2017 Problem Solving Panel...

2017 Problem Solving Panel Discussion

Elena Jacob – Adient U.S. LLC Tony Comella – Supply Chain Services Int’l, LLC

Thomas Lincoln – Cooper Standard Christopher Ottenbreit – NSK Americas

Mark Troup – Volvo Group Trucks Holly Zimmerman – Harley-Davidson Motor Company

Robert Butts – Moderator, Adient U.S. LLC

Background / Purpose

Back ground and Status on AIAG’s CQI-20 / 21 revision project (Effective Problem Solving Practitioner and Leader Guides)

Problem solving panel discussion with industry professionals. Supplier and OEM perspectives/strategies on:

• Systemic problem solving • Culture and personnel • Education and knowledge capture • AIAG survey results • Questions from the audience

Background / Purpose

Agenda Topic Time

Purpose & Background 10 Minutes Moderator Panel Introductions 10 Minutes Problem Solving Panel Panel Discussion / Q & A 30 Minutes Problem Solving Panel 2017 Audience Q & A 40 Minutes Problem Solving Panel Wrap-Up 5 Minutes Moderator & Panel

Background

Results of the 2015 AIAG’s Quality 2020 survey found:

• OEMs and Suppliers rank Problem Solving as the most critical issue impacting Quality today

• 64% of respondents indicated their organizations are, at best, “moderately capable” of effective Problem Solving

“Critical” “Not Very Good at It” “Don’t Know How to Fix It”

November 2015: AIAG launched an Ad Hoc - Problem Solving task force

Background

February 2016: Problem Solving Ad Hoc committee conducted a 2nd survey: - Gather information and texture around problem solving

concerns within the industry - How does one write a Problem Statement on effective

Problem Solving?

Conclusion: Opportunity to improve the existing AIAG Problem Solving Guidelines - adding guidance on items identified as problematic - Leadership / Culture / Roles and Responsibilities

Background / Survey Results

6

Both point to a desire for a rapid answer… but also compromising analysis.

Source: Deloitte AIAG Quality 2020 Study

Reason OEM SUPPLIER

Jumping to the Solution 1 4

Root Cause Analysis Lacking 2 1

Management / Organizational Culture 3 2

Rushed 4 3

Lack Prevention through Lessons Learned 5 5

Not Data-driven 6 7

Not Systemic 7 8

Lack Resources 8 6

Differences emerge when ranking reasons why problem solving is inadequate.


All organizations have a defined problem solving process.

Many organizations do not follow that same process


Customers have an effect on problem

solving effectiveness

Fewer than 50% “Always” consider

systemic root causes

Problem Solving Panel Discussion

Problems take 3 times longer to solve than to prevent

Where should we be focusing our limited resources?

Past Concerns Present Issues Future Planning

Typical Org Majority Some Fewer

World Class Fewer Majority

Time Spent on Issues

A shift from Reactive to Proactive Problem Solving is needed


Ad Hoc Committee moved to a Working Group format to Combine, Update, and Revise CQI-20 and CQI-21 New “CQI-xx Guideline” designed to address “real world” feedback from the 2020 and follow up surveys. Result will be one Practitioner Guide: - Leadership and Culture guidance throughout


Panel: Elena Jacob Adient U.S. LLC Tony Comella Supply Chain Services Int’l, LLC Thomas Lincoln Cooper Standard Christopher Ottenbreit NSK Americas Mark Troup Volvo Group - Trucks Holly Zimmerman Harley-Davidson Motor Company Moderator: Robert Butts Adient U.S. LLC

From a Supplier perspective, what are you doing in your own organization to improve problem solving capabilities?

Please submit Audience Questions through the provided Question Cards


Discipline is key in Problem solving (For example, the ‘D’ in 8-D). As an OEM, what does ‘discipline’ in Problem Solving mean to you?



A large number of our survey respondents (~70%) indicate a Customer “affect” on the “effectiveness” of the problem solving process. - What expectations do you have of your suppliers as it relates to problem solving? - What can we, as Customers, do to Help or Hinder the process?



We struggle with properly defining the problem…often leading to an incorrect root cause and/or ineffective solution. - Do you have suggestions for better problem statement determination? - How do you know you have the right problem description?



If a majority of problems are system oriented, why do you think we focus so much time / energy on specific processes or specific problems than the system itself?



How important is learning the specific, systematic, steps for effective problem solving?



What do you think of the trend to reduce 8D time to close metrics as required in many Supplier Manuals? Does this, or can this effect problem determination and solution implementation?



What suggestions do you have to help drive a consistent Problem Solving culture in a global organization? (Eg: regional differences, cultural norms, time zones, etc).



Why is problem solving always Quality’s responsibility? How can we involve other functions to contribute, and support the process?



What impact does high turnover and/or a temporary workforce have on a company’s ability to problem solve? How big of a problem do you think this is for industry?


Attendees Submitted Questions / Discussion

Questions and Comments submitted from 2017 AIAG Quality Summit attendees:


Wrap-Up

Parting comments from our distinguished panel.

Continued work of the Problem Solving Workgroup needs your help.

Feel free to share additional comments and feedback.



Thank you for attending our session.

2017 Problem Solving Panel...

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