The Fishbone (aka Cause & Effect or Ishikawa) Diagram is a seemingly simple method of conducting structured brainstorming around the root cause of a process problem. So why is it so hard to get it right? In this 1-hour introductory webinar we’ll walk through some classic ways to build a Fishbone Diagram, we’ll show you some of the common missteps and we’ll provide examples of what they look like when they’re properly executed. Join us for a guided tour of the Fishbone!
Webinar Recording: How to Use a Fishbone Diagram
Webinar Presentation: How to Use a Fishbone Diagram
Date & Time
- Date: Thursday, March 16, 2017
- Time: 11:00 AM – 12:00 PM PT
- What is Fishbone (aka Cause & Effect) Diagram?
- Why and when should we use a Fishbone Diagram?
- What’s the right way to build a Fishbone Diagram?
- Are there any ways not to use a Fishbone Diagram?
- What do “proper” Fishbones look like?
Elisabeth Swan, Managing Partner & Executive Advisor
Elisabeth is a Managing Partner, Executive Advisor and Master Black Belt of GoLeanSixSigma.com. Elisabeth has over 25 years of success helping leading organizations like Amazon, Charles Schwab, and Starwood Hotels & Resorts build problem solving muscles and use Lean Six Sigma to achieve their goals.
Q&As From the Webinar
- How can the Fishbone Diagram be used in spring and wireform industries?
- On a Fishbone Diagram, how do you select options for multi-voting?
- Is there a maximum or minimum number of causes per Cause & Effect Diagram?
- How much time should I allot for the brainstorming portion of a Fishbone Diagram?
- How do I use the Fishbone Diagram in the service industry (i.e. call center)?
- After completing a Fishbone Diagram and a hypothesis, what if I discover it was not the correct one? Would I build off of the old diagram or start over with a new Fishbone Diagram?
- How can I find an employer willing to train people interested in learning about Lean Six Sigma?
- Is there a reason why one would get training on “Lean” versus “Six Sigma” (without Lean)?
- How granular should the problem be? Should it be a particular error that is occurring with high frequency or the process where that error occurs?
- What is the best way to communicate to others when you see too many “solutions” in the Fishbone Diagram?
- Is there an appropriate range in the number of participants for a good brainstorming session?
- Are we required to prove the hypothesis after finding the root cause?
- Can you compare a Fishbone Diagram versus a Mind Map?
- Are the 8 Wastes also used to find out root cause?
- What do you do when the root cause analysis interferes with “sacred cow” (i.e. ego, policy, law, personal preference of the boss, etc.)?
- Challenge the Process by Asking “Why?”
- How to Manage Change With Negative Nancy
- How Leaders Can Support Lean Using Leader Standard Work
- How to Harness the Power of 5S and Visual Management
- Why Process Walks Are a MUST
- How to Facilitate a Process Improvement Team to Success
- How to Avoid Process Improvement Bloopers & Blunders
- How to Effectively Avoid Unintended Consequences Using FMEA
- Introduction to Lean Six Sigma
- How to Rollout Lean Six Sigma Training
- How to Create a Strategic Plan for a Lean Six Sigma Program Office
- How to Set Up and Run Hypothesis Tests
- Introduction to Lean (ENCORE!)