Look for root causes that appear in more that one major cause category. ![]() Often some of the initial causes identified are actually symptoms of another cause. Probe to seek the ‘root cause’ rather than simply accepting that everything is a cause. Tip - The major cause headings are not sacred and you can change these to reflect the particular effect that you are seeking to minimise or maximise. Group the ideas into logical branches of related causes. Tip - Try not to censor ideas at the brainstorming stage. Tip - It is essential that the people making the diagram know what really happens in the process and are not completing the diagram as if it is an ideal world. Brainstorming techniques or previous lists generated by the team can be used to quickly generate a list of possible causes. Using the basic frameworks as a guide, use the employees involved with the process or service to identify the various causes that are likely to create the concern. It is important that the team is in agreement that this is the real concern and that it is not simply a symptom of the real effect. ![]() Using a flip chart, the concern or effect is drawn to the right of the major fish bone as the ‘fish head’. This could be from Pareto analysis, check sheets or any other method. Select a concern identified as being significant. The best way to gain value from the cause and effect diagram is to:
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