Fishbone diagram analysis: it is an analysis method to find the "root" of the problem, also known as causal analysis. It can also be divided into fishbone analysis based on problems, reasons and countermeasures.
Use steps
(1) Find the problem to be solved;
(2) Write the question on the head of the fishbone;
(3) Convene colleagues to discuss the possible causes of the problem and try to find out the problem as much as possible;
(4) Grouping the same questions and marking them on fishbones;
(5) Ask for your opinions according to different questions and sum up the correct reasons;
(6) Take out any problem and study why there is such a problem;
(7) For the answer to the question, why? This has gone at least five or six times (five or six questions have been asked in a row);
(8) When going deep into the fifth or sixth level, I think it is impossible to continue, list the reasons for these problems, and then list at least 20 solutions.
type
A, fishbone diagram (there is no causal relationship between each element and the eigenvalue, but there is a structural relationship);
B. Fishbone diagram of the cause type (the fish head is on the right, and the characteristic value is generally written as "Why …");
C. Countermeasure fishbone diagram (fish head is on the left, and the characteristic value is generally written as "How to improve/improve ...")
Analytical structure
A, according to the problem, choose different methods (such as man, machine, material, method, environment, technology, etc. );
B, according to brainstorming, find out all possible reasons (people, things, time, place, resources, funds and other factors) at each level and in each category;
C, classifying and sorting the found elements, and clarifying their subordinate relationship;
D. analyze and select the most important factors;
E. Check the description method of each element to ensure that the grammar is concise and the meaning is clear.
Key points of analysis
A. When determining the main cause (big bone), the field operation generally starts with "people, machines, materials, law, environment and technology", and the management problems generally start with "people, things, time, place, resources and funds", depending on the specific situation;
B, major factors must be described with neutral words (not good or bad), and medium and small factors must be judged by value (such as … bad);
C. When brainstorming, you should try to find out all possible reasons, not just what you can completely control or are implementing. People's reasons should be analyzed from the aspects of action rather than thinking and attitude;
D, intermediate factors and eigenvalues, small factors and intermediate factors have a direct causal relationship, and small factors should be analyzed to directly formulate countermeasures;
E. If a reason can be attributed to two or more factors at the same time, please take the one with the strongest correlation as the standard (if necessary, consider the "three presentation principles", that is, go to the scene to see what is presented now, and find out the main factors with the strongest correlation through the comparison of relative conditions).
F, when choosing important reasons, do not exceed 7, and should be determined in the last reason.
Tempering process
A, fill the fish head (not well described) and draw the main bone;
B, draw a big bone and fill in the main reason;
C, draw middle bones and small bones, and fill in small and medium factors;
D, use special symbols to identify important factors;