NCM DB - 8D Problem Solving Training Ver 1.1

7/18/2019 NCM DB - 8D Problem Solving Training Ver 1.1

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Copyright Autoliv Inc., All Rights Reserved

Problem Solving trainingwith 8D for suppliers

Owner: Quality / AHO

Author: F. GermainJuly 2011

This training includes guiding

notes in the notes page


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ALV-FG/Mar2011/8D Problem Solving Training for suppliers ver 1.1 - 2 Copyright Autoliv Inc., All Rights Reserved

Content

Why this training?What is 8D process?

The 8D Problem Solving Process

How to ensure 8D is a living process?

How to behave as a manager during application of 8Dprocess?

What did you learn from this training?


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Why this training?

During this training you will learn:

What is the 8D process and its Disciplines

What activities are carried out during each step

How to behave when involved in 8D problem solving?

How to ensure a living 8D process?


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The 8D Process

Aims at systematically guiding the teams thoughts andactions to solve a problem.

Can be used for any problem great or small

Is especially efficient with problems requiring a Team

effort Is required by Autoliv to solve:

Supplier/ Customer issues,

Improving deviation on [CC]/[SC],

Repeated internal issues

Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8


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8D Problem Solving Process

D1Form a Team

D2Describe the Problem

D3Implement Containment

Actions

D4Identify Root Cause

D5Choose and Implement

Corrective Actions

D6Evaluate Results

D7Prevent Recurrence

D8Congratulate the Team

The 8 Disciplines needed to solve problems using a team


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Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

D1Form a Team

Team creation results from a thinking process to get the bestresult with:

Good Team leader - Who is the best person to lead this team? Does

this person have time to lead the team? The right people in the team - Whose people (skills and ability) are

needed based on the type of problem? (customer / supplier internal

external specialist?)

Recommended team size (from 3 to 7 people)


7/24ALV-FG/Mar2011/8D Problem Solving Training for suppliers ver 1.1 - 7 Copyright Autoliv Inc., All Rights Reserved

Apply Go & See approach to find out evidences

Use Pictures / Sketches of actual / desired condition

Compare OK and NOT OK conditions

Describe it in your view and the customers point of view byanswering the following questions: What is the problem, Where was the problem discovered, When did the

problem occur, Who discovered the problem, Why is it a problem?

How many problems were detected? / How often did the problem occur?

Use method IS / IS NOT to clarify and narrow conditions whenproblems do and dont occur (use Swap method to clarify

conditions)

D2Describe the Problem

Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8



First Reaction to a Problem is toProtect the Customer

Contain the Problem:

From Problem start point To Problem Stop Point (First certified goodshipment to the customer)

Put in Quarantine all potential NOK products / components

Sort products: Where appropriate, with instructions adequate to detect problem

(efficiency statistically validated)

Use sorting results to improve knowledge of the problem

D3Implement Containment

Actions

Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8




Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

Identify the root cause is key because:

Problem will be solved by fixing root-cause(s)

Problem will not re-occuriftrue root cause(s) are corrected

Effective root cause analysis

results in the ability to turn theproblem ON and OFF at will



HOW? 2 tracks for investigation:

Why did the problem occur?

To understand the conditions leading to the failure mode

To evaluate the occurrence

Why was the problem not detected?

To understand what failed in the detection process To determine how to improve detection if occurrence cannot be

corrected


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8



Which method? What type of tool? Go & See: watch & review the process / the condition for default

appearance

Already some evidence to support root cause?

Use 5 WHY method and link to the evidences

Lack of evidence with repeated occurrence?

Use PPS (Practical Problem Solving technique) to reveal conditions asevidence of root cause (Swap; IS, IS NOT; )

Then 5 Why

Lack of evidence and problem is new:

Use Fish Bone diagram (5M) + Brainstorming

Then 5 WHY

Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8




The purpose of D5 is to choose, validate & implementcorrective actions:

Choose correctiveaction to fix root causes identified at D4 to

improve Detection and/or to Prevent occurence

Confirm that corrective action is effective with no negative side effects

Plan actions by assigning responsibles & target date for completion

(PDCA)

Define evaluation criteria to validate corrective action efficiency

D5Choose and Implement

Corrective Actions

Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8


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Check that corrective action implemented is giving theexpected result:

By Go & See and reviewing the actual value on criteria defined in D5

How long time did it take and how many parts did we produce without

seeing the problem?

If the problem re-occurred, was it successfully detected again?

If corrective action is not giving expected result: Problem reoccurred anyway, return to D4 as the true root cause may not be

known

The target is not achieved, but significant improvements were attained;

significant, discuss if the improved level can be accepted; if not return to D4

D6Evaluate Results

Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


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How to ensure no re-occurrence: on similar product / process

at company level or as supply base level

Step 7.1: prevent repeat problem on similar product process

Step 7.2: Ensure sustainable control of corrective actions

=> 8D team is responsible

Step 7.3: prevent future re-occurrence; drive sustainablesystemic changes

Step 7.4: Capture and share knowledge; check systemicchanges are applied

=> Management is responsible


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


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Step 7.1: Look across similar products, machines, Processes

Carry out Read Across:

Share problem with your peer if relevant (Locally Regionally Globally)

Look at similar products, processes or areas (Go & See)

Evaluate if problem likely to occur with same consequences

(Occurrence / Severity); Evaluate if corrective actions are required.

(use Read across matrix )

Implement same corrective actions or customize according to local

situation Review relevant documentation in the identified areas to be updated

(D&PFMEA, Control Plan, SWI, )


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


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Step 7.2 : Ensure sustainable control of correctives actions

Cover all activities to ensure the change will be sustainable in

long term:

Detailed implementation of corrective actions at site level

Creation or modification of relevant documentation (SWI, check list,

SPC, preventive maintenance,)

Risk monitoring on each product / process line

To manage implementation of corrective actions it isrecommended to use a Yokoten matrix at site level / regional /

global level if required


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


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At this step of 8D, the team carried out main actions toprevent recurrence under conditions similar to what wasexperienced

However, this does not necessarily ensure that the problemwill not re-occur

Corrective actions need to be implemented at systemic levelto address root cause

At this stage, involvement of management is mandatory toidentify systemic root causes and provide guidance onnecessary improvements


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


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Step 7.3: Prevent long term recurrence by identifying systemicroot cause(s):

Why was the problem not prevented in the manufacturing phase

Why was the customernot protected from the problem?

Why was the problem not predicted in the planning/development?

Perform a 5 Why analysis until recurrence prevention is reached

(Never re-happenning)

Employ cross-functionnal team with management representatives from

all concerned functions Management representatives will be the owners of the analysis

outcomes


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


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5 Why on systemic root cause analysis

Systemic root cause analysis shall be performed as a

minimum on all Cat A issues

Why not

Prevented?

Occurrence Root Cause

and evidence

Why

Why

Why not

Protected?

Detection Root Cause

and evidence

Problem Statement

Why

Why

Why not

Predicted?

Systemic Root Causeand evidence

Why

Why

Why

Why

Why

Why

Why

Why


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


20/24


Step 7.4: Learn Lesson from problem by fixing the systemic rootcauses

Document Lesson (What did we learn from that problem? What

systemic corrective action is needed) in our core processes anddocuments (Master documents, FMEA, Design Guidelines, Standards

as ...)?

Learn the Lesson by implementing systemic corrective actions

Train your team to the updated standard

Check Lessons are shared and new updated processes and standardsare applied


Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

1 2 3 4 5 6 7 8


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Why?

To reinforce behavior and value of team work

To recognize success

To give a clear sign to the team that process ended and closure is

possible.

=> CONGRATULATE THE TEAM

Describe

the

Problem

Form a

Team Implement

Containment

Actions

Identify

Root

Cause

Choose

Implement

Corrective

Actions

Evaluate

Results

Prevent

Recurrence

Congratulate

the Team

1 2 3 4 5 6 7 8

D8Congratulate the Team


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Key management points to check during 8D process

D1

Form a

Team

D2

Describe the

Problem

D3

Implement

Containment Actions

D4

Identify Root Cause

D5

Choose & Implement

Corrective Actions

D6

Evaluate

Results

D7

Prevent

Recurrence

D8

Congratulate

the Team

How have the teams efforts and results been recognized? Are you ready to close the 8D?

What are the details of the Yokoten plan / Read Accross? Were priorities defined in the

plan? (Quality/Timing/Cost) is the Yokoten plan tracking application of corrective

actions. What are systemic root causes identified and addressed? Did you select most

important topics to be processed for LL? Did you set priorities, allocate ressources &

follow-up implementation?

What is the progress on implementing the C/A plan? Review the data available to

support effectivenesss of corrective action. Would you decide to stop 100% check

based on these Data?

How Was it verified that the Corrective Action (C/A) turns the problem Off? What other

C/As were considered? What criteria is used to conclude that C/A is effective.

Read Why the problem happened from the technical root cause analysis. Check that

the root causes identified allow to turn ON / OFF the problem. Check whether rootcauses were likely at the time problem occurred.

How complete is the containment plan and what are the results to date? Did

containment plan allow to improve Problem knowledge?

Find out how the team leader is and what additional resources they may need.

What progress has been achieved so far versus expected?

In what way is the Problem Statement complete or incomplete? Check for What, When,

Where, How many

What would be considered by the team as success, and how will it be measured.


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How to ensure 8D process is a living process?

Management follow up on 8D process is essential

Autoliv Problem Solving Database is one tool for tracking open 8Ds until closure

Make visible status of 8D on site through 8D Visual Board

Set-up 8D review Board and carry out regular management 8D reviews andtrack progress

Set priorities to the teams when needed

For efficiency reasons 8D process shall meet Target Lead Time

8D Lead Time target is usually defined by the customer

Required Lead Time for 8D in Autoliv is: D1 & 2: hours after problem has been notified

D3 / from 3 to 24 hours max after claim notified D4 / 5 days max after claim issued

D5 / 6: 10 days max after claim issued unless agreed upon differently

D7 & 8: 60 days max after claim issued


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ALV FG/Mar2011/8D Problem Solving Training for suppliers ver 1 1 24 Copyright Autoliv Inc All Rights Reserved

What did you learn from this training?

Can you answer these questions:

What is 8D and its Disciplines

What activities are carried out during each step

How to behave when involved in 8D problem solving?

How to ensure a living 8D process?

Documents

NCM DB - 8D Problem Solving Training Ver 1.1