8DformInstruc

WHO IS EFFECTED BY THE PROBLEM? Date Open: 8D No.:

Company: Initial Response:Customer

Complaint No.:

Address: Target Close Date:

Location: Revision Date(s):

Part No./Code 8D Initiator:

Product Name: 8D Initiator's Spvr:

Actual Close Date:

Champion:

Team Leader:

Team Members:

%

Effective:

Target

Date:

Actual

Date:

Target

Date:

Actual

Date:

Target

Date:

Actual

Date:

Check boxes that apply:

WGCPF-001 page 1 of 9 Rev. 5 18-Nov-03

D7 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE:

Mistake Proofing: How are you going to ensure it can't happen again?

Original: To the dept. Sprv/Mgr. Copy: All initial 8D's and revisions must be sent to appropriate personnel at the location.

If this is a WFC customer related 8D, copy to the Corporate Quality Management Department in Mississauga, Ontario

D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION(S) (ICA):

THE WOODBRIDGE GROUP - 8D Response Report

D1 TEAM MEMBER NAMES/TITLES: D2 PROBLEM STATEMENT/DESCRIPTION (quantify) (one defect per 8D)

D8 TEAM AND INDIVIDUAL RECOGNITION: Recognize the collective efforts of the team.

HOW WILL YOU VALIDATE THE PCA?

HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:

D6 IMPLEMENT AND VALIDATE PERMANENT CORRECTIVE ACTION(S) (PCA):

HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?:

HOW DID YOU VERIFY THE ROOT CAUSE(S)?

% Effective:D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION(S) (PCA):

D4 DEFINE AND VERIFY ROOT CAUSE(S):

HOW DID YOU VERIFY THE EFFECTIVENESS OF THE ICA?

% Contribution:

INTERNAL or EXTERNAL

Control Plan FMEA Flowchart Proc./Work Instr. Add to Internal Audit

Instructions


Company: Initial Response:Customer

Complaint No.:

Address: Target Close Date:

Location: Revision Date(s):

Part No./Code 8D Initiator:

Product Name: 8D Initiator's Spvr:

Actual Close Date:

Champion:

Team Leader:

Team Members:

%

Effective:

Target

Date:

Actual

Date:

Target

Date:

Actual

Date:

Target

Date:

Actual

Date:




Modify the management systems, operating systems, practices and procedures to prevent recurrence of this and all similar problems.

(What is the "Escape Root Cause"? What in your system allowed this problem or any problem from leaving your plant and not getting

detected?). Choose on-going controls, including mistake proofing methodology, such as the use of process or design features to prevent

manufacture of nonconforming product/service. Review control plans, FMEA's, flowcharts, etc. for revisions.

LINK TO PROBLEM SOLVING WORKSHEET - PROBLEM DESCRIPTION

D4 DEFINE AND VERIFY ROOT CAUSE(S):

LINK TO DECISION MAKING WORKSHEET & RISK ANALYSIS

How

effective is

your ICA so

the customer

does not see

the

problem?

How can you make the problem come and go - prove it - test results - document it.



% Contribution:


LINK TO PLANING AND PROBLEM PREVENTION WORKSHEET

% Effective:

Define and implement the best permanent corrective actions. Include the removal of the ICA. Choose on-going controls to ensure the

root cause is eliminated. Once in production, monitor and evaluate the long-term effects and implement contingency actions, if

necessary. This step describes HOW you will do it.

LINK TO PROBLEM SOLVING WORKSHEET - ROOT CAUSE WITH THEORY TESTING

Identify all potential causes (due to a change) which could explain why the problem occurred. Isolate and verify the Root Cause by testing

each potential cause against the problem description and test data (does it explain the IS,IS/NOT'S in D2?). Identify alternative corrective

actions to eliminate root cause.

Through pre-production test programs, quantitatively confirm that the selected corrective actions will resolve the problems for the

customer and will not cause undesirable side effects. Define contingency action, if necessary based on the risk assessments. This step

describes WHAT you will do.



What % of the

problem is caused by

the root cause(s)

(must have 100%

total)

How effective is your

PCA so the problem is

cured not masked?

(must have 100%

total)



HOW WILL YOU VALIDATE THE PCA?

Use validation tools for long term results: Trend - Pareto - Paynter, etc.

D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION(S) (PCA):

HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?:




Note: Develop Action Plan (can use worksheets to help brainstorm)


What are the symptoms that the customer is seeing? Specify the internal/external customer

problems by identifying in quantifiable terms who, what, when, where, why, how, how many (5W2H)

of the problem.

Define and implement containment actions to isolate the problem from any internal/external customer until permanent

corrective action is available. Verify the effectiveness of the action. The ICA is a type of 'Band-Aid' used to protect the

customer until the root cause is determined and the permanent correction can be implemented.






Company: Example Customer Initial Response:

Address: 1234 Somewhere St. Target Close Date:

Location: Mytowne, MI Revision Date(s):

Part No./Code 26003 8D Initiator:

Product Name: Front Seat Back Cushion Supervisor:

Actual Close Date:

Champion: Al Bossman

Team Leader: Joe Smith

Team Members:

%

Effective:

Target

Date:

Actual

Date:

Target

Date:

Actual

Date:

Target

Date:

Actual

Date:








Add pour pattern to FMEA. Statistically monitor cycles/pours to determine when auto vents should be changed

(prior to clog). Add auto vent check to PM program and revised work instruction BRPMW-018


05-Jun-03 05-Jun-03


1. Moved pour head 10 mm from the parting line (was 35 mm) and start in front and end in back. 2. Replaced

auto vent with new one.

30-May-03

1. Change robot pour pattern 2. Change auto vent.

100%HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?:

Monitored 30 pours for splash and checked auto vent after 30th pour for no clogs.

29-May-03HOW WILL YOU VALIDATE THE PCA?

Paynter chart 100% on-line inspection first 3 shipments.

Attribute study from management dock audits on first 3 shipments to Example Customer (np-chart 10 pieces

every hour at end of line).

D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION(S) (PCA): % Effective:

1. 70%

2. 30%


Paynter Chart

Attribute p-chart (0 found) by management audit.

D4 DEFINE AND VERIFY ROOT CAUSE(S): % Contribution:


Can make voids come and go by altering pour pattern without splash and with splash. New auto vents produce

no clogs thus no voids.

Front Seat Back Cushions 26003 have voids.

June returns from Example Customer exceeded 450 TPPM.

Of the 31 pieces returned, 26 pieces were rejected for voids (84% of returns).

TPPM calculation = 31 rejections/35,000 pieces shipped x 1,000,000 = 886 TPPM

Les Shippet, Stan Tistics, Ima

Goodguy


Review all material in-house and at Example Customer. Post "Alert" in plant and communicate

defect to all management personnel. 100% inspection area set up in cell 1 for each shift.

Management audit in warehouse and hand initial each label.

100% 26-May-03 26-May-03

1. Foam splashing on seal. 2. Malfunctioning auto vent: Cleaned after demold, proper air pressure and cycling

is occurring but still malfunctioning by clogging.


Joe Smith

Al Bossman

6/9/2003


5/26/2003

6/10/2003

5/30/03, 6/5/03

5/25/2003 BR-03-001



0

1. Operational

Definition What's wrong with

what? Why?

WHAT Object

Defect

WHERE Seen on object

Seen

geographically

WHEN First seen

When else seen

When seen in

process (life cycle)

HOW BIG How many objects

have the defect?

How many defects

per object?

What is the trend?

Updated By: Update Date: Update #:WGCPF-001 page 4 of 9 Rev. 5 18-Nov-03

PROBLEM DESCRIPTION (D2)

(Type in D2 here)

2. Description

of ProblemIS IS NOT GET INFO ON

0

4. Possible Causes

3a. Differences 3b. Changes Date List Change-How Theories

WHAT Object

0 0

A

Defect

0 0

B

WHERE Seen on object

0 0

C

Seen

geographically

0 0

D

WHEN First seen

0 0

E

When else seen

0 0

F

When seen in

process (life cycle)0 0

G

HOW BIG How many objects

have the defect? 0 0

5. Test causes for probability (+, -, ?) Page 2

Does it explain Is/Is Not fact?

How many defects

per object?0 0

What is the trend?

0 0


6. Steps to verify Root Cause?

(make the problem come and go)

1. Operational Definition What's wrong with what? Why?

PROBLEM SOLVING WORKSHEET (D4)(Type in D2 here) (Type in D2 here)

2. Description

of ProblemIS IS NOT

3. Deductions About Facts and Other Information

0 TESTING POSSIBLE CAUSES (D4 Continued)C

hange-H

ow

Theori

es

0 0 0 0 0 0 0

"IS's" A B C D E F G

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

Comments/

Follow-Up

Items


0

(1) END RESULT:

Y/N Y/N Y/N Y/N

WANTS: flexible limits, subjective, realistic

(3) How

Important

(1-10)INFO

(5) How

Good

(0-10) Score

INFO(5) How

Good

(0-10) Score

INFO(5) How

Good

(0-10) Score

INFO(5) How

Good

(0-10) Score

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0

0

Update Date:WGCPF-001 page 7 of 9 Rev. 5 18-Nov-03

DECISION MAKING WORKSHEET (D3 & D5)

(2) CRITERIA:(4) CHOICES AVAILABLE - (INNOVATE)

A B C D

(5) INFOGIVENS: (mandatory, measurable, realistic) (5) INFO (5) INFO (5) INFO

00 0

Update Rev #:

0Relative MERIT (total score)

Updated By:

0

(6) RISK ANALYSIS: State your risks in "IF…THEN" terms. "If we do this, what might happen, contrary to our interest?"

1st Choice P S 2nd Choice P S 3rd Choice P S

3. UNIVERSAL

Basic Sources of Trouble:

People

Organization

External Influences

Facilities

Equipment

Ideas

Policies

Processes

Materials

Money - Economics

Capacity

Quality

Timing

Personal Influence

"SERIOUSNESS" No. 10 means rejection if "PROBABILITY" is certain (10 x 10). P = Probability (1-10) S = Severity (1-10)

Update Date: Update Rev #:WGCPF-001 page 8 of 9 Rev. 5 18-Nov-03

7. Make the Final Balanced Choice

DECISION MAKING WORKSHEET - RISK ANALYSIS (D3 & D5)

Investigate one choice at a time

1. RISK What characteristics of

this choice may fail to

satisfy the GIVENS?

Updated By:

2. RISK

What features or

characteristics of this

choice compromise or

threaten an important

WANT?

Use the checklist to stimulate ideas.

0

P S

Revised By: Revision #:WGCPF-001 page 9 of 9 Rev. 5 18-Nov-03

Revision Date:

6. PREVENTION ACTIONS 7. PROTECTION ACTIONS 8. CUES (DATE OR EVENT)

PLANNING AND PROBLEM PREVENTION WORKSHEET (D6)1. OBJECTIVE OF THE PLAN (Goal with timing):

9. WHO2. KEY STEPS 3. POTENTIAL PROBLEMS4. PRIORITY

5. POSSIBLE CAUSES

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