1. See the possibilities TM

2. Towards Effective
8Ds

3. 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

4. 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?

5. Understanding Problems
Off-Target X
Variation X
On-Target X
Center
Process
Reduce
Spread

6. The statistical view of a problem
Understanding Problems
USL
LSL
Variation
Large
LSL
USL
Off-Target
On-Target
Center
Process
Reduce
Spread
USL
LSL
The statistical view of a problem
LSL = Lower spec limit
USL = Upper spec limit

7. Understanding Problems
A Question posed for a solution, decision or determination.
A proposition requiring some operation to be performed.
Need Do
Practical Problem
Low yield ? Do
Need
Mean off target ?
Statistical Problem
Need
Statistical Solution
Find / Isolate Variables Do
Need
Practical Solution
Install Auto Controller

8. Understanding Problems
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.

9. Understanding Problems
Perception
Special Cause
Common Cause
In Control
Inaction /
Out of control
Special Cause
Truth
Over adjustment/
Out of control
In Control
Common Cause

10. 2 Dimensions in Solving Problems
Type of Variation
Mean Shift
More Variation
6 sigma
tools
SPC
Auto controls
SPC
First/Last off
Type of Cause
Common
Special

11. Global 8D – Unique concepts
Escape: A control system failure that allowed advancement of sub-standard 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.

12. 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.

13. 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)

14. Verification of Root Cause
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.

15. Choose 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

16. Verify 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

17. Validate 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 …

18. Validate 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.

19. 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.

20. Control plans Process control Product inspection Sampling size
Frequency
Default is 5 pcs every hour

21. See the possibilities TM