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Volkswagen India QA – Purchase Parts
Training - Effective Problem Solving / 8DAshish Kagdelwar 24-12-2010
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What is a Problem?
Perceived gap between the existing state and a desired state, or a deviation from a norm, standard, or status quo (the state in which).
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Exercise 1
Prepare 8D for below problem:
Symptom:
Fine-Point Marker Leaks (as reported by Customer)
Duration : 10 minutes
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Common Cause
Common- and Special- Causes
Common Cause:
Usual, Historical, Quantifiable Variation in the System
Inherent source of variation that is (1) random, (2) always present, and (3) affects every outcome of the process.
Common cause is traced usually to an element of the system that can be corrected only by the management.
6 Sigma (DMAIC)or
DOE
SpecialCause
8D/ Why-Why/ 7 Steps/
CAPA
These are 2 distinct origins of variation in the process.
Special Cause:
Unusual, Not Previously Observed, Non-Quantifiable Variation.
not an inherent part of a process, but arises out of intermittent, unpredictable, and unstable factors.
These extraordinary causes are indicated by data points that fall outside of the limits of a control chart. Also called assignable cause. See also common cause.
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Exerice 2 – Identify Common- and Special- Cause
In-appropriate Procedures
Poor Setting
Operator Negligence
Poor Design
Poor Maintenance of Machines
Lack of Clarity in SOP
Machine Malfunction
Poor Working Conditions
Poor Batch of Raw Material
Sub-standard Raw Material
Variability in Setting
Power Failures
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Potential causes mis-identified as root cause
Problem Solving Challenges
Problem defined in-correctly
No priorities,
Resources, Approvals
Problems solving steps
skipped in order to obtain
a quick solution
Lack of technical
skills/ knowledge
No logical thought process
Poor team participation
Lack of Procedures
Management impatient for a
quick fix
Challenges
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Why 8D is used?
Why 8D?
Special Cause
Customer Complaint
To prevent recurrence
Causes Unknown
Tackle Engineering
problems
Major non-conformances
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The Traditional Way
Event
(Problem)Form Team
Identify Problem
Gather Data
Analyze Data
Determine Causes
Determine Corrective Actions
Implement
(Fix it)
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8 Discipline - Process
D1. Define Team
D2. Define
Problems/ Failure
D3. Choose and verify Interim Containment
Action
D4. Define & Verify Root Cause (s)
D5. Choose &
Verify Permanent Corrective Action (s)
D6. Implement & Validate PCA
D7. System
Prevention Actions to
Prevent Recurrence
D8. Team
Recognition/ Celebration
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D0 – Preparation of the 8D
Define and Quantify Symptom– Is there a definition of the symptom (s)?– What is the problem definition in customer terms (customer verbatim)?
Select & Verify Emergency Response Action (ERA)– Is an ERA necessary?– Is service action required as part of ERA?– Is ERA verified?– Will ERA create another problem?
Determine if the problem is a new 8D issue?
Emergency Response Action (ERA): Action required to stop internal or external customer from receiving the problem (i.e. quarantine, tagging, segregating, etc) Also known as containment.
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D1 – Establish the Team
Identify Champion
Identify Team Leader
Establish Team Goals and Membership Roles
Determine communication internally and externally
How team will track assignments?
Establish regular meeting time and place.
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D2 – Problem Description
Has an “Is/Is Not” analysis (in terms of what, where, when, and how big) been performed?
Has this problem appeared before? If yes, what was the pattern?
Are similar parts affected?
What
- Object?
- Defect?
Where
- On vehicle or object?
- First observed
When
- First observed?
- Pattern since
How Big
- Magnitude
- Defects per object
- Trend
Is – Is Not Analysis
“Undefined problem has an infinite number of solutions”- Robert A. Humphrey
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D3 – Interim Containment Action (ICA)
Interim Containment Action (ICA): A temporary solution to protect the customer from problem. ICA usually add cost to the process (e.g. 100% inspection, etc) and is used to “buy time” until the root cause can be identified and corrected.
What can we learn from ERA that will help in selection of the best ICA?
Does the ICA protect the customer 100% from the effect?
Is the ICA cost effective and easy to implement?
How ICA verified?
Will ICA last until PCA can be implemented?
Implement ICA
Validate ICA
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Verification Vs Validation
Verification:
The act of determining whether products and services conform to specific requirements
Provides insurance at a point in time that action will do what it is intended to do without causing another problem.
Did the action you take to "fix" the problem will permanently correct it.
Validation:
The act of confirming a product or service meets the requirements for which it was intended
Provides measurable evidence over time that action worked properly.
Is this "fix" still working?
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D4 – Define and Verify Root Cause and Escape Point
Difference & Changes – What is different or unique about each “is” to its corresponding “is not”?– What is changed in, on around, or about each difference been identified? When did this (these) change (s) occur?
Cause and Effect Diagram (Fish Bone Diagram)/ – Complete Cause and Effect Diagram to assist root cause identification.– Cause & Effect should be done to include all potential causes could arise 5 M’s (Man, Machine, Material, Method & Mother nature)
Test Root Cause Theories
Select Most Likely Root Cause Theory
Verify Root Cause– Implement and remove the root cause variable to make the problem "come and go." – Both “coming” and “going” are essential tests to confirm the root cause.
Identify Escape Point– Where should the problem have first been seen, but was not?
Verify Escape Point
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Example – Cause & Effect Diagram
Man
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Example – Cause & Effect Diagram (Fish Bone Diagram)
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Why – Why Analysis (5 –Why Analysis)
The 5 Whys is a questions-asking method used to explore the cause/effect relationships underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is to determine a root cause of a defect or problem.
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Comparative Analysis – Difference & Changes
A comparative analysis helps to identify relevant changes in a change-induced situation.
Ask yourself, “What is unique, peculiar, different, distinctive, or unusual about the symptoms?
Consider each difference listed in “Is-Is Not” analysis.
Ask: “What has changed in, on, around, or about this difference?”
Look at the dates each change occurred. You may be able to eliminate some changes if they occurred after the problem started.
Ask: “How could this change this change have caused the problem?”
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Fault Tree Analysis
Fault tree analysis (FTA) is a failure analysis in which an undesired state of a system is analyzed using Boolean Logic to combine a series of lower-level events.
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Verification of Potential Root Causes
Sl. No.
Possible Cause Hypotheses Verification Date Result
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D5 – Choose and Evaluate PCA
Identify Alternative PCAs.
Select Best PCA, depending upon contribution.
Will PCA once implemented, create other problems.
Does the chosen PCA meets customer expectations?
Verify PCA– What evidence do we have that the PCA will resolve the problem?
Re-evaluate Escape Point with the knowledge of PCA– After implementing the PCA, will the problem still be detected at the escape point identified in D4?
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D6 – Implement and Validate PCA
Develop Action Plan for PCA Implementation
Remove ICA
Implement ICA
Validate PCA
Monitor the effectiveness of PCA (both short- & long- term measurables); recommendation to use Paynter Chart
Have systems, practices, procedures, documents, work instructions etc. been updated to take account of the PCA implementation?
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D7 – Prevent Recurrence
Analyze How the Problem Occurred and Escaped
Analyze How Similar Problems Might Occur and Escape
Implement Preventative Actions and Validate
Present System Prevent Actions
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D8 – Recognize Team and Individuals Contributions Document Team and 8D Lessons Learned
Recognize teams effort in solving problem
Celebrate achievement
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8D Formats
8D Format VW 8D Format (External)
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Other formats
Other 8D format
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Exercise 2
Prepare 8D for below problem:
Symptom:
Fine-Point Marker Leaks (as reported by Customer)
Problem Statement:
Fine-point red marker leaks
Problem Description:
The fine-point red marker leaks at the tip. The leaking was first seen on March 9. All red fine-point markers leak. The leak is a slow drip.
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Example – completed 8D
Completed 8D for “Fine-Point Marker Leaks”
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Thank You
The only tool you have is a hammer,
you tend to see every problem as a nail.
- Abraham Maslow
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The only tool you have is a hammer, you tend to see every problem as a nail
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Back-up
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Definitions
Emergency Response Action (ERA): Action required to stop internal or external customer from receiving the problem (i.e quarantine, tagging, segregatting, etc) Also known as containment.
Interim Containment Action: A temporary solution to protect the customer from problem. ICA usually add cost to the process (e.g. 100% inspection, etc) and is used to “buy time” until the root cause can be identified and corrected.
Permanent Corrective Action (PCA): Actions applied to prevent a previously identified problem from recurring (e.g. new training, visual aids, poka yoke, etc)
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