As indicated in my previous TQM article titled: TQM Implementation Project published on May 13, 2006 02:48:20 pm, In my last article Part 3a, I have shared issues pertaining to Data Collection, Trend Charting and Pareto Analysis. In this article, I will deal with Fish-bone Diagram and Why-Why Analysis in the D.A.I.C. Methodology.

Just to recap, tools used in the ANALYZE Phase are:

Data Collection | Trend Charting | Pareto Analysis | Fish-Bone Diagram | Why-Why Analysis

Case Study in Fish-bone Diagram

Once the Pareto Analysis is completed, team have an idea what are the main contributors to the material lost based on the 80/20 rule of Pareto Analysis. However, this only provide information that is limited to contributing factors to material loss but it does not give a clue what causes it.

A Fish-Bond diagram would be used to collate possible causes to the contributing factors to material loss. This is done using brainstorming of the common 4M namely; Man, Machine, Method and Material as a guide. Once it is completed, team needs to verify all those contributing factors are indeed truly happened. This is done using a verification table which has to identify verification method, its finding. Members took time to verify with the findings whether the possible cause is true or false

How to overcome Fish-Bone Diagram Issue

Nromally, there is no major issue with the Fish-bone Diagram. Most of the problem faced with team are the accuracy of the verification because findings from verification is not conclusive and at time do not support whether it is true or false.

To overcome some of this verification problem, team need to consider using data to support the verifications. It can be taken from Pareto Analysis, run a control lot, take a sample etc instead of using Brainstorming. The reason is that these methods are drawn from data, hence it must be true. Then further verification is not needed.

Case Study in Why-Why Analysis Issues

Once the contributing factor in the fish-Bone is confirmed true, Why-Why Analysis is performed to find out the root cause to the contributing factors. There are several issues arisen from this step. Some of them are :- 1) Member does not know when to stop asking why?

2) Members find it difficult to link each level of why question

3) Member quote the consequence rather than the cause

4) Members tend to quote recent incident encountered as the root cause

5) Most commonly, member quote corrective action as the root cause

How to overcome Why-Why Analysis Issues

This is the most difficult tool to master. Not only member must know the logical sequence of asking why, to structure the question itself is challenging. One of the guide to use this tool is to asked the immediate cause. Example: Why is he late to work? Answer is : His car broke down half way on the road. Instead of answer as He woke up late in the morning.

In summary, this ANALYZE Phase is the most crucial phase which team members need to analyze the right root cause of the possible cause hence lead to the root cause of the problem. With this root cause identified, then corrective action to be taken. In my next article, I will continue to share the problem faced with the IMPROVE Phase of the D.A.I.C. Improvement Methodology. I welcome readers feedback how else I could present these articles.

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LM Foong

He holds a Master Degree in Business Administration majoring in Total Quality Management (TQM). He provides consulting services specializing in TQM Implementations, Malcolm Baldrige Framework and ISO 9001:2000 Quality Management System. He conducts interactive workshops and hand-holding sessions in Strategic Planning, Improvement Projects in Cost Reduction, Quality Improvement, Productivity Improvement, Cycle Time Reduction for transactional processes in Insurance and Banking Sectors As well as developing Market and Customer Database for a Marketing company.

To-date, he works in a local conglomorate in Malaysia. Being in the corporate office of a local conglomorate, he has exposed to entrepreneurial and financial aspect of the business. As an internal consultant and strategic partner for the last 6 years, his achievements include project managed Quality Initiatives with a property developer in Singapore and Insurance company in Malaysia. He also build Internal Improvement Capability for Strategy Execution, Cost Reduction Projects in several manufacturing companies. He has consulted and facilitated more than 20 improvement projects within the conglomorate.

He has over 35 years work and consulting experience in various industries like Processing, Manufacturing, Insurance, Banking, Education & Training and consulting with both local corporations and MNC.

He has worked for Ayer Hitam Tin Dredging, Kemaman Palm Oil Mill, Motorola, Applied Magnetics, OYL Group and held several positions like Sr. Facilities Engineer, Manager in Manufacturing, Business Planning, Quality Control and Business Unit Manager.

He welcome feedback from readers