![]() Those are all good options, but in this article, we’ll discuss a cause-and-effect diagram (also called a fishbone diagram or Ishikawa diagram). Or maybe an Excel table listing all the causes and sub-causes in columns. Maybe a tree whose roots are the effect and all the branches as the cause(s). Let’s refer to the problem as the “effect,” and all the potential causes you identified during your analysis as the “causes.” Now, imagine trying to represent this cause-and-effect analysis visually. And out of all possibilities, you found which likely created the problem. This is called “root cause analysis” - you tried to list all the possibilities that could have created this problem. Together, these answers will enable you to determine the exact point in the checkout process where the problem is occurring. What would you do? The first question that comes to mind is “why,” right? To answer this question, you’ll need to identify all the steps that customers take when checking out, and then assess how each step is performing. Specifically, the app takes two minutes to transition from the cart page to the payment page once a customer clicks Continue. – This is where data gathering and experimentation begin.Imagine you have been tasked with solving a problem: customers are experiencing lag while attempting to check out from their carts. For those items identified as the “most likely causes”, the team should reach consensus on listing those items in priority order with the first item being the most probable” cause. Do this by looking for those items that appear in more than one category. Each major category needs to have detail under each major category. When team members agree that they have captured “enough” detail, analyze the results of the fishbone. Note: List factors (also know as a cause) in as many categories as required.ĥ. ![]() As the chart emerges, the facilitator should focus the team’s brainstorming efforts on areas of the chart that have the least detail. Continue until you no longer get useful information or the team loses focus as you ask, “Why is that happening?”. Continue asking, “Why is this happening?” Add extra segments and factors as discovered. Repeat this procedure with each factor under the category to produce sub-factors. The team should ask… “What are the machine issues affecting/causing…”Ĥ. Use an idea-generating technique (e.g., brainstorming) to identify the factors within each category that may be affecting the problem/issue and/or effect under review. There are no hard and fast rules for the number and types of categories let the problem scenario guide you.ģ. The categories are to help you organize your ideas. Note: You may use one of the four categories suggested, combine them in any fashion or make up your own.
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