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Corrective/Preventive Action 8D Form

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Customer Number:

Response Due Date:

Problem Solving Worksheet
Step Action 0 Prepare 1 Team 2 Describe 3 Contain 4 Diag. 5 Solve 6 Validate 7 Prevent Status 8 Wrap

Registered problem and Short Term Corrective Action in place in house.

Long Term Corrective Action developed but not implemented.

0

Prepare for Problem Solving Does the problem warrant/require an 8D? If so comment why and proceed. Team Assembled - Establish a small

Long Term Corrective Long Term Corrective Action confirmed effective. Action implemented. Problem closed. Monitoring/evaluating effectiveness. Is an Emergency Response Action Needed? (If needed document actions in Action Item Table)

Team Goals:

1

group of people with the process/product knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions. Name (Team Leader First) Skills

Team Objectives:

Department

Responsibility

Problem Statement - Provides the

Sketch of Problem

2A

starting point for solving the problem or nonconformance issue. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.

Part Number(s): Customer(s): List all of the data and documents that might help you to define the problem more exactly? Is there an action plan to collect additional information? Prepare Process Flow Diagram for problem. (Attach to PSW)

2B
Who

IS
Who is affected by the problem? Who first observed the problem? (internal/external) To whom was the problem reported?

IS NOT
Who is not affected by the problem? Who did not find the problem?

What type of problem is it? What has the problem?

What does not have the problem? What could be happening but is not? What could be the problem but is not?

What

What is happening? Do we have physical evidence of the problem in our possession? Why is this a problem?

Why is it not a problem?

Why

Is the process where the problem occurred stable?

Where was the problem observed?

Where could the problem be located but is not? Where else could the problem be located but is not?

Where

Where does the problem occur?

When was the problem first noticed?

When

When could the problem have been noticed but was not?

When has it been noticed since?

Quantity of problem?

How many could have the problem but don’t? How big could the problem be but is not?

How Much/ Many

How Much is the problem causing in dollars, people, & Time?

What is the trend (continuous, random, cyclical)?

What could the trend be but is not?

How Often

Has the problem occurred previously? (If so attach previous PSWs & CIFs)

Problem Description - Combine the relevant information, this will be your Problem
Description

2C

3

Interim Containment Actions - Temporary actions to contain the problem and “fix” until permanent correction is in place. (Note: Validate that the action taken works).
Document Actions in the Action Item Table

Diagnose Root Cause – Analyze for “Root Cause” of the problem.
occurrence/Escape Point. Analyze What Has Changed Manufacturing • • • • • • • • •

Identify and verify the

New supplier(s)? New tool(s)? New operator(s)? Process change(s)? Measurement system? Raw material(s)? Vendor supplied part(s)? Do other plants have a similar problem? Engineering o Any pattern to the problem? o Geographically? o Time of year? o Build date(s)? o Did the problem exist at program sign-off? o Was it conditionally signed off? o Did the problem exist during pre-production prototypes, functionals?

4A

Brainstorm the possible causes of the problem (attach) Have you identified all sources of variation on the flow diagram? • Have all sources of information been used to define the cause of the problem? • Do you have the physical evidence of the problem? • Can you establish a relationship between the problem and the process? • Do you continually challenge the potential root causes with the question ‘why’ followed with ‘because’ to construct alternatives? • What are the is / is not distinctions? • Is this a unique situation or is the likely problem similar to a past experience? • Has a comparison analysis been completed to determine if the same or similar problem existed in related products? • What are the experiences of recent actions that may be related to this problem? • Why might this have occurred? • Why haven’t we experienced this problem before?

4A
People

Cause and Effect Diagram (Attach copy of complete diagram(s) as appropriate)
How made?
Materials/Info Machine

Why did it get out? Problem (effect)
People Materials/Info Machine

Method

Environment

Measurement

Method Environment Measurement

Note on Diagram(s) circle the most likely contributors (3 max) from each side.

4B

5 – Why Analysis

Ask – Why did this happen/escape?

Ask – Why did this happen/escape?

Ask – Why did this happen/escape?

Ask – Why did this happen/escape?

Ask – Why did this happen/escape?

4C

Action Plan - Based on the team’s discussions. Begin to complete the Root Cause Action Plan to verify and validate the root causes and test the escape point. Document this on the Action Item Table.
Process Control Examples 1. Standardized work instructions/procedures 2. Fixtures and jigs 3. Mechanical interference interfaces 4. Mechanical counters 5. Mechanical sensors 6. Electrical/Electronic sensors 7. Job sheets or Process packages 8. Bar coding with software integration and control 9. Marking 10. Training and related educational safeguards 11. Visual Checks 12. Gage studies 13. Preventive maintenance 14. Automation (Real Time Control)

5

Identify Solutions – Solutions that address and correct the root cause. Solutions determined to be the best of all the alternatives. Document and verify the Permanent Corrective Action (PCA) in the Action Item Table.
• • • • • • Can you list and measure all of the indicators related to the problem? Which of the indicators are most directly related to the problem? Can you use the indicators to measure problem severity? Can you determine how often or at what intervals to measure the problem (hourly, shift, daily, weekly, monthly)? If there are no changes to the indicators after taking action, can you determine what to do? Will you need to take cause, action and verification measures? Do all indicators reflect conclusive resolution? Has the team prioritized the customer / user evaluation after implementation? What scientific methods are being used to verify effectiveness in the short term and to predict the outcome long term?

6

Validation - Implement and validate to ensure that corrective action does “what it is supposed to
do.” Detect any undesirable side effects. Document this on the Action Item Table. Return to root cause analysis, if necessary.

7

Prevention (Design / Information Systems Review) - Determine what improvements in systems and processes would prevent problem from recurring. Ensure that corrective action remains in place and successful. • Have all affected personnel been notified of the resolution actions? • Has a process flow of the management system which will prevent this and similar problems in the future been prepared? • Have the practices been standardized? • Have action plans been written to coordinate actions? • Have changes been made to the appropriate systems? • Has the problem occurred due to a behavioral system?

7A

Address Similar Systems - List similar systems with the potential for the same defect.
Issue a CIF for items identified. Process / Item Responsibility DCN #

7B

Review the following documents / systems.
Completion Date Document Accountability Planned Actual

Management System Manual Manufacturing Work Instructions Inspection Work Instructions Flow Charts Control Plans Design FMEA Process FMEA Gauges/MMD/IMTE PPAP Engineering Change Approval Manufacturing Forms Inspection Forms

8

Congratulate Your Team - Use all forms of employee recognition and document as necessary. Celebrate successful conclusion of the problem solving effort. Formally disengage the team and return to normal duties.
Signature/Title Date

Yes/No


				
DOCUMENT INFO
Description: Complete Correction and Preventive Action 8D form. If you fill up this version of 8D form, the problem will be solved for good. Just be honest when filling up the form.