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Learn What is 4M Root Cause Analysis Element and Know How to Use and Create One

Throwing ourselves into the world of business comes with a huge responsibility. Business people must focus on improving and developing the process of production. The growth of specific tactics and services of a company has a vital role and significant contributions to make the profit grow. That is why the people who incorporate the world must require proper research about what they need to do to make it possible. In line with that, this article can help you with possible methods in building a solid production in your business. Join us to discuss the definition and purpose of 4M root cause analysis and its example . Let us dig deep into what ability it can offer that we can use in improving our business. In addition, we will know the great tool that we can use in creating a 4M analysis method. Without further ado, buckle up and see the possibility of making your business better.

4M Analysis | Fishbone Diagram

Table of Contents

• 4M Analysis

The 4M analysis is a problem-solving method used to identify the root cause of a problem or defect in a process. It is based on the premise that most problems can be traced back to one or more of the following four elements:

• Man: This refers to the human factors involved in the process, such as operators, supervisors, or other personnel.
• Machine: This refers to the equipment or machinery used in the process.
• Material: This refers to the raw materials, components, or products involved in the process.
• Method: This refers to the procedures, processes, or systems used to produce the product or provide the service.

By analyzing each of these elements, it becomes easier to identify the root cause of a problem and develop appropriate corrective actions. The 4M analysis can be used in a variety of settings, including manufacturing, service industries, and healthcare.

How to do a 4M analysis

To conduct a 4M analysis, follow these steps:

Define the problem

Clearly define and describe the problem or defect that is being experienced. This may involve collecting data and conducting observations to gather information about the issue.

Defining the problem is the first step in conducting a 4M analysis. In this step, the goal is to clearly define and describe the problem or defect that is being experienced. This is critical to ensuring that the correct problem is being addressed, as identifying the wrong problem can lead to ineffective solutions.

To define the problem, the following steps can be taken:

• Gather data: Collect data and information about the problem, such as when it occurs, how often it occurs, and what the consequences are. This may involve conducting observations, collecting process data, or gathering information from relevant stakeholders.
• Describe the problem: Clearly describe the problem, including its symptoms, causes, and effects. Be as specific as possible and provide enough detail to ensure that the problem can be understood by all relevant stakeholders.
• Verify the problem: Verify that the problem described is indeed the actual problem that is being experienced. This may involve reviewing data and information, conducting additional observations, or confirming with relevant stakeholders.

Defining the problem in a clear and accurate manner is essential to ensure that the 4M analysis is focused on addressing the correct issue and that effective corrective actions can be developed.

Identify the 4Ms

Analyze each of the four elements of the 4Ms (Man, Machine, Material, Method) to determine if they may be contributing to the problem.

The next step in conducting a 4M analysis is to identify the 4Ms, which are the four elements that can contribute to a problem or defect. The 4Ms are:

• Man: Refers to the human element, such as operators, supervisors, and managers. This includes factors such as training, experience, and personal habits that can impact the quality of the process.
• Machine: Refers to the equipment, tools, or systems used in the process. This includes factors such as maintenance, design, and capabilities of the equipment.
• Material: Refers to the raw materials, components, or parts used in the process. This includes factors such as quality, composition, and handling of the materials.
• Method: Refers to the procedures, processes, or systems used to produce the product or provide the service. This includes factors such as the design of the process, the steps involved, and the systems and tools used to carry out the process.

The goal of identifying the 4Ms is to determine if any of these elements may be contributing to the problem or defect being experienced. This involves analyzing each of the 4Ms to determine if there are any flaws or inefficiencies that could be causing the problem.

The information gathered during this step can be used to develop a Fishbone diagram, which can visually organize and analyze the potential causes of the problem. This can help to identify the root cause of the problem and develop effective corrective actions.

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Develop a Fishbone diagram

Use a Fishbone diagram (also known as an Ishikawa diagram or cause-and-effect diagram) to visually organize and analyze the potential causes of the problem.

A Fishbone diagram, also known as an Ishikawa diagram or cause-and-effect diagram, is a visual tool used to organize and analyze the potential causes of a problem or defect. The diagram takes the shape of a fish skeleton, with the problem being the head of the fish and the causes being represented as bones branching off from the spine.

To develop a Fishbone diagram, follow these steps:

• Identify the problem: Start by clearly defining the problem or defect being experienced. Write the problem statement at the head of the diagram.
• Identify the 4Ms: Identify the four elements of the 4Ms (Man, Machine, Material, Method) that may be contributing to the problem. Write each of the 4Ms on separate branches extending from the spine of the diagram.
• Identify potential causes: Identify the potential causes of the problem under each of the 4Ms. Write each potential cause on a separate branch extending from the corresponding 4M branch.
• Add supporting information: Add supporting information, such as data, observations, and analysis, to each of the potential causes. This can help to further clarify the relationships between the causes and the problem.
• Evaluate and prioritize the causes: Evaluate the information gathered and prioritize the potential causes to determine which are most likely to be contributing to the problem. Focus on the most significant causes and develop corrective actions to address them.

A Fishbone diagram is a useful tool for organizing and analyzing the potential causes of a problem. It can help to identify the root cause of the problem and develop effective corrective actions to address the issue. The diagram can also be used to communicate the problem and its causes to relevant stakeholders, and to ensure that everyone has a common understanding of the issue and how it will be addressed.

Identify the root cause

Evaluate the information gathered during the 4M analysis and Fishbone diagram to identify the root cause of the problem. This may involve conducting further investigations and data analysis to gather more information.

Identifying the root cause of a problem is a crucial step in conducting a 4M analysis. The root cause is the underlying reason for the problem or defect, and addressing it is essential to ensure that the problem is effectively resolved.

To identify the root cause, the following steps can be taken:

• Review the Fishbone diagram: Review the Fishbone diagram developed in the previous step to identify the potential causes of the problem.
• Evaluate the causes: Evaluate each of the potential causes to determine which are most likely to be contributing to the problem. Consider factors such as frequency, impact, and the likelihood of occurrence to prioritize the causes.
• Confirm the root cause: Confirm the root cause by testing the most likely causes to determine which is the underlying reason for the problem. This may involve conducting experiments, simulations, or other types of testing to verify the root cause.
• Validate the root cause: Validate the root cause by collecting additional data and information to support the conclusion. This may involve gathering data from other sources, such as process data, customer feedback, or industry standards.

Identifying the root cause of a problem is essential to ensure that effective corrective actions can be developed. Addressing the root cause will prevent the problem from recurring and will ensure that the process is operating effectively and efficiently.

Develop and implement corrective actions

Based on the root cause identified, develop and implement corrective actions to address the problem and prevent it from happening again in the future.

Once the root cause of a problem has been identified, the next step is to develop and implement corrective actions to address the issue. The goal of the corrective actions is to resolve the problem and prevent it from occurring again in the future.

To develop and implement corrective actions, follow these steps:

• Develop a plan: Develop a plan for addressing the root cause of the problem. Consider factors such as feasibility, cost, and resources required to implement the corrective actions.
• Involve relevant stakeholders: Involve relevant stakeholders, such as operators, supervisors, and managers, in the development and implementation of the corrective actions. This can help to ensure that everyone is aware of the issue and how it will be addressed.
• Implement the corrective actions: Implement the corrective actions as planned. This may involve making changes to the process, equipment, or materials used, or providing additional training to operators.
• Monitor the results: Monitor the results of the corrective actions to determine if the problem has been effectively resolved. Collect data and information to support the conclusion.
• Continuous improvement: Continuously monitor the process and the results of the corrective actions to identify areas for improvement. Implement additional corrective actions as needed to ensure that the process is operating effectively and efficiently.

Developing and implementing corrective actions is essential to ensure that the problem is effectively resolved and that the process is operating effectively and efficiently. Regular monitoring and continuous improvement can help to ensure that the process is constantly improving and that problems are prevented from occurring in the future.

Verify the effectiveness of the corrective actions

Monitor the process and gather data to verify the effectiveness of the corrective actions and ensure that the problem has been fully resolved.

Verifying the effectiveness of the corrective actions is an important step in ensuring that the problem has been effectively resolved and that the process is operating effectively and efficiently.

To verify the effectiveness of the corrective actions, the following steps can be taken:

• Monitor the process: Monitor the process to determine if the corrective actions have effectively resolved the problem. Collect data and information to support the conclusion.
• Compare before and after data: Compare data from before and after the implementation of the corrective actions to determine if the process has improved. Look for changes in key metrics, such as quality, efficiency, and cost, to determine if the corrective actions have been effective.
• Conduct follow-up inspections: Conduct follow-up inspections to determine if the problem has been effectively resolved and that the process is operating effectively and efficiently.
• Gather feedback from relevant stakeholders: Gather feedback from relevant stakeholders, such as operators, supervisors, and managers, to determine if they have noticed any improvement in the process.
• Review the results: Review the results of the monitoring and follow-up activities to determine if the corrective actions have been effective. If the corrective actions have not been effective, re-evaluate the root cause and develop new corrective actions as needed.

Verifying the effectiveness of the corrective actions is essential to ensure that the problem has been effectively resolved and that the process is operating effectively and efficiently. Regular monitoring and follow-up can help to ensure that the process is constantly improving and that problems are prevented from occurring in the future.

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What is 4M analysis?

4M analysis is a problem-solving method that is used to identify and address the root cause of a problem or defect in a process. The 4Ms in the 4M analysis refer to Manpower, Machine, Material, and Method.

What is the purpose of the 4M analysis?

The purpose of 4M analysis is to identify and address the root cause of a problem or defect in a process. The goal is to ensure that the problem is effectively resolved and that the process is operating effectively and efficiently.

What are the steps in the 4M analysis?

The steps in 4M analysis include: defining the problem, identifying the 4Ms, developing a Fishbone diagram, identifying the root cause, developing and implementing corrective actions, and verifying the effectiveness of the corrective actions

What is a Fishbone diagram in 4M analysis?

A Fishbone diagram is a graphical representation of the potential causes of a problem in a process. It is also known as an Ishikawa diagram or a cause-and-effect diagram. The Fishbone diagram is used to identify the potential causes of a problem and to prioritize the causes for further investigation.

How do I identify the root cause in 4M analysis?

To identify the root cause in 4M analysis, you should review the Fishbone diagram, evaluate the potential causes, confirm the root cause by testing the most likely causes, and validate the root cause by collecting additional data and information.

What is the difference between 4M analysis and 5S?

4M analysis is a problem-solving method used to identify and address the root cause of a problem or defect in a process. 5S is a method used to improve the efficiency and effectiveness of a workplace by organizing and standardizing the work area. 4M analysis focuses on identifying and resolving problems, while 5S focuses on improving the workplace environment.

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7 Powerful Root Cause Analysis Tools and Techniques

By Sebastian Traeger

Updated: April 21, 2024

Reading Time: 5 minutes

1. The Ishikawa Fishbone Diagram (IFD)

2. pareto chart, 4. failure mode and effects analysis (fmea), 5. proact® rca method, 6. affinity diagram, 7. fault tree analysis (fta).

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive. At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful!  Our goal is to help you better understand these root cause analysis techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

Root Cause Analysis (RCA) shines as a pivotal process that helps organizations identify the underlying reasons for problems, failures, and inefficiencies. The goal is simple: find the cause, fix it, and prevent it from happening again. But the process can be complex, and that’s where various RCA techniques come into play. 

Let’s dive into seven widely utilized RCA techniques and explore how they can empower your team’s problem-solving efforts.

Named after Japanese quality control statistician Kaoru Ishikawa, the Fishbone Diagram is a visual tool designed for group discussions. It helps teams track back to the potential root causes of a problem by sorting and relating them in a structured way. The diagram resembles a fishbone, with the problem at the head and the causes branching off the spine like bones. This visualization aids in categorizing potential causes and studying their complex interrelationships.

The Pareto Chart, rooted in the Pareto Principle, is a visual tool that helps teams identify the most significant factors in a set of data. In most situations, 80% of problems can be traced back to about 20% of causes. By arranging bar heights from tallest to shortest, teams can prioritize the most significant factors and focus their improvement efforts where they can have the most impact.

The 5 Whys method is the epitome of simplicity in getting to the bottom of a problem. By repeatedly asking ‘why’ (typically five times), you can delve beneath the surface-level symptoms of a problem to unearth the root cause. This iterative interrogation is most effective when answers are grounded in factual evidence.

When prevention is better than cure, Failure Mode and Effects Analysis (FMEA) steps in. This systematic, proactive method helps teams identify where and how a process might fail. By predicting and examining potential process breakdowns and their impacts, teams can rectify issues before they turn into failures. FMEA is a three-step process that involves identifying potential failures, analyzing their effects, and prioritizing them based on severity, occurrence, and detection ratings.

The PROACT ® RCA technique is a robust process designed to drive significant business results. Notably used to identify and analyze ‘chronic failures,’ which can otherwise be overlooked, this method is defined by its name:

PReserving Evidence and Acquiring Data: Initial evidence collection step based on the 5-P’s – Parts, Position, People, Paper, and Paradigms.

Order Your Analysis Team and Assign Resources: Assembling an unbiased team to analyze a specific failure.

Analyze the Event: Reconstructing the event using a logic tree to identify Physical, Human, and Latent Root Causes.

Communicate Findings and Recommendations: Developing and implementing solutions to prevent root cause recurrence.

Track and Measure Impact for Bottom Line Results: Tracking the success of implemented recommendations and correlating the RCA’s effectiveness with ROI.

PROACT® RCA excels in mitigating risk, optimizing cost, and boosting performance, making it a valuable addition to any RCA toolkit.

The Affinity Diagram is a powerful tool for dealing with large amounts of data. It organizes a broad range of information into groups based on their natural relationships, creating a clear, visual representation of complex situations. It’s particularly beneficial for condensing feedback from brainstorming sessions into manageable categories, fostering a better understanding of the broader picture.

Fault Tree Analysis (FTA) is a top-down, deductive failure analysis that explores the causes of faults or problems. It involves graphically mapping multiple causal chains to track back to possible root causes, using a tree-like diagram. FTA is particularly useful in high-risk industries, such as aerospace and nuclear power, where preventing failure is crucial.

Each RCA technique provides a unique approach for viewing and understanding problems, helping you pinpoint the root cause more effectively. The key is to understand when and how to use each tool, which can significantly enhance your team’s problem-solving capabilities.

Power up your RCA analysis with our EasyRCA and revolutionize your problem-solving process. Start Your Free Trial.

In conclusion, the techniques presented offer a diverse set of tools to help organizations address problems and inefficiencies effectively. From visual representations like the Ishikawa Fishbone Diagram and Pareto Chart to more proactive approaches such as the 5 Whys and Failure Mode and Effects Analysis (FMEA), each technique provides a unique perspective on identifying and mitigating root causes.

The PROACT® RCA Method stands out for its comprehensive process, particularly suited for chronic failures. Additionally, the Affinity Diagram and Fault Tree Analysis (FTA) contribute valuable insights by organizing data and exploring causal chains, respectively. Leveraging these techniques strategically enhances a team’s problem-solving capabilities, enabling them to make informed decisions and drive continuous improvement.

I hope you found these 7 techniques insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization. Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit our Reliability Resources .

• Root Cause Analysis /

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From paper to digital – 4M Analysis

Turn challenges into opportunities by seeking the next level of performance.

It is important for all manufacturing organisations to constantly seek the next level of performance. Continuous improvement is a key component of every industrial manufacturing organisation. It is one of the main differentiation factors and competitive advantages to have in today’s industry.

To make continuous improvement a reality it is necessary to improve processes and drive operational excellence. In order to do that it is important to monitor all the organisation’s processes. To properly analyse them it is not enough to look at the overall scope. Instead, it is necessary to evaluate each specific element of the process and evaluate it in detail.

Many industrial organisations use an effective procedure called 4M Analysis to analyse the performance of each process element or to find out the source of a specific problem and correct it ou improve it.

4M Analysis in manufacturing industry

This method is a useful tool for analysing and above all identifying the root causes of possible problems in manufacturing processes. This procedure can help identify sources of variation, root causes of problems and find improvement opportunities.

By conducting a 4M Analysis it is possible to analyse all four main factors that contribute to the success or failure of a specific industrial process.

4M Analysis Benefits

Examining all 4M’s will help to understand a particular problem and obtain valuable insights about in which areas improvements can be made. This will allow to increase efficiency, optimize processes, enhance production quality, or even reduce waste. Some general benefits of using a 4M analysis in the manufacturing industry are:

Main challenges

Although the 4M procedure is a very useful and important tool, sometimes when applying it in an industrial environment appear several challenges to its implementation and execution. Here are some of them:

• Complexity and time-consuming procedure Identifying the impact of each element on the total process can be challenging since the processes can be long and complex. Especially when the procedure is performed on paper forms because it is necessary to collect and enter all data by hand and without any guidance.
• Data collection and analysis errors Due to the process complexity and being done by hand, errors like incorrect data entry can happen during data collection and analysis. These accidental errors can lead to misinformation, resulting in potential incorrect decision-making.
• Changing conditions Manufacturing processes can be very dynamic (changes in demand, supply chain, equipment failures) making it difficult to keep a 4M Analysis procedure always updated. When conducted on paper the difficulty increases, being necessary to redo, reprint, and redistribute the new form every time a change occurs.
• Limited collaboration Data collection, analysis, and decision making are usually done by different people or teams. This can lead to loss of information and generate delays during the process. Added to these, the rapid change in industry production factors can lead to greater difficulty in identifying and solving problems in real time.

How to improve your 4M Analysis in a constantly changing industry

To make continuous improvement a reality, it’s necessary to improve all your procedures. A solution that allows overcoming the challenges we have seen above is digitalising your 4M Analysis procedure with the new Augmented & Connected Worker solution. With this platform digitalize former paper procedures and make them available to all workers devices it’s easy. Your 4M Analysis will be paperless, performed with less error and much more guidance at the same time that will improve collaboration between workers, teams, and departments.

Paperless Procedure

To perform a 4M Analysis you only need to assign the procedure to a worker or team and they just need to pick up their mobile device and start following all instructions and filling the requested informations.

It’s even possible to score your 4M procedure in order to quickly analyse the procedure finding and performance. In addition, you are going to be able to add photos and videos, something that is not possible with paper reports.

Visual Remote Assistance and AR Guidance

Communication and collaboration are an important part of the 4M Analysis procedure. Providing remote tools to front-line workers will allow them to communicate and collaborate with other teams and departments.

Will also allow workers to request remote support from experts during process execution decreasing response time and expert trips.

In addition, all 4M Analysis steps can be contextualised through markers all over the shop-floor, providing guidance to operators.

Real Time Information and Data Analytics

In a 4M Analysis, the information collected is extremely valuable. This information will be the basis for the implementation of improvement measures or to find out the cause of a certain problem.

You will be able to easily gather and access all valuable data in real time. All information is stored and accessible and it can be used to take informed decisions. All information will be available on custom dashboards and reports to easily analyse.

The Future of Work: Digital Transformation of SOPs and Work Instructions

How to migrate a 4M Analysis template to the platform?

Digitalise a 4M Analysis procedure checklist its simple and an be done using the Augmented & Connected Worker platform. In the platform back office, you will be able to create a digital procedure template .

Migrating a 4M procedure checklist is easy due to a user-friendly form creator. It is possible to replicate former paper instructions. It’s also possible to request the most varied types of questions and inputs with different answer formats . You can also ask for proof by requesting that photographic evidence be uploaded.

You can even attribute scores to your procedure in order to quickly make an assessment of the result of the procedure and find out how each M performed in the analysis.

• Create an Issue template (eg: 4M Analysis …)
• Create your tasks (eg: Man, Machines, Materials, Method s)
• Create your instructions and questions (eg: Is the layout adequate?)
• Create a issue using the previously created template
• Assign the issue to a team or to specific frontline workers

In conclusion

Overall, 4M Analysis is a valuable tool for identifying problems causes, and opportunities to improve manufacturing processes. However implementing 4M Analysis can be challenging, particularly when using paper forms in complex manufacturing processes.

Digitalising your 4M Analysis with our platform will enable faster and more precise information gathering resulting in greater analysis accuracy. At the same time, provides extra guidance to workers and improve communication and cross-function collaboration making it possible to take real time improvements and decisions.

If you want to know more about 4M Analysis and other procedures that can be migrated from paper to digital visit our website procedures page and discover The Augmented & Connected Worker benefits. In addition you an also request a 4M Analysis procedure template.

Interested in learning more about digital solutions and how they are changing shop floors? Explore our use cases or reach out to our team to schedule a free demonstration to understand the full potential of Glartek’s Augmented & Connected Platform.  

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What is a Fishbone Diagram? Ishikawa Diagram | Cause & Effect Diagram

“Fishbone Diagram” also known as “Ishikawa diagram” and “Cause and Effect diagram .

It helps to Identify all potential or probable causes and select the best cause which contributes to the problem/effect.

The brainstorming technique is used here for potential cause identification.

In a brainstorming session, all 4M or 6M factors are taken into consideration to identify the potential causes.

4M or 6M factors are – Man, Machine, Method, Material, Measurement, and Mother nature also called Environment.

This is a very important basic 7 QC Tools and extensively used in Problem Solving Techniques like  8D , PDCA, and  Six Sigma .

Table of Contents

About Fishbone Diagram

• Developed by Kaoru Ishikawa of Japan.
• To find out probable or potential that contributes to problem/effect.
• The brainstorming technique is used to identify potential causes.
• 4M or 6M factors analysis done in brainstorming.
• Helps to identify the root cause of the problem.

When to use an Ishikawa Diagram ?

• Problem-solving to focus on the Quality problem.
• To sort out interactions among factors for a cause.
• To analyze existing problems.

Why use the Ishikawa Diagram?

• Helps to determine the Root Cause of a Problem.
• To identify the Key Inputs variables – Primary, Secondary and Tertiary causes.
• Helps in identifying the possible cause for variation present in a process.
• Increases knowledge of a process and its factors.
• Helps to identify areas for data collection.

Steps for making “Cause and Effect Diagram ”

Step-1: Identify & define the problem/effect. Use 5W2H approach to define problem.

• Decide on the effect to examine.  

Step-2: Fill in the Problem Box & draw the spline.

Step-3: Identify main 4M or 6M categories/factors i.e. Primary causes .

Draw major cause categories and connect them to the “backbone” of the fishbone diagram.

Step-4: Identify Probable Causes that contributes to the problem/effects. Also called Secondary causes.

Use Brainstorming technique and Check sheet for cause analysis.

• Brainstorming – on 4M factors without previous preparation
• Check sheet – collected/recorded data for analysis

Step-5: Add detailed levels i.e. identify sub-causes & analyze the diagram. Also called Tertiary causes .

Benefits of “Fishbone Diagram “

• Focus is on ‘Causes’ rather than on ‘Symptoms’ or ‘assumptions’.
• Break problems down into small pieces to find the real root cause.
• Increase people involvement & teamwork.
• Improves team performance & effectiveness.
• Improves process knowledge.
• A common understanding of factors causing the problem.

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Author : Scott Houston

Most manufacturers face at least one of these common barriers to agility. The good news is that none of them are insurmountable — even those associated with aging capital equipment. Performance Solutions by Milliken has helped hundreds of companies overcome these obstacles, dramatically increasing the agility of their plants, and improve their operational excellence. How? By implementing best practices that address the 4Ms of Machines, Manpower, Methods, and Material.

Why the 4Ms Work

We understand that complexity can sometimes be used to create the illusion of greater depth or value, but it is often the simplest of tools which aid us on our journey to make every associate a confident problem solver within their organization. We can apply these methods to address the issues they face as the front line of operations.

This can be hard to accept when a company has invested significant time and money in more complex tools and highly skilled specialists, yet we still find it to be true.

One such tool is the 4Ms of manufacturing, and most organizations we work with are familiar with the concept to some degree. Whether they know it as the 4Ms, the 5Ms, the 6Ms, Cause and Effect analysis, Fishbone diagram or Ishikawa, the basic definition is there.

What is often a surprise to many people is how powerful this simple approach can be in solving operational problems by identification and eradication of the root cause(s) by those associates closest to the issues when and where they occur.

Over time, additional M’s have sometimes been added to the traditional 4Ms. Whether to direct more industry specific thinking, to demonstrate evolution or improvement of the tool, or to simply make it more complex as part of rebranding. However, the big 4 are still the same:

• Do our associates have the skill (and the will) to do what is expected of them safely, consistently and effectively?
• Are our machines capable of safe and reliable output at the desired quality and rate? Do breakdowns, defects or unplanned stoppages inhibit their ability to meet that goal?
• Do we have standard work methods in place which ensure and support consistent, safe production?
• Do they meet the required specifications – are there no defects and shortages? Is excess handling or movement reduced or eliminated? Are they stored appropriately?

Exploring these 4Ms provides us with a structured framework for root cause analysis by helping us to understand how each one may have contributed to a particular issue.

4M thinking finds a place in all of our Total Productive Maintenance  pillars to some extent but is most widely used as a root cause analysis mechanism. The structure it brings in identifying sources of variation, root causes of problems or improvement opportunities is invaluable as a core element of problem solving

• Safety: The 4Ms play their part in identifying root causes and improvement opportunities within the safety sub-committees.
• Focused Improvement: We use 4Ms to help structure the team’s thinking within the analyse phase of our standard DMAIC (Define, Measure, Analyse, Improve, Control) framework for focused improvement.
• Daily Management System: It is often the routine application of the 4Ms in a simple one page format that best engages and enables the problem solving capability needed to unlock the full potential of the organization.
• Planned Maintenance: The 4M framework is instrumental in reducing breakdowns by restoring the equipment, correcting basic weaknesses, and preventing issues from coming back. Working together, 4Ms helps the pillars to understand where the weaknesses are and address them through restoration and prevention.
• Quality Management: 4Ms Analysis is used to better understand our QA Matrix and address those factors which can most likely influence the generation of defects within the manufacturing processes on our journey to zero defects.
• Continuous Skills Development: A 4M analysis pinpoints improvement areas for “huMan” and “Method,” which drive CSD projects to cultivate a flexible, highly skilled workforce working and creating consistent procedures.

Of course just as a TPM implementation relies on leveraging people, process and leadership working together, the pillars working together ensures variation is reduced across all 4Ms, and there is rarely a situation where you cannot draw a link from each pillar to all 4 of the Ms.

4M Analysis

The 4M analysis is a method for evaluation which of the 4M conditions is responsible for a defect mode. Most commonly practiced is the Fishbone / Ishikawa Diagram. This is a tool designed to identify, explore, and graphically display the possible causes related to a problem or condition. This approach allows teams to focus on content of the problem, creates a snapshot of the collective knowledge and consensus of a team, and focuses the team on the cause rather than the symptom.

At Milliken & Company and other organizations guided by Performance Solutions, dramatic operations improvements are commonplace. Through implementation of the Milliken Performance System, execution of the daily management practices that support it, Zero Loss Thinking to prioritize improvement projects, and an emphasis on culture change and employee empowerment, manufacturers in many industries — automotive, chemical, aerospace, food and beverage, consumer-packaged products, paperboard and packaging, plastics and rubber, etc. — have tapped into unknown potential and agile capabilities within their organizations.

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Lean Manufacturing Terms – 4M

4M (Man, Machine, Material, Method): Common structure for potential causes for Problem Solving methods , for example as the bones of the fish-bone diagram (see Ishikawa Diagram).

This is often expanded into 8M, including additionally management, milieu, measurement, and money.

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Using 5W-1H and 4M Methods to Analyse and Solve the Problem with the Visual Inspection Process - case study

• January 2018
• MATEC Web of Conferences 183(5-6):03006
• 183(5-6):03006

• Czestochowa University of Technology

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Ishikawa Diagram – how effectively perform root cause analysis

Ishikawa Diagram, also known as the “fishbone”, is a qualitative tool that is often used during problem solving by the production plant.

Usually it’s used in the quality area, but it can also be successfully carried out in logistic, health and safety (ergonomics, accidents at work, etc.) and production analysis .

Most often, we can deal with it when using:

• 8D reports in step D4 – root cause analysis
• Kaizen methodology – with this approach, is used as 4M (Man, Machine, Method, Material) or 4M + 1D (Design)

It’s a great tool for the correct verification of the problem root cause, and thus, it determines its effectiveness. An additional benefit of using the Ishikawa diagram is that it is easy to learn and simple to use.

We must also remember that group problem-solving is a good practice, eliminating the pathology of the pseudo-one man show strategy. In the long run, this solution can lead to a reoccurrence of the problem and OEM client escalation.

Why are we mentioning this? Because the Ishikawa diagram strengthens teamwork, stimulating creative thinking. Its additional advantage is that it can be used immediately when a problem occurs and where it occurs (often referred to in the automotive industry as “gemba”).

Ishikawa Diagram – Category description

In the Ishikawa diagram, the most common are six categories that should be considered. Belong to them following areas:

• Man – in this category we verify qualifications, habits, job satisfaction, internship, well-being of the person or employee whose work led to the occurring problem
• Machine – in this category, we verify all aspects relating to the machine, which include among others, license, durability, modernity, efficiency, precision, safety and working conditions
• Material – here we consider components at the entrance to the production process and semi-finished products that occur in the inter-operational areas (named also as WIP – work in progress)
• Method – refers, among other things, to verification of procedures, instructions, specifications, standards, laws, rules, know-how and technology
• Measurements / Measurement system – in which it’s worth taking into account the incorrect or distorted indication of the measuring instrument
• Environment – that is the area where the following factors should be considered: temperature, humidity, pressure, lighting, noise, radiation

Figure 1. Ishikawa diagram – graphic presentation

More information on the practical application of the Ishikawa diagram is presented during dedicated training courses on the 8D and Kaizen methodology , to which we cordially invite you.

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5 WHY Analysis, a TPM Tool for Root Cause Analysis (RCA)

5 why process.

Causes of Losses are Often Complicated:

Common failure scenario:.

1. Management system breakdown 2. Failure to implement countermeasures 3. Premature equipment failure 4. Employees fail to follow the procedure 5. Failure to ID & Respond 6. Large Loss Results

5 Why Analysis is Proactive Addresses the Underlying Causes of Losses:

• 5 Why identifies the Root Causes of Losses
• Supports Implementation of Countermeasures
• Promotes Transfer of Learning

Where Does 5 WHY Fit in the Focused Improvement Process?

Focused Improvement Process

• Collect Data
• Identify, Prioritize & Select Projects.
• Ensure Equipment Is Restored
• Establish the Team
• Use the CAP-Do Process (5 Why is used here) …….. to manage the improvement cycle
• Monitor and Hold the Gains
• Document the Project (Kaizen Summary Sheet, Kaizen database)
• Celebrate Success
• Replicate Where Applicable.
• Share Learnings (Kaizen database, CI and Pillar CoP)

How is 5 WHY used in CAP-Do?

a. Identify the problem

b. Understand the Ideal Situation

• Machine: equipment sketches and the operational principle
• Material: samples of material involved in the problem
• Method: Flow charts of the process
• Man: Forms, procedures

c. Identify the Phenomenon  5W1H Analysis

Root Cause Analysis tools: 5 WHY

a. Action Plans (Immediate, Intermediate, Long Term)

• Safety Comes First!
• OPL’s
• Implement Actions
• Observe Results & Hold the Gains

Before Starting a 5 WHY ANALYSIS …

• The CHECK phase of CAP-Do must be completed . . .

– The problem identified

– The Ideal Situation understood

–  The Phenomenon identified through the 5W 1H Analysis

How Do You Start the 5 WHY Analysis once you identify the Phenomenon (5W 1H Analysis)?

• The 5 WHY Analysis involves asking the question “WHY ?” multiple times (typically 5) until you arrive at the root cause.
• The Phenomenon Statement from the 5W1H is the starting point for the first WHY.

EXAMPLE (see picture above) – Transition from 5W1H (CHECK Phase) to 5 WHY (ANALYZE Phase)

• Why does Line X Capper experience spill at the entrance after the changeover to 475 ml?

Ask Why…? Ask Successive Whys…?

(follow phenomenon – (be) cause relationship).

Develop a Cause Tree to Order your Thinking

5 WHY Analysis Using the 4 M’s

Causes to Consider:

Equipment Branch (Machine)

• Improper Equipment Ordered
• Poorly Designed Equipment
• Inadequate Maintenance
• Wear & Tear
• Abuse or Misuse

Materials Branch (Material)

• Materials out of spec:
• Ingredients
• Materials damaged:
• from storage
• from supplier

Procedural (Method)

• Lack of Procedures
• Inadequate Procedures
• Misunderstood Procedures
• Failure to Warn or Respond Note: Large losses often occur because of failure to take timely action

Behavioural Branch (Man)

• Lack of Knowledge
• Lack of Skill
• Physically Incapable
• Lack of Motivation

5 Why Analysis Pitfalls to Avoid

• Failure to step SLOWLY and METHODICALLY through the process
• Tendency to jump several “Why” s at once
• Tendency to assign pre-conceived causes
• Failure to consider ALL of the causes
• Use the 4-M approach to help avoid this pitfall

5 Why Analysis – Recommendations

What to do with the Recommendations? . . .Follow CAP-Do . . .

How to go from 5 Why to the PLAN Phase of CAP-Do?

• For each of the last Why answers, identify recommendation(s) (countermeasures):

• Develop an Action Plan for each of the countermeasures:

Carry Out “Do” Phase of CAP-Do

Implement the Action Plan

Hold the Gains by Developing Standards:

• Cleaning, Inspection & Lubrication Standards
• Processing Standards
• Maintenance Standards
• Training Standards (i.e. One Point Lessons )
• Engineering Standards

One Point Lesson

Section 2. Application of the 5 WHY Process

The Loss  Pyramid

Application of 5 Why Enables Identification of Problems BEFORE They Escalate Up the Pyramid

• Identifying Sources of Contamination, Stoppages (AM Pillar)
• Tool for Analyzing Cause / Losses in Focused Improvement (FI Pillar)
• ID Reasons for Breakdowns (EM Pillar)
• ID Causes of Minor Defects, Out of Spec (QM Pillar)
• ID Causes of Near Misses, First Aids (SHE Pillar)

Section 3 Field Case Studies

Root cause analysis

• More By sensei
• More In 5 Why Analysis

10 Free Tools to Boost Your Productivity and Creativity

How to Improve Maintenance Efficiency with These Key Strategies

Unlocking the Power of the Shainin System for Quality Improvement

The Eight-Pillar Activities of Planned Maintenance in TPM

Mastering Gemba Walks: A Step-by-Step Guide for Continuous Improvement

Unlocking the Power of FMEA: Essential Steps for Process Reliability

Why-Why Analysis

Safety, Health and Environment Investigation Report and Analysis

Breakdown analysis. Case Study

Lessons Learnt as a communication tool

Broken Parts Museum – Analyzing and Preventing Breakdowns due to Forced Deterioration

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