Diagrama de Ishikawa 🐟 - Cómo hacer un diagrama de Ishikawa - Diagrama de CAUSA y EFECTO 👌👌

Summary

Este video presenta una herramienta efectiva llamada diagrama de Ishikawa para detectar la causa raíz de problemas. Desarrollado por Kaoru Ishikawa, el diagrama es una representación de la relación causa-efecto que se aplica en diversos sectores. El video ofrece una visión teórica seguida de un ejemplo práctico, enfocándose en el exceso de desperdicio de consumibles en un almacén. Se sugiere formar un equipo multidisciplinario para analizar y aplicar técnicas como el 'por qué' para identificar las causas fundamentales del problema, proporcionando un enfoque sistemático para abordar mejoras en procesos.

Takeaways

• 📚 El diagrama de Ishikawa fue desarrollado por el doctor Kaoru Ishikawa, un químico industrial japonés conocido como el padre del análisis científico de problemas industriales.
• 🔍 Originalmente diseñado para empresas industriales, el diagrama de Ishikawa se ha extendido a diversas industrias y negocios, mostrando su utilidad más allá de su contexto original.
• 🐟 El diagrama se llama 'fishbone' o 'esqueleto de pescado' debido a su forma que representa las causas principales (huesos) que conducen al problema (cabeza del pescado).
• 📉 Es una herramienta causal que muestra la relación causa-efecto, buscando identificar las causas que originan un problema específico, construyéndolo de derecha a izquierda.
• 👥 Se recomienda utilizar el diagrama de Ishikawa en un equipo multidisciplinario, integrando diferentes perspectivas para analizar el problema desde diversas áreas.
• 📈 El primer paso para utilizar el diagrama es definir el problema claramente y ubicarlo en el lado derecho del diagrama, seguido de un análisis estructurado.
• 🔨 Se utilizan cuatro categorías principales para identificar causas: método, maquinaria, mano de obra y ambiente, conocidas colectivamente como los 'cuatro M's.
• 🤔 La técnica del 'por qué' es fundamental para profundizar en las causas, preguntando repetidamente por qué hasta llegar a una causa raíz que sea abordable y específica.
• 📝 Es importante registrar las causas identificadas en líneas horizontales debajo de cada categoría, lo que ayuda a visualizar y organizar la información.
• 🔑 El diagrama de Ishikawa por sí solo no es suficiente para resolver un problema; es una herramienta que requiere de otras metodologías para analizar y priorizar las causas raíz identificadas.
• 👉 El siguiente paso después de construir el diagrama es utilizar técnicas adicionales para determinar y abordar la causa raíz del problema, lo que se explorará en futuras videos.

Q & A

¿Qué es el diagrama de Ishikawa y qué propósito sirve?

El diagrama de Ishikawa es una herramienta causal utilizada para identificar las causas fundamentales de un problema. Muestra la relación entre la causa y el efecto y es especialmente útil en el análisis de problemas en procesos industriales y otros tipos de industrias.

¿Quién desarrolló el diagrama de Ishikawa?

El diagrama de Ishikawa fue desarrollado por el doctor Kaoru Ishikawa, un experto químico industrial japonés conocido como el padre del análisis científico de los problemas industriales.

¿Cómo se aplica el diagrama de Ishikawa en diferentes industrias?

Aunque inicialmente fue conceptualizado para empresas industriales, su uso se ha extendido a lo largo de los años a todo tipo de industrias, ya que la metodología se puede aplicar indistintamente del sector en el que se utilice.

¿Cuál es la estructura básica del diagrama de Ishikawa?

La estructura básica del diagrama de Ishikawa incluye escribir el problema en el lado derecho, dibujar una línea horizontal a la izquierda y luego dibujar líneas diagonales que representan las categorías de las causas potenciales.

¿Cuáles son las cuatro categorías más utilizadas en el diagrama de Ishikawa?

Las cuatro categorías más utilizadas son el método, la maquinaria, las personas y el ambiente. Estas categorías se conocen como los cuatro 'emes' y son fundamentales para analizar las causas de un problema.

¿Cómo se construye el diagrama de Ishikawa paso a paso?

Se comienza escribiendo el problema en el lado derecho, se dibuja una línea horizontal y luego se trazan líneas diagonales para las categorías de causas. Luego, se utilizan líneas horizontales pequeñas para escribir las causas propuestas en un proceso de brainstorming multidisciplinario.

¿Qué técnica se puede usar para analizar las causas en el diagrama de Ishikawa?

Se puede utilizar la técnica del 'por qué' (5 Whys), donde se hace una pregunta y se responde con una razón, y se repite el proceso para profundizar en la causa fundamental del problema.

¿Por qué es importante formar un equipo multidisciplinario para trabajar con el diagrama de Ishikawa?

Formar un equipo multidisciplinario es importante porque permite incluir diferentes perspectivas y conocimientos, lo que enriquece el análisis y ayuda a identificar las causas fundamentales de manera más efectiva.

¿Cómo se pueden determinar las causas fundamentales una vez que se han construido el diagrama de Ishikawa?

Después de construir el diagrama, se pueden utilizar técnicas adicionales como la matriz de priorización o el análisis de la fuerza de causa para determinar cuál de las causas identificadas es la más significativa y debe ser abordada primero.

¿Cuál es el siguiente paso después de construir el diagrama de Ishikawa?

El siguiente paso es analizar las causas identificadas y utilizar otras metodologías para determinar la causa fundamental y desarrollar una solución efectiva para abordar el problema.

Outlines

00:00

📚 Introducción al Diagrama de Ishikawa

El primer párrafo presenta el Diagrama de Ishikawa, una herramienta eficaz para detectar la causa raíz de problemas. Se menciona que fue desarrollado por el doctor Kaoru Ishikawa, un químico industrial japonés considerado padre del análisis científico de problemas industriales. Aunque inicialmente concebido para empresas industriales, su uso se ha extendido a diferentes industrias. El diagrama es una representación causal que muestra la relación entre causa y efecto en procesos, donde el efecto es la salida del proceso y la causa es lo que se busca detectar. Se sugiere que la metodología del diagrama, independientemente del sector, puede proporcionar buenos resultados si se sigue correctamente.

05:00

🛠️ Aplicación del Diagrama de Ishikawa en un Problema Real

Este párrafo describe cómo aplicar el Diagrama de Ishikawa a un problema específico, como el exceso de desperdicio de consumibles en un almacén. Se sugiere formar un equipo multidisciplinario para analizar la causa raíz del problema, integrando la voz de personal de base. Se destaca la importancia de la teoría antes de la práctica y se mencionan tres situaciones potenciales como problemas en un almacén, incluyendo el desperdicio de materiales, las compras de pánico a precios elevados y las diferencias entre el sistema administrativo y la realidad física del inventario.

10:01

🔍 Identificación y Análisis de Problemas con el Diagrama de Ishikawa

El tercer párrafo se enfoca en el análisis detallado del problema del exceso de desperdicio de consumibles. Se sugiere recolectar datos y elementos para entender mejor la situación, como un aumento en la consumición de materiales de alto movimiento. Se describe el proceso de construcción del diagrama, comenzando con la definición del problema en el lado derecho y la adición de líneas oblicuas que representan las categorías de causas. Se introducen las cuatro categorías más utilizadas: método, maquinaria, mano de obra y ambiente, conocidas como los cuatro 'emes', y se enfatiza la importancia de la colaboración en equipo para identificar las causas posibles.

15:02

🤔 Técnica del 'Por qué?' para Descubrir las Causas Raíces

Este párrafo explica el uso de la técnica del 'Por qué?' para investigar y profundizar en las causas de un problema, identificando la necesidad de un plan de mantenimiento formalizado y la falta de planificación de producción como posibles causas raíces del desperdicio de consumibles. Se resalta la importancia de no parar en las respuestas superficiales y de seguir preguntando 'Por qué?' hasta llegar a una causa que sea sencilla de abordar y que no sea una limitación común como el presupuesto. Se sugiere enfocarse en una categoría a la vez para mantener la coherencia y la profundidad en el análisis.

20:06

🔗 Conclusión y Siguientes Pasos tras el Análisis con el Diagrama de Ishikawa

El último párrafo concluye el proceso de construcción del Diagrama de Ishikawa y señala su debilidad: la necesidad de combinarlo con otras técnicas para avanzar en la solución de problemas. Se menciona que el diagrama por sí solo puede identificar muchas posibles causas, pero no proporciona una solución directa. Se anima al espectador a seguir el canal para aprender cómo analizar estas causas y determinar la causa raíz, y se invita a compartir el video si es de interés, agradeciendo la audiencia y promoviendo la interacción en las redes sociales.

Keywords

💡Diagrama de Ishikawa

El Diagrama de Ishikawa, también conocido como diagrama de causas fundamentales o diagrama de pescado, es una herramienta de análisis causa-efecto desarrollada por Kaoru Ishikawa. En el video, se utiliza para identificar las causas raíz de problemas en un proceso, como el exceso de desperdicio de consumibles en un almacén. Se compone de una estructura que incluye el problema principal en el lado derecho y varias categorías de causas en el lado izquierdo, representadas por líneas oblicuas que se asemejan a los espinos de un pez.

💡Causa raíz

La causa raíz se refiere al factor fundamental que provoca un problema o efecto en un proceso. En el contexto del video, el objetivo es utilizar el Diagrama de Ishikawa para detectar las causas raíz detrás del exceso de desperdicio de consumibles, que es el problema principal identificado en el almacén de la empresa.

💡Consumibles

En el guion, los consumibles son los materiales de alto consumo que se encuentran en stock en el almacén para ser utilizados en áreas de producción. El exceso de desperdicio de estos materiales es el problema que se busca abordar, ya que puede conducir a pérdidas monetarias significativas para la empresa.

💡Análisis de causas

El análisis de causas es el proceso de examinar las posibles razones que conducen a un efecto o problema. En el video, este análisis se realiza mediante el uso del Diagrama de Ishikawa, donde se identifican y se exploran las causas que podrían estar relacionadas con el exceso de desperdicio de consumibles.

💡Equipo multidisciplinario

Un equipo multidisciplinario es un grupo de personas con diferentes habilidades y conocimientos especializados que trabajan juntos para abordar un problema. En el video, se sugiere formar un equipo multidisciplinario que incluya gerentes de área, operadores de producción y personal de almacén para analizar el problema del desperdicio de consumibles.

💡Método

El método, en el contexto del Diagrama de Ishikawa, se refiere a la categoría que abarca los procesos o procedimientos utilizados en la producción. Es una de las cuatro categorías principales que se analizan para identificar posibles causas del problema, como la falta de planificación de producción mencionada en el guion.

💡Maquinaria

La maquinaria es una de las categorías en el Diagrama de Ishikawa que representa las herramientas y equipos utilizados en el proceso productivo. En el video, se utiliza para investigar si la falta de mantenimiento de las herramientas, como los remachadores, puede ser una causa del exceso de desperdicio de consumibles.

💡Trabajo

El trabajo, o 'manos de obra', es otra categoría en el Diagrama de Ishikawa que se refiere a las personas que interactúan con el proceso productivo. En el video, se sugiere que la falta de conciencia sobre los costos de producción y el impacto del desperdicio puede ser una causa del exceso de desperdicio de consumibles.

💡Entorno

El entorno es la categoría que abarca el espacio físico y las condiciones en las que se desarrolla la actividad productiva. En el guion, se menciona que el suelo de tierra de la zona de producción puede haber contribuido al exceso de desperdicio de consumibles, ya que los materiales se pierden más fácilmente en el suelo.

💡Técnica del porqué

La técnica del porqué es un método para analizar y profundizar en las causas de un problema, preguntándose repetidamente 'por qué?' hasta llegar a una causa raíz. En el video, se utiliza esta técnica para investigar las causas del exceso de desperdicio de consumibles en las categorías del Diagrama de Ishikawa.

Highlights

El video enseña a usar una herramienta eficaz para detectar la causa raíz de cualquier problema.

Se presenta el diagrama de Ishikawa desarrollado por el doctor Kaoru Ishikawa, considerado el padre de el análisis científico de problemas industriales.

El diagrama de Ishikawa es una diagrama causal que muestra la relación causa-efecto en procesos.

El diagrama se construye de derecha a izquierda, reflejando el orden de escritura japonés.

Se analiza un problema real de desperdicio excesivo de consumibles en un almacén de la empresa.

El desperdicio de consumibles aumenta un 10% mensual a pesar de que la producción sigue siendo la misma.

Se sugiere formar un equipo multidisciplinario para analizar la causa raíz del problema.

El equipo debe estar compuesto por gerentes de área, operadores de producción y personal de almacén.

Se describe el proceso de construcción del diagrama de Ishikawa, comenzando con la definición del problema.

Se explican los cuatro categorías principales utilizadas en el diagrama: método, maquinaria, mano de obra y ambiente.

Se utiliza la técnica del 'por qué' para profundizar en las causas y encontrar la causa raíz.

Se da un ejemplo práctico de cómo se identificó una falta de plan de mantenimiento como una causa raíz del desperdicio.

Se destaca la importancia de no parar en respuestas superficiales y seguir preguntando 'por qué' hasta llegar a una causa solucionable.

Se sugiere la necesidad de planificación de producción y formación para prevenir el pedido de más material de lo necesario.

Se menciona la falta de conciencia sobre los costos de producción y su impacto en el desperdicio de material.

Se analiza cómo el ambiente físico de producción puede influir en la pérdida y desperdicio de consumibles.

Se enfatiza que el diagrama de Ishikawa es solo el primer paso y debe complementarse con otras técnicas para identificar la causa raíz.

Se invita a los espectadores a seguir el canal para aprender cómo analizar y actuar sobre las causas identificadas en el diagrama de Ishikawa.

Transcripts

How are you! in this video we will teach you how to use

a very effective tool to be able to detect the root cause of any problem that in

this moment you have, today you are going to learn to make a diagram of Ishikawa.

and as in many other videos before starting with the practical example let's see a little

of theory, a few brief seconds, since it is important to understand what is the concept

of this diagram. the diagram was developed by the doctor

Kaoru Ishikawa, here we have your image, he he was an expert Japanese industrial chemist

in the notions of quality and in fact you considers the father of scientific analysis

in the causes of industrial problems, in fact the Ishikawa diagram initially

It was conceptualized to be able to work in industrial companies, to be able to use

in industrial companies, but through the years obviously it was permeating its use

through all kinds of industries, everything type of shops and what we're going to see in

this video does not matter much the situation where you apply it while you follow the methodology

it's going to give you very good results, and basically What we can say about the diagram is that it is

a causal diagram, this means that it shows the cause and effect relationship, if we talk about

processes, because the effect is the output of processes and what we are trying to detect

here we would go in reverse, we have the exit of the process that are the problems or the problem

what we have and what we try to find are the tickets, the causes that are

originating that effect, the process inputs that are causing us the problem, is

that's why the diagram is constructed from right to the left and you also have to see something

with the Japanese way of writing that's why they do not do it from left to right

if not from right to left, but you know that in Japan is written upside down, then

the problem is put on the right side and all the potential causes that cause this problem

they put on the left side, when you read it from left to right, just what

what are you seeing are the causes and what is the effect they cause.

and what we are going to do is apply directly the methodology to create the Ishikawa in

a real problem, in real data so that you can see the whole process and you stay

much more clearly, let's assume that we are those responsible for improving the processes or the

result of operations in the warehouse of our company, and talking to people

or analyzing what happens there we saw three main situations that could

be potential problems, one is that there an excess waste of consumables per

the production or operations area and consumable remember that it is the material that

We have in stock is high consumption material what we need to have in a specific amount

inside the warehouse because the area of ​​operations or production is constantly in need,

so not to wait there with the provider and to be bringing the material daily you have

a specific amount and it's called stock within the warehouse to be able to stock.

then this material to be there available always so much is being wasted,

and that is a situation that we have, another is that panic purchases are made at prices

elevated by not finding the necessary material even when there is a lot of stock material

in a production process there can be many part numbers which are already needed

the best in one of them is not specifically found I need and this causes buyers

have to go with any provider and have accept the payment terms of that

provider, very high prices, interests higher, and so on.

then this is what happens with purchases of panic and if we talk about administrative system

that is used there are many differences between what the system says and what physically

It is in the warehouse. then the numbers do not square, this can

mean that material is being lost, the first thing you have to decide is which

of the three situations or problems you are going to attack first and already in another video we will see

what is the way to prioritize the problems or prioritize the circumstances or activities

what you have to do. In this case merely for being in the consecutive order as

find we're going to go with the first situation and this is to see the excess waste of

consumables material in the area of ​​operations or production, this is the problem that

we are going to attack. so now if we have it to define much more in detail, we have

that give a much bigger perspective to the people that we are going to integrate in a

work team to be able to attack this problem or be able to try to detect the causes that

are causing this problem. if I take the main statement what I can

see is that I need to get data, or get more elements to see what we need

to do, an element that we saw is that consumption of high movement or stock materials

as it is called is increased in the 10% monthly, although production continues

being the same then although I'm producing the same every time I'm requiring more material,

means that something is going through that we believe that is being wasted there is a waste

important, there is no recovery of material not used, many times you take

warehouse material you do not use it completely and you do not return that material, it stays there

irrigated in the productive area and this is a waste of money for the company very

strong and you can find material thrown away on the production floor, that's something that

also in many parts especially talking of SMEs happens a lot, you are in areas

productive and once material of good condition. that is in good condition and that is thrown away

on the floor and it has a lot to do with that lack of recovery. when you go to work

a diagram of Ishikawa the first thing that you I recommend that you do not do it alone, you have

that form a team that helps you analyze what is the root cause, in the team has

to be made up of area managers production, production operators

because it is very important to take the voice of the baseline personnel in any area

of work where a problem is being analyzed and issues like warehouse people, people

of offices that have to do with those processes productive, the joke is that you can do

a multidisciplinary team to analyze the problem, but this we are showing

in this sheet is information that you as in charge of the project to solve the problem

you have to take them or you can even leave them tasks to get this kind of information

but in such a way that before you go to start with the analysis through the

Ishikawa diagram and everyone has a context what is happening, that they do not arrive

blank, because the Ishikawa diagram it's about everyone contributing ideas to be able

find the best possibility or the best root cause option. then already having

these elements we are going to go with what is the construction of the Ishikawa and first

let's see the base construction of the diagram. As step number 1, we have to write down the

problem defined on the right side, always on the right side, and in this case I'm summarizing

it is an excess waste of consumables, we already know what are the consumables or material

of stock that are used in the production area, there is an excess of waste and check or revise,

notice that I am not falling into a pleonasm by saying that it was excess waste, because

in all production processes always there is a waste and this is normal, the word

that here it would fit better is that of shrinkage, always in all processes there is a loss, only

that this has to be analyzed, you have to be studied, and it has to have a limit

maximum, here of what we are talking about is that in that consumption of material is

wasting or being used more beyond what should be normal,

that's why we talk about an excess of waste not because the waste is bad, but because

an excess of waste can cause you significant monetary losses in your company,

then we wrote down the problem on the right side and then what we do is draw a

horizontal line to the left just in the middle of what was our definition box

This is the basic structure of the diagram, then step number three is

draw oblique lines that will serve us for the categories of the various causes

roots that can be found in any problem and this is when you understand why

they call it fishbone diagram, because someone at the time was very nice

see that the box where we are raising the problem is as if it were the head of the

fish and the lines that we are drawing is as if they were the thorns of the fish what

which is the skeleton of the fish, to me like the concept of cause diagram more

and effect and I what I see with the oblique lines is that they are showing you the meaning

where the information flows, the causes that cause a problem, cause and effect,

It does not have to look so much like a fish but rather as situations are flowing

or the causes that occur in your process and that It is deriving us from this situation.

after you draw the oblique lines you're going to write down the four categories that in

this case are the most used, here way of parentheses I can tell you that depending

the author even Ishikawa himself could use 6 categories, you can use

as many categories as you want but this simply what you are going to do is more complex

to be able to detect which is the root cause, Since I knew the diagram, I saw it

with these four categories and I thought pretty good, quite simple very logical,

the way to raise it and I come so using through all these years,

and it worked for me quite well, then the categories are method, machinery, hand

of work and environment, they are known as the four emes, you can name it

that you want but the approach is that always you have to talk about the process, that's equivalent

to the method, of the tools that have the people who have to take that process,

that's why it's called machinery, people, which is what happens with people who

are interacting with the process, that's labor and the environment are concerned

to the environment, both the physical place and the work environment where it is developing

the activity, when you analyze these four elements or categories is much easier

that you can see what are the possible causes that are creating that problem, now remember

that you already have a multidisciplinary team or is it the ideal that you have to form, the intention

is that you can do this analysis behind closed doors and that people do

a brainstorm and that for each of the categories say what they think that

is the possible cause that is causing that problem, but then we're going to

see what is the best way to do this, but before that, we lacked step number

five, which is to write down the causes using small horizontal lines, for each

one of the categories we are going to write down the causes as I mentioned to you and that what

let's do in small horizontal lines, and now if we already have the design complete

of the diagram, how many horizontal lines small we are going to use? It depends on the

brainstorming that comes out of the analysis of your multidisciplinary team there is no rule

that there have to be two, three, four, five or ten, obviously among more causes

more complicated is going to be the analysis of same, that's why what we're going to see next

to help determine the cause, or the possible root causes will serve you that there is not so much

information on the screen, or so much information on the blackboard at the time of making the

analysis of what the situation is for the that this problem is occurring

let's start in this example, with one of the categories, machinery or tool,

and we are going to analyze because there is an excess of waste consumables but exclusively

seeing the part of the machinery, there is a very simple technique that is called that of the

why, where a person throws a idea the other person has to say because

believes that this situation is happening, and you are wondering exactly the same question,

why? with every answer that is given, the intention is to get to the bottom really

of the matter, do not simply stay with what first thing that comes to mind, and this we

helps to try to detect the root cause much stronger or much more forceful.

here I have a very simple example that only we use two because, the first point says:

it is used more than necessary, referring to consumables, hey, I think that the

cause there is an excess of consumables is because it is used more than necessary, then

someone asks, why? the riveters that people use,

talking about that they are consuming many rivets, are not properly calibrated, it becomes

to ask why ?, why do not you follow a maintenance plan and that's why

are well calibrated, here the point is that you can keep asking why?

because the maintenance plan is not followed and keep scratching, what you have to have

very much care is that that excess or better said, when using this technique of why

what? do not take you for example to situations commons that are for all companies, some

time in a team that I had to work this technique, of all the categories the result

It was the same, because 'why? by what? because there is no money in the company and

it takes money to invest, that kind of answers for example as root cause

It is useless because in all organizations money is one of the most limited resources

that exists, then what you have to do When you use this technique, why?

is to open your eyes very well and see when really you already reach a point where it is what you

can solve and that is in your hands and that is really going to cause a focus

positive in the process to try to solve the problem, in this case when using two

why and determine that a plan is not followed of maintenance we realized that there was no

a maintenance plan, which was formal, it only existed in a person's mind,

and for that reason he was not followed because it did not exist on paper, and that caused

that many of the tools that were were not working as it should be

be, by not being functioning as I had to work instead of riveting correctly

a lot of material was wasted because of the work that they had to do, then that

we found an excellent first track to to determine which were one of the big

root causes why he was wasting the material, then, you take that statement

and you put it on the spine that corresponds to it, if we talked about the fishbone, or

put in the category that corresponds, and just what you have to do is repeat

the process for each of the categories, for example, if we go to method or process,

we had already talked about what methods are processes, We apply the same technique of why?

and we say why? or what is the cause of that there is a waste of consumables and someone

he says, well, because people ask for more material of what you need, talking about what they are going

they request a greater amount of material, Why do they ask for that? because it does not exist

a planning of the production, why there is no planning of production?

because maybe the heads of area or the supervisors do not know how to do it, again,

I have to see when it's still is in my hands to give solution

to that possible root cause, if I keep asking I can say why or do you know? why not

there is training, why is there no training? because there is no budget, and we come to that

point that told you about the money, but if I I'm aware if I know my environment, and

If I really have a multidisciplinary team that he knows what he's talking about, I know

that teaching a person how to do Production planning does not depend on

an area of ​​human resources, nor do I depend on an extra sophisticated course to tell

the people who have to plan how much material is the one that will need, then I decide

stay here applying the technique of why and note this as a possible

root cause, if you do not know how to do the planning of production influences because that causes

that there is no correct planning and not doing correct planning the staff asks for the material

what happens to them or what they want, for the other categories I apply it exactly

equal in labor, or the staff then we came to the conclusion that they needed

awareness about production costs and its impact when a person does not know what

that costs the material to the company it's much easier to waste it,

and this can lead you to family situations, or from your home, when they say that the children

or the little brothers do not know how much they cost things because it's easier than

they're wasted, so it's exactly what At work itself, we must raise awareness

to people what things cost and the impact that waste has with what

the company may need, if we talk about the environment or environment, in this case

which is a real example as I had already commented, the production area was on land,

it was not concrete, it was not concrete, it was not asphalt, it was earth, then this caused it to be

easier than some types of consumables were lost because at the time of falling

the same fine earth covered them, then they could not recover, and the same worker

when it fell to the best some piece because I had to get dirty when I was looking

on earth he preferred to leave the material and use a new one that I had from the bags

that they had at hand, then the fact that the environment did not facilitate that when

fell the pieces were easily identified that also caused it to be wasted

more material, as you can see by applying the technique because it's relatively simple

that you can determine some root causes, what you have to take a lot into account is

that when you are analyzing my recommendation is that they go category by category,

sometimes the teams are released as to that the rains of ideas begin to flow

and everyone contributes a different idea but of different categories, what I recommend

is to focus, first let's see a category, after ideas come up

let's see another and then the other, and then the other until finishing with four. This

helps everyone to be aligned in the same ideas and that when the technique is used

of them because everyone can also focus in the same and not be scattered; now, obviously

in a normal situation, it is not enough with four possible root causes, it has

that there is more or much more emerging in a process of brainstorming but here for questions

of time we're just going to show you a little more advanced as the diagram was,

the diagram was a bit big and they came up many more causes, but you can see that for

each of the minimum categories arose two in some three and really in some

there were five or six possible causes, but here what I am showing you is, for

that you see how the diagram is constructed and how the different causes are going to adapt,

when there are many causes that are detected you can start to group them and start

to see that maybe some of them have certain similarity and that two causes can be

merge into one, but that's already an analysis a little, or rather when you have a lot

more practice using a diagram is much easier to do this type of analysis.

but basically this is the way build a diagram of Ishikawa, now the

Ishikawa diagram have a weak point, from my point of view, it has to go from the

hand with another set of techniques or methodologies to be able to take advantage of them, because really

the construction of the diagram is up to here, and here you can say, oh well we saw

many possible causes why you are wasting a lot of material, but now

what's next, what are you going to do with all this information is why in the next

video what we are going to show you is how to grab all that group of causes that you took from the diagram

of Ishikawa and analyze them to be able to identify Root cause. so if you're interested in seeing

what is the conclusion of this process of analysis please be very careful because

in the next videos we will take the next video, even if the video is already

watching after a while that came out in you tube then do not hesitate to look in the description

which is the next video that follows because It will be very interesting that you see how

can land and detect the root cause, or simply and simply which of these

possible causes is going to be the first we're going to attack to be able to give solution to that

problem. if you consider that this video can be of

interest to someone please do not hesitate to share it, again and as always we give you a lot

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