![]() ![]() The purpose of this study is to investigate cornerstone root causes through the application of CEDs in 40 Mexican companies that began an effort to improve some of their organizational processes. Exploring this questioning can shed light on the first indications to ratify the arguments of Ishikawa and Deming, that the main problems of companies are found in their processes and perhaps, in a deep way, in some of these cornerstone root causes that have to do with the way organizations are managed. Exhibit 1: RBS example using Ishikawa diagram. The initial implementation and set-up was managed as a project and was funded by three distinct sponsorship groups. In this example, a new service was being introduced as an internal capability. ![]() In this group of quality tools is the cause-and-effect diagram (CED), also known as “The Fishbone” and “Ishikawa diagram”. Exhibit 1 is an example of an RBS using the Ishikawa diagram. Kaoru Ishikawa proposes seven basic quality tools. Some of these efforts use quality control tools to remedy it. The elimination of problems and waste (MUDA for the Japanese) plays a fundamental role in the reduction of operational costs and quality rejections of finished products both internally in the organization and in the supply chain. Kaoru Ishikawa created the fishbone diagram structure, so you’ll also see them referred to as Ishikawa diagrams or cause and effect diagrams. Some manufacturing and service organizations have made efforts to work on continuous improvement in the form of Kaizen, lean thinking, Six Sigma, etc. A fishbone diagram is a way to visually represent the potential causes of an event or problem. ![]()
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