Corrective Action Problem Solving: Carol Kurtz CJ Kurtz & Associates LLC

Corrective Action Problem Solving
Carol Kurtz CJ Kurtz & Associates LLC
CJ Kurtz & Associates LLC
Trainer: Carol Kurtz

American Society for Quality (ASQ)
Certified Quality Engineer Certified Quality Auditor Certified Quality Manager Certified Mechanical Inspector
20+ years of Quality & Manufacturing Experience
Course Objectives
Understand 8D Corrective Action & Problem Process Identify and Use Tools for Each 8D Process Step Understand Vocabulary & Principles Compare to Other Fact Based Problem Solving Methods
Corrective Action
Action to eliminate the cause of a detected nonconformity. Action to protect the customer from receiving or using nonconforming product. Corrective action is taken to prevent recurrence.
Problem Solving
Problem Solving: Typically involves a methodology of clarifying the description of the problem, analyzing causes, identifying alternatives, assessing each alternative, choosing one, implementing it, and evaluating whether the problem was solved or not. 8D, PDCA, DMAIC (du-may-ic)
CJ Kurtz & Associates LLC 5
Corrective Action Origins
The origins of the 8-D system actually goes back many years. The US Government first standardized the system in Mil-Std-1520 Corrective Action and Disposition System for Nonconforming Material Mil-Std-1520 - First released: 1974 Last Revision was C of 1986 Cancelled in 1995
What is 8D?
8D means Eight Disciplines It is a methodology used for solving problems 8D also refers to the form that is used to document the problem and resolution
Also called 8-D Report Corrective Action Report EW8D Report East-West-8D
Why 8D?
8D is a structured approach to solving problems Fact Based
Data Collection & Analysis Verify & Validate History An information database Anticipate future problems Prevent recurrence
Tests progress and results
Documented
8D Corrective Action
D4: D0: Recognize the Problem Identify Potential Causes D5: Choose & Verify Corrective Actions
D1: Establish the Team
Select Likely Causes
D6: Implement & Validate Corrective Actions
D2: Describe the Problem
No
Root Cause?
D7: Prevent Recurrence
Yes
D3: Determine and Implement Containment Actions
Identify Possible Corrective Actions
D8: Congratulate the Team
Six Sigma DMAIC

D1: Team Approach
Define Measure Analyze
D0: Recognize Problem D2: Describe Problem D3: Containment
D4: Define & Verify Root Causes
Improve
D5: Select & Validate Corrective Actions D6: Implement Corrective Actions D7: Prevent Recurrence D8: Congratulate Team
Control
Plan Do Check Act - PDCA

D1: Team Approach Plan: Identify the Problem Analyze The Problem Do: Develop Solutions Implement Solutions Check: Evaluate Results Achieve Desired Results? D4: Define & Verify Root Causes D5: Select & Validate Corrective Actions D6: Implement Corrective Actions D0: Recognize Problem D2: Describe Problem D3: Containment
Act: Standardize Solution
D7: Prevent Recurrence D8: Congratulate Team

Some Vocabulary
Problem Symptom Concern Root Problem Failure Mode
Effect Cause Special Cause Common Cause Root Cause
12
Verification & Validation

Verification and Validation are often not well understood. Verification and Validation work together as a sort of before (Verification) and after (Validation) proof.
provides insurance at a point in time that the action will do what it is intended to do without causing another problem. Predictive. Validation provides measurable evidence over time that the action worked properly.
Verification
Verification & Validation

Step
D3
Process
Verification Validation
Purpose
That the containment action will stop the symptom from reaching the customer. That the containment action has satisfactorily stopped the symptom from reaching the customer according to the same indicator that made it apparent. That the real Root Cause is identified. That the corrective action will eliminate the problem. That the corrective action has eliminated the problem according to the same indicator that made it apparent.
D4 D5 D6
Verification Verification Validation
14
Structure of a Problem
Determining the structure of a problem assists in the selection of the correct tools to use. It may give clues to the nature of the root causes.
15
Gradual change, deteriorating performance over time:
Established Performance
Time
Sudden change, catastrophic change from standard:

Time
16
Expected Performance Actual Performance
(continued)
Start-up, gap between expected and actual performance: Time
Recurring change, comes and goes with unknown causes:

Time
17
Positive change:
(continued)
Time
Sometimes we experience positive changes that need to be investigated so that processes and products may be improved.
18
Classifying Problems
Correctly categorizing and classifying a problem precedes any problem solving effort. Ensures proper methods and tools are selected. If not done, wasted time and effort may occur and wrong solutions may be implemented.
Classifying Problems Type I
Plant Floor Problems
Rapid response is needed Usually have discernable root causes Usually require less data collection and analysis Usually can be solved by local experts Usually gradual or sudden problem structures Special causes Specific problem requiring Problem Analysis 8D methodology applies
20
Classifying Problems Type II
Technical Problems
Permanent corrective actions are needed Usually have difficult to discern root causes Usually require more data collection and analysis Usually require some technical expertise to solve May be any problem structure Special Causes Specific problem requiring Problem Analysis 8D methodology applies
21
Classifying Problems Type III
Process Improvement

Major systemic fixes needed Multiple causes and effects May require data collection and analysis May need systems thinking to solve Usually requires process owners involvement Common cause problem Structures include startup and positive. Others may apply. Broad problems requiring a Situation Analysis Quality Improvement Projects, Continual Improvement Projects or other methodologies apply.
22
Problem Solving Tools

Trend Chart Control Chart Pareto Chart Brainstorm Checksheet Histogram Nominal Group Technique Five Whys Computer Aided Engineering APQP
Situation Analysis Flowchart Failure Analysis Database Decision Analysis Action Plan Root Cause Analysis Cause & Effect Diagram Scatter Diagram Design of Experiments Poka Yoke Preventive Action Matrix
Problem Solving Tools

Tool Trend Chart Pareto Chart Paynter Chart Repeated Why Purpose 8D Step Indicator to track magnitude of D1 D2 D3 D4 D5 D6 symptoms D7 D8 Quantifier to prioritize and subdivide the problems Indicator to monitor and validate the problems D2 D8 D2 D3 D6 D8
Method to move from symptom D2 to problem description Process to find root cause Information Database using Is/Is Not, Differences, D2 D4 D5 D6 Changes Decision Making Action Plan EW8D Method to choose best action from among alternatives Record of assignments, responsibilities and timing Report of problem solving process for management review D3 D5 D1 D2 D3 D4 D5 D6 D7 D8 D1 D2 D3 D4 D5 D6 D7 D8
24
Problem Solving Tools Quiz

Trend Charts Pareto Analysis
RACRoot Cause Analysis Problem Solving Tools
?
Pareto Analysis
?
RACRoot Cause Analysis
?
D0: Recognize the Symptoms
Detect the problem!

Nonconforming Product Out of Control Conditions on Charts Rework Trend Charts What others?
26

Here? Supplier
In Tran sit
Or Here?
Or Here?
Or Here?
Company Receiving / Inventory
In-Process
Inventory / Shipping
In Tran sit
Or Here?
Or Here?
Or Here?
Or Here?
Customer
27
D0: Recognize the Symptoms Trend Chart

A line graph plotting data over time. Use to observe behavior over time Provides a baseline and visual examination of trends No statistical analysis Look for trends and patterns Ask Why? Good for operations/processes where data for control charts is not available
28
D0: Recognize the Symptoms Trend Chart

Average Hours Worked Per Employee (3rd shift) 45 44 43 42 41 40 39 38 37 36 35 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Change shift starting times New entrance opened. Task group established.

Nonconforming Product Out of Control Conditions on Charts Rework Trend Charts What others?
30
D0: Recognize the Symptoms Control Chart

A line graph of a quality characteristic that has been measured over time
Based on sample averages or individual samples Includes statistically determined Control Limits. Requires certain assumptions and interpretation
31
Interpreting Control Charts

Control Charts provide information as to whether a process is being influenced by Chance causes or Special causes. A process is said to be in Statistical Control when all Special causes of variation have been removed and only Common causes remain. This is evidenced on a Control Chart by the absence of points beyond the Control Limits and by the absence of Non-Random Patterns or Trends within the Control Limits. A process in Statistical Control indicates that production is representative of the best the process can achieve with the materials, tools and equipment provided. Further process improvement can only be made by reducing variation due to Common causes, which generally means management taking action to improve the system.
Upper Control Limit Average Lower Control Limit
A. Most points are near the center line. B. A few points are near the control limit. C. No points (or only a rare point) are beyond the Control Limits.

When Special causes of variation are affecting a process and making it unstable and unreliable, the process is said to be Out Of Control. Special causes of variation can be identified and eliminated thus improving the capability of the process and quality of the product. Generally, Special causes can be eliminated by action from someone directly connected with the process. The following are some of the more common Out of Control patterns:
Change To Machine Made
Tool Broke
Tool Wear?
Upper Control Limit

Average Lower Control Limit
33

Points Outside of Limits
Upper Control Limit Average
Lower Control Limit
Trends
A run of 7 intervals up or down is a sign of an out of control trend.
34

Run of 7 ABOVE the Line
A Run of 7 successive points above or below the center line is an out of control condition.
Run of 7 BELOW the line
35

Systematic Variables
Predictable, Repeatable Patterns

Cycles
36

Freaks
Sudden, Unpredictable
Instability
Large Fluctuations, Erratic Up and Down Movements
37

Mixtures
Unusual Number of Points Near Control Limits (Different Machines?)
Sudden Shift in Level
Typically Indicates a Change in the System or Process
38
Stratification
Constant, Small Fluctuations Near the Center of the Chart
39
Control Chart Analysis Reaction

There is a wide range of non-random patterns that require action. When the presence of a special cause is suspected, the following actions should be taken (subject to local instructions).
1. CHECK
Check that all calculations and plots have been accurately completed, including those for control limits and means. When using variable charts, check that the pair (x bar, and R bar) are consistent. When satisfied that the data is accurate, act immediately.
40

2. INVESTIGATE Investigate the process operation to determine the cause. Use tools such as: Brainstorming Cause and Effect Pareto Analysis Your investigation should cover issues such as: The method and tools for measurement The staff involved (to identify any training needs Time series, such as staff changes on particular days of the week Changes in material Machine wear and maintenance Mixed samples from different people or machines Incorrect data, mistakenly or otherwise Changes in the environment (humidity etc.)
41

3.ACT
Decide on appropriate action and implement it. Identify on the control chart The cause of the problem The action taken As far as possible,eliminate the possibility of the special cause happening again.
42

4. CONTINUE MONITORING Plotting should continue against the existing limits The effects of the process intervention should become visible. If not, it should be investigated. Where control chart analysis highlights an improvement in performance, the effect should be researched in order that: Its operation can become integral to the process Its application can be applied to other processes where appropriate Control limits should be recalculated when out of control periods for which special causes have been found have been eliminated from the process. The control limits are recalculated excluding the data plotted for the out of control period. A suitable sample size is also necessary. On completion of the recalculation, you will need to check that all plots lie within the new limits
D0: Recognize the Symptoms Other Indicators

Customer Concerns & Issues Warranty Data Quality Reports Product Quality Planning
44
D1: Establish the Team
Establish a small group of people with the knowledge, time, authority and skill to solve the problem and implement corrective actions. The group selects a team leader.
45
D1: Establish the Team The 8D Team Members

Cross Functional or Multi-Disciplinary Process Owner Technical Expert Others involved in the containment, analysis, correction and prevention of the problem
46
D1: Establish the Team Team Roles

Several roles need to be established for the team. These roles are: Leader, Champion, Record Keeper (Recorder), Participants and (if needed) Facilitator. Leader
Group member who ensures the group performs its duties and responsibilities. Spokesperson, calls meetings, establishes meeting time/duration and sets/directs agenda. Day-to-day authority, responsible for overall coordination and assists the team in setting goals and objectives.
Record Keeper
Writes and publishes minutes.
Participants
Respect each others ideas. Keep an open mind. Be receptive to consensus decision making. Understand assignments and accept them willingly.
47
Champion
Guide, direct, motivate, train, coach, advocate to upper management.
D1: Establish the Team Problem Solver Characteristics
Persistent Intuitive (supported by mechanical aptitude) Logic & discipline Common sense Ability to balance priorities Ownership Inquisitive and willing Creative and open minded Needs proof & facts
D1: Establish the Team Effective Team Characteristics

Leadership Clearly define goals Clearly defined responsibilities Trust & Respect Authority Positive Atmosphere Good two way communication Effective action plan with timing
D1: Establish the Team Management Responsibility

Provide time and resouces Provide mentoring Understand need for change Recognize accomplishments & team process
50
D1: Establish the Team Brainstorming

Generate a great number of possible solutions to a problem Use to avoid conventional or in-the-box thinking Overcome mental blocks, inspire creativity Take advantage of team synergy Ideas from different perspectives
D1: Establish the Team Team Check List

Team Check List
Has a champion accepted responsibility for monitoring the measurables? Have measurables been developed to the extent possible? Have special gaps been identified? Has the common cause versus special cause relationship been identified? Has the team leader been identified? Does the team leader represent the necessary cross-functional expertise? Has team information been communicated internally and externally? Has the team agreed upon the goals, objectives, and process for this problem solving effort? Is a facilitator needed to help keep process on track and gain consensus? Does the team have regular meetings? Does the team keep minutes and assignments in an action plan? Does the team work well together in following the process and objectives?
Yes
No
52
D2: Problem Description
Describe the problem in measurable terms. Specify the internal or external customer problem by describing it in specific terms.
53
D2: Problem Description Problem Statement

Problem statement = Object + concern + quantification Example:
20% of Tuesdays first shift production of end cap #3245A have a to crack at the lower left corner of the strain relief hole.
Remember: A well defined problem is half solved!

D2: Problem Description Five Whys

A technique for stepping through successive layers of symptoms to find the root problem statement. Go to the point of occurrence of the problem (gemba) Begin asking Why? Using a flowchart, track back from symptom to symptom until you find:

The root cause A level where permanent corrective action can be implemented A point where Why? can no longer be answered
55
D2: Problem Description Flowchart

A picture of a process using symbols and arrows to represent sequence of the steps.
Action Step Start or input at the beginning of a process
Document associated with a step such as a form or report
Action Step
Action Step
Yes
Question or Decision?
No
Action Step
Completed process
56
D2: Problem Description Situation Analysis

Tool used to break broad problems into smaller prioritized pieces to attack one at a time. Many problem solving efforts start with large, messy, poorly defined, unforcused issues. This method is detailed in the book The New Rational Manager by Kepner & Tregoe

Pareto Analysis
A Pareto chart offers the following benefits: Focuses on the problems or causes of problems that have the greatest impact Displays the relative significance of problems or problem causes in a simple, quick-to-interpret, visual format Can be used repeatedly to produce continuous improvements
D2: Problem Description Pareto Analysis

Ball Lifting Cause
Bonder Set-up Issues Unetched Glass on Bond Pad Foreign Contam on Bond Pad Excessive Probe Damage Silicon Dust on Bond Pad Corrosion
Frequency
19
Percent (%)
38%
Cum Percent (%)

38%
11
22%
60%
18%
78%
3 2 1
6% 4% 2%
84% 88% 90%
Bond Pad Peel-off

Cratering Resin Bleed-out Others Total
1
1 1 2 50
2%
2% 2% 4% 100%
92%
94% 96% 100% -
59
D2: Problem Description Paynter Chart

This chart is combination of Trend and Pareto charts. Provides information on actions taken and shows effects. Can be modified for Returns, Scrap, Rework, etc.
60
D2: Problem Description Paynter Chart

Number of 3rd shift workers affected
Problems: Traffic jam on Hiway Buses Late Not Enough Parking Bad Weather Road Construction July 90 30 17 9 4 150 Aug Sept 84 4 30 9 16 17 10 20 0 0 140 50 Oct 3 8 8 21 0 40 Nov 0 30 0 9 21 60 Dec Total 90 30 17 9 4 150
% Late Employees 100 90 80 70 60 50 40 30 20 10 0 1 Buses Late
Third Shift
# Late Employees 60 54 48 42 36 30 24 18 12 6 0 3 Not Enough Parking
= Containment Action: Change Shift Starting Time = Corrective Action: Open second gate, change shift starting times back to 'normal'. = Corrective Action: Task Group established.
Average Hours Worked Per Employee (3rd shift) 45 44 43 42 41 40 39 38 37 36 35 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Change shift starting times New entrance opened. Task group established.
2 Bad Weather
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Information Database
A tool for organizing all data about a problem into four categories: What, Where, When, Extent. Used for Problem Analysis Detailed in The New Rational Manager by Kepner/Tregoe
62
D2: Problem Description Information Database

Is
What: What is the object you are having a problem with? What is the problem concern? Where: Where do you see the concern on the object? Be specific in terms of inside to outside, end to end, etc. Where (geographically) can you take me to show me the problem? Where did you first see it? When: When in time did you first notice the problem? Be as specific as you can about the day and time. At what step in the process, life or operating cycle do you first see the problem? Since you first saw it, what have you seen? Be specific about minutes, hours, days, months. Can you plot trends? How Big: How much of each object has the defect?
Is Not
What could be happening but is not? What could be the problem concern, but is not? Where on the object is the problem NOT seen? Does the problem cover the entire object? Where else could you have observed the defective object, but did not? When in time could it have first been observed, buy was not? Where else in the process, life or operating cycle might you have observed the problem, but did not? What other times could you have observed it but did not? How many objects could be defective, but aren't?
What is the trend? Has it leveled off? Has it gone away? Is What other trends could have been observed, but were it getting worse? not? How many objects have the defect? How many defects do you see on each object? How big is the defect in terms of people, time, $ and/or other resources? What percent is the defect in relation to the problem? How many objects could have had the defect, but didn't? How many defects per object could be there, but are not? How big could the defect be, but is not?
63

Checksheet
Checksheets are simple and effective method of gathering information on the job. Ensures consistency of data collected. Simplifies data collection and analysis. Highlights trends. Spots problems.
64

Checksheet
Part Number 621532-B Date 12-16-04
Part Defect Checksheet
Defect Nicks
1st Shift
2nd Shift
3rd Shift
Totals
22 1 8 31
14 0 4 18
5 0 0 5
41 1 12 54
65
Missing holes
Missing screws
Totals

Histogram
Chart using bars of varying height to show frequency distribution of some characteristic. Use for problem recognition, problem definition, data analysis, and validation of corrective actions. Visually evaluate spread, centering, capability.
D2: Problem Description Histogram

23mm OD Histogram P/N 543612 on Machine 6
6 5
Frequency
4 3 2 1 0 Frequency
19
21
23
25
27
Outside Diameter
or e
67
D3: Containment
Define and implement those intermediate actions that will protect the customer from the problem until permanent corrective action is implemented. Verify with data the effectiveness of these actions.
68
D3: Containment Contain Symptom Flow

Immediate Containment with Current Information and Problem Description
Choose Verify Before Implement Certify parts and Confirm Customer Dissatisfaction No Longer Exists Should an existing check (control) have caught the defect? Validate After Implementation
Stop Defect at Each Point in the Process Back to the Source
Determine Escape Point
Validate that Action Taken is Fully Effective
69
D3: Containment Objectives

The objective of this step is to isolate the effects of the problem by implementing containment actions. Once a problem has been described, immediate actions are to be taken to isolate the problem from the customer. In many cases the customer must be notified of the problem. These actions are typically Band-aid fixes. Common containment actions include:

100% sorting of components Items inspected before shipment Parts purchased from a supplier rather than manufactured inhouse Tooling changed more frequently Single source
70
D3: Containment Containment Action Checksheet

Containment Action Checksheet
Has immediate containment action been taken to protect the customer? Has the concern been stopped at each point in the process back to the source? Have you verified that the action taken is FULLY effective? Have you certified that parts no longer have the symptom? Have you specially identified the 'certified' parts? Have you validated the containment action? Is data being collected in a form that will validate the effectiveness of the containment action? Has baseline data been collected for comparison? Are responsibilities clear for all actions? Have you ensured that implementation of the containment action will not create other problems? Have you coordinated the action plan with the customer?
Yes
No
71
D4: Determine Root Causes

Identify potential causes which could explain why the problem occurred. Test each potential cause against the problem description and data. Identify alternative corrective actions to eliminate root cause.
72
D4: Determine Root Causes
Root Cause of Event (Occur or Occurrence) What system allowed for the event to occur?
Root Cause of Escape What system allowed for the event to escape without detection?
73
D4: Determine Root Causes Root Cause Analysis 5 Whys

The 5 why's refers to the practice of asking, five times, why a failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well. This root cause analysis is often done by a team with knowledge the problem process or item.
D4: Determine Root Causes Root Cause Analysis
Process of analyzing is & is not pairs of information for differences and changes that lead to root cause
75
D4: Determine Root Causes Root Cause Analysis

Is What:
Object Defect Heavy traffic Late Employees
Is Not
Where:
Seen on object Seen geographically I-70 Expressway East bound I-70 near Main Street
When:
First seen When else seen July 7, 1996 Ever since
When seen in process (life cycle)
Afternoon
How Big:
How many objects have the defect? How many defects per object? What is the trend? Enhanced Problem Description --> Third shift (4:00PM) Once per day Increasing --> SPECIAL CAUSE!
76
D4: Determine Root Causes Cause & Effect Diagram
Shows the relationship of causes and sub-causes to an identified effect or problem. Clearly identify the problem or effect to be diagrammed in the box at the right Draw the fishbone structure Identify the major categories, factors, the causes related to the effect. Brainstorm, or note the causes of the problem that fall within each of the major categories. Each branch may have sub-branches, or sub-subbranches As ideas are generated determine which branch of the "bone" they should be placed
D4: Determine Root Causes Cause & Effect Diagram

Man Machine Measurement
Effect
Method
Materials
78
D4: Determine Root Causes Scatter Diagram
Scatter diagrams are used to study possible relationships between two variables. Although these diagrams cannot prove that one variable causes the other, they do indicate the existence of a relationship, as well as the strength of that relationship. A scatter diagram is composed of a horizontal axis containing the measured values of one variable and a vertical axis representing the measurements of the other variable. The purpose of the scatter diagram is to display what happens to one variables when another variable is changed. The diagram is used to test a theory that the two variables are related. The type of relationship that exits is indicated by the slope of the diagram.
Strongly correlated
80
Moderately correlated
No Correlation
D4: Determine Root Causes Design of Experiments - DOE

Shanins Red X Component Search Taguchis Methods Classical Design of Experiments
83
D5: Select & Verify CA

After root causes and possible corrective actions have been identified, select the corrective actions that will permanently correct the problem. Decision analysis may be needed if the choice is not obvious. Verify that the selected corrective actions will resolve the problem.
D5: Select & Verify CA Poka Yoke

Poka Yoke Devices
Are
Built within the Process In General Have Low Cost Have the Capacity for 100% Inspection
Remember SQC is performed outside the process which adds cost and allows defects to escape the system.

Interference Fit Poka Yoke
Orientation Poka Yoke
86

Floppy disks have many poka-yokes built in. One example is you cannot insert the disk into the drive completely if the disk is upside down. This is because of the corner notch [#1].
1 6
1
6
Spring loaded shutter mechanism - Do you remember the old 5.25 inch floppies from the early to mid1980s? Failsafe disk surface protection [#4]. Slide Tab to protect against erasure. Mechanism senses [#5].
720k disks have no hole [#2] while HD disks Precision alignment. Disk alignment holes and notches [#6] ensure the disk is have hole properly aligned and also provides a focus area for manufacturing. (mechanism senses)[#3].
87

Computer Files Microsoft: File type identified by file name suffix. If one does not add the correct suffix, the program the file is from will not recognize it. Macintosh Poka Yoke (1984): File type and creator application are identified and embedded in the first part of every file. File name plays NO part in recognition by the originating program.
Computer Floppy Drives
Microsoft: Disk must be inserted and ejected by hand. It is possible to eject a disk while it is being written to.
Macintosh Poka Yoke (1984): Disk drive grabs disk as it is being inserted and draws it in and seats it. Disk cannot be manually ejected. You must drag the desktop icon for the disk to the Trash. The drive then ejects the disk as long as there are no disk operations taking place.
New lawn mowers are required to have a safety bar on the handle that must be pulled back in order to start the engine. If you let go of the safety bar, the mower blade stops in 3 seconds or less. This is an adaptation of the "dead man switch" from railroad locomotives.
Warning lights alert the driver of potential problems. These devices employ a warning method instead of a control method.
88
D5: Select & Verify CA Corrective Action Check List

Corrective Action & Verify Check List
Has corrective action been established? Does it meet the required givens? Have different alternatives been examined as possible corrective actions? Have Poke-Yoke techniques been considered? Has each alternative been screened? Have the risks involved with the corrective action been considered? Was the corrective action verified? Was the corrective action proven to eliminate the root cause?
Yes
No
89
D6: Implement & Validate CA

Implementation can proceed when best corrective action has been selected & verified. An effective implementation plan reduces problems. Validation is obtained by tracking performance over time after implementation to ensure the corrections are permanent.
D6: Implement & Validate CA Implementation Check List

Implement CA & Validate Over Time
Has the imp lementation pla n been constructe d to reflect Product Development Pro cess events and eng ineering ch ange p rocess? Do the corrective actions make se nse in relation to the cycle plan for the products? Have both Design and Process FMEAs been reviewed and revised as re quired? Have significant / safety / critical characteristics been reviewed and identified for variable d ata analysis? Do control plans in clud e a reaction plan? Is simultane ous e ngine ering u sed to develop p rocess sh eets and implement manufacturing change? Is the Paynter Ch art in p lace for validating da ta?
Yes
No
91
D7: Prevent System Recurrence

Implement the corrective actions in other potentially affected areas. Ensure the systems that allowed the problem to occur and escape have been corrected. The problem is now Type III requiring a larger scale continual improvement project of some type.
D7: Prevent System Recurrence

Prevent System Problems Check List
Prevent System Problems Check List
Have the system prevention practices, procedures & specification standards that allowed the problem to occur and escape been identified? Has a champion for system prevention practices been identified? Does the team have the cross-functional expertise to implement the solution? Has a person been identified who is responsible for implementing the system preventive action? Does the system preventive action address a large scale process in a business, manufacturing or engineering system? Does the system preventive action match root cause (occur & escape) of the system failure? Does the team utilize error proofing and successive checks on a proactive on-going basis to eliminate the occurrence and escape of all defects? Has a pieces over time (Paynter Chart) been used to indicate that the system preventive actions are working? Has the System Preventive Action been linked to the Product Development phase?
Yes
No
93
D8: Congratulate the Team
Recognize the collective efforts of your team. Publicize your achievement. Share your knowledge and learning.
94
D8: Congratulate the Team Congratulate The Team Checksheet

Congratulate The Team Checksheet
Have documented actions and lessons learned been linked to Product Development Process for future generations of products? Has appropriate recognition for the team been determined? Has application for patents & awards been considered? Has team been reassessed? Has the team analyzed data for next largest opportunity?
Yes
No
95
References

http://elsmar.com/ http://www.isixsigma.com/spotlight/default.asp http://www.isixsigma.com/dictionary/glossary.asp http://www.asq.org/learn-about-quality/ Prince Corp, Corrective Action Manual The New Rational Manager, Kepner & Tregoe http://deming.eng.clemson.edu/pub/tutorials/ http://www.qualityspctools.com/menu.html Ford Team Oriented Problem Solving http://www.cjkurtz.com/qualitytools.htm
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Corrective Action Problem Solving: Carol Kurtz CJ Kurtz & Associates LLC

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Corrective Action Problem Solving

Carol Kurtz CJ Kurtz & Associates LLC

CJ Kurtz & Associates LLC

Trainer: Carol Kurtz

20+ years of Quality & Manufacturing Experience

CJ Kurtz & Associates LLC

CJ Kurtz & Associates LLC

CJ Kurtz & Associates LLC

CJ Kurtz & Associates LLC 5

Corrective Action Origins

CJ Kurtz & Associates LLC 7

8D is a structured approach to solving problems Fact Based

Tests progress and results

D1: Establish the Team

Select Likely Causes

D6: Implement & Validate Corrective Actions

D2: Describe the Problem

D7: Prevent Recurrence

D3: Determine and Implement Containment Actions

Identify Possible Corrective Actions

D8: Congratulate the Team

CJ Kurtz & Associates LLC

Six Sigma DMAIC

Define Measure Analyze

D0: Recognize Problem D2: Describe Problem D3: Containment

D4: Define & Verify Root Causes

Plan Do Check Act - PDCA

Act: Standardize Solution

D7: Prevent Recurrence D8: Congratulate Team

Problem Symptom Concern Root Problem Failure Mode

Effect Cause Special Cause Common Cause Root Cause

CJ Kurtz & Associates LLC

Verification & Validation

Verification & Validation

Verification Verification Validation

CJ Kurtz & Associates LLC

CJ Kurtz & Associates LLC

Sudden change, catastrophic change from standard:

CJ Kurtz & Associates LLC

Start-up, gap between expected and actual performance: Time

Recurring change, comes and goes with unknown causes:

CJ Kurtz & Associates LLC

CJ Kurtz & Associates LLC

CJ Kurtz & Associates LLC 19

Classifying Problems Type I

Plant Floor Problems

CJ Kurtz & Associates LLC

Classifying Problems Type II

CJ Kurtz & Associates LLC

Classifying Problems Type III

CJ Kurtz & Associates LLC

Problem Solving Tools

Problem Solving Tools

CJ Kurtz & Associates LLC

Problem Solving Tools Quiz

RACRoot Cause Analysis Problem Solving Tools

D0: Recognize the Symptoms

Detect the problem!

CJ Kurtz & Associates LLC

D0: Recognize the Symptoms

Company Receiving / Inventory

CJ Kurtz & Associates LLC