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8D Training

8d

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Saurabh Tiwari
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29 views19 pages

8D Training

8d

Uploaded by

Saurabh Tiwari
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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RAJAVIR INDUSTRIES

Structured Problem Solving 8D-Root Cause


Analysis And Corrective Action Implementation

8D Training

Prepared By:- Saurabh Tiwari


Global 8 D Process
Global 8 D Process

 D1 Form a Cross-Functional Team

 Not a team of one!


 A cross functional team.
 Team members should be appropriate to the problem you want to
solve.
 A Team Leader is “assigned to” each corrective action.
Global 8 D Process
Global 8 D Process

 D2 Problem Statement

 Detailed description of why the part is unacceptable.


 If the problem description differs from the customer or supplier
definition, both shall be recorded and identified accordingly.
 Boundary samples? (for visual, sensory defects) – Reference to
customer/
 industry standard?
 Have you answered: What? Where? When? How Much/Many?
Global 8 D Process

 D3 Containment/Interim Corrective Action

 Use your Containment Tools.


 Use 48 hour Response Tool Questions.
 Don’t keep shipping suspect stock unless special authorizations are made
to accept stock in the nonconforming condition via the PCN or ECN
process.
 No verbal confirmation, this communication must be in writing as a P.O.
amendment.
 Can parts be reworked at Creation or at your facility, or do they need to
be replaced?
 Develop a plan to meet immediate production needs.
Containment
 Stop production and look.

 Do you see this problem in your plant?


 Ask the employees if this problem has ever occurred?
 Sample parts, verify your process, check your records and stock.
 Contain all stock.
 Is there danger of shipping contaminated stock?
 Sort backwards from the shipping dock to where the issue occurred.
 Verify that all parts meet the drawing specifications.
 Communicate the results!
 Let us know what you found.
 Help us determine the magnitude of the problem.
 Do we have to make a disclosure to our Customers?
 Use a data driven process.
Containment

 Communication recommends that you have the nonconforming issue


contained within 48 hours from initial notification:

 Recognition of the issue?


 How many parts are in transit that might be non-conforming?
 How many non-conforming parts do you have at your facility?
 Do we have measurement correlation?
 How many total parts at your facility?
 How are non-conforming parts to be identified?
 How are conforming parts identified?
 Discuss next steps.
Global 8 D Process

 D4 Root Cause: Why Made and How Escaped?

 There are at least three root cause levels:


 The specific root cause(s) that resulted in the problem. Why Made?
 The systemic root cause - the design or manufacturing system that
allowed the specific root cause(s) to occur. Why Made?
 The root cause that allowed defect(s) to escape. How Escaped?
 What has changed? (machine, material, method, personnel, supplier,
instructions, shift, gages etc.).
 Have you verified the root cause(s) with data?
 Did you use a data driven process such as 5 Whys?
Fishbone Diagram 5-WHY Analysis
Global 8 D Process

 D5 Permanent Corrective Action

 Did we fix the problem?


 Do we have resources to correct the issue?
 Did we contain parts until the issue was resolved?
 Did we test the fix?
 Does our customer agree with the solution?
 What are short term and long-term changes to permanently fix the issue.
 Updated documentation should include:
 PFD
 Prints, drawings, or sketches
 Inspection data
Global 8 D Process

 D6 Validate if your Corrective Action Works

 Did you test or validate your fix?


 Did you run trial parts through the system?
 Have you used data to test your fix?
 Prove that you have identified the correct root cause(s) and that the
permanent corrective action taken will fix the problem forever.
 Define the validation plan (error proofing, capability study, statistical
analysis, sorting activity, and/or experimentation).
 Establish a clean point by lot number, serial number, date code and date.
Global 8 D Process

 D7 Verify and Monitor Ongoing Corrective Action Effectiveness

 Use your tools. LPA (Layered Process Audit) or internal audits. Is the fix
still in place?
 What have you done to ensure your fix will be used on future production
runs?
 Are procedures being followed?
 Does the system really work, or did we do a great job of window
dressing?
 Include a read across to similar parts and processes.
 Standardize the “fix.”
Global 8 D Process

 D8 Congratulate the Team

 We appreciate your team’s proactive response and communication on this


important issue.
 Thank your team, encourage prevention, and learn from this process.
 Establish a “Lessons Learned” database and close the loop with design
engineering, quality, operations, manufacturing, and supplier
management also include other departments and locations.
No Repeat Issues

 The true metrics of successful corrective actions are no repeat issues and
prevention of similar issues.
 Corrective actions will be assessed on their ability to help us avoid future
problems.
 Corrective actions will be verified by a Quality member or SQE / designated
representative upon next visit / audit at your facility.

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