A fishbone diagram is a visual tool for classifying the causes of an issue. This tool is used to determine the root causes of an issue. A fishbone diagram, which is commonly used for root cause analysis, combines brainstorming with a form of mind map template. It should work well as a test case technique for determining cause and effect. https://youtu.be/4eteSMuum6k A fishbone diagram is used in product development and debugging procedures, where it is often used to focus a conversation on a specific problem. After the group has brainstormed all of the potential reasons of a problem, the facilitator assists the group in rating the potential causes in order of importance and diagramming a hierarchy. The term is derived from the design of the diagram, which resembles a fish skeleton. Fishbone diagrams are often drawn from left to right, with each big "bone" of the fish branching out to include smaller bones, each with more detail. Dr. Kaoru Ishikawa, a Japanese quality control expert, is credited with developing the fishbone diagram to assist staff in avoiding remedies that only treat the symptoms of a much greater problem. Fishbone diagrams are one of the seven core quality tools used in the "analyze" phase of Six Sigma's DMAIC (define, measure, analyze, improve, control) problem-solving strategy. A fishbone diagram is also known as a cause and effect diagram or an Ishikawa diagram. What is a fishbone diagram? Fishbone diagrams are frequently sketched on a flipchart or whiteboard during a team meeting. Once a problem that requires additional investigation has been found, teams can proceed with the following stages to produce the diagram: The fish's head is made by describing the problem in statement form and drawing a box around it. Then, across the page, a horizontal arrow is drawn with an arrow pointing to the head. This serves as the fish's backbone. Then, at least four overarching "causes" that may contribute to the problem are identified. Methods, skills, equipment, people, materials, environment, or measurements are some generic categories to start with. These causes are then drawn with arrows to branch off from the spine, forming the fish's first bones. Team members should discuss any supporting information that may contribute to each underlying reason. To keep the topic focused, employ questioning techniques such as the 5 Whys or the 4P's (Policies, Procedures, People, and Plant). These contributing components are documented in order to deviate from their associated cause. This procedure of dissecting each reason is repeated until the root causes of the problem are uncovered. The team then studies the diagram until a conclusion and future steps are reached.