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Reviewing and Refining the Fishbone Analysis
On Day One, the review and refinement process provides another chance to consolidate problems (some call them schools of fish) before starting the opportunity analysis. The process follows three basic steps, and the goal is to end up with uniquely defined problems to minimize the risk of overestimating potential savings.The first step is for each subteam to review its fishbone chart, starting with the problem statement at the head, then branching out to the bones and the sub-bones. The group should discuss any changes—and the rationale behind those changes—and identify the resources used in the analysis process.The second step is to consolidate or expand fish based on the details of the cause-and-effect analysis. When in doubt, let an example of the problem be the tiebreaker. The objective is to get to a point where each fish represents a unique problem that can be analyzed financially, and at this point, the process is as much art as science.The third step is to validate that each fishbone problem statement can be traced backward to the original brainstorm category from which it derived and then a step further to the individual disconnects and examples. When this is done, and the number of fish has been locked down, the design team moves to the next step: opportunity analysis.In Fowlers' case, the twelve fish distributed for homework the previous week consolidated to eight after the fishbone review and refinement process. "Inaccurate forecasts" and "poor inventory planning" consolidated with "no sales and operations planning," to form a new fish with the simplified title "poor planning.""Inconsistent supply management practices" consolidated with "rigid supplier flexibility and responsiveness," and became, simply, "supply management.""Poor inventory control practices" was rolled into "reactive logistics planning and execution."The remaining fishbone diagrams—disparate systems, poor data integrity, hit-and-miss product life cycle management, undisciplined order management, and no formal return management—all remained unchanged.The final list at Fowlers looked like this:Poor planning
Supply management
Disparate systems
Poor data integrity
Hit-and-miss product life cycle management
Reactive logistics planning and execution
Undisciplined order management
No formal return management
The trick is to understand the causal relationships of each bone in relation to the main problem. (Figure 10-1 is an example of the Poor Planning Fishbone.)
Figure 10-1: Poor planning fishbone chart.
In the original three fish that were combined into the poor planning fish, there had been many overlapping bones, both at the primary-cause level and the secondary-cause level. By consolidating, the opportunity analysis would be simplified, and the potential savings estimate would be more accurate.
