PROTEC - 8D Response Report

WHO IS EFFECTED BY THE PROBLEM? Date Open: 8D No.: 2014/8D/001

Customer
Company: Initial Response: Complaint No.:

Address: Target Close Date:

Location: Revision Date(s):
Part No./Code 8D Initiator: CUSTOMER
Product Name: 8D Initiator's Spvr:
INTERNAL or ✘ EXTERNAL Actual Close Date:
D1 TEAM MEMBER NAMES/TITLES: D2 PROBLEM STATEMENT/DESCRIPTION (quantify) (one defect per 8D)
Champion:
Team Leader:
Team Members:

% Target Actual
D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION(S) (ICA): Effective: Date: Date:

HOW DID YOU VERIFY THE EFFECTIVENESS OF THE ICA?

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

HOW DID YOU VERIFY THE ROOT CAUSE(S)?

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

HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?:

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

HOW WILL YOU VALIDATE THE PCA?

D7 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE: Target Actual

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

HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:

Check boxes that apply: ✘ Control Plan FMEA ✘ Flowchart ✘ Proc./Work Instr. ✘ Add to Internal Audit

D8 TEAM AND INDIVIDUAL RECOGNITION:

 Instructions THE WOODBRIDGE GROUP - 8D Response Report
WHO IS EFFECTED BY THE PROBLEM? Date Open: 8D No.:
Customer
Company: Initial Response: Complaint No.:

Address: Target Close Date:

Location: Revision Date(s):
Part No./Code 8D Initiator:
Product Name: 8D Initiator's Spvr:
INTERNAL or EXTERNAL Actual Close Date:
D1 TEAM MEMBER NAMES/TITLES: D2 PROBLEM STATEMENT/DESCRIPTION (quantify) (one defect per 8D)
Champion:
What are the symptoms that the customer is seeing? Specify the internal/external customer
Team Leader: problems by identifying in quantifiable terms who, what, when, where, why, how, how many (5W2H)
Team Members: of the problem.
LINK TO PROBLEM SOLVING WORKSHEET - PROBLEM DESCRIPTION

% Target Actual
D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION(S) (ICA): Effective: Date: Date:

How
Define and implement containment actions to isolate the problem from any internal/external customer until permanent effective is
corrective action is available. Verify the effectiveness of the action. The ICA is a type of 'Band-Aid' used to protect the your ICA so
customer until the root cause is determined and the permanent correction can be implemented. the
LINK TO DECISION MAKING WORKSHEET & RISK ANALYSIS customer
does not
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE ICA? see the
problem?
How can you make the problem come and go - prove it - test results - document it.

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

Identify all potential causes (due to a change) which could explain why the problem occurred. Isolate and verify the Root Cause by testing What % of the
each potential cause against the problem description and test data (does it explain the IS,IS/NOT'S in D2?). Identify alternative corrective
actions to eliminate root cause.
problem is caused by
the root cause(s)
LINK TO PROBLEM SOLVING WORKSHEET - ROOT CAUSE WITH THEORY TESTING
HOW DID YOU VERIFY THE ROOT CAUSE(S)?
(must have 100%
total)
How can you make the problem come and go - prove it - test results - document it.

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

Through pre-production test programs, quantitatively confirm that the selected corrective actions will resolve the problems for the customer
and will not cause undesirable side effects. Define contingency action, if necessary based on the risk assessments. This step describes
WHAT you will do. How effective is your
LINK TO DECISION MAKING WORKSHEET & RISK ANALYSIS PCA so the problem
is cured not masked?
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?: (must have 100%
total)
How can you make the problem come and go - prove it - test results - document it.

Target Actual
D6 IMPLEMENT AND VALIDATE PERMANENT CORRECTIVE ACTION(S) (PCA): Date: Date:
Define and implement the best permanent corrective actions. Include the removal of the ICA. Choose on-going controls to ensure the root
cause is eliminated. Once in production, monitor and evaluate the long-term effects and implement contingency actions, if necessary. This
step describes HOW you will do it.

LINK TO PLANING AND PROBLEM PREVENTION WORKSHEET

HOW WILL YOU VALIDATE THE PCA?

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

D7 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE: Target Actual

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

Modify the management systems, operating systems, practices and procedures to prevent recurrence of this and all similar problems.
(What is the "Escape Root Cause"? What in your system allowed this problem or any problem from leaving your plant and not getting
detected?). Choose on-going controls, including mistake proofing methodology, such as the use of process or design features to prevent
manufacture of nonconforming product/service. Review control plans, FMEA's, flowcharts, etc. for revisions.

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

HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:
Check boxes that apply: Control Plan FMEA Flowchart Proc./Work Instr. Add to Internal Audit
D8 TEAM AND INDIVIDUAL RECOGNITION: Recognize the collective efforts of the team.
Original: To the dept. Sprv/Mgr. Copy: All initial 8D's and revisions must be sent to appropriate personnel at the location.
If this is a WFC customer related 8D, copy to the Corporate Quality Management Department in Mississauga, Ontario
WGCPF-001 page 2 of 9 Rev. 5 18-Nov-03
 THE WOODBRIDGE GROUP - 8D Response Report
WHO IS EFFECTED BY THE PROBLEM? Date Open: 5/25/2003 8D No.: BR-03-001
Company: Example Customer Initial Response: 5/26/2003
Address: 1234 Somewhere St. Target Close Date: 6/10/2003
Location: Mytowne, MI Revision Date(s): 5/30/03, 6/5/03
Part No./Code 26003 8D Initiator: Joe Smith
Product Name: Front Seat Back Cushion Supervisor: Al Bossman
INTERNAL or EXTERNAL Actual Close Date: 6/9/2003
D1 TEAM MEMBER NAMES/TITLES: D2 PROBLEM STATEMENT/DESCRIPTION (quantify) (one defect per 8D)
Champion: Al Bossman Front Seat Back Cushions 26003 have voids.
Team Leader: Joe Smith June returns from Example Customer exceeded 450 TPPM.
Team Members: Of the 31 pieces returned, 26 pieces were rejected for voids (84% of
Les Shippet, Stan Tistics, Ima returns). TPPM calculation = 31 rejections/35,000 pieces shipped x
Goodguy 1,000,000 = 886 TPPM
% Target Actual
D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION(S) (ICA): Effective: Date: Date:
Review all material in-house and at Example Customer. Post "Alert" in plant and communicate
defect to all management personnel. 100% inspection area set up in cell 1 for each shift.
Management audit in warehouse and hand initial each label.
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE ICA? 100% 26-May-03 26-May-03
Paynter Chart
Attribute p-chart (0 found) by management
audit.
D4 DEFINE AND VERIFY ROOT CAUSE(S): % Contribution:
1. Foam splashing on seal. 2. Malfunctioning auto vent: Cleaned after demold, proper air pressure and cycling
is occurring but still malfunctioning by clogging.
1. 70%
HOW DID YOU VERIFY THE ROOT CAUSE(S)?
2. 30%
Can make voids come and go by altering pour pattern without splash and with splash. New auto vents produce
no clogs thus no voids.
D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION(S) (PCA): % Effective:

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

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

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

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

1. Moved pour head 10 mm from the parting line (was 35 mm) and start in front and end in back. 2. Replaced
auto vent with new one.
HOW WILL YOU VALIDATE THE PCA? 30-May-03 29-May-03
Paynter chart 100% on-line inspection first 3 shipments.
Attribute study from management dock audits on first 3 shipments to Example Customer (np-
chart 10 pieces every hour at end of line).
D7 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE: Target Actual
Mistake Proofing: How are you going to ensure it can't happen again? Date: Date:

Add pour pattern to FMEA. Statistically monitor cycles/pours to determine when auto vents should be changed
5-Jun-03 5-Jun-03
(prior to clog). Add auto vent check to PM program and revised work instruction BRPMW-018
HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:
Check boxes that apply: Control Plan ✘ FMEA Flowchart ✘ Proc./Work Instr. Add to Internal Audit
D8 TEAM AND INDIVIDUAL RECOGNITION: Recognize the collective efforts of the team.
Original: To the dept. Sprv/Mgr. Copy: All initial 8D's and revisions must be sent to appropriate personnel at the location.
If this is a WFC customer related 8D, copy to the Corporate Quality Management Department in Mississauga, Ontario
WGCPF-001 page 3 of 9 Rev. 5 18-Nov-03
 PROBLEM DESCRIPTION (D2)
2014/8D/001
1. Operational
Definition
(Type in D2 here)
What's
wrong with what?
Why?
2. Description
IS IS NOT GET INFO ON
of Problem
WHAT
Object

Defect

WHERE
Seen on object

Seen
geographically

WHEN
First seen

When else seen

When seen in
process (life cycle)

HOW BIG
How many objects
have the defect?

How many defects

per object?

What is the trend?

Updated By: Update Date: Update #:

WGCPF-001 page 4 of 9 Rev. 5 18-Nov-03
 2014/8D/001 PROBLEM SOLVING WORKSHEET (D4)
1. Operational Definition (Type in D2 here) (Type in D2 here)
What's wrong with what? Why?
2. Description 3. Deductions About Facts and Other Information 4. Possible Causes
IS IS NOT
of Problem 3a. Differences 3b. Changes Date List Change-How Theories
WHAT A
Object
0 0

Defect B

0 0

WHERE C
Seen on object
0 0

Seen D
geographically
0 0

WHEN E
First seen
0 0

When else seen F

0 0

When seen in G
process (life cycle)
0 0

HOW BIG
How many objects 5. Test causes for probability (+, -, ?) Page 2
0 0
have the defect? Does it explain Is/Is Not fact?

How many defects 6. Steps to verify Root Cause?

per object? (make the problem come and go)
0 0

What is the trend?

0 0

Updated By: Update Date: Update #:

WGCPF-001 page 5 of 9 Rev. 5 18-Nov-03
 2014/8D/001
s ow TESTING POSSIBLE CAUSES (D4 Continued)
eo e-H
Th ang
rie
Ch

0
"IS's" A B C D E F G
1
2
3
4

5
6

7
8

9
10
11

12
13
14

15
16

17
Comments/
Follow-Up
Items

Updated By: Update Date: Update #:

WGCPF-001 page 6 of 9 Rev. 5 18-Nov-03
 2014/8D/001 DECISION MAKING WORKSHEET (D3 & D5)
(1) END RESULT:
(4) CHOICES AVAILABLE - (INNOVATE)
(2) CRITERIA:
A B C D
GIVENS: (mandatory, measurable, realistic) (5) INFO Y/N (5) INFO Y/N (5) INFO Y/N (5) INFO Y/N

(3) How (5) How (5) How (5) How (5) How
Important INFO Good INFO Good INFO Good INFO Good
WANTS: flexible limits, subjective, realistic (1-10) (0-10) Score (0-10) Score (0-10) Score (0-10) Score

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0
0
Relative MERIT (total score) 0 0 0 0 0
Updated By: Update Date: Update Rev #:
WGCPF-001 page 7 of 9 Rev. 5 18-Nov-03
 2014/8D/001 DECISION MAKING WORKSHEET - RISK ANALYSIS (D3 & D5)
(6) RISK ANALYSIS: State your risks in "IF…THEN" terms. "If we do this, what might happen, contrary to our interest?"

Investigate one choice at a time 1st Choice P S 2nd Choice P S 3rd Choice P S

What characteristics of
1. RISK this choice may fail to
satisfy the GIVENS?

What features or
characteristics of this
2. RISK choice compromise or
threaten an important
WANT?

3. UNIVERSAL
Use the checklist to stimulate ideas.

Basic Sources of Trouble:

People

Organization

External Influences

Facilities

Equipment

Ideas

Policies

Processes

Materials

Money - Economics

Capacity

Quality

Timing

Personal Influence
"SERIOUSNESS" No. 10 means rejection if "PROBABILITY" is certain (10 x 10). P = Probability (1-10) S = Severity (1-10) 7. Make the Final Balanced Choice
Updated By: Update Date: Update Rev #:
WGCPF-001 page 8 of 9 Rev. 5 18-Nov-03
 2014/8D/001 PLANNING AND PROBLEM PREVENTION WORKSHEET (D6)
1. OBJECTIVE OF THE PLAN (Goal with timing):
4. PRIORITY
2. KEY STEPS 3. POTENTIAL PROBLEMS P S 5. POSSIBLE CAUSES 6. PREVENTION ACTIONS 7. PROTECTION ACTIONS 8. CUES (DATE OR EVENT) 9. WHO

Revised By: Revision Date: Revision #:

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