Module 9

Module 9 Robust 8D

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Robust 8D

The Purpose of this module is to clearly define

Ford Customer Service Division (FCSD)

expectations as it relates to completion of 8Ds in

response to service quality rejects

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Module 9 Robust 8D

Understand the components of an 8D and FCSD’s

expectations in terms of 8D content Examples provided

Know the importance of containment at each link

in the supply chain

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Module 9 Robust 8D

8D is:

A Problem-solving methodology for product

and process correction and improvement

Simple and effective problem solving technique

Structured into eight disciplines(D1-D8)

Emphasizes team synergy

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Module 9 Robust 8D

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Module 9 Robust 8D

The focus of D1 is to establish the team necessary to solve

the problem and implement corrective actions and to begin

the team building process

When determining team membership:

Limit membership to between four and 10 members

Choose members with the right skills, knowledge, resources, authority, etc., to solve the problem at hand

Choose the right mix of qualifications

Change team membership as needed

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Module 9 Robust 8D

A description of the problem provided by Ford. This field can’t be modified. The description will provide the following:

Statement of the problem found

Information for the packaging label

Picture of the nonconforming part and if available the correct part

If applicable packager information

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Module 9 Robust 8D

When you develop an ICA, you:

Protect the customer from the effects of the problem

Contain the problem from a cost, quality and timing

perspective

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Module 9 Robust 8D

Containment process consists of D1-D3◦ Enter into QIM within 2 business days of receiving a

quality reject

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Module 9 Robust 8D

D1 Establish the Team

• Name, Title, Email and Phone Number, for each team

member

D2 Problem Description

• Description created by FCSD and is view only for a Supplier

D3 Interim Containment

• Define, Stock in Facility, Stock In Transit, Stock at Packager,

Similar Parts and Other

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Module 9 Robust 8D

Facility Packager

• Are parts at a

Packager?• If so, are we

certain that they meet spec.?

• If uncertain, advise disposition

of parts at packager

• Are parts in transit

to a Ford facility?

• Are parts in transit to a Packager

facility?

• Are Like parts affected?

In Transit Similar Parts

• What is the fallout

rate of parts inside the manufacturing

plant?• What is being done

immediately to ensure no defective

parts leave the plant?

• Have RH or LH

parts been identified with the

defect?• Are parts of a

different color affected?

• Are parts a level up or down

affected?

◦ “Contained 375 door trim panels in house, no problems

found”.

◦ “Found and fixed 30 pieces of RH rocker arms identified as

LH in warehouse”.

◦ “No headliners to contain, all pats made to order”.

◦ “500 wheel covers contained, no gloss problems found”.

◦ “100 crankshafts in finished goods, 50 have corrosion and

50 are rust free”.

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Module 9 Robust 8D

Report if any of the rejected part or any “like parts are in your facility.

◦ “20 pieces XL3Z-1130-AA, 12 pieces XL#Z-1131-AA, ‘X’

pieces of similar parts ‘Y’ & ‘Z’ are in transit. Conveyance #

: LMNOP”

◦ “Contacted packager, all like product in transit contained.”

◦ “No Product in transit.”

◦ “Shipped 1000 pieces of the rejected part on (3/1/15.)”

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Module 9 Robust 8D

Report if any of the rejected part or any “like parts are on their way toward FCSD depots or Packagers in a truck.

◦ “Informed Packager the parts they have in house are nonconforming. Worked with the Packager to exchange

parts for parts to specification”

◦ “This part nor similar parts currently at the Packager.”

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Module 9 Robust 8D

Report if any of the rejected part or any “like parts are at a packager or at FCSD.

o Ask yourself and report:

• “What ‘like’ parts did we ship with the ‘rejected’ parts”?

o Parts across different car lines

• Escape, Focus, Mustang, etc.

o Various colors shipped

o Model years shipped

o RH vs. LH parts

o Different engineering levels

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Module 9 Robust 8D

Report if Similar Parts are involved with this concern.

Focus on the process, not the people

What has changed?

Multiple Root CausesMost likely causes

Weight multiple root causes (i.e. 80% or 20% at fault)

Utilize Quality Tools5 Whys

Review Process Flow Diagram for Escape Points

Is / Is Not

Fishbone Diagram

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Module 9 Robust 8D

Used to identify the fault. Cross functional team asks “Why” 5

times in effort to determine root cause. Built into the QIM

system.

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Module 9 Robust 8D

Example

• Fault: Wrong part was shipped

1. Why? Parts were labeled incorrectly

2. Why? New service part number launched at supplier

3. Why? Engineering part number changed and it was

assumed the Service part number should change

4. Why? Failure to properly manage the change

5. Why? Lack of understanding of Ford Service parts and

failed to ship according to their release

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Module 9 Robust 8D

Used to understand how the problem escaped to the

customer and identify the escape point:

Review the process flow focusing on the location in the process

where the root cause occurred.

Determine if a control system exists to detect the problem.

Are service unique requirements included?

Is / Is Not – Used to develop the correct Problem Statement…Ask: What’s wrong with what?

Ask Next: Do we know why this is happening?

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Module 9 Robust 8D

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Module 9 Robust 8D

• A graphical representation used to organize and display the interrelationships of

various possible root causes of a problem.

• Possible causes of a potential defect or failure are organized in categories and

subcategories in a horizontal tree-structure, with the failure as the root node.

Current change over process (or lack of change over

process) allows mixed product to be shipped to customers

Once the part became “service only” production was

moved to a line with no poke-yoke

Change implemented internally, but Ford was not notified via proper channels (SREA, WERS Alert)

Change was approved via SREA by Ford, but no new

notice was issued and no new print was approved

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Module 9 Robust 8D

D5 focuses on decision making and verification.

By focusing on these two steps, you can: Make the best decisions based on benefits and risks

Verify that the chosen solution will work

Any PCA you choose should: Fix the problem at the root cause level

Generate no additional problems

Be verified to work

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Module 9 Robust 8D

◦ Revised current change over process to include first piece

and last piece inspection at each change over

◦ Developed a process to ensure that the control plan and

PFMEA are followed when an OE part becomes “service

only” to ensure appropriate error proofing is in place

◦ Revised “Manage the Change” process to include validation

of revised Ford Notice and print, as well as PPAP approval

at level 3 to ensure customer approval pf the change

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Module 9 Robust 8D

D6 is when you implement the PCA to eliminate the root cause

of the problem. Validation makes sure the PCA works as

intended after implementation.

Develop an implementation plan for the PCA

Once PCA has been validated to work, remove the Interim

Containment Action (ICA)

Monitor long-term results

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Module 9 Robust 8D

◦ Since first and Last piece inspection implemented for all changeovers, 2 months ago, no discrepancies have been found

◦ Reviewed 3 specific part numbers that moved from OE to service only line. All 3 parts have documented “Manage the Change” review and original error proofing is still in place Include inspection date(s), part number(s), quantity

inspected, and inspection results

◦ Verified that new notice number, print, and Ford-approved PSW have been received for the last 3 design changes

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Module 9 Robust 8D

Behind every problem that creates the need to do a G8D, there is at least one system, practice, procedure, or policy that allowed the problem to occur and escape.

Document changes to Procedures

Policies

Work instructions

PFMEA, Process Flow Diagram

Control Plan

Ensure that service specific processes are added to these documents

Train employees in the new procedures, etc.

Determine whether this PCA should be applied systemically Other manufacturing lines

Other Manufacturing plants

Document technical lessons learned

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Module 9 Robust 8D

Sincerely recognize both team and individual

contributions

CelebrateTeam Commitment

Problem resolution

Process improvement

Be Creative

Be Timely

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Module 9 Robust 8D

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Module 9 Robust 8D

D1-Establish Team

Reference Desk Procedures

• QIM-DP-11-Input Supplier 3D Comments

• QIM-DP-13-Input Supplier 8D Comments

*Training Material for QIM can be found on the FCSD Supplier Quality Portal

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Module 9 Robust 8D

D2-Problem Description (Automatically populated)

Attachments tab-◦ All supporting Documents including the picture of the nonconforming part and if available the

correct part

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Module 9 Robust 8D

D3 - Supplier Containment

Note: For K type rejects written by a Packager use the “Stock at Packager” field below for the 3D Containment and Disposition responses.

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Module 9 Robust 8D

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Module 9 Robust 8D

D4-Root Cause

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Module 9 Robust 8D

D5-Choose & Verify Perm. Corrective Actions

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Module 9 Robust 8D

D6-Implement & Validate Perm. Corrective Actions

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Module 9 Robust 8D

D7-Action(s) to Prevent Reoccurrence

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Module 9 Robust 8D

D8-Congratulate Your Team

Note:8Ds closure requirement is 60 days which includes the STA’s review.