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Question

What is a Fishbone diagram?

Dr. Kaoru Ishikawa, Japanese quality control statistician, invented the fishbone diagram analysis tool that provides a systematic way of looking at effects and the causes that creat or contribute to those effects. Because of the function of the fishbone diagram, it may be referred to as a cause-and-effect diagram. The design of the diagram looks much like the skeleton of a fish. Therefore, it is often referred to as the fishbone diagram.
Whatever name you choose, remember that the value of the fishbone diagram is to assist teams in categorizing the many potential causes of problems or issues in an orderly way and in identifying root causes.

When should a fishbone diagram be used?
Does the team…

z Need to study a problem/issue to determine the root cause?
z Want to study all the possible reasons why a process is beginning to have difficulties,

problems, or breakdowns?
z Need to identify areas for data collection?

z Want to study why a process is not performing properly or producing the desired results?

How is fishbone diagram constructed?
Basic Steps:

1 Draw the fishbone diagram…
2

3 List the problem/issue to be studied in the “head of the fish”
3. Label each bone of the fish. The major categories typically utilized are:
. The 4M’s: Methods, Machines, Materials, Manpower
. The 4P’s: Place, Procedure, People, Policies
. The 4S’s: Surroundings, Suppliers, Systems, Skills

Note: You may use one of the four categories suggested, combine them in any fashion or make up your own. The categories are to help you organize your ideas.
1 Use an idea-generating technique (e.g., brainstorming) to identify the factors within each category that may be affecting the problem/issue and/or effect being studied. The team should ask… “What is the machine issues affecting/causing…”
2 Repeat this procedure with each factor under the category to produce sub-factors. Continue asking, “Why is this happening?” and put additional segments each factor and subsequently under each sub-factor.
3 Continue until you no longer get useful information as you ask, “Why is that happening?”
4 Analyze the results of the fishbone after team members agree that an adequate amount of detail has been provided under each major category. Do this by looking for those items that appear in more than one category. These become the “most likely causes”.
5 For those items identified as the “most likely causes”, the team should reach consensus on listing those items in priority order with the first item being the most probable” cause.

Answer 1

Dr. Kaoru Ishikawa, Japanese quality control statistician, invented the fishbone diagram analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects. Because of the function of the fishbone diagram, it may be referred to as a cause-and-effect diagram. The design of the diagram looks much like the skeleton of a fish. Therefore, it is often referred to as the fishbone diagram.
石川 馨博士，日本质量管理统计学家，发明了鱼骨分析法作为一种系统的方法，用以分析产生问题影响问题的原因和结果。因其作用，故又名因果图。图形的设计形似鱼的骨架，因此，通常被叫为鱼骨图。
Whatever name you choose, remember that the value of the fishbone diagram is to assist teams in categorizing the many potential causes of problems or issues in an orderly way and in identifying root causes.
无论你称它什么，记住，鱼骨图的价值在于帮助团队把问题的潜在原因归类，整理确定其从属关系，并找到根本原因。

When should a fishbone diagram be used?
什么时候使用鱼骨图呢？
Does the team…
团队……

z Need to study a problem/issue to determine the root cause?
有必要研究一个问题来查明根本原因吗？
z Want to study all the possible reasons why a process is beginning to have difficulties,
problems, or breakdowns?
想研究程序中出现困难，问题或是失败所有的可能
z Need to identify areas for data collection?
有必要确认区域做数据收集吗？

z Want to study why a process is not performing properly or producing the desired results?
想研究为什么程序非正常运作或者得不到想要的结果？

How is fishbone diagram constructed?
如何建鱼骨图？
Basic Steps:
基本步骤：

1 Draw the fishbone diagram…
画鱼骨图
2

3 List the problem/issue to be studied in the “head of the fish”
列出作为“鱼头”问题
3. Label each bone of the fish. The major categories typically utilized are:
标注每一块鱼骨。主要有以下分类方法：
. The 4M’s: Methods, Machines, Materials, Manpower
The 4M’s：方法，机械，材料，人力
. The 4P’s: Place, Procedure, People, Policies
The 4P’s：地点，过程，人，政策
. The 4S’s: Surroundings, Suppliers, Systems, Skills
The 4S’s：环境，供给者，系统，技能

Note: You may use one of the four categories suggested, combine them in any fashion or make up your own. The categories are to help you organize your ideas.
记法：你可以选用上述四栏中的一种，把它与一种样式结合起来。这会帮你组织构思。
1 Use an idea-generating technique (e.g., brainstorming) to identify the factors within each category that may be affecting the problem/issue and/or effect being studied. The team should ask… “What is the machine issues affecting/causing…”
运用发散思维法（比如：头脑风暴）找到每栏中可能影响和/或导致目标问题的因素。提问如：机械问题影响/导致了……
2 Repeat this procedure with each factor under the category to produce sub-factors. Continue asking, “Why is this happening?” and put additional segments each factor and subsequently under each sub-factor.
在栏的每个因素下分别重复这个过程找到小要因。继续问：为什么会发生？并添加每个要因的其他部分顺次排在小要因之后。
3 Continue until you no longer get useful information as you ask, “Why is that happening?”
直到在问题“为什么会发生？”中得不到有用的信息为止
4 Analyze the results of the fishbone after team members agree that an adequate amount of detail has been provided under each major category. Do this by looking for those items that appear in more than one category. These become the “most likely causes”.
在所有组员确认各主项都有了足够细节之后，分析有多于一个分支的项，分析鱼骨的结果。那些是“最大可能原因”
5 For those items identified as the “most likely causes”, the team should reach consensus on listing those items in priority order with the first item being the most probable” cause.
对于那些被认定的“最大可能原因”，团队成员应该对列在“最大可能原因”之前的要因达成一致。

Answer 2

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