8 D Training Module Meiban Technologies Malaysia Prepared by

8 D Training Module Meiban Technologies Malaysia Prepared by
Supplier Quality Engineering Meiban Technologies Malaysia

Problem : Something difficult to solve
Problem vs. Symptoms It is important to distinguish between a problem and a symptom. A symptom, for example, could be a split in a layer. A series of problem associated with a process that causes a symptom. A symptom often illustrates a ‘gap’ between the desired quality and its actual quality. Sometimes a symptom occurs where 1 person can evaluate the problem. Other times the symptom is large and required a team to investigate and remove the cause. Problem : Something difficult to solve Symptom : That changes taking place

Ideally , a measurable will indicate when an 8D should be started.
When An 8-D Is Necessary Using ‘Good Judgment’ is the first step in deciding when to start an 8D. Often, however, an 8D is a customer requirement in response to a problem. Ideally , a measurable will indicate when an 8D should be started. If the undesirable trend triggers questions, a decision must be made whether the symptom can be fixed by an individual or requires further analysis. If YES Assemble an 8D problem solving team.

At this point, each of you is wandering when we need 8D.
When An 8-D Is Necessary At this point, each of you is wandering when we need 8D. YOU NEED IT WHEN “the customer required IT” Each company provide an internal threshold. It is typically somewhat subjective. There is no ‘absolute’ in so far as When or how far. Many companies use a Review Board. But – each had it’s own path.

D4 Root Cause Analysis : A process to arrive to Root cause paths.
Analysis vs. Action Analysis Steps D2 Problem Description Analysis : A method to organize information about the symptom into a problem Description through the use of repeated WHYs. D4 Root Cause Analysis : A process to arrive to Root cause paths.

Analysis vs. Action Action Steps
D3 Containment : An interim verification action that will prevent the symptom from reaching the customer. D5 Choose Corrective Action : The best corrective action which, when implemented in D6, permanently eliminates the Root cause of the problem.

Analysis vs. Action Action Steps
D6 Implement Corrective Action : The best corrective action from D5 that is introduced into the process and validated over time. D7 System Preventive Action : Action which address the system that allowed the problem to occur.

Verification vs. Validation
Verification and validation are often not well understood. Verification and Validation work together as a sort of ‘before’ ( verification) and ‘after’ ( validation ) proof.

Verification provides ‘insurance’ at point in time that the action will do what it is intended to do without causing another problem Predictive. Validation provides measurable ‘evidence’ over time that the action worked properly.

D – 1

D – 1 Team Approach When a problem cannot be solved quickly by an individual , it is necessary to form a TEAM. Model for Effective Teamwork Structure Goals Roles Procedures Interpersonal Relationships

D – 1 Brainstorming A method for developing creative solution to problems. It works by focusing on a problem. NO criticism of ideas – the idea is to open up as many possibilities as possible, and break down preconception about the limits of the problem.

Manufacturing Engineering
D – 1 Team Organization Cross-Functional Design Engineering Quality Assurance Purchasing Manufacturing Engineering Material Control Sales / Marketing Etc

D – 1 Roles In A Team Leader : A person that lead the team by sets/directs agenda. Champion : Guide, direct, motivate, train, coach, advocate to upper management. Record keeper : write and publishes minutes. Participants : That involve in activity. Facilitator : Encourage / Drive / stimulate the team.

D – 2

D – 2 Describe the Problem
Specify the internal / external customer problem by identifying in quantifiable terms the Who , What , When , Where, Why , How , How many ( 5W2H ) for the problem

The root cause is the reason the problem exists.
D – 2 Describe the Problem Problem definition is the basic of problem solving. Used during the brainstorming sessions to identify the potential causes. Part of the problem solving process is to identify the root cause of the problem and understand why it existed in the first place. The root cause is the reason the problem exists.

Operational Definition of the problem
It is important that the problem be described in terms that have the same meaning to everyone. An operational definition consists of verifiable criteria that have the same meaning to the production workers , manager, customer, engineer, buyer, technician ,team members ..ect and used for past ,present and future comparisons and analysis.

Operational Definition of the problem
Sometimes problem are mistakenly described in terms of symptom: Machine is down due to electrical problem. No backup machine or alternative available. The scrap rate has increased from 5% to 10%. Customer warranty claims on parts is 12%. Failure of parts at supplier will delay the delivery.

It is uncommon for problem to be reported as symptoms
Symptoms VS. Cause It is uncommon for problem to be reported as symptoms - Noise , won’t work , no power , machine down , broken tool, head froze up , contaminated , rough surface , shortage of parts , quality problem , worn out , line stopped , not to specification , labour problem , management problem , too much variation , etc.

D – 2 Problem solving Systematic approach to problem solving :
Business as a system ( business as a process ) Analytical problem solving Process flow Problem analysis methodologies : -5W2H -Stratification -Comparative analysis / Similarity analysis Key question  5W’s and 2H’s -Who? What? Where? When? Why? How? How many?

D – 2 5W – 2H Analysis WHO? – identify individual associated with the problem. Characterize customer who are complaining. Which operator are having difficulty? WHAT? – Describe the problem adequately. Does the severity of the problem vary? Are operational definition clear ( e.g defect) Is the measurement system repeatable and accurate?

D – 2 5W – 2H Analysis WHEN? – Identity the time the problem started and its prevalence in earlier time periods. Do all production shifts experience the same frequency of the problem? What time of the year/day does the problem occur? WHERE? – If a defect occurs on a part, where is the defect located? A location check sheet may help. What is the geographic distribution of customer complaints?

D – 2 5W – 2H Analysis WHY? – Any known explanation contributing to the problem should be stated HOW? – In what mode or situation did the problem occur? What procedure were used? HOW MANY? – what is the extent of the problem? Is the process in statistical control?

D – 2 Stratification Analysis
Stratification Analysis determine the extent of the problem for relevant factors. Is the problem the same for all shifts? Do all machines , spindle , fixtures have the same problem? Do customers in various age groups or parts of the country have similar problem?

Describe the Problem Flow

Root Cause Analysis

“ Specification of the problem ”
D – 2 Describe the Problem It had been said that there are no new problems , only different manifestations of old problems. Conclusion :- “ Specification of the problem ”

Describe the problem Phases
State the symptom, extent and consequence of the problem. Prepare / Review process flow diagram. Start and action plan to define the problem. Identify who will do what by when.

Identify Who, What , Where, When, why, How and How Much. Qualify the extent of the problem to help identify relevant stratification factors. Evaluate similar situations where the problem might be expected to occur.

Use all available indicators. Be creative about these. Subdivide the problem into natural problem group.

Describe the problem Question
Questions What Type of problem is it ? Field complaint Quality improvement Manufacturing improvement Component design Labour / personnel Supplier / Vendor Cost improvement Solution implementation Cross functional

Describe the problem – 5W-2H
Who, What, When, Where, Why, How, How Many What is the extent of the problem? Has the problem been increasing, decreasing or remaining constant? Is the process stable? What indicators are available to quantify the problem? Can you determine the severity of the problem? Can you determine the various ‘costs’ of the problem? Can you express the cost in percentage, Ringgit, Pieces, etc.?

Describe the problem – 5W-2H
-Do we have the physical evidence on the problem in hand? -Have all sources of the problem indicators been identify and are they being utilized? -Have failed parts been analyzed in detail? Remember ‘System’  How it works ‘Design’  What its made of ‘Process’  How its made

Understanding Your Process and Systems
Use a Process Flow Chart ! Because : You want to understand you current process. You are looking for opportunities to improve. You want to illustrate a potential solution. You have improved a process and want to document the new process.

Creating a process Flow Chart
D – 2 Creating a process Flow Chart Identify the process or task you want to analyze. Define the scope of the process. Ask the people most familiar with the process to help construct the chart. Agree on the starting point and ending point. Agree on the level of detail. Always start with less detail.

Creating a process Flow Chart
D – 2 Creating a process Flow Chart Look for areas for improvement Identify the sequence Construct the process flow chart Analyze the result

D – 2

D – 3

Implement and Verify Interim (Containment) Action
Objective – Define and implement containment action to isolate the effect of the problem from internal and external customers until corrective action is implemented. Verify the effectiveness of the containment action(s).

Contain Symptom Flow

D – 3 Containment Action Common Containment action include :
-100% sorting of components -Units inspected before shipment -Parts purchased from a supplier rather than manufactured in -house -Tooling changed more frequently -Single source

Unfortunately , most containment action will add significant cost
“ MONEY” To the product. The danger of many interim corrective actions is that they are considered to be a permanent solution to the problem overtime. “ Containment action typically address the EFFECT. They should be considered “immediate first-aid’’ to be reviewed and removed as quickly as possible.

D – 3 Containment Action Containment Action should proceed in parallel with the root cause determination investigation. During this time many useful things must be pursued as a first step in finding the root cause. Establishing an investigative Plan Obtaining baseline data Initiating an on-going control system Developing a follow-up and communications system Correcting product already produced Start systematic investigation Conduct special studies and statistical experiment Understand the problem Forecast the future

D – 3 Containment Action Use Check sheet , control charts , etc to evaluate the effectiveness of the actions. The process can be monitored using control charts and histograms. The action plan should define Who, What and When Clearly to coordinate the interim fixes. Ask what would be the effect of : Incorporating robust designs Centering the process Improving machine set-up Changing tooling Determining how one operation or dimension effect another

Containment Action Flow

D – 3 Verifying Containment Actions – Pilot Runs Run Pilot Tests
Artificially simulate the solution to allow actual process or field variation. Field test the solution using pilot customer groups Verify carefully that another problem is not generated by the solution.

D – 3 Verifying Containment Actions – Pilot Runs Monitor Result
Quantify changes in the indicators. User evaluation

D – 3 Containment Actions Verification Questions
Have all alternatives been evaluated? Are responsibilities clear and defined? Is the required support available? When will the actions be completed? Have you ensured that implementation of the interim solution will not create other problems?

D – 3 Containment Actions Verification Questions
Will all interim actions last until long-range action can be implemented? Is the action plan coordinated with customer? Have tests been done to evaluate the effectiveness of the interim actions? Is date being collected to ensure action remains effective?

D – 4

Define and Verify Root Cause
Identify all potential causes which could explain why the problem occurred. Isolate and verify the Root cause by testing each potential cause against the problem description and test data. Identify alternate corrective actions to eliminate root cause.

D – 4 Two Root Causes Root cause of Event ( Occur or Occurrence )
What system allowed for the event to Occur? Root Cause of Escape What system allowed for the event to Escape without detection?

D – 4 Control Chart Analysis Reaction
Check a wide range of data and control chart, if a special cause or non-random patterns is suspected action should be taken. -Accurately completed -check the pair X-bar and R-bar

Investigate the process operation to determine the cause. -Use tools such as:- Brainstorming Cause and Effect Pareto Analysis

YOUR Investigate should cover issues such as :- The method and tools for measurement The staff involved Changes in material Machine wear and maintenance Mixed samples from different people or machine Incorrect data, mistakenly or otherwise Changes in the environment

Act to decide on appropriate action and implement it. Identify on the control chart. The cause of the problem The action taken ‘’ Try to eliminate the possibility of the special cause happening again’’. Continue Monitoring

D – 4 Define and Verify Root Cause (s)
Use a Cause and effect diagram to brainstorm all potential causes of the descried problem. 4M1E Process flow Stratification Existing data should be reviewed for clues to potential causes. Timeline analysis will identify event occurring about the time the problem developed.

D – 4 Define and Verify Root Cause (s) “ What changed ? ” “ When? ”
Are important questions.

D – 4 Define and Verify Root Cause (s)
A technique used extensively is analytical problem solving is a “Comparison Analysis” What ‘is’ and what ‘is not’ Conduct a Survey Asking ‘WHY’ repeatedly is effective in driving the process towards root cause.

Six Steps Of Investigation
D – 4 Six Steps Of Investigation State how the potential cause could have resulted in the described problem. Establish what type of data can most easily prove or disprove the potential cause. Develop a plan on how the study will be conducted. Identify the actions on an action plan. Prepare the required material to conduct the study. Training may also be required.

Six Steps Of Investigation
D – 4 Six Steps Of Investigation Analyze the data. Use simple statistical tools emphasizing graphical illustrations of the data. State conclusions. Outline conclusions from the study. Does the data establish the potential cause as being the reason for the problem?

Define & Verify Root Cause (s)

D – 4 Analyze what Has Changed Manufacturing New Supplier ?
New tools ? Process changed ? Measurement system ? Raw material ? Vendor supplied parts ? Do other plants have a similar problem ?

D – 4 Analyze what Has Changed Engineering
Any pattern to the problem ? Geographically ? Time of year ? Build date ? Did the problem exist at program sign-off ? Was it conditionally signed off ? Did the problem exist during EB/PP functionals ?

D – 4 Errors Almost all errors are caused by Human error.
Forgetfulness Errors due to misunderstanding Error in identification Errors made by amateurs Willful errors

D – 4 Errors Almost all errors are caused by Human error.
Inadvertent errors Errors due to slowness Errors due to lack of standards Surprise errors Intentional errors

D – 4 Process Failure Causes Omitted processing Processing errors
Errors setting up work pieces Missing parts Wrong parts Processing wrong work piece Mis-operation Adjustment errors Equipment not set up properly Tools and/or fixtures improperly prepared

D – 4 Process Failure Causes Poor control procedure
Improper equipment maintenance Bad recipe Fatigue Lack of safety Hardware failure Failure to enforce control Environment Poor FMEA(s) Stress connection

D – 4 Potential Causes - Questions
Have you identified all sources of variations on the flow diagram? Have all courses of information been used to define the cause of the problem? Do you have the physical evidence of the problem? Can you establish a relationship between the problem and the process?

Do you Continually challenge the potential root cause with the question ‘Why’ followed with ‘because’ to construct alternatives? What are the is / is not distinctions? Is this a unique situation or is the likely problem similar to a past experience?

Has a comparison analysis been completed to determine if the same or similar problem existed in related product? What are the experience or recent action that may be related to this problem? Why might this have occurred? Why haven’t we experienced this problem before?

D – 5

D – 5 Choose , implement & Verify Corrective Action
Through pre-production test programs quantitatively confirm that the selected corrective actions will resolve the problem for customer, and will not cause any undesirable side effects. Define Contingency actions, if necessary, based upon Risk Assessment.

Choose , implement & Verify Corrective Action
D – 5 Choose , implement & Verify Corrective Action Whatever verification you choose , a detailed Verification / action plan is required to outline WHO will be taking WHAT action by WHEN.

Choose , implement & Verify Corrective Action

D – 5 Choose , implement & Verify Corrective Action Run Pilot Tests
Artificially simulate the solution to allow actual process or field variation. Field test the solution using pilot customer groups. Verify carefully that another problem is not generated by the solution.

D – 5 Choose , implement & Verify Corrective Action Monitor Results
Quantify changes in key indicators Stress the customer / user evaluation

D – 5 Confirmation Question
Can you list and measure all of the indicators related to the problem? Which of the indicators are most directly related to the problem? Can you use the indicators to measure problem severity? Can you determine how often or at what interval to measure the problem ( hourly / shift / daily / weekly / monthly )?

D – 5 Confirmation Question
If there are no changes to the indicators after taking action, can you determine what to do? Will you need to take cause , action and verification measures ? Do all indicators reflect conclusive resolution ? Has the team prioritized the customer / user evaluation after implementation ? What scientific method are being used to verify effectiveness in the short term and to predict the outcome long term ?

D – 5 Verification Question
Has the customer been contacted to determine a date when verification will be evaluated ? What data has been established for follow-up ? Has a time-line (project) chart been completed ? Have field tests been conducted using pilot customer group ? Have dates been established when verification of effectiveness will be evaluated ?

D – 6

D – 6 Implement Permanent Corrective Actions
Define and implement the ‘appropriate’ corrective action(s). Choose on-going control to ensure the root cause is eliminated. Once in production, monitor the long term effects and implement contingency actions ( if necessary )

Implement Permanent Corrective Actions
D – 6 Implement Permanent Corrective Actions Once the root cause have been identified, the team establishes an action plan on the Permanent action to be taken. Again, the action plan includes WHO will do WHAT by WHEN.

Implement Permanent Corrective Actions

D – 6 Corrective Actions Questions
Do the actions represent the best possible long-term solution from the customer’s viewpoint ? Do the action make sense in relation to the cycle plan for the product ? Has an action been defined ? Have responsibilities been assigned ? Has timing been established ? Has required support been defined ? What indicators will be used to verify the outcome of the actions, both short-term and long-term ?

D – 6 Ongoing Control - Questions Ongoing Control
Ensure the problem will not reoccur. Seek to eliminate inspection based control Address 5M sources of variation. Test the control system by simulating the problem.

D – 6 Ongoing Control - Questions Questions
Have the corrective action plans been coordinated with customers ? What indicators will be used to determine the outcome of the actions ? What controls are in place to assure the permanent fix is verified as intended ?

D – 7

D – 7 Prevent Recurrence Modify those management systems, operating systems, and procedure to prevent recurrence of this problem and all similar problems.

Use action plan to coordinate required actions.
Prevent Recurrence Prepare a process flow diagram of the management / operating system that should have prevented the problem and all similar problems. Make needed changes to the system. Address system follow-up responsibilities. Standardize practice Use action plan to coordinate required actions.

Prevent Recurrence

D – 7 Prevent Recurrence Questions
Have all effected personnel been notified of the resolution actions ? Has a process flow of the management system which will prevent this and similar problems is the future been prepared? Have the practice been standardized ? Have action plans been written to coordinate actions ? Have changes been made to the appropriate system ? Has the problem occurrence due to a behavioral system ?

D – 8

D – 8 Congratulate Your Team Objective & Questions Objective
Recognize the collective efforts of the team. Questions Has appreciation been shown to all the team members that contributed to the first 7-D’s ? How has the team leader identified each individual’s contribution to the problem resolution ? Was the problem & solution documented and communicated ?

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