Ishikawa Diagram (Fishbone) - Marketing and Management Models

Ishikawa Diagram (Fishbone)

Helen Strong

Ishikawa diagram: Purpose

When you are trying to get to the root cause of a problem, Kaoru Ishikawa’s model is an extremely helpful tool in analyzing probable issues causing the problem. The model was developed for Toyota car manufacturer in the context of quality control. It provides a structured way of considering the elements of processes, which are used in production of the final product.

The model can also be applied when one is trying to design a product and wants to identify which aspects in production need to be considered to achieve the desired features or quality level.

Ishikawa Diagram: Structure and Description

In reality, this model (Figure 22.1) is a brainstorming tool, where different factors are considered in manufacturing, marketing, service delivery, HR management, or any other area where problems need to be solved. It has even been used in medicine to assist practitioners in diagnosis (Wong 2011).

Application of the technique relies on identification of all the possible inputs to a product or service, and then examination of how those inputs were delivered to eventually uncover the offending cause of a problem or quality issue.

Figure 22.1 Ishikawa (fishbone) diagram

Ishikawa Diagram: Strategic Considerations

The tool fosters participation and ownership amongst workers to find and implement solutions to problems. It speeds up discovery of issues, and because people are following a process it is a thorough method, likely to consider all possible contributing factors. Issues need to be subjected to critical reflection (Iceberg Theory) to determine or confirm the real problems.

Ishikawa Diagram: Implementation

Wide use of the model has resulted in norms for the elements, which are considered when different functional areas are being analyzed. Wikipedia (2012b) identifies the initial bones as in Table 22.1.

The researcher needs to bring together people with minds capable of objective analysis. The management’s attitude needs to give them the confidence to express issues without fear of retribution.

The process requires systematic consideration of each of the areas in relation to the symptoms of the problem. Participants will look for both internal and external causes, which could impact on the quality or observed problem area. One would advise that the Iceberg Theory (considered elsewhere in this book) could be applied to these possible problems to help identify the real problems underlying the symptoms.

Table 22.1 Ishikawa cause categories

Manufacturing	• Machine (technology) • Method (process) • Material (includes raw material, consumables, and information) • Man power (physical work) • Mind power (brain work) • Measurement (inspection) • Milieu or Mother nature (environment) And more recently have added: • Management and money power • Maintenance
Marketing	• Product, service, or both • Price • Place • Promotion • People and or personnel • Positioning • Packaging

To make sense of the exercise, once all the areas have been considered, the causes need to be grouped and then ranked in order of potential impact or importance in contribution to the central problem.

Ishikawa Diagram: Conclusions

This technique of analyzing the causes of problems is best applied to key performance areas. It should also be used in conjunction with the Iceberg Theory to uncover the real problems.

One should anticipate that a single session is not going to provide all the solutions. Hence when exploring the causes and elements of a problem (or opportunity), make sure that particular people are given the responsibility of finding additional information or implementing the activities agreed within the analyzing group.

It would be useful to use a road map approach^RM, when implementing proposed solutions. Regular meetings should be scheduled to plot the progress and to make visible the impact of corrective steps on the problem.

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