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Qualitäts Management Center

im Verband der Automobilindustrie

Quality Management in the Automotive Industry

8D – Problem Solving in 8 Disciplines Method, Process, Report

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8D – Problem Solving in 8 Disciplines Method, Process, Report

1st edition, November 2018 Verband der Automobilindustrie e. V. (VDA)

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ISSN 0943-9412 Print: December 2018 English edition published in May 2019 Copyright 2018 by Verband der Automobilindustrie e.V. (VDA) Qualitäts Management Center (QMC) Behrenstrasse 35, 10117 Berlin, Germany

Production: Henrich Druck + Medien GmbH Schwanheimer Strasse 110 60528 Frankfurt am Main, Germany Dokument wurde bereitgestellt vom Printed on chlorine-free bleached paper

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       05

Non-binding VDA recommendation The German Association of the Automotive Industry (VDA) recommends that members ­providing services within the automotive industry or related to automobiles apply the ­following guidelines when implementing and maintaining QM systems.

Exclusion of liability This VDA volume is a recommendation that is freely available for anyone to use. Anyone who­ implements it is responsible for ensuring that it is used properly in each case. This VDA volume is based on the state of the art at the time the publication was issued. The application of the VDA recommendations does not in any way relieve anyone of the respon­ sibility for their own actions. In this respect, everyone acts at their own risk. If errors, incorrect information or the possibility of misinterpretation are found when using these VDA recommendations, please immediately notify the VDA so that any errors or ­omissions can be corrected.

Copyright This document and all of its constituent parts are subject to copyright. Use outside of the strict limits of copyright law without the consent of the VDA QMC is prohibited; such use shall constitute a criminal offense. All rights reserved. Unless specified otherwise, it is prohibited to reproduce this document, in part or in full, to store this document electronically or by any other means, or to transmit, photocopy, or record this document in any way without prior written consent by the publisher.

Translations This publication will also be issued in other languages. For the latest version, please contact VDA QMC.

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06      

Joint approach of AIAG and VDA with regard to problem solving The joint objective of the AIAG and the VDA is to ensure that organizations can find an ­effective and sustainable problem solving approach by applying the 8D method set forth in both doc­uments described above. Both documents reference each other. Both associations, the AIAG and VDA, understand that effective and sustainable problem solving begins with an organization’s leadership promoting and living an open problem-­ solving culture. Within this context, the AIAG and VDA have prepared the AIAG CQI-20 ­Problem Solving Guideline and the VDA 8D Method Description, respectively. The two documents are based on the same process, recommend the same tools and procedures ­ for solving problems, and are coordinated with each other.

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 Table of contents     07

Table of Contents Defect culture and the role of leadership in problem solving9 Problem solving and complaints

10

Introduction to problem solving in 8 Disciplines11 Application of the 8D problem-solving method14 Decision criteria for application of the 8D problem-solving method15 Prerequisites within the organization15 Assessment criteria for self-assessment15 Assessment methodology17 General assessment criteria18 Chapter structure18

1 D1 – Problem-solving team 1.1 Summary and objective 1.2 Process 1.3 Applicable methods and tools 1.4 Assessment criteria 1.4.1 Basic requirements 1.4.2 Criteria for achieving “Excellence”  1.5 Opportunities and risks

2 D2 – Problem description 2.1 Summary and objective 2.2 Process 2.3 Applicable methods and tools 2.4 Assessment criteria 2.4.1 Basic requirements 2.4.2 Criteria for achieving “Excellence” Dokument wurde bereitgestellt vom 2.5 Opportunities and risks

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19 19 19 20 20 20 21 21

22 22 22 24 25 25 25 25

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08      Table of contents

3 D3 – Containment actions

26

3.1 Summary and objective 3.2 Process 3.3 Applicable methods and tools 3.4 Assessment criteria 3.4.1 Basic requirements 3.4.2 Criteria for achieving “Excellence” 3.5 Opportunities and risks

4 D4 – Root cause analysis

26 26 28 28 28 28 29

30

4.1 Summary and objective 30 4.2 Process 30 4.3 Applicable methods and tools 33 4.4 Assessment criteria 34 4.4.1 D4 Occurrence – Basic requirements 34 4.4.2 D4 Occurrence –Criteria for achieving “Excellence” 34 4.4.3 D4 Non-detection – Basic requirements 34 4.4.4 D4 Non-detection – Criteria for achieving “Excellence” 34 4.5 Opportunities and risks 35

5 D5 – Selection and verification of corrective actions

36

5.1 Summary and objective 5.2 Process 5.3 Applicable methods and tools 5.4 Assessment criteria 5.4.1 D5 Occurrence – Basic requirements 5.4.2 D5 Occurrence –Criteria for achieving “Excellence” 5.4.3 D5 Non-detection – Basic requirements 5.4.4 D5 Non-detection – Criteria for achieving “Excellence” 5.5 Opportunities and risks

36 36 38 38 38 38 39 39 39

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 Table of contents     09

6 D6 – Implementation and validation of corrective actions

40

6.1 Summary and objective 6.2 Process 6.3 Applicable methods and tools 6.4 Assessment criteria 6.4.1 D6 Occurence – Basic requirements 6.4.2 D6 Occurence – Criteria for achieving “Excellence” 6.4.3 D6 Non-detection – Basic requirements 6.4.4 D6 Non-detection – Criteria for achieving “Excellence” 6.5 Opportunities and risks

40 40 41 41 41 42 42 42 42

7 D7 – Prevention of reoccurrence

43

7.1 Summary and objective 7.2 Process 7.3 Applicable methods and tools 7.4 Assessment criteria 7.4.1 Basic requirements 7.4.2 Criteria for achieving “Excellence”  7.5 Opportunities and risks

43 43 44 45 45 45 45

8 D8 – Finalization and acknowledgement of team success 46 8.1 Summary and objective 8.2 Process 8.3 Applicable methods and tools 8.4 Assessment criteria 8.4.1 Basic requirements 8.4.2 Criteria for achieving “Excellence” 8.5 Opportunities and risks

46 46 47 47 47 47 48

9 Glossary

49

Templates for processing 8D

51

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10      Table of contents

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 Defect culture and the role of leadership in EFFECTIVE problem solving     09

Defect culture and the role of leadership in effective problem solving Effective problem solving is a vital management task at all levels and is to be understood as an opportunity for ensuring sustainable improvement. This includes the provision of relevant problem-solving skills, accompanied by a problem-solving culture that makes it possible to openly deal with failures. Defining and supporting all necessary structures and workflows within a company and Volume 8D_Figure 1_Austauschgrafik pro­ viding the necessary resources that enable effective, efficient and sustainable problem solving within the scope of the 8D method are priority leadership tasks. high

8D application Multidisciplinary problem solving

requires leadership and professional competencies as well as problem-solving and methodological expertise

Problem can be resolved individually no leadership support necessary, alternative methods are permitted

low

Figure 1: Problem solving and complexity

Not all problems are equally complex and require the appropriate use of methods and ­resources. The decision-making logic for using the 8D method is described in Decision ­criteria for application of the 8D problem-solving method.

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10      Problem solving and complaints

Problem solving and complaints This volume describes the use of the 8D method for sustainable problem solving. It does not describe a general complaint process which contains the 8D method as a problem-solving tool. In complaint processes, time guidelines are usually established for processing a complaint and thus indirectly also for 8D problem solving. When processing complaints, it must there­fore be taken into consideration that the elements of the 8D methodology can require varying processing times. Examples of time-consuming elements in problem solving • Involvement of subcontractors in analyzing problems and determining the root cause • Implementation of corrective actions (occurrence and non-detection), e.g. due to lead times for procuring testing possibilities • Validation of measures (occurrence and non-detection) • Selection of measures at the systemic level • Implementation of measures at the systemic level When applying the 8D method, an appropriate sustainable solution to a problem must not conflict with timelines that are established for delivering an 8D report.

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 Introduction to problem solving in 8 disciplines     11

Introduction to problem solving in 8 Disciplines A wide range of approaches to solve problems has been established in the industry. The next few chapters of this volume will describe problem solving in 8 Disciplines (8D). The 8D method can be used wherever the cause of the problem is unknown. The 8 disci­ plines forming the problem-solving process comprehensively examine the elimination of the problem, from the initial description of the failure to the effective prevention of reoccurrence the cause of the problem. It comprises three complementary aspects. The term 8D describes: • a standard method for problem-solving • a problem solving process • a reporting form Effective and efficient problem solving is based on a multidisciplinary approach, and requires the involvement of skills from the whole organization that are necessary to solve the problem. The nature and scope of the use of other methods and tools for problem solving in 8 Disci­ plines are to be established by the problem-solving team, depending on the complexity of the problem to be solved.

8D method The 8D method is defined as 8 elements that are referred to as “disciplines”: • D1 – Problem-solving team • D2 – Problem description • D3 – Containment actions • D4 – Root cause analysis • D5 – Selection and verification of corrective actions • D6 – Implementation and validation of corrective actions • D7 – Prevention of reoccurrence • D8 – Finalization and acknowledgement of team success

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12      Introduction to problem solving in 8 disciplines

The 8D method is based on the following principles in particular: Fact orientation: Problem solving, decision-making and planning are based on real-world figures, data and facts (FDF) and not on assumptions. Cause orientation: Problem solving is characterized by the fact that root causes of the problem are analyzed and remedied in a sustainable manner through appropriate measures. Team orientation: Problem solving is based on a multi-disciplinary approach.

Volume 8D_Figure 2_Austauschgrafik_Stand_PH_11.04.2019

Other methods are used within the scope of 8D problem solving depending on the nature or complexity of the problem. VDA Volume „Standardized process for handling customers´ complaints“ VDA Volume 7 Quality Data Exchange „QDX“ VDA Volume Field Failure Analysis & Audit standard“

VDA Volume Failure Cause Categories

VDA Volume 8D ‒ Problem Solving in 8 Disciplines

VDA Volume 3 „ Reliability Assurance of Car Manufacturers and Suppliers “

VDA Volume 4 „Quality Assurance in the Process Landscape“

VDA Volume „Lessons Learned“

Figure 2: Embedding of the 8D – Problem Solving in 8 Disciplines in the VDA volumes

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 Introduction to problem solving in 8 disciplines     13

8D process The 8D process is intended to be viewed as the cooperation and interdependency between the disciplines, which run partly in parallel. 8D problem solving often requires interaction between the indi­vidual 8D process steps. Therefore, it is not sufficient to exclusively treat the 8 disciplines sequentially for effective and efficient solving. Volumeproblem 8D_Figure 3_Austauschgrafik_Stand_PH_11.04.2019 8D ? yes * 8D ‒ Problem-Solving Process D1: Problem-solving team D2: Problem description D3: Containment actions D4: Root cause analysis D5: Selection and verification of corrective action(s)

D6: Implementation and validation of corrective action(s) D7: Prevention of reoccurrence D8: Acknowledgement of the team success

8D Report * Overview of the 8D Problem-solving process

Figure 3: Overview of the 8D Problem-solving process

3

8D report The 8D report is the comprehensive, continuous documentation of the permanent problem resolution in its individual steps. The 8D report includes the documentation of the progress of problem solving and action plans for still pending activities. Within the scope of a customer-supplier relationship, the exchange of information using ­ the 8D report ensures transparency with regard to the status of systematic and structured problem handling with permanent problem solving. The VDA offers recommended templates (Figure 4) for the 8D report and other methods (Ishikawa, 5 Why, Is/Is-Not analysis, decision matrix), which are available on the VDA QMC website. Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

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14      Introduction to problem solving in 8 disciplines

Volume 8D_Figure 4_Austauschgrafik_Stand_PH_11.04.2019

IS/IS-NOT

8D Report

OB

Template 8D-Report Nummerierung: Bitte auswählen

Name

Version:

Status/Berichtsform:

Abteilung

Kontaktdaten

Funktion

Sponsor: Teamleiter: Ansprechpartner: Teammitglied 1: Teammitglied 2: Teammitglied 3: Teammitglied 4: Teammitglied n:

D2 Problembeschreibung

Wo

Beschreibung - Symptom (Auslöser/Kunde):

Beispiel (individuell anzupassen) Beschreibung

Weitere Informationen Kategorisierung (z.B. Fehlerort): Wirksamkeitsnachweis durch

Beispiel (individuell anzupassen)

Risikobetrachtung begonnen ?

Ergebnis Wirksamkeit

Einführungstermin

Verantwortlich

Maßnahme 1:

Datum Risikobetrachtung

-

Aktualisiert?

Maßnahme 2:

Wann

Beschreibung - Problem (Problemlösungsteam): (Einschließlich Beschreibung der Auswirkungen, Ausmaß von betroffenen Produkten etc.) Weitere Informationen Kategorisierung (z.B. Fehlerart):

D3 Sofortmaßnahmen

Datum

Maßnahme 3: Maßnahme n:

D4 Ursachenanalyse

Technische Ursachen Auftreten (TUA)

Verifikation durch

Verifikation am

Ergebnis

ID aus VDA Fehlerursachenkategor

Ausmaß

TUA 1: TUA 2: TUA 3: TUA n: Technische Ursachen Nicht-Entdecken (TUN)

Verifikation durch

Verifikation am

Ergebnis

ID aus VDA Fehlerursachenkategor

5 Why

Assessment criteria

IST/IST NICHT ARBEITSBLATT IST

Bitte auswählen

Produktname: Weitere Informationen: Bitte auswählen Bitte auswählen Bitte auswählen Bitte auswählen

Was

Datum: 8D-Titel: Auslöser/Kunde: E-Mail: Telefonnummer:

D1 Problemlösungsteam

Ishikawa

IST NICHT

Welches Produkt/Prozess betrifft das Problem ?

Gibt es vergleichbare Produkte/Prozesse bei dem das Problem nicht auftrat?

Um welche Abweichung handelt es sich?

Werden zusätzliche Abweichungen des betroffenen Produktes/Prozesses erwartet.

Wo befand sich das Produkt/Prozess, als die Abweichung das erste Mal auftrat.

Wo könnte die Abweichnug noch auftreten?

Grundanforderungen

Worin bestehen die Unterschiede

Was wurde geändert Potentielle Änderung

Test Causes • Versionierung des Berichts eingehalten • Datumsstände der Maßnahmen sind aktuell Übergreifend • Teamleiter benannt • Sponsor benannt • Im Team sind die betroffenen Fachbereiche vertreten, Fachexpertise gegeben • Die Position des Sponsors in der Hierarchie entspricht der Dimension des Problems • Kompetenzen zu 8D-Problemlösungsprozess vorhanden

Wo am Produkt/Prozess trat Wie heißen die die Abweichung auf? angrenzenden Produkte/Prozessee und welche davon sind nicht von der Abweichung betroffen? Wann trat die Abweichnung um ersten Mal auf?(Datum des Auftretens & des Lebenzyklus)

Kann das Problem bereits in einer früheren Phase /Zeitpunkt aufgetreten sein?

Ist eine Systematik der Ausfälle erkennbar? (einmaliger Ausfall, stetiges Anwachsen/ Fallen, Zufäll oder Zyklisch)?

Kann seit dem Entdecken mit zusätzlichen Ausfällen gerechnet werden?

Wie hoch ist die Anzahl der Ausfälle (Anzahl & PPM's)

Mit wie vielen darf in Zukunft noch gerechnet werden?

Reifegrad, Bonus, Sehr gut, Zusatzleistungen --> Kriterien zur Messung des Reifegrades • Inhalte sind effizient, sachlich und vollständig beschrieben • Bericht ist durchgängig und nachvollziehbar • Bericht enthält zusätzlich eine inhaltliche Zusammenfassung (Management Summary, One-pager, 4Quadranten-Chart etc.) • Terminvorgaben werden eingehalten • Formatierung ist übersichtlich

• Klare und nachvollziehbare Funktionsbeschreibung und Abteilungsbeschreibung • Interdisziplinäres Team • 8D Moderator

D1

D2

D3

D4 A

Welche Personen sind Was kann zu schlechteren betroffen? Welche Kosten /besseren Sachverhalte sind bis jetzt angefallen? führen? Werden diese Steigen, Fallen oder bleiben diese Stabil?

D4 N

• verständliche Symptombeschreibung (Beschreibung Abweichung Soll zum Ist) • Z.D.F (Zahlen, Daten, Fakten) – basierte Problembeschreibung ; Klar und nachvollziehbare Beschreibung; Es ist nachvollziehbar: Was ist die Abweichung? Wo ist die Abweichung? Wann ist die Abweichung aufgetreten? Wie häufig / Wie viele Objekte oder Sachnummern sind betroffen? • Ist-Ist-Nicht durchgeführt; Potenzielle Auswirkungen auf vergleichbare Produkte, Prozesse und Standorte geprüft • Maßnahmen beruhen auf Ist-Ist-Nicht-Analyse • Wenn keine Sofortmaßnahmen, ist die Begründung zu dokumentieren • Wenn Sofortmaßnahme einzuführen, dann o Detaillierte Beschreibung der Sofortmaßnahme o Verantwortlicher benannt o Termine (Plan/Ist) dokumentiert o Wirksamkeitsnachweis geführt o Restrisiko, Nebenwirkungen der Sofortmaßnahme betrachtet

• Weiterführende Dokumentation mit zusätzlichen Medien (Bilder, Ton, Video) sind mit angehängt • Ist-Ist-Nicht ist unter Einsatz weiterer Methoden dokumentiert

• Dokumentation der Wirksamkeit nach Einführung (Clean-point-Doku) • Methodische Ermittlung des Restrisikos und der Nebenwirkungen und Dokumentation • Systematische Identifikation der Ursachen unter Zuhilfenahme von Methoden (bspw. Ishikawa oder 5xWhy) • Technische Grundursache(n) für das Auftreten sind identifiziert • Bestätigung der Ursachen über Ist-Ist-Nicht-Beschreibung aus D2 (kein Widerspruch) • Systemische Grundursache(n) für das Auftreten sind identifiziert • Nachvollziehbare Dokumentation; alle Ursachen für das Auftreten des Problems wurden nachweislich • Zu jeder identifizierten Grundursache ist eine Fehlerursachenkategorie zugeordnet ermittelt • Risikobetrachtung ist aktualisiert • Die durchgängige Beschreibung des Vorgehens von der Symptombeschreibung bis hin zur Verifikation der Ursachen ist für Dritte nachvollziehbar • Systematische Identifikation der Ursachen unter Zuhilfenahme von Methoden (bspw. Ishikawa oder 5xWhy) • Technische Grundursache(n) für das Nicht-Entdecken sind identifiziert • Nachvollziehbare Dokumentation; alle Ursachen für das Nicht-Entdecken des Problems wurden • Systemische Grundursache(n) für das Nicht-Entdecken sind identifiziert nachweislich ermittelt • Zu jeder identifizierten Grundursache ist eine Fehlerursachenkategorie zugeordnet • Die durchgängige Beschreibung des Vorgehens von der Symptombeschreibung bis hin zur Verifikation der • Risikobetrachtung ist aktualisiert Ursachen ist für Dritte nachvollziehbar

• Mögliche Abstellmaßnahmen aufgeführt für das Auftreten mit Bezug auf alle Grundursachen (technisch und systemisch) • Nachvollziehbare Effektivitäts-(Wirksamkeits-)abschätzung mit Begründung • Auswahl der Abstellmaßnahmen muss nachvollziehbar sein • Freigegebener, detaillierter Aktionsplan (Daten, Verantwortliche, erforderliche Ressourcen sind freigegeben)

TUN 1:

Figure 4: Recommended templates for implementing the 8D problem solving (provided by VDA)

The 8D report can be shared as a document or in electronic format (e.g. QDX).

Application of the 8D problem-solving method 8D problem solving is a generally applicable method. However, it is used to solve complex problems within a team and is therefore not recommended in every case. For example, areas of application include: • 0-km complaints • Field complaints • Internal and external complaints • Hardware/software problems • Non-compliance of service agreements (service level agreements) • Safety-relevant non-conformities • Audit non-conformities • Non-availability of services (downtime) Before starting the 8D problem solving process, a decision must be made regarding its use on the basis of the available information: If no or only insufficient information about the problem is available, use of this method will not be effective.

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4

 Introduction to problem solving in 8 disciplines     15

Decision criteria for application of the 8D problem-solving method 1. A complete and understandable description of the non-conformity found is available AND 2. Solving the problem exceeds the ability of a single person

Prerequisites within the organization The content and scope of the problem solving process must be a part of the management system within the organization. Knowledge and outcomes arising from the problem-solving process must be continuously taken into account in the risk evaluation and in the escalation processes. The requirements relating to documentation (including 8D reports) have to be defined specifically for the organization.

Assessment criteria for self-assessment The assessment criteria are applied by the respective 8D team with the goal of providing a supportive reflection tool for each individual discipline throughout the problem-solving process. This helps to take into consideration all aspects of 8D problem solving and thus improve the content and significance of the report. The definition of the criteria in the VDA 8D Volume is intended to promote an equal understanding of the maturity level of 8D problem solving in an organization through comparable results based on the same criteria, thus ensuring a minimum standard for the qualitative content of an 8D report. The assessment criteria examined based on the VDA 8D assessment criteria catalog ­support the optimum application of the 8D method, the implementation of the 8D process and the documentation in the 8D report form for the relevant organization. The assessment criteria supplement the 8D method and can be examined during each discipline or after completion. The preferred process is to conduct a self-assessment ­according to the individual disciplines. An assessment is useful for an 8D problem solving that describes a confirmed problem.

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16      Introduction to problem solving in 8 disciplines

The VDA 8D assessment criteria catalog divides the fulfillment of the criteria into general assessment criteria and specific criteria for each individual discipline. The specific basic requirements described in each section must be met in each discipline. In addition, the criteria for “Excellence” are based on the basic requirements, with the objec­ tive that the findings are transparent without the need for further explanation and can be used further in the organization. Disciplines

General

D1

D2

D3

D4 O

D4 N

D5 O

D5 N

D6 O

D6 N

D7

D8

8D Basic

General

D1

D2

D3

D4 O

D4 N

D5 O

D5 N

D6 O

D6 N

D7

D8

Ratio

1/2

5/5

3/3

4/6

6/6

5/5

4/5

3/5

3/3

3/3

2/2

3/3

NOK

100%

33%

33%

100%

50%

0%

50%

100%

33%

100%

67%

50%

Fulfilled (OK)/ Not fulfilled (NOK)

Basic Requirements General basic requirements

General

D1

D2

NOK

60% Fulfilled (1)/ Not Fulfilled (0) 100%

Version numbering of the report is adhered to

ok

Content is written efficiently, objectively and in full; abbreviations are explained

1

Dates of measures are up to date

nok

The report is described consistently and transparently and the formatting is clearly structured

1

The report also contains a summary of the content (table template or management summary, one-pager, etc.).

1

Specified dates/deadlines are adhered to

1

OK

D1 Criteria for achieving "Excellence"

33%

ok

Clearly defined and easy-to-follow role description and department description

1

Sponsor appointed

ok

The team is supported by an independent 8D moderator

0

The relevant departments are represented in the team, expertise is available

ok

Designation of an independent third party (outside the 8D team) for assessment

0

The sponsor’s position within the hierarchy reflects the importance of the problem

ok

D1 Basic requirements Team leader appointed

Skills relating to the 8D problem-solving process are available in the team

ok

D2 Basic requirements

OK

Comprehensible symptom description (description of the non-conformity from the target state to the actual state)

ok

Other documentation with additional media (images, audio, video) is attached.

ok

Is/Is-Not analysis is documented using other methods

Number, data, fact-based problem description; clear and easy-to-follow description: What exactly is the non-conformity? Where is the non-conformity? When did the non-conformity occur? How often does the non-conformity occur? How many items or item numbers are affected? Is/Is-Not analysis performed

ok

D2 Criteria for achieving "Excellence"

Potential effects on similar products, processes and locations have been checked

33% 1

0

0

D3 Basic requirements

NOK

D3 Criteria for achieving "Excellence"

Identification and selection of immediate measures based on the Is/Is-Not analysis

NOK

Ongoing documentation of the effectiveness of the containment actions after their introduction until confirmation of the effectiveness of the implemented permanent corrective measures

1

Methodical investigation of the residual risk and side effects, and documentation

1

Easy-to-follow documentation of the identification and selection of containment actions based on the Is/Is-Not analysis

1

Detailed description of the immediate measure

D3

Criteria for Achieving "Excellence" General criteria for achieving "Excellence"

8D Excellence

Responsible party appointed

ok

NOK

Dates (planned-actual) recorded

ok

Proof of effectiveness kept

ok

Risk and side effects of the containment actions

ok

Figure 5: Assessment criteria catalog for 8D – excerpt (complete catalog in appendix)

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100%

 Introduction to problem solving in 8 disciplines     17

Assessment methodology The assessment methodology for determining the 8D quality is based on the recording of the assessment criteria and follows the procedure described below (Figure 6). Volume 8D_Figure 6_Austauschgrafik_Stand_PH_11.04.2019 Determination of 8D quality

8D Assessment method

8D basic requirements not fulfilled [NOK]

no

Determination of 8D basic requirements

Calculation of 8D excellence

Assessment of single basic requirement criteria [OK/NOK]

Assessment of single excellence criteria per 8D discipline [in %]

Assessment of basic requirement criteria per 8D discipline [OK/NOK]

Calculation of excellence rate per 8D discipline [in %]

All basic requirement criteria fulfilled? [OK]

Calculation of average of all 8D disciplines results in excellence rate [in %]

%

yes 8D basic requirements fulfilled [OK]

Internal approach to improve 8D quality

Figure 6: Determining the 8D quality

5

The assessment methodology yields two statements: Statement 1 - Compliance with the basic requirements • The fulfillment of all basic requirements determines the effectiveness, i.e. the effective and complete application of 8D problem solving. If a criterion is fulfilled, it is rated with “OK”. If a criterion is not fulfilled, it is rated “NOK”. • If all criteria of the basic requirements are rated as “OK”, the effective application of the 8D problem solving is rated as “OK”. • If one or more criteria of the basic requirements are rated as “NOK”, the effective application of the 8D problem solving is rated as “NOK”. Statement 2 – “Excellence” • The achievement of the excellence criteria is shown as a key figure. • It serves exclusively to illustrate the quality of the understandability of findings and their possible further use in the organization in the interest of increasing efficiency. • The key figure is displayed in values of 0-100% and is calculated as an average value: • the degree of fulfillment of all excellence criteria for each discipline, and • the degree of fulfillment of the general excellence criteria. Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

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18      Introduction to problem solving in 8 disciplines

There is no weighting between the individual assessment criteria. All individual assessment criteria for each 8D discipline, including the general criteria, are thus equally important.

General assessment criteria In addition to the assessment criteria applicable in the individual disciplines, the following general assessment criteria apply to the entire 8D problem solving: General basic requirements • Version numbering of the report is adhered to • Dates of measures are up to date General criteria for achieving “Excellence” • Content is written efficiently, objectively and in full; abbreviations are explained • The report is described consistently and transparently and the formatting is clearly structured • The report also contains a summary of the content (table template or management summary, one-pager, etc.) • Specified dates are adhered to

Chapter structure All of the following chapters about the individual disciplines of 8D problem solving have an identical structure: • Summary and objective • Process • Applicable methods and tools • Assessment criteria and • Opportunities and risks At the beginning of the chapter, a summary of the respective section is provided and the process of the 8D step is described in detail. They are followed by methods and tools which can be applied in the process step. Finally, the respective assessment criteria (divided into basic requirements and criteria for achieving “Excellence”) are explained and the opportunities and risks of the process step are outlined. The basic requirements must be met in order to qualify. For each of the 8 disciplines, core contents were processed symbolically and clearly in the form of “cards”. These are available at: https://8d.vda-qmc-tools.de

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 1 D1 – Problem-solving team     19

1 D1 – Problem-solving team 1.1

Summary and objective

The objective of process step D1 is to determine a sponsor, a team leader and the best possible team to solve the problem in a specific case.

1.2 Process Once a problem becomes known, the organization forms a specific team. The team members are primarily determined based on the underlying problem and its level of complexity.

Original symptom description

Sponsor

Resources

Team leader

Methods competence

Team members

Professional competence Problem-specific team Figure 7: Overview of the D1 problem-solving team

The persons in the team must have process and/or product expertise. The necessary specialized knowledge must be ensured and specialists called into the team at each stage, depending on the definition of the problem. It may be advisable to use a responsibility matrix, depending on the size of the organization and the complexity of the problem. The team is led by a team leader and supported by a sponsor. These roles can be assumed by the same person (for example in small organizations).

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20      1 D1 – Problem-solving team

The team leader or another team member must have knowledge and expertise in how to use the 8D problem-solving method. The team leader also has access to other supportive meth­ ods and tools (his/her own skills, or experts). He/she is in direct contact with the sponsor and ensures communication within the whole problem-solving team. The sponsor is responsible for providing the necessary resources and provides support in overcoming obstacles. The sponsor should be a leader in the organization and directly affect­ ed by the problem. The sponsor should have a personal interest in solving the problem. The team members must have the time, authority and skills in the technical disciplines to solve the problem and to implement corrective actions. The communication channels to internal and external partners must be defined, and com­ munication should take place either through the team leader or an alternative contact should be appointed. Depending on the definition of the problem, the customer or (sub)contractor may be includ­ ed in the team. New information (figures, dates, facts) may have a direct effect on the composition of the team, and the team members may be changed according to requirements/tasks, even later on during the course of the 8D process.

1.3 Applicable methods and tools • Organizational chart • Qualification matrix • Responsibility matrix

1.4 Assessment criteria 1.4.1 Basic requirements • Team leader appointed • Sponsor appointed • The relevant departments are represented in the team, expertise is available • The sponsor’s position within the hierarchy reflects the importance of the problem • Skills relating to the 8D problem-solving process are available in the team

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 1 D1 – Problem-solving team     21

1.4.2 Criteria for achieving “Excellence” • Clearly defined and easy-to-follow role description and department description • The team is supported by an independent 8D moderator • Designation of an independent third party (outside the 8D team) for the assessment

1.5 Opportunities and risks Opportunities: • Sponsor supports and escalates, where necessary • Multi-disciplinary collaboration • Improving understanding for problem solving • Further development of employees by acquiring experience Risks: • No or only insufficient access to relevant information • Members of the team do not have the required skills • Team size not suitable • Difficulties in multi-disciplinary collaboration • Communication paths not sufficiently defined

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22      2  D2 – Problem description

2 D2 – Problem description 2.1 Summary and objective The objective of the process step D2 is to understand the problem with regard to its interconnections and transfer the identified non-conformity into a specific, fact-based problem description. A problem description is a simple, precise statement about the item and the non-conformity, whose cause is not known. It should be as accurate as possible, and the problem environment should also be described if applicable (e.g. the processes/components involved within a complex system). The core of the problem is to be identified and quantified. All necessary data are available and ana­lyzed sufficiently so that the extent of the problem (number of parts concerned, versions, vehicles, etc.) can be described in a manner that is understandable.

2.2 Process The facts are used as a basis for determining as precisely as possible what the faulty prod­ ucts or processes in question are. The item with the non-conformity has to be defined at this point. A clear statement about the non-conformity must be drawn up (the aim is to define what re­ quirement is not being met e target-actual comparison). In order to make a clearly defined statement about the non-conformity, it is also necessary to define which comparable products or processes do not have the non-conformity. A description of “symptoms” must be created, which is then converted into a problem description by asking targeted questions. • “Who observed what first?” – If possible, the person who reported the symptom should describe exactly what was observed. • “Is all available information at hand?”, e.g. provisional problem description and risk assessment?

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 2  D2 – Problem description     23

Volume 8D_Figure 8_Austauschgrafik_Stand_PH_11.04.2019 • A problem description has to be developed based on the answers to these questions,

Collection of facts Information acquisition

Failure collecting chart

Histogram

Is-/Is-Not Analysis

What?

When? Where? How many?

Information content increases

Original symptom description

olume 8D_Figure 9_Austauschgrafik_Stand_PH_11.04.2019 Pareto diagram

...

Collection of facts

Is-/Is-Not Analysis

Is there a target-actual deviation?

Problem-specific description

ume 8D_Figure 9_Austauschgrafik_Stand_PH_11.04.2019 Figure 8: D2 Problem description

Suddenly 6

Feature

Feature

Continuous/Steady Expectation

Expectation

and the collection of facts for each symptom must be initiated. This collection of facts should Actual Actual provide answers to the following questions: Time Time • What (which product/process, which non-conformity)? • Where (location/where on the product, where in the process)? Suddenly Periodically/cyclic Random/infrequent • When (timeline/pattern)? Continuous/Steady • How much (number/frequency/scope)? Expectation Expectation Expectation Expectation Feature

Actual Actual

Feature

Feature

Feature

_Austauschgrafik_Stand_PH_11.04.2019

Actual Actual

A collection of facts for refining the problem description must not contain any conclusions TimeTime as to the causes of the problem (not a why). TimeTime

_Austauschgrafik_Stand_PH_11.04.2019 First daySuddenly deviation Periodically/cyclic

Time

Expectation

Actual Actual Actual

Actual Time

Suddenly First day deviation Random/infrequent Feature

Expectation Expectation Actual Actual

Feature Feature

Feature Feature

Expectation Expectation Expectation

Time TimeTime

Continuous/Steady Periodically/cyclic

Time Time

Expectation Expectation Expectation Actual ActualActual Time TimeTime

Figure Periodically/cyclic 9:First Typical defect/failure patterns day deviation

Random/infrequent

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Feature

Feature Feature

Random/infrequent Feature

Feature

Expectation Actual

Feature

Feature

Feature

Continuous/Steady

Actual

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24      2  D2 – Problem description

A common method used for this is, for example, the Is/Is-Not analysis, which asks questions that support comprehensive data collection. Similar and/or identical processes and products, potentially also at different locations, must be taken into consideration here and integrated into the 8D process. Identified gaps in the fact collection have to be eliminated through additional available, important information, e.g. process diagrams, SPC data, machine logs, measurement data from production. If necessary, a list of measures (to-do list) for acquiring information should be drawn up. For problems exhibiting complex symptoms, the problem can be divided with subsequent individual problem descriptions. In order to confirm the failure/symptom, it is then necessary to verify whether the collected data unequivocally confirm a target-actual non-conformity. This includes the measurability of the non-conformity. The information (figures, data and facts) and findings obtained are to be transferred into a specific problem description (item and non-conformity, “what is wrong with..?”). The problem description developed at this stage forms the working basis for establishing containment actions (D3) and the root cause analysis (D4). Should it become necessary to amend the problem description within the scope of the later 8D process (e.g. due to new information), the amendment must be documented.

2.3 Applicable methods and tools Methods that could provide support in developing the problem description are: • Is/Is-Not facts (see 8D template) • Histogram (failure distribution) • Failure collection chart (time of occurrence) • Pareto analysis (frequency distribution) • Flow charts (workflows, schematic diagrams, processes, interfaces) • To-do list • ABC analysis (prioritization)

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 2  D2 – Problem description     25

2.4 Assessment criteria 2.4.1 Basic requirements • Comprehensible symptom description (description of the non-conformity from the target state to the actual state) • Number, data, fact-based problem description; clear and easy-to-follow description: What exactly is the non-conformity? Where is the non-conformity? When did the non-conformity occur? How often does the non-conformity occur? How many items or item numbers are affected? • Is/Is-Not analysis performed

2.4.2 Criteria for achieving “Excellence” • Supplementary documentation with additional media (images, audio, video) is attached • Is/Is-Not analysis is documented using other methods • Potential effects on similar products, processes and locations have been checked

2.5 Opportunities and risks Opportunities: • In order to assess comparable 8D cases and identify systemic problems or trends, a user-specific characterization can be entered, for example, failure/defect location, failure/defect type, failure/defect coding, problem classification • Efficient root cause analysis by means of a specific problem description • Visualization of figures, data, facts may support the description and understanding of a problem Risks: • An incomplete problem description will result in an incorrect root cause analysis, ineffective measures or inadequate resource planning • The user-specific characterization must not be confused with the VDA failure causes catalog. The latter is not used until after the D4 Root cause analysis • Conclusions must not be drawn as to why the problem has occurred. Conclusions made with­in the D2 problem description stage will result in an incorrect problem description

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26      3  D3 – Containment actions

3 D3 – Containment actions 3.1 Summary and objective The objective of D3 is to define the containment actions in order to fully eliminate the impact of the problem on external and internal customers. The containment actions have to be implemented and their effectiveness ensured until the implemented corrective actions (D6) have been validated. All containment actions serve to limit immediate losses, and are based Volume 8D_Figure 10_Austauschgrafik_Stand_PH_11.04.2019 on specific requirements (software, services, hardware, etc.)

Specific problem description

Identify Align

Protect against impact!

Verify

(through effective containment actions)

Buy yourself time! (through effective containment actions)

Risk assessment

Containment actions

Prove effectiveness

Implemented containment actions and proof of effectiveness Figure 10: Overview of the D3 containment actions 8

3.2 Process Depending on the initiator, containment actions including proof of effectiveness have to be implemented, and a risk assessment conducted for the planned containment actions. Containment actions are taken to immediately contain the problem with the intention of eliminating or reducing the effect of the non-conformity on the product (hardware/software/ service) (e.g. warehouse or delivery quarantine, reverting to the previous software version, resetting the password, blocking access, sorting and reworking, etc.). Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

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 3  D3 – Containment actions     27

Containment actions are short-term measures that remove or reduce the symptom, but do not permanently eliminate the failure yet. This includes activities to ensure that the effects of the problem are eliminated. The entire value and supply chain is to be considered here. It must be ensured that information relating to the problem is forwarded to potentially affected parties (e.g. the next shift, other production lines, similar development areas). All information that is available must be used for the identification of possible containment actions and for the risk assessment. For example: • D-FMEA, P-FMEA • Feature description (e.g. special characteristics – SC) • Specifications (also software and system specifications) • Drawings and 3-D models • Product/process audits • Control plan (CP) • Process flowcharts • Testing and rework equipment • 8D reports, complaints from the past • Inventories (e.g. quarantine stock) • Names of NOK products • SPC/failure collection chart/quality control card • Machine and tool history Potential risks and effects of the non-conformity from the D2 problem description as well as possible negative effects of the implementation of D3 containment actions are to be taken into consideration. Containment actions are defined within the team based on the existing information from the problem description, and in addition to the outcomes of the risk assessment, and adapted in case of changes and/or new findings. The degree of effectiveness of the selected containment actions must be proven before they are implemented, where possible. They can be verified, for example, by: • Tests and demonstrations • Before/after comparison • SPC or measurement system analysis (MSA) The effectiveness of the implemented containment actions must be documented on a c­ ontinuous basis, (e.g. failure collection chart). Deadlines and responsibilities must be established for all containment actions, followed up and documented in the 8D report. Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

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28      3  D3 – Containment actions

The implemented containment actions must be adapted when new information emerges, depending on the ongoing D4 root cause analysis or the D2 problem description. The risk assessment must be updated continuously and documented.

3.3 Applicable methods and tools Applicable methods for establishing measures • ABC analysis • Pareto analysis • Risk matrix • Before/after comparison Applicable methods for validation/implementation • Flow diagram • Histogram • Pareto analysis • Failure collection chart • Measurement system analysis (MSA)

3.4 Assessment criteria 3.4.1 Basic requirements • Identification and selection of containment actions based on the Is/Is-Not analysis • Detailed description of the containment action • Responsible party appointed • Dates (planned-actual) recorded • Proof of effectiveness retained and updated • Risk and side effects of the containment action considered

3.4.2 Criteria for achieving “Excellence” • Ongoing documentation of the effectiveness of the containment actions after their introduction until confirmation of the effectiveness of the implemented permanent corrective measures • Methodical investigation of the residual risk and side effects, and documentation • Easy-to-follow documentation of the identification and selection of containment actions based on the Is/Is-Not analysis

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 3  D3 – Containment actions     29

3.5 Opportunities and risks Opportunities • Failure cost minimization as a result of efficient containment actions • “Protect against impact” with effective containment actions and thus “buy time” for the later stages of the problem-solving process Risks: • Containment actions do not have a sufficient effect • Containment actions have undesirable “negative” effects • Containment actions are set from D6 before the implemented corrective actions are validated

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30      4  D4 – Root cause analysis

4 D4 – Root cause analysis 4.1 Summary and objective In process step D4, the actual causes of the underlying problem - the root causes - are determined and verified based on the problem description (D2), the Is/Is-Not analysis and taking into consideration the findings from the containment actions (D3). The objective is to identify both the technical root causes and the systemic root causes (see glossary) for the occurrence of the failure and the non-detection of the failure.

4.2 Process The root cause analysis must be performed carefully and without attributing blame. The experience and creativity of team members should be used. Any theory that explains how the problem could have11_Austauschgrafik_Stand_PH_11.04.2019 arisen is regarded as a possible cause. Only facts count, rather than rash Volume 8D_Figure conclusions or subjective assessments.

Specific problem description Is-/Is-Not analysis

Collection of facts

1

Technical Examination Occurence

1

Analysis results

Systemic Examination

2

Non-detection

Ocurrence

Non-detection

2 Determination of potential causes Identification of most likely causes Verification of most likely causes

FTA

Ishikawa

5 Why

Hypothesistest

Cross exchange simulation, DoE

...

Verified root causes Figure 11: D4 – Root cause analysis 9

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 4  D4 – Root cause analysis     31

The team first uses the specific problem description to determine the potential causes for occurrence and non-detection. • Questioning the occurrence seeks to explain why the problem occurred • Questioning the non-detection explains why the problem was not identified or was not identified at an earlier stage when it occurred

Volume 8D_Figure 12_Austauschgrafik_Stand_PH_11.04.2019 The systemic causes are compiled once the technical root causes of occurrence and non-detection have been identified. The technical root causes therefore form the starting point for the systemic root cause analysis. 1

Starting point Problem description

2

Technical examination

Systemic examination

Occurence

Root causes

Occurence

Root causes

Non-detection

Root causes

Non-detection

Root causes

Figure 12: Two-step process for determining the root causes

During the technical examination, the question of why the problem occurred and was not detected is investigated. During the systemic examination, the question of why the man­ agement system permitted (allowed, not avoided) the identified technical root causes is investigated. It must be noted that there may be multiple causes that, when combined (through interaction or individually), could result in the failure pattern. This necessitates a systematic investigation of all failure causes that explain the problem. Possible interactions must be taken into consi10 deration. It may be necessary to consider the entire value chain. Suitable methods and tools for identifying the cause are to be used, depending on the complexity of the problem. This requires the corresponding skills within the team for using these methods. A tried-and-tested method is the cause-effect diagram. This method is used to collect all possible causes, assess them and eliminates the non-applicable causes after the assessment. The objective of a cause-effect diagram is first to produce an overview with all possible causes. Only the causes with a high probability should be verified.

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32      4  D4 – Root cause analysis Occurence Management

Method

Non-Detection Machine

Machine

Method

Management

Excluded Root Cause (according to assessment)

Potential Root Cause (in assessment)

Material

Man

Indentified Potential Root Cause

Environment

(according to assessment)

Environment

Man

Material

Figure 13: Cause-effect diagram

Use 5 Why to identify the most likely causes. By repeatedly asking the question “why”, it is possible to find out the root cause. Technical

examination

Systemic examination

Figure 14: 5 Why analysis (see attachment)

Verification of the determined cause The determined causes are verified and confirmed in two steps: Passive verification: Passive verification is achieved through observation. This approach is used to check whether the most likely cause is also present when a failure occurs. Passive verification does not provide any unequivocal evidence, but rather isolates the scope of the solution and can serve as test planning. If it cannot be proven that the most likely cause and the defect are present at the same time, there is a good chance that the most likely cause is not the root cause.

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 4  D4 – Root cause analysis     33

The hypotheses of passive verification can be confirmed with the following methods: • Comparing the determined causes against all facts from the Is/Is-Not analysis • If necessary, supplementing the Is/Is-Not fact collection by recording and comparing, including the occurrence of the non-conformity over time Active verification: Active verification is a procedure in which the effect of the cause can be “turned on and off”. Methods of active verification are: • Cross exchange • Hypotheses confirmed by: ––Test ––Experiments ––Simulation By combining passive and active verification, it is usually possible to obtain unequivocal evidence that the “most likely cause” is a root cause. For this purpose, passive verification is done out first, as this enables the possible causes to be narrowed down significantly to the most likely causes with relatively little effort. To enable out systemic improvements that extend beyond the problem itself, it is productive to group the root causes together. The failure cause categories, for example (see VDA guideline: Definition of Failure Cause Categories for 8D Reporting), should be used for this purpose. A corresponding failure cause category is assigned to each verified failure cause. Assigning a failure cause to a failure cause category involves finding a topic-based approximation. In addition, it makes sense to establish product-/process-specific failure cause categories in the organization.

4.3 Applicable methods and tools Methods applicable for determining possible causes: • Cause-effect diagram • Fault Tree Analysis (FTA) • 5 Why • Continuing Is/Is-Not analysis (changes and differences) • Hypotheses test

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34      4  D4 – Root cause analysis

4.4 Assessment criteria 4.4.1 Occurrence – basic requirements • Systematic identification of causes with the aid of methods (e.g. cause-effect di­agram or 5 Why) • Technical root causes for the occurrence have been identified • Confirmation of causes via Is/Is-Not analysis description from D2 (no contradiction) • Systemic root causes for the occurrence have been identified • Each identified root cause has been assigned to a failure cause category • Risk assessment is updated (taking into consideration the analysis of the root causes of the occurrence)

4.4.2 D4 Occurrence – criteria for achieving “Excellence” • Easy-to-follow documentation; all causes of the occurrence of the problem have been determined by verification • The consistent description of the procedure for describing symptoms through to the verification of causes is understandable for third parties

4.4.3 D4 Non-detection - basic requirements • Systematic identification of causes with the aid of methods (e.g. cause-effect diagram or 5 Why) • Technical root causes of non-detection have been identified • Systemic root causes of non-detection have been identified • Each identified root cause has been assigned to a failure cause category • Risk assessment is updated (taking into consideration the analysis of the root causes of non-detection)

4.4.4 D4 Non-detection – Criteria for achieving “Excellence” • Easy-to-follow documentation; all causes of the non-detection of the problem have been determined by verification • The consistent description of the procedure for describing symptoms through to the verification of causes is understandable for third parties

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 4  D4 – Root cause analysis     35

4.5 Opportunities and risks Opportunities: • Effective and efficient identification of the root causes by correctly using suitable tools and methods Risks: • Hastily deciding on a suspected cause without verification • Reciprocal effects/interactions are not recognized • Not all causes have been identified

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36      5  D5 – Selection and verification of corrective actions

5 D5 – Selection and verification of corrective actions 5.1 Summary and objective The objective of process step D5 is the development, selection and verification of corrective actions to eliminate the technical and systemic root causes for the occurrence and non-­ detection identified in D4 (root cause analysis). Corrective actions are selected on the basis of proven effectiveness while taking their ­efficiency into account. Evidence of effectiveness must be documented. The optimum corrective actions with long-term effect are to be selected. Suitable tests, for example, are to be used to demonstrate that the selected corrective actions solve the problem permanently and do not have any undesirable effects. The outcome is an approved action plan with established deadlines, resource plan and re­ sponsibilities for the selected corrective actions.

5.2 Process The process step serves to identify and verify the planned corrective actions. This process step does not involve the implementation of corrective actions. Potential corrective actions are developed within the team. It must be noted here that corrective actions are developed to eliminate both the root causes of the occurrence and the root causes of the non-detection of the problem. Each identified root cause must be eliminated through actions within the scope of 8D problem solving. Any additional, overarching actions over which the team leader or sponsor has no control will be transferred to the organization via D7 (prevention of reoccurrence). It can also be beneficial to consider the same or similar failure causes for which actions have already been implemented in the past and whose effectiveness has been confirmed. Once the potential corrective actions have been developed, a risk assessment has to be carried out for the corrective actions, in order to determine and assess the resulting reciprocal effects. Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

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 5  D5 – Selection and verification of corrective actions     37

Corrective actions are selected based on their effectiveness while taking their efficiency into Volume account.8D_Figure In order to15_Austauschgrafik_Stand_PH_11.04.2019 reach an objective decision, it is necessary for action plans/schedules to already be in place for the potential corrective actions.

Verified, actual root causes Technical Occurrence

Technical

Non-detection

Systemic Occurrence

Systemic

Non-detection

Action

Action

Action

Action

Action

Action

Action

Action

Action

Action

Action

Action

Proof of effectiveness

Verified actions with action plans for implementation Figure 15: Overview D5 - Selection and verification of corrective actions

11

The selected corrective actions have to be verified and documented. The implementation plan must be announced within the organization in order to avoid the mixing of (old/new) products or to prepare the organization for the change to a process, for example.

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38      5  D5 – Selection and verification of corrective actions

5.3 Applicable methods and tools Methods for collecting and defining corrective measures • Creativity techniques • Poka-yoke approach • Flow charts (workflows, schematic diagrams, processes, interfaces) Methods for assessing and verifying the corrective measures • Decision matrix • Risk analysis matrix • Experiment plan (DOE) • Machinery/process capabilities • FMEA (Failure Mode and Effects Analysis) • Action plan • Resource plan • Project plan • Product and process approval • Key process indicators

5.4 Assessment criteria 5.4.1 D5 – Occurrence – basic requirements • Possible corrective actions for an occurrence in relation to all technical and systemic root causes are listed • Easy-to-follow effectiveness/efficiency assessment of the achievable corrective ­actions, with justification • The selection of corrective actions for each identified root cause must be transparent • Approved, detailed action plan (dates, responsible parties, required resources are approved) • Possible undesirable effects of each of the corrective actions have been analyzed and are documented

5.4.2 D5 – Occurrence – Criteria for achieving “Excellence” • Methods are used to verify and document the selection of corrective actions (e.g. via a decision matrix) • Verification for the selection of the corrective actions is described in a way that is understandable for third parties

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 5  D5 – Selection and verification of corrective actions     39

5.4.3 D5 – Non-detection - Basic requirements • Possible corrective actions for non-detection in relation to all technical and systemic root causes are listed • Easy-to-follow effectiveness/efficiency assessment of the possible corrective actions, with justification • The selection of corrective actions for each identified root cause must be transparent • Approved, detailed action plan (dates, responsible parties, required resources are approved) • Possible undesirable effects of each of the corrective actions have been analyzed and are documented

5.4.4 D5 – Non-detection – Criteria for achieving “Excellence” • Methods are used to verify and document the selection of corrective actions (e.g. via a decision matrix) • Verification for the selection of the corrective actions is described in a way that is understandable for third parties

5.5 Opportunities and risks Opportunities: • Selection of effective and efficient corrective actions • Permanent prevention of reoccurrence of the problem, repeat failures • Cost minimization for the organization • Increased robustness of products and processes Risks: • Developed corrective actions are incomplete or selection of inappropriate corrective actions (wrong assessment criteria) • The planned corrective actions bear no relationship to the root causes • Reoccurrence of the problem due to flawed or missing evidence of effectiveness • New problems arise as a result of the undetected risks associated with corrective actions (side effects) • Efficiency at the expense of effectiveness

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40      6  D6 – Implementation and validation of corrective actions

6 D6 – Implementation and validation of corrective actions 6.1 Summary and objective The objective of D6 is the implementation of the selected permanent corrective actions. The permanent corrective actions are validated and long-term results are observed. The containment actions will be removed/lifted after the implementation and validation of the permanent corrective actions.

6.2 Process Corrective actions must be implemented on the basis of the action plan defined in D5. The team leader coordinates and monitors the implementation of actions. The sponsor provides Volume 8D_Figure 16_Austauschgrafik_Stand_PH_11.04.2019 the resources necessary for implementation.

Verified actions with action plans for implementation

Action plan

Action plan

Team leader

Action plan

Action plan

Validation of corrective actions Removal of containment actions from D3

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 6  D6 – Implementation and validation of corrective actions     41

Should changes to the planned introduction occur during implementation, or if new information emerges, these must be included in D5 – Selection and verification of corrective actions. Containment actions from D3 must not be withdrawn until the effectiveness of the implemented corrective actions has been confirmed. The corrective actions that are introduced have to be validated. The implementation of ­actions must be documented according to the action plan.

6.3 Applicable methods and tools Realization • Action plan • Resource plan • Project plan • Product and process approval • Control plan (CP) • Flow charts (workflows, schematic diagrams, processes, interfaces) Validation • Pareto chart of failures, histogram, failure collection chart • IT/software (log files, dumps, traces) • Machine/process capabilities • Interaction analysis of overall process/system • Key process indicators • Evaluation of functional safety • Evaluation of security (access security)

6.4 Assessment criteria 6.4.1 D6 – Occurrence – basic requirements • Implementation of the selected permanent corrective actions based on the action plan (from D5) • Validation of the effectiveness of the permanent corrective actions • Removal of containment actions after validation of permanent corrective actions

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42      6  D6 – Implementation and validation of corrective actions

6.4.2 D6 – Occurrence – Criteria for achieving “Excellence” • The provision of evidence, particularly for validation, is carried out and documented with the aid of methods (e.g. experiments, photos, drawings, etc.). • The provision of evidence, particularly for validation, is described in a way that is understandable for third parties • Permanent incorporation of the corrective actions is documented and described in a way that is understandable

6.4.3 D6 – Non-detection - Basic requirements • Implementation of the selected permanent corrective actions based on the action plan (from D5) • Validation of the effectiveness of the permanent corrective actions • Removal of containment actions after validation of permanent corrective actions

6.4.4 D6 – Non-detection – Criteria for achieving “Excellence” • Verification, particularly for validation, is performed and carried out with the aid of methods (e.g. experiments, photos and drawings, etc.). • The provision of evidence, particularly for validation, is described in a way that is understandable for third parties • Permanent incorporation of the corrective actions is documented and described in a way that is understandable

6.5 Opportunities and risks Opportunities • Cost reduction by eliminating the containment actions with timely implementation of the corrective actions • Process optimization, creation of robust processes and products Risks: • The containment actions may distort the result during validation • Reciprocal effects are not taken into consideration during validation • Containment actions are removed too early • Schedule is not adhered to • Containment actions are not removed • Resources are exceeded, increased demand on resources

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 7  D7 – Prevention of reoccurrence     43

7 D7 – Prevention of reoccurrence 7.1

Summary and objective

The objective of the D7 is to identify and document actions that ensure the permanent prevention of the identified root causes for similar products or processes by adapting the management system in the sense of standardization. The result is the preparation and transfer of acquired information to other processes, such as the lessons learned process.

7.2 Process In D5 and D6, actions were assessed and implemented for each identified root cause. Greater actions beyond this, which were identified in D5 but over which the team leader or sponsor has no control, are transferred to the organization via D7. To this end, the problem and the underlying technical and systemic root causes are assessed in D7. Information that is relevant to similar products and processes has to be identified from the specific case. This information must be prepared and actively communicated to the relevant departments in the organization in order to prevent failures from repeating there. The acquired information is forwarded to a Lessons Learned process, for example, which ensures that documentation is reviewed or updated.

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44      7  D7 – Prevention of reoccurrence

Volume 8D_Figure 17_Austauschgrafik_Stand_PH_11.04.2019

Problem from D2, causes from D4, actions from D5 and D6

1

Prevention product-/process-related

Within 8D

2

Transfer of knowledge across similar products and processes

Forwarding to Lessons Learned

Sustainable and preventive actions across similar products Figure 17: Overview of D7 - Prevention of “reoccurrence”

Relevant documents include FMEA, control plan (CP), drawings or specifications, for exam­ ple. If necessary, notes on relevant measures relating to the management system are to be provid­ed. These may include the revision of instructions, development/construction guidelines or test schedules. The forwarding of information is to be documented. The reasons for not forwarding informa­ tion have to be explained.

7.3 Applicable methods and tools • Lessons Learned • Knowledge management • Expert networks (e.g. FMEA moderators)

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 7  D7 – Prevention of reoccurrence     45

7.4

Assessment criteria

7.4.1 Basic requirements • Documents that the problem-solving team are able to influence are reviewed and revised if necessary (e.g. FMEA, test schedules and instructions); documentation available and traceable • Evaluation of whether the existing problem resolution can also be applied to comparable products, processes and locations; Note: This can be carried out with the involvement of further positions/persons (e.g. sponsor) or functions. If necessary, the lessons learned process or the continuous improvement process (CIP), etc. is initiated.

7.4.2 Criteria for achieving “Excellence” • The party responsible for supervising the preventive measures and transferring the acquired knowledge/information to the organization (e.g. into a lessons learned process) is designated • The incorporation of preventive measures in subsequent processes (e.g. lessons learned) has been confirmed and documented • The documentation is available and clearly described

7.5

Opportunities and risks

Opportunities: • Greater customer satisfaction; creation of trust • Systemic failure prevention, early identification • Cost reduction, competitive advantages • Supplier development • 8D problem-solving team as the initiator of continuous improvement (motivation) Risks: • Information is not sufficiently structured or inadequate • Knowledge is gained here, but the actions are not implemented • Not all locations or similar products and processes are taken into consideration

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46      8  D8 – Conclusion and ACKNOWLEDGMENT of the team’s success

8 D8 – Conclusion and acknowledgment of the team’s success 8.1 Summary and objective The purpose of process step D8 is to conclude the team’s work, to acknowledge the perfor­ mance of individuals and the team, and to release the team from the task. The result is the completed 8D report.

8.2 Process The prerequisite for completing the problem-solving process is the completion of steps D1 to Volume 8D_Figure 18_Austauschgrafik_Stand_PH_11.04.2019 D7 and the conclusion of all actions relating to the specific problem.

8D report with all documents

Sponsor

Acknowledgement of team success

Team leader

Team members

Relieve the team 8D problem solving completed and team success acknowledged Figure 18: Overview D8 - Conclusion and acknowledgment of the team’s success 14

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 8  D8 – Conclusion and ACKNOWLEDGMENT of the team’s success     47

The sponsor and the team leader remain responsible for the specific problem until the conclusion of all actions. The problem-solving process is completed once the approval by the sponsor and the team leader has been documented. The solution to the problem must be presented in a final discussion with the participation of as many participants as possible, including the team leader and sponsor. Feedback must be provided to the participants and the team performance must be acknowledged. An assessment can be conducted in the form of a structured evaluation (see “Assessment criteria” section in the introduction). The outcomes of 8D problem-solving processes are presented, where possible and appropriate, by the sponsor as part of a management review.

8.3 Applicable methods and tools • Assessment matrix • Feedback

8.4 Assessment criteria 8.4.1 Basic requirements • Conclusion of all actions relating to the specific problem • Report is available and is approved by the sponsor and team leader • Team acknowledgment and release of team members

8.4.2 Criteria for achieving “Excellence” • Documentation is available for self-assessment of the problem solution based on the assessment criteria • Team acknowledgment during a final discussion with a focus on teamwork and ­communication with the participation of as many team members as possible • Self-assessment of the problem solution is included in the final discussion with the sponsor • Assessment has been conducted by independent third parties (outside the 8D team)

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48      8  D8 – Conclusion and ACKNOWLEDGMENT of the team’s success

8.5 Opportunities and risks Opportunities: • Team motivation is increased • Future 8D processes run more efficiently • Improvement of problem-solving skills Risks: • Team success is not sufficiently acknowledged; only the conclusion of the process is focused on • Premature end to the 8D problem-solving process, without all actions being implemented • Assessment is not conducted in an objective manner

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 9 Glossary     49

9 Glossary ABC analysis

Method for identification, evaluation and prioritization of activities based on defined influenc­ ing factors. Activities are classified as A (very impor­ tant), B (important) and C (less important).

AIAG CQI-20

Automotive Industry Action Group‘s Effective Pro­ blem­Solving Guide (description of problem-solving process)

Assessment

Evaluation, appraisal. The application of specific ­documented criteria to determine acceptance, approval or release (source: ISO/IEC 14102:2008).

Cause-effect diagram

Also called “fishbone diagram”

Downtime of services

Outage time, stoppage time

FMEA

Failure Mode and Effects Analysis (source: DIN EN 60300-1:2015-01)

Lessons Learned

Experience gained from mistakes and successful projects (source: DIN EN ISO 9001:2015-11)

Non-detection of the problem

The problem has occurred or arisen, but has not been identified as such

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50      9 Glossary

Occurrence of the problem

In relation to the emergence of the problem itself; in contrast to non-detection of the problem

CP

Control plan (source: IATF 16949:2016)

QDX: Quality  Data eXchange

Uniform exchange format on XML basis for qual­ ity data exchange between customer and supplier (source: VDA Volume 7)

Responsibility matrix

Structured presentation of responsibilities, communication and escalation paths

Service-Level-Agreements

Service Agreement (source: DIN ISO/IEC 19086-1)

SPC

Statistical process control (source: ISO 11462-2:2010)

Systemic causes

Interaction of conditions that allow the technical causes and are thus indirectly related to the problem. The conditions lie in the organization or in processes (management processes, value creation processes, support processes).

Technical causes

Interaction of conditions that cause the problem and are directly causally related to the problem

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Please select

Subject of problem solving Additional information: Please select

8D report number

Name

Description - Symptom

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SCN 1:

Systemic root cause non-detection (SCN)

SCO 1:

Systemic root cause occurrence (SCO)

TCN 1:

Technical root cause non-detection (TCN)

TCO 1:

Technical root causes occurrence (TCO)

D4 Root cause analysis

CA n:

CA 3:

CA 2:

CA 1:

Description of contaiment actions (CA)

D3 Containment actions

More information Categorization (for example, Example (to be customized) type of defect)

Description - Problem (created by problem-solving team): (Including description of effects, extent of affected products, etc.)

Department

More information Categorization (location of defect):

D2 Problem description

Sponsor: Team leader Contact person: Team member 1

D1 Problem-solving team

Problem owner/customer E-mail: Phone

Start date: 8D titel:

Proof of effectiveness by

Example (to be customized)

Position

Result effectiveness

Risk assessment started / updated?

Version

Verification by (person)

Verification by (person)

Verification by (person)

Verification by (person)

Implementation date

Please select

8D report

Date

Date

Date

Date

Responsible (person, contact info.)

Date

Append media data

Contact info.

Status/report form: Current date

Results / method / report

Results / method / report

Results / method / report

Results / method / report

Risk and side effect of containment action

ID from VDA root cause categories

ID from VDA root cause categories

ID from VDA root cause categories

ID from VDA root cause categories

Methodology used for determining the residual risk and the side effects

Please select

 Templates for processing 8D     51

Templates for processing 8D

Nur zur internen Verwendung für MAGNA STEYR bestimmt.

Verification performed on

Verification by (person)

Responsible

Actions for prevention (across product or process) Planned

Planned

Responsible

Effective from

Hand over date

Hand over date

Validated on

Results of the final discussion (optional)

Signature - Team Leader

Participants of the final discussion: Participant 1 Participant 2

Date

Attach documents (e.g. validation results)

Date of the final meeting (optional)

8D assessment conducted by

Assessment of applicability (by the Attach documents (Proof of applicability) recipient)

Assessment of applicability (by the Attach documents (Proof of applicability) recipient)

Responsible (validation)

Signature - Sponsor

Result 8D assessment

D8 Conclusion and acknowledgement of the team's success

Responsible

Implementation date

Actions for prevention (product- or process-related)

D7 Prevention of reoccurrence

Reference to CA 1

Reference to SCN 1: Removal of containmet actions

Reference to SCO 1:

Reference to TCN 1:

Reference to TCO 1:

Corrective actions

Date

8D assessment conducted on

Attach documents Responsible for the implementation(e.g. decision matrix, allowing traceability of the selection of measures)

Removal date

Plan date of implementation

D6 Implementation and validation of corrective actions

Reference to SCN 1:

Reference to SCO 1:

Reference to TCN n:

Reference to TCN 2:

Reference to TCN 1:

Reference to TCO n:

Reference to TCO 2:

Reference to TCO 1:

Corrective actions

D5 Selection and verification of corrective actions

52      Templates for processing 8D

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 Templates for processing 8D     53

IS/IS NOT analysis template Is/Is-Not-Differences and changes

OB

IS/IS NOT Template IS

When

Where

What

Which products/processes are affected?

What are the differences

What was changed (including date)

Potential changes

Are there similar products/ processes that were not affected by this problem?

What kind of non-conformity Are additional nonis it? conformities expected for this affected product/ process? Where was the product/ process when the first nonconformity occurred?

Where else could the nonconformity occur as well?

On what part/area of the product did the nonconformity occur?

What are the names of the neighboring products/ processes and which of them are not affected by the non-conformity?

When did the non-conformity occur for the first time? (Date of occurrence & lifecycle)

Could the problem have occurred in an earlier phase/at an earlier point in time?

Is a systematic occurence of Can more failures be failure detected? (Single expected since the failure failure, constantly was detected? increasing/decrising, random or cyclical)? How many failures are there? (Number & PPMs)

Scope

IS NOT

How many might be expected in future?

Which persons are affected? What could lead to a Which costs have incurred worse/better situation? so far? Are they going to increase, decrease or will they remain stable?

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Test methods

Material

Management

Occurence

Man

Method

Environment

Machine

(according to assessment)

(according to assessment)

Indentified Potential Root Cause

(in assessment)

Potential Root Cause

Excluded Root Cause

Environment

Machine

Man

Method

Non-Detection

Material

Management

54      Templates for processing 8D

Cause-effect diagram template for occurrence and non-detection

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 Templates for processing 8D     55

Template for evaluating the cause-effect diagram

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5-Why

Technical examination

56      Templates for processing 8D

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Systemic examination

 Templates for processing 8D     57

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Decision Matrix:

5.

4.

3.

2.

1.

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10.

9.

8.

7.

6.

5.

4.

3.

2.

1.

TARGET Criteria

MUST Criteria

(short statement)

Weighting 1-10

Variant 1

Total Points Variant 1

Degree of fulfillment - TARGET

Degree of fulfillment - MUST

0-10

0

Points

+/-

Variant 2

Total Points Variant 2

Degree of fulfillment - TARGET

Degree of fulfillment - MUST

0-10

0

Points

+/-

Variant 3

Total Points Variant 3

Degree of fulfillment - TARGET

Degree of fulfillment - MUST

0-10

+/-

0

Points

58      Templates for processing 8D

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 Templates for processing 8D     59

List of assessment criteria

Basic requirements General

D1

   

General basic requirements

Fulfilled (OK) Not fulfilled (NOK)

Criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

 

General criteria for achieving “Excellence”

 

Version numbering of the report is adhered to

 

Content is written efficiently, objectively and in full; abbreviations are explained

 

Dates of measures are up to date

 

The report is described consistently and transparently and the formatting is clearly structured

 

 

 

The report also contains a summary of the content (table template or management summary, one-pager, etc.). Specified dates are adhered to

 

D1 Basic requirements

Fulfilled (OK) Not fulfilled (NOK)

D1 Criteria for achieving “Excellence”

Team leader appointed

Clearly defined and easy-tofollow role description and department description

Sponsor appointed

The team is supported by an independent 8D moderator

The relevant departments are represented in the team, expertise is available

Designation of an independent third party (outside the 8D team) for the assessment

The sponsor’s position within the hierarchy reflects the importance of the problem

 

Skills relating to the 8D problem-­ solving process are available in the team

 

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Fulfilled (1) Not fulfilled (0)

60      Templates for processing 8D

D2

Fulfilled (OK) Not fulfilled (NOK)

D2 Basic requirements

 

Comprehensible symptom description (description of the non-conformity from the target state to the actual state)

 

Number, data, fact-based problem description; clear and easy-to-follow description: What exactly is the non-conformity? Where is the non-conformity? When did the non-conformity occur? How often does the non-conformity occur? How many items or item numbers are affected?

 

Is/Is-Not analysis performed

 

D3 Basic requirements

Fulfilled (OK) Not fulfilled (NOK)

D3

 

D2 Criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Other documentation with additional media (images, audio, video) is attached. Is/Is-Not analysis is documented using other methods

Potential effects on similar prod­ ucts, processes and locations have been checked

D3 Criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Identification and selection of containment actions based on the Is/Is-Not analysis

 

Ongoing documentation of the effectiveness of the containment actions after their introduction until confirmation of the effectiveness of the implemented permanent corrective measures

 

Detailed description of the ­containment actions

 

Methodical investigation of the residual risk and side effects, and documentation

 

Responsible party appointed

 

Easy-to-follow documentation of the identification and selection of containment actions based on the Is/Is-Not analysis

 

Dates (planned-actual) recorded

 

 

 

Proof of effectiveness kept

 

 

 

Risk and side effects of the ­containment actions

 

 

 

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 Templates for processing 8D     61

D4 Occurrence

D4 Nondetection

D4 Occurrence basic requirements

Fulfilled (OK) Not fulfilled (NOK)

D4 Occurrence Criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Systematic identification of caus­ es with the aid of methods (e.g. cause-effect diagram or 5 Why)

 

Easy-to-follow documentation; all causes of the occurrence of the problem have been determined by verification

 

Technical root causes for the occurrence have been identified

 

The consistent description of the procedure for describing symptoms through to the verification of causes is understandable for third parties

 

Confirmation of causes via Is/ Is-Not analysis description from D2 (no contradiction)

 

 

 

Systemic root causes for the occurrence have been identified

 

 

 

Each identified root cause has been assigned to a failure cause category

 

 

 

Risk assessment is updated (taking into consideration the analysis of the root causes of the occurrence)

 

 

 

Fulfilled (OK) Not fulfilled (NOK)

D4 Non-detection criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

D4 Non-detection basic requirement Systematic identification of caus­ es with the aid of methods (e.g. cause-effect diagram or 5 Why)

 

Easy-to-follow documentation; all causes of the non-detection of the problem have been determined by verification

 

Technical root causes for the non-­detection have been ­identified

 

The consistent description of the procedure for describing symptoms through to the verification of causes is understandable for third parties

 

Systemic root causes for the non-­ detection have been identified

 

 

 

Each identified root cause has been assigned to a failure cause category

 

 

 

Risk assessment is updated (taking into consideration the analysis of the root causes of non-detection )

 

 

 

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62      Templates for processing 8D

D5 Occurrence

D5 Non-detection

Fulfilled (OK) Not fulfilled (NOK))

D5 Occurrence basic requirements

D5 Occurrence - criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Possible corrective actions for an occurrence in relation to all technical and systemic root causes are listed

 

Methods are used to verify and document the selection of corrective actions (e.g. via a decision matrix)

 

Easy-to-follow effectiveness/ efficacy assessment of the ­achievable corrective actions, with justification

 

Verification for the selection of the corrective actions is de­ scribed in a way that is understandable for third parties

 

The selection of corrective actions for each identified root cause must be transparent

 

 

 

Approved, detailed action plan (dates, responsible parties, requir­ed resources are approved)

 

 

 

Possible undesirable effects of each of the corrective actions have been analyzed and are recorded

 

 

 

Fulfilled (OK) Not fulfilled (NOK)

D5 Non-detection criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

D5 Non-detection basic requirement Possible corrective actions for non-detection in relation to all technical and systemic root causes are listed

 

Methods are used to verify and document the selection of corrective actions (e.g. via decision matrix)

 

Easy-to-follow effectiveness/ efficacy assessment of the possible corrective actions, with justification

 

Verification for the selection of the corrective actions is described in a way that is understandable for third parties

 

The selection of corrective actions for each identified root cause must be transparent

 

 

 

Approved, detailed action plan (dates, responsible parties, requir­ed resources are approved)

 

 

 

Possible undesirable effects of each of the corrective actions have been analyzed and are documented

 

 

 

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 Templates for processing 8D     63

D6 Occurrence

 

D6 Non-detection

 

D6 Occurrence basic requirements

Fulfilled (OK) Not fulfilled (NOK)

D6 Occurrence - criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Implementation of the selected permanent corrective actions ­based on the action plan ­ (from D5)

 

The provision of evidence, partic­ ularly for validation, is carried out and documented with the aid of methods (e.g. experiments, photos, drawings, etc.).

 

Validation of the effectiveness of the permanent corrective actions

 

The provision of evidence, particularly for validation, is described in a way that is understandable for third parties

 

Removal of containment actions after validation of permanent corrective actions

 

Permanent incorporation of the corrective actions is documented and described in a way that is understandable

 

D6 Non-detection basic requirement

Fulfilled (OK) Not fulfilled (NOK)

D6 Non-detection criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Implementation of the selected permanent corrective actions ­based on the action plan (from D5)

 

The provision of evidence, partic­ ularly for validation, is carried out and documented with the aid of methods (e.g. experiments, photos and drawings, etc.).

 

Validation of the effectiveness of the permanent corrective actions

 

The provision of evidence, partic­ ularly for validation, is described in a way that is understandable for third parties

 

Removal of containment actions after validation of permanent corrective actions

 

Permanent incorporation of the corrective actions is documented and described in a way that is understandable

 

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64      Templates for processing 8D

D7

D7 Basic requirement

Fulfilled (OK) Not fulfilled (NOK)

D7 Criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Documents that the problem-­ solving team are able to influence are reviewed and revised if necessary (e.g. FMEA, test schedules and instructions); documentation available and traceable

 

The party responsible for super­ vising the preventive measures and transferring the acquired knowledge/information to the organiza­tion (e.g. to a lessons learned process) is designated

 

Evaluation of whether the existing problem resolution can also be applied to comparable products, processes and locations; this can be carried out with the in­volvement of further positions/persons (e.g. sponsor) or functions. If necessary, the lessons l­earned process or the continuous improvement process (CIP), etc. is initiated.

 

The incorporation of preventive measures in subsequent processes (e.g. lessons learned) has been confirmed and documented.

 

The documentation is available and clearly described.

D8

D8 Basic requirement

Fulfilled (OK) Not fulfilled (NOK))

D8 Criteria for achieving “Excellence”

Fulfilled (1) Not fulfilled (0)

Conclusion of all actions relating to the specific problem

 

Documentation is available for self-assessment of the problem solution based on the assessment criteria.

 

Report is available and is ap­ proved by the sponsor and team leader

 

Team acknowledgment during a final discussion with a focus on teamwork and communication with the participation of as many team members as possible

 

Team acknowledgment and release of team members

 

Self-assessment of the problem solution is included in the final discussion with the sponsor

 

 

 

Assessment has been conducted by independent third parties (outside the 8D team)

 

Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

Nur zur internen Verwendung für MAGNA STEYR bestimmt.

 Templates for processing 8D     65

Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

Nur zur internen Verwendung für MAGNA STEYR bestimmt.

66      

Quality Management in the Automotive Industry The current versions of published VDA volumes related to quality management in the automotive industry (QAI) can be found at http://www.vda-qmc.de. You can also order volumes directly via this website.

Reference: Verband der Automobilindustrie e.V. (VDA) (German Association of the Automotive Industry) Qualitäts Management Center (QMC) (Quality Management Center) Behrenstrasse 35, 10117 Berlin, Germany Phone +49 (0) 30-89 78 42 235, Fax +49 (0) 30-89 78 42 605 Dokument wurde bereitgestellt vom E-mail: [email protected], Internet: www.vda-qmc.de

VDA-QMC Internetportal am 02.07.2019 um 18:36

Nur zur internen Verwendung für MAGNA STEYR bestimmt.

Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

Nur zur internen Verwendung für MAGNA STEYR bestimmt.

Dokument wurde bereitgestellt vom VDA-QMC Internetportal am 02.07.2019 um 18:36

Nur zur internen Verwendung für MAGNA STEYR bestimmt.