QRCM Problem Solving Workbook

document.xls QRCM Summary

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QRCM Problem Solving Report Tracking No.

Date Opened

Last updated:

D0 - Customer Reported problem:

Date Reported: Qty Rejected: Customer Reject No.

Customer Name: Customer Contact: Phone No.

Meritor P/N: Customer P/N:

D1 - TeamRole Name Function Phone Email

Champion

Leader

Member

Member

D2A - Problem Statement

D2B - Problem DescriptionBrief Problem Description

What:

Where:

When:

How big:

D3 - Containment Action(s)No. Action Description Resp Date Verification (Methods and Results)

Initiated Comp

D4A - Occur root cause

Verification (Methods and Results) Date Verified:

D4B - Escape Root Cause

Verification (Methods and Results) Date Verified:

D5/D6 - Permanent corrective actions (occur and escape)No. Action Description Resp Date Validation (Methods and Results)

Target Comp

D7 - Preventive ActionsNo. Action Description Resp Date Validation (Methods and Results)

Target Comp

A5

Problem details as reported by the customer. Also note if the complaint was received by phone, fax, email, mail or some other form.

E9

OEM or Internal customer

A11

Identify the Team Members, Customer Contact, Champion & Leader. Check for cross-functional team representation and expertise. The Champion should typically be the process owner/area manager of where the problem appears to have originated. However someone in Champion's role should be able to assist team in removing the road blocks Some of the responsibilities for team members from various cross-functional areas are listed below: Production – Provide all process related information for problem solving process – Containment manpower support for internal and external containment – Training of operators for containment, process changes, new procedures, etc. Manufacturing engineering – Development of new tools, process, work instructions – Development / implementation of error-proofing – Assist in different process related trials fore root cause identification and/or verification Materials / purchasing – Expedite replacement parts – from supplier and to the customer – Coordinate inventory control during sorting – responsible for providing “ALL” suspect product for containment (logistic support) – Supplier related issues – Assist in communication, lead in breaking barriers with/from supplier Quality engineering – Define containment – criteria, method, frequency, measurement support, etc. – Effectiveness of actions (containment and permanent corrective / preventive actions) – Facilitate the Problem Solving Process (directional support and guidance in proper use of problem solving tools) Product Engineering – Root cause identification of design related issues – Test verification plan for root causes – Design changes – Test verification for design changes Customers / Suppliers – Technical expertise – Historical information – Resources – Goodwill and buy-in for actions as required IT / MIS – Provide software related assistance – Assist in system based error-proofs – Provide assistance in traceability solutions Champion – Provides resource and climate for problem solving – Guides the team through critical juncture – Has ownership & removes road blacks Leader – Steers the team in the right direction – Facilitates the meetings, spokesperson for the team – Tracks progress of the team – Identifies solutions for the gaps

A18

Problem statement comes from 5-why analysis. Drilling through 5-why analysis, whenever the answer for a "why" question is "do not know, the statement from the previous 5-why step becomes a problem statement. The problem statement shall not have any additional information except for object and defect relationship. (Sometimes, some peripheral information, if required, shall be included in parenthesis

A21

(Start the Problem Description using the same words as used in the 8D Log, to facilitate tracking). The problem description comes from "is/is not" worksheet. Answer the following to precisely define the problem: What: What is wrong (the nonconformance) with what (the part or object)? Where: Where is it seen on the object? The geographical location of the problem (e.g., in-house, in-transit, which machine) When: When was the problem first discovered? When else is it seen? When is it seen in process cycle? How Big: What is the trend (e.g. Trend Chart)? How big is the problem (e.g. Pareto Chart)? How many objects have the nonconformance (quantification)? Once a problem statement has been developed, continue to ask “why?” until you reach a level that can be acted upon. Initiate an Action Plan Summary. Continue to update the Action Plan Summary throughout each step of the problem solving process, to support and track all activity required to contain and eliminate the problem (i.e., Actions, Timing, and Responsibility).

A27

D3a. Containment Action(s): Identify and immediately implement containment actions on existing stock to protect the customer from utilizing any nonconforming stock (e.g., customer stock, in-transit, warehouses, finished stores, production areas (in-process), rework areas, incoming stores, supplier facility, etc.). Containment action shall include actions for parts through the entire supply chain - customer and beyond their location, transit to customer, finished goods, in-process inventory, raw material storage, transit from supplier, supplier and their sub suppliers (as necessary) Document a temporary work instruction that describes the containment actions. Instructions should include the method of identifying parts to certify that they have been through containment and the disposition (e.g., scrap, rework, return to vendor, etc.) of any nonconforming material found. - Quality Alert is a preferred approach for this. However quality alert itself is not a containment action, it is a mean to communicate containment actions using Initiate and record containment results on a Containment Report.

T28

Verify containment actions taken will isolate the problem from the customer.

A33

Review the Problem Description, Differences and Changes to identify potential root cause(s) to be verified. Consider both the Occur and Escape Root Cause Paths. Why did the problem Occur on the object. Challenge conclusions with Why?

W35

Verify the Occur Root Cause by making the nonconformance come and go (Turn on & off).

A37

Review the Problem Description, Differences and Changes to identify potential root cause(s) to be verified. Consider both the Occur and Escape Root Cause Paths. Why did the Nonconformance Escape to the customer. Again challenge conclusions with Why?

W40

Verify the Escape Root Cause by confirming the nonconformance can by-pass current controls.

A41

How did we verify the root cause? Was the problem turned on and off with controlled introduction / removal of root cause?

A43

Corrective actions for both root cause – occurrence and escape shall be included All root causes (including potential root causes) shall be addressed via specific corrective actions 85% of Problems, per Dr. Deming, can only be prevented by Management intervention. Systems include: policies, procedures, practices, guidelines, specifications, standards, design rules, checklists, and process flows. Some of the common examples of corrective actions are listed below: Process changes Design changes New procedures, Accountability programs Error proofing Equipment changes Tooling changes, etc. Following is a list of some of the actions which are not considered corrective actions, but are a band-aid (short term approach) which does not help address systemic concerns 100% Inspection Same as Containment actions Repeat Training Re-instruct the Operator Assign a specific, forever, person to be responsible Action for only one root cause

C44

Analyze corrective action alternatives and select the “Best” corrective action(s) based on impact and risk. The Corrective Action(s) chosen should permanently eliminate the Occur Root Cause path. Only actions which addresses the root cause are to be listed here. If there are other actions related to identification of corrective action etc are to be listed in the action log Verification: Verify that the chosen Corrective Action(s) eliminates the Occur Root Cause (e.g., by testing improved parts to failure and/or performing a confirmation capability study) and does not create another adverse effect. Validation: Follow the Change Process (including PPAP, if required) when implementing permanent corrective actions. Validate the permanent corrective action(s) by noting the permanent corrective action(s) and their effectiveness on the Paynter Chart. If the failure mode recurs, then the correct Occur Root Cause was not properly identified and/or eliminated, or a second Occur Root Cause exists and still needs to be identified and corrected.

T44

Implement permanent corrective actions as per the Action Plan Summary. Identify the system, practices, procedures and standards that allowed the problem to occur and that are within the team’s control to correct. Update all pertinent documentation (Process Flows, FMEAs, Control Plans, Work Instructions, Visual Aids, Specifications, Standards, Inspection Instructions, etc.) based on the corrective actions taken and lessons learned. Validation: Follow the Change Process (including PPAP, if required) when implementing permanent corrective actions. Validate the permanent corrective action(s) by noting the permanent corrective action(s) and their effectiveness on the Paynter Chart. If the failure mode recurs, then the correct Occur Root Cause was not properly identified and/or eliminated, or a second Occur Root Cause exists and still needs to be identified and corrected.

A55

Preventive actions are not same as corrective action. Preventive actions mainly are of two types. Actions to ensure that the corrective actions not reversed • Training programs for future employees • Calibration program for tooling / gages • Scheduled follow up • Internal audit follow up • Check-sheets Corrective actions carried over • To other areas • To other processes • To other programs • To other plants • To future programs / design Some of the common examples of preventive actions are listed below: Implement or modify disciplined change control system Implement documentation and change process controls Earlier plant involvement in equipment design and selection Expand product teams for all new programs and have team participate in joint Design for Assembly per C2C Error proofing, verification by build Following is a list of some of the actions which are not considered preventive actions, but are a band-aid (short term approach) which does not help address systemic concerns 100% Inspection Same as Corrective Action Repeat Training Re-instruct the Operator Assign a specific, forever, person to be responsible

C56

Analyze corrective action alternatives and select the “Best” corrective action(s) based on impact and risk. The Corrective Action(s) chosen should permanently eliminate the Occur Root Cause path. Only actions which addresses the root cause are to be listed here. If there are other actions related to identification of corrective action etc are to be listed in the action log Verification: Verify that the chosen Corrective Action(s) eliminates the Occur Root Cause (e.g., by testing improved parts to failure and/or performing a confirmation capability study) and does not create another adverse effect. Validation: Follow the Change Process (including PPAP, if required) when implementing permanent corrective actions. Validate the permanent corrective action(s) by noting the permanent corrective action(s) and their effectiveness on the Paynter Chart. If the failure mode recurs, then the correct Occur Root Cause was not properly identified and/or eliminated, or a second Occur Root Cause exists and still needs to be identified and corrected.

T56

Implement permanent corrective actions as per the Action Plan Summary. Identify the system, practices, procedures and standards that allowed the problem to occur and that are within the team’s control to correct. Update all pertinent documentation (Process Flows, FMEAs, Control Plans, Work Instructions, Visual Aids, Specifications, Standards, Inspection Instructions, etc.) based on the corrective actions taken and lessons learned. Validation: Follow the Change Process (including PPAP, if required) when implementing permanent corrective actions. Validate the permanent corrective action(s) by noting the permanent corrective action(s) and their effectiveness on the Paynter Chart. If the failure mode recurs, then the correct Occur Root Cause was not properly identified and/or eliminated, or a second Occur Root Cause exists and still needs to be identified and corrected.

document.xls QRCM Summary


D8 - Team/ Individual Recognition & Approval

Approval: (electronic approval is acceptable if kept as record attached to the 8D summary)

Signature Name Title Date

Quality Lead

Operations LeadIf applicable

If additional signatures required



document.xls Action Plan


Action Plan SummaryTracking #: Champion: G - Complete

Y - Needs Attention

Subject: Start Date: Updated: R - Needs Urgent Attention

Number Issue / Action Item Responsible Status Action Status / ResultsTarget Completion

Date

document.xls Action Plan


Action Plan SummaryTracking #: Champion: G - Complete

Y - Needs Attention

Subject: Start Date: Updated: R - Needs Urgent Attention

Number Issue / Action Item Responsible Status Action Status / ResultsTarget Completion

Date

document.xls Alert


QUALITY ALERTTracking No: Date Initiated:

Part No/Family Affected: Date expires:

Customer: Issued by:

Concern Description

Good Part Bad Part

Picture, sketch or description Picture, sketch or description

CONTAINMENT REQUIREMENTSNO. DESCRIPTION OF SPECIAL ACTIONS RESP.LOCATION AND/OR

PROCESS POINTSTART DATE/TIME

document.xls Containment Data


CONTAINMENT CHARTTracking No.

Date Initiated

LOCATION RESPONSIBILITY DATE

SHIFT

Inspected

Rejected

Inspected

Rejected

Supplier Inspected

Rejected

Inspected

Rejected

Inspected

Rejected

Inspected

Rejected

Inspected

Rejected

Inspected

Please follow the quality alert for containment criteria

@ Customer

In transit to Customer

In transit from supplier

In plant location 1

In plant location 2

In plant location 3

In plant location 4

A18

State correct process point

A20


A22


A24


document.xls Containment Data


Rejected

In plant location 4

document.xls 5-why


5-WHY ANALYSIS

Problem Statement:

Predict - Why did the planning process not predict the nonconformance?

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

document.xls 5-why


5-WHY ANALYSIS

Problem Statement:

Prevent - Why did the manufacturing process not prevent the nonconformance?

Protect - Why did the quality process not protect from the nonconformance?

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

Why

Because the

document.xls Is-Is Not


Problem Statement:

Problem Description:Last Updated:

Is Is Not Get Information Differences Changes

WHAT

What object has defect (part number)

What deviation against what spec.

WHERE

Where seen? - (specific location)

WHEN

HOW BIG

Total number of components affected

% of product or group affected

What object has defect? (part / family name)

What portion of the overall object has the defect (specific component if you are describing a large system or assembly))

Where the concern is on the object (be specific - LH/RH, inside/Outside, top/bottom, front/rear, location, which end, scatter or concentration diagram)

Where is the concern on the vehicle? (LH/RH, front/rear, side to side, top/bottom,

At what place in the process the defect is first identified? (exact location in their process - exact process step)

Where seen - geographical location - please be as specific as possible

When was the problem initially reported? (date, time)

When was the problem first experienced / observed (date operator, machine)

When else this problem was seen (if multiple occurrence, then attach a detailed spreadsheet in the workbook and narrate book-ends here)

When in the lifecycle the problem has occurred? (years in service, mileage, etc.

Describe size of the problem on an individual component) - magnitude, size, spread (how much of each part affected), severity, penetration, etc. - If data are not 100% factual, actions are to be defined to get facts)

Number of problems on each part or individual assembly

Number of problem on each individual customer assemblies

G10

Get specific information related to Is/ Is Not

K10

An output of the control of change system to document what has changed IN, ON, AROUND, or ABOUT the difference?

document.xls Hypothesis Development


PROBLEM SOLVING WORKSHEET ProbabilityList Change How Theories

A 0

B 0

C 0

D 0

E 0

F 0

G 0

H 0

I 0

difference or change statement (fact)+ how (engineering rationale) = problem statement

Click to RunMacro to Update Trial Run of Possible Causes



Click to RunMacro to Update Trial Run of Possible Causes



PROBLEM SOLVING WORKSHEETTrial Run of Possible Causes

Is Statement

1

2

3

4

5

6

7

8

9

10

11

12

Theory "A" explains the "Is" statement?True or False



13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

TOTAL 0




Theory "B" explains the "Is" statement?True or False

Theory "C" explains the "Is" statement?True or False



0 0




Theory "D" explains the "Is" statement?True or False

Theory "E" explains the "Is" statement?True or False



0 0




Theory "F" explains the "Is" statement?True or False

Theory "G" explains the "Is" statement?True or False



0 0




Theory "H" explains the "Is" statement?True or False

Theory "I" explains the "Is" statement?True or False



0


Cause and Effect Diagram

Measurement Materials Method

Problem Statement


Environment Manpower Machine


DETERMINING SYSTEM INADEQUACY

RESPONSIBLE FOR HUMAN ERROR

No SUPPORT FAILED

Personnel No

Equipment

Material Yes Yes

Supplies

Services / facilities

No STANDARD FAILED

No

Yes

Are they clear / practical Yes

No TRAINING FAILED

No

Yes Yes

No LEADER FAILED

No

Yes Did Leader(s): Yes

INDIVIDUAL FAILED

Yes

Yes No

No

Was support provided to perform task?

Was type / capability / amount / condition of support provided sufficient to correctly perform the task?

Support not responsible

Do standards / procedures exist for the

task?

Standards / procedures not responsible

HUMAN ERROR

Did individual receive training on how to perform the task? Was training correct, complete,

and sufficient for performance to standard?

Training not responsible

Did leader(s) enforce standards?

Leader not responsible

Make on-the spot corrections?

Emphasize by the book examples and opportunities?

Take action when appropriate?

Did individual know standards and was he trained on standards?

Did individual elect not to follow the standard (self-discipline)? (Attitude, haste, overconfidence, self-induced fatigue)

Individual not responsible

document.xls 3 x 5


3 x 5 Worksheet

5 Whys Corrective Action Owner Due Date

P1

P2

P3

P4

P5

P-RC

M1

M2

M3

M4

M5

M-RC

Q1

Q2

Q3

Q4

Q5

Q-RC

K1

K2

K3

K4

K5

Why did the planning process not predict the non-conformance?

Why did the manufacturing process not prevent the non-conformance?

Why did the quality process not protect from the non-conformance?

What are the key findings based on this quality issue and the above 5 Why analysis?

PreventManufacturing process -standardized work and

error proofing

PreventManufacturing process -standardized work and

error proofing

ProtectQuality process -

detection & responsiveness

ProtectQuality process -

detection & responsiveness

PredictPlanning process -

informational content in FMEAs and CPs

PredictPlanning process -

informational content in FMEAs and CPs

E7

The first "Why" question is listed in Column B. Enter each why below. Insert a row for each additional why if applicable. As a sense check, read the Whys backwards to make sure that the analysis make “sense”.

F7

Add a corrective action next to each "Why" if applicable. The last "Why" needs a corrective action with an owner and a completion date. Also, There can be more than one corrective action for a root cause and the corrective action should include some form of verification or "Check".

G7

Insert owner for implementing each corrective action.

H7

Insert due date for implementing each corrective action.

A8

Perform the 5 Why to the right. The first question to ask and answer to begin the Predict 5 Why is the following: Why did the planning process not predict the defect? Example: Why did the planning process not predict the end cap not fully seated into window on the valve. Whys need to be focused on the part with the end in mind which is FMEAs/CPs.

D12

Does not have to be 5 Whys - ask as many Whys as necessary.

D13

The last "why" is the underlying Root Cause. Please add a corrective action, owner, and date to the right.

A14

Perform the 5 Why to the right. The first question to ask and answer to begin the Prevent 5 Why is the following: Why did the manufacturing process not prevent the defect? Example: Why did the manufacturing process not prevent the end cap not fully seated into window on the valve? Whys need to be focused on the part with the end in mind which is standardized work and error proofing prevention.

D19


A20

Perform the 5 Why to the right. The first question to ask and answer to begin the Protect 5 Why is the following: Why did the quality process not protect GM from the defect? Example: Why did the quality process not protect GM from the end cap not fully seated into window on the valve? Whys need to be focused on the part with the end in mind which is detection and responsiveness.

D25


A26

Are there any other key findings? Review the 5 Why analysis above to uncover any common “themes” and document them to the right. Key findings should be in addition to what was found above in the Drill Deep Analysis. A corrective action, owner, and date needs to be added for each key finding. Adjust row as necessary.

document.xls Read-Across Matrix


3 x 5 Matrix & Read AcrossMeritor Division 8D Tracking No. O Original Product Line and Location

Meritor Location Date Opened: X Product Line and Location with Similar Process

Meritor Product Date Last Updated: N/A Not Applicable

Complete and 3rd party / Verified

Complete & Supplier Verified Only

Not Completed

Champion Due Date

PREDICT

Document Verification/ Validation

PREVENT


PROTECT


Key Findings

Systemic Issue 5 Why?

Systemic Root Cause (RC)

Systemic Corrective Actions

Why did the planning process not predict the

nonconformance?

Why did the manufacturing process

not prevent the nonconformance?

Why did the quality process not protect the customer from the non-

conformance

Wit

hin

Pla

nt

Pla

nt

1

Pla

nt

2

Pla

nt

3

Pla

nt

4

D8

Systemic Root Cause(s) identified from Drill Deep Analysis.

E8

Corrective Actions identified in Drill Deep Worksheet

F8

Who is the responsible champion for this issue to ensure completion?

H8

Do you have other substantially similar products / processes inside your home plant?

I8

Do you have other substantially similar products / processes inside a sister plant?

J8


K8


L8


D12

What documents or procedures have been changed as a result of the issue and corrective actions?

Documents

QRCM Problem Solving Workbook