8d Training 9-8-2008-Root Cause Analysis

HBC 8D Process for Problem Solving
Finding and eliminating (forever) the root cause of a problem.
Course Duration: 4.0 hours
Training Materials For Reference Only
Slide 1
Course Objectives
At Completion YOU should: Understand HBCs 8D process Know when to use the 8D Process Be able to write an 8D Summary Report Be comfortable using typical problem solving tools Know how to get additional help/training
I hear...I forget I see...and I remember I do...and I understand Ancient Chinese Proverb
Slide 2
Agenda

Origin of HBCs 8D process Fit with:

Hawker Beechcraft Performance System (HBPS) Initiatives Existing processes
Overview of the 8 Steps

0 - Decide to use the HBC 8D Process 1 - Describe the Problem 2 - Assemble a Team 3 - Implement Interim Containment 4 - Find Root Cause 5 - Develop Corrective Action 6 - Implement Permanent Fix 7 - Prevent Recurrence 8 - Recognize the Team
Additional Information contacts, reference material

Training Materials For Reference Only Slide 3
Round Robin Introductions Your Name Where you work position/responsibilities Personal objectives for this course
Slide 4
Definitions
Root Cause: The very basic reason why, how, & when the condition occurred.
A Root Cause Mentality: An insatiable desire to understand why things go wrong, why people do what they do, and how things got into their present state. (C. Robert Nelms)
This takes persistence
Interim Containment Action: This is the action taken which should address and correct the actual nonconforming condition. Permanent Corrective Action: This should address the root cause of a nonconformance and prevent future occurrences of the problem which caused the nonconformance. Contributing Cause: This factor contributed to the problem, but it is not the root cause. Keep going to get to Root Cause. Verification: Making sure that something is going to work prior to implementation. Validation: Checking to make sure that the change is working (after implementation)
More on Root Cause

Root Cause / Corrective Action (RCCA) is: A systematic approach to effectively identify the cause chain of a nonconformance and to permanently eliminate the source(s) of problems. Directed at reducing, and if possible eliminating, quality system escapes and the costs associated with poor quality.
Slide 6
Origin of HBCs 8D Process

8D (8 Disciplines) first standardized by the U.S. government during World War 2
Military Standard 1520: Corrective action and disposition system for nonconforming material
Popularized by Ford Motor Company in the 1960s and 1970s (called Global 8D or G8D) 8D now a standard in the Auto Industry 8D fills a void we currently have at HBC
We reference root cause (internally, with our suppliers and customers)
BUT, we dont provide a standard process to get to root cause
HBC 8D a Structured Process (and Tool Set) for Root Cause Corrective Action
HBPS Initiative Positioning

Goal solve the problem
Smooth land (drain the lake, remove boulders) No leaks in the boats (rental income while lake is here)
Pick the best fit methodology

Drain the lake (remove waste) use LEAN Six Sigma Remove boulders (variation reduction) use Lean SIX SIGMA Leaks (immediate problems that must be fixed) use HBC 8D
Use the right tools for the job

Common tools will be used by all methodologies
This Analogy: Bucket can be used to empty the lake, remove rubble, and bail out the boat
In general, Lean Six Sigma projects take longer; 8D is for everyday, immediate problems.
HBPS Initiative Positioning (alt. view)

Planning Control (During Production)
Sporadic Spike (Special Cause: HBC 8D)

40
Special cause (assignable) variation
Common cause (random) variation/waste (LEAN Six Sigma)
Significant Shift AND/OR Variation Reduction (Lean SIX SIGMA)
0 0
Time Lessons Learned
Slide 9
8D Process Fit
Policy & Procedures 12 0008 Corrective Action System
Quality Assurance Instruction (QAI) -- QAI 03-01-015 Corrective Action Response and Review Requirements
Corrective Action requests resulting from:

Nonconforming material Out of control processes Internal audits Supplier issues Customer complaints Operator self-verification process Other nonconformances in product or process PCAS - Production Corrective Action System FCAS - Field Corrective Action System IQAG - Internal Quality Audit Group OSV - Operator Self Verification + Management Directive
Via:

8D adds structure (defined steps, language) to what we already have.

8D Process Fit (cont.)

Changes being made to:
WI 04-09-009 Creating and Updating Corrective Action Records in SAP WI 04-09-014 Responding to the Corrective Action in SAP WI 04-14-005 issuing Corrective Action Requests for Major Noncompliances Q1 Customer Complaint Q2 Vendor Product Non-Conformance Q3 HBC Product Non-Conformance Q4 Vendor Product CA Q5 HBC Product CA Q6 Vendor Audit CA/PA Q7 HBC Audit CA/PA
Documents Created in SAP:

HBC 8D form will be attached to the appropriate Q1-Q7 record in SAP

Reference Hard Copy of HBC 8D Form handouts
Work Instructions are being modified now to incorporate 8D.

What is 8D?
1. Corporate Standard 2. Standardized Problem Solving Process

Language, Methodology
3.
Reporting Format
Slide 12
8 Disciplines (8Ds)
D-0 D-1 D-2 D-3 D-4 D-5 D-6 D-7 D-8 Decide to use the 8D Process existing processes Describe Problem Establish Team Implement Interim Containment Find Root Cause Choose Corrective Action Implement Permanent Corrective Action Prevent Recurrence Congratulate Team
Slide 13
What can trigger an 8D analysis?

Problem with Cause Unknown Need to Cure - Not Mask Problem Justifies a Structured/Team Approach
Factors Severity, Cost, Time, etc.
When do we use the 8D Process?
Examples:
Whenever you open a QN, ask yourself if Root Cause/8D should be done.
Who can initiate an 8D analysis?

Request for an 8D analysis can be made by:
Customer
Current Sales/Support Interface
HBC Employee
Initially, by contacting QA reps Eventually, anyone
Working out details defining when it makes sense Not all problems need an 8D level of analysis
HBC Supply Chain

Supplier will perform the 8D
Management
Anyone can use the process. Using SAP makes sure we capture/share knowledge.
Place in 8D Process
D-0 Decide to use the 8D Process
D-1 DESCRIBE THE PROBLEM

Why is it important for a Problem Solving team to start with Describe the Problem?
Slide 16
8D Step 1 Describe the Problem

What is the problem? This should be a short, simple and concise definition. REMEMBER: IF YOU CANNOT SAY IT SIMPLY, YOU DO NOT UNDERSTAND THE PROBLEM
A problem well stated is a problem half solved!
Slide 17
Information about the problem
What is the problem? Where was it detected? How serious is the problem? How many occurrences? Who is affected? When did it surface?
Remember:
on the problem.
Slide 18
Problem Definition/Analysis Prompts Who?

Who notified you of the problem? - Manufacturing, Engineering, SAP QN Review, QA Audit, etc. Who are the people involved with the problem? (for step 2 team formation) - Supplier, customer, material handlers, assemblers, supervisors, engineers, QA personnel, etc.
High Level information belongs in the Problem Description, Investigate all others in Step 3 & 4.
Problem Definition/Analysis Prompts What?

What is the part name/number/other identification? What type of product or process? - Detail, assembly, vendor part - Part manufacturing process, assembly process? What is the type of nonconformance? - Scratch, Dent, Oversize hole, Fit? - Lack of communication, waiting too long for info/parts? What characteristic of the part/process is having the failure - hole radius, linear dimension? - manufacture of the part, movement, inspection? What method of measurement was used to identify the failure? What are special circumstances surrounding the problem? - new personnel, equipment move, new tool, etc.? What environmental conditions existed? - extremely cold/hot, rainy, humidity, lighting, etc.? What is the design/nonconformance criteria in question? - Drawing, Spec, Task Planning, Policy, Process? What training has been done or is available? What hardware or software is associated with the issue? Have there been recent administrative, program or equipment changes?
Problem Definition/Analysis Prompts When?

When in the build process/production schedule/work shift did the problem occur? - note: occurrence point and detection point may (and usually arent) at the same time When in the task did the problem occur? (what step?) When in the functional test did the problem occur (what step?) When in the day, week, month did it/has it occurred (patterns)?
Slide 21
Problem Definition/Analysis Prompts Where?

Where is the part being contained? Where is the part being used? Where is the geographical location of the failure? What plant/line/station cell? Is the problem in-house or external (supplier) or external (in the field)? Where are similar nonconformance records located?
Slide 22
Problem Definition/Analysis Prompts Impact?

How many times and in what period? Cost of nonconformance in dollars? Safety impact? Cost of delay? Warranty cost? Impact to worker morale/productivity? Has this issue been fixed before? Impact on Business processes? - production - delivery - product use - field reliability Impact on Customer Satisfaction?
Slide 23
Importance of Problem Description
Focuses team on same objective Direction set here is used throughout the HBC 8D process (foundation) Forces all to agree on the scope and goal Note: Operational Definitions MUST accompany the Problem Description
What does failure mean? What is bad? What does success look like?
Ice-scraping video
Slide 24
Tool: Is/Is Not for Problem Definition
Reasons to use IS - IS NOT

Establishes points of comparison Leads to a more complete problem description Provides a Test base for Root Cause Gives you a fingerprint of the problem Draws better boundaries around the problem
SCOPE whats in, whats out
Slide 25
Tool: Is/Is Not for Problem Definition

Development of IS: Identity - What is the problem? Space - Where is the problem? Time When is the problem happening?
(also When did it start?) Mass -
How Big is the problem?
Slide 26
Development of IS NOT
IS IS NOT
(What, Where, When, How Big) would you EXPECT to.. SEE, HEAR, FEEL, SMELL, OBSERVE . . . .....but DO NOT? (close cousins)
<<<<<<<<<<<<<<<<>>>>>>>>>>>>>>>>>>>>>>>>>>
(What, Where, When, How Big) IS it? (What, Where, When, How Big) could it be but it IS NOT?
Once you have the Problem Defined, get feedback from others (coworkers, manager, others) who have done 8D/RCCA
Reasons to use IS - IS NOT
Establishes points of comparison Leads to a more complete problem description Provides a Test base for Root Cause Gives you a fingerprint of the problem Draws better boundaries around the problem
SCOPE whats in, whats out
Slide 28
Document Your Work

1) Open a QN in SAP 2) Fill Out Section 1 of the 8D Summary Report - go to the Quality Forms link on the QA home page 3) Attach the 8D Summary Report file to the QN
Slide 29
Step 2 in the HBC 8D Process
D-0 Decide to use the 8D Process
D-1 Define the Problem
D-2 Form the Team
Slide 30
8D - Step 2: Form a Team

A Team may be:
formal (scheduled meetings, for ex.) or informal (consulted as needed)
Agree on work group guidelines

Customer Complaint
Slide 31
Advantages/Disadvantages of Teams
WHAT ARE THE BENEFITS OF A TEAM APPROACH?
WHY DO TEAMS FAIL?
What have been your experiences with teams??

Major Problems with Team Problem Solving

Problem incorrectly described ! ! !
(biggest inhibitor)
Make sure Problem Description is accurate and team members agree
Problem solving process rushed Poor team participation No logical (group) process Lack of technical skills Management impatience Permanent Corrective Action Not Implemented
Slide 33
Typical Team Organization Champion/Sponsor Leader Recorder rotate this role Team Members
(SMEs - Subject Matter Experts)
Are we having fun yet?
Facilitator (optional) Customer/Supplier
Recommend: 4-7 members (10 max.) <4, consider leader driving results by consulting with SMEs >10, consider subteams
Ask the initial team: Who else needs to be involved, but isnt here?
Step 3 in the HBC 8D Process
D-0 Decide to use 8D Process D-1 Define the Problem D-2 Establish a Team
D-3 CHOOSE, IMPLEMENT AND VERIFY INTERIM CONTAINMENT ACTION - basically youre Dispositioning the QN
Slide 35
8D Step 3: Implement Interim Containment Action

Decide whether you need to use one Choose the best (benefits vs. risks)
Tools
Brainstorming to generate ideas Pros/Cons lists; Effort (or cost or time) vs. Benefit (or risk) graphic. Action Plan L Effort Ideal
H L Benefit H
Test feasibility of the containment action (Verify it will work) Commit to it Implement Validate containment action effectiveness
Action Plan
ALWAYS +s and s to every decision. BALANCE (and action) are the Keys!
Purpose of Interim Containment

Used to buy time to find root cause while protecting your customer (external or downstream operation) from the problem Authorized first aid, but. . . . .
can be costly attacks symptoms (not the cause) has a masking effect
Purpose of this step:

Enforce SCOPE and EFFECTIVENESS of customer protection needed
Its OK to not have containment, its NOT OK to not THINK about it.
Int. Cont. Action vs. Typical BAND AID

Interim Containment Action BANDAID
__X__ __X__ __X__ __X__ __X__ __X__
Attacks Symptoms Added Costs Monitored while being used Documented &Data Collected Verified for effectiveness Replaced by Perm. Correction
__X__ __X__ _____ _____ _____ _____
Slide 38
Key Points of Step 3: Interim Containment

Act quickly (and carefully) Use the team to come up with the list of potential actions
Minimizes risk, results in better ideas
Pick the best overall Containment Action(s) Consider actions that may be needed to address other areas:
Product in the field WIP Work In Process Product in transit/at the Supplier Spares
Use Action Plan to make sure nothing falls through the cracks
Examples:
VERIFICATION and VALIDATION Airworthiness Directives Service Bulletins Kits for field
Action Plan
DONT STOP HERE!!!
X
Slide 40
Fill Out Section 3 of the 8D Summary Report
Slide 41
BREAK FOR 10 MINUTES
Slide 42
Where are We?

Place in the HBC 8D Process
D-0 Decide to use 8D Process D-1 Define the Problem D-2 Establish a Team D-3 Choose, Implement and Verify Interim Containment Action (I.C.A.)
D-4 FIND ROOT CAUSE
Slide 43
Root Cause Analysis Common Tools

Your Brain
Especially the Collective Brain of your team
Data Thought Map Process Map Brainstorming 5 Whys Cause and Effect (Fishbone) Diagram Graphical Analysis (misc. graphs) +
Thought Map
What tool to use? Problem ->Questions->Data/Tools ->More QuestionsROOT CAUSE

General Information about Step 4

OUR DESIRE TO ACT, OVERPOWERS OUR NEED TO UNDERSTAND
(Brad Baker, CONOCO)
Dont try to do solutions before the analysis is complete. It is futile to continue doing things the same way while expecting different results. Dont fall into the trap of jumping to conclusions.
This cant be a part time job. Assign a Point Of Contact (POC) to focus on closure. The RCCA response ECD must be based on a planned list of things to do (Action Item Lists).
Data Collection
Insufficient data can result in solving only the specific instance. 1. 2. 3. 4. 5. 6. 7. 8. 9. Types of data to collect: Location: where problem was detected Personnel: who found problem Specifications: what are the requirements Environment: noise, lighting, temperature, etc Sequence of events Challenge the basis for why its been Equipment determined to be an isolated event and why it couldnt potentially be a Training systemic problem Other occurrences Recent changes: personnel, process, weather
Slide 46
Tools: Thought Map

Once the problem is defined, natural tendency is to rush forward RESIST THE URGE!! Take a few minutes to plan your journey to root cause 1) 2) Write your Problem Statement at the top of the page Capture questions that you have
Assumptions, potential causes, sources of the problem that dont belong in the problem statement SHOULD be captured as questions
3) 4) 5)
Answer each question with data Questions (and data) will lead to more questions Capture dead-ends as well as fruitful paths
1) Why?
NOTE: Review the Problem Definition (Step 1) often!

Used: When? ________________________ Why?__________________
Thought Map example: Drill Bit Quality

LEGEND: Dashed Lines Indicate Links Is the perceived bit quality difference real or just perception?
What specific features of the bit performance are perceived as the problem?
1 - Penetration Sharpness 2 - Straightness 3 - Centering Bruckner provides a standard, such as Michigan Twist
What is the current bit brand and quality used?
What is considered the premium bit?

1 Number of holes drilled 2 - Straightness 3 Centering 4 Penetration What 5 QNs Resulting
What other factors contribute to manual, hand drilling performance?
What are the bit performance indicators?
Precision Twist Brand
is the difference in cost for the bits?
Is there a statistically significant difference in the number of holes drilled before dull?
Is it possible to attribute QNs and other sheet metal defects to bit quality?
How much is the difference?
Slide 48
Tools: Process Mapping/Value Stream Mapping

Outputs Inputs
Transport
Storage
Machine
Transport
Assembly
Transport Inspection
Graphical Depiction of How Its Done Terminator (start/stop) Process Step Decision Point Connector (off-page) General Rules:
Left to Right Yess/Nos consistent
? ?
? ?
How would you map out the process for 8D so far? Used: When? ________________________ Why?__________________
Tools: 5 (OK, maybe just 3) Senses
Talk to, Listen to, Observe:

People performing the job Suppliers (internal/external) Customers (internal/external)
You are a root cause detective. Use all the tools you can.
Slide 50
Tools: Brainstorming
When the best solution isnt obvious, one technique for generating ideas (possible root causes, potential interim corrective or permanent actions) is brainstorming. 1. 2. 3. 4. 5. 6. Generates a large number of ideas Encourage free-thinking Dont criticize Encourage everyone to participate Record all ideas. There is no bad idea. Let ideas incubate give it a little time
A minimum group of at least three people to make this work
Used: When? ________________________ Why?__________________

Tools: 5 Whys
An employee in the plant slipped and fell while performing their regular duties. 1. 2. 3. 4. 5. 6.
Peel the onion- challenge the basis for root cause. Most people can only support 1-2 layers of questions with their basis for root cause or corrective action.
Why? There was oil on the floor. Why? The machine in that cell was leaking oil. Why? A pressure fitting on the machine failed. Why? Inspection of hoses and fittings is not part of the preventive maintenance (PM) schedule. Why? The PM system does not consider Equipment Manufacturers recommendations to develop PM schedules. Why?- Theres check to make sure this is done.
Dont stop with Because we dont have enough people, money, time its a fact of life. Solve the problem with the people, money, time you DO HAVE.
Used: When? ________________________ Why?__________________
Tools: Cause and Effect Diagram

A Cause-and-Effect (fishbone or Ishikawa) diagram an easily applied tool used to analyze possible causes to a problem.
Manpower
- inexperienced -not following the frozen coating parameters
Methods
- incorrect prep of metal surface -inadequate technique
MUST BE TESTED AND VERIFIED!
- inadequate training Non-conforming coating

- microscope - microscope setting not optimized to detect the smearing - poor quality of standards
Machinery
Materials
5 Ms and an E - add Measures and Environment for 6 Bones
Used: When? ________________________ Why?__________________

Tools: Graphical Analysis
Histogram
Used to show patterns/distribution in ordered data Categories on the x-axis, # of occurrences on the y axis.
Pareto Chart (80/20 rule)

Used when many problems or causes and you want to focus on the most significant Causes on x-axis, Results on the left (primary) yaxis, Cumulative % on the right (secondary) yaxis.
Scatter Diagram
Used to illustrate relationships between 2 variables. 1 variable on each axis. "Correlation does not imply causality."
Ex. Shark Bites and Ice Cream
Purpose of Graphical Analysis: ________________________________

Word of Caution: Stay on Track!

Use Common Sense:
1. The more significant or involved the problem, the more detail may be needed to identify the Root Cause
1. Also more advanced tools
Side Issue Side Issue Side Issue
Goal
2.
Avoid data that leads to other problems.

1. Dont get sidetracked
1. Review Step 1 Problem Description. Start
2. Use the Thought Map

Complex problems usually require at least a fishbone diagram of the potential root causes sorted from the brainstorm list Define the actions to validate or dismiss each one Technical problems usually require a structured FMEA
Document Your Findings
Fill Out Section 4 of the 8D Summary Report
Slide 56
8D Step 5: Choose Corrective Action

Place in the HBC 8D Process:
D-0 Decide to use 8D Process D-1 Define the Problem D-2 Establish a Team D-3 Choose, Implement and Verify Interim Containment Action (I.C.A.) D-4 Find Root Cause
D-5 DETERMINE PERMANENT CORRECTIVE ACTION
Slide 57
Decision Making Steps (note: can also be used in Step 3)

1.

Define end result (action verb & object)

Eliminating/Preventing/Reducing (verbs) Errors/Safety Incidents/QN/s (objects)
2.

List decision criteria

GIVENS - Mandatory WANTS - Desirable
3. 4. 5. 6.
Decide relative importance of wants 1-10 Identify the possible choices Compare possible choices against the decision criteria Analyze risk
IF/THEN terms:
If we choose to___________, Then _________ will happen.
7.
Make the final BALANCED choice and VERIFY
Action Plan
NOTE: Use the Action Item Tracking Sheet to Capture and Track Actions
ALWAYS +s and s to every decision. BALANCE (and action) are the Keys!
Track Action Items to Completion and Summarize Results
Use the Corrective Action Plan Worksheet in the 8D File and Summarize in Section 5 of the 8D Summary Report
Slide 59
8D - Step 6: Implement the Fix

Place in the HBC 8D Process:
D-0 D-1 D-2 D-3 D-4 D-5 Decide to use D8 Process Choose team members Define problem Choose Interim Corrective Action(s) & verify Find Root Cause Choose & verify Permanent Corrective Action
D-6 IMPLEMENT PERMANENT CORRECTIVE ACTION
Slide 60
Goals of Permanent Corrective Action

Permanent Corrective Action MUST:
Address the systemic problem (in addition to this specific instance) Eliminate the Root Cause Prevent recurrence Be implemented in a timely manner Include a detailed plan (especially if it will take considerable time and people) Be comparable to the risk involved
Risk to the customer, employee, organization, public, etc.
Be verified Objectively
Three knowledgeable people must agree
Slide 61
Keys to Successful Corrective Action
Persistence
Natural Tendency to slack off once the Fix is determined and partially implemented Follow the Action Plan to Completion
Involve Do-It-Level people

Key to preventing recurrence
Review Interim Containment Action(s)

Remove/discontinue any not needed adds cost, time, etc.
VERIFY IT!!! VALIDATE IT!!!
Action Plan
Slide 62
More than Just Do It

Why should we do planning and NEW problem prevention when considering implementing a permanent corrective action for THIS problem? see next slide.
Slide 63
Why Planning and Problem Prevention?

Many of our current problems are the result of not following through with previous plans Must allocate limited resources effectively
Optimize implementation
Dont waste Time/$$
Prevent other problems from occurring

With change comes risk of creating NEW problems Control Mr. Murphy
Slide 64
Summarize the Key Permanent Corrective Actions Fill Out Section 6 of the 8D Form
Slide 65
8D - Step 7: Prevent Recurrence

D-0 D-1 D-2 D-3 D-4 D-5 D-6 Decide to use D8 Process Choose team members Define problem Choose Interim Containment Action(s) & verify Find Root Cause Choose & verify permanent corrective action Implement Permanent Corrective Action(s)
D-7 PREVENT RECURRENCE
Slide 66
Steps to Preventing Recurrence

Identify what systems, practices, or procedures allowed the problem to occur
The whys
Identify and implement improvements VALIDATE the results
Slide 67
Tool: Mistake-Proofing
Poka-yoke is the Japanese term that means fail-safing or "mistake-proofing" Examples:
Cant start car until in park, Child-proof caps, laser beam shutoffs for machinery Others??
One of the best ways to prevent problems from occurring/recurring Use mistake-proofing techniques when there are:
Process steps where human intervention is required Decision points in the process Repetitive tasks where physical manipulation of objects is required Steps where errors are known to occur Opportunities for predictable errors to occur
Mistake-Proofing Levels of Prevention
More Proactive
Defect is the evidence of an error
Slide 69
Beware of Root cause was Human Error

HUMAN ERRORS do not make a root cause How does HBC approach human error? Positive
Defects can be eliminated Create a mistake-proof environment Ask Why?
Focus on the Process/Product NOT the Person
Apply Mistake-Proofing device for 100% inspection
Negative
Defects are inevitable People make mistakes Place blame Detect at final inspection Sampling inspection Some are bound to reach the customer
Slide 70
Once Root Cause is Determined, Broaden your Thinking

How Can We Standardize Lessons Learned & System Improvements?
Communication Same/similar problem other plants Same/similar problem different systems Effect Content Quality Appropriate Quantity Potential Causes
Root Cause Current/Future Problems in other areas
Slide 71
Fill Out Section 7 of the 8D Form Prevention of Recurrence
Slide 72
8D - Step 8: Congratulate the Team

D-0 D-1 D-2 D-3 D-4 D-5 D-6 D-7 Decide to use D8 Process Choose team members Define problem Choose I.C.A., verify Find Root Cause Choose & verify P.C.A. Implement P.C.A.(s) Prevent recurrence
D-8 CONGRATULATE THE TEAM

How to Congratulate the Team

Review significance of contribution Provide appropriate recognition for all members Document the efforts & results Celebrate successful completion
Celebrations dont have to be elaborate/expensive Be creative
Slide 74
How Would You Congratulate Your Team? What are some things that have worked well in the past? What are some things that didnt?
5 minutes
Fill Out Section 8 of the 8D Form (and attach completed file to the appropriate QN)
Slide 76
Comments, Suggestions?? Please fill out class/instructor Evaluation Forms
Slide 77
Reference Material
Slide 78
QA Intranet Website
Slide 79

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HBC 8D Process for Problem Solving

Finding and eliminating (forever) the root cause of a problem.

Course Duration: 4.0 hours

Training Materials For Reference Only

Training Materials For Reference Only

Origin of HBCs 8D process Fit with:

Overview of the 8 Steps

Additional Information contacts, reference material

Training Materials For Reference Only

More on Root Cause

Training Materials For Reference Only

Origin of HBCs 8D Process

HBPS Initiative Positioning

Pick the best fit methodology

Use the right tools for the job

HBPS Initiative Positioning (alt. view)

Sporadic Spike (Special Cause: HBC 8D)

Special cause (assignable) variation

Common cause (random) variation/waste (LEAN Six Sigma)

Significant Shift AND/OR Variation Reduction (Lean SIX SIGMA)

Time Lessons Learned

Training Materials For Reference Only

Corrective Action requests resulting from:

8D adds structure (defined steps, language) to what we already have.

8D Process Fit (cont.)

Documents Created in SAP:

HBC 8D form will be attached to the appropriate Q1-Q7 record in SAP

Work Instructions are being modified now to incorporate 8D.

1. Corporate Standard 2. Standardized Problem Solving Process

Training Materials For Reference Only

Training Materials For Reference Only

What can trigger an 8D analysis?

Who can initiate an 8D analysis?

HBC Supply Chain

D-1 DESCRIBE THE PROBLEM

Training Materials For Reference Only

8D Step 1 Describe the Problem

Training Materials For Reference Only

Information about the problem

Training Materials For Reference Only

Problem Definition/Analysis Prompts Who?

Problem Definition/Analysis Prompts What?

Problem Definition/Analysis Prompts When?

Training Materials For Reference Only

Problem Definition/Analysis Prompts Where?

Training Materials For Reference Only

Problem Definition/Analysis Prompts Impact?

Training Materials For Reference Only

Importance of Problem Description

Training Materials For Reference Only

Tool: Is/Is Not for Problem Definition

Reasons to use IS - IS NOT

Training Materials For Reference Only

Tool: Is/Is Not for Problem Definition

How Big is the problem?

Training Materials For Reference Only

Reasons to use IS - IS NOT

Training Materials For Reference Only

Document Your Work

Training Materials For Reference Only

Step 2 in the HBC 8D Process

D-0 Decide to use the 8D Process

D-1 Define the Problem

D-2 Form the Team

X X X X X X

X X ___ _ _ ___

Used: When? ______ Why?

Used: When? ______ Why?