#18Chapter 3: Problem Identification Techniques• Problem Identificationlogical Thinkinggroup Mode1-3 hours(Time-consuming)

Fishbone Diagram

From the book "Advanced Problem-Solving Toolbox: 115 Creative Plays" | Compiled & Edited by: Mojtaba Goudarzi, Open translation: Mehrshid Goudarzi
Executive Synopsis & Core Logic:

Structured mapping of the root causes of a problem in the form of a fish skeleton in standard branches (human, machine, method, material, etc.).

Operational Parameters & Specifications

Category
Problem Identification
Dominant Thinking
logical
Participation
group
Estimated TimeTime-consuming
1-3 hours
Workshop
Input Format
Information and data
Output Format
Problem diagnosis
Key Application
rooting out quality control errors, declining performance indicators, and chronic multifactorial organizational issues.
Core Differentiator:

Hierarchical classification of causes from simple to complex over several sessions to activate the unconscious mind.

Quick Field Example:

Finding the roots of customer satisfaction in the areas of service quality, product quality, support and delivery time.

Operational Benefits & Implementation Risks

Advantages & Value Creation:

The most complete cause and effect analysis tool, super structured, preventing mental leaps and single cause bias.

Risks & Potential Trade-offs:

Probability of overcrowded branches in absence of skilled facilitator, failure to display statistical weight of causes without supplementary data.

Real-World Organizational & Industry Scenarios

Manufacturing industries and quality assurance: rooting technical defects of parts with 6M categories (force, machine, method, material, measurement, environment).
Service and insurance industries: analyzing the causes of pending cases with 4P categories (people, processes, policies, platforms).
Software development: rooting out the occurrence of security bugs or the loss of stability of servers during peak traffic times.

Strategic Rationale & Why to Apply

1Comprehensive analysis and hindrance: examining all possibilities before making a premature judgment.
2Logical order in brainstorming: Avoiding rambling in problem-solving sessions.
3Separating simple causes from structural causes: picking simple causes near the head of the fish and deep root causes near the tail.
4Giving the subconscious a chance: Professor Kaoru Ishikawa recommends completing the chart over several days to uncover hidden layers.

Conceptual Framework & Book Method Description

Fishbone Diagram, invented by Japanese Kaoru Ishikawa at the University of Tokyo, is the world's most well-known rooting tool.

The fish head symbolizes the problem, the spine symbolizes the main axis, and the main bones symbolize the macro-categories of causes. Ishikawa believed that with several consecutive sessions and asking "repeated whys", the superficial causes will be removed and the main root will be revealed.

Step-by-Step Real-World Implementation Scenario

Scenario: rooting out the drop in customer satisfaction in an e-commerce company
1
Step 1: Identify the fish head (the focal issue)Write the phrase "Decreasing Customer Satisfaction Index (CSAT)" in the fish head box on the right side of the page.
2
Step 2: Draw the backbone and 4 main branchesDraw a horizontal line and connect the 4 main branches: 1) Service quality 2) Product quality 3) Customer support 4) Delivery time.
3
Step 3: brainstorming and branching of sub-causesin the service branch: weak personnel training; In the goods: improper packaging of the supplier; In support: long chat waiting time; In delivery: delay of postal fleet.
4
Step 4: Layering from simple to complexSimpler causes such as personnel training were placed near the head of the fish and root causes such as the weakness of the warehouse allocation algorithm were placed near the tail of the fish.
5
Step 5: Design an immediate and long-term action planStart the reforms by immediately addressing the training and online chat weaknesses, and then pursue fleet contracts that bring the satisfaction score back above 90% within 3 months.

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