20 EXPLANATION

2. Relation Diagram Method

(1) What is the relation diagram method?
The relation diagram method is an approach through which a confused situation can be put
order and important causes (major causes) to deal with can be located when a problem to solve
is discovered but “the cause is fuzzy and vague” or “there is no lead to the solution.”

《Reference: Differences from a cause-and-effect diagram》

Two or more arrows cannot be connected from a single cause in a cause-and-effect diagram,
whereas any number of arrows can be connected to each relevant factor in a relation diagram.
A relation diagram thus shows you a comprehensive relationship among causes.

Jig Find the bolt.

Operation method The setting direction is unknown.
Tighten the bolt
The jig is heavy. with a hand.
◎ The setting direction
The jig is large ◎ Bolt lock
is not determined.
in size. There is no wrench. Part number transferred
The jig is difficult to set. The jig cannot be set from another line
The jig can be set only because it interferes
with equipment. Judge the setting direction
in a specific direction.
The jig can be set after setting it.
Setting requires intuition or knack. Setting up
only in a specific direction.
the insertion
The location for setup The jig is heavy. jig takes time
is dark. The jig is difficult The setting direction
to operate. is not determined.
There is no fluorescent lamp The operator is short.
in the location where
the check cart The check collective The operator forgets
is placed. cart is high. Female the setting direction.
◎ The position of the jig is high.
(2) Applications of relation diagrams Judge the setting direction after setting it.
Work environment Operator
The relation diagrams are used for three applications. Use the centralized type (Figure 1) or
single-direction concentrated type (Figure 2) for locating causes or carrying out measures. Use
the relationship indicating type (Figure 3) for indicating relationships.

Meaning and
Application Description direction of
arrow (↓)
Use a relation diagram when you want to make clear the
relationship between the intricately intertwined causes and the
Locating result, fathom causes, or reveal the structure of a problem. Cause
causes “Why ↓
___?” Example: Why is each department’s achievement level of Result
goals low?
Why is the level of completion of design low?
Carrying out Use a relation diagram when you want to carry out means or
measures to achieve a purpose. Means
measures
↓
“In order to do Example: In order to smoothly promote purchasing operations
___” Purpose
In order to communicate my opinions to others
Indicating Use a relation diagram when you want to make clear
relationships relationship among diverse factors Indicating
“Relationship Example: Relationship among activities in quality assurance only
between ___ relationships
Human relationship within this section
and ___”
 EXPLANATION 21
[Figure 1] Centralized type (locating causes, [Figure 2] Single-direction concentrated type
carrying out measures) (locating causes, carrying out measures)

15 9
6
5 7 5 Cause (means)
原因(手段)1
Cause 16 10
(means)
8
17 11
Result
結果
6
Result 2 (purpose)
(目的)
4 2 9
(purpose)
12
10
7
3
13 3

12 11
8
14

[Figure 3] Relation indicating type (indicating

relationships)

Item
項目 11 2 3

4 5 6

7 8 9

(3) Stages in QC stories at which the affinity diagram method should be used
10 Problem-solving
11 type
○ Selecting a theme
Planning activities
Grasping the current situation
Setting goals
◎ Analyzing factors
○ Planning measures
Carrying out the measures
Confirming the effect of
themeasures
Entrenching and standardizing
the measures
Reflecting on the results and
determining future activities
◎: Frequently used　　○: Used
Step Issue-achieving type
1 Selecting a theme ○
2 Planning activities
3 Making clear issues ○
4 Setting goals
5 Planning measures ◎
6 Pursuing the optimum measure ○
7 Carrying out the optimum measure
Confirming the effect of the
8
optimum measure
Entrenching and
9 standardizing
the optimum measure
Reflecting on the results and
10
determining future activities

(4) Combination with other approaches

Approach Combination
• (When an affinity diagram is first prepared) Use the
Affinity diagram
several bundles
method
remaining last as clues for finding the primary cause.
Systematic • Transform major causes into expressions of measures, and use them as primary
diagram means in the systematic diagram.
22 EXPLANATION

• Transform primary causes into expressions of measures, and use them as

method
primary means in the systematic diagram.
• Take numerical data on major causes, and demonstrate or disprove it using the
Statistical
Q7 tools
approaches
or statistical approaches

[Step 1] Determine a theme, and set it in the center of the diagram.

<Points>
① Write the theme in a double-line frame or in red characters to make it easier to identify.
② To make all members share the same awareness of the theme, clarify prerequisites, for
example, in what “scope” and from what “position” the theme should be considered.
Example: S → E cope
ntirec ompany,
h d eadquarters,
d s g ivision,
shift, etc.
P o s →i t M i a o n n a g e m e n t , a d m i n
engineering,
quality control, sales, etc.

[Step 2] Investigate causes, and write it on a card.

Investigate the causes of the theme through brainstorming, and write advanced opinions
card.
<Points>
① It i es asier
f t m or t hea embers
o i t io dvance
a i s pinions
a t f
theme is solved and consider what is lacking for it (the gap between the ideal and the
real).
② Asking “why” also makes it easy to elicit opinions from the members.
③ Write n o otd nly
c b irect
a i auses
o o c ut K lso
i m tndirect
c f nes
removed from the theme should not be picked. Fathom the “causes of the theme,” the
“causes o c fo t auses
t t “ f heo t heme,”
c o t c he ocauses
t t f he
and so on.
④ When numerical data on the causes fathomed can be collected, collect it in
identify the principal cause.
Example: “The flaw fraction defective of product A is 3%,” not “Defects are many.”
《Reference: Another method of preparing a relation diagram》
Set a p rimary
c a t ause, t s nd a then c race T mecondary
i o u nd e
when the direction of development is determined by an affinity systematic
or diagram. This
method is said to be convenient for those who prepare a relation diagram for the first tim
because the trace of causes is easy and the diagram can be prepared in a short period of
time. However, this method is inferior to the abovementioned procedure in that the quality of
the primary cause determines the quality of the relation diagram and causes in dire
other than the direction of the primary cause are difficult to locate.
 EXAMPLE 23

[Step 1] Determine a theme, and set it in the center of the diagram.

Theme: We have much overtime work in our section.

We have much
　　　　　　　　　　　　
overtime work in <Prerequisite>
our section. Fathom causes that can be directly dealt with within the section
mainly.

[Step 2] Investigate causes, and write it on a card.

The section gives Instructions from the Our section has a

Work is redone and receives many section manager back-scratching
often. phone calls and often change. relationship with
facsimiles. other departments.

There are too Recurred The root causes

Work is
many complaints complaints are of complaints are
interrupted.
about quality. left unsolved. not identified.

The section is Measures to It takes time to Our section is

involved too much in reduce complaints carry through forced to do work
dealing with defects are not proven by the managers of
operations.
at the worksite. effective. other sections.

The assignment Our section does Our section cannot

of operations is work that does not say no to labored
need to be done by work from another
not definite.
us. department.
24 PREPARATION

[Step 3] Divide the cards into groups by cause.

Divide the cards into two to six groups of cards that seem to relate to one another.

[Step 4] Place the cards of each group in order of causal relationships.

Place the cards so that the “cause → result” relationship can be identified.
<Points>
① If the “cause → result” relationship is difficult to identify, place the cards so that
“low→high” relationship abstraction levels can be identified.
② The primary cause should be stated in an expression of a high abstraction level
(abstract) representing several causes.
③ In general, causes become specific at the level of quaternary causes.
 EXAMPLE 25

[Step 3] Divide the cards into groups by cause.

Work is redone Our section gives Instructions from the Work is

often. and receives many section manager interrupted.
phone calls and often change.
Time

facsimiles.

It takes time to
carry through
operations.
Complaints

There are too Recurred The root causes Measures to reduce

many complaints complaints are of complaints are complaints are not
about quality. not identified proven effective.
left unsolved.
Operation

The assignment Our section is Our section cannot Our section does
of operations is forced to do work say no to labored work that does not
by the managers of work from another need to be done by
not definite.
other sections. department. us.

[Step 4] Place the cards

Our section has a of each group
The section is in order of causal relationships.
back-scratching involved too much in
relationship with dealing with defects
Causal relationship ：Result　　　　　　　　　　　　　　　　　　　　　Cause
other departments. at the worksite.

Abstraction level ：　　 high low

Primary Secondary Tertiary Quaternary
Time

It takes time to Our section gives

Work is and receives many
carry through
interrupted. phone calls and
operations.
facsimiles.
Complaints

Instructions from the

Work is redone section manager
often. often change.

There are too Recurred The root causes

many complaints complaints are of complaints are
Operation

about quality. left unsolved. not identified

Measures to
reduce complaints
[Step 5] Place the cards of are not
each provenaround
group the theme, and connect them with
effective.
an arrow.
Our section does Our section cannot Our section has a The assignment
<Points> work that does not say no to labored back-scratching of operations is
need to be done by work from another relationship with
① Drawus.
an arrow “from cause to result” (or “fromother
means not definite.
to purpose” when carrying out
department. departments.
measures).
The section is Our section is
involved too much in forced to do work
Tertiary cause
dealing with defects by the managers of
Secondary cause at the worksite. other sections.
Secondary cause Tertiary cause
26 EXAMPLE

Primary cause
Secondary cause

　② A partition line may be drawn to make clear the groups.

　③ The centralized type is easier to view by placing primary causes symmetrically about the
theme.
 EXAMPLE 27

[Step 5] Place the cards of each group around the theme, and connect them with
an arrow.

Complaints Time

Recurred Our section gives

and receives many Work is
complaints are interrupted.
phone calls and
left unsolved.
facsimiles.

There are too We have much It takes time to

many complaints overtime work in carry through
about quality. our section. operations.

Our section does

work that does not Work is redone
need to be done by often.
us.

The root causes Measures to

Instructions from the
of complaints are reduce complaints
section manager
not identified. are not proven often change.
effective.

The assignment
of operations is
not definite.

Our section cannot

say no to labored
work from another
department.

The section is Our section is Our section has a

involved too much in forced to do work back-scratching
dealing with defects by the managers of relationship with
at the worksite. other sections. other departments.

Operations <Prerequisite>
Fathom causes that can be directly dealt with
within the section mainly.
28 PREPARATION

[Step 6] Connect cards that have a causal relationship beyond the groups with an
arrow.

<Points>
① Two specific causes cannot be connected with two opposite arrows.

Tertiary
Secondary cause
cause
Secondary
cause

Primary
② Do not cross arrows whenever possible. If arrows cross unavoidably, give either arrow a
cause
curve.

Tertiary
Primary cause
cause

Secondary
Secondary
cause
cause
 EXAMPLE 29

[Step 6] Connect cards that have a causal relationship beyond the groups with an
arrow.

Complaints Time

Recurred Our section gives

and receives many Work is
complaints are
phone calls and interrupted.
left unsolved.
facsimiles.

There are too We have much It takes time to

many complaints overtime work in carry through
about quality. our section. operations.

Our section does

work that does not Work is redone
need to be done by often.
us.

The root causes Measures to Instructions from the

of complaints are reduce complaints section manager
are not proven often change.
not identified.
effective.

The assignment
of operations is
not definite.

Our section cannot

say no to labored
work from another
department.

The section is Our section is Our section has a

involved too much in forced to do work back-scratching
dealing with defects by the managers of relationship with
at the worksite. other sections. other departments.

Operations <Prerequisite>
Fathom causes that can be directly dealt with
within the section mainly.
30 PREPARATION

[Step 7] Confirm the causal relationships, and investigate and correct the causes.

Check if the cause cards and the causal relationships are correctly connected with an arrow. If
there is any arrow is missing or incorrect, add or correct it.

<Points>
① Review the causes up to the quaternary level three times.
② Check the causal relationship not only between cards close to each other but also
between cards far away from each other.
③ If a “loop” is formed in which logic goes around, check the following:
a. Check if any cause → result arrow in the loop is reverse.
→ Correct the direction of the arrow.
b. Check if the abstraction level of language data is high and the cause-and-result
relationship can be interpreted in different ways.
→ Write the data in a more specific expression.
c. If the loop still remains, it often shows that the structure, not the diagram, is bad.
→ Consider measures to break the loop.

The section is
busy dealing with
defects.

Defects do not The check time is

reduce. insufficient.

There are many Checks are not

check errors. carefully
conducted.
 EXAMPLE 31

[Step 7] Confirm the causal relationships, and investigate and correct the causes.

Staff members are

suddenly called for
by the worksite due
to a sporadic defect.

Our section is There are many

satisfied only with mistakes in work.
tentative measures.

Recurred Our section gives

and receives many Work is
complaints are interrupted.
phone calls and
left unsolved. facsimiles.

There are too We have much It takes time to

many complaints overtime work in carry through
about quality. our section. operations.

Our section does

work that does not Work is redone
need to be done by often.
us.

The root causes Measures to Operation checks Instructions from

of complaints are reduce complaints are not accurately the section
are not proven performed. manager often
not identified.
effective. change.

Our section feels an

Complaints are obligation to another
The assignment
not carefully section for its of operations is
analyzed. dispatching staff to not definite.
deal with a complaint.

Guidance to the The priority of Our section cannot

worksite in the measures to say no to labored
investigation of the reduce defects is work from another
causes of defects is not observed. department.
not sufficient.

The section is Our section is Our section has a

involved too much in forced to do work back-scratching
dealing with defects by the managers relationship with
at the worksite. of other sections. other departments.

<Prerequisite>
Fathom causes that can be directly dealt with
within the section mainly.
32 PREPARATION

[Step 8] Narrow the causes down to the principal cause.

Identify the root cause of the primary causes, or the cause in an inseparable causal relationship
with (significantly affects) the theme, as the principal cause.
Causes can be narrowed down to the principal cause as follows:
• The members decide the principal cause by majority vote.
• Judge candidate causes by taking numerical data on them.
• Pay attention to the number of incoming and outgoing arrows connected. (A card with many
incoming and outgoing arrows relates to various causes and can, therefore, be considered
the principal cause.)

<Points>
① When narrowing causes down to the principal cause based on incoming and outgoing
arrows, note that cards of a high abstraction level also have many incoming and
outgoing arrows.
② Setting an end cause, rather than an intermediate cause, as the principal cause makes
the entire picture more specific so that it is easier for you to take measures.
③ Put the principal cause in a thick-line frame or color it to make it easier to identify it.
 EXAMPLE 33

[Step 8] Narrow the causes down to the principal cause.

Staff members are

suddenly called for
by the worksite due
to a sporadic defect.

Our section is
satisfied only with There are many
tentative mistakes in work.
measures.

Recurred Our section gives Work is

complaints are and receives many
interrupted.
left unsolved. phone calls and
facsimiles.

There are too We have much It takes time to

many complaints overtime work carry through
about quality. in our section. operations.

Our section does

work that does not Work is redone
need to be done by often.
us.

The root causes Measures to Operation checks Instructions from

reduce complaints are not accurately the section
of complaints are manager often
not identified. are not proven performed.
effective. change.

Our section feels an

Complaints are obligation to another The assignment
not carefully section for its of operations is
analyzed. dispatching staff to not definite.
deal with a complaint.

Guidance to the The priority of Our section cannot

worksite in the measures to say no to labored
investigation of the reduce defects is work from another
causes of defects is not observed. department.
not sufficient.

The section is Our section is Our section has a

involved too much in forced to do work back-scratching
dealing with defects by the managers of relationship with
at the worksite. other sections. other departments.

<Prerequisite>
Fathom causes that can be directly dealt with
within the section mainly.
34 PREPARATION

[Step 9] Enter necessary information.

Enter the theme, the date of preparation, the person(s) who prepared the diagram, and a
summary.
 EXAMPLE 35

[Step 9] Enter necessary information.

Staff members are
suddenly called for
by the worksite due
to a sporadic defect.

Our section is
satisfied only with
tentative
Decision of There are many
mistakes in work.
measures. top management
Complete understanding
Modifications in Creation of of concept
Recurred
order-production Our section gives
complaints are operational ruland
es receives many throughout companyWork is
Deciding
interrupted.
structure
left unsolved. phone calls and
facsimiles. essentials
Complete
There are too operatiohave
Modifications in We nal rules muchStaff education ItEnsuri
takes ng time to
many complaints overtime work budget through
carry
about quality. production- in our section. operations.
Verification of
Maintenance of management Ensuring
adoption merits
corresponding structure Our section does
instructors
Work is redone
capacity during work that does not
need to be done by often.
production Ensuring a
us. Department, Drafting of
transformation Modification of meeting
division education plans
The root causes Measures parts-orderi
to ng place
Operation checks Instructions from
of complaints Modi
Awareness arefication ofreduce complaints
manager are not accurately the section
are not system
proven education performed. manager often
ofnot identified.
Department equipment usage effective. change.

and Division First-line Modifications of

Creation of
Managers
Complaints are
"ju st in tim e" system sors' feels producti
supervisection
Our an on- The assignment
not carefully Complete standardized obligation to another
education for its management not definite.
section
of operations is
analyzed.
production dispatching staff to stuructute
deal with a complaint.
Maki
Summary: n g sure
of process
Guidance to thewe have much priority ofwork is that Our section cannot
Theovertime
The reason
worksite in the measures to Adopti
sayon no of to labored Formation of Creating
　• thecapaci
investigation ties of the First-iofn, firoperations
assignment st-outreduce defects
is not is definite; "jor work from another
udepartment.
st in time"
causes of defects is Equipment
not observed. layout supplier production
• guidance to possi
the bl e storage
worksite in the investigation of the
(kanban) systemcauses of defects is not sufficient.
not sufficient. management capabilities
　　　　　 　　　Preparedpreparati on:onsApril 6, 2005 Prepared by: Tsukamoto, Koshimizu, Noto
Complete The section is Our section is system Our section has a
quality control involved too much
dealing with defectsReview of by
in forced to do work back-scratching

at the worksite.
receptio
the n managers of
Ensuring relationship with
other sections. other departments.
Preparation of inspection process <Prerequisite> Modification of process
ion

Introduction of delivery rules that cancapaci betiedirectly

s
at

transport tools
r

Fathom causes dealt with

o
ope

quality control within the section mainly.

p rc
lie

Review of delivery
u
Sp

Personnel education
Preparation for packing types Review of
transport equipment delivery stage

（Supplier system）
36 EXAMPLE

Theme: A relations diagram used in the introduction of new production methods