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Faurecia 8D - QRCI Training Module
Faurecia 8D - QRCI Training Module
JR
20th April • 2012
Objectives
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Problem solving tools
Different tools :
QRCI, 8D …
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PDCA (or Deming wheel)
A P
Plan
C D
A P
Do
C D
A P
Check C D
A P
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C D
Act / Adjust
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What is a QRCI?
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What is a QRCI?
A MINDSET and MANAGEMENT approach to
immediately respond to
non-performance, solve any kind of
problems and learn lessons for the future
1st priority: secure the customer (user)
2nd priority: avoid re-occurrence
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Why ?
do we need to be
quick
1. To be efficient
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The 6 Key Points of QRCI
D8 10
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8D Methodology
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8D – The background
- An 8D-like process used by US military during WW II (STD 1520)
- 1987 FORD motor company – Team oriented problem solving –
- FAURECIA FCP FAU-S-LSG 0230 + FAU-F-LSG 0230
D1: Problem description 5W / 2H + IS / IS NOT QP by
D2: Risks on similar products and processes (plants) SQA
Supplier
reaction after
D3: Containment action
max 24h
D4: Root cause of non- detection WHY shipped/ WHY not seen ?
.. max.
D5: Root cause of occurrence WHY happened/ Why made ? 10days
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D6: Countermeasures
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8D methodology steps
D1 – Problem description
D2 – Risks on similar products and processes
D3 – Containment actions
D4 – Root causes for non detection
D5 – Root causes for occurrence
D6 – Corrective action plan
D7 – Effectiveness (Tracking chart)
D8 – Lessons Learned and Closure
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8D – The format
FAU-F–LSG 0230
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Guideline n°1
Plant must provide precise defect description to their supplier,
including picture or photo and part manufacturing date.
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Capitalization & Transversalization of 8D
8D – problem solving report for Quality
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D1 : be precise !
5W / 2H
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D1 - Problem description by 5W2H´s
CATEGORY :
- The SQA- task
Don't forget the drawing release number PF1 Disturbance of the
supply flow
PF2 Disturbance of the
production flow
What happened ? PF3 Stoppage of
FAURECIA production line
PF4 Claim from FAURECIA
Why is it a problem ? customer
PF4/SR Claim from
FAURECIA customer
related to a S/R
Where was it detected ? characteristic
Who detected it ?
( If known, who created it ? )
Retained
IS IS NOT
Factors
Visual inspection
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Open QRCI
Described with customer view, the problem as
stated
Put the date when you open the QRCI and the
meeting dates for the review and follow up of the
QRCI
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D1 – Problem Description
Example of customer view
Customer view
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D1 – D3
Installation of containment
actions
Measurement of the
problem
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D1 Problem Description (5W’s + 2H’s)
3 progressive steps to describe the problem:
1st problem
definition
Customer
view
2d problem
(re) definition once the
retained factors have
been identified
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D1 – Problem Description (5W’s + 2H’s)
Define the problem by asking the following questions (5W+2H):
•What is the problem ?
• Why is it a problem?
• Where was it detected ?
• When was it detected?
• Who detected the problem?
• How was it detected ? (describe what has enabled people to say
there is a problem)
• How many defects ?
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GEMBA,
REDUCE THE SCOPE !!
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What is GEMBA?
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Remember:
> This part aims to
describe and clearly
identify the problem as the
Faurecia view (“supplier”).
> Collect information's as
much as possible
> Let the data “talk to you”
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D1 Is / Is not analysis and Differences
IS: What did happen
IS NOT: What did not happen whereas it could have happened
What ? => between parts why this part and not that one ?
How ? => between detection modes why did he see it and not me ?
How much ?=> between shifts why not (or less) on shift B ?
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Good / Bad « Parts »
In a Production
context:
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D1 IS and IS NOT / Retained factor
> Cut a big problem into small pieces
visual ?
Why under some circumstances the problem occurs, but also why, under other circumstances, the
problem does not occur. Identify differences.
REDUCE THE SCOPE , Differences are potential FACTORS of occurrence and non- detection
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D2 Risks on similar products and processes
> All risky part numbers/ Objective: identify risks on
process- steps are known ! similar products and
> Concrete actions taken to processes
protect the customer (user)! TO BE DONE BEFORE D3
> D2 Results are known and taken
into consideration Purpose:
> Re-define the problem after IS/ • Warn other support or
IS NOT check, get focused operation teams that the
> Reduce the scope problem could occur on their
sites
• Learn from them if they have
had similar issues and how
they tackled them
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D3 Containment [Customer protection first]
Objective: Define the immediate
actions to be carried out to
protect the customer.
Typically these actions include
sorting of all parts identified as
potentially at risk, then a
temporary containment action
received a non-conforming “parts” after the are in place and that they work
implementation of the action
> Tasks assignment to involved staff
The effectiveness is demonstrated by
monitoring the tracking chart. > Blocking of suspect batches/ sorting /
collected data taken into consideration for
In this column, we have new risks identified D4/D5!
only if defects were found in different sort
> Close communication with customer
(user) 32
D3 – Containment actions within 24h - The SUPPLIER task
“FAURECIA, we
are confident
that you are fully
protected,
we will start to
analyze the
root causes,
we will update
you about
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D4/D5/D6
on time!”
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DEVIATION/ DEROGATION !!!
> Deviation
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D4 – D6
Investigation to the cause
of the problem
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Action Plan
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D4 / D5 Preliminary Checks
1st question to be answered: Did we follow our standards?
QSE Operations
Interior Systems
FICS analysis
is - is not
actual situation
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FICS analysis
FICS
Possible causes derived from Fishbone diagram
On job coaching
Factors
Investigation
Comparison
Standard
Factors Factors
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FICS analysis
STANDARD: what is the rule, the specification (as
indicated in drawing, in standardized work instruction);
the standard can be explicit or implicit
(ex. inspect visually that pillar B is free of scars)
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FICS analysis
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FICS analysis
Observation results with data Judgement of observations findings
Comparison good / bad parts Prove what is real cause
STANDARD OK?:
the standard is clear.
the respect of the standard
will contribute to prevent
the problem to occur.
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REAL vs.
STANDARD:
STANDARD OK?:
X when NOK parts
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FICS analysis
Standardized work
Operators training
People availability
Rework flow
Work station ergonomics
Cycle time
Process audits
1st part OK
Polyvalence
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FICS analysis
possible creation factors ….
Standardized work
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Operators training
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D4 & D5 5 Why's
Purpose :
Identify a problem's root cause
Method :
Ask at least 5 times, consecutively, the question
"why" regarding the problem and its probable cause
(s)
When should it be used ?
For each factor if it was validated
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D4 & D5 5 Why's
5 WHY’s: finding the root cause
Focus on technical WHY’s, “V”: There is evidence / action that this
not on systems ’s statement is true
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Detailed description
of only 1 problem.
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FICS analysis
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FICS analysis
Sum up
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FICS analysis: SUM UP
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FICS analysis
Exercise
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Complete ...
b 63
Solution
b 64
D6 Corrective Actions
Objective: Define and implement actions to eradicate the problem.
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D6 Countermeasures implemented
Modify standardized work, auto-control absence of cracks Second detector to guarantee the
and correct settlement of rubber in tool. right position in both sides.
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D6 – Corrective actions within 10 days - The SUPPLIER task
D7 – D8
Tracking chart
Lesson learned
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D7 Check effectiveness
> Follow up of defects per day/ shift … Highlight relation between actions introduced and the indicators
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D8 Closure
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D8 – Lessons learned within 60 days - The SUPPLIER task
Workstation modified ?
Inspection modifications ?
Boundary samples and Gauge R&R ?
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Agenda
Notification
1. QP document 4. SQA validates
Faurecia sent from Faurecia the 8D report QSS
Side
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QRCI Management
QRCI MANAGEMENT Check -list
Reaction Rules set? QRCI Schedule set?
q GAP readily informed q Schedule / attendance for
of any incident? reviews?
q Line: Response rules
to stop the line and do
QRCI?
Plant Review
By Div, BG
During visits
READY TO START?
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The key messages
Observe
results
Pass only Good parts to the next stage
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The basic tools….
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Thank You,
But you ?
5W 2H
What happened ? How detected
Who detected ? How many
Where is it detected ?
When it happened ?
Why is it a problem?
5Whys
Why? / Why? / Why? / Why? / Why? / … to find root causes
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