6m problem solving

6Ms of Production (man, machine, material, method, mother nature and measurement)

The 6Ms of production – Manpower, Method, Machine, Material, Milieu and Measurement – is a mnemonic representing the characteristic dimensions [1] to consider when brainstorming during “cause and effect” problem-solving sessions. Capture and bin the issues (causes) under the 6M categories. Once documented, place the causes according to category on a cause and effect diagram [2] . Develop improvement plans starting with the most significant issues first. When we think in terms of categories, it helps us separate and then rank the specific causes for various effects and problems.

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The 6Ms of Production

One important tool in this methodology is an Impact Difficulty Matrix. This technique determines the potential impact of each solution and the difficulty of implementing the solution. By ranking solutions in this way, the easiest to do with the least amount of effort, rise to the top of the list for implementation.

6M Characteristics, Description and Insights:

[1] In an information economy with knowledge workers, this also comprehends the notion of discrete and / or supporting “service” delivery.

[2] Understanding how these factors impact the process and the establishment of standards are key steps in strengthening production processes. The 6M factors are used to construct cause-and-effect diagrams. Also known as a Fishbone Diagram due to its appearance (or, an Ishikawa Diagram as named after its developer, Kaoru Ishikawa). Example in Figure B below.

Understanding the 6Ms: A Powerful Tool for Root Cause Analysis

Updated: September 18, 2023 by Ken Feldman

The 6Ms is a tool that helps you search for the root causes of a problem. The 6Ms are the possible process inputs that you might evaluate and assess in the hopes that, by addressing one or more of them, you will be able to improve your process. In this article, we will define the 6Ms, present a number of variations on this approach, describe the benefits of using the 6M approach, and provide a few hints on how you can successfully use this tool.

Overview: What are the 6 Ms? 

The 6Ms and other similar variations are a tool you can use to categorize your process inputs. The 6Ms are usually used in the context of looking for and finding the possible root cause of your process variation or problems. It’s flexible enough that you can use it in any functional area across myriad applications. 

The format in which you use it will usually be the cause and effect diagram , also known as the Fishbone Diagram or Ishikawa Diagram . The standard format for these diagrams is:

Image source:  M udamasters.com .

Although you will see the 6Ms in different sequences, the definition of the Ms will be the same. The 6Ms are:

• Method: The process steps you need to produce an output or deliver a service.
• Machinery: Machines and tools that you need to produce an output or deliver a service.
• Material: The raw materials, consumables, or assemblies that you need to produce the output or deliver the service.
• Manpower: The people in your process.
• Measurement: Data, KPIs, inspection results and any other measures that you take of the process inputs, transformation process, and process outputs. 
• Mother Nature: Environmental conditions both controllable or random that you have both internal and external to your process.

In some versions of the 6Ms, you will see the word “Milieu” used instead of Mother Nature. While the 6Ms might be a great mnemonic to remember the process elements, today you will often see the 6Ms represented as 3Ms, 2Es, and 1P, which are described as: Method, Equipment, Material, People, Measurement, and Environment. Or you might see the 5Ms and one P where the Machinery and Mother Nature are kept, but Manpower becomes People. Despite the variation in terms and the possible confusion, you can see that the concepts and elements are consistent.

You will also see the use of the 5Ms where Mother Nature is dropped from the list. In Marketing, the 6Ms may be defined as: Market, Message, Media, Money, Manage, and Measurement. In the 8Ms version you might see Management and Maintenance added to the list of 6Ms. 

While you will frequently use the Fishbone diagram in a manufacturing environment, the concept of root cause analysis can apply to non-manufacturing and transactional processes as well. Since Machinery and Material may not be as applicable to a non manufacturing process, you might see the use of People, Policies, Processes, Training, and Communication as the primary bones of the Fishbone Diagram.

Regardless of the words used to describe the process elements, the methodology and approach to searching for root causes remains the same. 

3 benefits of using the 6 Ms 

The simplicity of your use of the 6Ms to search for root causes makes this a very beneficial approach for a number of reasons. 

Provides a framework 

One of the first steps you do when creating a Fishbone Diagram is brainstorming . The 6Ms provides the format and context for what you want to focus on in your brainstorming.

Gives focus 

During a root cause analysis, you may find yourself diverting to topics and discussions that are not relevant to the problem at hand. The use of the 6Ms give you a basis for reining in that discussion and staying on task.

Allows for a deeper dive 

One of the critical steps in doing root cause analysis is to continue to ask the question “what causes that?” This drilling down is what gets you to the real root cause. By drilling down under each of the Ms, you will increase your probability of finding the true root cause. 

Why are the 6 Ms important to understand? 

The 6Ms are the most common format for doing root cause analysis. To properly use a Fishbone Diagram and do root cause analysis, you will want to understand what they mean and how to drill down under each of the Ms. 

Basis for doing root cause analysis

The 6 Ms are the most commonly used terms in the context of doing root cause analysis with a Fishbone or Ishikawa diagram.

Provides broad perspective 

The root cause of a process problem may be due to a combination of factors. By using all 6 Ms for your analysis, you will cover the range of the most likely sources of why something in the process is not working as it should. 

Simplicity of use 

The 6Ms can take a complex problem and break it down into a small number of categories and make it simpler for you to understand the relationship between the process inputs and variables.   

An industry example of the 6 Ms 

The Director of Sales for a large machinery manufacturer noticed an increase in the number of customer complaints about incorrect invoicing coming from the Billing department. Although the company had previously used the 6Ms approach to address manufacturing issues, the Billing department decided to use it for one of their recurring problems. Since most of the employees in the department were female using computers, they decided to change a few titles of the 6Ms by changing Machinery to Equipment, Manpower to People and Mother Nature to Environment.

The team first hung up a large piece of butcher paper on the wall and handed out a package of sticky notes to everyone. The first step was to define the problem in the head of the fish. Using their sticky notes, they brainstormed the possible causes of each M and wrote those on the diagram. 

Drilling down under each M was the next step of the process. The first-level causes and subsequent second-level causes were organized in a hierarchical sequence. Once the same cause started to appear on multiple branches or Ms, they realized that they possibly had their root cause. 

They collected some data to confirm that these were the root causes. The team then developed mitigation and improvement recommendations to reduce the number of invoice errors.

3 best practices when thinking about the 6 Ms 

Your use of the 6Ms in the context of root cause analysis and a Fishbone Diagram is conceptually simple. There are a few best practices that will help you make your efforts more efficient and productive.

1. Relevancy 

Be sure the terminology of the 6Ms fits the nature of your problem and root cause analysis. This will be more important if you are applying the technique to a non-manufacturing problem. 

2. Keep drilling down 

You will rarely uncover the root cause associated with the 6Ms during your first pass of possible causes. Keep drilling down until the same potential cause starts to appear under multiple M branches. 

3. Keep an open mind 

When you brainstorm your possible root causes, remain open and nonjudgmental to encourage free participation by your team members. Most of the time, the true root cause will not be obvious — otherwise, you would have solved the problem already.

Frequently Asked Questions (FAQ) about the 6 Ms

What is the purpose of using the 6 ms .

The 6Ms are used to search for the root causes of a process or product problem. A Fishbone Diagram uses the 6Ms as the main branches of the “Fish.”

What do the 6 Ms stand for? 

Although the sequence may vary, the Ms stand for: Machinery, Materials, Methods, Measurement, Manpower, and Mother Nature. 

Can I use the 6 Ms for a non-manufacturing problem? 

Yes, you can use the approach for root cause analysis in any type of function. But, depending on the application, you may want or need to adjust the meanings of the original Ms.

In a nutshell, what are the 6 Ms? 

The 6Ms is a description of the most common process inputs or factors. They are used to help identify the possible root causes of a problem. The Fishbone Diagram is the most common format for the use of the 6 Ms.

The name of the 6M terms may be changed to reflect the specific nature of the process that you are working on. Machinery is often changed to Equipment. Manpower is often changed to People. In non-manufacturing or transactional processes, the 6M terms may be totally discarded and substituted with terms such as Policies, Procedures, Communication, and Training. The name of the term is less important than the process of the root cause analysis.

About the Author

Ken Feldman

Cause & Effect Analysis - 6M

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Part 1: What is 6M/6M's?

Part 2: how to use 6m in cause and effect analysis, part 3: examples of 6ms, part 4: definition of 4m/5m/8m.

• Part 5: More Cause and Effect Diagram Examples [Free Templates Download]

Part 6: Conclusion

6M/6M's is a mnemonic tool used primarily used when it comes to problem-solving or decision making. The Cause and Effect diagram , also known as Fishbone Diagram, proves extremely beneficial when exploring or dissecting any production or industrial operations problems. It is a problem-solving technique that identifies the likely causes of a challenge and undertakes to fix it.

The 6M method encourages people to explore problems in multiple ways.

*If you want to know more cause and effect diagram directly, please click here .

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1. Download 6M Method template by clicking here for free.

2. Use EdrawMax fishbone diagram maker to open and use this 6M Method template . Download from the button below.

6M method is based on the following parameters:

• Manpower : Revolves around the operational and functional labor of people involved in the industry's processes. This parameter checks on whether the personnel's technical proficiency and experience are up to standard. Whether the staff has quality consciousness, sense of responsibility and discipline are answered by this 6M method aspect.
• Machinery : Touches on machines, tools, and other facilities together with their underlying support systems. Is the machinery employed for production capable of delivering the intended output? Are machines and tools well-managed to achieve excellence?
• Material : Raw materials, components, and consumables management to satisfy production and service delivery. This parameter checks on the correct specification of materials, their proper storage, labeling, and subsequent usage.
• Method : Production and support processes and their application or contribution to service delivery. Does any of the methods relied on in your processes have too many steps and integral activities that don't add value to the whole system?
• Mother-nature : Considers both controllable and unpredictable environmental influences in the operation processes. Weather and other natural events fall into this category. It makes it easy to take note of the many environmental factors that are manageable under ardent considerations and how to handle those that are not.
• Measurement : Inspection, evaluation, and other physical measures – whether manual or automatic. Staying keen about calibration errors and other measurement challenges to avoid inconsistencies becomes important under this parameter.

The 6M Method in Ishikawa Diagram centers on a problem and explores its prospective causes to solve it and foster wholesome operations. Also known as Fishbone Diagram (due to its appearance) or Ishikawa Diagram (named after its developer), the mnemonic representation of the characteristic dimensions to contemplate when brainstorming is indisputably significant during problem-solving sessions. The 6M Method encourages the capturing and assorting of challenging issues under the 6M categories.

Click on the picture to see more fishbone diagram templates.

Once an issue is captured and documented, the causes are placed according to the Cause and Effect diagram categories. This model encourages management to view problems in multiple ways. Classifying the causes shouldn't plunge you into indecisiveness. When a single cause seems to fall into different categories, take a quick vote where to group the cause and move on improvement plans.

Improvement plans you agree on should start with the most significant issues first. The 6M Ishikawa Diagram plays an important role here as it helps separate the causes and improvement plans into categories and even rank them in terms of importance.

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The 6Ms in Cause and Effect Analysis is a multi-facet approach to solving every organization’s or industry’s problem by subjecting it to thorough and balanced considerations. The following examples depict how useful the method can prove in solving issues for smooth operations.

6Ms in Manufacturing

• Method : Specific regulations or policies causing slow-downs in processes.
• Mother Nature (Environment) : There is too much moisture in the environment; Temperatures are too cold affecting other production processes
• Manpower (People Power) : Training new people adequately; Ensuring training is consistent.
• Measurement : The equipment is regularly calibrated and maintained to avoid errors in calculations or contaminations that result in false readings.
• Machine : Maintenance issues with tools used and the number available for operations.
• Materials : Any issues are getting raw materials from suppliers or transport challenges recorded—problems with the quality of supplies.

6Ms in Marketing

• Market : Identify the target market to achieve marketing goals while saving costs and time.
• Message : The right message that differentiates your brand among its competitors.
• Media : Which media and mechanism would be most successful in getting your message out?
• Money : With the market and message to be communicated clearly defined and the medium to pass information outlined, set a budget for marketing and allocate money.
• Manage : Execute your plan. Everyone involved should have a plan with set timelines to get everything done.
• Measurement : Monitor the results from all your marketing efforts and streamline the whole process to consistently yield the right number and type of leads.

4M is a typical structure utilized in problem-solving methods by first pointing potential causes of production issues. Most organizations are familiar with this concept that makes every associate a confident problem-solver within a firm.

The 4Ms stand for Man (Manpower), Machine, Material and Method. Refer to their illustrations above. Other M's have sometimes been added to the full effect of the Ishikawa Diagram.

5M Method is based on five causes. This version of the Fishbone Diagram is a versatile method used to identify causes or risks, inefficiency, low quality, and other business processes issues. It adds the Management aspect to 4Ms.

The problem causes in the 8M Cause and Effect Analysis diagram are often categorized as Man (Manpower), Machine, Material, Method, Management, Mother Nature (Environment), Measurement, and Maintenance. The 8ms lists factors or causes all affecting the main problem in one drawing for in-depth analysis.

Part 5: More Cause and Effect Diagram Examples

Example 1: Ishikawa Diagram Using 6M

Ishikawa diagram examines a broad set of possible causes of a problem for the issue to be analyzed. These are referred to as the 6Ms – Methods, Machines, Materials, Measurements, Mother Nature, and Manpower in the manufacturing industry.

Example 2: 4S Model

In the service industry, the categories are mostly referred to as 4S:

Surroundings – Is your firm projecting the right image? Is it impersonal?

Suppliers – Do you have any problems with low-quality material deliveries? Are there any issues delivering service?

Systems – Are there good policies and procedures in place for all scenarios?

Skill – Do employees have adequate experience? Are they adequately trained?

Example 3: 7Ps Model

In the marketing industry, the Cause and Effect diagram often consists of 7Ps. These relate to Product, People, Process/Procedure, Promotion, Price, Packaging, and Plant.

Example 4: Reasons for Employee Resignation

In this Cause and Effect diagram example, we have tried to diagnose the various reasons for an employee’s resignation.

Apart from the 6 major factors, we have considered other scenarios like salary, work environment, health, residence, management, workload, and other factors. All these factors have been further explored, considering the possible causes for employee resignation and their effects.

Example 5: Results of an Academic Record

In next Cause and Effect diagram, you can explore the numerous possibilities for one’s academic results. In this, we have considered things like one’s learning abilities, teaching, learning strategies as well as intelligent and non-intelligent factors that can affect their result.

Example 6: Low Customer Satisfaction Fishbone Diagram

Lastly, you can check the Cause and Effect diagram for low customer satisfaction. Ideally, things like high price, low-quality product, poor customer support, and management are some of the major causes of the lack of customer satisfaction. All these causes are further explored in this Low Customer Satisfaction fishbone diagram.

That’s a wrap, everyone! After reading this post, you would be able to know more about the Cause and Effect analysis in detail. To help you come up with informative Cause and Effect diagrams, I have included the 6M analysis plan as well. You can also work on any Cause and Effect diagram by using a reliable and user-friendly diagramming tool like EdrawMax .

Cause and Effect Diagrams make it easy to examine a problem in production or service delivery processes by organizing the potential causes into smaller categories. Thus, it becomes simpler understanding the relationship between contributing factors. The best practices in Fishbone Diagram entail identifying the problem, brainstorming, drawing the backbone, adding causes and effects, analyzing the information to come to solutions fortified by creating action items.

One of the best ways to gain from 6M insights is by using the 6Ms approach as a spine on the Fishbone Diagram and then ask the five why's to narrow down the potential root cause. Remember the 6 elements contribute to variation in all processes, but none of the M's is unduly influencing the process when you have a bell-shaped curve.

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6M Fishbone Analysis: Diagram Definition, Explanation, and Templates

There are benefits of using quality tools such as 6M analysis for an individual or organization. The primary purpose of having a 6M analysis is to identify the cause and effect of why an event is happening through a diagram. Managers, organizations, or even typical individuals utilize this tool to overview the situation. With it, you can look at the problems in multiple ways to gain clarity and make wise decisions.

Bear in mind that a single cause may fall into various categories. Speaking of categories, it allows you to rank and separate the specific causes for an in-depth overview of the effects and problems. In this case, the 6M fishbone approach is of great help. In this post, you will have a deep understanding of what 6M analysis is, how it is valuable, and how you can make one for your decision-making. Keep reading to get the needed information.

What is Ishikawa Diagram? Get to know the 6 M’s of production

This guide helps you to learn about what is the ishikawa diagram, the 6 m's of production and the steps to create your own diagram..

Published on October 27, 2017

Updated on June 29, 2022

Six Sigma Study Guide

Study notes and guides for Six Sigma certification tests

6M’s in Six Sigma (Six Ms or 5Ms and one P or 5M1P)

Posted by Ted Hessing

In the Analyze phase of DMAIC , we want to identify the root cause of the defects that are causing variation in our process. Sometimes the culprits are easy to identify. We use the 6M’s in Six Sigma (Six Ms or 5Ms and one P or 5M1P) to find the possible root cause of the process variation or problems. More often, we have to hypothesize what is causing the variation and then test that hypothesis to see if our hunch was right. But how do you come up with a hypothesis for what is causing variation?

In Six Sigma, we describe process variation in terms of 6M’s (aka 5 M’s and 1 P). These are six elements that contribute to variation in a process. Those six elements – 5 Ms and on P (or 6Ms) influence variation in all processes – manufacturing or not.

The 5Ms and one P is a concept that is a quality management and problem-solving methodology, particularly in the manufacturing industry. They represent six potential sources of problems or causes for variations in a process. The 5Ms stand for:

Ishikawa states the 6 Ms (also known as the 5 Ms and 1 P) as Man, Machine, Material, Method, Measurement, and Mother Nature.

• Mother Nature’s “Environmental”
• (Man) People
• Measurement

Let’s Takes A Look at 6M’s in Six Sigma (Six Ms or 5Ms and one P or 5M1P) Attributes

6 ms in manufacturing example.

• Following an assembly line is much different than a manufacturing floor that does not.
• Empowering any single employee to stop the entire production line if he finds a defect.
• If the supplier measures in English units and the manufacturer measures in metrics, issues could arise.
• The age and robustness of the machine may impact the process.
• Some materials are harder to work with than others.
• Ambient humidity may cause more breakdowns in machines than normal.

6 Ms in Management

• If one team is developing software following a Waterfall approach while a second is using an Agile practice and a third is using Kanban, each method is different.
• Offices in the north are more lenient to snow days than those in the south.
• People untrained in 6 Sigma tend to focus on the ‘Man’ portion of the 6Ms when looking at a process.
• A manager who is unenlightened in six sigma is most likely going to focus on Man. Unenlightened managers tend to think of the process performance as being influenced more by the person component than by the other five components of the six Ms of the machine, material, method, measurement, or mother nature. (Don’t ask whom, ask why.)
• It’s difficult to evaluate teams evenly if each team leader rewards their teams for different behaviors.
• Software development productivity may be different if developers have slower machines or worse tools to use.
• Employees can only build a product as good as the raw materials they get.

How to develop a Cause and Effect Diagram using 5Ms and 1P

The Cause and effect diagram is a structured graphical diagram listing all possible causes and their relationship with the main effect or problem. The diagram’s basic input is the  brainstorming  that pushes to identify all the possible causes rather than just more noticeable ones.

Following are the steps to draw a fishbone diagram:

1: Identify the problem:

• Identify and clearly write down the effect or a problem that needs to be analyzed
• Then create an operational definition of a problem to ensure all the stakeholders will understand it

2: Determine Effect or Problem:

• Draw a horizontal line. This is a spine
• At the end of the spine, towards the right, draw a box and determine the description of an effect 

3: Identify major causes contributing to the effect or a problem

• Establish main causes and write down a few main causes above the horizontal line and a few below the horizontal line. Make sure they are placed on the tail of the same arrows.
• Each cause or reason for imperfection is a source of variation. Causes are usually grouped into major categories to identify these sources of variation.
• Man/People:  Anyone involved with the process.
• Methods:  How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations, and laws.
• Machines:  Any equipment, computers, tools, etc., required to accomplish the job.
• Materials:  Raw materials, parts, pens, paper, etc., used to produce the final product.
• Measurements:  Data generated from the process that is used to evaluate its quality.
• Environment:  The conditions, such as location, time, temperature, and culture, in which the process operates.

4: Identify sub causes

• Identify as many sub-causes that are relevant to the main causes
• For instance, if the sub-cause applies in multiple places, list it under each main category.

5: Analyze the diagram

• At this time, the fishbone diagram shows all the possible causes of an effect.
• Identify causes that are not impacting the effect and also identify causes that need further investigation.
• Further, perform a 5Why analysis of the identified causes (also called noises) to arrive actual root cause.

Six Sigma 5M and 1P Example

By and large, Fishbone diagrams are used to identify the root causes of a problem in the “Analyze” phase of Six Sigma’s DMAIC (Define, Measure, Analyze, Improve, and Control). Example:  XYZ is a valve manufacturing unit receiving persistent customer complaints about the valve diameter. The plant’s General Manager asked QA and Production team to conduct a root cause analysis. So, the team performed Brainstorming and drew the Cause and Effect diagram to identify all the possible causes.

The team identified that the wrong caliper and wrong procedures were the probable causes. Further, the team has to perform a 5 Why analysis to identify the root cause.

6M’s in Six Sigma (Six Ms or 5Ms and one P or 5M1P) Template Download

Benefits of 6m’s in six sigma (six ms or 5ms and one p or 5m1p).

• The framework helps in troubleshooting, root cause analysis, and implementing effective corrective actions to improve quality, productivity, and overall performance.
• Further, it graphically displays all the possible causes related to a problem to discover the root causes.
• Helps the team to focus on the problem and brainstorm  until the elimination of the root cause.
• Easy to implement in any case.

6M Insights

• When you have a bell-shaped curve , none of the 5 Ms or one P are unduly influencing the process.
• Six elements contribute to variation in a process. Those six elements – 5 Ms and on P (or 6Ms) influence variation in all processes – manufacturing or not.
• You could also use the 6M approach as a spine on each of the fishbone diagrams and then ask the 5 whys to narrow down the potential root cause.

5 m’s and one p

6m’s in six sigma (six ms or 5ms and one p or 5m1p) practice questions, unlock additional members-only content, thank you for being a member, comments (6).

Variation by Method -Drilling can be done in single/multiheades machines or in a modern CNC machine. Based on your product cycle you can choose a method wherein which variation & cost to be considered Variation by men performing the operation will come thro. his skill/experience level he got with

Thanks for the addition! Much appreciated.

Hi I’ve heard it before; 5 M Mother nature use for outdoor workshop and indoor you can Control Envioment.

Thanks, Larry. That’s a neat variation I haven’t heard of before.

Thank you for the concise 6M analysis method summary. On another note I see that you used Boy Scout merit badges as visual inserts haha.

Hah! You noticed!! Glad it was helpful, Kenneth!

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The 6M Analysis: Exploring and Solving Process Problems

6m analysis example.

The 6M Ishikawa diagram is an effective tool for analyzing problems within a process. This tool enables managers to categorize possible factors and then create improvement plans for each.

The 6M analysis uses six categories starting with the letter M to find root causes. This technique was originally developed for manufacturing but can be used to dissect any problem or variation in a business process.

The 6M method is an effective tool for exploring and dissecting problems in production or industrial operations. It identifies the potential causes of a problem and helps in making wise decisions. Also known as Fishbone Diagram or Ishikawa Diagram, it enables the organization to examine all the factors involved in the process and foster wholesome operations.

The six categories starting with the letter M of the 6M analysis include Machinery, Materials, Methods, Measurement, Manpower, and Mother Nature. This approach is useful in manufacturing but can be applied to other functions as well. It is essential to keep asking why until the root cause is found.

Mother Nature

Mother Nature consists of the environmental conditions, both controllable and random, that impact the process. This category is often overlooked during problem-solving sessions, but it can play an important role in the overall solution.

Using an Ishikawa diagram is one of the best tools to discover possible root causes for production problems. It can help to organize and structure brainstormed ideas during a problem-solving session. It also allows the team to focus on the most critical causes of the issue. This method of analysis is often used in manufacturing, but it can also be useful for non-manufacturing processes as well. You can sometimes see it referred to as the 6Ms, although Machinery and Mother Nature are dropped.

Measurement

In the context of a root cause analysis, 6Ms are used to identify and analyze possible causes of a particular effect. The six Ms are Machine, Material, Method, Measurement, Manpower, and Mother Nature. The 6Ms are a useful tool for breaking down complex problems into smaller categories that make it easier to understand the relationships between process inputs and variables.

The first M, Manpower, focuses on the human operators who conduct laboratory investigations. This includes their operational and functional labor as well as their adherence to standard operating procedures. This M also covers their technology proficiency and checks whether it is up to the desired standards.

Machinery is a human-made device that augments or replaces natural human and animal effort for the accomplishment of physical tasks. Its operation may involve transforming chemical, thermal or electrical energy into mechanical energy or vice versa, or it may simply transform, modify and transmit forces and motions. It can include such simple devices as the inclined plane, wedge, wheel and axle and pulley (known as the six simple machines) or such complex systems as modern automobiles.

These example sentences are programmatically generated from various online sources to show how the word machinery is used. This helps to make the site more useful to people.

A fishbone template is a great tool for analyzing problems, finding root causes and presenting the results of a cause and effect analysis. It also helps users break complex problems down to assist in brainstorming and coming up with creative solutions.

In a 6M analysis, the manpower category includes operational and functional labor. This is the part of the process that determines if the personnel are up to standard and their level of technical proficiency.

Other affinities can be added to the diagram, such as mother nature, which refers to natural disasters and other uncontrollable factors. The diagrams are useful for manufacturing, but they can be used in other industries as well.

The sixth category in 6m analysis is manpower. This factor is a key component of any business, and it includes the quality of employees, their training, and their level of proficiency with technology. It also includes aspects like work conditions and workplace culture. Some organizations may replace the word “manpower” with “people” to avoid gender implication.

The 6M method is a useful tool for conducting thorough investigations and dissecting problems in pharmaceutical laboratories. It allows professionals to identify potential causes of issues and take appropriate corrective actions. For example, they can use the model to analyze the cause of low customer satisfaction and improve customer service.

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6 M’s

Last updated by Jeff Hajek on June 5, 2023

The 6 M’s are a mnemonic tool used primarily during the creation of a cause & effect diagram .

The 6 M’s are:

• Mother Nature
• Manpower (People Power)
• Measurements

Watch the 6 M’s Video

Let’s look at the 6 M’s in more detail.

• Machines: Tools and equipment used to complete production tasks. Facility systems also fall into this category.
• Methods: Production and support processes.
• Materials: Raw materials, components, and supplies used for production. General materials used for business operations (i.e. cleaning supplies, 5S supplies, etc.) also fall into this category.
• Mother Nature: Weather and other natural, uncontrollable events fall into this category. Environmental systems (i.e. AC, heating) would likely fall into machines.
• Manpower: People issues fall into this area. Note that many people issues are really methods, machine, or material issues. Also note that “manpower”, being gender specific, can be perceived as being insensitive. Some people replace the term with “People Power”.
• Measurements: Measurements include physical measurement, automatic sensor readings, and inspections. Note that there may be overlap with machines regarding the measuring devices.

These categories are used to help with the brainstorming portion of the development of the Ishikawa diagram. It encourages people to look at problems in multiple ways.

Keep in mind that it is very likely that a single cause may fall into numerous categories. Don’t get ‘caught in the weeds’ when this happens. Take a quick vote on where to put the cause and move on quickly.

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Understanding the 6Ms of Process Control

An Ishikawa or fishbone diagram is a tool commonly used to brainstorm potential causes as part of a problem-solving process. At the head of the fish is the problem, while each bone represents a category of contributing factors.  

These categories are based on the 6Ms of process control, also called the 6Ms of production or problem-solving.  

Here we break down the 6Ms, plus a technique we use at The Luminous Group for using this tool to go beyond root cause analysis to foster process excellence.   

Download your free Ultimate Guide to Layered Process Audits for a powerful strategy to reduce defects, complaints and quality costs

What Are the 6Ms?

The 6Ms of process control are a framework for categorizing process inputs that could be causes of a quality problem. When variation exists in these process inputs, quality problems are more likely to occur. When the 6Ms of a process are stable as intended, quality issues can be prevented. The 6Ms are:  

• Man (People)  
• Mother Nature (Environment)  
• Measurement

1. Man (People)

This category refers to variation in human behavior, whether it’s variation in worker behavior over time or different techniques used among multiple people. For example, two people using the same work method may perform a process differently if one is tired, works too fast, gets distracted or had different training.  

Machine refers to variation in equipment operation. For instance, perhaps due to normal wear and tear on a machine, it no longer drills a hole in a part where it should be.   

Variation in methods themselves shouldn’t typically occur once you have the procedure documented. Variation in how operators perform methods would be categorized under People.    

In some cases, methods can vary when different work instructions are used to create similar parts for different clients. This situation would warrant considering whether operators are using the right method or were provided with sufficient training to be competent.  

4. Mother Nature (Environment)

Environmental conditions can affect equipment performance as well as the stability of raw materials, making it an important source of variation to consider when evaluating quality problems. For example, high temperatures in the work area can cause distortion in some parts. Polymer pellets are also a good example, where high or low humidity can impact the drying process.     

5. Material

While manufacturers expect raw materials to conform to requirements, supplier-related quality issues are common and should be evaluated during the problem-solving process. Material-related variation can happen, for example, if a product is labeled incorrectly, or if the incorrect parts or material were brought to the assembly line, or if the supplier has a known history of quality issues.   

6. Measurement

Variation in measurements includes how measurements are taken as well as the accuracy of measurement equipment. For instance, if a gauge isn’t in good condition, it might not provide the right value. This makes it difficult to spot non-conforming parts or even make conforming parts appear as suspect or scrap.  

The 7th M: Management

One final M that manufacturers are starting to incorporate into their problem-solving processes is management. In some instances, management can unintentionally cause unwanted variation, or cause a problem via omitting a needed action.       

For example, let’s say during a 5 Whys analysis that you find out a machine wasn’t maintained properly because you’ve lost two operators and management hasn’t hired replacements. In this case, management not meeting its responsibility is the contributing factor that needs to be addressed.  

Using the 6Ms to Define What Needs to Go Right

While the 6Ms are typically used in the context of root cause analysis, manufacturers can also use them to define what needs to be done right. Consider what would happen, for instance, if elements from each of the 6Ms are slightly off, but not out of conformance. Maybe the machine is a little worn and not advancing fully, or the operator is slightly off in how they load the part. All it takes is slightly more variation or a stack-up of variation factors to cause a quality problem.    

The 6Ms can help you think about how you can drive all of that variation to zero, helping improve metrics such as defective parts per million (DPPM) and first-pass yield (FPY). Proactive companies take time to research and define these conditions, rather than just reacting to problems.   

Running what-if scenarios can be helpful here, such as asking what happens if an operator retires. What elements must you check to make sure the new employee is doing the right things to prevent variation? Another powerful what-if is to ask what has to be done or checked after a power brown-out or power disruption. It’s better to have a contingency plan in your back pocket than to scramble after the customer files a complaint.  

The 6Ms are a useful tool for exploring the cause of a problem, as well as a proactive planning tool for defining the conditions required for process excellence. Know that the 6Ms aren’t always cut and dried, so you don’t want to get hung up on which category a cause goes into. The important thing is to have a conversation about it with the people closest to the job, so you can create controls to prevent it and build layered process audit questions to verify your most risky 6M factors.  

Take the next step in your LPA journey with the The Ultimate Guide to LPAs

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Understanding Fishbone Analysis to Uncover and Solve Problems + Example

Learn how to use a Fishbone analysis and Fishbone diagram to uncover the root causes of a problem.

In the dynamic landscape of small businesses, challenges come knocking regularly, and solutions aren’t always simple to come up with. In e-commerce, for example, a persistent problem emerges — abandoned shopping carts.

Picture a small startup doing pretty well when suddenly, one summer, customers fill baskets only to slip away before buying. If only the company knew what the root cause was so that next summer, they could avoid the same issue

There’s hope — the fishbone analysis — a method that dissects the intricacies of any business problem, including abandoned carts.

This guide covers the basics of conducting a fishbone analysis with your team to discern the best solutions to a problem. Plus, we’ll solve the issue of too many abandoned carts.

What’s a root cause analysis?

A  root cause analysis (RCA)  is the practice of assessing the underlying issues behind a problem. RCA helps define, measure, analyze, and control problems at their core.

There are several types of RCAs, including the Pareto chart, the 5 Whys and the fishbone analysis.

Pareto charts

A Pareto chart combines a bar graph with a line graph to highlight the frequency or impact of problems descending from left to right. It’s useful when you need to focus limited resources on addressing the most critical problems or improving the most important aspect of a process or system.

The 5 Whys is a simple RCA approach that prompts you to ask, “why did this happen?” about an issue five times. Each possible cause is drilled down on about five times until you reach the root. This RCA helps define the root cause of one problem in particular or can be combined with a fishbone diagram to find several root causes.

‎Fishbone analysis

A fishbone diagram visualizes the fishbone analysis in the shape of a fish skeleton by analyzing affinities (or categories) of a problem into many possible causes. The head is the problem statement — the large bones are the problem’s affinities, and the smaller bones are the possible root causes. Fishbone analysis is ideal for complex problems with many affinities and root causes.

What is a fishbone analysis?

Fishbone analysis is a visual discovery tool used to uncover problems by analyzing root causes. The fishbone analysis diagram highlights the root of any business problem — from manufacturing to local retail.

Fishbone diagrams help teams analyze complex issues and develop targeted solutions. Fishbone analysis is typically conducted with a group of subject matter experts. The diagram on a board fosters collaboration and structured problem-solving.

Also known as the Ishikawa diagram or cause-and-effect diagram, the fishbone analysis (and its diagram) was developed by  Dr. Kaoru Ishikawa , a Japanese quality control expert.

Fishbone analysis is an essential tool in  Six Sigma projects , where it’s used to identify and eliminate causes of defects and errors in an existing product or operation.

When to use a fishbone analysis

Using fishbone analysis and its diagrams are vital in these scenarios and many more like them:

• To investigate defects or quality issues in manufacturing processes.
• To identify factors affecting the development of a new product.
• To investigate workplace accidents or safety violations to prevent future occurrences.
• To investigate underlying causes of recurring customer complaints.
• To investigate root causes of software defects and glitches.

Use a fishbone analysis whenever you encounter a problem in your business with no visible solution. Problems can be business-oriented, production-oriented, and even customer-service-oriented. The fishbone's idea is to uncover any problem's root cause.

Anatomy of a fishbone analysis diagram

The fishbone analysis diagram looks like the bare bones of a fish. The head and spine represent a problem. The straight bones represent an affinity or category of causes, and the smaller bones represent the root causes.

The importance of a clear problem statement

The head of the fishbone represents the problem and must start with defining the problem you want to analyze. The more specific the definition, the better. Vague problem statements won’t inspire the team to brainstorm direct root causes. Here are two examples:

Vague problem statement:  Our sales are down

Detailed problem statement:  Our sales revenue in Region A declined by 15% compared to the same quarter last year, and this is the first year it has gone down instead of up.

‎Write the problem statement at the "head" of the fishbone and refer to it during the brainstorming session.

Selecting categories or affinities

In the visual fishbone diagram, a category or affinity is one of the prominent “bones” stemming from the spine. Each category must be an affinity of the problem statement; essentially, the things that can affect the problem and stem further into root causes.

Use at least four and no more than eight affinities for best results. If you have too many, it’ll get difficult to come up with the right solution, and if you have too few, some root causes might be missed.

Brainstorming root causes

Below or inside each categorical “bone”, start defining possible root causes. If, for example, the category is “website issues,” some root causes might be slow loading times, inefficient interface, and confusing navigation.

Brainstorming is easiest with a group;  meet with your team  to work on the fishbone analysis. Attempt to find up to five root causes per affinity. The idea is that from the root causes, you can come up with possible solutions.

Coming up with solutions

After the root causes are written down, you can start to analyze the solutions or actions to start solving the categorical issues one by one.

Try to add one or two solutions for each category and then rate them by importance and ease. When execution of the solutions begins, keep your fishbone diagram handy to see how the solutions help to address the original problem.

Types of fishbone analysis diagrams

There are three main types of fishbone analysis diagrams, and they all work as templates that can be applied to different industries.

6M fishbone analysis

The 6M fishbone analysis consists of six categories starting with the letter M you can analyze to find root causes. This analysis was created in the manufacturing industry but can also capture the root causes of other business problems.

‎Manpower (Workforce)

This category looks at the human elements involved in the process or problem, such as skills, training, knowledge, and workforce issues.

Methods refer to the processes and procedures for carrying out a task or operation. Problems related to inefficient or ineffective methods fall under this category.

Materials include all the physical resources used in a process, such as raw materials, components, and supplies. Problems in quality or availability are considered here.

Machinery can include equipment, machinery, tools, and technology, with machine performance, maintenance, or breakdown issues.

Measurement

Measurement involves metrics, data, and measurement systems. Problems related to inaccurate or inadequate measurement processes fall into this category.

Mother nature (Environment)

This category includes external factors beyond human control, such as weather, temperature, humidity, or other environmental conditions.

4S fishbone analysis

The 4S fishbone analysis uses fewer categories to analyze a problem. It works for any business problem in the service industry. That said, it can be used for any other industries as well.

Surroundings

This category refers to the physical environment in which a service is delivered or a process occurs, including the workspace layout, cleanliness, lighting, and overall atmosphere.

Suppliers encompass all the external entities and resources that provide inputs. This includes external vendors, subcontractors, or anyone who plays a role in supplying materials or information.

Systems relate to the processes and procedures that govern how work is done. It includes the systems used for scheduling, communication, documentation, and any software or technology systems.

Skills involve the responsible individuals' competencies, training, and capabilities.

8P fishbone analysis

The 8P fishbone is a larger example, typically used in enterprise scenarios where the problems have lots more categories than a small business might have.

This category covers aspects related to the product itself, such as its design, quality, features, and specifications.

Price considerations involve factors like the cost of the product or service, pricing strategies, and how price impacts customer perceptions.

Place refers to the distribution and location aspects of delivering a product or service, including distribution channels, accessibility, and geographic reach.

Promotion encompasses marketing and advertising efforts, including advertising channels, promotional materials, and messaging.

People are the individuals involved in the process, including employees, customers, and stakeholders. This category focuses on their roles, attitudes, and interactions.

Processes include the methods and procedures used to deliver a product or service. This category explores efficiency, workflow, and process design.

Physical evidence

Physical evidence refers to tangible elements that support the service or product, such as packaging, signage, or physical facilities.

Performance

Performance relates to how well a product or service meets the expectations and needs of customers. It considers quality, reliability, and customer satisfaction.

‎Fishbone analysis diagram example with custom categories | E-commerce business use case

Standard fishbone analysis diagrams are great, but a fishbone analysis with custom categories is ideal for small businesses. First, you write the problem statement; then, you select between four and eight categories of possible causes and build out the diagram.

In this example use case, the goal was to identify critical root causes behind the increase in abandoned carts and to formulate strategic solutions for increased customer satisfaction and retention during an upcoming summer season.

The team analyzed five custom categories and brainstormed between two and five root causes per category. They came up with solutions, some quickly and some that needed more work.

Take a look at their analysis. Below each category are the root causes and, below them, the chosen action. This analysis is only an example; you can go into much more detail on your own fishbone analysis.

Product pricing

Root Causes:

• Lack of seasonal discounts
• Price competitiveness
• Hidden costs

Proposed solution:  Offer more attractive summer discounts, bundle deals, and exclusive offers.

Customer behavior

• Customers put things in their carts and then forget
• Browsing behavior
• Seasonal buying patterns

Proposed solution:  Send better cart abandonment emails with personalized product recommendations to encourage the completion of purchases.

Website factors

• Slow page load time
• Complex checkout process
• Mobile responsiveness issues

Proposed solution:  Optimize speed by investing in content delivery networks and reducing unnecessary scripts on the product pages

Marketing and communication

• Ineffective email follow-ups
• Misaligned seasonal campaigns
• Insufficient retargeting ads

Proposed solution:  Join forces with the solution from customer behavior and develop a cart abandonment email sequence.

Customer service and support

• Inadequate product information
• Limited customer support availability
• Return policy concerns

Proposed solution:  Enhance product descriptions and create and upload high-quality images. Encourage user-generated content.

Competitive environment

• Competitors have more appealing loyalty programs
• Product variety
• Competitor promotions

Proposed solution:  Develop an enticing loyalty program that rewards repeat customers with exclusive perks.

Uncover any problem with a fishbone analysis

As you incorporate the fishbone analysis into your problem-solving toolkit, remember that small businesses' challenges aren’t insurmountable. With the right tools and strategies, you can unravel the root causes behind any problem.

Use Motion to help you  schedule  brainstorming sessions – it’ll use AI to find a time when everyone is available. Then, use Motion project management to assign, schedule, and track  all the tasks  related to the suggested solutions. Let Motion schedule what gets done first and assess whether the problem is solved completely or whether you need more work with your team.

Try Motion for free today  and start solving all your business’s problems efficiently.

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Lean Problem Solving with the 6Ms

As a plant manager, it consistently feels like a major part of your job is problem solving. Resolving manufacturing issues are is a big part of running a successful plant. But what if resolving issues wasn’t just about fixing things so you can this show back on the road, and instead were opportunities to improve your processes. So instead of just getting back to the status quo, you can go past that and make lasting changes in your company. One tool for achieving this type of next level problem solving is 6M analysis.

The 6Ms give us a structure that does a couple of things. First it gives us a place to start. Sometimes when I’m staring at a problem, especially a complicated one, I find that it’s easy for me to get overwhelmed to the point where I’m not sure where to even even begin. The 6Ms give us that starting place. Second, it helps take my problem solving to a deeper level. Instead of finding one cause of the problem and stopping there, the 6Ms show that very rarely are problems traced to a single cause. It can help explore how problems are truly multifaceted and stem from multiple issues.

So let’s dig into the 6Ms and see what each of them are and how they work.

Man – Here we’re looking at human causes of the problem. Have Operators had enough training? Are they aware of critical procedures? Do they have access to Standard Work documents? It can even go so far as to apply to whether your operators are getting enough sleep to be effective on the job.

Machine – This refers to the tools and machines used in the processes. Are the tools provided the right ones for the job? Are they in good working order? Are they up to the task both in quality and capacity?

Materials – This refers to the materials coming in to the work cell. Are they to the right specifications? Are operators having to make unexpected adjustments to make them fit. Are they damaged? Are they arriving on time? Do operators have them in the right quantities?

Method – This refers to the work being done. Are the standards and work instructions correct? Is the work cell set up properly? Is it ergonomic? Is there enough light? Can the work be done safely and efficiently?

Mother Nature – Sometimes processes are affected by the environment. High humidity may cause electrical issues or cause an increase in corrosion on metal surfaces. Cold or hot temperatures may affect curing times for paint or glue.

Measurement – This refers to physical measurements, machine sensors, automatic readings, etc. This can crossover into Machine territory as well.

All of these elements can be visually represented with a Ishikawa diagram, named after Kauro Ishikawa an organizational theorist from Japan.

So lets work an example problem. Imagine that you’re the plant manager of factory that makes vehicle lights for ambulances, firetrucks, and other specialty vehicles. Let’s say that one particular model keeps failing quality checks. The plastic casings are routinely cracking which allows moisture to seep in and cause the unit fail. So let’s apply the 6M method to this issue.

Starting with the Man component, you look at the operators assembling the units. After talking with that department, you realize that one of the assemblers has been hired on in the last two weeks and the department lead has been home sick. The new operator, it turns out, hasn’t been fully trained in putting the units together. They don’t know what defects to look for when they get their materials. They also don’t know what tools they should be using. They’ve been using a pneumatic screwdriver instead of a hand held screwdriver to tighten screws and it’s over tightening them causing stress on the plastic.

This leads you to look at the Machine component. Why is there a pneumatic screwdriver there when it causes operators to over tighten screws?

You look at the raw Materials coming into the work cell. Upon closer inspection you realize that the supplier has changed their design to make it lighter and use less plastic, but in the process it makes the seams weaker and more prone to cracking when under stress.

Following the Methods, you see that the standard work documentation is not the most recent revision and has been moved from an easily accessible location to a drawer under the work bench. It doesn’t mention the possibility of cracking in the plastic fixture. It doesn’t specify which screwdriver to use.

Mother Nature comes in to play when you see that cracks increase during colder months when the lights are kept in the unheated warehouse causing them to become more brittle.

Finally checking measurements, you realize the work cell could benefit from a way to measure the torque being put on the screws to attach the lights.

So by using the 6M problem analysis tool when looking at manufacturing issues, you can see that it gives you a deeper level of insight into the problem’s root cause. By looking at the four components of the problem it’s easy to see a whole range of possible solutions ranging from training the new operators, to tool selection, to updating standard work documentation.

We at Optegrity are firm believers that problem solving is a deep process and in order to truly resolve issues one needs to take a multifaceted approach. The 6M method is a great place to start that investigating. In fact we’ve integrated it into our Resolve: Issues Management System. Check it out!

What insights has your team gained from this type of next level problem solving?

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Root Cause Analysis - 5Why, Fishbone, 6M

Root Cause Analysis (RCA) is one of the most implemented Quality Improvement Approaches in many industries. What exactly are the RCA, its tools, and processes? The root cause is a trigger that causes a condition or chain of events that leads to an error and complications in one or more areas. It is a fundamental reason for the occurrence of problems. Root Cause Analysis is a set of tools and techniques to examine and identify the origin of a problem, and determine what happened, why it happened, and figure out what to do to reduce the likelihood that it will happen again.  If companies investigate the patterns of negative effects and uncover the reasons causing the problem, it helps them to fix the underlying operations to achieve the elimination of flaws in their processes.  The three most common types of causes are:

• Physical causes – tangible, usually a failure of materials 
• Human causes – employees do something incorrectly or don’t execute something that was needed. Human causes typically lead to physical causes.
• Organizational causes – faulty system, process, or policy in place 

To become time and cost-effective, companies need to detect the root cause, define and implement the permanent solution to terminate the problem right at its origin. There is a simple to use the tool on how to achieve that and how to prevent reoccurrence. This tool is the 5 Why’s and 5 How’s. The 5-Why method is simply asking the question “Why” as many times as needed until you get past all the symptoms of a problem and get to the bottom of the root cause. The 5-How method is then used to figure out a permanent solution to the root cause of the problem. It simply helps to review “Why” the problem happened and “How” to resolve it. 

How to execute 5 Why & 5 How?

• Create a team of all responsible representatives that are involved and familiar with the specific process (Quality and Process Engineers, Operators, etc.) – everyone’s outlook counts and can help to resolve the problem efficiently.
• Collect all data, analyze the situation and determine clearly the problem by identifying possible factors.
• Ask why the failure occurred – you should be getting exact facts and data. You keep asking Why (not necessarily five times) until you get to the root cause of the problem.
• Recommend and implement corrective actions - ask “How” questions to get the appropriate and efficient solution to resolve the root cause. Define specific actions with the owner and a due date and proceed with regular meetings to check updates of all actions.

The 5 Whys can be also used as a part of the fishbone diagram – a visualization tool that helps to explore all causes of the problem. Once all inputs are established on the fishbone, you can proceed with the 5 Whys technique to drill down to the root causes.

Consider using the  TeamGuru RCCA module  to guide your teams through the Root Cause Analysis process.

“If I had one hour to save the world, I would spend fifty-five minutes defining the problem and only five minutes finding the solution. “ – Albert Einstein

“If you don’t ask the right questions, you don’t get the right answers. A question asked the right way often point to its own answer. Asking questions is the ABC of diagnosis.” –Edward Hodnett

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Home PowerPoint Templates Models 6M of Production PowerPoint Template

6M of Production PowerPoint Template

The 6M of Production PowerPoint Template presents brainstorming techniques in three easy-to-understand diagrams. 6M refers to six components; Manpower, Method, Machine, Material, Milieu, and Measurement. It is generally devised for finding the root-cause of problems in manufacturing industry. The PowerPoint slides of 6M of production display 6 steps process cycle diagram, tabular chart, and fishbone diagram. The fishbone diagram template is a popular root-cause analysis method where head of fish is the problem statement. Whereas, the bones represent categories of causes i.e. 6Ms. Each slide contains text placeholders to add discussion points for problem-solving sessions. These slides will help display relevant information in engaging presentation styles.

The 6M are basically characteristic dimensions to look at when trying to solve a problem. 6Ms are the contributing elements for finding root-cause of discrepancy in the process. For example, the Manpower ranks personnel’s experience, sense of responsibility, and discipline. Method or methodology affects the outcome due to different parameters in a workflow. The state of Machineries such as age or overuse can produce varying results. Sometimes, quality of Material can impact the overall production. The results may also vary when Measuring method or gauge is different. Lastly, Milieu, environmental factors like temperature can also influence production.

6Ms helps separate causes into categories and then rank these causes for various effects. This technique is also used in other business divisions such as resources, quality, management, and marketing. The 6M of Production PowerPoint Template could be used effectively to demonstrate complex problems and approach to resolve those problems.

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8D: Tools and Techniques

• Learn Lean Sigma
• 8D Problem Solving

Are you grappling with recurring problems in your organization and searching for a structured way to resolve them once and for all? Look no further than the 8D Problem-Solving Methodology —a comprehensive eight-step approach initially developed in the automotive industry but widely applicable across various sectors.

This systematic method not only aids in diagnosing the root cause of a problem but also offers a roadmap for effective solutions. However, maximizing the potential of the 8D process involves more than just following its steps. It requires the strategic application of specific tools and techniques at each stage. In this educational blog post, we will guide you through the tools and techniques best suited for each of the 8 Disciplines, empowering you to turn challenges into opportunities for improvement. So, let’s delve into this toolkit and make your problem-solving journey as efficient and effective as possible.

Table of Contents

D1: form a team.

The first step in the 8D Problem-Solving Methodology is to form a cross-functional team. A well-assembled team is the backbone of any successful problem-solving initiative. While it may be tempting to rush through this step, investing time and effort here can pay dividends later. Let’s explore some of the key tools that can assist you in forming an effective team.

Suggested Tools:

1. raci matrix.

The RACI Matrix is an invaluable tool for defining roles and responsibilities within the team. The acronym stands for Responsible, Accountable, Consulted, and Informed. By using this matrix, you can clearly specify:

• Responsible : Who is doing the task?
• Accountable : Who is ensuring the task gets completed?
• Consulted : Who needs to provide input?
• Informed : Who needs to know the outcome?

Clear delineation of roles prevents overlap, ensures accountability, and minimizes confusion later in the process.

2. Skills Matrix

Selecting team members with the right set of skills is crucial. A Skills Matrix can help you in this aspect by providing a visual representation of each potential team member’s skills and competencies. You can rate skills on a scale (e.g., 1 to 5) and identify gaps that need to be filled. The matrix can include both technical and soft skills like communication, leadership, and domain expertise.

Key Takeaway:

An effective problem-solving team is not just a group of people; it’s a carefully chosen set of individuals with complementary skills and clearly defined roles. Utilizing tools like the RACI Matrix and Skills Matrix can immensely help in this phase, setting the stage for a successful problem-solving endeavor.

By taking the time to carefully form your team and define everyone’s roles and responsibilities, you lay a strong foundation for the rest of the 8D process. Remember, a well-prepared team is more likely to find sustainable solutions and less likely to encounter roadblocks down the line.

D2: Define the Problem

After assembling a competent team, the next critical step in the 8D Problem-Solving Methodology is defining the problem. A well-defined problem serves as a clear roadmap, guiding your team in the right direction from the start. Ambiguity at this stage can lead to misdirection and wasted resources. So what tools can help you clearly and concisely articulate the problem?

1. 5W2H Method

The 5W2H method is a powerful tool for problem definition. It involves asking a series of questions to gain a comprehensive understanding of the issue at hand. These questions include:

• Who is involved or affected?
• What exactly is the problem?
• When did it occur?
• Where did it occur?
• Why is it a problem?
• How did it happen?
• How much is it affecting?

By systematically answering these questions, you define the problem in a manner that is both comprehensive and easily understandable for everyone involved.

2. SMART Criteria

The SMART criteria focus on setting specific, measurable, achievable, relevant, and time-bound goals for the problem-solving effort. This approach helps ensure that the problem is clearly defined and that the team has a focused, achievable objective to aim for.

• Specific : Clearly define what needs to be achieved.
• Measurable : Set criteria for measuring progress and success.
• Achievable : Ensure the goals are realistic given the resources.
• Relevant : Align the goals with broader organizational objectives.
• Time-bound : Establish a timeline for solving the problem.

Defining the problem is not a mere formality; it is a necessity for effective problem-solving. A well-defined problem ensures that everyone is on the same page and focused on the right issues. Tools like the 5W2H method and SMART criteria offer invaluable frameworks for achieving this clarity. They help dissect the problem into manageable parts, setting the stage for focused root cause analysis.

D3: Contain the Problem

Once you have a team in place and a well-defined problem, the next step in the 8D Problem-Solving Methodology is containment. This stage is often overlooked but is crucial for limiting the damage and preventing the problem from exacerbating. Containment actions are essentially short-term solutions aimed at halting the spread of the issue while you work on finding a permanent fix. Let’s delve into some tools that can guide you in this phase.

1. Check Sheet

A Check Sheet is a simple yet effective tool for collecting and organizing data. It’s often a paper-and-pencil tool that allows for quick data collection in real-time. For example, if the problem is a high rate of defects in a manufacturing line, a Check Sheet could be used to tally the number of defects by type or time of occurrence. This provides valuable insights into the scope and pattern of the problem, aiding in containment.

2. SWIFT Checklist

The SWIFT (Short Window Immediate Fix Technique) Checklist is a tool designed for rapid assessment. It outlines immediate actions that should be taken to contain the issue. The checklist could include questions like:

• Are there safety issues that need immediate attention?
• Can the affected products be quarantined?
• Do stakeholders need to be informed?

By quickly going through the SWIFT Checklist, you can prioritize the most critical containment actions and implement them without delay.

Containment is not just about putting a temporary fix; it’s about preventing the problem from causing further harm or affecting other processes. Tools like the Check Sheet and SWIFT Checklist can be instrumental in quickly assessing the situation and implementing immediate containment actions.

Utilizing these tools allows you to create a rapid response mechanism, thereby minimizing the impact and scope of the problem. As you transition to finding a long-term solution, these containment measures ensure that the situation remains under control.

D4: Root Cause Analysis

Reaching the root cause analysis stage in the 8D Problem-Solving Methodology signifies a pivotal moment. Here, you transition from understanding and containing the problem to actually solving it. Identifying the root cause(s) is fundamental to ensuring that the issue doesn’t recur. While containment measures provide short-term relief, it’s the root cause analysis that offers a long-term solution. Let’s examine some essential tools that can assist in uncovering the underlying issues.

The “ 5 Whys ” is a powerful questioning technique that helps you drill down into the root cause of a problem by asking “Why?” repeatedly. Often, the apparent issue is just a symptom of a deeper problem. The 5 Whys technique encourages you to move beyond the symptoms and discover the underlying cause.

For instance, if the issue is frequent machine breakdowns, asking “Why?” might reveal:

• Why is the machine breaking down? Because of excessive wear and tear.
• Why is there excessive wear and tear? Because maintenance isn’t performed regularly.
• Why isn’t maintenance regular? Because there’s no schedule.
• Why is there no schedule? Because it was never made a priority.
• Why was it never a priority? Because of a lack of awareness about its importance.

2. Pareto Analysis

Pareto Analysis is based on the Pareto Principle, which states that 80% of problems are often due to 20% of causes. By identifying and focusing on these significant causes, you can resolve the majority of issues with minimum effort. Pareto Analysis typically involves collecting data and creating a Pareto Chart to visualize which factors are most impactful.

3. Fishbone Diagram (Ishikawa)

Though also used in problem definition, the Fishbone Diagram is invaluable for root cause analysis as well. It allows you to categorize potential causes and delve deeper into each, often in combination with other tools like the 5 Whys or Pareto Analysis.

Identifying the root cause is not merely a step in the process; it’s the cornerstone for effective corrective action. Tools like the 5 Whys, Pareto Analysis, and Fishbone Diagram provide a structured approach to dig deep into the problem and unearth its roots. Only by understanding the root cause can you implement solutions that are not just quick fixes but long-lasting remedies.

D5: Choose and Verify Corrective Actions

After identifying the root cause of the problem, the next logical step in the 8D Problem-Solving Methodology is to choose and verify corrective actions. It’s crucial to remember that not all solutions are created equal. Some may offer a quick fix but not a long-lasting one, while others could inadvertently introduce new issues. Therefore, this stage involves a delicate balance of selecting an effective solution and ensuring it doesn’t have unintended consequences. Let’s explore some of the tools that can guide you in making informed decisions.

1. FMEA (Failure Mode and Effects Analysis)

FMEA is a structured approach for evaluating the potential failure modes of a proposed solution and their impact. By predicting how things could go wrong, you can proactively address these issues before they occur. The FMEA process involves the identification of failure modes, assessment of their effects, and prioritization based on their severity, occurrence, and detectability. This prioritization helps you focus your resources where they’ll be most effective.

2. Pilot Testing

Before implementing a corrective action on a full scale, it’s prudent to test it on a smaller scale to verify its effectiveness. Pilot testing allows you to:

• Evaluate the impact of the solution without large-scale commitment.
• Identify any adjustments or optimizations needed.
• Collect data to validate the solution’s efficacy.

Pilot tests should be carefully designed to mimic the conditions under which the full-scale implementation will occur. This way, the results are indicative of what you can expect in the broader application.

Choosing a corrective action is a significant milestone, but verifying its effectiveness is equally crucial. Tools like FMEA and Pilot Testing enable you to rigorously evaluate your chosen solutions, mitigating risks and ensuring that the corrective actions will address the root cause without creating new problems.

By diligently applying these tools, you not only select the right corrective action but also build a robust verification mechanism. This two-pronged approach ensures that your solution is not just theoretically sound but practically effective as well.

D6: Implement Corrective Actions

Reaching the implementation phase of the 8D Problem-Solving Methodology is a big step. You’ve formed a team, defined the problem, contained it, identified its root cause, and chosen and verified corrective actions. Now, it’s time to put those actions into play. However, effective implementation is easier said than done. It requires meticulous planning, execution, and monitoring to ensure the corrective actions yield the desired results. Let’s look at some of the tools that can help you master this crucial stage.

1. Gantt Chart

A Gantt Chart is an excellent tool for project planning and tracking. It provides a visual timeline for the tasks involved in implementing the corrective actions. The chart specifies:

• Start and end dates
• Responsible parties
• Dependencies between tasks

This visual representation makes it easier to manage resources and timelines, ensuring that implementation stays on track.

2. PDCA (Plan-Do-Check-Act)

The PDCA cycle is a four-step approach for implementing changes in a controlled manner. Each step serves a specific purpose:

• Plan : Establish the objectives, processes, and metrics for the corrective action.
• Do : Execute the plan on a small scale initially.
• Check : Measure the outcomes against the planned objectives and analyze the results.
• Act : Make adjustments based on the analysis and either scale the implementation or revisit the plan.

By cycling through these steps, you can continually refine your implementation approach, ensuring it aligns with your objectives.

Implementation is the stage where your problem-solving efforts come to fruition, but it’s not a one-and-done deal. Effective implementation requires continuous monitoring and adjustment. Tools like the Gantt Chart and PDCA cycle provide you with the means to implement corrective actions in a structured, controlled, and measurable way.

Remember, a well-planned implementation not only solves the current problem but also equips your organization with the knowledge and experience to tackle future challenges more effectively.

D7: Prevent Recurrence

Successfully implementing corrective actions is an accomplishment, but the 8D Problem-Solving journey doesn’t end there. The next crucial step is to ensure that the problem doesn’t recur. This phase focuses on institutionalizing the improvements you’ve made, ensuring they are sustainable over the long term. It involves both documentation of new best practices and ongoing monitoring. Let’s explore the tools that can help solidify these new standards.

1. Standard Work

Standard Work refers to the documentation of the new best practices that led to the resolution of the problem. These could be new procedures, guidelines, or checklists that need to be followed. Standard Work serves multiple purposes:

• It provides a clear and easy-to-follow guide for team members.
• It ensures that the successful corrective actions are repeated, thereby making the improvements sustainable.
• It serves as a training resource for new employees or for refresher training for existing staff.

2. Control Charts

Control Charts are used to monitor process performance over time. These charts can help you:

• Identify any variations in the process.
• Distinguish between normal variations and those that need attention.
• Trigger corrective actions if the process goes out of the defined control limits.

Regularly updating and reviewing the Control Charts ensures that you catch any deviations before they turn into bigger problems.

Prevention is indeed better than cure. The most effective problem-solving initiatives are those that not only solve the immediate issue but also prevent its recurrence. Tools like Standard Work and Control Charts offer a structured way to document and monitor the improvements, making them a part of your organizational culture.

By diligently using these tools, you not only secure the gains made but also create a proactive environment where potential issues are identified and addressed before they escalate.

D8: Congratulate the Team

The final step in the 8D Problem-Solving Methodology is often the most overlooked but is crucial for long-term success: congratulating the team. After navigating through a complex problem-solving journey, taking a moment to acknowledge and celebrate the hard work is vital. It not only boosts morale but also encourages a culture of continuous improvement. Let’s delve into some tools and practices that can help you effectively close out your problem-solving initiative.

1. Recognition and Rewards

Acknowledging the hard work and dedication of the team is essential for maintaining a motivated and engaged workforce. Recognition can take various forms:

• Public acknowledgment in team meetings or company-wide announcements.
• Certificates or plaques to commemorate the achievement.
• Small rewards or bonuses, where appropriate.

This recognition serves as a reminder that efforts are appreciated, which in turn fosters a positive work environment.

2. Lessons Learned Document

Closing out a problem-solving initiative offers a prime opportunity to capture what worked and what didn’t. A Lessons Learned Document serves this purpose:

• It details the challenges faced, how they were overcome, and any roadblocks encountered.
• It captures best practices for future reference.
• It identifies areas for improvement, offering a starting point for future problem-solving endeavors.

Sharing this document organization-wide can serve as a valuable resource for other teams facing similar challenges.

A job well done indeed deserves recognition, but it also lays the groundwork for future improvements. Tools like Recognition and Rewards and the Lessons Learned Document not only celebrate success but also institutionalize the knowledge gained. This twofold approach not only marks the successful completion of one problem-solving initiative but sets the stage for ongoing improvements and future successes.

By taking the time to celebrate and reflect, you not only acknowledge the efforts made but also capture valuable insights that can guide your organization’s continuous improvement journey.

Successfully navigating the 8D Problem-Solving Methodology is a commendable achievement, but the journey doesn’t end with implementing a solution. Each step, from forming a team to congratulating them, is a building block in your organization’s culture of continuous improvement.

Employing specific tools like RACI Matrix, 5 Whys, FMEA, and Control Charts at different stages ensures that your problem-solving efforts are not just effective but also sustainable. These tools offer more than just a way to tackle issues; they provide a structured approach to learning from them. Remember, the goal isn’t just to solve a single problem but to refine a system that becomes increasingly resilient and efficient over time. So, take a moment to celebrate your achievements, and then gear up for your next challenge, armed with the knowledge and tools that will make your problem-solving journey even more impactful.

• Sharma, M., Sharma, S. and Sahni, S., 2020. Structured Problem Solving: combined approach using 8D and Six Sigma case study.   Engineering Management in Production and Services ,  12 (1), pp.57-69.
• Broday, E.E. and Júnior, P.P.A., 2013. Application of a quality management tool (8D) for solving industrial problems.   Independent Journal of Management & Production ,  4 (2), pp.377-390.
• Engineer, A.T.D., 2016. Managing project using 8D technique.   Management ,  7 (6), p.67œ76.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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