FAST RESPONSE

Quality & Industrial Performance version 3

“Going From Reactive to Proactive”

DIRECTION SUPPLIER DEVELOPMENT Global Purchasing and Supply Chain

Reference Doc-Info: 01601_13_00115 Property of PSA GROUPE – Restricted document

PURCHASING DEPARTMENT 01601_13_00115 / 07-12-2016 / DA-DSD

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FAST RESPONSE

Introduction
 PURPOSE:  SCOPE:
• Immediately address quality • Assembly Area
failures • Manufacturing Operations
- External / Internal
• Shipping / Receiving
• Defines the process to be
followed • All Operations
• Defines method of displaying • Other Support Functions
important information as a
visual management tool,
supporting status at a glance.
• Applies discipline in responding  RESPONSIBILITY:
to issues through a systematic
approach. • Ownership
• Operations Manager
• Defines method to provide fast
response to operator • Contingency Plan for All
Situations

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Benefits

• Improves Quality metrics - reduces PPM, warranty costs,

reduces PRR’s and increases customer satisfaction.
• Provides a systematic approach (simple and standard) for Problem Solving
(small and large problems) and communication of Quality issues.
• Ensures the Natural owner is assigned to each issue.
• Supports continuous improvement.
• Strengthens documented implementation of Lessons Learned.
• Prevents repetitive mistakes and reduces waste of resources.
• Engages all stakeholders in an organization.
• Creates a culture in which everyone is a strong problem solver promoting
continuous improvement. Problems are positive opportunities.

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Fast Response is a system which:

• Standardizes reaction to significant External/Internal Quality

failures.
• Instills problem solving discipline through use of a standard
documented format for all problems.
• Promotes communication and a sharing of knowledge through
daily meetings.
• Utilizes a visual method of displaying important information to
drive closure.
• Moves problem identification upstream from the customer to
addressing internal issues sooner.

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FAST RESPONSE

Fast Response Meeting, what are we searching for?

Item Requirement #Criteria Criteria requirement
There is a daily Fast Response (FR) meeting with cross-functional attendees and led by
manufacturing.
Meeting takes into account and address :
FR11 - deviation between production forecast and the quantity produced.
- significant external and internal issues.
Daily leadership - safety issues.
meeting held - Industrial Kpies (e.g. OEE,...)
with cross-
functional, Fast Response Board tracks all major concerns with appropriate timing and exit criteria,
FR12
multilevel follow-up of the action plans, and decision of the managers to escalade
FR1 attendees to
address Exit criterias are statused in coherence with problem solving report format.
significant FR13 Problems are not closed until closure of last step of supplier problem solving report
external and format.
internal Fast Response BOARD is being updated before the meeting in order to :
concerns. - ensure the duration of the meeting .
FR14 - ensure that it will be a communication meeting ( no deep discussion on the problem)
focused on road block point
- Ensure an escalation at the good level of Managers.
All the exit criteria are statused (Red, Yellow, Green), red and yellow items have a planned
FR15
date to go green with next steps.

Criteria of Requirement
11 – page 6-13 14 – page 9
12- page 11-19 15 – page 18
13 – page 15-19 Auditor Hints – page 19-20
Next Requirement

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Problem Identification
In preparation for the Fast Response meeting, at the start of the day,
Departments shall identify their significant concerns from the past 24 hours
which include:
• External Concerns:
– Customer concerns (PRR’s, Liaison Issues, Customer Calls,
Warranty)
– Supplier concerns (Suppliers should be notified in advance when
they are to report out at the meeting).
• Internal Concerns:
– Verification Station Findings
– Layered Process Audit Systemic issues
– Line stops and Teardown issues
– Other internal Quality concerns (Dock Audits, containment activity)
– Error Proof device failures
All the significant quality issues are tracked on Fast Response Board.
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Problem Identification

• Manufacturing Concerns:
– Production schedule vs. quantity produced:
• Significant deviation could affect to shipment to customer

• Health and Safety Concerns:

– All the safety related events:
• Accidents
• Near miss issues
No need to track Manufacturing and H&S related items on Fast Response
board, but need actions and follow up.

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Structure
The meeting is a manufacturing review meeting owned by Manufacturing
and supported by Quality, Engineering, Maintenance, and support staff.
Shall be held daily to review the significant quality concerns gathered by
Departments. Some organizations may choose to hold meetings on each
shift.
It is a communications meeting, not a problem solving meeting.
It should be a 10 - 20 minute stand up meeting held on the shop floor.
Each issue shall be documented on a Practical Problem Solving Report
(PPSR) or equivalent. This form is reviewed at the meeting to provide
structure for the report out and to keep the meeting to its allotted time frame.
• Suppliers are expected to use a standard problem solving form for their
report out for the initial Containment phase, Root Cause and Corrective
Action updates.

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Responsibilities
The Plant Manager or designated manufacturing lead shall:
• Ensure that Fast Response process is maintained and effective.
• Designate a champion & co-champion as the facilitator.
At the Fast Response meeting, site leadership shall:
• Designate a leader (natural owner) for each concern/issue if one
has not been already assigned.
• Ensure proper support from all disciplines through attendance.
• Identify action required and owner for items statused as RED.
• Establish the next report out date for the issue if it is not closed.

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Examples of Fast Response Meeting (Example)

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Responsibilities
New issues shall be updated on the Fast Response board prior to the meeting
by the owner (lead contact in the case of supplier issues).

Owners shall be responsible for assuring all problem solving and exit criteria are
met in a timely manner through:

• Cross-functional team reviews outside the Fast Response meeting.

• Update the Fast Response Board Exit Criteria and status columns.
• Distribute updates to team members or key contacts.

Owner shall report progress to the team during each of these steps:

• Problem Definition, Containment

• Root Cause Analysis (5-Why)
• Short/Long Term Corrective Action
• Validation of Corrective Action and Lessons Learned.

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Problem Solving report out format

Each issue (internal, customer and supplier) shall be documented on a
Practical Problem Solving Report (PPSR) or equivalent. This form is
reviewed at the Fast Response Meeting to provide structure for the report out
and keep the meeting to its allotted time frame.
• Suppliers are expected to use a standard problem solving form for their
report out for the initial Containment phase, Root Cause and Corrective
Action updates.

Define The
Identify The
s3 Root Cause 5-Why (Example)
s1 Problem
Transfer Technical Root
s3 Cause to DRILL DEEP
Contain The (System RC; 3x5 Why)
s2 Problem

Implement Permanent
s4 Corrective Actions

Verify Effectiveness
s5 Of Actions
Identify The
s3
Cause

Institutionalize
s6 Throughout The Organization

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Example of Fast Response Tracking Board (Example)

Board could be a dry erase board, laminated

poster, Excel sheet projected by beamer etc.

Board can be different but must meet INTENT

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Fast Response Tracking Board

To optimize visual management, this form is displayed in the meeting
area (e.g. 4’ x 8’ dry erase board, laminated poster, etc.) (Example)
Points to Review:
Ownership
Exit Criteria ABC Company - Quality Fast Response Tracking Board EXIT CRITERIA
STATUS KEY
Overall Status R
1) Required but not initiated
2) Target Date Missed

Next Report Out Date Target Timing, Status, & Date Green
Y
G
Initiated but not complete
Complete
24 H 7D 14 D 34 D 35 D 40 D N/A Not Applicable

Actual Closed Date

Operator Instructions

Forecasted Closed
Field Rep Ranking

Open > 40 Days=R

Next Report Date

Customer Closed
Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)
Layered Process
Program/Product

STATUS (RYG)
Proof/Detection
Who Answered

Containment -

Standard Work
Date Opened

Implemented

PFMEA / CP
Root Cause
Concern # /
Who Called

OVERALL
Breakpoint
By Owner
Customer

Validated
Identified

Updated
ITEM #

Owner

Audits
Name

Error

Date
date
Issue Description Action Plan / Countermeasure

G G G G G G G Y Y
1/10 PRR Hood Brkt Material Contaminated F. LaFeve 2/21 Need operator approval and training completion Y
1/11 1/18 1/24 1/24 1/25 2/13 2/15 2/20 2/20
1 Amore Mason 312869 24241198 for Work Instructions across shifts 2/19 25-Jan
Internal Radio Spt.
G G G G G G G
1/15 CAR 08- Brkt Burrs B. Adams CLOSED NA NA G
1/15 2/16 2/10 2/20 2/10 2/17 2/20
2 Sykes Jones 626 15891477 2/24 21-Feb 18-Feb
Hinge
G G G R G R R R
1/21 PRR Assy Parts mislocated on assembly McIntosh 2/22 N/A PLL Program Logic for Error Prevention device R
1/22 1/26 2/1 2/17 2/21 2/17 2/21 2/24
3 Kurtz Arnold 313123 21119878 to reprogrammed by 2/21. J. Busch - M.E. 3/2
FORD Seat Brkt
G G G G Y Y Y Y Y
1/22 NCR MNOP- Mixed Parts J. McGrath 2/22 Need to confirm LPA results and Process Y
1/22 1/24 1/27 1/27 2/21 2/20 2/20 2/20 2/21
4 Ferrer Stelzer 4219 13456-AF Documents updated. LL System input. 3/3 2-Feb
Internal Hinge
Paint dots found on loose & mis- G G G G R G G
LPA not Validated on 3rd shift. - J. Biden to
2/3 CAR 08- Assy J. McGrath 2/23 N/A NA R
built parts 2/4 2/7 2/8 2/8 2/23 2/28 2/8
5 Dowdall Mehall 632 21119878 confirm Cor. Act. By 2/22 3/15
Need Corp. Office approval on P.O. to obtain
G G Y Y Y Y Y Y Y
2/14 PRR ICS Supt. Loose 7mm bolt on front cover B. Adams 2/21 vendor intallation of Torque Monitor Upgrade. Y
2/15 2/7 2/21 2/21 3/14 3/12 3/13 3/14 3/14
6 Singh Patel 313517 99923889 Bob D. to obtain authorization. 3/26

For Red or Yellow Status – Include Target Date expected to go Green

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Exit Criteria, Statusing

Exit criteria shall be established Typical Exit Criteria

for each key step in the problem
solving process (Core 6 - Steps). EXIT CRITERIA
Target Timing, Status, & Date Green
24 H 7D 14 D 34 D 35 D 40 D
In addition, key items to include in

Containment - Breakpoint

Layered Process Audits

Standard Work Operator

PFMEA / CP Updated
Root Cause Identified

Error Proof/Detection
identifying opportunities for

Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)
Implemented

Instructions
validation of corrective action

Validated
through Layered Process Audits
and prevention of recurrence
through error proofing and
Lessons Learned institutionalized G G G G G G G Y Y
shall also be documented. 1/11 1/18 1/24 1/24 1/25 2/13 2/15 2/20 2/20

• Evidence of each criteria should be reviewed by the Owner at the Fast

Response Meeting (Leadership approval to close/green status).

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Exit Criteria, Statusing

EXIT CRITERIA
Timing for each of the exit
criteria shall be established in Guideline
Target Timing, Status, & Date Green
24 H 7D 14 D 34 D 35 D 40 D

Next Report Date By

Operator Instructions
order to properly status each

Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)
Layered Process
Proof/Detection
Containment -

Standard Work
Date Opened

Implemented

PFMEA / CP
Root Cause
Breakpoint

Validated
Identified
item as Red, Yellow, or Green.

Updated
Owner

Audits
Error
The default when a problem is
first opened is Yellow until it’s
timing is exceeded, RED, or G G R R R R R R
1/21 2/22 N/A
Completed, GREEN. 1/22 1/26 2/14 2/14 2/16 3/6 3/7 3/7

In the example above, the date the problem was opened is 1/21.
• Containment was achieved within 24 hours.
• Root Cause was identified within 7 days.
• Corrective action was not implemented within 14 days so it is RED with
the expected date to be GREEN shown as 2/14.
This Red status should show details in a action/status comment column
explaining the next step.

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Exit Criteria, Statusing

R Target Date Missed

EXIT CRITERIA Y ON TARGET

Target Timing, Status, & Date Green G Complete

24 H 7D 14 D 34 D 35 D 40 D N/A Not Applicable

Forecasted Closed date

Layered Process Audits

Customer Closed Date

PFMEA / CP Updated
Root Cause Identified

Error Proof/Detection

Standard Work Operator

OVERALL STATUS
Actual Closed Date
Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)

Open > 40 Days=R

Containment -

Implemented
Breakpoint

Instructions
Validated

(RYG)
Action Plan / Countermeasure

G G R R R R R R
N/A R
1/22 1/26 2/14 2/14 2/16 3/6 3/7 3/7 PLL Program Logic for Error Prevention device to
reprogrammed by 2/14. J. Busch - M.E. 2/21

Overall Status = R, Y, or G
Worst Condition of any single Item at the left

Forecast Closed Date should be 30 days as a target. The maximum should be

40 days.

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FAST RESPONSE

FAST RESPONSE PROCESS KEY STEPS

Departments gather significant issues from the past 24 hours.

Daily Fast Response Meeting assigns owner to each issue.

Outside the meeting the owner utilizes the Problem Solving
process to correct and prevent recurrence.

Issues are tracked on the Fast Response Tracking

Board. Owners are required to give periodic updates at
Fast Response meeting.

Owner responsible for completion of all exit criteria

including Lessons Learned. Results of Problem Solving
process communicated. Fast Response Tracking Board
indicates exit criteria is green.

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Auditor hints
Attend on FR meeting. Observe:
- lead by manufacturing with cross -functional attendees,
- how leader controls the FR meeting (keep timing max 10-20 minutes, focus
on subject, not going to the details...),
- participants feel “comfortable”, see that is not a one time event for the audit,
- environment is suitable (everyone can hear and see the meeting),
- how issues reported out,
- Problem Solving report format is used for report out and document the
status of the issue.

Global Purchasing and Supply Chain

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Auditor hints

Prior to the audit check the last customer complaints focusing to the open ones.
Prior to the FR meeting ask if there are any significant internal issues.
Check the board if it contains above described external and internal issues.
Follow an issue from FR Tracking Board through the exit criteria confirming
actions are in place & all the relevant documents have been updated.
Check few statuses if they are rated well based on their timing, judge few N/A
items.

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Tracking of issues, what are we searching for?

Item Requirement #Criteria Criteria requirement

Escalation process is put in place with internal issues. Its defined in order to ensure that
FR21
problems are quickly communicated to people who can have an action.

Escalation
Process with Escalation process is put in place with external issues. Its defined in order to ensure that
FR2 FR22
appropriate problems are quickly communicated to people who can have an action.
timing and exit
criteria. FR23 Decision rules, responsibilities and actions (Who, What, When, Where) are clearly defined.

A method of communicating problems to all Key Stake holders is defined.

If information can affect the next shifts, it have to be passed across and documented.
FR24
The manufacturing leadership has to review the shift book or equivalent at the start of shift,
to verify proper containment or if corrective actions are done.

Criteria of Requirement
1 – page 22-28
2 – page 29-31
3 – page 32
4 – page 33-37 Global Purchasing and Supply Chain
Auditor Hints – page 38 Prev. Requirement Next Requirement

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FAST RESPONSE

Fast Response to operator’s concerns

An Andon system or similar in place to support operators in case of any concerns
in order to avoid that they try to solve the concerns by themself creating a
significant issue, such as:
• Safety issue,
• Quality decision (e.g.: judge a non-conformance as OK),
• Unauthorized rework/repair,
• Deviation from standard work, create a new failure mode, etc.
Based on complexity of the line different solutions are acceptable, important that
fast communication is ensured and operator is never alone with concern
identified.

Global Purchasing and Supply Chain

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FAST RESPONSE

Fast Response to Operator

Team Member Help Call: Assistance Requested

Unique Zone Melody Plays ENT STV   T R I M 3   BL K EXT

-- 1 2 3 4 5
3 FA 1 2 3 4 5 C
R
RS Q## VS CON
U
N GOAL ACTUAL TREND QUALITY D. TIME EXT
STOP
20 0 13 1 __ + 2 10 0 % __ 2 _ 5
Help!
Team Member
Pulls Andon Cord

Problem

Team Leader
Responding

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FAST RESPONSE

Fast Response to Operator: Purpose

• To empower operations to prevent the occurrence or passing of
defects to the next process and call for assistance when behind in
work sequence or experiencing problems;
• prioritize and initiate the problem solving process;
• drive management and support groups to go and see the problems
on the floor and take action and communicate operational
information.

Global Purchasing and Supply Chain

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FAST RESPONSE

Fast Response to Operator: Roles and Responsibilities

Role of the Team Member

 Follow Standardized Work.
 Actively watch for out-of-standard situations.
 If an abnormality or defect is discovered that
cannot be immediately corrected, pull the
Andon cord (or call for support using other
resource like radio, flag, etc), and continue with
the rest of the cycle until support arrives.
 Support Team Leader with problem solving and
repair as required.

Global Purchasing and Supply Chain

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FAST RESPONSE

Fast Response to Operator: Roles and Responsibilities

Role of Team Leader
 Attend the call from team member (ex.: hears the andon
melody and looks at the Andon board for more
information).
 Goes immediately to the area of the call to investigate
and support.
 Hears a description of the problem and takes
responsibility for the problem
 Begins immediate correction of the problem.
 Begins problem solving with the support of the Team
Member (and resets the andon system by pulling the cord
when he has determined a correction can be made).
 Calls the Group Leader for support if the problem cannot
be solved quickly.

Global Purchasing and Supply Chain

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FAST RESPONSE

Fast Response to Operator: Roles and Responsibilities

Role of Group Leader

 Support the Team Leader if he is not able to correct the
problem, and get the line running as soon as possible.
 Call for additional support as needed (e.g. maintenance,
quality, manufacturing engineering, etc.)
 Work with the Team Leader to make sure the root cause
is identified and countermeasures implemented.
 Monitor downtime, identify problem areas and work with
all available resources to eliminate problems.

Global Purchasing and Supply Chain

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FAST RESPONSE

Fast Response to Operator: Roles and Responsibilities

Needs help
Team Member Call Support

Team Leader Support

Decision

Group
Leader Support
Decision

Mgr Support
Decision

The diagram shows the span of support within the organization. The significance of the inverted
triangle is that the Team Member is at the top, supported by the entire organization underneath.
When the Team Member needs help, he calls for support, and support comes from the Team
Leader. For complicated problems, the Team Leader calls for support from the Group Leader,
and so on down the span of support.

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 CONTROL OF NONCONFORMING PRODUCT
Communication WHEN DO YOU CALL THE
CUSTOMER?
A potential external issue exists when you are not confident all product is contained
as evidenced by:
• The containment worksheet shows that the potential quantity exceeds the
quantity found.
• The oldest material in-house contains product which exhibits the non-
conformance.
29
• Intermittent problem with no clear starting point.

If Yes to any statement above…CALL!

Who to Contact :
– Assembly Plants
– Service Parts (SPO)
– Tiered Suppliers as required

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 CONTROL OF NONCONFORMING PRODUCT
Communication
Contact External Needs to be a “live” conversation – no voice or email.
Customer A phone list for contacts is established.
Establish conference calls when required by customer.

» A supplier executive acts as lead and

single point for communication.
» All stakeholders including Tier suppliers
participate in calls.
GM Contacts (Example)
Initial contact must be made with at least one person at each affected facility.
GM SQ Mgmt Team Name Responsibility E-mail Phone

GM EngineerTeam Name Responsibility E-mail Phone

GMT 560 (Flint)

Department Name Responsibity & shift E-mail PHONE

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 CONTROL OF NONCONFORMING PRODUCT
Communication
Initiate at customer locations with appropriate sort instructions.
A Customer should be informed of the following items:

Develop & implement • Certification method.

containment • Description and picture(s) of the marked parts.
and certification plans • Description and picture(s) of any marked or added labels.

Begin shipping Identify parts/labels.

certified stock Begin to ship certified stock.
Notify customer of breakpoints.
CERTIFIED STOCK SHIPMENTS (Example)
Assembly Ship Arrival Tracking Assembly Ship Arrival Tracking
Carrier Quantity Carrier Quantity
Plant Date Time Date Time number Plant Date Time Date Time number

Arlington Silao

Flint 880 Toluca

Pontiac Mishawaka

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FAST RESPONSE

(Example)

Manufacturing
Team Member

Team Member
Group Leader
Maintenance

Quality Team
Team Leader

Engineering
Production

Production

Production

Member
Tasks - Escalation Process
Follow Standardized Work     
Actively watch out-of-standard situations      
If an abnormality or defect is discovered that cannot be immediately corrected,
call for support, and continue with the rest of the cycle until support arrives  
Support Team Leader (TL) with problem solving     
TL hears description of problem and takes responsibility for the problem 
TL begins immediate correction of the problem 
TL releases the andon when he has determined a correction can be made. TL
begins problem solving with support of TM 
TL calls for support to Group Leader if problem cannot be solved quickly 
Support TL if he is not able to countermeasure the problem, and get the line
running as soon as possible    
Call additional support as needed (i.e. maintenance, quality, engineering,…) 
Work with TL to make sure root cause is identifed and countermeasures
implemented    
Monitor downtime, identify problem areas and work with all available resources to
eliminate problems   

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 CONTROL OF NONCONFORMING PRODUCT
Communication
• The organization’s containment process shall include a Quality Alert notification system to communicate the
problem. Quality Alerts shall:

– Be posted and promptly communicated to all stakeholders.

 Internal Departments, Operators
 Tiered suppliers or vendors
 Customers
– Be used for internal or external issues (at least for FR items).

• The Quality organization is responsible to issue, post and remove the quality alert.

• Andon systems should be used on shop floor to alert organization when error occur.

NOTE: The Quality Alert should only be removed after corrective action has been validated and the work instructions
have been updated if appropriate .

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 CONTROL OF NONCONFORMING PRODUCT
Communication (Example)
Quality Alert
• A quality alert shall:
– Establish the tasks, time line
and communications
necessary to ensure customer
requirements are met.
– Define the problem, the
standard, and the deviation to
the standard
• Should include pictures or
samples explaining the deviation
• Should document operator review
and understanding by signing the
document.
• Should inform when remove the
posting (removal date)

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 CONTROL OF NONCONFORMING PRODUCT
Communication

Andon Sytem Phone Calls Quality Alert

 Andon System may  Cell Phone may be  Use Quality Alert document to
be used to used for communicate the issue till
Communication communication . solve the problem and update
when error is all documentation (SOS &
produced/identified JES, C.P, PFMEA).
in the station  Quality Alert should be simple
and clear

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FAST RESPONSE

Information flow between shifts

• Assure an open communication channel between all shifts;
• Avoid potential miscommunication between shifts related to issues
faced by other shifts;
• Drive management and support groups in problem solving
activities.

Global Purchasing and Supply Chain

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FAST RESPONSE

Information flow between shift

All the significant issues which happened during the shift are documented in shift
book or similar. Issues such as:
• Error Proof verification failure,
• Line stop,
• Containment initiated,
• By-pass process, etc.
If there is more than one shift, all the information which can be affected to next
shift is passed over via face to face discussion of shift leaders.
Shift book is used for root cause analysis:
• Reactive: to check ‘what went wrong’ in the process when NOK pieces
were produced, helps to define break point.
• Proactive: on daily base manufacturing leadership has to verify actions
implemented related to issues, if needed initiate further escalation.

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FAST RESPONSE

Auditor hints

Ask operators how they can escalate their issues.

Andon system or similar in place, if applicable.
Test andon's function and response to request (Light Boards, lamps, or audio
signals work, support arrives soon).
Participate at shift change, check shift book and information shared.
Review FR board and check if open issues has quality alert posted
Check Quality Alert is clear , understood by team , and posted in stations
needed (Operation , Quality )
Customer and tier supplier contact list are available

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FAST RESPONSE

Fast Response in Production, what are we searching for?

Item Requirement #Criteria Criteria requirement

Standard process used across the plant for internal (at the workstation, maintenance,
logistics), customers and suppliers issues.
FR31 Actions are defined and recorded with responsibility and target closing date. Exit criteria
A defined
represent the core 6 Steps of problem solving (1. Define 2. Contain 3. Root cause 4. Correct
process for
5. Validate 6. Institutionalize).
Problem
Solving is in Tools for identifying root causes (non-detection and occurrence) are systematically applied
place. It FR32
FR3 (5 why to correct systemic issues, Fishbone Diagram etc.).
includes a
In case of reoccurence and critical issues, analysis is performed to understand why PFMEA
standard for
FR33 did not predict the failure.
documenting
A PFMEA review is required again.
the tools used
for root cause Standard form or database is used to document Lessons Learned. A process is defined to
FR34
identification. deal with the lessons learned.
Some analysis forms posted close the lines in the workshop exist (e.g. : QRQC line, 5 why
FR35
analysis with paper board report…).

Criteria of Requirement
1 – page 40-66 Auditor Hints – page 72
2- page 43-60
3 – page 56-61
4 – page 67-70 Global Purchasing and Supply Chain
4 – page 71 Prev. Requirement Next Requirement

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FAST RESPONSE

Problem Solving

Organizations shall have a defined process for Problem Solving including a

standard for documenting tools used for root cause identification and elimination.

WHAT IS A PROBLEM?
• It is the GAP between the current situation and customer
satisfaction.

• Defined As a Discrepancy Between an Existing Standard or

Expectation and the Actual Situation.

Standard
Discrepancy

LEVEL Actual
TIME

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FAST RESPONSE

Problem Solving

 Problems Are the Seeds for Improvement!

 Problems Are Positive Opportunities!

 If There Are No Problems Then Something Is Wrong!

Growing

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FUNDAMENTAL PRINCIPLES OF PROBLEM SOLVING
Problem Solving

Set aside pre-conceived ideas.

Don’t respond to problems without data.
Break the problem down.
See abnormal occurrence and Point of Cause first hand.
Delay cause analysis until you have a thorough grasp of what is actually
happening.
What is the standard? What is happening compared to what should be
happening?
Establish Cause/Effect relationships.
Continue asking “Why”? until you can prevent reoccurrence of the
problem by addressing its root cause.

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 FAST RESPONSE

Problem Solving

Definition:
• A structured process that
identifies, analyzes, and
eliminates the discrepancy
between the current situation and
an existing standard or
expectation, and prevents
recurrence of the root cause.
P
• Cross-functional team approach
is applied.

D
C
A

PURCHASING DEPARTMENT 01601_13_00115 / 07-12-2016 / DA-DSD 43

Who Does the Problem Solving?
Problem Solving

Everyone
Stability As more people
are involved,
more problems
are solved which
People creates a more
stable
environment. As
the environment
becomes more
stable, more
people can be
involved in
problem solving.
Involvement
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 FAST RESPONSE

Problem Solving

Step 1- THE PROBLEM

Problem Description (Initial Problem Perception)
• State the Problem That Is Occurring
Problem Description
(Initial problem Perception)

A large, vague description of

what you think the problem is.

Grasp
the
Situation

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FAST RESPONSE

Problem Solving

Step 1- THE PROBLEM

Problem Definition - Specifically Define the Situation (break down the problem)
• The Standard (what should be happening?) Problem Description
(Initial problem Perception)
• The Deviation (what is happening?)
• The Time (how long?) Problem Definition

• The Frequency (how many?)

Grasp
the
Situation

Global Purchasing and Supply Chain

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FAST RESPONSE

Problem Solving

Step 2-CONTAIN THE PROBLEM

• Go-See; Point of Cause.
• Where Is the problem happening?
Problem Description
(Initial problem Perception)

Problem Definition

Containment
Locate Point
of Cause
PoC

Process 3 Is the Point of Cause!

Global Purchasing and Supply Chain

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FAST RESPONSE

Problem Solving

Step 2-CONTAIN THE PROBLEM

Once the Point of Cause is determined, the team needs to apply the non-
conforming procedure to determine:
• The best method to contain the defect.
• How long has this been happening?
– Review data for last known good part for the specific characteristic
in question.
– Engage operators regarding changes or abnormal conditions and
timing.
– Initiate a containment work sheet and establish a potential
quantity to verify all material in question Is captured for that time
frame.
• Determine whether other areas or customers are impacted by the
problem and to what extent.

Global Purchasing and Supply Chain

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FAST RESPONSE

Problem Solving

Step 3 – IDENTIFY THE ROOT

CAUSE (Example)
There are several tools
available to problem
solve and get to the root Cause Effect

cause. Their use is

dependent upon the
complexity of the
process, the type of
failure mode, Fit,
Function, or Finish, and
the system used to
measure the specific
characteristic that failed
which will be attribute or
variable data.
Global Purchasing and Supply Chain

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FAST RESPONSE

Problem Solving

Step 3 – IDENTIFY THE ROOT (Example)

CAUSE
As an initial root cause
step, the 7 diamond
process can be used as
an immediate reaction to
internal Quality issues.
The first 4 steps are
used to quickly
determine if an out of 7
standard condition
(special cause) exists.
This will prevent
excessive use of the
statistical problem
solving techniques.

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FAST RESPONSE

Problem Solving

Step 3 – IDENTIFY THE ROOT

CAUSE
Diamonds 1 – 4 are Used to determine if production is running
manufacturing process to design intent.
• Diamonds 1-4 evaluate the stability of the process.

• Once a problem has been identified, the automatic response should be

to immediately perform diamonds 1-4.
• Initial investigation is done where the defect was found.
• If investigation determines the cause of the problem is upstream, then
investigation should be conducted at the upstream source as well.

• Statistical Engineering occurs when the manufacturing process does

meet design intent and the problem still exists.

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FAST RESPONSE

Problem Solving
1 Correct Process (Example)

Manufacturing Correct Can any of these cause the problem?

Corrects Process?
• Is the correct Standardized Work posted?
• Is Standardized Work being followed?
• Are build documents being adhered to (if applicable)?
Manufacturing Correct • Are gaging requirements / frequencies being adhered
2 Tool?
to?
• Is the job being done the same on all shifts?
• Does the operator understand what the product
standards are?
Manufacturing
3
Correct • Is it the regular operator? Has there been a lot of
Part?
turnover on the job?
• Has the operator been properly trained?
• Are the visual aids current?
Quality Sys /
• Does the operator understand the quality outcomes of
SQ / Supplier Parts her/his job?
4 Quality?
• Does the operator know how to communicate when
he/she has a problem?
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FAST RESPONSE

Problem Solving
2 Correct Tool (Example)
Manufacturing
1
Correct
Process?
Can any of these cause the problem?
• Are the correct tools & fixtures being used?
(all shifts)
• Are the tools set to the specified requirements?
Manufacturing
Corrects
Correct
Tool? • Are they properly calibrated?
• Are both shifts using the same tool?
• Are the tools worn?
• Do the tools & fixtures have mutilation protection?
Manufacturing
3
Correct • Has the workstation been error proofed?
Part?
• Have the tools or error proofing been bypassed?
• Does the workstation layout allow the operator
to work effectively?
Quality Sys / Parts
• Has the Preventive Maintenance been done?
SQ / Supplier
4
Quality? (check log)
• Are tools functioning correctly?
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FAST RESPONSE

Problem Solving
3 Correct Part (Example)

Manufacturing Correct Can any of these cause the problem?

1 Process?

• Is the part’s routing current?

• Are the correct parts being used?
Manufacturing Correct
• Are parts stocked in the correct location?
2 Tool?
• Do the part numbers on the boxes agree with
their location?
• Is error proofing needed?
Manufacturing
Corrects
Correct • Is existing error proofing device working correctly?
Part?

Quality Sys /
SQ / Supplier Parts
4 Quality?

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FAST RESPONSE

Problem Solving
4 Part Quality (Example)

Manufacturing Correct Quality Systems is responsible for determining if parts

1 Process?
have changed and overall part quality:

Supplier Data
CMM Checks
Manufacturing
2
Correct Fixture Checks
Tool?
Visual Part to Part
Visual Lot to Lot

If part’s quality (out of specification) is determined to

Manufacturing
3
Correct
Part?
be the problem’s root cause, then Quality Systems
will notify manufacturing and/or the supplier that there
is a problem and work with manufacturing and/or the
supplier to validate the corrections.

Quality Sys / Parts

SQ / Supplier Quality?

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FAST RESPONSE (31 +32)

Problem Solving

Step 3 – IDENTIFY THE ROOT

CAUSE
For each NO response in Diamonds 1-4, a 5-Why analysis is
performed.
When a cause is found, ask why until you find the real root cause (5
Why’s)

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FAST RESPONSE - FIVE WHY PROBLEM SOLVING TOOL
Problem Solving
Step 3 – IDENTIFY THE ROOT
CAUSE
Why did the robot stop?
 A fuse in the robot has blown Cause
Investigation
Why is the fuse blown?
 Circuits overloaded
Why did the circuit overload?
 The bearings have damaged one another and locked up
Why have the bearings damaged one another?
 There was insufficient lubrication in the bearings
Why was there insufficient lubrication in the bearings?
 The oil pump on the robot is not circulating sufficient oil.
Why is the pump not circulating sufficient oil?
 Pump intake is clogged with metal shavings.
Why is the intake clogged with metal shavings?
 No filter on the pump intake.
Why was there no filter on the pump intake?
The pump was not designed with a filter.

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Problem Solving

Step 3 – IDENTIFY THE ROOT Problem Description

CAUSE (Initial problem Perception)
• 5 Whys is a very good tool to get to the root cause of a
problem.
• Our first conclusion when we tackle a problem is usually the Problem Definition

direct cause, what is directly responsible for the problem.

• The direct cause can be the result of another cause, and so Locate Point of
on. Cause

• If we understand this chain, then we can find the root cause PoC

and eliminate the problem.

• Continue asking why until the root cause is found ! Direct Cause
Why?
Why?Why?Why? Why?
Cause

Why? Cause Why? Cause

Investigation
Why?
Why? Cause
Why?

Root
Cause

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FAST RESPONSE

Practical Problem Solving Form (Step1-3) (Example)

Identify (Example)
The
s3
Root Cause 5-Why

Define The Transfer Technical Root

s1 s3 Cause to DRILL DEEP
Problem
(System RC; 3x5 Why)

Contain The
s2
Problem
1-4

Identify The
s3
Cause
If Each
YES to
NOD1-4
response
Questions
to
Proceed
D1-4to
Questions
Cause Effect
Requires
Brainstorming
a 5-Why path

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 FAST RESPONSE (31+32)

Drill Deep Analysis/Worksheet (Example)

5 Whys – After the technical root
Revision Date: Original Final
Name and Title: Phone: RPN
Supplier Team Lead: Severity
Provide a complete member list with contact information on Contact List Worksheet Occurance
GM SQE: Detection

Supplier Duns: Supplier Name and Location:

Supplier is Tier 1 to GM cause is found, determine WHY
the System failed. Ask “WHY”
Issue Category: PRR PRTS CDP Issue Number:
Other , Specify :

Failure Mode:

Effects of Failure Mode:

Cause of Failure Mode: Point of Manufacture Tier 1 until actual root cause for each is
Why did the Manufacturing System
not prevent this
M1
Drill Deep

Cause of Failure Mode

Corrective Action Verification Owner Due Date
determined.
Failure Mode
M2

****************
**************** M3
**
Prevent
Prevent – Why did the
****************
**************** M4
** Manufacturing System -
Error Proofing &
****************
Standardized Work
**************** M5
**

Quality Assurance
Why did the Quality System not
M-RC

Q1
manufacturing process not
Protect GM from this
Failure Mode
Q2 prevent the defect?
****************
**************** Q3
** Protect
****************
****************
Quality System - Q4
**
Error Detection &

Protect – Why did the Quality

****************
Containment
**************** Q5
**

Q-RC
Quality Control
Why did the Planning System not
Predict this
Failure Mode
P1

P2
process not protect the customer
****************
****************
** Predict
****************
P3 (GM) from the defect?
****************
Planning System - P4
** informational content
****************
in all documentation
**************** P5
**

Quality Planning
P-RC

A
Predict – Why did the planning
What are the key findings based on
this quality issue?

****************
B
process not predict the failure?
**************** C
**

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FAST RESPONSE

Problem Solving
Problem Description
Step 4 – IMPLEMENT CORRECTIVE ACTION (Initial problem Perception)

• Brainstorm possible solutions and

Problem Definition
select the most effective, efficient
and cost effective solution.
Locate Point of
Cause
• Determine if a trial run is needed PoC

to confirm and test the proposed

solution to verify it is effective and Direct Cause
Why?
has no other adverse effects. Cause
Why?

Cause
• Determine the steps and actions
Why?

Why?
needed to implement and timing. Cause
Why?

• Identify the breakpoint of Root

Cause
implementing to all key stake
holders. Countermeasure

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 FAST RESPONSE

Problem Solving Problem Description

(Initial problem Perception)

Step 5 – VERIFY EFFECTIVENESS OF ACTIONS

Follow Up and Check Problem Definition

• Implement Layered Process Audits to verify that

changes to the system are being performed Locate Point of
Cause
consistently and working as intended.
PoC
• Verify effectiveness through measurement and
data.
Why?
Direct Cause
• Establish a verification period (duration/date). Cause
Why?
• Determine who will follow up. Cause
Why?

• Create a standardized process or method. Why?

Cause
• Remove excess work from containment. Why?

MARCH Root
Cause
(Example)
Countermeasure

Follow -Up

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FAST RESPONSE Problem Description
(Initial problem Perception)

Problem Solving
Problem Definition
Step 6 - INSTITUTIONALIZE
• Identify similar products and processes which Locate Point of
potentially have or may produce the same failure Cause

mode. PoC

• Add failure mode and corrective action to

Direct Cause
Lessons Learned database. Why?

Cause
Why?
Send a copy of this Problem Solving Report to other
Why? Cause
Departments/Plants with the potential of experiencing
Why?
this problem. Cause

• Implement the solution across the organization. Why?

Root
• Update remaining necessary documentation: Cause

– PFMEA
– Control Plan Countermeasure

– Error Proofing Verification Follow -Up

– Standardized Work
– Operator Instructions Institutionalize

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FAST RESPONSE

Drill Wide Analysis/Worksheet (Example)

Drill Wide - analysis of opportunities of system deficiencies and corrective actions

that encompass all parts, manufacturing processes, and other plant locations.
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FAST RESPONSE

Practical Problem Solving Form (Step 4-6) (Example)

Implement Permanent
s4
Corrective Actions

Verify Effectiveness
s5
Of Actions

Institutionalize
s6
Throughout The Organization

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FAST RESPONSE

Problem Solving
Summary:
 No problem solving means no improvement.
 Encourage problems and solutions.
 Provide the necessary training and resources.
 Have patience.
 Develop problem solvers.
 Managers should have the questions, not the answers.
 Make decisions based on fact, not opinion (Emotion).
 Use teamwork to solve problems.

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Lessons Learned
A Lessons Learned system:

• Establishes a process for capturing information that will support

continual improvement to all operations/processes.

• Prevents repeated mistakes allowing an organization to capitalize on its

successes.

• Applies to all functions and responsibilities, therefore, everyone in the

organization should participate.

All documentation that will support continuous improvement should be entered

into a Lessons Learned system. (e.g. Master PFMEA, Problem Solving, Read
Across)

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FAST RESPONSE

Lessons Learned
Lessons Learned may be identified by anyone.
Examples of activities to Identify Lessons Learned:
• APQP Process
• Layered Process Audits
• Error Proofing Verification Failures
• Problem Solving activity for Internal or external Issues
• Verification Station Findings
• Continuous Improvement Teams
• Risk Reduction-Reverse PFMEA Team Activity
• Suggestion Programs
• Company Business/Quality Operating System Management Reviews
A disciplined approach to problem prevention using Lessons Learned shall be
established. Activities within an organization to prevent future problems or
improve performance that build Lessons Learned may include.
• Drill Wide-Read Across communication and follow up
• APQP Program reviews of Lessons Learned

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Lessons Learned
Lessons Learned shall be documented. Documentation may include:
• Lessons Learned Form
• APQP Checklist
• Master PFMEA
• Computer Form or Website, etc.

Lessons Learned shall be communicated and kept available to all current

and potential users. Communication can be performed by:
• Posting the lessons learned form
• Including on a lessons learned website
• Utilizing a company newspaper or closed circuit TV
• Distribution of pocket cards, etc.

Leadership shall review the Lessons Learned process to assure

Implementation.

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FAST RESPONSE

Lessons Learned (Example)

Global Purchasing and Supply Chain

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FAST RESPONSE

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FAST RESPONSE

Auditor hints
Prior to the audit check last customer complaints focusing to the issues where
root cause found and corrective action implemented.
Verify that problem solving used efficiently, all the core "6 steps" applied,
specially that real main root cause found and action implemented against the
root cause.
If no customer complaint issued verify via an internal or sub-supplier issue.
Check a Drill Deep (5 whys), main systematic root causes found.

Ask people for examples how they are using Lessons Learned system.

Check 6th step of problem solving (Institutionalize) via examples of point FR4.
Check Drill Wide Matrix or 7&8th step of 8D of last customer complaints.

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Problem Solving, what are we searching for?

Item Requirement #Criteria Criteria requirement

Voice of the
customer is AMADEUS system: Follow-up and escalation are in place and managed in accordance
FR41
part of the with FR24 criteria.
strategy of the
plant. FR42 Neologistic and "MLP" are knowned by the supplier.
Customer IT Use of PSA system "SPOT" --> updating of QSB+ annual self-assessment, updating of
systems are FR43 MMOG/LE.
FR4 regularly Updating of certification ISO/TS in IATF systems.
checked in
order to
provide
escalation FR44 MADIG system : Follow-up and escalation are in place and managed
processes

Criteria of Requirement
1 – pages 74
2 – page 74
3 – page 74
4 – page 74
Auditor Hints – page 74 Global Purchasing and Supply Chain
Prev. Requirement Next Requirement

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FAST RESPONSE

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FAST RESPONSE

Fast Response effectiveness, what are we searching for ?

Item Requirement #Criteria Criteria requirement

Measurement of efficiency of action plan (Non nominal issues, escalation, tracking

FRE1
of closure date of action plan) is tracked with FR track board.
Targets are
defined and FRE2 Tracking of customer complaints by causes is managed.
followed to
ensure Follow-up of respect of response deadlines in AMADEUS systems (QAN and QEC) is
FRE FRE3
effectiveness of ensured
fast reaction for
external and In case of situation "Red Bidlist", a specific road map is defined and established, with
internal issues. FRE4
the support of Supplier Corporate if necessary.

FRE5 Costs of poor quality (including indirect costs: sorts,...) are followed.

Criteria of Requirement (to be updated)

1 – page 76-83
2 – page 76-83
3 – page 76-83
4 – page 76-83
5 – page 76-83
Auditor Hints –page 84 Global Purchasing and Supply Chain
Prev. Requirement What goes wrong

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FAST RESPONSE

Performance Metrics (Example)

No lost workday cases

Lost workday cases
occurred

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FAST RESPONSE

Performance Metrics
(Example)
Leadership shall ensure that Fast Response
process is effective and quality status is
displayed.

How do you know the Fast Response process is

working?

Any type of visual management can be used

such as a calendar, trend charts which represent
at minimum monthly data:
• The number of days Red or Yellow
• Number of issues Closed
• Average days open for closed issues

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FAST RESPONSE

Performance Metrics
(Example)

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FAST RESPONSE

Fast Response Performance

How do you know the Fast Response process is working effectively?

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 FAST RESPONSE

Repetitive Issue

ABC Company - Quality Fast Response Tracking Board

EXIT CRITERIA
STATUS KEY
1) Required but not initiated
R
2) Target Date Missed
Y Initiated but not complete
G Complete
Status & Date Green N/A Not Applicable
24hs 7d 14d 34d 35d 40d

OVERALL STATUS
Part & Part Number

Actual Closed Date

Operator Instructions

Forecasted Closed
Repetitive Issue?

Open > 30 Days=R

Corrective Action

Corrective Action
Next Report Date

(Institutionalized)
Lessons Learned
Layered Process
Proof/Detection
Program Name

Containment -

Time to close
Standard Work
Date Opened

Implemented

PFMEA / CP
Root Cause
Breakpoint
By Owner
Customer

Identified

Validated

Updated
ITEM #

Audits
Owner

(RYG)
Error

date
Issue Description Action Plan / Countermeasure

16/04
22/04
23/04 1 - Delay in the root cause identification
Bracket 29/04 Item in CSL
1 4/15/13 Cruze GM Lack of nut Yes Carlos G G G G G G G G G 25-May 25-Jun 70 G
93345678 29/05 2 - Lead time to import a sensor from Japan - 30 days
19/06 Keep item in CSL
20/06
25/06

Column indicating if the

issue is repetitive or new.

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FAST RESPONSE

Performance Metrics

Andon - Report
50

45

40

35

30
Quantity

25

20

15

10

0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

number of pulls number of stops

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PRR reduction activities

Location with a high level of customer complaints (>24 complaints in last 12
months) shall have a special team created to work on complaints.

Expectation against PRR reduction team:

• cross functional team
• identify systematic root causes of issues
• define action plan and regular follow up
• assign champion from the team for each new customer complaint
• implement verification station(s) for all the customer issues and high risk
failure modes

Global Purchasing and Supply Chain

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PRR reduction activities

Example of identify systematic root causes of issues

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Auditor hints

Prior to audit check number of last 12 month PRRs. If higher than 24 (do not
count line accumulation ones) or trend is significantly negative, special PRR
reduction team has to be established.
Check last customer complaints whether due dates kept. If not reasons for
delay, actions need to be addressed.
Check red items percentage, evaluate actions addressed to eliminate
roadblocks.
Evidence of periodical review of average closing time for each exit criteria and
set action plan for any deviation.

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What goes wrong ?

• Fast Response Meeting was started but stopped, because:
• It became a problem solving meeting (too long)
• No daily issues reported (-> weekly -> wind up)
• Issues remained open too long because of no regular feedback
• Practical Problem Solving Form or equivalent is not used
• No clear definition of what is a „significant issue”
• Problem solving in office not at Point of Cause
• Missing whys (Drill Deep) to find main root cause
• Read across (Drill Wide) is not completed
• Lessons Learned database available, but not in use

Prev. Requirement

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