a - 8d problem solving methodology - continuous improvement 21115 rev 01

Regal-Beloit Corporation / Packard Learning Center Proprietary - Do Not Distribute p 1

8D

Problem Solving

and

Continuous Improvement

Purpose. Review the 8D methodology used to address the root causes in order to eliminate the source(s) of the problem.


Problem Solving and Continuous Improvement

Find

PoC

!

Regal-Beloit Corporation / Packard Learning Center Proprietary - Do Not Distribute

Problem Solving and Continuous Improvement

p 3


> What do you think is a problem?

> What is actually happening?

What do you actually know?

Do you know enough to decide what it makes sense to do?

Can you see what is happening?

What should be happening?

Can you break the problem down into smaller problems.

> Can you see the point/area of cause?

Do you need to track back to the point/area of cause?

What is the pattern/tendency of the problem?

• Where, When is it happening?

• Who, What is involved?

• How Much, How Long, How Often is it happening?

Practical Problem Solving

Application Questions

p 4


> Why is this problem occurring?/What is its root cause?

Can you find and confirm the direct cause of the problem?

Can you find and confirm the next level of cause?

Can you prevent recurrence of the problem by addressing the next level of

cause?

…..If not, continue asking Why? And conducting Cause Investigation until you

find the root cause

> What action(s) should you take to address the problem?

What temporary measures will eliminate the problem until you can address

the root cause?

What countermeasures are needed to address root cause and prevent

recurrence of the problem?

> How will you check when you follow up to confirm results?


Application Questions


“5 Why” Cause Investigation Questions

(to find root cause)

> Why is this problem occurring?

Can you see the direct cause of the problem?

If not, what do you suspect as potential causes?

How can you check the most likely potential causes?

How can you confirm the direct cause?

> Do you need to ask Why? And continue Cause Investigation?

Will addressing the direct cause prevent recurrence?

If not, can you see the next level of cause?

If not, what do you suspect as the next level of cause?

How can you check and confirm the next level of cause?

Will addressing this level of cause prevent recurrence?

….If not, continue asking WHY? Until you find Root Cause


> Have you found the Root Cause of the problem?

Can you prevent recurrence by addressing this cause?

Is this cause linked to the problem by a chain of cause/effect relationships

that are based on fact?

Does the chain pass the “Therefore” test?

If you ask “Why?” again, will you be into another problem?

“5 Why” Cause Investigation Questions

(to find root cause) – cont.

Can you turn the problem on and then off?


Fundamental Principles of


*Set aside pre-conceived ideas

*See the abnormal occurrence and point of cause first

hand

*Delay cause analysis until you have a thorough grasp of

what is actually happening

*Establish cause/effect relationships based on fact not assumption

*Continue asking Why? Until you can prevent recurrence of the

problem by addressing its root cause

*Can the problem be turned on and then off?


Grasp Situation

PoC

P* =

The real

problem

Initial

Problem

Perception

WHAT?

P*

WHERE?

Trackback

direct cause

next level of cause

next level of cause

next level of cause

ROOT CAUSE

WHY?

CAUSE INVESTIGATION


“5 Why?” Cause Investigation

WHY?

WHY?

WHY?

WHY?

WHY?

Abnormal Occurrence

(cause/effect relationship)

Direct Cause

Cause




ROOT CAUSE

Cause

Cause

C

C

C

C

C

X X

X X

X X

X X

X X

X

X

X


How to Locate PoC

- Exhaust System Case -

(1) Problem perception

George

“This is a big

Problem for me!”

(2) Grasp the Situation

• What is actually happening?

• What should be happening?

George feels the

Design is an

Obstacle!


How to Locate PoC

(3) Locate the Point of Cause

• He feels this is a problem. But he can’t see the PoC.

• To find the PoC, let’s track back this assembly line!

George first picked up

problem here 1

Observe

Can see the

Same abnormal

occurrence Trackback

Observe

Can see Trackback

Observe

Can see Trackback

Observe

CAN NOT SEE

2

3

4

5

6

Go back to

4 and observe

Process 4 is the point of cause!

Assembly flow


How to Locate PoC

1. Problem Perception

2. Grasp the Situation

….draw the work flow to produce the report

1 2

3

4 5 6

7 8

9

10 11

Workflow

1.

2.


How to Locate PoC

1 2

3

4 5 6

7 8

9

10 11

3) Locate the Point of Cause (PoC) by Tracking Back from

Final Product

Track back

… look for points in process where mistakes first appear


8D Supplier

Training

8D Problem Solving Methodology

Purpose. Review the 8D methodology used to address the root causes in order to eliminate the source(s) of the problem. Follow step by step the 8D format and Prism 8D template to document the 8D and DO processes.


D0- Symptom & Response

D1- Team

D2- Problem

D3- Containment

D4- Cause and Escape

D5- Define corrections

D6i Implement Corrections

D7 Prevent Reoccurrence

D8 Recognitions

8D Process steps

p 16

8 D


What is 8D?

>8D is eight disciplines of Problem Solving

>A disciplined process which addresses problem solving in:

- A methodical and analytical method addressing root causes to

eliminate the source(s) of the concern.

>8D also refers to the form that is used to document the

problem and resolution

- Also called 8-D Report

- Corrective Action Report

- EW8D Report – East-West-8D

p 17


8D General Information

p 18

- General Information

- Supplier Material Rejection

Information

- Target Dates

- Default Team Members


D0- Symptom & Response

D1 Team

D2 Problem

D3 Containment

D4 Cause & Escape

D5 Define Corrections

D6 Implement Corrections


D8 Recognition

D0. Prepare for 8D

p 19

D0


>Collect information very shortly after defect was reported

Using preliminary assessments to determine who, where, what , when . . .

Look for the symptoms and generate the ERA

> ERA: Emergency Response Actions

D0 Preliminary Data & ERA Generation

DO


D0 Symptom and Response

D1 Team

D2 Problem

D3 Containment

D4 Cause and Escape




D8 Recognition

D1 Form the Team

p 21

D1


Why use a team?

> Working as an individual is often less proficient

> Working in a group maximizes the potential output

> Opportunity to select people with process and product knowledge.

> Working in a group maximizes the potential output

p 22


Team Selection

Forming the team:

>Select the member based on their skills

Process knowledge

Product Knowledge

Communication skills

Data analysis skills

>Select multidisciplinary team

Engineering

Production

Quality

Maintenance

Others

p 23

It’s your team pick the best people!


D1 - Steps to follow

>Define team members role

Champion ( Assigned person or Supplier)

Leader ( Regal)

Team Members

p 24

D1


D0 Symptom & Response

D1 Team

D2 Problem

D3 Containment

D4 Cause and Escape




D8 Recognition

D2 Problem Definition

p 25

D2


D2 - Describe the problem

p 26

D2

An adequate problem description = at least 50% of its solution



D1 Team

D2 Problem

D3 Containment

D4 Cause and Escape




D8 Recognitions

D3 Containment actions

p 27

D3


D3 - Interim Containment Action

p 28

D3

>Actions to contains the effects of the problem must be done

>Urgent Actions to avoid customer dissatisfaction must be carried

out


D3 Interim Containment Action

p 29

This is stage where containment actions are taken to

prevent the escalation of the problem.

>The containment action could include:

100% inspection

Stoppage of production / shipment

Substitute process

Rework

Field service action



D1 Team

D2 Problem

D3 Containment

D4 Cause and Escape




D8 Recognition

D4 Root cause

p 30

D4


Root Cause Analysis D

4

When root cause is identified, the problem can be turned off


CJ Kurtz & Associates LLC

32

Verification & Validation

> Verification and Validation are often not well understood. Verification and

Validation work together as a sort of ‘before’ (Verification) and ‘after’

(Validation) proof.

Verification provides ‘insurance’ at a point in time that the action will do

what it is intended to do without causing another problem. Predictive.

Validation provides measurable ‘evidence’ over time that the action

worked properly.


CJ Kurtz & Associates LLC

33

Verification & Validation

Step Process Purpose

D3

Verification That the “containment action” will stop the symptom from reaching

the customer.

Validation That the containment action has satisfactorily stopped the

symptom from reaching the customer according to the same

indicator that found it.

D4 Verification That the real root cause is identified

D5 Verification That the corrective action will eliminate the problem

D6 Validation That the corrective action has eliminated the problem according to

the same indicator that found the issue.



D1 Team

D2 Problem

D3 Containment

D4 Cause and Escape




D8 Recognition

D5 - Define Corrections

p 34

D5


Permanent Corrective Actions

p 35

D5

>For this activity we have to consider two levels of need:

Given: those criterion that must be met and that are measurable and

realistic to achieve.

Wants: Those criterion that are nice to have but not necessary critical.


Permanent Corrective Actions MUST:

p 36

> Eliminate the root cause

> Prevent recurrence

> Be implemented in a timely manner

> Be objectively verified

> Be effective



D1 Team

D2 Problem

D3 Containment

D4 Cause and Escape




D8 Recognition

D6 - Implement & Validate C/As

p 37

D6


D6 Validate Permanent Corrective

Actions (PCA)

p 38

D6

>For this activity we have to consider:

Verify the permanent corrective actions as they were documented

Measure the effectivenesss of the permanent corrective actions


Validation Tools

p 39

Trend Chart

Pareto Chart

Is / Is Not

PFMEA

Chi Square

3 Leg 5 Why

http://www.google.com.mx/url?sa=i&source=images&cd=&cad=rja&docid=Gm3XGKxT822TSM&tbnid=hLYVODiSa2XDeM:&ved=&url=http://www.enterprisewizard.com/features.htm&ei=ZRYMUdrODI6tygHst4HgAQ&psig=AFQjCNGbed8o0ahaPr6QFo958phVW2tbCA&ust=1359833061247058

http://www.google.com.mx/url?sa=i&source=images&cd=&cad=rja&docid=Sj4bnXzOhUCpLM&tbnid=RrffCwZ_Y679bM:&ved=&url=http://www.envisionsoftware.com/articles/Pareto_Chart.html&ei=rxcMUa2NKY6MyAGs_4GgCw&psig=AFQjCNGjFeqOr0WlGnXpAv6yZgA1xgke3A&ust=1359833391701850


D6 Implement Permanent Corrective

Actions (PDCA)

p 40

Choose and implement PDCA use the Deming Cycle.

>Plan:

• The implementation of the PDCA.

• Plan for validation

• Plan to continue monitoring the effectiveness.

>DO: Initiate the implementation

>CHECK: Check the PCA has been fully implemented

>ACT: Take actions on any variation from the plan

http://en.wikipedia.org/wiki/File:PDCA_Cycle.svg



D1 Team

D2 Problem

D3 Containment

D4 Cause & Escape




D8 Recognition


p 41

D7


D7 - Prevent Reoccurrence

p 42

D7

You can consider apply the permanent corrective actions to other

processes, area or products.



p 43

Identify and implement steps that need to be taken to prevent the

same or similar problem from occurring in the future.

> Modify specifications, PFMEA, Control Plan, etc.

> Update training

> Review workflow & process flow

> Improve management system, operating system, practices and

procedures

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=x_nIWPZP0BAo_M&tbnid=Ggx801JiS8J-fM:&ved=0CAgQjRwwAA&url=http://ecybersec.net/services/&ei=qdwRUfzsH4qryQGfzoGwBw&psig=AFQjCNHqH1qdL11e0Z_AVWuP3Sa2AItrMw&ust=1360211497553565



D1 Team

D2 Problem

D3 Containment

D4 Cause and Escape




D8 Recognition

D8 Congratulate the Team

p 44

D8


8D - Formal Closure

p 45

D5

Team members efforts grow with the recognition


Congratulate Team

p 46

The final step in a team oriented problem solving effort is to

recognize the teams

>How to congratulate the team

• Review significance of contribution

• Provide appropriate recognition

• Celebrate successful completion


8D Closure Check Points

> Photographs of the evidences (Preferably Before & After

Photographs)

> Process Flow Diagram

> SOP’s

> FMEA

> Control Plans

> Update PPAP documents, PSW Approvals (Wherever applicable)

Supplier must ensure the changes in following documents-

wherever required

p 47


8D - Shipping Instructions

Product/Process Changes

> Product/Process changes for corrective actions/improvements due to

8D, Quality issue or Engineering change:

> Shipping Requirements:

Supplier must ensure that all material skids/bins must be tagged before shipment

with Bright Green Tags on (2) sides as “Certified Material”.

The shipping documentation and or certification tags must contain at a minimum;

part number, revision level and mfg. date. and change(s) made

p 48

a - 8d problem solving methodology - continuous improvement 21115 rev 01

Documents

level of cause

direct cause

pointarea of cause

practical problem

d problem

cause investigation

root causes

application questions