So the effect we are looking at is “Incomplete/ Hidden Requirements” and our diagram at this point looks like this: If the issue you are investigating is very broad or poorly defined, it may be better to create several diagrams that address more granular aspects of the problem space that can be clearly defined.įor an example, I will leverage and expand upon an actual fishbone diagram from a research paper into causes of incomplete or hidden requirements. This statement is placed at the middle right in the head of the Fishbone Diagram. The statement should be clear and agreed upon by all parties taking part in the creation of the diagram. The first step of creating a Fishbone Diagram is to define the problem statement that the diagram will address. However, if done on your own you lose the value of multiple perspectives and group knowledge that may result in a significantly stronger end product. If you just take a shallow pass at analysis, your future efforts are likely to be directed to the wrong areas or areas where the impact is less than it could be.Ĭreation of a Fishbone Diagram is usually done as a team exercise but like most techniques you can do it on your own. This means that the quality of resulting diagram and how well it captures the underlying factors involved can have a major impact on future efforts. That action might be problem solving, risk mitigation, process improvement, or a variety of other actions that act to reduce the impact of the root causes identified (or important factors for non-root cause analysis). The most important thing to remember though is that Fishbone Diagrams usually act as a foundation for further action. Their simple visual structure makes them easily understandable to a wide audience and they are a good way to summarize information or to act as the starting point for further analysis. There are also variations of the standard Fishbone Diagram technique that add quantitative information such as weightings or factors that enable a more nuanced analysis of root causes based on priority or weighted impact.
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