PROBLEM SOLVING

STEP # 3 (QC
STORY 3)
ROOT EFFECT

CAUSE
ANALYSIS CAUSES

1
QC STORY 3: ROOT CAUSE
ANALYSIS
OBJECTIVE
 Identify the true causes of the
problem.

EXPECTED OUTPUT
 Verified real causes of the
problem and Final Objective
Statement
 ROOT CAUSE ANALYSIS
STEPS:
1. Identify all the probable causes or relevant
components of
the work area that may have an effect on the problem.
2. Construct a Cause and Effect Diagram using the
“why-why”
approach.
 Sub causes should at least reach the 5th level
“why”.
 There should be clear relationship between
the cause
and effect.
 Avoid using lacking, no, none, insufficient,
words in
ROOT CAUSE ANALYSIS
STEPS:
CAUSE AND EFFECT DIAGRAM
(FISHBONE)

 Cause-effect diagram - A tool for analyzing

and illustrating a process by showing the
main causes and sub causes leading to an
effect (symptom).
 identifies many possible causes for an
effect or problem.
 can be used to structure a brainstorming
session.
 It immediately sorts ideas into useful
categories.
ROOT CAUSE ANALYSIS
STEPS:
CAUSE AND EFFECT DIAGRAM
(FISHBONE)

 It is sometimes referred to as the

"Ishikawa diagram," because it was
developed by Kaoru Ishikawa.
 Also referred as "fishbone diagram,"
because the complete diagram resembles
a fish skeleton.
 The fishbone is easy to construct and
invites interactive participation.
CAUSE AND EFFECT
DIAGRAM
MAJOR MAJOR
CATEGORY CATEGORY

Mid size Mid size

bones bones
Backbon PROBLEM
e
2nd level
4th level
5th level
3rd level
Why 1st level

MAJOR MAJOR
CATEGORY CATEGORY
ROOT CAUSE ANALYSIS
STEPS:
HOW TO CONSTRUCT CAUSE AND EFFECT
DIAGRAM (FISHBONE)
1. Agree on a problem statement (effect).
Write it at the center right of the flipchart
or whiteboard.
2. Box the problem and draw a horizontal
arrow running to it.
3. Brainstorm the major categories of causes
of the problem.
TYPICAL CATEGORIES OF
CAUSES:
6Ms (Manufacturing Industry)
1. Machine (technology)
2. Method (process)
3. Material (Includes Raw
Material, Consumables and
Information.)
4. Man Power (physical work)/Mind
Power (brain work)
5. Measurement (Inspection)
6. Milieu/Mother Nature
(Environment)
TYPICAL CATEGORIES OF
CAUSES:
The 7 Ps (Marketing
Industry)
1. Product=Service
2. Price
3. Place
4. Promotion
5. People/personnel
6. Process
7. Physical Evidence
TYPICAL CATEGORIES OF
CAUSES:
5 Ss (Service
Industry)
1. Surroundings
2. Suppliers
3. Systems
4. Skills
5. Safety
HOW TO CONSTRUCT
CAUSE AND EFFECT
DIAGRAM (FISHBONE)
4.Write the categories of causes as
branches from the main arrow.
5.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.
HOW TO CONSTRUCT CAUSE AND
EFFECT DIAGRAM (FISHBONE)

6.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.
7.When the group runs out of ideas (when it
reaches on requirements, systems, areas
that are beyond control), focus attention to
places on the chart where ideas are few.
ROOT CAUSE ANALYSIS STEPS:
3. Verify/validate each of the probable
causes by data and information
gathering thru:
 surveys
 Records
 Tests
 Observation
 Experiments
ROOT CAUSE ANALYSIS
STEPS:
4.Encircle the validated causes in Cause and
Effect Diagram. These are now the most
probable causes.
5.Classify the verified causes into the
following controllability:
- Within Control
- Beyond Control
- Interface
6. Identify the true causes of the problem.
7. Identify the real causes of the problem.
* Controllable true causes are the real
causes.
ISOLATION OF ROOT CAUSES
VERIFICATION TABLE
FINDINGS DECISION
PROBABLE VERIFICATION RESULT OF
(True cause CONTROLLABI (Real Cause
CAUSES METHOD VERIFICATION
or not?) TY or
not?)
VERIFIED REAL and TRUE CAUSES PERCENTAGE
CONTRIBUTION
TRUE COUNT CUMMULAT CUMMULAT PERCENTAG CONTROL EXPECTE EXPECT
ROOT IVE IVE E D ED
CAUSES COUNT PERCENTA CONTRIBUTI REDUCTI RESULT
GE ON ON

Real Cause 1 5 5 28 % 28 % 100% 5 0

Real Cause 2 10 15 83 % 56 % 100% 15 0

Real Cause 3 1 16 89 % 5% 100% 1 0

True Cause 1 2 18 100 % 11 % 0 0 2

TOTAL 18 16 2

In this sample the target to be set in the final objective setting will be
maximum of
89 % reduction only since 11% is uncontrollable.
FINAL OBJECTIVE
STATEMENT
 Restate the objective statement (from
the initial objective statement)
considering the controllability of the
verified real causes.
 Set the new target based on the result
of the analysis made.
 Use SMACT, SMART, SMART-C.
 3. CAUSE & EFFECT ANALYSIS
METHO MA
D Inconsistency in the use of the provided N Difficulty in concentration
Home position not being holder
Difficulty of operator in using the holder
Not feeling well
followed Sick
Provided holder cannot hold the branch from Inspector find difficulty in getting accurate
Incorrect use of falling
dimension
inspection guide Tight holder Using Indication label in getting
3 Operator focuses to accurate dimension
Operator found difficulty in using the achieved 5
holder
target
Holder easy to fall
In a hurry
holder easily loosen High
4
1 Target not
occurrence
achieved of defect A
Holder is moving from side to side
Unstable position of holder during operation on jig board

frequent attachment on holder.

2
Standard length of machine marker not
match with the holder
Short length of machine marker
provided
MACHINE
 3.1 CAUSE
FACTOR VERIFICATION CAUSE # 1 FINDINGS

Indication label is not enough for inspector awareness during

MAN Using indication label only in inspection
inspection which caused difficulty in getting the accurate lenght
thus defect A flows out.
INVESTIGATION RESULT

Occ.
Through pattern of actual product Fig.15 Defect A
against inspection sample ,inspector
found difficulty in getting accurate 5
lenght .One by one inspection 4
method was done and sometimes 3 N=3
requires the use of scale if not
matched with inspection sample.
2
1
0
April 12 13 14 15 16 17
Defect 1 0 0 0 0 2
qty.

Validation Method: CONCLUSION TRUE CAUSE

Observation/Investigatio In-charge: Bert and Len
n CLASSIFICATION WITHIN CONTROL
 FACTOR CAUSE # 2 FINDINGS

MAN Sick Sick member is allowed to rest in the clinic

for one (1) hr. and replaced by skilled
operator.
INVESTIGATION RESULT

Out of 40 members average of one (1)

operator is not feeling well for 1 week

CONCLUSION NOT A TRUE

Validation Method: In-charge:
Clinic Authorization CAUSE
form Ricky
CLASSIFICATION WITHIN CONTROL
 INITIAL OBJECTIVE
STATEMENT
Elimination of defect A of Line 1, types 3
& 4 starting May 2017 to July 2017
onwards .

Fig.20 TARGET
SETTING
100% Reduction if
2 0 0
N =372 all the
Study
Q 15 0
Period caus
root causes are real
T
Y 10 0
es.
50

Month Jan Feb Mar Apr May June July

Target defect qty 20 18 16 14 0 0 0
Actual defect qty 92 117 163 - - - -

Note: Target is based on Department Target (TD2017) target to

ensure 0
customer claim.
 FINAL OBJECTIVE
STATEMENT
90 % Reduction of defect A of Line 1, types
3 & 4 starting May 2018 to July 2018.

Fig.20 TARGET
90% Reduction only
SETTING since the 10%
2 0 0
N =372 beyond control is a
Study
Q 15 0
Period true cause.
T
Y 10 0

50

Month Jan Feb Mar Apr May June July

Target defect qty 20 18 16 14 13 10
Actual defect qty 92 117 163 - - - -

Note: Target is based on Department target (TD2018) target to

ensure 0
customer claim.
QC STORY 3 : ROOT CAUSE ANALYSIS

OBJECTIVE: TO COME UP WITH THE VERIFIED REAL CAUSES AND FINAL

OBJECTIVE STATEMENT.

STEPS PROCESS ACTIONS TOOLS/TECHNIQUES

1 IDENTIFICATION OF • Investigate and document the Data collection,

POTENTIAL CAUSES present condition. Brainstorming,
• Conduct observation, checksheet, graph,
survey, experiment chart, checklist

2 CONSTRUCT • Generate Probable Causes Brainstorming,

A CAUSE AND EFFECT Why - Why approach/
DIAGRAM Fishbone Diagram
"FISHBONE"
3 VERIFICATION/VALIDATION OF • Gather Data Data collection, checksheet,
PROBABLE CAUSES graph, chart, checklist
 QC STORY 1 : PROBLEM
IDENTIFICATION
OBJECTIVE: TO COME UP WITH THE VERIFIED REAL CAUSES AND FINAL
OBJECTIVE STATEMENT.

STEPS PROCESS ACTION TOOLS/TECHNIQUES

4 CLASSIFY Classify controllability based on the ff: Data and

VERIFIED ROOT CAUSES • CONTROLLABLE information
BASED • BEYOND CONTROL collection/checkshe
ON CONTROLLABILITY • INTERFACE et, graphs, table,
chart
5 IDENTIFY TRUE • Encircle and number each true Data collection/ graph,
CAUSES cause chart,
in order of priority. checksheet, chart, table
6 MAKE THE FINAL • Set the final OBJECTIVE Data collection/Table
OBJECTIVE STATEMENT based on the
STATEMENT contribution of REAL CAUSES.