Problem Solving Worksheet

G8D REPORT Title:

Report Number

Product/Process Information:

Organisation Information:

Date Opened:

Last Updated:

% Effective:

Date Implemented:

DØ Symptom(s):

DØ Emergency Response Action(s):

Verification / Validation:

D1 Team: Champion: Team Leader: Team Members:

Date

Name

Dept

Phone

D2 Problem Statement:

D2 Problem Description:

D3 Interim Containment Action(s):

% Effective:

Date Implemented:

Verification / Validation:

D4 Root Cause(s) and Escape Point(s):

% Contribution:

Verification:

Date

D5 Chosen Permanent Corrective Action(s):

% Effective:

Verification:

Date

D6 Implemented Permanent Corrective Action(s):

Date Implemented:

Validation:

D7 Prevent Actions: Drawing(s) updated Control plan updated Instructions updated Other process concerned D7 Systemic Prevent Recommendations:

Date Implemented:

Responsibility: -

D8 Team and Individual Recognition:

Date Closed:

Reported by: J. Rubio Rev 2002Aug05

Concern Report

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This form may be used by Suppliers to respond to a Concern Notice issued by a xxx Company, and by xxx in response to Customer Concerns. It should be used every time that the status of a Concern and the corresponding Corrective Action Plan are communicated. Normally this report will be issued on 3 separate occasions corresponding to completion of the following three stages: (The response times will be shown as below, or by agreement between customer and supplier) 1.       Sections 1 to 3 complete, showing the initial containment action. 2.       When the root cause and the necessary corrective actions have been defined. 3.       To review the progress and effectiveness of the corrective action plan. At each stage more sections of the report are filled in, and the date of completion of each stage should be shown in the header of the report, making the status of the concern obvious. The recommended method is summarised as follows: Use the team approach Implement immediate containment action Spend time to describe the problem in detail Define the root cause Verify the causes and effectiveness of actions Implement permanent corrective action Prevent recurrence of the problem

Instructions for Completion of the form. The form should be treated as a summary. Additional sheets should be attached if space provided is insufficient. All actions should be well documented. Header:

Enter the date and details about the concern, including Supplier’s or Customer’s company name and location, the xxx Project, vehicle , details of part effected as appropriate.

Champion:

The use of a multi-discipline problem solving team is recommended. The team leader or champion should be indicated. Choose members who have sufficient expertise and authority.

Problem Description:

Containment Actions: Root Causes:

This should include both the initial perception of the problem, and the technical analysis of the problem. It should include all relevant details of part, defect, processes, conditions, any malfunctions, and the magnitude of the problem (How many parts involved, etc.) Action should be taken immediately to ensure that no more defectives are supplied, and that the problem does not continue. All relevant departments in the company should be contacted to make sure that containment action is in place. This action is usually a quick fix to protect Problem Solution Summary supply to the customer, and allow time for thorough analysis and permanent action. Define the root of the problem, estimating its contribution, Define all contributory factors. Tests should be used to verify that the root cause has been identified. Review of the FMEA should be indicated.

Action:

Identify the permanent actions to eliminate the problem, both short and long term. A plan for implementation should be made. As each action is implemented the start date and the first batch number should be noted.

Verification:

Verify that the correct cause was identified/ Also verify (by experiment if possible) that the actions taken do contain the problem, and that the permanent actions will eliminate the problem for the f uture. Once these actions are implemented, they should also be verified. This should be indicated on the report.

Recurrence:

Action should be taken to prevent any changes in the future which may result in a recurrence of this problem. Prevention should cover similar and related parts and processes.

Further pointers for using the above form: D0: Evaluate the need for the G8D process If necessary, provide an ERA (Emergency Response Action) to protect the customer and initiate the G8D process If an ERA is implemented, develop an action plan to verify and validate the ERA. D1: Identify Champion, the champion should have ownership of the process under consideration, the champion will have 51% of the vote in the decision making process. Identify Team Leader, the team leader is the spokesperson for the team, and will work with the team to set objectives and tasks and summarize decisions, the team leader cannot be the champion. Identify Team Members, team members will provide technical input and carry out assignments D2: Describe the problem by asking the question "What is wrong with what?" Then ask the question "Why", "Why", etc. Until you cannot answer why. This is how the problem statement is developed. Once the problem statement is developed, detail the problem in quantifiable terms, is it a "something changed" or a "never been there" situation? Utilize the Is/Is-Not analysis.

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D3: Define, verify, and implement the ICA (Interim Containment Action). The purpose of the ICA is to protect the customer and to "buy time" to solve the root cause of the problem. D4: Define (isolate and verify) the root cause and escape point. Each root cause theory must be tested against the problem description. Utilize the Is/Is-Not analysis. What, Where, When, How Big? Utilize the Comparative analysis. List differences (between similar parts that are not having the problem), changes (part or process), and implementation dates of the changes. Develop and verify the root cause theories. Do the root causes account for the problem descriptions? Is there a control system in place to detect the problem? Is it capable? D5: Select the best PCA (permanent corrective action) to remove the root cause, select the best permanent corrective action to address the escape point. Verify that both PCA's (selected by the champion) will fix the problem at the root cause level and generate no additional problems. D6: Implement the PCA, remove the ICA, and monitor the long-term results. Has the customer provided confirmation that the PCA has been validated? D7: Prevent recurrence by modifying the necessary systems, policies, practices, and procedures, to prevent recurrence of the problem. Make recommendations for systemic improvements. Fix the root cause of the root cause of the problem. Resources include: FMEA, procedures, policies, practices, ISO and QS procedures, process flow, timeline changes, control plans, lessons learned, discovery of temporary fixes.

D8: Complete and recognize the team involvement. Publish the G8D report. All phases of the G8D process should include the following tasks as appropriate. All changes are documented (FMEA, Control Plan, Procedures, Work Instruction, G8D Document) The team composition has been reconsidered Measurables have been reviewed The need for a service action has been determined The G8D report has been updated

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Photos 5 Whys Cause & Effect

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PHOTOS ATTACHED TO G8D

Company Logo

Home Customer G8D PN:

0 0

Picture 1

Picture 2

Copy on this box JPEG, GIF PHOTOS

Copy on this box JPEG, GIF PHOTOS

Remarks

Remarks

Picture 3

Picture 4

Copy on this box JPEG, GIF PHOTOS

Copy on this box JPEG, GIF PHOTOS

Remarks

Remarks

Picture 5

Copy on this box JPEG, GIF PHOTOS

Remarks

Created By : Javier Rubio Barragán

Copy on this box JPEG, GIF PHOTOS

Remarks

Corrective Action

5 Whys Study

Home

with Responsibility

“A problem well defined is a problem half solved”

Define symptom Use this path for the specific nonconformance

0

being investigated (Define Problem)

5-Why: Specific problem: –Why did we have the problem? Problem not detected: –Why did the problem reach the Customer? System failure: –Why did our system allow it to occur?

A 20-Jan-05

Therefore

WHY?

Root Causes

Therefore

WHY?

Use this path to investigate why the problem was not detected Therefore

WHY?

Therefore

WHY?

B

Therefore

WHY?

A Problem definition

Therefore

WHY?

Use this path to investigate the systemic root cause (Quality System Failures) Therefore

WHY?

C WHY?

Therefore

Therefore

WHY?

B Next Reported by

Therefore

WHY?

Break Point J. Rubio Date

Therefore

WHY?

30-Dec-99 Revision

Reference PN

Product / Process

30-Dec-99

0

0

Problem Resolution Complete

Lessons Learned: Team Members:

Therefore

WHY?

C Next

Communicate to Oetiker Date:

Process Change Break Point Date:

Implement System Change Date:

/ / /

A good 5-Why will answer “Yes” to the five PDCA questions: “A problem well defined is a problem half solved”

ACT

Standardize

5. Has a plan been identified to STANDARDIZE and take all lessons learned across products, processes, plants, functional areas, etc.?

CHECK Follow-up 4. Has a plan been identified to verify the EFFECTIVENESS of all corrective actions?

PLAN

Understand the problem

1. Is the problem statement CLEAR and ACCURATE? 2. Has the SYSTEMIC root cause(s) been identified for all legs?

DO

Execute the Plan

3. Has IRREVERSIBLE CORRECTIVE ACTION(s) been implemented for ALL root causes?

Date

Universe of Causes

Ishikawa Diagram Fish Bone Method

Machine

Home

Man power

Effect

Environment

Material

ACTION PLAN Issued Date:

30-Dec-99

Next revision Date:

Revion date:

30-Dec-99

Responsable:

Revision No: Key Steps

Home

Team: PROBLEM

ROOT CAUSE

CORRECTIVE ACTION

DESCRIPTION

PA-1

DUE DATE

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CHARGE

% PROG.

EFECTIVITY DATE

METOTH

CHARGE

C-14