See the possibilities

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COPYRIGHT 2002, VISTEON CORPORATION

Towards Effective

8Ds

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
COPYRIGHT 2002, VISTEON CORPORATION

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?

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Understanding Problems

Off-Target
X XXX X X XX X X X X X

Variation
X X X X X X X X

X
X

On-Target Center Process

XXXXX X XXX X X XX X

Reduce Spread

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Understanding Problems
Large
Off-Target Variation

LSL

USL

LSL

USL

On-Target Center Process

LSL USL

Reduce Spread

LSL = Lower spec limit

The statistical view of a problem

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USL = Upper spec limit

Understanding Problems
Problem : A Question posed for a solution, decision or determination.

A proposition requiring some operation to be performed.

Practical Problem Need Low yield ?

Do
Statistical Problem Need Do Need Do Practical Solution
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Mean off target ?

Statistical Solution

Find / Isolate Variables

Need

Install Auto Controller

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.

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Understanding Problems
Perception Special Cause Common Cause Special Cause Truth Over adjustment/ Common Cause Out of control

In Control

Inaction / Out of control

In Control

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2 Dimensions in Solving Problems

6 sigma tools
Auto controls First/Last off
Common

SPC

SPC
Special

Type of Cause
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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.

COPYRIGHT 2002, VISTEON CORPORATION

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.

COPYRIGHT 2002, VISTEON CORPORATION

D4 - Define and Verify Root Cause and Escape Point

The key word is ROOT CAUSE Need to ask Whys 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)

COPYRIGHT 2002, VISTEON CORPORATION

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.

COPYRIGHT 2002, VISTEON CORPORATION

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

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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

COPYRIGHT 2002, VISTEON CORPORATION

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

COPYRIGHT 2002, VISTEON CORPORATION

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. COPYRIGHT 2002, VISTEON CORPORATION

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.

COPYRIGHT 2002, VISTEON CORPORATION

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

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See the possibilities

TM