easy to confuse symptoms with causes in problem-solving. An effective Ishikawa Diagram analysis distinguishes between the two, ensuring that solutions address the root causes rather than temporary symptoms.

Overlooking less obvious causes

Another common mistake is overlooking less obvious causes that might not immediately stand out during brainstorming sessions. Continuous probing and reflection are necessary to ensure a holistic view of all potential contributors to the problem.

Recapitulation on the importance and application of Ishikawa Diagram

The Ishikawa Diagram stands as an essential tool in the arsenal of any organization or individual dedicated to effective problem-solving. Its systematic approach to identifying causes and effects is unparalleled in uncovering the often-complex roots of issues.

Encouragement for further learning and application

The power of the Ishikawa Diagram is harnessed fully only with practice and in-depth understanding. It is encouraged to seek out further learning opportunities, such as online certificate courses , to gain expertise in this and other problem-solving methodologies.

Online resources to learn more about Ishikawa Diagram

Individuals interested in enhancing their knowledge can take advantage of numerous online certificate courses that specialize in areas like Six Sigma, Lean Management, and Quality Control, all of which incorporate the Ishikawa Diagram into their curriculum.

With this guide, readers are now equipped with an understanding of the Ishikawa Diagram's history, structure, and application in real-world scenarios. It is my hope that this knowledge will enrich the readers' problem-solving repertoire and empower them to effectively dissect and tackle the challenges they may face in their professional endeavors.

What are the essential components of an Ishikawa Diagram and how do they contribute to effective cause and effect analysis?

The Ishikawa Diagram plays a vital role in management. It is also known as the Fishbone or Cause and Effect Diagram. One uses it to systematically identify potential factors causing an overall effect. This visual representation helps pinpoint root causes.

The Backbone - Problem Statement

The diagram starts with the problem statement. It is the head of the fishbone. Teams must define this clearly. They place it on the right side of the diagram. Every cause links back to this central issue.

Major Categories - Fishbone's Ribs

Then, come the major categories. They are the bones branching off the central arrow. These categories represent areas where causes may exist. Common categories include:

- Materials

- Measurements

- Environment

Yet, teams can adjust these to fit their needs.

Potential Causes - Smaller Bones

Under each category, teams list potential causes. These are the smaller bones. Each one links to a major category. They represent theories that merit further analysis or testing. Teams brainstorm to populate these branches.

Sub-causes - Finer Branches

Some causes may require even further detail. For such instances, sub-causes exist. They add depth to the analysis. Teams place them underneath primary causes. Here, complexity unravels.

The Analysis Process

With the structure in place, teams analyze. They use data and discussion. They look for patterns. The goal is to uncover the most likely root causes.

The Role of Team Collaboration

Team collaboration is central to this process. Each member brings unique insight. For an effective Ishikawa Diagram, diverse perspectives matter. They enrich the cause and effect analysis.

Benefits of an Ishikawa Diagram

Visual Clarity : The visual nature of the Ishikawa Diagram aids understanding.

Focused Discussion : With its structured approach, it keeps teams focused.

Encourages Root Cause Analysis : It pushes teams beyond symptoms to find the true cause.

Facilitates Communication : It provides a clear and common language for discussion.

In conclusion, the Ishikawa Diagram consists of a structured approach. It enables teams to dissect a problem effectively. Each component contributes to a robust cause and effect analysis. Thus, it remains an essential tool in the manager's toolkit.

How can one accurately interpret an Ishikawa Diagram and apply its insights to problem-solving scenarios?

The Ishikawa Diagram , commonly known as the fishbone diagram , aids in systematic problem-solving. Its primary use involves identifying potential factors causing an overall effect. It commonly applies to quality defect prevention and identification. One must approach the interpretation with structured analysis in mind.

Step by Step Interpretation

Identify the problem.

First, clearly state the problem. This forms the diagram's 'head'. Precision here offers clarity throughout the process. This step grounds the analysis in a specific issue.

Analyze the Main Causes

Next, draw lines from the problem. These represent the main categories of potential causes. Standard classifications encompass methods, equipment, people, materials, environment, and procedures. This structured approach ensures comprehensive analysis.

Drill Down to Specific Causes

For each main category, add 'bones'. These suggest specific causes. Inquiry here demands one ask "why" repeatedly. Such probing leads to root-cause identification.

Prioritize the Causes

Not all identified causes weigh equally. Prioritize these based on their potential impact. Techniques like Pareto analysis could prove invaluable here. This effort highlights areas that require immediate attention.

Applying Insights for Problem Solving

Verify your findings.

First, one must confirm the accuracy of identified causes. Data collection and testing play a crucial role here. Assumptions can lead astray; evidence guides to truth.

Brainstorm Solutions

Once verified, gather stakeholders for solution brainstorming. Diverse perspectives enrich the pool of potential solutions.

Develop Action Plans

Choose plausible solutions and develop action plans. Assign responsibilities and deadlines. This organized approach promotes accountability and effective implementation.

Monitor and Control

Finally, implement the chosen solutions. Monitor the results closely. Adjustments are often necessary; adaptability remains key.

The Ishikawa Diagram offers a robust framework for problem-solving. It visually organizes causes and stimulates a collaborative approach. Accurate interpretation and application of its insights hinge on methodical and data-driven analysis. It equips teams with the capacity to unearth and address complex causes behind problems, streamlining the path to impactful solutions.

How does the Ishikawa Diagram differentiate and organize causes, sub-causes, and effects within a process or system under scrutiny?

The Ishikawa Diagram, often termed as the cause-and-effect diagram, serves a pivotal role. It structures the identification of potential factors causing an effect. Kaoru Ishikawa developed this tool. It assists teams in categorizing the sources of a problem.

Organizing Causes and Sub-Causes

This diagram employs a distinctive visual layout resembling a fishbone. It encourages analytical thinking. Each 'bone' represents a main category of cause. These categories often include Environment, People, Methods, Machines, Materials, and Measurements. However, the diagram remains versatile, adapting to various situations.

Categories serve as starting points for brainstorming. Within each main 'bone', teams list potential causes. Here, sub-causes interconnect with their primary causes. The structure thus clarifies how sub-causes relate to larger issues. This visual arrangement provides clear pathways from effect to root causes. It helps in avoiding a superficial understanding of the problem.

Differentiating Between Levels of Causes

The diagram's hierarchical nature is key to its effectiveness. It neatly distinguishes between different levels of causes. Primary categories form the main bones connecting directly to the spine. This spine represents the problem or effect under scrutiny.

Sub-causes, then, branch out from these main categories. They provide a more granular view of the issues. This clarifying process continues, with sub-causes possibly having their own 'sub-sub-causes'. It leads to a layered analysis, ensuring thorough scrutiny. Each subsequent layer digs deeper into the details of the causal factors.

The Effect at the Head of the Diagram

The final effect, or the problem to be solved, situates at the head of the fishbone. This layout compulsorily traces all the bones back to the head. It emphasizes that each cause, no matter how small, contributes to the overall problem. The visual cue reinforces the importance of each factor. It points to the interconnectedness of causes and their cumulative impact on the effect.

Advantages of Using Ishikawa Diagrams

The Ishikawa Diagram holds several advantages. It fosters a comprehensive approach to problem-solving. The diagram visually organizes the complexity of systems. It aids teams in avoiding oversight of critical factors. Through its structured approach, discussions remain focused.

Moreover, it serves as a collaborative tool. As teams work together to fill in potential causes, the diagram cultivates collective understanding. The Ishikawa Diagram acts not just as an analytical tool but also as a facilitator of team-based problem resolution.

Moving Beyond Categorization to Solutions

While categorization is central, the Ishikawa Diagram also sets the stage for solutions. Once the team has detailed the causes and sub-causes, it moves towards action. The diagram facilitates the identification of areas for improvement.

In conclusion, the Ishikawa Diagram offers a rigorous framework. It adeptly differentiates and organizes causes, sub-causes, and effects. Such differentiation ensures a meticulous breakdown of complex issues. It empowers teams in their quest to identify, understand, and resolve root causes. The diagram stands as a testament to precision in the problem-solving process.

He is a content producer who specializes in blog content. He has a master's degree in business administration and he lives in the Netherlands.

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Solving Problems With Cause and Effect Analysis

How to use cause and effect diagrams.

By the Mind Tools Content Team

Cause and Effect Analysis is a technique that helps you identify all the likely causes of a problem. This means that you can find and fix the main cause, first time around, without the problem running on and on.

The diagrams you create with this type of analysis are sometimes known as fishbone diagrams, because they look like the skeleton of a fish. The technique was developed by Professor Ishikawa in the 1960s.

To solve a problem with this technique, write down your problem in a box on the left-hand side of a piece of paper. Then draw a straight line from the box to the other side of the paper.

Once you've written down the problem, draw several lines that extend out from your long horizontal line. You're now going to brainstorm all of the factors that could be contributing to this problem. These may be systems, equipment, materials, external forces, people involved with the problem, and so on.

In this example, which looks at the issue of high staff turnover, the possible factors are management, the working environment, training and development, the corporate culture, and pay.

When you've brainstormed possible factors, draw several horizontal lines that extend outward from each one. You're now going to brainstorm possible causes of the problem, related each factor.

In this example, possible causes could be that managers micromanage their teams. They may not spend enough time on site. Or, they may not provide team members with the guidance they need to do their jobs effectively.

You repeat this for each of the factors that you identified in the last step, until you've identified all possible causes of the problem. From here, you can review all of these to identify the most likely cause.

Now, read the article that accompanies this video to learn more about Cause and Effect Analysis.

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Cause and effect diagrams: A Guide

Table of Contents

What is a cause and effect diagram.

A cause and effect diagram is a powerful visual tool that helps identify and organize potential causes of an issue or effect. Also known as a fishbone diagram or Ishikawa diagram, it's widely used in many industries to identify the root causes of issues.

The diagram consists of a central spine, resembling a fishbone, with branches that represent different categories of potential causes. The categories can vary based on the context and nature of the problem.

For example:

In manufacturing, the categories may include people, machines, materials, methods, and the environment.

In healthcare, the categories may include patients, processes, equipment, environment, and staff.

Why use the cause and effect diagram?

The cause and effect diagram is an effective diagramming tool that can help teams tackle complex problems and improve their problem-solving capabilities.

Here are some benefits of using a cause and effect diagram:

It helps teams identify the root cause(s) of a problem, which is crucial for developing effective solutions to address the issue.

The diagram enables teams to leverage diverse perspectives and insights by encouraging collaboration and participation from team members. This helps them to arrive at a more comprehensive understanding of the problem.

The diagram can be used across various industries and sectors, making it a versatile tool for problem-solving and decision-making.

A fishbone diagram can help streamline a free workflow process by identifying bottlenecks or inefficiencies in a process.

Key concepts of cause and effect diagrams

Cause and effect diagrams are a useful tool for problem-solving. However, it's essential to understand their limitations and underlying concepts.

Visual representation of factors contributing to an observed effect

Cause and effect diagrams start with the effect at the center of the diagram, represented by a box or a circle. Then, branches get drawn out from the center, representing possible causes of the effect. This helps teams to identify multiple factors that contribute to an observed effect.

Each branch is a category of causes, such as “manpower,” “machine,” “method,” “measurement,” or “material.”

The branches are further divided into smaller sub-branches that represent specific causes. The diagram can be as simple or as complex as needed, depending on the problem at hand.

Interrelationships among causal factors are clearly shown

This type of diagram can help teams identify the relationships between different factors contributing to the observed effect.

By organizing the possible causes into categories and subcategories, the diagram can reveal the interdependencies among them. This can be particularly helpful when analyzing complex problems.

For example, a healthcare team uses a cause and effect diagram to identify the potential causes of patient falls in a hospital.

The diagram could show multiple branches with subcategories, such as:

Environmental factors

Medication-related factors

Patient-related factors.

The team identifies that patient confusion, environmental factors, and medication side effects can all contribute to falls, and they're interrelated.

One causal factor may appear in several places

A single factor may contribute to the observed effect in multiple ways.

The cause and effect diagram can help identify multiple pathways. It does this by showing where a single factor appears in different categories or subcategories.

A manufacturing team uses a cause and effect diagram to identify the causes of product defects. The diagram shows that a faulty machine part may contribute to defects in the product's size, shape, and color, as well as affect the machine's overall performance. The team realizes that addressing the faulty machine parts could significantly impact the final product's quality.

It’s qualitative and hypothetical

While cause and effect diagrams can provide a valuable visual representation, their qualitative and hypothetical nature limit them.

The diagram doesn't provide any quantitative data, making it difficult to prioritize and compare different possible causes.

However, even with these limitations, the diagram can still be useful as a brainstorming tool for identifying possible causes and interrelationships.

How to create a cause and effect diagram

Creating a cause and effect diagram is a straightforward process that can help teams identify and address problems.

Here are the steps for creating a cause and effect diagram:

1. Identify the problem that needs to be addressed

The first step in creating a cause and effect diagram is to clearly identify the problem that needs to be addressed.

This problem should be clearly defined and specific so that the resulting diagram can accurately reflect the potential causes.

2. Determine the effect that is being observed

After identifying the problem, the next step is to determine the observed effect. This effect is typically a symptom of the underlying problem, and understanding it's crucial to identify the potential causes.

3. Brainstorm potential causes and categorize them into different groups

Once you have identified the problem and effect, the team can begin to brainstorm potential causes. These causes can then be categorized into different groups, such as people, processes, equipment, or materials.

4. Draw the cause and effect diagram using a visual tool like Miro

With potential causes identified and categorized, the team can then draw the cause and effect diagram using a visual tool like Miro.

This diagram should have the effect at the center and the different categories of potential causes branching out from it.

Miro has both a fishbone diagram template that is are easy to customize and will help you get started in no time.

5. Review and refine the diagram with input from team members

Finally, the team should review and refine the cause and effect diagram with input from team members.

This feedback can help to identify any missing causes, refine the categorization of causes, and ensure accuracy.

Importance of involving all team members in the process

Involving all team members in the creation of a cause and effect diagram is crucial for identifying and addressing the root causes of a problem.

Each team member brings a unique perspective and expertise to the process, which can result in identifying more potential causes and the evolution of better solutions.

Additionally, involving all team members fosters a sense of ownership and credibility. It can also improve communication and collaboration, leading to more effective problem-solving.

Next, let’s look at how you would make one.

Example of a simple cause and effect diagram and how it was created

To illustrate the process of creating a simple cause and effect diagram, let's consider a scenario.

In this example, we'll create a cause and effect diagram to understand why 40% of users cancel their subscriptions after the first month.

First, we identified the problem: a high cancellation rate after the first month of a subscription.

Next, we determined the effect that was being observed: 40% of users were canceling their subscription after the first month.

We then brainstormed potential causes and categorized them into different groups, including:

Customer Service

Product Quality

We identified the Customer Service category subcategories, such as‌ 'Difficult to Contact,' 'Unhelpful Support Staff,' and 'Long Wait Times.'

We identified subcategories for the Product Quality category, such as 'Technical Issues' and 'Poor User Experience.' For the Price category, we identified subcategories such as 'High Cost' and 'Hidden Fees.' And for the Marketing categories like 'Misleading Information' and 'Inaccurate Targeting.'

After categorizing the potential causes, we drew the cause and effect diagram using a visual tool like Miro. We then reviewed and refined the diagram with input from team members.

The resulting cause and effect diagram showed that the primary causes of the high cancellation rate were 'Difficult to Contact' and 'Poor User Experience.' These issues were further refined by analyzing the subcategories and identifying specific actions that could be taken to address them.

In the next section, we'll discuss how to analyze and interpret the diagram to identify the most likely causes of the problem.

How to analyze and interpret a cause and effect diagram

After creating a cause and effect diagram, the team needs to review it and identify potential causes that most likely contribute to the problem.

Several techniques can be used to analyze the diagram.

Techniques for analyzing and interpreting the diagram

One technique is to look for patterns or clusters of related causes. For example, if multiple causes in different categories all relate to a particular aspect of the problem, that may suggest that this is a particularly important area to investigate further.

Another technique is identifying potential causes that appear multiple times or in different categories. This can highlight the most important factors contributing to the problem and suggest areas where solutions could be targeted.

Teams can also use hypothesis testing, looking for evidence to support or disprove each potential cause. By testing hypotheses, the team can identify which potential causes are most likely to be the root cause(s) of the problem.

The goal of analyzing the diagram is to identify the most likely root cause(s) of the problem, which can then be addressed with targeted solutions.

Importance of considering both direct and indirect causes

It's essential to consider both direct and indirect causes when analyzing a cause and effect diagram. Direct causes are factors that directly contribute to the observed effect, such as malfunctioning machines. Indirect causes refer to underlying factors, such as insufficient training, that may not be immediately obvious.

An example could be a production problem caused by a broken machine and an untrained operator. While fixing the machine is a direct solution, providing the operator with proper training is indirect.

Addressing indirect causes can be more effective in the long term since they can have a wider impact and can contribute to solving future problems. So, considering both direct and indirect causes can help the team develop more effective solutions to the problem.

Example of a complex cause and effect diagram

A complex cause and effect diagram may include multiple categories with many potential causes or represent a system with many interrelated parts. For instance, a diagram related to supply chain management could include categories such as logistics, inventory, and procurement, with dozens of potential causes under each category.

To analyze such a diagram, the team would need to use techniques like:

Looking for patterns or clusters of related causes

Identifying potential causes that appear multiple times or in different categories

Testing hypotheses by looking for evidence to support or disprove each potential cause

Since complex diagrams can be overwhelming, involving all team members in the analysis is important. This ensures that different perspectives and knowledge can contribute to identifying the root cause(s).

After analyzing the diagram, the team should have a better understanding of the most likely root cause(s) of the problem. This information can then be used to develop targeted solutions to address the problem and prevent it from occurring again.

Use Miro to build an effective cause and effect diagram

Whether you're mapping out the root causes of a problem or analyzing the consequences of an action, Miro makes it easy so visually and collaboratively create a cause and effect diagram.

Using intuitive drag-and-drop functionality you can easily add and connect elements, label branches, and customize your diagram to suit your specific needs. Collaborate in real-time with your team, regardless of their location, and benefit from their insights as you build a comprehensive diagram. Sign up for free to get started!

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• Cause and Effect Diagrams: A Problem-Solving Technique

A comprehensive guide to understanding and utilizing cause and effect diagrams for problem solving and root cause analysis.

Cause and effect diagrams are a powerful problem-solving technique that can help you identify the root cause of any issue, from small everyday annoyances to complex organizational problems. By following a systematic process of gathering data, analyzing it and then developing solutions, cause and effect diagrams can be used to effectively tackle any problem that you may face. This article will provide an overview of the cause and effect diagram technique, outlining how it works and the steps involved in using it. We will also look at some examples of how it can be used to solve a variety of problems. When trying to solve a problem, it is important to break down all the possible causes.

A cause and effect diagram is a visual tool used to represent all the possible causes of a problem or event. It can be used to brainstorm different causes in order to identify the root cause of a problem. The process of creating a cause and effect diagram begins by identifying the problem or event, then listing all the possible causes that could be contributing to it. The causes can then be grouped together into categories.

For example, if the problem is a defect in a product, the categories might include “materials”, “suppliers”, “manufacturing process”, “transport”, etc. After the categories have been identified, arrows can be added to show the relationship between each cause and the effect. Once the cause and effect diagram is complete, it can be used to identify potential causes and solutions. By looking at the diagram as a whole, it is possible to identify which causes may have the most impact on the problem.

This can help narrow down potential solutions and make it easier to identify the root cause of a problem. There are several benefits of using cause and effect diagrams in problem-solving. First, they provide an organized way of looking at problems. By breaking down each component of the problem, it is easier to identify potential causes and solutions. Second, cause and effect diagrams can help individuals think more creatively about problems.

Benefits of Cause and Effect Diagrams

• they are useful for documenting problems and their solutions, which can be helpful when troubleshooting future issues., creating a cause and effect diagram.

Next, list all possible causes that could contribute to the problem or event. This includes both direct and indirect causes. Then, similar causes should be grouped into categories . This helps to narrow down the potential causes and makes the diagram easier to read.

After this, arrows should be added to show the relationship between each cause and the effect. Finally, the diagram should be reviewed as a whole to identify potential causes and solutions . Cause and effect diagrams can be an invaluable tool for problem solving and root cause analysis. By taking the time to create a diagram, individuals can better understand the various factors that may be contributing to a problem or event and identify potential solutions.

Cause and effect diagrams are an invaluable tool for problem solving and root cause analysis. By organizing problems into component parts, they allow individuals to think more creatively and identify potential causes and solutions more effectively. Furthermore, they provide a documented record of the problem and its solution for future reference. By following these steps, individuals can use cause and effect diagrams to effectively solve problems.

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How to Use Cause and Effect Analysis to Solve Business Problems

Updated on: 24 July 2023

Every business has its own problems, big and small.

A problem in your business can be an opportunity for the business to grow or can be the setback that leads to failure. It all depends on how you embark on problem-solving.

A good way of preventing the occurrence of undesirable things is by proper analysis of the business situation, identification of the root causes and solving the situation. Hence the need to have an efficient and effective cause and effect analysis . Here we offer you a clear guide on how to go about it.

How to Do a Cause and Effect Analysis

Cause and effect analysis is also known as a fishbone diagram . It was developed by Professor Kaoru Ishikawa, a pioneer professional in the field of quality management in the 1960s.

The diagram is called fishbone as its final look is in the form of a fishbone. It was initially used for quality improvement but it can also be helpful in analyzing business processes through the identification of its causes and hindrances, as well as on ways to improve it.

The cause and effect analysis basically involves two key steps which are looking backward and looking forward.

• In looking backward, the analysis focuses on identifying areas in which mistakes were made or money was lost. It looks into what had happened before. In identifying where the issues are, you are able to work towards avoiding the problem in the future. Another advantage of this is that, you’ll be able to replicate a positive outcome.
• Looking into the future and planning for it, the analysis seeks to find workable solutions that are to be implemented in the future and build on the future success of the business. This analysis enables you to determine your future outcome by planning what to do now to achieve it.

This method is unique in that it encourages creative thinking as well as brainstorming in the process of breaking down issues and aligning them in the process of finding its solutions.

Among the key advantages of this method is that it ensures that you don’t seek out to solve the wrong problems, it also ensures that you solve the problem well enough for it to go away.

Step 1: Problem Identification

The way to use this tool is very simple. You first need to identify the problem area that needs analysis. A good way to do this is by giving a brief description of the current business situation and the consequences as well as the reasons for why they occurred.

Here you can replace the problem with a goal that you want to achieve. For instance, high profitability. You need to be very specific about the problem that you’re facing as this forms the basis of your analysis. If the identification is wrong, then the analysis also tends to be wrong.

You should also identify the people involved as well as what the exact problem is and how it occurs. For example, low productivity due to absenteeism especially in the production department, which includes production personnel and the line manager, for the period from January to November 2017.

Step 2: Main Problem Causes

The next step is identifying the main causes of the problem, for example, the people, the procedures your business utilized as well as the materials or equipment. Here, you will need to do a lot of brainstorming to come up as many reasons as you possibly can.

You can use various models to help you identify as many problems as you can in a clear manner. For example, the McKinsey 7S Framework which includes, Strategy, Systems, the business Structures, Shared values of the business, Staff, Skills, and Style.

Step 3: Identify Plausible Sub-causes of the Main Causes

Thereafter, you can narrow down to further plausible causes of the main problems that you’ve listed. This is important for the problem-solving stage of analyzing the diagram, as you will know what to do exactly to rectify the situation. This can include issues like wrong norms and values that could be as a result of poor training of employees.

Step 4: Analyze the Diagram

By now, your diagram should be showing all the main and minor causes that you’ve thought of.

Depending on how complex the information is, you can do a much deeper investigation on the causes. This can be by conducting a survey as well as drawing up questionnaires.

For example, you can ask your employees to fill in a survey on how much they understand the products you sell in your business. The information you get from this will help you build upon areas of training in order to address the problem of lack or insufficient knowledge.

From here, a corresponding step is developing an action plan with clear priorities that can be implemented immediately. This is made simple as the plans can comprise of actions to solve the subproblem causes.

For the action plan to be effective, it needs to be clear and to be executed aggressively. For example, a sub cause like lack of staff morale can be turned into an action plan, which will be giving incentives for staff motivation, hence, improved productivity and in turn higher profitability which was the main goal.

Ready to Use Cause and Effect Analysis in Business Problem-Solving? 

The cause and effect analysis uses brainstorming and critical analysis by way of visual representation to enable problem-solving .

The main problem is drawn out on the left while the main causes are drawn out an extension of the problem. This then calls for a look at the sub causes which are written out as branches of the main problems.

Various models are also used as a guide to identifying the problem-causes. The models look into various business elements including, the people relation the processes, the systems and equipment use, the management as well as the general organizational structure.

Among the advantages of this analysis method include correct identification of problem-causers hence proper problem-solving, better visualization and hence the effectiveness of the problem-solving process.

Would you like to try drawing up your own Fishbone Diagram ?

BIO : Lori Wade is the content writer and a career specialist for college students. She is a content marketer, sharing experience in writing, education, and self-development in her publications, for example, https://eliteessaywriters.com/blog/toefl-essay-topics/ . Connect with her on Facebook and follow her on Twitter .

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Thanks for sharing your thought! Helps me a lot to do the same thing in my company. I agree that before you decide what o plan you need to have to weigh its cause and effect.

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Practical Examples Of Cause And Effect Analysis In Action

A cause and effect analysis is a systematic approach used to identify, explore, and display the possible causes of a specific problem or effect.

It is a critical tool in problem-solving and decision-making processes, particularly in the workplace.

This guide will provide a comprehensive understanding of how to complete a cause and effect analysis, its features, benefits, challenges, and practical examples.

What is a Cause and Effect Analysis?

A cause and effect analysis, also known as a Fishbone Diagram or Ishikawa Diagram, is a visual tool used to systematically identify and present all possible causes of a problem, allowing teams to study the root causes and effects of a situation.

It helps in brainstorming, organizing, and presenting the causes, facilitating a thorough investigation into the major factors at play.

9 Steps in Completing a Cause and Effect Analysis in the Workplace

• Identify the Problem: Clearly define the problem or effect to be analyzed. It should be specific, measurable, and written in a problem statement.
• Draw the Backbone: Draw a horizontal arrow pointing to the right, representing the ‘fish’s spine,’ and write the problem at the ‘fish’s head.’
• Identify the Major Cause Categories: Identify the major factors that could contribute to the problem. These are drawn as ‘bones’ off the spine. Common categories include People, Methods, Machines, Materials, Environment, and Measurements.
• Identify Possible Causes: For each major category, brainstorm possible causes. These are the ‘smaller bones’ attached to the major bones.
• Analyze and Group Causes: Group similar causes together under more encompassing categories if necessary.
• Prioritize Causes: Rank the causes based on their impact and frequency. This helps in focusing on the most critical causes.
• Investigate the Root Cause: Dig deeper into the highest priority causes to find the root cause.
• Develop Action Plans: Develop strategies to address the root causes identified.
• Implement and Monitor: Implement the action plans and monitor the results, adjusting the plans as necessary.

Features, Benefits, and Challenges with a Cause and Effect Analysis

• Visual representation of causes
• Categorization of causes
• Prioritization of causes
• Encourages team collaboration
• Facilitates root cause identification
• Supports strategic planning
• Requires thorough understanding of the problem
• Can become complex with many causes
• May overlook less obvious causes

Tips and Techniques of Using a Cause and Effect Analysis

• Be specific when defining the problem.
• Involve team members from different areas for diverse perspectives.
• Use data to support or refute potential causes.
• Keep the diagram simple and focused.
• Review and update the diagram as new information becomes available.

8 Examples of a Cause and Effect Analysis in the Workplace

• Production Delays: Analyzing the causes of delays in a manufacturing process.
• Employee Turnover: Understanding the reasons behind high employee turnover.
• Customer Complaints: Investigating the root causes of customer complaints.
• Sales Decline: Identifying the factors causing a drop in sales.
• Project Failures: Exploring the reasons behind project failures.
• Equipment Failures: Studying the causes of frequent equipment breakdowns.
• Quality Issues: Analyzing the causes of quality issues in products or services.
• Safety Incidents: Understanding the reasons behind workplace safety incidents.

A cause and effect analysis is a powerful tool for identifying the root causes of problems in the workplace.

By understanding its steps, features, benefits, and challenges, and by applying the tips and techniques provided, teams can effectively use this tool to improve their problem-solving and decision-making processes.

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Cause-Effect Analysis

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The cause-effect analysis is a systematic method for identifying and investigating problems or defects in processes. It helps to determine the causes of a particular problem or event and to understand the relationship between these causes and their effects on the system. The analysis aims to solve the underlying problems and bring about improvements in the affected processes.

Detailed Contents

The cause-effect analysis is an important approach in the field of quality management and process optimization. It is also referred to as a cause-and-effect diagram, fishbone diagram, or Ishikawa diagram. The term cause-effect analysis goes back to the Japanese chemical engineer Kaoru Ishikawa, who developed this method in the 1960s.

Basic Principles and Objectives

The cause-effect analysis is based on the assumption that problems and defects in processes can be traced back to specific causes that can be identified and eliminated. The main objectives of the analysis are:

• Identifying the main causes of a problem or defect
• Investigating the relationships between causes and effects
• Developing approaches to eliminate the causes and improve the processes

Procedure for Cause-Effect Analysis

The cause-effect analysis follows a structured approach that takes place in the following steps:

• Problem Definition: First, the problem or defect to be investigated is precisely described and defined. This ensures that the analysis focuses on the relevant aspects.
• Creation of the Cause-Effect Diagram: Subsequently, a diagram is created that represents the possible causes and their effects on the problem. The causes are divided into main and secondary causes and shown in a fishbone diagram. The main causes are usually divided into the following categories: people, methods, machines, materials, environment, and management.
• Identification of Main Causes: Through systematic analysis of the diagram, the main causes of the problem are determined, taking into account possible interconnections and dependencies between the causes.
• Development of Solution Approaches: Based on the identified main causes, measures are developed to eliminate the causes and improve the affected processes.
• Implementation and Control : The developed solutions are put into practice and their effectiveness is checked. The cause-effect analysis can also be used for the continuous improvement of processes.

Areas of Application and Benefits

The cause-effect analysis is used in various areas, such as in production, quality management, project management , or customer service. It offers the following benefits:

• Determining systemic causes for problems and defects
• Promoting systematic and structured thinking in problem-solving
• Involving all persons and departments involved in the analysis process
• Improving process quality and reducing errors and problems

Example of a Cause-Effect Analysis

An example of the application of cause-effect analysis is the investigation of quality problems in a company's production. Suppose there is an increased occurrence of defective products leading to complaints. In this case, cause-effect analysis could help identify the reasons for these defects and initiate appropriate improvement measures.

The cause-effect analysis is an effective method for identifying and eliminating problems and defects in processes. By systematically investigating the causes and their effects on the system, sustainable improvements can be achieved. The use of the analysis is suitable for companies and organizations that want to increase their process quality and efficiency.

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Cause and Effect Analysis Diagram

Cause and Effect Analysis Diagram: this article provides you with a practical explanation of the Cause and Effect Analysis Diagram . Next to what it is, this article also highlights two differnt tools to perform this type of analysis, the steps and an example. After reading, you will understand the basics of this problem analysis tool. Enjoy reading!

What is a Cause and Effect Analysis?

Each organisation has its own problems, big and small. A problem within an organisation can be either a chance to grow, or a setback that leads to failure. Which of the two it ends up being depends on how the problem is solved.

An effective method to prevent undesirable outcomes is to conduct a proper analysis of the situation, establish the causes of the problem, and subsequently developing a fitting solution for the situation.

For a Cause and Effect Analysis, the analyst sums up and analyses all the potential causes and effects of the identified problem, after which the analyst generates and sorts through various hypotheses about the problem’s potential causes.

The most frequently used methods to process and draw connections between large amounts of information involve the use of cause-and-effect diagrams.

Cause and Effect Analyses enable problem solvers to broaden their minds, and to look at the bigger picture with regards to the problem. Aside from reflecting the causes standing in the way of the desired outcome, cause-and-effect diagrams can also be used to map out the necessary factors for achieving this desired outcome.

Two tools for setting up a Cause and Effect Analysis

Fishbone diagram as a cause and effect analysis.

In the ’60s of the last century, professor Kaoru Ishikawa , a pioneer in the field of quality management, developed his Cause and Effect Analysis diagram. This analysis is also known as the Ishikawa diagram, Ishikawa, or Fishbone diagram .

It is called that because of the resemblance of the finished diagram to a fish bone. The diagram was initially used for quality improvement, but soon proved a highly effective problem analysis tool as well, used to analyse the causes of impediments within corporate processes, as well as potential way to improve these processes.

The Cause and Effect Analysis entails two important steps which enable the problem solver to both look back and ahead in time. In looking back, the analysis is geared towards identifying the areas where mistakes were made, or money was lost. This is how the diagram helps understand what happened before.

By establishing the causes of the problem, the problem solver is able to work towards swiftly solving, or entirely avoiding, future instances of it.

When looking ahead, the analysis attempts to find workable solutions that can be easily implemented in the future as a means to build upon the success of the organisation.

Fishbone Diagram Steps

The fishbone diagram can be drawn up using the steps below. Or you can download a free fishbone diagram template here and fill it out by following the steps below:

Step 1: Identify the problem

Write down the exact problem situation: Identify who is – or was – involved, what the problem is, where, and when it occurs. Next, briefly summarise the problem on the left side of a large sheet of paper and draw a long horizontal line across the length of the sheet.

This setup resembles the head and spine of a fish and ensures that there will be space both on top and on the bottom to develop ideas.

Step 2: Elaborate on the key factors of the problem

Establish which factors likely make up a part of the problem. These might be systems, but also equipment, materials, external parties, or people involved in the problem. A helpful tool to do this, is the McKinsey 7S framework . Brainstorm about all the potential factors that might influence the situation, drawing a line across the spine of the Fishbone diagram for each one. Label every subsequent line.

Step 3: Identify potential causes

Evaluate each factor from step two for potential causes of the problem that might correlate with these aforementioned factors. Note down these potential causes as shorter lines coming off of the ‘vertebrae’ of the fish bone. For far-reaching or complex causes, it is possible to subdivide into sub-causes that each have their own causal line.

Step 4: Analyse the Cause and Effect Analysis diagram

The final step entails an analysis of the entire diagram, containing all the potential causes of the problem. Dependent upon the complexity and the importance or impact of the problem, the most likely causes may warrant closer inspection. This can be done via further research or surveys. Which potential causes actually contribute to the problem can be tested like this.

Five Whys method

The Five Whys method or 5 Whys Analysis also aids in establishing the cause and effect of a problem situation. Whereas the Fishbone diagram can offer solutions to a problem with known causes, the Five Whys method shines in situations where the true cause of a problem is still unclear.

The use of the Five Why’s method is a simple way to solve an established problem without need for a large-scale, highly detailed investigation. The method is also referred to as the Why Tree, and it enables the problem solver to peel back multiple layers of a problem via the repeated asking of the question ‘why?’

This technique was originally developed by Sakichi Toyoda and utilised by the Toyota Motor Corporation in the testing of manufacturing methods.

Five Whys Steps with example

Carry out a Five Whys analysis via these five steps:

Step 1: Note down the specific problem

By describing the problem, it can be precisely and comprehensively formulated. In case a specific team is designated to solve the problem, the description will ensure that they are all on the same page, concentrating on the same problem.

Step 2: Ask why

Note down why the problem is occurring right below the description of the issue. Should the answer to this question fail to give a clear enough cause, move on to step 3.

Step 3: Continue asking why

Ask why with regards to the answer of step 2 and write the new answer below it.

Step 4: Repeat step 3 until the cause has been identified

Should there still be a lack of clarity as to the problem’s cause, the question of why needs to continue being asked. The cause might be identified after 2 times, or it might take 8 times.

Cause and Effect Analysis tips and Focus areas

• Utilise the Fishbone diagram to keep the team’s focus on causes instead of symptoms.
• Utilise the Five Whys method if the true cause isn’t known yet.
• Keep enough room open between the different categories of the Fishbone diagram for potential adjustments.
• Consider a brainstorming session to think about the problem and its causes, making the participants put down their thoughts on post-its.
• Combine the Five Why’s method with the Fishbone diagram to still be able to discern the cause in spite of disappointing initial results.
• Be careful about premature assumptions with regards to causality. Question whether or not connections can be proven or not.

It’s Your Turn

What do you think? Do you recognise the explanation about the different kinds of cause-and-effect analysis? Do you use the Five Whys method or the Ishikawa Diagram? What do you feel are the factors that contribute to an effective resolution of problem situations? Do you have any tips or additions?

Share your experience and knowledge in the comments box below.

More information

• Feld, W. M. (2002). Lean manufacturing: tools, techniques, and how to use them . CRC Press.
• Ishikawa K. & Loftus, J.H. (1990). Introduction to quality control . Tokyo, Japan: 3A Corporation; 1990.
• Martin, J. (2006). Lean six sigma for supply chain management . McGraw Hill Professional.

How to cite this article: Janse, B. (2018). Cause and Effect Analysis Diagram . Retrieved [insert date] from ToolsHero: https://www.toolshero.com/problem-solving/cause-and-effect-analysis/

Original publication date: 04/09/2018 | Last update: 10/30/2023

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Ben Janse is a young professional working at ToolsHero as Content Manager. He is also an International Business student at Rotterdam Business School where he focusses on analyzing and developing management models. Thanks to his theoretical and practical knowledge, he knows how to distinguish main- and side issues and to make the essence of each article clearly visible.

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Cause and Effect Analysis Toolkit

Cause and effect is a relationship between events or things, where one is the result of the other or others. This is a combination of action and reaction. A cause-and-effect analysis generates and sorts hypotheses about possible causes of problems within a process by asking participants to list all of the possible causes and effects for the identified problem.

The 5 Whys is a simple tool used to help you understand what’s causing a problem by using an iterative interrogative technique to explore the root cause underlying a particular problem. As the name suggested, 5 Whys takes five iterations of asking “Why” to drill down from one symptom to another until you reached the root cause (Sometimes asking “Why?” five times is too many, and sometimes you need to ask it more than five times). Use the 5 Whys when you want a simple way to dig for a deeper understanding of the root cause of a problem, so you can better address it.

• It doesn’t require high-tech or complicated tools.
• It can be done relatively quickly.
• It can foster teamwork and a common understanding of a problem.

Edit this diagram template

5 Whys Example – Machine Failure

A machine suddenly stopped, then follow this clue to follow a series of step-by-step pressing questions:

Q: “ Why doesn’t the machine turn?”

Answer: “Because the fuse is broken.”

Q: “ Why does the fuse break?”

Answer: “The current is too high due to overload.”

Q: “ Why is it overloaded?”

Answer: “Because the bearings are not lubricious enough.”

Q: “ Why are the bearings not lubricating enough? ”

Answer: “Because the oil pump cannot suck the lubricant. ”

Q: “ Why can’t the oil pump suck up the lubricant? ”

Answer: “Because the oil pump will cause severe wear and tear. ”

Q: “ Why does the oil pump cause severe wear? ”

Answer: “Iron dust was mixed in because the oil pump was not equipped with a filter. ”

After asking this, the water came out, and the final cause was found!

5 WHYS Root Cause Analysis Example – Car Won’t Start

Edit this 5-Whys example

The 5W1H analysis is a method of thinking that has been widely used in business management, daily work life, and learning. It was extended from the “5W analysis” proposed by American political scientist Harold Lasswell and was first used for the management of production projects in enterprises.

5W + 1H proposes Problem ( What ), reasons ( Why ), place ( Where ), time ( When ), personnel ( Who ), Method ( how) to help thinking and analysis. Let’s first see how the 5W1H analysis method is used in enterprise production, and then I will give two examples related to personal development.

Edit this 5-Whys template

Problem (What)

• What products does the company produce?
• What spare parts are produced in the workshop?
• Why make this product?
• Can you produce anything else?
• What should I produce?
• For example: If this product does not make money, is it better to switch to other high-profit products?

Where (where)-what place

• Where is production done?
• Why do you want to do this location?
• Can you change places?
• Where should I do it?

This is something to consider when choosing a workplace.

Time and Process (when)

• When did the processor component produce?
• Why did you do it at this time?
• Can you do it at other times?
• Would it be okay to bring the post process to the front?
• When should I do it?

Person (Who) — responsible person

• Who is doing this?
• Why let him do it?
• If he is both irresponsible and has a strong temper, can he change individuals?

Sometimes changing people will improve their overall production.

Reason (why)

• Why use this technical parameter?
• Why can’t there be changes?
• Why can’t I use it?
• Why does it turn red?
• Why did you make this shape?
• Why use machines instead of humans?
• Why do we have to do it?

Method (how)

The means is also the process method, for example,

• How do we do it?
• Why use this method?
• Is there any other way to do it?

5W1H Mind Map Template

Edit this 5-Whys mind map template

5W1H Example – Software Project Failure

Let’s consider the software development project as a scenario where the agile team has found that technology they are using is not fully compatible with the existing systems of their client, so the agile team adopts the 5W1H to understand the problem and its identity of impact.

Edit this 5-Whys mind map example

• What: The team can ask the following questions to build an understanding of the fundamental problem and scope of the problem
• What is the technology we are using for software development?
• What technologies were considered initially for this development project?
• What was known about the existing system(s) of the client?
• What checks and verifications were done to confirm the compatibility of the technology being built and the deployment acceptability of new technology on the existing client system(s)?
• What (if any) approved or unapproved modifications/changes have been made following discussions on technological compatibility since the start of the project?
• What expertise is available to the team to help them understand the compatibility issue?
• What are the accepted processes for managing compatibility and technological synergies?
• What guidelines or standard operating procedures (SOPs) are available to deal with such issues?
• What actions were taken once the problem was detected?
• Why: The project team may ask ‘Why’ questions to get a more granular understanding of the problem and seek to clarify triggers or drivers that may have contributed to the issue. Some of the questions that can be asked are:
• Why has it happened that two technologies are now found to be incompatible?
• Why was this problem not identified earlier or at the start of the project?
• Why technologies cannot be made compatible?
• Why were quality assurance processes not able to detect the problem?
• Why were the project team or experts involved in the project not able to detect the problem?
• When: By using ‘When’ questions, project team members can time stamp the events and understand the relationships among various events that may have influenced the emergence of the incompatibility issue.
• When was the problem first detected?
• When was client system(s) information/architecture evaluated?
• When were compatibility issues mapped and discussed?
• When were any compatibility tests are done and compatibility found acceptable?
• When was any incompatibility impact assessment done?
• When was the matter taken up with the client or client informed?
• Where: By asking ‘Where’ questions, the project team can get a better handle of the source(s) of the problem. Some questions that can be asked:
• Where is the client system(s) located?
• Where are the development teams located?
• Where are quality assurance/testers located?
• Where is documentation on system compatibility kept?
• Where is any approval/change management documentation on system architecture and compatibility kept?
• Who: The project team can ask questions to identify the people involved in contributing to the issue. Some questions that may be asked:
• Who is responsible for ensuring technological compatibility within the project team?
• Who is responsible for data gathering and client system(s) mapping on the project team side?
• Who is responsible for the design and change management approvals?
• Who is responsible for providing client system(s) information and technical details to the project team from the client-side?
• Who is responsible for overseeing the compatibility testing and reporting?
• Who is responsible for problem detection and escalation?
• Who is responsible for problem firefighting and liaison?
• Who detected the problem or came to know the problem first and who were informed first?
• Who escalated the problem and informed the firefighting parties?
• How: To understand the sequence of various inter-related events, the project team can ask how questions such as:
• How did the problem happen?
• How has the sequence of events led to the detection of the problem?
• How are compatibility issues handled and key activities identified in the project?
• How is compatibility documentation prepared, shared and stored?
• How are compatibility tests performed?

A Fishbone diagram is a kind of widely used Cause-and-Effect tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic. It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome. Fishbone diagram also called an “Ishikawa diagram” named after Kaoru Ishikawa who invented the diagram. It is called the “fishbone diagram” because of the way it looks.

Cause and effect analysis is often conducted by drawing cause-and-effect diagrams (also known as Fishbone Diagram), which organize a large amount of information by showing links between events and their potential or actual causes and provide a means of generating ideas about why the problem is occurring and possible effects of that cause.

It visually displays multiple causes for a problem and helps us to identify stakeholder ideas about the causes of problems which Allows us to immediately categorize ideas into themes for analysis or further data gathering. People often use the 5-whys technique in conjunction with the fishbone diagram.

Learn more about the cause and effect diagram tool

Fault Tree Diagram

Fault Tree Analysis (FTA) diagram is a top-down, deductive analysis method that shows a failure path or failure chain. FTA follows the concept of Boolean logic, which permits the creation of a series of statements based on True / False, forming a logic diagram that shows the cause of failure.

This analysis method is mainly used in the fields of safety engineering and reliability engineering to understand how systems can fail, to identify the best ways to reduce risk or to determine (or get a feeling for) event rates of a safety accident or a particular system level (functional) failure. FTA is also used in software engineering for debugging purposes and is closely related to the cause-elimination technique used to detect bugs. It can be used to:

• Understand the logic leading to the top event / undesired state.
• Show compliance with the (input) system safety/reliability requirements.
• prioritize the contributors leading to the top event- creating the critical equipment/parts/events lists for different importance measures
• Monitor and control the safety performance of the complex system (e.g., is a particular aircraft safe to fly when fuel valve x malfunctions? For how long is it allowed to fly with the valve malfunction?).
• Minimize and optimize resources.
• Assist in designing a system. The FTA can be used as a design tool that helps to create (output / lower level) requirements.
• Function as a diagnostic tool to identify and correct the causes of the top event. It can help with the creation of diagnostic manuals/processes.

Edit this Fault Tree Analysis example

Failure Mode and Effects Analysis (FMEA)

FMEA (failure mode and effects analysis) is a procedural approach for knowledge collection regarding points of failure in a product, service, design, or manufacturing process. FMEA can benefit your business include a reduction in potential failures and savings of lives and excessive costs. Organizations are wise to use this strategy to prevent catastrophes and save valuable resources.

The failure mode is a precaution of anything that may have a chance of breaking down. This includes potential errors or errors that may affect customers. It will also identify and gain a better understanding of the potential failure modes and their causes. This allows the team to prioritize issues and evaluate risks then coming up with a solution.

Edit this FMEA template

• You may need to consider the following questions:
• What could go wrong?
• Why would failure happen?
• What would be the consequences of each failure?
• Once failure modes are completed the team can continue with Effects Analysis. This is when they can study the consequences of those failures.

Tree Diagram Template

Edit this Why-Why diagram template

Tree Diagram Example

Edit this Why-Why diagram example

Tree Diagram vs Fault Tree Diagram vs Flowchart

Edit this Flowchart example

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Cause-And-Effect Relationship In Problem-Solving

Looking for reasons why things happen is a human instinct. While we may not always dig deep into the good…

Looking for reasons why things happen is a human instinct. While we may not always dig deep into the good things, we certainly try to mull over the bad ones. This helps us avoid them in the future.

Every time we ask the questions, “Why did this happen?” and “How will it affect me?”, we are trying to establish a cause-effect relationship. It helps us understand the basic ways in which the world functions. The process of establishing a cause-and-effect relationship is widely used in fields like writing, social studies and science simply because it can identify potential causes of problems in an orderly manner. We establish a cause-and-effect relationship in management to find out what’s affecting operations, performances and productivity in an organization.

Here we’ll discuss the meaning of cause-and-effect relationships in detail.

What Is A Cause-And-Effect Relationship?

Establishing a cause-and-effect relationship to solve problems, examples of cause-and-effect relationship.

In a cause-and-effect relationship, one event leads to another event. In research, it is the study of the effect one variable has on another. The event or variable that acts as the cause can have one or more effects.

A business exists to solve specific problems. Business analysis is typically done to identify difficulties, the underlying causes and the subsequent effects that are experienced if the problems aren’t dealt with. A business analyst will always look to establish a cause-effect relationship to propose viable solutions. Problem-solving diagrams, known as fishbone diagrams , can be implemented across all settings of a business to understand the root causes of and analyze cause-effect relationships.

Whether it’s analyzing a failing product line, implementing appropriate management policies or determining the best methods of production, establishing a cause-and-effect relationship is a high-impact measure to take. It helps to achieve desired business outcomes by enabling a manager to identify and address the root cause of a problem. The cause-and-effect relationship in management involves analysis of past problems and mistakes. The idea is to identify areas of concern in the past and avoid them in the present. We may also use it as a planning tool by inquiring into a business’s state of affairs and identifying paths for better outcomes in the future.

Here are some of the steps to analyze a cause-and-effect relationship:

Identify The Problem

We need to identify the problem of interest and describe adequately the magnitude and nature of the problem. It’s important to determine which part of the business is affected and their possible reasons.

Identify The Root Cause

The root cause of the problem can be effectively identified by analyzing an obstacle to procedures, equipment, materials and people in the business. We have to come up with as many potential causes as we can.

Identify The Sub-Causes

There are minor or additional ordeals and events that contribute to the occurrence of the major cause. We have to identify these ‘micro problems and find all the possible sub-causes contributing to the barriers. Customer dissatisfaction can result from poor product quality or average after-sales service. Similarly, employee performance can be affected by inadequate salary or poor workplace conditions. To correctly and fully resolve an issue, the aim should be to identify the exact factor that’s behind it.

Analyze And Validate The Issue

Using diagrams and flowcharts, we can have the entire pictorial representation in front of us. We must review each aspect to check the validity of the needs and the concerns that were stated and determine if they’re admissible. Ascertain which factors need real-time action and which are critical for the business, sort problems according to urgency and priority and delve deeper into the causes.

Develop An Action Plan

Once the problem, its causes and sub-causes are identified and the priority and legitimacy are ascertained, we have to come up with an action plan. An action plan embodies the remedies that are crucial for resolving the problem a business is facing. It helps to come up with authoritative business solutions.

The process can be effective only if professionals executing it are able and astute. It’s important that managers fully understand what a cause-and-effect relationship is to effectively use it as a problem-solving tool or invite assistance from able practitioners accustomed to applying it.

Now that we know the meaning of cause-and-effect relationships , let’s look at the criteria and some examples.

Managers must set a goal to identify causal relationships or demonstrate that an independent variable affects a dependent variable. In other words, that something acting as the cause is resulting in a certain effect. There are 3 criteria for establishing a cause-and-effect relationship:

Association

A crucial step to establishing causality is to demonstrate an association. Start by asking a simple question: “Is there a relationship between dependent and independent variables?” For example, we might be able to establish from the relationship between income and education that, usually, a person with higher education earns more money.

The distributions of two categorical variables can be cross-clarified by cross-tabulation. We may see a higher percentage of people from certain backgrounds opt for vegetarianism, which establishes a link between those cultural conditions and attitudes toward food. ( solidstonefabrics.com ) Although it’s debatable as to how closely related two variables must be to establish cause, researchers generally focus on the statistical significance of associations and whether they can exist in a population than the actual strength of the association.

Time Ordering Or Temporal Precedence

Once the association is established, the time order of variables is determined. The acting principle is that cause precedes effect. The independent variable has to occur first in time to affect the dependent variable. Only then can it act as a cause and affect the other variable. Time ordering can be easily ensured in experimental designs where researchers carefully control exposure to the treatment and then measure outcomes of interest. Time ordering can be difficult to determine in cross-sectional designs, especially when relationships between variables reasonably go in opposite directions.

Turning to our earlier example, although good education creates opportunities for higher income, we may also see individuals choose to get a college degree because they earn more money. Thus, determining temporal precedence involves logic, common sense and existing research in absence of controlled experimental design. We must remember to be careful while specifying hypothesized directions of a relationship and provide theoretical or empirical evidence to support our claim.  

Non-Spuriousness

This is probably the most troublesome criterion for causality. It demands ruling out alternative explanations for observed relationships between the variables. A false or spurious relationship exists when the observed association between two variables is an effect of a third extraneous variable.

A classic example of spuriousness is the relationship between children’s academic knowledge and their shoe size. Both can increase simultaneously as they are strongly related to age. At the same time, a 15-year-old school-going boy can have the same shoe size as a 40-year-old scholar.

Spuriousness may seem straightforward but researchers in psychology, social sciences and education face great challenges in ruling it out because of other surrounding factors that influence variables. Using experimental study designs, triangulating data sources, carefully collecting data and using statistical controls are fundamental in establishing non-spurious relationships.

While classic examples may imply that it is straightforward to establish cause and effect, it is truly a challenging aspect of research study that is designed for implementation in the real world.

Signal words such as why, how, because, what and analyze help in determining a cause-and-effect relationship. Here are some examples of cause-and-effect relationships:

Reef Bleaching

Global warming is threatening the Great Barrier Reef, affecting flora and fauna. Subsequently, it’s becoming less colorful and increasingly prone to severe diseases.

Effect : Reef bleaching

Root cause : Global warming

Sub-causes : Burning of fossil fuel, plastic, industry chemicals, reverse boring, excessive livestock breeding.

Action plan: Improve practices to reduce global temperature by 1.5 degrees Celsius.

Poor Employee Performance

An organization has been suffering significant losses due to incomplete tasks and delayed deliveries. Under-performing employees have been determined to be the underlying problem.

Effect : Customer dissatisfaction and losses.

Root cause : Poor employee performance.

Sub-causes : Faulty workplace machinery, poor Internet connectivity, low salaries, poor channels of communication between employees and managers.

Action plan : Replace faulty machines with newer ones, install high-speed Internet and WiFi, review salaries and incentives for each employee level and establish seamless communication channels with managers by using collaborative platforms.

Outcomes in an organization are mostly the consequence of multiple factors combining in unpredictable ways and acting in concert. Establishing a cause-and-effect relationship is essential for identifying problems and coming up with resolutions. Managers must use it to come up with the most viable solutions, prepare business visualizations of existing problems and improve the process of problem-solving within an organization.

Harappa’s Executing Solutions course will help professionals stand out as growth-driven and ambitious. Solve problems and make crucial decisions that impact both the team and the organization. Get things done quickly, plan projects and create a roadmap for success. This course deals with crisis management, providing the tools to navigate them both personally and professionally. We sometimes have great ideas but don’t know how to execute them. This course can help you create and prioritize a structured plan to finish tasks and acquire the skills to shine.

Explore Harappa Diaries to learn more about topics such as Importance Of Decision Making , How to Define Problem At Work , Steps Involved in Problem Solving and How to Perform Root Cause Analysis to classify problems and solve them efficiently.

Problem Solving: Cause and Effect

One tool that can be helpful when problem solving is the Cause and Effect diagram, also known as a fishbone diagram, (Kaoru Ishikawa 1968)

This tool provides a systematic approach to problem solving and can be used to generate ideas for several potential causes, leading to identification of the key root cause.

It allows teams to look at issues from different perspectives and can help overcome conflicting views.

The  backbone (central arrow) represents the problem or the effect, with the body of the  skeleton representing the causes which can be broken down further to get to the real  root cause.

Fishbone Diagram Example

Click the DOWNLOAD button to access the Problem Solving Cause and Effect template.

Hints & Tips

• This is a useful exercise to carry out within a workshop using a whiteboard or flip chart.​
• It helps to be specific with the problem that is to be addressed.​
• The causes can be broken down as much as is required.​