8D Training

Volkswagen India QA Purchase Parts Training - Effective Problem Solving / 8D
Ashish Kagdelwar 2010

Volkswagen India Pvt. Ltd
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Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:
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- and Special- Causes

These are 2 distinct origins of variation in the process.
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.
Special Cause:

Common Cause
6 Sigma (DMAIC) or DOE
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.
8D/ Why-Why/ 7 Steps/ CAPA
Special 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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Problem Solving Challenges

Challenges
Management impatient for a quick fix Lack of Procedures Poor team participation
No priorities, Resources, Approvals Lack of technical skills/ knowledge Problem defined incorrectly
No logical thought process
Problems solving steps skipped in order to obtain a quick solution

Potential causes misidentified as root cause
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Why 8D is used?
Major nonconformances Special Cause
Customer Complaint Why 8D?
Tackle Engineering problems
To prevent recurrence
Causes Unknown
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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
Is Is Not Analysis
What - Object?

Has an Is/Is Not analysis (in terms of what, where, when, and how big) been performed?
- Defect? Where - On vehicle or object?
Has this problem appeared before? If yes, what was the pattern?
- First observed When - First observed? - Pattern since
Are similar parts affected?
How Big - Magnitude - Defects per object - Trend
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 Ms (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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The only tool you have is a hammer, you tend to see every problem as a nail.
Thank You
- 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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Volkswagen India QA Purchase Parts Training - Effective Problem Solving / 8D

Ashish Kagdelwar 2010

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Prepare 8D for below problem:

Symptom: Fine-Point Marker Leaks (as reported by Customer)

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Common- and Special- Causes

6 Sigma (DMAIC) or DOE

8D/ Why-Why/ 7 Steps/ CAPA

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Exerice 2 Identify Common- and Special- Cause

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Problem Solving Challenges

No logical thought process

Problems solving steps skipped in order to obtain a quick solution

Potential causes misidentified as root cause

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Customer Complaint Why 8D?

Tackle Engineering problems

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

The Traditional Way

Implement (Fix it)

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

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

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

D1 Establish the Team

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

- Defect? Where - On vehicle or object?

- First observed When - First observed? - Pattern since

Are similar parts affected?

How Big - Magnitude - Defects per object - Trend

Undefined problem has an infinite number of solutions - Robert A. Humphrey

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

D3 Interim Containment Action (ICA)

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C:

D4 Define and Verify Root Cause and Escape Point

Difference & Changes

Cause and Effect Diagram (Fish Bone Diagram)/

Identify Escape Point

Verify Escape Point

Volkswagen India Pvt. Ltd

Volkswagen\ VW India\ QA\ SQA\ Ashish Kagdelwar\ C: