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Ishikawa Powerpoint Template

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Ishikawa

Transcript: It's a causal diagram created by Kaoru Ishikawa. Is used to show the causes of a specific event. *Product/Service *Price *Place *Promotion *People/Personnel *Process *Physical Evidence *Publicity *People *Method *Machines *Materials *Measurements *Environment Diagram The 6 M's of six sigma First Step Ishikawa Second Step Third Step Fishbone diagram, herringbone diagram, cause-and-effect diagrams or Fishikawa The 8 P's of Marketing industry Whats is?

Ishikawa

Transcript: Data Flow Diagram Examples Material (Includes Raw Material, Consumables and Information ) – Is all needed information available and accurate? – Can information be verified or cross-checked? – Has any information changed recently / do we have a way of keeping the information up to date? – What happens if we don't have all of the information we need? – Is a Material Safety Data Sheet (MSDS) readily available? – Was the material properly tested? – Was the material substituted? – Is the supplier’s process defined and controlled? - Was the raw material defective? - was the raw material the wrong type for the job? – Were quality requirements adequate for the part's function? – Was the material contaminated? – Was the material handled properly (stored, dispensed, used & disposed)? (cc) photo by Metro Centric on Flickr Environment – Is the process affected by temperature changes over the course of a day? – Is the process affected by humidity, vibration, noise, lighting, etc.? – Does the process run in a controlled environment? – Are associates distracted by noise, uncomfortable temperatures, fluorescent lighting, etc.? also known as the Fishbone Diagram or the Cause-and-Effect Diagram, is a tool used for systematically identifying and presenting all the possible causes of a particular problem in graphical format. The possible causes are presented at various levels of detail in connected branches, with the level of detail increasing as the branch goes outward, i.e., an outer branch is a cause of the inner branch it is attached to. Thus, the outermost branches usually indicate the root causes of the problem. Used extensively in what is termed root cause analysis, meaning the development of hypotheses of why an event occurred. Method – Was the canister, barrel, etc. labeled properly? – Were the workers trained properly in the procedure? – Was the testing performed statistically significant? – Was data tested for true root cause? – How many “if necessary” and “approximately” phrases are found in this process? – Was this a process generated by an Integrated Product Development (IPD) Team? – Did the IPD Team employ Design for Environmental (DFE) principles? – Has a capability study ever been performed for this process? – Is the process under Statistical Process Control (SPC)? – Are the work instructions clearly written? – Are mistake-proofing devices/techniques employed? – Are the work instructions complete? - Is the work standard upgraded and to current revision? – Is the tooling adequately designed and controlled? – Is handling/packaging adequately specified? – Was the process changed? – Was the design changed? - Are the lighting and ventilation adequate? – Was a process Failure Modes Effects Analysis (FMEA) ever performed? – Was adequate sampling done? – Are features of the process critical to safety clearly spelled out to the Operator? Machines – Was the correct tool/tooling used? - Does it meet production requirements? - Does it meet process capabilities? – Are files saved with the correct extension to the correct location? – Is the equipment affected by the environment? – Is the equipment being properly maintained (i.e., daily/weekly/monthly preventative maintenance schedule) – Does the software or hardware need to be updated? – Does the equipment or software have the features to support our needs/usage? - Was the machine properly maintained? – Was the machine properly programmed? – Is the tooling/fixturing adequate for the job? – Does the machine have an adequate guard? – Was the equipment used within its capabilities and limitations? – Are all controls including emergency stop button clearly labeled and/or color coded or size differentiated? – Is the equipment the right application for the given job? Notes Man/Operator – Was the document properly interpreted? – Was the information properly circulated to all the functions? – Did the recipient understand the information? – Was the proper training to perform the task administered to the person? – Was too much judgment required to perform the task? – Were guidelines for judgment available? – Did the environment influence the actions of the individual? – Are there distractions in the workplace? – Is fatigue a mitigating factor? - Is his work efficiency acceptable? - Is he responsible/accountable? - Is he qualified? - Is he experienced? - Is he medically fit and healthy? – How much experience does the individual have in performing this task? - can he carry out the operation without error? Ishikawa Diagram (cc) photo by jimmyharris on Flickr (cc) photo by Franco Folini on Flickr The 8 Ps (used in service industry) Management - Is management involvement seen? Inattention to task Task hazards not guarded properly Other (horseplay, inattention....) Stress demands Lack of Process Training or education lacking Poor employee involvement Poor recognition of hazard Previously identified hazards were not eliminated The 5 Ss (used in service industry) THE END Method – Was the

Ishikawa

Transcript: a FISHBONE DIAGRAM Ishikawa Cause and Effect WHY LITTLE QUALITY? Marion Jemuel C. Pinongcos MHRM 221 - MPFV EFFECT CAUSE No passion for precision Soil fertility & potential food in our backyards Tropical Climate/Hot environment No bias towards Math, Physics, the Sciences, Logic & Facts PEOPLE ENVIRONMENT Unfavorable learning conditions Qualitative response instead of quantitative response/ inept directions or instructions/ lackadaisical approach in making decisions Seldom exposure to desperate hunger PROBLEM : Lack of Precision in Filipino Education & family Upbringing Filipinos lack of appreciation and weak productive ability to generate quality in their minds, actions, and outputs. METHODS Failure/structural defects of our curriculum & educational system Failure to add good operation to the educational goals of literacy and numeracy Failure to inculcate the habit & spirit of precision in our study habits and learning goals a a

ISHIKAWA

Transcript: Summary of one relevant paper The History of Ishikawa by Monster Univesity CONCLUSION The fishbone diagram and analysis was very innovative and efficient way of resolving key issues of the organizations. It has some draw backs but that doesn’t minimize the wonderful way of analysis it provides. Ishikawa Diagram used the concept of fishbone It is known as the fishbone diagram because it is shaped like a fish bone. The Basic use of this tool is to find the root cause of a problem. The main concept of this diagram is when a problem is included in the diagram and placed at the right of the diagram at the end of the main 'bone.' Along the bone, there are 5 to 7 sub-bone placed to find the main cause of the problem being discussed. At every single sub-bone, it will put a cause that has caused a problem occurs. Causes are usually grouped into major categories which are men , machine , method , material and environment. When fishbone diagram is complete, an individual has had a fairly clear idea of the problems discussed and the causes of the problem. When an individual have an idea about the problems discussed, he/she must find a solution to solve the problem. Second fishbone Problem and solution 1.Lack of Proper Equipment :undertake a comprehensive program 2.Faulty Process :to adopt an Electronic ordering system 3.Misdirected People :motivate them and keep them on right track 4.Materials Managed Poorly :adopt centralize ordering system 5.Improper Environment :involving employees 6.Inefficient Management :recruit more talents http://www.kfmaas.de/q_ishika.html http://www.mindtools.com/pages/article/newTMC_03.htm asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.html Tarun Kanti Bose, Assistant Professor, Business Administration Discipline, Khulna University, Khulna-9208, Bangladesh Application of Fishbone Analysis for Evaluating Supply Chain and Business Process-A CASE STUDY ON THE ST JAMES HOSPITAL Vol. 3, No. 2, June 2012 Refferences Journal Topic : Application of Fishbone Analysis for Evaluating Supply Chain and Business Process- A CASE STUDY ON THE ST JAMES HOSPITAL Kaoru Ishikawa Born July 13, 1915 Tokyo, Japan Fields quality, chemical engineering Institutions University of Tokyo, Musashi Institute of Technology 1939 he graduated University of Tokyo with an engineering degree in applied chemistry. he worked as a naval technical officer from 1939-1941 Between 1941-1947 Ishikawa worked at the Nissan Liquid Fuel Company 1947 Ishikawa started his academic career as an associate professor at the University of Tokyo undertook the presidency of the Musashi Institute of Technology in 1978. In 1949, Ishikawa joined the Japanese Union of Scientists and Engineers (JUSE) quality control research group After becoming a full professor in the Faculty of Engineering at The University of Tokyo (1960) Ishikawa introduced the concept of quality circles (1962) in conjunction with JUSE Among his efforts to promote quality were the Annual Quality Control Conference for Top Management (1963) and several books on quality control (the Guide to Quality Control was translated into English). Ishikawa was involved in international standardization activities 1982 saw the development of the Ishikawa diagram which is used to determine root causes. Died April 16, 1989 (aged 73) The advantages of quality approach CASE STUDY The case study of the St James Hospital and Lucas This case study reveals that the main problems of the hospital were its supply chain management inefficiency and analysis on different classic categories of the fishbone outlined the causes. ISHIKAWA reduce defect improve product quality increase reliability reduce costs waste is identified and reduced rework is identified and reduced improvement techniques are established inspection and after-the-fact expenses are reduced contracts are rationalized sales and market opportunities are increased company reputation is increased interdepartmental barriers are broken down and ease communication false and inaccurate data is reduced meeting are more effective and focused repairs and maintenance are rationalized improvement in human relations improvement in human relations quality improvement becomes a norm MAIN APPLICATION Tool for analyzing the business process and its effectiveness. This study was intended towards evaluating the supply chain and business process of St. James Hospital Its reveals that the hospital is facing immense problem to ensure sound supply chain management As a result the hospital is increasingly failing to maintain its well established and long lasted reputation. In this fishbone analysis the causes of the inefficient supply chain management of the hospital will be uncovered and simultaneously solution will be provided to get back to the operational excellence (Bence, 1995) In first fishbone diagram there are six classic categories of a fishbone diagram which are categorized as the main causes of any problems of business process. Those are

Ishikawa

Transcript: Drop in sales and loss of market Pros and Cons - costs, is it really important in a bus company ? Very costly promotional tools Poor manager-subordinate relations Marketing predictions are not trustworthy enough - adapt the service to the consumer's desire -> more efficiency, less "wasting" Machines - improve quality, customer relationship - develop customer's loyalty - build up partnership with tour operators Cons - regular quantity of customers Target market is hard to grasp and define - long time improvement Drop in sales - might attract new customers - might be hazardous : the tour operator could impose hard conditions to us and threaten us to send their customers elsewhere if we don't agree Unknown customer preferences Pros Dropping in market shares - recruitment of more qualified personal - costs Measurement Methods Poorly qualified people - not sure every time, maybe random Materials Proposition No marketing slogan Focus group procedures are shabby - may attract clients, and raise the frequency - better planning opportunities, reduce empty buses costs - kind of free promotion Thanks for reading ! - costs - improved customer service - developing of marketing slogan Loss of market People Environment - better prediction of customer Poor positionning on market target - Create offers for the clients (discounts) - costs Harsh competition all over France Bad customer service Buses

ISHIKAWA

Transcript: the quantity of paint for the mixture was not measured correctly solution the paint code is incorrect did not get the right paint layers the application time was not measured IMMETIATE ACTION PREVENTIVE ACTION the was dirty from the part where the paint is applied the machine was broken and did not make the automatic change of paint the drying time was not measured - Measurement no ventilation was controlled - Workmanship - Machine MOM lighting was not measured the operator didn't notice that there was a change of the color that lot the paint bought was not the right one more solvent was used root cause it was not the right machine the painting expired the paint area wasn´t clean the operator didn't take precaution when taking the color of the painting look for more lasting lights change the lights from time to time light register - Materials inside the factory it was very hot the painty was not maxied property the operator did not know how to preparate the right paint color humidity were not measured the tone is different than spect change the lights - Enviroment DAD "Ishikawa" Method - Method was not well calibrated to poperly mix the paint

ISHIKAWA

Transcript: TECH SALES PITCH our company our company the team the team Name Job Title Specialties Name Job Title Specialties Name Job Title Specialties by the numbers by the numbers global sales global sales interaction interaction history history 2015 2016 2017 2018 testimonials testimonials story 1 story 1 Name Title story 2 story 2 Name Title story 3 story 3 Name Title products & services products & services product 1 product 1 product 2 product 2 product 3 product 3

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