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Sample Ishikawa diagram shows the causes contributing to problem. The defect, or the problem to be solved, [1] is shown as the fish's head, facing to the right, with the causes extending to the left as fishbones; the ribs branch off the backbone for major causes, with sub-branches for root-causes, to as many levels as required.
For example, an "Is/Is Not" worksheet is a common tool employed at D2, and Ishikawa, or "fishbone," diagrams and "5-why analysis" are common tools employed at step D4. In the late 1990s, Ford developed a revised version of the 8D process that they call "Global 8D" (G8D), which is the current global standard for Ford and many other companies in ...
The seven basic tools of quality are a fixed set of visual exercises identified as being most helpful in troubleshooting issues related to quality. [1] They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues.
In strategic planning and strategic management, SWOT analysis (also known as the SWOT matrix, TOWS, WOTS, WOTS-UP, and situational analysis) [1] is a decision-making technique that identifies the strengths, weaknesses, opportunities, and threats of an organization or project.
At each intersection, a relationship is either absent or present. It then gives information about the relationship, such as its strength, the roles played by various individuals or measurements. The matrix diagram enables you to analyze relatively complex situations by exposing interactions and dependencies between things.
Cost–benefit analysis – Systematic approach to estimating the strengths and weaknesses of alternatives; Decision cycle – Sequence of steps for decision-making; Decision tree – Decision support tool; Formula for change; Immunity to change; Issue mapping – Diagram in which pros and cons are types of nodes
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Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem. [1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "why?"
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