CAUSE-AND-EFFECT DIAGRAM (FISHBONE)

Also called Ishikawa diagram

This cause analysis tool is considere done of the 7 basic quality tools.

The fishbone diagram identifies many possible causes for an effect or problem. It can be
used to structure a brainstorming session. It immediately sorts ideas into useful categories.

When to Use a Fishbone Diagram

 When identifying possible causes for a problem.

 When a team’s thinking tends to fall into ruts.

Fishbone Diagram Procedure

Fishbone Diagram Example

1. Agree on a problem statement (effect). Write it at the center right of the flipchart or
whiteboard. Draw a box around it and draw a horizontal arrow running to it.
2. Brainstorm the major categories of causes of the problem. If this is difficult use
generic headings:
o Methods
o Machines (equipment)
o People (manpower)
o Materials
o Measurement
o Environment
3. Write the categories of causes as branches from the main arrow.
4. Brainstorm all the possible causes of the problem. Ask “Why does this happen?”
As each idea is given, the facilitator writes it as a branch from the appropriate
category. Causes can be written in several places if they relate to several
categories.
5. Again ask “Why does this happen?” about each cause. Write sub-causes
branching off the causes. Continue to ask “Why?” and generate deeper levels of
causes. Layers of branches indicate causal relationships.
6. When the group runs out of ideas, focus attention to places on the chart where
ideas are few
CAUSE ANALYSIS TOOLS

Cause analysis tools are helpful tools for conducting a root cause analysis for a problem or
situation. They include:

 Fishbone (Ishikawa) diagram: identifies many possible causes for an effect or

problem and sorts ideas into useful categories.
 Pareto chart: shows on a bar graph which factors are more significant.
 Scatter diagram: graphs pairs of numerical data, with one variable on each axis,
to help you look for a relationship.
CHECK SHEET

Also called: defect concentration diagram

A check sheet is a structured, generic data collection and analysis tool that can be
adapted for a wide variety of purposes. One of the 7 basic quality tools.

When to Use a Check Sheet

 When data can be observed and collected repeatedly by the same person or at the
same location.
 When collecting data on the frequency or patterns of events, problems, defects,
defect location, defect causes, or similar issues.
 When collecting data from a production process.

Check Sheet Procedure

1. Decide what event or problem will be observed. Develop operational definitions.

2. Decide when data will be collected and for how long.
3. Design the form. Set it up so that data can be recorded simply by making check
marks or X's or similar symbols and so that data do not have to be recopied for
analysis.
4. Label all spaces on the form.
5. Test the check sheet for a short trial period to be sure it collects the appropriate
data and is easy to use.
6. Each time the targeted event or problem occurs, record data on the check sheet.

Check Sheet Example

Used to collect data on telephone interruptions. The tick marks were added as data was
collected over several weeks.

Excerpted from The Quality Toolbox, Second Edition, ASQ Quality Press.

CONTROL CHART

Also called: statistical process control.

The control chart is a graph used to study how a process changes over time. Data are
plotted in time order. A control chart always has a central line (CL) for the average, an
upper line (UCL) for the upper control limit and a lower line (LCL) for the lower control limit.
These lines are determined from historical data. By comparing current data to these lines,
you can draw conclusions about whether the process variation is consistent (in control) or
is unpredictable (out of control, affected by special causes of variation). This versatile data
collection and analysis tool can be used by a variety of industries and is considered one of
the seven basic quality tools.

Control charts for variable data are used in pairs. The top chart monitors the average, or
the centering of the distribution of data from the process.

Bottom chart monitors the range, or the width of the distribution.

When to Use a Control Chart

 When controlling ongoing processes by finding and correcting problems as they

occur.
 When predicting the expected range of outcomes from a process.
 When determining whether a process is stable (in statistical control).
 When analyzing patterns of process variation from special causes (non-routine
events) or common causes (built into the process).
 When determining whether your quality improvement project should aim to prevent
specific problems or to make fundamental changes to the process.

Control Chart Basic Procedure

1. Choose the appropriate control chart for your data.

2. Determine the appropriate time period for collecting and plotting data.
3. Collect data, construct your chart and analyze the data.
4. Look for “out-of-control signals” on the control chart. When one is identified, mark it
on the chart and investigate the cause. Document how you investigated, what you
learned, the cause and how it was corrected.

Out-of-control signals

o A single point outside the control limits. In Figure 1, point sixteen is above
the UCL (upper control limit).
 o Two out of three successive points are on the same side of the centerline
and farther than 2 σ from it. In Figure 1, point 4 sends that signal.
o Four out of five successive points are on the same side of the centerline
and farther than 1 σ from it. In Figure 1, point 11 sends that signal.
o A run of eight in a row are on the same side of the centerline. Or 10 out of
11, 12 out of 14 or 16 out of 20. In Figure 1, point 21 is eighth in a row
above the centerline.
o Obvious consistent or persistent patterns that suggest something unusual
about your data and your process.
o
5. Continue to plot data as they are generated. As each new data point is plotted,
check for new out-of-control signals.
6. When you start a new control
chart, the process may be out
of control. If so, the control
limits calculated from the first
20 points are conditional
limits. When you have at least
20 sequential points from a
period when the process is
operating in control,
recalculate control limits.

Excerpted from The Quality Toolbox,

Second Edition, ASQ Quality Press.
CRITICAL INCIDENT

The technique of critical incident can aid the search for causes. It is simply about asking
the people involved in a process which steps or factors typically cause them the most
trouble over a certain period of time. These interviews are typically conducted on the unit
or a unit similar to the one involved in an unanticipated event. They are conducted not with
people involved in a recent event, but with those who may provide help in understanding
the general conditions that may have precipitated an event.

The steps are:

 Decide on the participants to be included, attempting to cover all departments or

functional areas involved in the event.
 Ask each participant to answer in writing questions like:
o Which patient care processes are most difficult to handle, and why?
o What factors create the biggest impediments to maintaining proper patient
care?
o Have you identified gaps in your training?
o Are there improvements to the process that you have recognized?
o Do you ever employ “work-arounds” to a process?
 Collect, sort, and analyze answers based on the frequency of different incidents.
 Use the most critical incidents as a starting point for the further search for causes
of the event.

Example

A private company running an ambulance service was transporting a patient who was
experiencing a drug overdose. The patient died en route to the hospital as a result of late
arrival by the dispatched ambulance.

The investigation into the event revealed a number of cases where ambulances had
arrived late, either at the scene or at the hospital. Since these cases appeared to be the
result of a number of different problems, the critical incident technique was used to map
which of these constituted the key problems.

The table below shows the critical incident matrix, listing incidents in descending order of
frequency of occurrence. This eliminated some possible causes from the inquiries, and
others seemed difficult to do much about (outside of influence), but the root cause analysis
team used the results to set the direction for the analysis ahead.

Incident Occurrence
s
last quarter
911 caller gave wrong or no address 82
Ambulance stuck in heavy traffic 69
No available ambulance 41
Driver unable to determine direct route to scene 28
Other calls took precedence and ambulance was 16
diverted
Road work unknown to driver 15
Driver did not hear address correctly 9
Problems with the vehicle 5
Ambulance involved in accident en route 2

Openness is a prerequisite
Most tools used in root cause analysis have two things in common:

 They are best applied by a team of people working together to find the problem’s
causes and solve them.
 To work properly, they require an atmosphere of trust, openness, and honesty that
encourages people to divulge important information without fearing consequences.

If a climate of trust is not provided, chances are the root cause analysis will fail to bring to
the surface the true nature of the problem or its causes. Creating this climate is everyone’s
responsibility, but management clearly possesses the most instruments for achieving it.
This is pertinent especially with the critical incident method, as it can bring to light
embarrassing situations.

Excerpted from Bjørn Andersen, Tom Fagerhaug, and Marti Beltz, Root Cause Analysis
and Improvement in the Healthcare Sector: A Step-by-Step Guide (Milwaukee, WI:
ASQ Quality Press, 2010), pages 124-125.