5. Effective 8D

See the possibilitiesTM

COPYRIGHT 2002, VISTEON CORPORATIONTow

ard

s Eff

ect

ive

8D

sTow

ard

s Eff

ect

ive

8D

s

COPYRIGHT 2002, VISTEON CORPORATION

8 Discipline Problem Solving Approach

D0 - Prepare for the Ford Global 8D Process

D1 - Establish Team

D2 - Describe the Problem

D3 - Develop Interim Containment Action (ICA)

D4 - Define and Verify Root Cause and Escape Point

D5 - Choose and Verify Permanent Corrective Actions (PCAs) for Root Cause and Escape Point

D6 - Implement and Validate Permanent Corrective Actions (PCAs)

D7 - Prevent Recurrence

D8 - Recognize Team and Individual Contributions


8 Discipline Problem Solving Approach

D1 - Establish Team

• Visteon SDE should be a part of the team.

• Include the actual ‘operating’ personnel in the team

• There should be Champion for the 8D – He questions / not a part of the work-team

D2 – Describe the Problem

• Is this a ‘Chronic’ issue (Something changed) or a sporadic issue (never been there) ?

• What is / is not the problem?

• Is this a mean shift issue or a excessive variation issue?


Off-Target

XX

XXXXX

XX

X

X

X

VariationX

X

X

X

XX

X

X

XXX

CenterProcess

Reduce Spread

On-Target

X

XXXX

XX

XXXX

XXX

Understanding Problems


LSL USL

Off-Target

On-Target

CenterProcess

Reduce Spread

USLLSL

The statistical view of a problem

LSL = Lower spec limit

USL = Upper spec limit

USLLSL

VariationLarge




Problem :

A Question posed for a solution, decision or determination.

A proposition requiring some operation to be performed.

Do

Need Mean off target ?Statistical Problem

Need

Do

Practical Problem Low yield ?

NeedStatistical Solution Find / Isolate Variables

Do

NeedPractical Solution Install Auto Controller



•Common Cause Variation–Source of variation which affects all individual values of a process; Random in nature.

•E.g. Ambient temperature; general vibrations in lathe; etc.

•Special Cause Variation–Source of variation that is intermittent, (often unpredictable); Non- random in nature.

•E.g. Tool broken; Change in RM composition etc.


In Control

Over adjustment/Out of control In Control

Inaction / Out of control

Common Cause

Special Cause

Common CauseSpecial CausePerception

Truth



2 Dimensions in Solving 2 Dimensions in Solving ProblemsProblems

Type of Cause

Common Special

Typ

e of

Var

iati

o n

Mea

n S

hif

tM

ore

Va r

iati

o n

6 sigma

tools

SPCAuto

controlsFirst/Last off

SPC


Escape: A control system Escape: A control system failure that allowed failure that allowed advancement of sub-standard advancement of sub-standard product or service.product or service.Escape Point: The earliest location in the process, closest to the root cause, where the problem should have been detected, but was not.

Global 8D – Unique concepts


D3 - Develop Interim Containment Action (ICA)

• Let Visteon know the total ‘suspect’ stock including those in transit (prior to receipt at Visteon).

• Keep record of actual rejections from the 100% sorting done as a part of ICA.

• Clearly identify all the boxes which have been contained with labels detailing the actual characteristics checked.

• If possible also identify on the part itself .e.g absence of thread in a casting, mark on the thread to show that this was actually checked.


D4 - Define and Verify Root Cause and Escape Point

• The key word is ‘ROOT CAUSE’

• Need to ask ‘Why’s repeatedly till we arrive at root cause.

• Clearly differentiate the Process root cause and Escape root cause.

• Process root cause – What caused the part to fail?

• Escape root cause - What caused the bad part to slip past Supplier place to the Customer plant?

• Most important part:

• The ROOT causes have to be verified before we can proceed further. (90% of the 8Ds we see does not do this effectively)


• Proof confirming proper identification of the Root Cause/potential Cause.

• Performed in two steps: Passive, then Active.

• Passive Verification is done by observation. The presence of the cause is looked for without making any changes to the process. • If presence of the Root Cause/potential Root Cause variable cannot

be observed or proven, chances are great that the identified cause is not a Root Cause or potential Root Cause.

• Active Verification is a process where confirmation of proper identification of the Root Cause/potential Root Cause is made by making the effect come and go using the variable identified as the cause. Both coming and going are essential tests of Root Cause/potential Root Cause confirmation.

Verification of Root Cause


Choose PCAChoose PCA

• 80% of the 8Ds lack link between root cause and PCA !!

• PCA should address both Process Root Cause and Escape root cause.

• PCA should address the Root cause and not an intermediate cause.

• E.g Molder short shots case study.

• Addressing an intermediate cause can lead to

• Repetition of the initial issue

• Creation of a new issue


Verify PCAVerify PCA• Verification of Actions: Proof developed BEFORE

implementation that the action taken will do what is intended by providing before and after data comparison and does not introduce a new problem.

• Verification activities may include the following: • Tests and demonstrations • Comparing the new action with a similar proven action.• Reviewing newly designed documents before their

release


Validate PCAValidate PCA• Validation of Actions: Ongoing evidence that the

implemented action is doing what was intended without introducing a new problem.

• Validation follows successful Verification.

Visteon Recommends Usage of 0 PPM roadmaps for this …


Validate PCAValidate PCA•Pre-customer Validation is ongoing evidence (data) - before exposure to the customer and following successful Verification - that the implemented action is still doing what was intended without introducing a new problem.

•Validation activities may include tests,inspections, observations and other quality checks performed on production product using the specified production process.

•These tests, etc., are correlated to the customer's symptom and are good indicators of action effectiveness.

•Customer Validation is ongoing evidence (data) - received from the customer - that the action taken to eliminate the customer's symptom is still working.

•Confirmation is obtained by monitoring the same indicator that demonstrated the symptom initially.

•Performance results of the indicator may be tracked using the Paynter Chart.


Prevent Recurrence• This is the toughest part!!• We tend to relax once the problem disappears

momentarily.• Document the corrective actions in FMEA /

Control plans / Operator Instructions.• Read across to similar product / process lines• Redefine Standards based on lessons learnt.


Control plansControl plans• Process control

• Product inspection

• Sampling size

• Frequency

• Default is 5 pcs every hour

See the possibilitiesTM

5. Effective 8D

Documents

Transcript of 5. Effective 8D