Post on 02-Jan-2016
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
1
“Spills are not acceptable.”
Deep & Wide Process
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
2
Date: March 2, 2004To: All General Motors’ Outside Suppliers in North AmericaSubject: 2004 Spill Prevention Communication General Motors is continuing its quest to be the Global Leader for automotive products and services, and specific to our business, initial quality and reliability by 2005 and 2006 respectively. We can only become successful with you, our Outside Suppliers. Therefore, in compliment to General Motors Zero Tolerance policy, the following enhancements are effective immediately: · Those Outside Suppliers that had a Quality Spill in 2003CY or 2004CY will require completion of Drill Deep & Wide and Quality System Basics Workshops. · Those Outside Suppliers that GM categorizes as Critical will require completion of a Drill Deep & Wide Workshop and may require completion of a Quality System Basics Workshop. · For those Outside Suppliers categorized as Spill or Critical, any Quality PRR (Quality, Warranty, Customer Satisfaction) that results in a Controlled Shipping Level 2, will require a Quality System Basics Workshop or Audit. · All Outside Suppliers on Controlled Shipping Level 2 must complete a Drill Deep & Wide Analysis on PRRs issued during the last 8 weeks as well as on any open PRRs regardless of issue date. The purpose is to ensure corrective actions are implemented and verified across the organization. · All PRRs need to have Drill Deep Worksheet and Read Across Matrix completed and attached to the PRR for closure. Please reference GP5 and the following Drill Deep and Wide folder in SupplyPower: https://www.gmsupplypower.com/apps/supplypower/NASApp/spcds/CDSRetrieval?lob=quality&subnav=library&togglefolder=16162 In case of questions please reference the above, contact your respective Supplier Quality Engineer, or email your questions to melissa.burkett@gm.com . Sincerely, Michael J. WolfWWP Executive DirectorSupplier Quality & Development
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
3
• Identify Metric & Threshold
•SupplierIdentification
•ToolboxApplication
•Predict(FMEA, PCP)
•Prevent(Error Proofing, STW)
•Protect(Error Detection, Responsiveness)
• IdentifyIssues
• Identify same Process
• Implement Lessons
SQ Recurrence Prevention Model
Build the Base Drill Wide(Read Across)
Drill Deep(3x5Why)
Why did the planning process not predict the defect?
Why did the manufacturing process not prevent the defect?
Why did the quality process not protect GM from the defect?
Problem on part
P1
P2
P3
P4
Pn
Predict Root Cause
Why?
Why?
Why?
Why?M1
M2
M3
M4
Mn
Prevent Root Cause
Why?
Why?
Why?
Why?Q1
Q2
Q3
Q4
Qn
Protect Root Cause
Why?
Why?
Why?
Why?
PredictCorrective Action
Prevent Corrective Action
ProtectCorrective Action
IssuesOther Products
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
4
Supplier Quality Model
ProtectQuality process -containment & responsiveness
ProtectQuality process -detection & responsiveness
Plan
Do
Check/Act
PreventManufacturing process -standardized work and
error proofing
PreventManufacturing process -standardized work and
error proofing
PredictPlanning process -
informational content in FMEAs and CPs
PredictPlanning process -
informational content in FMEAs and CPs
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
5
Why did the planning process not predict the defect?
Why did the manufacturing process not prevent the defect?
Why did the quality process not protect GM from the defect?
Defect on Part
P1P2
P3
P4
Pn
Predict Root Cause
Why?
Why?
Why?
Why?M1
M2
M3
M4
Mn
Prevent Root Cause
Why?
Why?
Why?
Why?Q1Q2
Q3
Q4
Qn
Protect Root Cause
Why?
Why?
Why?
Why?
PredictCorrective Action
Prevent Corrective Action
ProtectCorrective Action
Drill Deep Visual
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
7
Identify issues (PRRs, Scrap, FTQ, etc.)Identify same products/processes
Check Implementatio
n
Implement Lessons Learned
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
8
Drill Deep Analysis
•What is the intent of the Drill Deep analysis?
•Why did the planning process not predict the defect?
•Why did the manufacturing process not prevent the defect?
•Why did the quality process not protect GM from the defect?
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
9
Drill Deep Analysis
•How is the Drill Deep analysis structured?•Supplier Quality Model
•5 Whys
•Action plans
ProtectQuality process -
detection & responsiveness
ProtectQuality process -
detection & responsiveness
Plan
Do
Check/Act
PreventManufacturing process -standardized work and
error proofing
PreventManufacturing process -standardized work and
error proofing
PredictPlanning process -
informational content in FMEAs and CPs
PredictPlanning process -
informational content in FMEAs and CPs
Why did the planning process not predict the defect?
Why did the manufacturing process not prevent the defect?
Why did the quality process not protect GM from the defect?
Problem on part
P1
P2
P3
P4
Pn
Predict Root Cause
Why?
Why?
Why?
Why?M1
M2
M3
M4
Mn
Prevent Root Cause
Why?
Why?
Why?
Why?Q1
Q2
Q3
Q4
Qn
Protect Root Cause
Why?
Why?
Why?
Why?
PredictCorrective Action
Prevent Corrective Action
ProtectCorrective Action
5 Whys Corrective Action Owner Due Date
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
10
Drill Deep Analysis
•Key Points:
•Drill Deep Analysis is not used to understand what failed but rather why the system failed.
•Therefore, the technical root cause (i.e., the Red X in supplier’s process) should be known before the Drill Deep Worksheet is completed.
•3 x 5 Why <--> Drill Deep Analysis
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
11
Drill Deep Worksheet
•GM Form 1927-84D ate : 02 /24 /04
Issue title :
C us tom er conce rn :
D e fec t on pa rt:
5 W hys C orrec tive A c tion O w ner D ue D a te
P 1R P N num ber w as no t de te rm ined p rope rly in P F M E A .
P 2O ccu rrence and de tec tion ra tings w ere no t de te rm ined p rope rly.
P 3
P 4
P 5
P -R CInadequa te k now ledge o f F M E A m e thodo logy.
F M E A tra in ing p lan to be deve loped and m on th ly F M E A laye red aud it rev iew to be im p lem en ted .
J . S m ith 03 /15 /04
M 1 C ylinde r d id no t trave l to fu ll inse rtion .
M 2P os itive s tops w ere no t ad jus ted co rrec tly fo r the new , low pe rm ea tion fam ily inse rt.
M 3C on tro l P lan w as no t upda ted to ind ica te reca lib ra tion fo r new fam ily inse rt.
M 4M anu fac tu ring w as no t aw are o f a new fam ily inse rt.
M 5P oor com m un ica tion be tw een P roduc t D eve lopm en t & M anu fac tu ring on des ign change .
M -R CS upp lie r X Y Z Launch P lann ing S ys tem w as no t fo llow ed .
R e-tra in em p loyees and im p lem en t a laye red aud it o f p lann ing p rocess .
J . S m ith 03 /31 /04
Q 1N o de tec tion e rro r-p roo fing fo r "end cap fu lly sea ted ".
Q 2
Q 3
Q 4
Q 5
Q -R CF a lse sense o f secu rity in e rro r p roo fing p reven tion o f pos itive s tops in too ling .
R e-eva lua te p reven tion e rro r-p roo fing p rocess and im p lem en t de tec tion e rro r-p roo fing p rocess .
J . S m ith 03 /15 /04
K 1E ng inee ring change m anagem en t execu tion .
D eve lop regu la r change con tro l m ee tings w ith en tire team .
J . S m ith 03 /31 /04
K 2 P P A P / P T R execu tion .D eve lop S upp lie r C hange R eques t aud it p rocess .
J . S m ith 03 /31 /04
K 3Insu ffic ien t e rro r-p roo fing inco rpo ra ted in to va lve assem b ly.
R e -eva lua te p reven tion e rro r-p roo fing p rocess and im p lem en t de tec tion e rro r-p roo fing p rocess .
J . S m ith 03 /31 /04
K 4Inadequa te k now ledge o f F M E A m e thodo logy.
F M E A tra in ing p lan to be deve loped and m on th ly F M E A laye red aud it rev iew to be im p lem en ted .
J . S m ith 03 /15 /04
K 5
W hy d id the m anu fac tu ring p rocess no t p reven t the de fec t?
W hy d id the qua lity p rocess no t p ro tec t G M from the de fec t?
W ha t a re the k ey find ings based on th is qua lity issue and the above 5
W hy ana lys is?
D rill D eep W o rksh ee t
P roduc t X Y Z F ue l T ank R o llove r V a lve A ssem b ly
E nd cap no t fu lly sea ted in to w indow on va lve .
W hy d id the p lann ing p rocess no t p red ic t the de fec t?
Loose pa rts found in P roduc t X Y Z fue l tank s . P R R # 30011223-989898 .
Pred ictPlan n in g process -
in fo rm at ion al con ten t in FM EA s an d CPs
Pred ictPlan n in g process -
in fo rm at ion al con ten t in FM EA s an d CPs
Preven tM an u factu r in g process -stan dard ized w ork an d
erro r p roofi n g
Preven tM an u factu r in g process -stan dard ized w ork an d
erro r p roofi n g
Pro tectQ uality process -
detection & responsiveness
Pro tectQ uality process -
detection & responsiveness
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
12
Date: 02/24/04
Issue title:
Customer concern:
Defect on part:
Drill Deep Worksheet
Product XYZ Fuel Tank Rollover Valve Assembly
End cap not fully seated into window on valve.
Loose parts found in Product XYZ fuel tanks. PRR# 30011223-989898.
Drill Deep Worksheet
Enter date as:
MM/DD/YY
Insert title of quality concern - be short and descriptive.
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
13
Date: 02/24/04
Issue title:
Customer concern:
Defect on part:
Drill Deep Worksheet
Product XYZ Fuel Tank Rollover Valve Assembly
End cap not fully seated into window on valve.
Loose parts found in Product XYZ fuel tanks. PRR# 30011223-989898.
Drill Deep Worksheet
Describe the problem the customer experienced; i.e., viewpoint of GM operator at the Assembly Plant.
Include PRR#, PRTS#, 24hr CDP# as applicable.
Examples: Operator could not install O2 sensor on exhaust system; Operator found loose parts in Product XYZ fuel tanks, etc.
Adjust row height as necessary.
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
14
Drill Deep Worksheet
Describe the nonconformance on the part.
Example: End cap not fully seated into window on valve; O2 sensor bung missing on exhaust system; No weld on terminals in relay; Cold weld on brake pedal bracket, etc.
Adjust row height as necessary.
Date: 02/24/04
Issue title:
Customer concern:
Defect on part:
Drill Deep Worksheet
Product XYZ Fuel Tank Rollover Valve Assembly
End cap not fully seated into window on valve.
Loose parts found in Product XYZ fuel tanks. PRR# 30011223-989898.
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
15
5 Whys Corrective Action Owner Due Date
M1 Cylinder did not travel to full insertion.
M2Positive stops were not adjusted correctly for the new, low permeation family insert.
M3Control Plan was not updated to indicate recalibration for new family insert.
M4Manufacturing was not aware of a new family insert.
M5Poor communication between Product Development & Manufacturing on design change.
M-RCSupplier XYZ Launch Planning System was not followed.
Re-train employees and implement a layered audit of planning process.
J. Smith 03/31/04
Why did the manufacturing process not prevent the defect?
PreventManufacturing process -standardized work and
error proofing
PreventManufacturing process -standardized work and
error proofing
Drill Deep WorksheetOnly add a corrective action next to each "Why" if applicable. Keep in mind that the last "Why" needs a corrective action with an owner and a completion date.
Also, there can be more than one corrective action for a root cause and the corrective action should include some form of verification or "Check".
Adjust row height as necessary.
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
16
Drill Deep Worksheet
Insert owner for implementing each corrective action.
Insert due date for implementing each corrective action.
Format MM/DD/YY.5 Whys Corrective Action Owner Due Date
M1 Cylinder did not travel to full insertion.
M2Positive stops were not adjusted correctly for the new, low permeation family insert.
M3Control Plan was not updated to indicate recalibration for new family insert.
M4Manufacturing was not aware of a new family insert.
M5Poor communication between Product Development & Manufacturing on design change.
M-RCSupplier XYZ Launch Planning System was not followed.
Re-train employees and implement a layered audit of planning process.
J. Smith 03/31/04
Why did the manufacturing process not prevent the defect?
PreventManufacturing process -standardized work and
error proofing
PreventManufacturing process -standardized work and
error proofing
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
17
5 Whys Corrective Action Owner Due Date
M1 Cylinder did not travel to full insertion.
M2Positive stops were not adjusted correctly for the new, low permeation family insert.
M3Control Plan was not updated to indicate recalibration for new family insert.
M4Manufacturing was not aware of a new family insert.
M5Poor communication between Product Development & Manufacturing on design change.
M-RCSupplier XYZ Launch Planning System was not followed.
Re-train employees and implement a layered audit of planning process.
J. Smith 03/31/04
Why did the manufacturing process not prevent the defect?
PreventManufacturing process -standardized work and
error proofing
PreventManufacturing process -standardized work and
error proofing
Drill Deep Worksheet
Why?
Why?
Why?
Why?
Why?
Enter each why below. Insert a row for each additional why if applicable.
As a sense check, read the Whys backwards to make sure that the analysis make “sense”.
Adjust row height as necessary.
Perform the 5 Why to the right. The first question to ask and answer to begin the Prevent 5 Why is the following:
Why did the manufacturing process not prevent the defect?
Example:
Why did the manufacturing process not prevent the end cap not fully seated into window on the valve?Why?
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
18
5 Whys Corrective Action Owner Due Date
M1 Cylinder did not travel to full insertion.
M2Positive stops were not adjusted correctly for the new, low permeation family insert.
M3Control Plan was not updated to indicate recalibration for new family insert.
M4Manufacturing was not aware of a new family insert.
M5Poor communication between Product Development & Manufacturing on design change.
M-RCSupplier XYZ Launch Planning System was not followed.
Re-train employees and implement a layered audit of planning process.
J. Smith 03/31/04
Why did the manufacturing process not prevent the defect?
PreventManufacturing process -standardized work and
error proofing
PreventManufacturing process -standardized work and
error proofing
Drill Deep WorksheetEnter each why below. Insert a row for each additional why if applicable.
As a sense check, read the Whys backwards to make sure that the analysis make “sense”.
Adjust row height as necessary.
Therefore. . . Therefore. . . Therefore. . . Therefore. . . Therefore. . .
Perform the 5 Why to the right. The first question to ask and answer to begin the Prevent 5 Why is the following:
Why did the manufacturing process not prevent the defect?
Example:
Why did the manufacturing process not prevent the end cap not fully seated into window on the valve?
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
19
5 Whys Corrective Action Owner Due Date
M1 Cylinder did not travel to full insertion.
M2Positive stops were not adjusted correctly for the new, low permeation family insert.
M3Control Plan was not updated to indicate recalibration for new family insert.
M4Manufacturing was not aware of a new family insert.
M5Poor communication between Product Development & Manufacturing on design change.
M-RCSupplier XYZ Launch Planning System was not followed.
Re-train employees and implement a layered audit of planning process.
J. Smith 03/31/04
Why did the manufacturing process not prevent the defect?
PreventManufacturing process -standardized work and
error proofing
PreventManufacturing process -standardized work and
error proofing
Drill Deep Worksheet
Also, keep in mind that the technical root cause (i.e., Red X in supplier’s process) should be captured in the Prevent 5 Why as shown below.
The last "why" is the underlying Root Cause. Please add a corrective action, owner, and date to the right.
Does not have to be 5 Whys - ask as many Whys as necessary.
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
20
5 Whys Corrective Action Owner Due Date
P1RPN number was not determined properly in PFMEA.
P2Occurrence and detection ratings were not determined properly.
P3
P4
P5
P-RCInadequate knowledge of FMEA methodology.
FMEA training plan to be developed and monthly FMEA layered audit review to be implemented.
J. Smith 03/15/04
Why did the planning process not predict the defect?
PredictPlanning process -informational content in FMEAs and CPs
PredictPlanning process -informational content in FMEAs and CPs
Drill Deep Worksheet
Why?
Why?
Similar question can be asked for the Predict portion:
Why did the planning process not predict the defect?
Example:
Why did the planning process not predict the end cap not fully seated into window on the valve?
Why?
Therefore. . . Therefore. . .
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
21
Q1No detection error-proofing for "end cap fully seated".
Q2
Q3
Q4
Q5
Q-RCFalse sense of security in error proofing prevention of positive stops in tooling.
Re-evaluate prevention error-proofing process and implement detection error-proofing process.
J. Smith 03/15/04
Why did the quality process not protect GM from the defect?
ProtectQuality process -detection& responsiveness
ProtectQuality process -detection& responsiveness
Drill Deep Worksheet
Why?
Similar question can be asked for the Protect portion:
Why did the quality process not protect GM from the defect?
Example:
Why did the quality process not protect GM from the end cap not fully seated into window on the valve?
Why?
Therefore. . .
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
22
Drill Deep Worksheet
K1Engineering change management execution.
Develop regular change control meetings with entire team.
J. Smith 03/31/04
K2 PPAP / PTR execution.Develop Supplier Change Request audit process.
J. Smith 03/31/04
K3Insufficient error-proofing incorporated into valve assembly.
Re-evaluate prevention error-proofing process and implement detection error-proofing process.
J. Smith 03/31/04
K4Inadequate knowledge of FMEA methodology.
FMEA training plan to be developed and monthly FMEA layered audit review to be implemented.
J. Smith 03/15/04
K5
What are the key findings based on this quality issue and the above 5
Why analysis?
Are there any other key findings? Review the 5 Why analysis above to uncover any common “themes” and document them to the right.
A corrective action, owner, and date needs to be added for each key finding.
Adjust row as necessary.
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
23
Drill Deep WorksheetD ate : 02 /24 /04
Issue title :
C us tom er conce rn :
D e fec t on pa rt:
5 W hys C orrec tive A c tion O w ner D ue D a te
P 1R P N num ber w as no t de te rm ined p rope rly in P F M E A .
P 2O ccu rrence and de tec tion ra tings w ere no t de te rm ined p rope rly.
P 3
P 4
P 5
P -R CInadequa te k now ledge o f F M E A m e thodo logy.
F M E A tra in ing p lan to be deve loped and m on th ly F M E A laye red aud it rev iew to be im p lem en ted .
J . S m ith 03 /15 /04
M 1 C ylinde r d id no t trave l to fu ll inse rtion .
M 2P os itive s tops w ere no t ad jus ted co rrec tly fo r the new , low pe rm ea tion fam ily inse rt.
M 3C on tro l P lan w as no t upda ted to ind ica te reca lib ra tion fo r new fam ily inse rt.
M 4M anu fac tu ring w as no t aw are o f a new fam ily inse rt.
M 5P oor com m un ica tion be tw een P roduc t D eve lopm en t & M anu fac tu ring on des ign change .
M -R CS upp lie r X Y Z Launch P lann ing S ys tem w as no t fo llow ed .
R e-tra in em p loyees and im p lem en t a laye red aud it o f p lann ing p rocess .
J . S m ith 03 /31 /04
Q 1N o de tec tion e rro r-p roo fing fo r "end cap fu lly sea ted ".
Q 2
Q 3
Q 4
Q 5
Q -R CF a lse sense o f secu rity in e rro r p roo fing p reven tion o f pos itive s tops in too ling .
R e-eva lua te p reven tion e rro r-p roo fing p rocess and im p lem en t de tec tion e rro r-p roo fing p rocess .
J . S m ith 03 /15 /04
K 1E ng inee ring change m anagem en t execu tion .
D eve lop regu la r change con tro l m ee tings w ith en tire team .
J . S m ith 03 /31 /04
K 2 P P A P / P T R execu tion .D eve lop S upp lie r C hange R eques t aud it p rocess .
J . S m ith 03 /31 /04
K 3Insu ffic ien t e rro r-p roo fing inco rpo ra ted in to va lve assem b ly.
R e -eva lua te p reven tion e rro r-p roo fing p rocess and im p lem en t de tec tion e rro r-p roo fing p rocess .
J . S m ith 03 /31 /04
K 4Inadequa te k now ledge o f F M E A m e thodo logy.
F M E A tra in ing p lan to be deve loped and m on th ly F M E A laye red aud it rev iew to be im p lem en ted .
J . S m ith 03 /15 /04
K 5
W hy d id the m anu fac tu ring p rocess no t p reven t the de fec t?
W hy d id the qua lity p rocess no t p ro tec t G M from the de fec t?
W ha t a re the k ey find ings based on th is qua lity issue and the above 5
W hy ana lys is?
D rill D eep W o rksh ee t
P roduc t X Y Z F ue l T ank R o llove r V a lve A ssem b ly
E nd cap no t fu lly sea ted in to w indow on va lve .
W hy d id the p lann ing p rocess no t p red ic t the de fec t?
Loose pa rts found in P roduc t X Y Z fue l tank s . P R R # 30011223-989898 .
Pred ictPlan n in g process -
in fo rm at ion al con ten t in FM EA s an d CPs
Pred ictPlan n in g process -
in fo rm at ion al con ten t in FM EA s an d CPs
Preven tM an u factu r in g process -stan dard ized w ork an d
erro r p roofi n g
Preven tM an u factu r in g process -stan dard ized w ork an d
erro r p roofi n g
Pro tectQ uality process -
detection & responsiveness
Pro tectQ uality process -
detection & responsiveness
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
24
Drill Deep Summary
•Drill Deep Analysis is not used to understand what failed but why the system failed.
•Technical root cause (i.e., the Red X in supplier’s process) should be known before the Drill Deep Worksheet is competed.
•3 x 5 Why <--> Drill Deep Analysis.
•t + T + E+ = S
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
28
Record the GM Owner (I.e. Supplier Process Development Metallic, Chemical, Electrical) or CS2 Provider name and information.
Record the Supplier Information
For CS2 provider only
Read Across Work Instructions
SUPPLIER: PQE/SQE:Name: XYZ Corporation
Location: Springfield
Duns: 12345789
Contact Name: John Doe Contact Phone:
Contact Phone: 123-555-1212
E-mail: john.doe@xyzcorp.com
Eight Week Period:
E-mail:
Due Date:
Name:
Phone:
GM location / Provider
Jane Quality
321-555-1212
jquality@gm.com
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
29
O
X
R
N/A
Original Location
Another Location which contains the same process
Repeat Issues
Not Applicable
Completed & 3rd Party/GM verified
Completed & Supplier verified only
Not Completed
Mark with an “O” for the Originating location
LEGEND
Mark with an “X” all locations where the defect may occur
Mark with an “R” if the problem was repeated at another location
Place a letter in each box for each line item that applies
Color code each box that has a letter in it according to this scheme
Read Across Work Instructions
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
30
Part Name &
NumberGM Assy.
Plant Customer Concern Defect on Part 5 Why Analysis
Part Name & Number
GM Assy. Plant Customer Concern Defect on Part 5 Why Analysis
WidgetModule
22609999Florida Knob not secure 1/3/2004Knob shy
Record the Part Name and full Part Number
Record the PRR issuing location
Record the issue as described by the plant
Create one line for each PRR issued Record the Date the Drill Deep AnalysisWas completed
Record the DEFECT on the part
Read Across Work Instructions
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
31
Record the full PRR number
Record the number of non conforming parts Identified on the PRR
Identify the Type and Status of any Controlled Shipping action initiated as a result of this PRR
Identify the CorporateChampion responsible to ensure implementation of the corrective actions
Read Across Work Instructions
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
32
Identify all supplier DUNS locations with similar products and processes
Identify all lines within each duns where corrective actions may apply.Also identify newProducts to apply Lessons Learned.
Use letter code withappropriate color to identify applicable locations and status
Read Across Work Instructions
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
34
Systemic Issues Read Across
Supplier Name O Original Product Line and LocationLocation X Product Line and Location with Similar Process
N/A Not ApplicableComplete and 3rd party / VerifiedComplete & Supplier Verified Only
Not Completed
Issue Corrective Actions Champion Due Date
Pla
nt
1
Pla
nt
2
Pla
nt
3
Pla
nt
4
Pla
nt
5
Key Findings
Predict
Prevent
Protect
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
35
Predict Prevent
Protect KeyKey Findings
0 2 4 6 8
Poor validation - design
Manufacturing System
0 5 10 15
WorkInstruction
not follow ed
Procedures
MaterialHandling
Machine SetUp/ PM
Packaging
Planning / Documentation
0 5 10 15 20 25
FMEA - not included
FMEA - detection toolow
FMEA - correctiveactions ineffective
FMEA - occurrence toolow
Quality System
0 5 10 15 20 25
No detection
Measurement/CP
Visualinspection
No detection -occurs after
pack
The TOP Bar of each Pareto represents the Systemic Issues whichwill require an initialRead Across
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04
36
Systemic Issues RA Example
Supplier Name XYZ Corporation O Original Product Line and LocationLocation Springfield, ZX X Product Line and Location with Similar Process
N/A Not ApplicableComplete and 3rd party / VerifiedComplete & Supplier Verified Only
Not Completed
Issue Corrective Actions Champion Due Date
Pla
nt
1
Pla
nt
2
Pla
nt
5
Key Findings
Departmental Review, On-line workshop
Failure Mode Not Included
Work Instructions not Followed
No Error Detection
Cross training matrix
Develop plan to add error detection to new
N/Cs
Poor Validation/DesignPeer Reviews and
Standardizes Validation Plan
Doe 2/30/04 O x
Doe
Doe
Doe
2/30/04
2/30/04
2/30/04
O x x
O x x
O x x
x
Predict
Prevent
Protect
Supplier identification
The highest frequency root causefrom each Pareto chart is transferred here.Include the Key Finding
Assign a Champion and record a due date
Read Across to Each Plant
Define the Corrective Actions for each Systemic Issue