ACTA TEHNICA CORVINIENSIS – Bulletin of Engineering

Tome VII [2014] Fascicule 4 [October – December]

ISSN: 2067 – 3809
 

1. Slobodan
STEFANOVIC, 2. Imre KISS,
3. Damjan STANOJEVIC, 4. Nenad JANJIC

ANALYSIS OF TECHNOLOGICAL
PROCESS OF CUTTING LOGS USING
ISHIKAWA DIAGRAM
1,3,4. Department of Mechanical Engineering,
Higher School of Applied Professional Studies,Vranje, SERBIA
2. Department of Engineering & Management, Faculty of Engineering –

Hunedoara, University Politehnica Timisoara, ROMANIA

Abstract: The quality management system standards of the ISO 9000:2000 series are based on the eight quality
management principles. Principle No. 6 says: “Continual improvement of the organization's overall performance
should be a permanent objective of the organization”. Applying this principle requires having knowledge of
methods and tools for solving problems and/or continual improvement. One of these tools is “The Cause & Effect
Diagram”. It is used to document the possible causes of a given event. “The Cause & Effect Diagram” is also
known as a “Fishbone Diagram” because of its appearance or an “Ishikawa Diagram” after its originator, Dr
Kaoru Ishikawa. In order to ensure its place at the market an organization has to produce such products and
services that meet wishes and expectation of customers. It has to meet demand of customers and other interested
parties (workers, owners, suppliers, community). However, due to strong competition and increased customer's
requirements for higher quality, the organization could lost its place at the market if fails to make continuous
improvements. Continuous improvements are not possible without knowing how to correctly implement both tools
and methods. Task of management is to recognize the importance of tools and methods for management of quality,
what is the subject of this paper.
Keywords: Ishikawa diagram, management of quality, tools and methods, improvement 

1. INTRODUCTION (Kaoru Ishikawa – It is particularly important his work of introducing

Cause – Effect diagram creator) quality basis on practical circuits actions in Japan
Kaoru Ishikawa (1915 – 1989) is the most famous and worldwide, primarily in the United States.
Japanese scientist in the field of quality, a typical American Society for Quality is in 1993.
representative of a successful takeover of all U.S. established an annual award for the Ishikawa
experiences, their immediate implementation in the human aspect in the introduction and
study. Binding U.S. knowledge with the Japanese implementation of activities related to quality. The
practice, Kaoru Ishikawa is a pioneer in winning basic elements of learning and practice Kaoru
new, own techniques that will celebrate Japan in Ishikawa are as follows:
the world. 1. Quality begins and ends with learning
For his work Ishikawa received a number of 2. The first step is to find consumer demands
Japanese and international recognition, and it is 3. The ideal state of quality control occurs when
enough to point out Deming Prize and the inspection is no longer needed.
Shewhart Medal, Award of the Japanese 4. You must remove the causes of the problem,
Association for Standardization and Grants award not the symptoms.
of the American Society for Quality Control. In 5. Quality control is the responsibility of all
addition to a large number of papers and classes on workers and all divisions.
videotape, Kaoru Ishikawa also wrote a series of 6. Must not confuse means and ends.
books of which are still two world bestseler: 7. Quality should be a priority and should seek to
9 How to take quality circle activities, realize profits in the long term
9 What is total quality control - the Japanese way. 8. Marketing is input and output for quality

© copyright Faculty of Engineering - Hunedoara, University POLITEHNICA Timisoara 

ACTA TEHNICA CORVINIENSIS Fascicule 4 [October – December]
– Bulletin of Engineering Tome VII [2014] 

9. Top management must not show anger when statistics, quality control circles and total quality
facts subordinate amounts. control of the entire company, Ishikawa will
10. 95% of the problems in the organization can be remain known as a top promoter of new techniques
solved using a simple tool for analyzing and and technologies and harnessing more importantly
troubleshooting. as a convinced supporter of paying special
11. The data do not indicate to the dispersion (ie. attention to the man, his environment and the
variability) were incorrect data. democratization of all production processes.
With the full support of the Association of Japanese 2. CAUSE – EFFECT DIAGRAM
scientists and engineers Ishikawa has proposed the 2.1. Areas of application
implementation of quality statistics in three basic Cause – effect diagram is the result of a general
levels: analysis of the impact (cause) that cause a
9 for all employees, particular outcome observed phenomena (work
9 for the leadership at all levels of superior quality processes). In an effort aimed at boosting the
managers, quality of products and processes companies and
9 for professional statisticians. service organizations, the present method has a
He advocated collection and analysis of data using wide range of applications in the processes of
simple visual tools, statistical techniques and quality assurance processes of all functions of the
teamwork as the basis for the introduction of total company in terms of:
quality. Deming took the famous Shewhartov cycle 9 Identification of the actual causes of a particular
(PDCA – Plan, Do, Check, Act) and adapt it to his condition (outcome) results from the operation
way of thinking so that today is usually talking of the company or service organizations
about the Deming cycle in four steps. 9 Identification and analysis of cause – effect
Kaoru Ishikawa further expanded it to six steps relationship in the flow of materials, energy and
under the motto 'always (at least) one step information, which provide the basis for effective
further'. Ishikawa circle of improving quality troubleshooting if as a result is observing the
consists of the following six steps: situation – the outcome of the work beyond the
1. determine (define and detect) targets, limits of tolerances os set objective function.
2. find methods to achieve goals, 2.2. Description
3. get involved maximum in education and Diagram of the causes – effects is, as noted, a
training, method for detailed analysis of the relationship
4. achieve the goal (model products or services, between a state system in observation (effects) and
processes, systems), the influential variables that cause the occurrence
5. check and correct the results of the of a given condition (cause). When given in the
implementation of all existing improvements, analysis related to improving the quality of the
6. finally realized envisaged goal (improvement, products and processes of companies and service
new product or service, process, system) organizations, the expression:
Move 'one step further', according to Ishikawa is 9 EFFECT – means a certain outcome of the
pure fiction unless there is full support for all work of the observed view of the system at a
levels indicators that management must given time and under given circumstances; as
demonstrate their full commitment to quality. impact outcomes related to the effect of
Kaoru Ishikawa is in a way a complete Japanese temperature and disorder in the process, it is
version and amendments Edward Deming. His clear that the size of the random character and
role and importance in the development of quality can be classified into two main categories –
in Japan is crucial and fundamental. both inside and outside the limits of
Combining the best of the West and the East, tolerances placed objective function,
Ishikawa, along with top American experts charted 9 CAUSES – means a set of environmental
the path will go complete Japanese economy and conditions and processes of the system that
not just one. With all achieved practical success in result in a particular state of the outcome of the

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work: from the standpoint of achieving the Step 2: Identification of the cause
projected state – effects that are the size of A method for identifying the cause which lead to
circulation resulting character. the problems defined above is composed in:
9 Forming the problem of all possible causes of the
problem to be analyzed. It is obvious that an
overview can be the result of a consequence,
groups or professional teams, but at this stage
recommend the results previously held
Figure 1. The main connection CAUSES – EFFECT Brainstormng session. When given the
Diagram of Causes – Effect as a set of causes on importance of the overview of the causes is
the one side and effect at the other side shall be complete, that is, goes off in advance of a cause
regulated by the principles of: which in subsequent analysis may result in the
9 Selection – the separation of the true causes of basic cause – and effect relationship.
a particular outcome of the work process – one
effect,
9 Sorting – grouping selected causes by
character, importance and effection mode,
9 Logical connection of the observed effects and Figure 3. The basic form of cause – effect
causes of isolated. relationships
2.3. Procedure Classification by type of the cause, effection mode
Step 1: Defining the problem and related features.
In most cases the diagram CAUSES – EFFECTS Classification is the most effective use of simple
are used for the case that resulted in defining a forms of classification systems – coding sample:
specific problem – poor quality parts, assemblies or groups of causes related to the participants in the
products, the occurrence of FAILURE work, groups of causes related to materials, groups
CONDITIONS, the long duration of the of causes related to the working procedures, groups
production cycle, low coefficient of rotation of of causes related to the means of work.
capital, and a series of other related problems. Then Step 3: Selection the basic structure
it is necessary to verify the identity of the causes of For non–production application forward given
occurrence of a trouble as a result. It is possible, structure group (4M) obviously does not
also, a situation that results in a defined and correspond – it takes depending on the nature of
particular effect. In this case seeking identification the problem, to form a new group.
of the conditions that lead to the realization of the If you previously added to the structure given
given effect as a result. category Marketing, Money, and Management
EFFECT (problem or effect) must be defined on the structure then transferred to the structure type
basis of objective data in the form of a completely 7M.
clear. In the process of defining the problem helps The present stage of the analysis involves the
Brainstorming analysis. selection of a certain structure CAUSES –
Graphically present the given consequence – the EFFECT diagram. Structure type 4M or 7M can
usual symbol is a rectangle in the right part of the be a good basis for forming the basic structure of
drawing in the manner shown in Figure 2, leaving the diagram, where the adopted structure (number
the left side area of the diagram of the future and nature of groups of causes) may not be final
introduction of the cause because the further development permit
modification. The main groups of samples are
entered by pulling the appropriate lines on the line
effection causes diagram in step 1., to provide the
basic structure diagram CAUSES – EFFECT
Figure 2. Define the problem – the EFFECT given in Figure 4.

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long as it does not exhaust all the examination of

                          identified causes.
Groups of causes 2
Groups of causes
1   Step 6: Analysis
When by entering in diagram at a certain level
exhaust all identified causes and check the logic of
each of the branches, the approach to the analysis
that is performed is in two directions:
9 Identification of the most likely cause–problem
                                                         which is analyzed and their designation in the
Groups of causes Groups of causes 4 diagram. Probable cause should seek on the line:
3
the bigest level causes – the highest level causes
Figure 4. Basic structure of Causes – Effect diagram – lower levels causes,
Step 4: Develop a diagram 9 Given process, in addition to targeting the root
For selected basic structure diagram should be the causes of problem, allows, in certain cases,
main groups of causes lines to add causes of which finding the critical line cause, which is
are previously located in the group. The addition is certainly one of the most important results of
carried out by pulling each of the sample this method,
connection line in the basic group of the cause, as 9 Diagram CAUSES – EFFECT considered
shown in Figure 5. separately is not sufficient to solve the problem
– it only refers to its underlying causes, and the
cause – effect relationships.
For these reasons it is necessary to collect data in
order to check the most important (most probable)
cause and troubleshooting any other suitable
method (ABC or Pareto diagram).
3. EXAMPLE DIAGRAM CAUSE – EFFECT
IN THE TECHNOLOGICAL PROCESS OF
CUTTING LOGS
Step 1 – Identify effects
We need to identify and clearly define the
Figure 5. Development phase of
Causes – Effect diagram output or effect that will be analyzed. The effects
In the present step, it is necessary to make should be formulated as a special quality
adjustments of the basic structure diagram in case characteristics, problems resulting in the work,
of occurrence of the cause the concentration of one planned objectives, etc.
or two basic groups of the branches the cause We must use the definition. Within the team we
(unbalanced diagram). You have acquired a basic have to determine the definition of effects to ensure
insight into the effect of certain causes, the need of that it is clearly and unambiguously understood.
their allocation or elimination in cases of We need to know that the effect can be
unnecessary connections. positive (objective) or negative (a problem),
Based on the foregoing it can be concluded that the depending on the issue under discussion. The use
elaborate diagrams need to respect the principles of positive effects that focuses on the desired output
ofe: can create an optimistic atmosphere that
9 Balanced structure encourages the participation of team members.
9 The necessary minimum of the cause or cause – Whenever possible recommended expression effects
effect relationship. in a positive way. Focusing on the negative effects
Step 5: The process of spreading (branching) can turn team effort to search justify why the
A method of spreading is performed from the cause problem occurred and determination of guilt.
connected in multiple stages, without limitation, as However, in some situations, for it is easier to

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focus on what are the causes of problem, but what Write down the main categories that our team
are the causes of a positive output. The team needs chose the left of the effect rectangle, above and
to decide which approach is best for a particular below the «basic structure».
case. Draw the rectangle around the label of each
NOTE: An example used to explain the category, and connect them with the «basic
construction of a „diagram of cause–effect” is structure» slanted lines.
divided into its component parts and described in Step 4 – Identification of other factors
detail to illustrate the construction steps. Using For each of the main group, identifying other
this example, we will show the causes that are specific factors that can be CAUSES EFFECTS:
related to getting poor quality boards when cutting 9 Identify as many causes or factors and attach
logs. them as a subgroup of the main group (eg.
possible causes for the poor quality of the
boards are shown under the appropriate
categories in Figure 9.).
9 Provide details for each cause. If a cause of
lower order applied to several causes higher
Figure 6: The basic structure of the cause–effect order please include it below each of them.
diagram
Step 2 – Drawing effects
Using a board or larger paper, placed so that each
team member can well see, than draw the BASIC
STRUCTURE and create a effects RECTANGLE.
Draw a horizontal arrow to the right end. This is
the basic structure.. Right from the arrow write a Figure 8. Step 3 – Identification of the major categories
brief description of effects or the output that results Step 5 – Identify the causes
from the process (eg: a effect is poor quality of We need to identify the deeper causes and to
the boards– Figure 7). Draw a rectangle around a continue to organize under the appropriate causes
description of the consequences. or categories. We can do a series of questions
asking why.
Figure 9 shows how the diagram looks like when all
the causes have been identified that contribute to
the effect. As you can see there can be many causes
Figure 7. Step 2 – Drawing „effects” that contribute to the level of effect.
Step 3 – Identify the causes
Identifying main CAUSES that contribute to the
effects that we analyze. These are signs of the main
parts of our diagram and become categories that
will be given reasons related to that category.
Determine the main causes, or categories, which
will be referred to other possible causes. You need
to use a label for a category that makes sense to
create a diagram. Here are some commonly used
categories: Figure 9. Step 5 – identifying the causes
9 3M and O – methods, materials, machines and Step 6 – Analysis of the diagrams
staff, The analysis helps to identify causes that warrant
9 3P and O – politics, processes, facility and further investigation. Because „diagram cause–
staff, effect” identifies a possible causes of this further
9 Environment – potentially significant fifth work we can use Pareto diagram to determine the
category. cause of which will be the first focus. When
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analyzing the diagram we need to do the following: Cause–effect diagram is a tool that is suitable for
» Consider «balance» in our diagram by identifying and organizing the known or possible
checking comparable levels of detail for most causes of poor quality or problems. The structure
categories provided by the diagram helps team members to
9 A thin block position in one area may think in a systematic way.
indicate that further research is needed. Cause–effect diagram is a tool that helps in
9 Main category that has only a few specific identifying, sorting and displaying possible causes
causes may indicate the need for further of a specific problem or quality characteristic. It
identification of causes. graphically illustrates the relationship between a
9 If several major groups have just a subset of given output, and all the factors that affect the
them may be combined under one category. output. This type of diagram is sometimes called
» We need to seek the causes that are repeated the „Ishikawa diagram” because it was invented by
several times. They may represent the root of Kaoru Ishikawa or „fishbone diagram” because of
the problem/effects. his look.
» We need to seek what we can measure in each In this paper, is a complete processed diagram
cause so that we can quantify the effects of causes – effect, his scope, description and method of
changes that may make. making diagrams. It was made an example that
» Most importantly, identify and round up the indicates all the causes that affect the result of
cause in which we can take action. getting poor quality of cut
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