Haga clic para modificar el estilo de subttulo del patrn (Ishikawa Diagram)

DIAGRAMA Ishikawa.

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ABSTRACT.

The Ishikawa Diagram was proposed by Kaoru Ishikawa in 1960, who pioneered the Process Quality Management and in the process became in one of the founding fathers of de Modern Management. Kaoru Ishikawa (1915-1989)

Dr.

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Abstract
It

is considerated one of the Seven basic tools of the quality control, is also known as the fishbone, herringbone or cause-effect diagram. quality control was defined for him in a few words as: Develop, maunufacture and maintaining the quality are three types of Ishikawa Diagrams, which depend of how we 6/4/12

The

There

Where and When it is used?

For its main caracteristics its very useful when: We want to share knowledge or information about multiple relationships of cause and effect. For being a sort of logical relationships. We need to get theories about realtionships of cause-effect step by step in a logical process
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Brainstorming
Is

agroup or individual creativity techniqueby which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members

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Using in the phases of a problem solution process

During

a process there are tree points that a Cause-Effect Diagram is very useful: In the diagnostic phase during the formulation of possible causes of the problem. In the correction phase to consider alternative solutions
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6 Ms Method
This

is the most common method of construction and consists in group the potencial causes on six main branches. Man Power/Mind Power Method (Process) Machine (Technology) Material (Raw Material, Information, etc.) Measurement (Inspection) 6/4/12

1) 2) 3) 4) 5)

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Apects or factors to consider in the 6 Ms

Man

Power

Kowledge (Are the people knowing thier job? Training (Are the operators trained?) Ability (Have the operators demostrated ability to perform their work? Capacity (Is expected that any worker can carry out their work efficiently?, The 6/4/12

Apects or factors to consider in the 6 Ms

Methods

Standardization (Are the responsibilities and work procedures clearly and adequately defined or depend of the judgment of each person?) Exceptions (When the standard procedure can not be carried out is there a clearly defined alternative 6/4/12 procedure?)

Apects or factors to consider in the 6 Ms

Machines

Capacity (Have the machines shown to be able to provide the quality that you are seeking?) Operation Conditions (operating conditions in terms of the input variables are appropriate? Have you ever made any study to back it up?)
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Apects or factors to consider in the 6 Ms

Material

Variability (Do you know how the variability of material or raw material influences on the problem ?) Changes (Has there been a recent change in the materials?) Providers (what is the influence of multiple providers?) 6/4/12

Apects or factors to consider in the 6 Ms

Measurement

Availability (are there measurements required to detect and prevent the problem?) Definitions (are operationally defined the characteristics that are measured?) Sample size (have been measured enough pieces? Are representatives so 6/4/12

Apects or factors to consider in the 6 Ms

Mother

Nature (Environment)

Cycles (are there any patterns or cycles in the processes that depend on environmental conditions?) Temperature (does the temperature affect operations?)
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The 6 Ms Method
Advantages Disadvantages

In only one consider many elements Forces us tobranch too many potential causes are identified associated with the problem Tends to focus on small details of the Can be used when de process is not process known in detail The method is not illustrative for not in Concentrates on the process and those who ignore the product the process

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The Process Flow Method

with

the process flow method the diagram main line follows the usual sequence of the production process or administration. method lets you explore alternative forms of work, identify bottlenecks, find out hidden problems. etc.

This

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The Process Flow Method

Advantages Disadvantages

Is npt us to prepare the Process Flow Forceseasy detect the potecial causes. Diagram it for long time , especially Is hard use in complex process Identifies alternative work procedures Some potencial causes problems in Can be used to prevent may appear the many times process, giving special attention to sources of variability
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The Stratification Method

The

objective of this method is attack the potential causes without grouped according to the M's, this is achieved that through brainstorming because the potential causes do not necessarily coincide with the 6 m's. contras to the 6 Ms methos which is more general, the stratification method attacks directly the potencial causes of the problem.
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In

The Stratification Method

Advantages Disadvantages

Can be difficult grouping of the Gives us a clearto define main subdivisions potencial causes of the problem Requires focus directly in the of the Allows usextensive knowledgeanalysis potential causes of the problem This diagram is less complex than those obtained with other procedures
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STEPS TO DEVELOP THE DIAGRAM

How

to develop a cause-effect diagram?

Determine clearly the effect or symptoms whose causes must be identified Framing the effect to the right and draw a thick line center pointing him. Use brainstorming or a rational approach to identify possible causes. 6/4/12

STEPS TO DEVELOP THE DIAGRAM

Add

subcauses at the main causes throughout the slanted lines. a level until you get to the root causes (original source of the problem). the logical validity of the causal chain.

Down

Check

Integrity

Check: main branches more or less causes than the others or less detail.
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EJEMPLO
El

ejemplo se basa en el proceso de fabricacin de mayonesa, para as explicar los Diagramas de CausaEfecto:

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EJEMPLO
La

variabilidad de las caractersticas de calidad es un efecto observado que tiene mltiples causas. Cuando ocurre algn problema con la calidad del producto, se debe investigar a fin de identificar las causas del mismo. Para hacer un Diagrama de Causa-Efecto se siguen los siguientes pasos: Se decide cul va a ser la caracterstica de calidad que se va a analizar. Por
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EJEMPLO
Se

traza una flecha gruesa que representa el proceso y a la derecha se escribe la caracterstica de calidad:

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EJEMPLO
Se

indican los factores causales ms importantes y generales que puedan generar la fluctuacin de la caracterstica de calidad, trazando flechas secundarias hacia la principal. Por ejemplo: Materias Primas, Equipos, Operarios, Mtodo de Medicin, etc.:

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EJEMPLO
Se

incorporan en cada rama factores ms detallados que se puedan considerar causas de fluctuacin. Para hacer esto, se pueden formular estas preguntas: Por qu hay fluctuacin o dispersin en los valores de la caracterstica de calidad? Por la fluctuacin de las Materias Primas. Se anota Materias Primas como una de las ramas
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EJEMPLO

Por qu hay fluctuacin o dispersin en el aceite? Por la fluctuacin de la cantidad agregada a la mezcla. Agregamos a Aceite la rama ms pequea Cantidad. Por qu hay variacin en la cantidad agregada de aceite? Por funcionamiento irregular de la balanza. Se registra la rama Balanza. Por qu la balanza funciona en forma 6/4/12

EJEMPLO

As se sigue ampliando el Diagrama de Causa-Efecto hasta que contenga todas las causas posibles de dispersin.

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EJEMPLO
Finalmente

se verifica que todos los factores que puedan causar dispersin hayan sido incorporados al diagrama. Las relaciones Causa-Efecto deben quedar claramente establecidas y en ese caso, el diagrama est terminado. diagrama de Causa-Efecto es de por si educativo, sirve para que la gente conozca con profundidad el proceso con que trabaja, visualizando con claridad
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Un

PASOS PARA ELABORAR DIAGRAMA

Cmo

elaboras un diagrama causa-efecto? Definir claramente el efecto o sntoma cuyas causas han de identificarse. Encuadrar el efecto a la derecha y dibujar una lnea gruesa central apuntndole. Usar Brainstorming o6/4/12enfoque un

PASOS PARA ELABORAR DIAGRAMA

Aadir subcausas a las causas principales a lo largo de las lneas inclinadas. Descender de nivel hasta llegar a las causas raz (fuente original del problema). Comprobar la validez lgica de la cadena causal. Comprobacin de integridad: ramas 6/4/12 principales con, ostensiblemente, ms o

Recomendaciones
Un

Diagrama Causa-Efecto proporciona un conocimiento comn de un problema con todos sus elementos y relaciones claramente visibles a cualquier de detalle. utilizacin ayuda a organizar la bsqueda de causas de un determinado pero no las identifica y no 6/4/12

complejo,

nivel Su

fenmeno

Posibles problemas y deficiencias de interpretacin

a)

La ms grave de las posibles falsas interpretaciones del Diagrama CausaEfecto, es confundir esta disposicin ordenada de teoras con los datos reales. diagrama es til para desarrollar teoras, representar y contrastar su consistencia lgica, pero no sustituye su comprobacin emprica.
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Este

Posibles problemas y deficiencias de interpretacin

b)

Construccin del Diagrama sin un anlisis previo de los sntomas del fenmeno objeto de estudio. En tales casos el efecto descrito puede ser muy general y estar mal definido por lo que el diagrama resultante sera innecesariamente grande, complejo y difcil de utilizar. Deficiencias en el enunciado (sesgos) que limiten las teoras que se exponen
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c)