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C & E Matrix.ppt

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SaurabhSrivastava114692

The document provides information on cause and effect analysis tools including fishbone diagrams and cause and effect matrices. It defines cause and effect relationships and explains how to construct a fishbone diagram by identifying a problem or desired improvement, determining major cause categories, brainstorming specific causes, and analyzing the diagram. It also describes how to construct a cause and effect matrix by listing key outputs and inputs, ranking output importance, relating inputs to outputs, and calculating totals to identify key inputs. The goal is to help users discover root causes of problems and determine which process inputs most affect important customer requirements.

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1 Cause and Effect Analysis: 1. Fishbone Diagram 2. Cause and Effect Matrix
2 Cause and Effect Analysis Learning Objectives  Define the relationship between Cause and Effect  Explain use and construction of:  Fishbone Diagram  Guidelines for Brainstorming  Cause and Effect Matrix  Learn how to integrate Fishbone Diagram and Cause & Effect Matrix into your Company SOPs
3 Cause and Effect Analysis What do you mean by “ Cause & Effect”? CAUSE Events/conditions that led to the problem A PROBLEM WHICH HAS OCCURED EFFECT Symptoms that provide evidence of the problem A POTENTIAL FUTURE PROBLEM EFFECT Symptoms that would result from the problem CAUSE Events/conditions that would lead to the problem Dave Wessel, “An Ounce of Prevention”, Quality Progress, Dec, 1998 (FMEA)
4 Cause and Effect Analysis Cause - Effect Relationship CAUSE Events/conditions that led to the problem A PROBLEM WHICH HAS OCCURED EFFECT Symptoms that provide evidence of the problem ACTION Dave Wessel, “An Ounce of Prevention”, Quality Progress, Dec, 1998
5 Fishbone Diagram
6 Cause and Effect Analysis What is a Fishbone Diagram? A visual tool used to identify, explore and graphically display all the possible causes related to a problem to discover root causes. A Fishbone diagram is also known as a Cause and Effect Diagram or Ishikawa Diagram. Methods Materials Machinery Manpower Problem/ Desired Improvement C/N/X C C C N N N N N C C
7 Cause and Effect Analysis Dr Kaoru Ishikawa  Quality control statistician  Professor in University of Tokyo  One of the pioneers of Japan’s quality revolution in the 1940s  Played major role in growth of QC circles  Best known for formalizing use of Cause-and-Effect Diagram  Won the Deming Prize and Shewhart Medal  ASQ established the Ishikawa Medal to recognize the human side of quality
8 Cause and Effect Analysis Why Use Fishbone Diagrams?  To discover the most probable causes to a problem (or effect) – Sometimes, the effect can be a desirable effect. – When something desirable has happened, it is useful to find out what caused it so that you can make it happen again  To visual possible relationships between causes for a given problem under investigation
9 Cause and Effect Analysis Constructing a Fishbone Diagram 1. Establish what the problem (effect) is  It must be stated in clear and concise terms, agreed by everyone. 2. Write the effect on the head of the fish 3. Decide the major categories of causes  Brainstorming  Use standard categories such as 5M+E (Machines, Materials, Methods, Manpower, Measurement & Environment)  Use major steps in the process if the effect is resulted from a recognizable process • See example???? Let’s create a Fishbone Diagram using Minitab
10 Cause and Effect Analysis Constructing a Fishbone Diagram Stat Quality Tools Cause-and-Effect
11 Cause and Effect Analysis Constructing a Fishbone Diagram Surface Flaws Man Machines Materials Methods Measurements Environment Fishbone Diagram for Surface Flaws Major categories of causes (or sometimes call major bones) Problem (effect) at the “head of the fish” List specific causes in each category Why do we need to group the causes?
12 Cause and Effect Analysis Constructing a Fishbone Diagram 4. Identify possible causes through Brainstorming • Identify specific causes within each major category that may be affecting the problem. Surface Flaws Condensation Moisture% Inspectors Microscopes Micrometers Brake Engager Angle Suppliers Lubricants Alloys Speed Lathes Bits Sockets Operators Training Supervisors Shifts Personnel Machines Materials Methods Measurements Environment Fishbone Diagram for Surface Flaws 3. Continue asking: ‘Why is this happening?’ until you no longer get useful information. Machine feedrate Machine rpm Brand of bit Size of bit 2. Repeat this procedure with each specific cause to produce sub-causes. 1. The team should ask : ‘What are the machine issues affecting/causing the problem?’ Precision Accuracy Calibration Method Calibration Interval When do we know we have reached the root cause ?
13 Cause and Effect Analysis Analyzing a Fishbone Diagram 5. When brainstorming session is completed, every cause should be labeled as either a “C”, “N” or “X”. C variables that must be held as constant as possible and require standard operating procedures to insure consistency N variables that are noise or uncontrolled variables and cannot be cheaply/easily held constant X variables considered to be KPIVs and need to be experimented to determine what influence each has on the output and what their optimal settings should be to achieve customer-desired performance
14 Cause and Effect Analysis Analyzing a Fishbone Diagram 6. The team should analyze and zoom in those “most likely causes”. Helpful Hint Look out for causes that appear in more than one category. They may be the “most likely causes”. 7. The most likely causes should be prioritized for further investigation.
15 Cause and Effect Analysis Example of how fishbone diagram can be used in SCAR. Received complaint/reject from customer, in- house or supplier. Hold meeting with relevant departments (if necessary) -receive CAR reply from production - reply to customer Follow up on CAR Generate report for management review QA personnel verify the defects. Issue CAR to production. Purge in-house stock Fishbone diagram can be used here to brainstorm/ identify root causes 1. Fishbone diagram can be used here to brainstorm/ identify root causes. 2. To prioritize and work on most likely causes. Section of SCAR Procedure Integrating Fishbone Diagram into SOPs Should also update Fishbone diagram
16 Cause and Effect Analysis 5.4.2.4 It is the responsibility of the EA of CMM section to set-up the trend-tests for out-of-control in the "SPC" software. 5.4.2.5 The E.A/Supervisor of the 'CMM' section shall monitor the X-R Charts on the computer and look-out for out-of-control situation. When out-of-control is detected, he shall analyse the subgroup data, the histogram and the prevailing Cpk value, based on these he shall decide the action to take. When the situation necessitates, a "PCAR" shall be issued to the Production E.A/Supervisor. 5.4.2.6 The Production Supervisor/E.A shall analyze the problem and take corrective actions on the process concerned, after which, new samples shall be submitted for measurement. When the problem has been rectified, Production Supervisor/EA shall write in the "PCAR" form, the corrective actions taken and return the form to the E.A or Supervisor of "CMM" section. Example of how fishbone diagram can be used in SPC control Section of SPC Control Procedure Fishbone diagram can be used here to brainstorm/ identify root causes Integrating Fishbone Diagram into SOPs
17 Cause and Effect Analysis The effort to integrate Fishbone Diagram into SPC and SCAR procedures should be translated into specific tasks in the Work Breakdown Structure. S/N Tasks Task Owner Target Completion Date Specific Training needed for Task Owner/ Date Core Team Member In Charge Internal Verified Date Group Phase End Date Group 1 Tools 1 SPC Integrate Fishbone Diagram in the SPC procedure/system James 10-Dec-01 Fishbone Diagram -15 Oct 2001 Nick 15-Dec-01 31-Dec-01 2 SCAR Integrate Fishbone Diagram in the SCAR procedure/system Harry 10-Dec-01 Fishbone Diagram - 15 Oct 2001 Nick 15-Dec-01 31-Dec-01 Link Tools Integration Tasks to Work Breakdown Structure
18 Cause & Effect Matrix
19 Cause and Effect Analysis Cause and Effect Matrix Rating of Importance to Customer 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Total Process Step Process Input 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0 9 0 10 0 11 0 12 0 13 0 14 0 15 0 16 0 17 0 18 0 19 0 20 0 0 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Lower Spec Target Upper Spec Cause and Effect Matrix
20 Cause and Effect Analysis Description: Cause and Effects Matrix  Simple QFD (Quality Function Deployment) matrix.  Used to relate and prioritize X’s to customer Y’s through numerical ranking using the process map as the primary source.  Y’s are scored as importance to the customer  X’s are scored as to relationship to outputs  This is the team’s first stab at determining Y = f(X) Results  Pareto of Key Inputs to evaluate in the FMEA and Control Plans  Input into the Capability Study  Input into the initial evaluation of the Process Control Plan
21 Cause and Effect Analysis Constructing a Cause & Effect Matrix 1. List key outputs (Y’s) Rating of Importance to Customer 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Temperature Solids Total 1 0 2 0 3 0 4 0 5 0 6 0 7 0 Cause and Effect Matrix
22 Cause and Effect Analysis 2. Rank Y’s with respect to customer importance Rating of Importance to Customer 9 9 7 10 10 9 3 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0 Cause and Effect Matrix Constructing a Cause & Effect Matrix
23 Cause and Effect Analysis 3. List key inputs (X’s) Rating of Importance to Customer 9 9 7 10 10 9 3 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 0 2 Preheating DICY TK 0 3 DMF Load Accuracy 0 4 DMF Cleanliness 0 5 DMF Raw Materials 0 6 DICY Load Accuracy 0 7 DICY Envir. Factors 0 8 DICY Raw Materials 0 9 DICY Mixer Speecd 0 Input Variables Constructing a Cause & Effect Matrix
24 Cause and Effect Analysis  You are ready to correlate customer requirements to the process input variables  Avoid confusion and inconsistency by establishing scoring criteria: 0 = no correlation 1 = the process effect only remotely affects the customer requirement 4 = The input variable has a moderate effect on the customer requirement 9 = The input variable has a direct and strong effect on the customer requirements Constructing a Cause & Effect Matrix Note: Not recommended to use more than 5 different criteria.
25 Cause and Effect Analysis 4. Relate X’s to Y’s Rating of Importance to Customer 9 9 9 10 10 9 2 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 9 9 3 1 1 9 1 1 9 348 2 Preheating DICY TK 1 1 1 1 1 1 1 1 1 66 3 DMF Load Accuracy 3 9 1 1 1 9 1 3 9 255 4 DMF Cleanliness 1 1 5 1 1 1 1 1 1 102 5 DMF Raw Materials 1 1 1 1 1 1 1 1 1 66 6 DICY Load Accuracy 9 9 1 1 1 9 1 1 1 282 7 DICY Envir. Factors 9 5 3 1 1 9 1 1 1 247 8 DICY Raw Materials 8 5 1 1 1 9 1 1 2 242 9 DICY Mixer Speecd 1 1 1 1 7 1 1 1 1 126 Y’s Constructing a Cause & Effect Matrix X’s
26 Cause and Effect Analysis Rating of Importance to Customer 9 9 9 10 10 9 2 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 9 9 3 1 1 9 1 1 9 348 2 Preheating DICY TK 1 1 1 1 1 1 1 1 1 66 3 DMF Load Accuracy 3 9 1 1 1 9 1 3 9 255 4 DMF Cleanliness 1 1 5 1 1 1 1 1 1 102 5 DMF Raw Materials 1 1 1 1 1 1 1 1 1 66 6 DICY Load Accuracy 9 9 1 1 1 9 1 1 1 282 7 DICY Envir. Factors 9 5 3 1 1 9 1 1 1 247 8 DICY Raw Materials 8 5 1 1 1 9 1 1 2 242 9 DICY Mixer Speecd 1 1 1 1 7 1 1 1 1 126 5. Cross-multiply and add Key inputs are now ranked in importance with respect to the key outputs Constructing a Cause & Effect Matrix So??
27 Cause and Effect Analysis Rating of Importance to Customer 9 9 7 10 10 9 3 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Visc os ity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 9 8 2 1 1 9 1 1 8 321 2 Preheating DICY TK 1 1 1 1 1 1 1 1 1 65 3 DMF Load Accuracy 3 8 1 1 1 8 1 3 8 255 4 DMF Cleanliness 1 1 4 2 1 2 1 1 1 105 5 DMF Raw Materials 1 1 1 1 1 2 1 1 1 74 6 DICY Load Accuracy 9 7 1 1 1 9 1 1 2 269 7 DICY Envir. Factors 8 5 3 1 1 8 1 1 2 247 8 DICY Raw Materials 8 5 1 1 1 9 1 1 2 242 9 DICY Mixer Speecd 1 1 1 1 7 1 1 1 1 125 C&E Matrix FMEA Process or Product Name: Prepared by: Responsible: FMEA Date (Orig) ______________ (Rev) _____________ Process Step/Part Number Potential Failure Mode Potential Failure Effects S E V Potential Causes O C C Current Controls D E T R P N Spin Draw Process Fiber Breakouts Undersized package, High SD panel-hours lost 2 Dirty Spinneret 8 Visual Detection of Wraps and broken Filaments 9 144 5 Filament motion 2 Visual Sight-glass 8 80 8 Polymer defects 2 Fuzzball Light 9 144 0 Process/Product Failure Modes and Effects Analysis (FMEA) Capability Summary Customer Requirement (Output Variable) Measurement Technique %R&R or P/T Ratio Upper Spec Limit Target Lower Spec Limit Cp Cpk Sample Size Date Actions Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Key Process Output Variable Capability Status Sheet The Key Outputs are evaluated ability to meet customer spec. Control Plan Summary Product: Core Team: Date (Orig): Key Contact: Phone: Date (Rev): Process Process Step Input Output Process Specification (LSL, USL, Target) Cpk /Date Measurement Technique %R&R P/T Sample Size Sample Frequency Control Method Reaction Plan DICY Turn Steam on Scales Accuracy DMF Load DMF DMF Load Accuracy DMF Load DMF DMF Cleanliness DICY Load DICY DICY Envir. Factors DICY Load DICY DICY Load Accuracy DICY Load DICY DICY Raw Materials DICY Load DICY DICY Mixer Speecd DMF Load DMF DMF Raw Materials DICY Turn Steam on Preheating DICY TK Operational Excellence Control Plan The Key Inputs are evaluated for process control Key Inputs are explored while evaluating process for potential failure How Cause & Effect can Fit into Process Improvement Activities The Big Picture
28 Cause and Effect Analysis Example of how Cause and Effect Matrix can be used in SCAR. Received complaint/reject from customer, in- house or supplier. Hold meeting with relevant departments (if necessary) -receive CAR reply from production - reply to customer Follow up on CAR Generate report for management review QA personnel verify the defects. Issue CAR to production. Purge in-house stock Cause and Effect Matrix can be used in conjunction with fishbone diagram to identify, rank and prioritize the key causes. Section of SCAR Procedure Integrating Cause & Effect Matrix into SOPs Cause and Effect Matrix can be used in conjunction with fishbone diagram to identify, rank and prioritize the key causes.
29 Cause and Effect Analysis 5.4.2.4 It is the responsibility of the EA of CMM section to set-up the trend-tests for out-of-control in the "SPC" software. 5.4.2.5 The E.A/Supervisor of the 'CMM' section shall monitor the X-R Charts on the computer and look-out for out-of-control situation. When out-of-control is detected, he shall analyse the subgroup data, the histogram and the prevailing Cpk value, based on these he shall decide the action to take. When the situation necessitates, a "PCAR" shall be issued to the Production E.A/Supervisor. 5.4.2.6 The Production Supervisor/E.A shall analyze the problem and take corrective actions on the process concerned, after which, new samples shall be submitted for measurement. When the problem has been rectified, Production Supervisor/EA shall write in the "PCAR" form, the corrective actions taken and return the form to the E.A or Supervisor of "CMM" section. Example of how Cause & Effect Matrix can be used in SPC control Section of SPC Control Procedure Integrating Cause & Effect Matrix into SOPs Cause and Effect Matrix can be used in conjunction with fishbone diagram to identify, rank and prioritize the key causes.
30 Cause and Effect Analysis The effort to integrate Cause & Effect Matrix into SPC and SCAR procedures should be translated into specific tasks in the Work Breakdown Structure. S/N Tasks Task Owner Target Completion Date Specific Training needed for Task Owner/ Date Core Team Member In Charge Internal Verified Date Group Phase End Date Group 1 Tools 1 SPC Integrate Cause and Effect Matrix in the SPC procedure/ system Dick 10-Dec-01 Fishbone Diagram -15 Oct 2001 Cause & Effect Matrix -15 Oct 2001 Nick 15-Dec-01 31-Dec-01 2 SCAR Integrate Cause and Effect Matrix in the SCAR procedure/ system Mary 10-Dec-01 Fishbone Diagram -15 Oct 2001 Cause & Effect Matrix -15 Oct 2001 Nick 15-Dec-01 31-Dec-01 Link Tools Integration Tasks to Work Breakdown Structure
31 Cause and Effect Analysis End of Topic Any question?
32 Cause and Effect Analysis Product/Manufacturing Example NLA Measurement Method Machine Man Material Ÿ Settling of Slurry Particles (C) Ÿ Slurry Flow Rate (C) Ÿ Ra (C) Ÿ Line Density (C) Ÿ Texture Temperature (C) Ÿ Program used (N) Ÿ Skew (N) Ÿ PU Pad (C) Ÿ Sonic power (C) Ÿ Texture Temperature (C) Ÿ Calibration (N) Ÿ Slurry Stirring Procedure (C) Ÿ Soak Time (C) Ÿ Stagging Time (N) Ÿ Transfer Time (C) Ÿ Compliance to Procedures (C) Ÿ Settling of Particles (C) Ÿ Slurry Stirring Procedures (C) Ÿ Program used (N) Ÿ Speed Adjustment (C) Ÿ Ultrasonic on/off (C) Ÿ Soak Time (C) Ÿ Stagging Time (N) Ÿ Transfer Time (C) Ÿ Texture Temperature (C) Ÿ Concentration of Chemica (C) Ÿ Tape Speed (C) Ÿ Slurry Flow Rate (C) Ÿ Texture Pressure (C) Ÿ Slurry Type (C) Ÿ Substrate (C) Ÿ Tape Type (C) Ÿ Surfactant Type (C) Ÿ PU Pad (C)
33 Cause and Effect Analysis Estimated Ship Date Changes WCSC PRACTICES IN TRANSIT TIMES INVENTORY ACCURACY APPOINTMENT CUSTOMER PLANNED SHIP DATE ALGORITHM MDC CAPACITY ESD ALGORITHM ANOMALIES ORDER CANCELLATION SCHEDULE CHANGES MDC PRACTICES - Unrealistic Del. Req Dates - Customer Order Priority Changes - Receiving - Picking - PC delays - Off shift support LDSS - Firm - Planned - B.O.. Consol. - SC late - Bad IT days - Table Maint. - Availability Overrides - No Stocks - Waiting for Delivery Appt. - Late PT print - Late EDI data Estimated Ship Date Change - CAUSE & EFFECT / FISHBONE - No Delivery Constraints After initial PSD - Back Ord. Release Logic - Cust Priority vs. availability -Future orders at AP Transactional Example
34 Why Use Brainstorming? • A tool for the Team (not individual) • A method to generate a lot of ideas • Two persons’ knowledge and ideas are always more than an individual’s • Input for other C&E tools • Active participation ? ? ? ? ? ? A technique to generate a large number of ideas or possibilities in a relatively short time frame. Brainstorming
35 Cause and Effect Analysis How to Conduct a Brainstorming Session Team Makeup  Experts  “Semi” experts  Implementers  Analysts  Technical staff who will run the experiment  Operators Discussion Rules  Suspend judgement  Strive for quantity  Generate wild ideas  Build on the ideas of others Leader’s rules for Brainstorming  Be enthusiastic  Capture all the ideas  Make sure you have a good skills mix  Push for quantity  Strictly enforce the rules  Keep intensity high  Get participation from everybody
36 Cause and Effect Analysis How do we know when we have reached ROOT CAUSE ? Root Cause is the lowest cause in a chain of cause and effect at which we have some capability to cause the break  It’s within our capability to unilaterally control, or to influence, changes to the cause Root Cause Base castings leak at mounting screw hole Suppliers leak test may not detect porosity leak Products are failing for contamination Suppliers have different leak test processes No standard process for supplier leak test WHY? WHY? WHY? WHY? Can I cause the break if I stop here?
37 Cause and Effect Analysis Span of Control / Sphere of Influence SPHERE OF INFLUENCE (Influence or persuasion only) SPAN OF CONTROL (Full authority) OUTSIDE, UNCONTROLLED ENVIRONMENT Before we begin, we must establish the context in which the Cause-Effect will be used. Span of Control - areas where we have a high degree of control over parts or functions, virtually complete authority to change anything Sphere of Influence - areas where we can influence things to varying degrees but don’t have direct control. Outside Environment - where we have neither control nor influence
38 Cause and Effect Analysis Points to Note for Fishbone Diagram  Treat the cause-and-effect diagram as a living document  As new variables are discovered, update the cause-and-effect diagram  After your experimental investigations, when you have optimized the “X” factors, and implemented control, update them to “C”.  Therefore, ideally, when the fishbone diagram has more “C”s, the better we can control the effect and improve its performance measure.

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C & E Matrix.ppt

  • 1. 1 Cause and Effect Analysis: 1. Fishbone Diagram 2. Cause and Effect Matrix
  • 2. 2 Cause and Effect Analysis Learning Objectives  Define the relationship between Cause and Effect  Explain use and construction of:  Fishbone Diagram  Guidelines for Brainstorming  Cause and Effect Matrix  Learn how to integrate Fishbone Diagram and Cause & Effect Matrix into your Company SOPs
  • 3. 3 Cause and Effect Analysis What do you mean by “ Cause & Effect”? CAUSE Events/conditions that led to the problem A PROBLEM WHICH HAS OCCURED EFFECT Symptoms that provide evidence of the problem A POTENTIAL FUTURE PROBLEM EFFECT Symptoms that would result from the problem CAUSE Events/conditions that would lead to the problem Dave Wessel, “An Ounce of Prevention”, Quality Progress, Dec, 1998 (FMEA)
  • 4. 4 Cause and Effect Analysis Cause - Effect Relationship CAUSE Events/conditions that led to the problem A PROBLEM WHICH HAS OCCURED EFFECT Symptoms that provide evidence of the problem ACTION Dave Wessel, “An Ounce of Prevention”, Quality Progress, Dec, 1998
  • 6. 6 Cause and Effect Analysis What is a Fishbone Diagram? A visual tool used to identify, explore and graphically display all the possible causes related to a problem to discover root causes. A Fishbone diagram is also known as a Cause and Effect Diagram or Ishikawa Diagram. Methods Materials Machinery Manpower Problem/ Desired Improvement C/N/X C C C N N N N N C C
  • 7. 7 Cause and Effect Analysis Dr Kaoru Ishikawa  Quality control statistician  Professor in University of Tokyo  One of the pioneers of Japan’s quality revolution in the 1940s  Played major role in growth of QC circles  Best known for formalizing use of Cause-and-Effect Diagram  Won the Deming Prize and Shewhart Medal  ASQ established the Ishikawa Medal to recognize the human side of quality
  • 8. 8 Cause and Effect Analysis Why Use Fishbone Diagrams?  To discover the most probable causes to a problem (or effect) – Sometimes, the effect can be a desirable effect. – When something desirable has happened, it is useful to find out what caused it so that you can make it happen again  To visual possible relationships between causes for a given problem under investigation
  • 9. 9 Cause and Effect Analysis Constructing a Fishbone Diagram 1. Establish what the problem (effect) is  It must be stated in clear and concise terms, agreed by everyone. 2. Write the effect on the head of the fish 3. Decide the major categories of causes  Brainstorming  Use standard categories such as 5M+E (Machines, Materials, Methods, Manpower, Measurement & Environment)  Use major steps in the process if the effect is resulted from a recognizable process • See example???? Let’s create a Fishbone Diagram using Minitab
  • 10. 10 Cause and Effect Analysis Constructing a Fishbone Diagram Stat Quality Tools Cause-and-Effect
  • 11. 11 Cause and Effect Analysis Constructing a Fishbone Diagram Surface Flaws Man Machines Materials Methods Measurements Environment Fishbone Diagram for Surface Flaws Major categories of causes (or sometimes call major bones) Problem (effect) at the “head of the fish” List specific causes in each category Why do we need to group the causes?
  • 12. 12 Cause and Effect Analysis Constructing a Fishbone Diagram 4. Identify possible causes through Brainstorming • Identify specific causes within each major category that may be affecting the problem. Surface Flaws Condensation Moisture% Inspectors Microscopes Micrometers Brake Engager Angle Suppliers Lubricants Alloys Speed Lathes Bits Sockets Operators Training Supervisors Shifts Personnel Machines Materials Methods Measurements Environment Fishbone Diagram for Surface Flaws 3. Continue asking: ‘Why is this happening?’ until you no longer get useful information. Machine feedrate Machine rpm Brand of bit Size of bit 2. Repeat this procedure with each specific cause to produce sub-causes. 1. The team should ask : ‘What are the machine issues affecting/causing the problem?’ Precision Accuracy Calibration Method Calibration Interval When do we know we have reached the root cause ?
  • 13. 13 Cause and Effect Analysis Analyzing a Fishbone Diagram 5. When brainstorming session is completed, every cause should be labeled as either a “C”, “N” or “X”. C variables that must be held as constant as possible and require standard operating procedures to insure consistency N variables that are noise or uncontrolled variables and cannot be cheaply/easily held constant X variables considered to be KPIVs and need to be experimented to determine what influence each has on the output and what their optimal settings should be to achieve customer-desired performance
  • 14. 14 Cause and Effect Analysis Analyzing a Fishbone Diagram 6. The team should analyze and zoom in those “most likely causes”. Helpful Hint Look out for causes that appear in more than one category. They may be the “most likely causes”. 7. The most likely causes should be prioritized for further investigation.
  • 15. 15 Cause and Effect Analysis Example of how fishbone diagram can be used in SCAR. Received complaint/reject from customer, in- house or supplier. Hold meeting with relevant departments (if necessary) -receive CAR reply from production - reply to customer Follow up on CAR Generate report for management review QA personnel verify the defects. Issue CAR to production. Purge in-house stock Fishbone diagram can be used here to brainstorm/ identify root causes 1. Fishbone diagram can be used here to brainstorm/ identify root causes. 2. To prioritize and work on most likely causes. Section of SCAR Procedure Integrating Fishbone Diagram into SOPs Should also update Fishbone diagram
  • 16. 16 Cause and Effect Analysis 5.4.2.4 It is the responsibility of the EA of CMM section to set-up the trend-tests for out-of-control in the "SPC" software. 5.4.2.5 The E.A/Supervisor of the 'CMM' section shall monitor the X-R Charts on the computer and look-out for out-of-control situation. When out-of-control is detected, he shall analyse the subgroup data, the histogram and the prevailing Cpk value, based on these he shall decide the action to take. When the situation necessitates, a "PCAR" shall be issued to the Production E.A/Supervisor. 5.4.2.6 The Production Supervisor/E.A shall analyze the problem and take corrective actions on the process concerned, after which, new samples shall be submitted for measurement. When the problem has been rectified, Production Supervisor/EA shall write in the "PCAR" form, the corrective actions taken and return the form to the E.A or Supervisor of "CMM" section. Example of how fishbone diagram can be used in SPC control Section of SPC Control Procedure Fishbone diagram can be used here to brainstorm/ identify root causes Integrating Fishbone Diagram into SOPs
  • 17. 17 Cause and Effect Analysis The effort to integrate Fishbone Diagram into SPC and SCAR procedures should be translated into specific tasks in the Work Breakdown Structure. S/N Tasks Task Owner Target Completion Date Specific Training needed for Task Owner/ Date Core Team Member In Charge Internal Verified Date Group Phase End Date Group 1 Tools 1 SPC Integrate Fishbone Diagram in the SPC procedure/system James 10-Dec-01 Fishbone Diagram -15 Oct 2001 Nick 15-Dec-01 31-Dec-01 2 SCAR Integrate Fishbone Diagram in the SCAR procedure/system Harry 10-Dec-01 Fishbone Diagram - 15 Oct 2001 Nick 15-Dec-01 31-Dec-01 Link Tools Integration Tasks to Work Breakdown Structure
  • 19. 19 Cause and Effect Analysis Cause and Effect Matrix Rating of Importance to Customer 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Total Process Step Process Input 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0 9 0 10 0 11 0 12 0 13 0 14 0 15 0 16 0 17 0 18 0 19 0 20 0 0 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Lower Spec Target Upper Spec Cause and Effect Matrix
  • 20. 20 Cause and Effect Analysis Description: Cause and Effects Matrix  Simple QFD (Quality Function Deployment) matrix.  Used to relate and prioritize X’s to customer Y’s through numerical ranking using the process map as the primary source.  Y’s are scored as importance to the customer  X’s are scored as to relationship to outputs  This is the team’s first stab at determining Y = f(X) Results  Pareto of Key Inputs to evaluate in the FMEA and Control Plans  Input into the Capability Study  Input into the initial evaluation of the Process Control Plan
  • 21. 21 Cause and Effect Analysis Constructing a Cause & Effect Matrix 1. List key outputs (Y’s) Rating of Importance to Customer 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Temperature Solids Total 1 0 2 0 3 0 4 0 5 0 6 0 7 0 Cause and Effect Matrix
  • 22. 22 Cause and Effect Analysis 2. Rank Y’s with respect to customer importance Rating of Importance to Customer 9 9 7 10 10 9 3 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0 Cause and Effect Matrix Constructing a Cause & Effect Matrix
  • 23. 23 Cause and Effect Analysis 3. List key inputs (X’s) Rating of Importance to Customer 9 9 7 10 10 9 3 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 0 2 Preheating DICY TK 0 3 DMF Load Accuracy 0 4 DMF Cleanliness 0 5 DMF Raw Materials 0 6 DICY Load Accuracy 0 7 DICY Envir. Factors 0 8 DICY Raw Materials 0 9 DICY Mixer Speecd 0 Input Variables Constructing a Cause & Effect Matrix
  • 24. 24 Cause and Effect Analysis  You are ready to correlate customer requirements to the process input variables  Avoid confusion and inconsistency by establishing scoring criteria: 0 = no correlation 1 = the process effect only remotely affects the customer requirement 4 = The input variable has a moderate effect on the customer requirement 9 = The input variable has a direct and strong effect on the customer requirements Constructing a Cause & Effect Matrix Note: Not recommended to use more than 5 different criteria.
  • 25. 25 Cause and Effect Analysis 4. Relate X’s to Y’s Rating of Importance to Customer 9 9 9 10 10 9 2 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 9 9 3 1 1 9 1 1 9 348 2 Preheating DICY TK 1 1 1 1 1 1 1 1 1 66 3 DMF Load Accuracy 3 9 1 1 1 9 1 3 9 255 4 DMF Cleanliness 1 1 5 1 1 1 1 1 1 102 5 DMF Raw Materials 1 1 1 1 1 1 1 1 1 66 6 DICY Load Accuracy 9 9 1 1 1 9 1 1 1 282 7 DICY Envir. Factors 9 5 3 1 1 9 1 1 1 247 8 DICY Raw Materials 8 5 1 1 1 9 1 1 2 242 9 DICY Mixer Speecd 1 1 1 1 7 1 1 1 1 126 Y’s Constructing a Cause & Effect Matrix X’s
  • 26. 26 Cause and Effect Analysis Rating of Importance to Customer 9 9 9 10 10 9 2 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 9 9 3 1 1 9 1 1 9 348 2 Preheating DICY TK 1 1 1 1 1 1 1 1 1 66 3 DMF Load Accuracy 3 9 1 1 1 9 1 3 9 255 4 DMF Cleanliness 1 1 5 1 1 1 1 1 1 102 5 DMF Raw Materials 1 1 1 1 1 1 1 1 1 66 6 DICY Load Accuracy 9 9 1 1 1 9 1 1 1 282 7 DICY Envir. Factors 9 5 3 1 1 9 1 1 1 247 8 DICY Raw Materials 8 5 1 1 1 9 1 1 2 242 9 DICY Mixer Speecd 1 1 1 1 7 1 1 1 1 126 5. Cross-multiply and add Key inputs are now ranked in importance with respect to the key outputs Constructing a Cause & Effect Matrix So??
  • 27. 27 Cause and Effect Analysis Rating of Importance to Customer 9 9 7 10 10 9 3 2 6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Process Inputs Gel Time Visc os ity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Total 1 Scales Accuracy 9 8 2 1 1 9 1 1 8 321 2 Preheating DICY TK 1 1 1 1 1 1 1 1 1 65 3 DMF Load Accuracy 3 8 1 1 1 8 1 3 8 255 4 DMF Cleanliness 1 1 4 2 1 2 1 1 1 105 5 DMF Raw Materials 1 1 1 1 1 2 1 1 1 74 6 DICY Load Accuracy 9 7 1 1 1 9 1 1 2 269 7 DICY Envir. Factors 8 5 3 1 1 8 1 1 2 247 8 DICY Raw Materials 8 5 1 1 1 9 1 1 2 242 9 DICY Mixer Speecd 1 1 1 1 7 1 1 1 1 125 C&E Matrix FMEA Process or Product Name: Prepared by: Responsible: FMEA Date (Orig) ______________ (Rev) _____________ Process Step/Part Number Potential Failure Mode Potential Failure Effects S E V Potential Causes O C C Current Controls D E T R P N Spin Draw Process Fiber Breakouts Undersized package, High SD panel-hours lost 2 Dirty Spinneret 8 Visual Detection of Wraps and broken Filaments 9 144 5 Filament motion 2 Visual Sight-glass 8 80 8 Polymer defects 2 Fuzzball Light 9 144 0 Process/Product Failure Modes and Effects Analysis (FMEA) Capability Summary Customer Requirement (Output Variable) Measurement Technique %R&R or P/T Ratio Upper Spec Limit Target Lower Spec Limit Cp Cpk Sample Size Date Actions Gel Time Viscosity Cleanliness Color Homogeneity Consistency Digets Time Temperature Solids Key Process Output Variable Capability Status Sheet The Key Outputs are evaluated ability to meet customer spec. Control Plan Summary Product: Core Team: Date (Orig): Key Contact: Phone: Date (Rev): Process Process Step Input Output Process Specification (LSL, USL, Target) Cpk /Date Measurement Technique %R&R P/T Sample Size Sample Frequency Control Method Reaction Plan DICY Turn Steam on Scales Accuracy DMF Load DMF DMF Load Accuracy DMF Load DMF DMF Cleanliness DICY Load DICY DICY Envir. Factors DICY Load DICY DICY Load Accuracy DICY Load DICY DICY Raw Materials DICY Load DICY DICY Mixer Speecd DMF Load DMF DMF Raw Materials DICY Turn Steam on Preheating DICY TK Operational Excellence Control Plan The Key Inputs are evaluated for process control Key Inputs are explored while evaluating process for potential failure How Cause & Effect can Fit into Process Improvement Activities The Big Picture
  • 28. 28 Cause and Effect Analysis Example of how Cause and Effect Matrix can be used in SCAR. Received complaint/reject from customer, in- house or supplier. Hold meeting with relevant departments (if necessary) -receive CAR reply from production - reply to customer Follow up on CAR Generate report for management review QA personnel verify the defects. Issue CAR to production. Purge in-house stock Cause and Effect Matrix can be used in conjunction with fishbone diagram to identify, rank and prioritize the key causes. Section of SCAR Procedure Integrating Cause & Effect Matrix into SOPs Cause and Effect Matrix can be used in conjunction with fishbone diagram to identify, rank and prioritize the key causes.
  • 29. 29 Cause and Effect Analysis 5.4.2.4 It is the responsibility of the EA of CMM section to set-up the trend-tests for out-of-control in the "SPC" software. 5.4.2.5 The E.A/Supervisor of the 'CMM' section shall monitor the X-R Charts on the computer and look-out for out-of-control situation. When out-of-control is detected, he shall analyse the subgroup data, the histogram and the prevailing Cpk value, based on these he shall decide the action to take. When the situation necessitates, a "PCAR" shall be issued to the Production E.A/Supervisor. 5.4.2.6 The Production Supervisor/E.A shall analyze the problem and take corrective actions on the process concerned, after which, new samples shall be submitted for measurement. When the problem has been rectified, Production Supervisor/EA shall write in the "PCAR" form, the corrective actions taken and return the form to the E.A or Supervisor of "CMM" section. Example of how Cause & Effect Matrix can be used in SPC control Section of SPC Control Procedure Integrating Cause & Effect Matrix into SOPs Cause and Effect Matrix can be used in conjunction with fishbone diagram to identify, rank and prioritize the key causes.
  • 30. 30 Cause and Effect Analysis The effort to integrate Cause & Effect Matrix into SPC and SCAR procedures should be translated into specific tasks in the Work Breakdown Structure. S/N Tasks Task Owner Target Completion Date Specific Training needed for Task Owner/ Date Core Team Member In Charge Internal Verified Date Group Phase End Date Group 1 Tools 1 SPC Integrate Cause and Effect Matrix in the SPC procedure/ system Dick 10-Dec-01 Fishbone Diagram -15 Oct 2001 Cause & Effect Matrix -15 Oct 2001 Nick 15-Dec-01 31-Dec-01 2 SCAR Integrate Cause and Effect Matrix in the SCAR procedure/ system Mary 10-Dec-01 Fishbone Diagram -15 Oct 2001 Cause & Effect Matrix -15 Oct 2001 Nick 15-Dec-01 31-Dec-01 Link Tools Integration Tasks to Work Breakdown Structure
  • 31. 31 Cause and Effect Analysis End of Topic Any question?
  • 32. 32 Cause and Effect Analysis Product/Manufacturing Example NLA Measurement Method Machine Man Material Ÿ Settling of Slurry Particles (C) Ÿ Slurry Flow Rate (C) Ÿ Ra (C) Ÿ Line Density (C) Ÿ Texture Temperature (C) Ÿ Program used (N) Ÿ Skew (N) Ÿ PU Pad (C) Ÿ Sonic power (C) Ÿ Texture Temperature (C) Ÿ Calibration (N) Ÿ Slurry Stirring Procedure (C) Ÿ Soak Time (C) Ÿ Stagging Time (N) Ÿ Transfer Time (C) Ÿ Compliance to Procedures (C) Ÿ Settling of Particles (C) Ÿ Slurry Stirring Procedures (C) Ÿ Program used (N) Ÿ Speed Adjustment (C) Ÿ Ultrasonic on/off (C) Ÿ Soak Time (C) Ÿ Stagging Time (N) Ÿ Transfer Time (C) Ÿ Texture Temperature (C) Ÿ Concentration of Chemica (C) Ÿ Tape Speed (C) Ÿ Slurry Flow Rate (C) Ÿ Texture Pressure (C) Ÿ Slurry Type (C) Ÿ Substrate (C) Ÿ Tape Type (C) Ÿ Surfactant Type (C) Ÿ PU Pad (C)
  • 33. 33 Cause and Effect Analysis Estimated Ship Date Changes WCSC PRACTICES IN TRANSIT TIMES INVENTORY ACCURACY APPOINTMENT CUSTOMER PLANNED SHIP DATE ALGORITHM MDC CAPACITY ESD ALGORITHM ANOMALIES ORDER CANCELLATION SCHEDULE CHANGES MDC PRACTICES - Unrealistic Del. Req Dates - Customer Order Priority Changes - Receiving - Picking - PC delays - Off shift support LDSS - Firm - Planned - B.O.. Consol. - SC late - Bad IT days - Table Maint. - Availability Overrides - No Stocks - Waiting for Delivery Appt. - Late PT print - Late EDI data Estimated Ship Date Change - CAUSE & EFFECT / FISHBONE - No Delivery Constraints After initial PSD - Back Ord. Release Logic - Cust Priority vs. availability -Future orders at AP Transactional Example
  • 34. 34 Why Use Brainstorming? • A tool for the Team (not individual) • A method to generate a lot of ideas • Two persons’ knowledge and ideas are always more than an individual’s • Input for other C&E tools • Active participation ? ? ? ? ? ? A technique to generate a large number of ideas or possibilities in a relatively short time frame. Brainstorming
  • 35. 35 Cause and Effect Analysis How to Conduct a Brainstorming Session Team Makeup  Experts  “Semi” experts  Implementers  Analysts  Technical staff who will run the experiment  Operators Discussion Rules  Suspend judgement  Strive for quantity  Generate wild ideas  Build on the ideas of others Leader’s rules for Brainstorming  Be enthusiastic  Capture all the ideas  Make sure you have a good skills mix  Push for quantity  Strictly enforce the rules  Keep intensity high  Get participation from everybody
  • 36. 36 Cause and Effect Analysis How do we know when we have reached ROOT CAUSE ? Root Cause is the lowest cause in a chain of cause and effect at which we have some capability to cause the break  It’s within our capability to unilaterally control, or to influence, changes to the cause Root Cause Base castings leak at mounting screw hole Suppliers leak test may not detect porosity leak Products are failing for contamination Suppliers have different leak test processes No standard process for supplier leak test WHY? WHY? WHY? WHY? Can I cause the break if I stop here?
  • 37. 37 Cause and Effect Analysis Span of Control / Sphere of Influence SPHERE OF INFLUENCE (Influence or persuasion only) SPAN OF CONTROL (Full authority) OUTSIDE, UNCONTROLLED ENVIRONMENT Before we begin, we must establish the context in which the Cause-Effect will be used. Span of Control - areas where we have a high degree of control over parts or functions, virtually complete authority to change anything Sphere of Influence - areas where we can influence things to varying degrees but don’t have direct control. Outside Environment - where we have neither control nor influence
  • 38. 38 Cause and Effect Analysis Points to Note for Fishbone Diagram  Treat the cause-and-effect diagram as a living document  As new variables are discovered, update the cause-and-effect diagram  After your experimental investigations, when you have optimized the “X” factors, and implemented control, update them to “C”.  Therefore, ideally, when the fishbone diagram has more “C”s, the better we can control the effect and improve its performance measure.