cal-20 vie siden Effective Problem Solving Gui 2nd Edition > » bh ECR 170] ‘a Pp \ Wry SLLAIAG erty ratonsoen Version 2. Issued 08/2018 ABOUT AIAG Purpose Statement Founded in 1962, AIAG is a globally recognized organization where OEMs and suppliers unite to address and resolve issues affecting the worldwide automotive supply chain. AIAG's goals are to reduce cost and complesity through collaboration; improve product qualty, promote corporate responsibily; and optimize speed to market throughout the supply chain AIAG Organization AIAG is made up of a board of directors, an executive director, executives on loan from member companies, associate directors, a full-time staff, and volunteers serving on project teams, Directors, department managers, and program managers plan, direct and coordinate the association's activities under the direction of the executive director. 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Pease rer tothe Maintenance Request Form at the back of ts documant fo subi a roquos Published by: ‘Automotive Industry Action Group "4400 Town Centar ‘Southfel, 48078-1108 Phone: (248) 258-2570 Fax: (248) 368-2253 APPROVAL STATUS Tne AIAG Quality Steering Gommitoe and designated stakeholders approved this document for publication on August 7.2018 AIAG COPYRIGHT AND TRADEMARK NOTICE: (© 2018 Automotive industy Action Group, except that copyright isnot clamed as to any pat ofan orginal work prepared by @ U.S. ‘or state government officer or employes as pat ofthe person's official ties Excopl as noted above, all ights ae reserved by AIAG and no part ofthese materials may be reproduced, reprinted, stoedin @ retrieval system, or rarsmitted, in any form or by any means, electronic. photocopying, recording. or ehenvise, without the prior \wntton permission of Automotive Industry Action Group. Copynight infingement isa violation of federal lew subject to criminal and hi penaties. ‘AIAG and Automotive Industy Acton Group ar registered service marks ofthe Automotive Industry Action Group. Automotive Industry Action Group makes no claim to any trademark ofa third party. Trademarks of thi partes Included in these materials are the property oftheir respective owners, (© 2018 Automotive Industy Action Group ISBNE 978 1 60534 399.0Eve Pablo Song AIAG 2 Version, Issued 08/2018AIAG» efectve Pon Sang Version 2, Issued 08/2018, TABLE OF CONTENTS ABOUT AIAG vensensnn FOREWORD . ‘ACKNOWLEDGEMENTS. wTRODUCTION FOUNDATION OF THE PROBLEM SOLVING PROCESS. Benerits.. Inbustay Ano CUSTOMER REQUIEMENTS. LeaDERsti’s ROLE IN EFFECTIVE PROBLEM SOLVING .. Leap ay Exanarue AUGN ORGANIZATIONAL VISION... "ADDRESS PROBLEM SOLVING THe STRATEGIC PLAN. “TRAINING AND CERTIFICATION. ALLOCATE RESOURCES Esrabusi MerRics. Monro Process. Oncsni2xTIoNAL CULTURE IN PROBLEM SOLVING PROBLEM SOLVING PROCESS / STEPS. 1, BECOMING AWARE OF THE PROBLEM... ‘Step OVERVIEW... ‘Otter Your Process (VERIFY YOUR FFECTVENES, SUCCESS FACTORS) Executive SUPPORT. 2. ESTABLISH THE TEAM. wn rep Overview. Register the Issue. Review the Needs... Roles and Responsibilities Problem Solving Team Leader Skill. Designate Team ‘Chex Youn PROGRES (VERIFY YOUR EFECTIVENES, SUCCESS FACTORS). Executive SuPPoRT. 3, DESCRIBE THE PROBLEM. ‘rep Overview. Gather information .n. Problem Statement. Too. Ourcome keys to Problem Statement. ns (Csece Your Process (venir Youn EFFECTVENES, SUCCESS FACTOR) Executive SurPoRT.. CONTAIN SYMPTOMS rep OveRvieW. Reauitep Inruts.CQl-20 Effective Problem Solving Version 2, Issued 082018 Locate Suspect Material. Contoin Symptoms... Disposition of Suspect Material. Tous. Outcome ourrur.. (Gece YOUR Process [VERIFY YOUR EFECTIENESS, SUCCESS FACTORS) Execumive SuPPoRT... 5. ESTABLISH ROOT CAUSES(S) SreP Overview. ReQuined INPUTS... Review Evidence and FMEA. Record & Analyze Failure Mode... Determine Potential Root Cause: Confirm True Root Causes... Tooss. Too! Notes: OUTCOME wenn (CHECK YOUR PROGRESS (VERFY YOUR EFFECTVENES, SUCCESS FACTOR). EXECUTIVE SUPPORT. 6. SELECT AND TEST CORRECTIVE ACTIONS.. ‘rep Overview. : Selection of Corrective Actions. Testing of Corrective Actions.. Toots... as (Giecx YouR PROGRES (VERFY YOUR FFECTIVENES, SUCCESS FACTORS). Executive SuPPoRT. 7. IMPLEMENT CORRECTIVE ACTIONS. Sree Overview. Verification of Corrective Actions Capability. Probability of Occurrence. Containment. Lessons Learned... TOU nrc i CHECK Youn Process (VERIFY YOUR EFFECTIVENESS, SUCCESS FACTORS). Execurwve SuPPORr... 8, PREVENT REOCCURRENCE. STEP OVERVIEW RequineD INPUTS. Common Toots RequmeD OUTCOMES (DELIVERABLE)... Develop Replication Plan . Replicate Corrective Actions to Similer Processes. Institutionalize Corrective Actions... ‘CHECK Your PROGRESS (VERIFY YOUR EFFECTIVENESS, SUCCESS FACTORS) ser Executive SUPPORT...AIAG erecta bbien Version 2 Issued 08/2018 9. RECOGNIZE TEAM SUCCESS Step OveRview.. Requieeo Inputs. Determine Appropriate Recognition. 53 53 53 54 Investigate intellectual Property (Optional... 54 ourcome 54 (Check YOUR PROGRESS (VERIFY YOUR EFFECTIVENESS, SUCCESS FACTORS). 58 Execunve SUPPORT. 5a APPENDIX A: ORGANIZATIONAL CULTURE ASSESSMENT Culture Rating Evaluation Too! Example [APPENDIX B: INHIBITORS TO EFFICIENT PROBLEM RESOLUTION .. [APPENDIX C: QUALITY OF EVENT CHECKLIST. APPENDIX D: EFFECTIVE PROBLEM SOLVING REPORTING FORMAT FOR PRODUCT. APPENDIX E: CONTAINMENT .. Instructions Example. APPENDIX F: PROBLEM SOLVING TOOL MATRIX APPENDIX: /ROBLEM SOLVING TOOL DESCRIPTIONS .. G1. Cause AND EFFECT DIAGRAM (FISHBONE). Introduction Instructions. Example. 662. Cause an ErFecr MaTRI.. Introduction Example... 63. Concentramow Diacnana Introduction Instructions. Example. G4. DECISION MATRIX... Introduction Example. GS. Descnpnve Stans Introduction G6. Is/Is NOT ANALYSIS G7. MULT-VARIANALYSS... Description Benefits... Implementation General Comments Additional Sources ‘APPENDIX H: DEFINITIONS AND ACRONYMS... ssn 82CQI-20 Effective Problem Solving Version 2 ssued 06/2018 Figures Ficure1. — POCACVCE.. FicuRe2._ kwowiroce Gaes Ficuae 3. SAMPLE RADAR CHART.. FicuRe4, PROBLEM Sotvins STEP. FIGURES. BECOME AWARE OFTHE PROBLEM PROCESS. FIGURE 6, BECOME AWARE OF THE PROBLEM TIMELINE FIGURE. ESTABLISH THE Team Process. FicuRe 8. ESTABLISH THE TEAM TIMELINE Figure 9. DETERMINING NEED FOR FACIITATOR, FIGURE 10. DESCRIBE THe PrOwLEN PROCESS. FIGURE 11. DESCRIBE THE PROBLEM TIMELINE FlGURE 12, PROBLEM IDENTIFICATION QuesmioNs. Figure 13. ConTaNMenT PROCESS. FicuRe 14. ConTAINMeNT TiMEUNE FicuRE 1S. ROOT CAUSE ANALYSIS PROCESS.. Figure 16. ROOT CAUSE ARALYSS TIMELINE. FIGURE 17. SYMIPTOM-CAUSE EXAMPLE... Ficure 18. SOURCE: VDA 8D MeTH00 BOOKLET... Figure 19. SELECT AND TEST CORRECTIVE ACTIONS PROCESS. Figure 20. SELECT AND TEST CoRRECTIVE ACTIONS TIMELINE FIGURE 21. PLeWen ConRecTive ACTIONS PROCESS.. FIGURE 22. IMPLcwENT CORRECTIVE ACTIONS TIMELINE. Figure 23. PREVENT REOCCURRENCE PROCES. FiGURE 24, PREVENT REOCCURRENCE TIMELINE FIGURE 25, _RECOGHIZE TEAM SUCCESS PROCESS.. Figure 26. Recocnize Team SUCCESS TIMELINE FicuRe 27. ORGANIZATIONAL CULTURE ASSESSMENT EXAMPLE. FicURE 28. IOEALORGANI2ATIONAL CULTURE. . Floure 29. Suacesteo EFrecrive ProsteM SOLVING RéPonTiNG FORMAT Floune 29, ErFecrive PROBLEM SOLVING REPORTING FORRAAT PAGE 2 (CONTINUED). Ficune 30. _ EFFECTIVE PROBLEM SOLVING REPORTING FORMAT EXAMPLE... Ficure 30. EFFECTIVE PROBLEM SoLviNG REPORTING FORMAT ExAMPLE PAGE 2 (CONTINUED) FIGURE 31. CONTAINMENT PROCESS. FIGURE 31. CONTAINMENT PROCESS (CONTINUED) Figure 32. EXAMPLE CONTAINIENT PLAN : FicuRe 33, RECOMMENDED PROBLEM SOLVING TOOLS BY PHASE. Ficure 34. Fisnone. FicuRe 35. Cause ano EFFECT MarR», FicURE 36, CONCENTRATION DAGRAM OF A VENCLE DOOR FIGURE 37. DECISION MaTRiXFOR THE PURCHASE OF A HOUSE.AIAG tects Posten Version 2, lssued 08/2018 FOREWORD AIAG conducted a survey to understand the biggest challenges facing the automotive industry and problem solving was identified as a top concern. AS a result, a need was identified to improve upon the AIAG guidelines associated with problem solving. A problem solving team of Original Equipment ‘Manufacturers (OEMs) and Supplier Problem Solving Experts was formed to produce this revision. It was determined that CQI-20 Effective Problem Solving Practitioner Guide and CQI-21 Effective Problem Solving Leader Guide would be combined into one comprehensive guideline. The guideline is intended to improve the problem solving culture over time. In parallel, a VDA (Verband der Automobilindustrie e. V.) team was meeting to develop the 8D Method Book. The two teams met to compare the documents and share information. Both organizations have the understanding that effective, sustainable problem solving starts with organizations’ leadership driving proper problem solving culture. To this end AIAG has created the CQI-20 Problem Solving Guide and VDA created the 8D Method Book. Both follow the same general process, recommend the same tools and provide recommendations for how to best approach problem solving. However, there are differences, for example; + CQI-20 is a guideline whereas the 8D Method Book is a binding standard ‘* CQI-20 covers lessons leamed in Prevent Reoccurrence section whereas 8D Method ‘Book has a separate standard for lessons learned. ‘The common benefit is that organizations will achieve effective, sustainable problem solving as a result of following the methods in either document.Enis bin hg AIAG Version 2. Isued 08/2016, ACKNOWLEDGEMENTS ‘The Quality Steering Committee would like to acknowledge and thank the following individuals and their companies who have contributed time and effort to the development of this document. Robert Butts. sAdient US LLC- Chair ‘Thomas Lincoln... Cooper Standard ~ Co-Chair Jason Baur JAC Group - Co-Chair Christopher Ottenbreit.......NSK Americas ~ Co-Chair Elena Jacob. .Bridgewater Interiors LLC Ken Kortge Continental Automotive Systems, Inc. Brentt Duff. vo ANptiv Holly Zimmerman Harley-Davidson Motor Company Tom Benedict ...u.:meLynn Consulting Group Bob Knell ..nn:smnumnNXP Semiconductors Mushtaq Lokhandwala.......Schaeffler Group USA Ine. .-Supply Chain Services International, LLC (SCSI) .TI Group Automotive Systems, LLC Tony Comella.. David Butler... Deborah Lantz. Mark Troup. ‘Twin City Die Castings Company Volvo Group Trucks -AIAG Karen Krutsch.AIAG erate ttn soy Version 2, issued 08/2018 INTRODUCTION ‘The Automotive Industry Action Group (AIAG) Problem Solving Work Group developed this Problem Solving Guide to use as an efficient, data-based approach for problem solving and corrective action. Corrective action reporting from many diverse organizations requires applying the 8D approach. This guideline intentionally avoids labelling the steps as an 8D. However, it will help organizations manage the problem solving steps, and provide a methodology to address priority concems. In principle, problem solving has a broad area of application. + Okm failures Field failures Intemal and extemal complaints ‘+ Potential failures/deviations Hardware/software problems Non-fulfilment of service level agreements Safety and security deviations Critical audit deviations © Downtime of services, ete. ‘Most concems are system oriented. Knowledge and actions from more than one person ot department is, needed for problem solving. The guidetine will help organizations to focus on the processes that result in concerns rather than focusing on the local faults of the concems. Repairing the system leads to long term problem solving success. By using this guideline organization can develop and implement a robust problem solving process that will improve problem descriptions, ensure steps are not skipped, improve team member participation, improve the ability to prioritize, analyze and review concems, and improve qualitative methods for problem solving. The guideline provides flexibility to apply rigor efficiently, an in-depth root cause analysis may not be necessary if the cause is known. If the cause is not known, organizations can apply this guideline to explore the past, find the root causes, and continue to improve the process of eliminating concerns. This will allow teams to select the best tools for their specific problem. The guideline first covers foundational information that senior leaders can utilize to set the stage for success. The book is laid out in sections each covering a different stage of problem solving, will find: ‘© Inputs-Process-Outputs. + Step Overview” © Tools. + Outcome ‘+ Progress Check Questions ‘© Executive Support _ This guideline is written to assist problem solvers with any level of prerequisite knowledge. Those with ‘an understanding of statistical or other advanced problem solving tools will find this guide even more helpful.CaQl-20 Effective Problem Solving Version 2, Issued 06/2018 AIAG This page left intentionally blank Please do not remove -10-[=e AIAG Version 2, Issued 08/2018, FOUNDATION OF THE PROBLEM SOLVING PROCESS Benefits While the need for a formal problem solving process or established methodologies in an organization may seem elementary, history has shown many organizations neglect to understand overall benefits, fall short of meeting industry and customer requirements, and/or fail to drive sustainable improvement in their products or processes (through repeat problems or defects). Problem solving promotes a culture where problems are viewed as opportunities and all employees are encouraged to be actively involved. Additionally, the use of problem solving is viewed as part of all employees’ jobs every day by engaging all levels of the organization, promoting activities that are more proactive than reactive, In addition to improving quality, and eliminating waste related to poor launches‘poor startup, warranty claims, added containment and recurring concerns, problem solving leads to: Cultural development — improves team dynamics, hurdles are overcome, creativity is embraced, sustainable implementation through involvement of process owners, and employee/boss relationship is changed into a team relationship, diversity accommodated, Individual development — people feel confident, lear tools, stay engaged, team builds skills, and take initiative and work efficiently together. ‘Technical development — learning organization, deeper understand of your own products and how they function within larger systems, continuous improvement, reduces variation in the desired product functionality (consistent output), improves competitive advantage, - Risk management development ~ identifies potential reliability, safety, and service issues leading to preventive solutions, improves system understanding and identifies the need for more rigorous evaluation, reduces mistakes during production and service, promoting satisfaction and confidence from your customer and organizational leadership. Industry and Customer Requirements IATF 16949 is the most definitive of industry and customer requirements. Key requirements include: ‘* The need for a documented process for problem solving ‘+ Defined approaches for various types and scale of problems ‘© Containment and/or interim actions ‘* Define root cause identification methodology ‘Need for systemic corrective actions ‘* Need for corrective action verification ‘© Need for updated documentation ‘The various standards imply problem solving requirements in diverse parts of the standard, but since this, is not a guide for all forms of improvement, we will focus on problem solving requirements in each of the standards, ‘Where the customer has specific prescribed processes, tools, or systems for problem solving, the ‘organization shall use those processes, tools, or systems unless otherwise approved by the customer. “ueExe Prolen Sohing AIAG 2 Version 2, issued 08/2018 Leadership’s Role in Effective Problem Solving The conversation around effective problem solving cannot begin without a discussion on the importance of Leadership’s role in the process. It is no surprise that an organization's ability to succeed in all facets, of the business begins with the ‘tone’, or cultural foundation, set by the organization's leadership. This tone can be clearly communicated through formal policies and procedures or more subtle, derived through implied or demonstrated behaviors. Quality pioneers such as Edwards Deming, Joseph Juran, and Phillip Crosby began their careers as early quality practitioners. As their experience grew, each shifted attention from the tools for quality, to focus con top leadership and creating an organizational culture where quality can be nurtured and achieved. ‘This is still valid today! For example, Edwards Deming points out that the commitment of top ‘management to quality and productivity is not enough. He said “They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough: action is required.” Deming also stated, “Quality is made in the boardroom. When I want to know what an “organization stands for, | look first to the actions of senior managers.” Figure 1 shows the critical elements of an organizational culture necessary for effective problem solving as well as the actions leaders should take for engagement with individual problems that may arise over time. The individual problem actions are grouped by the steps in the PDCA cycle, also known as the Deming or the Shewhart cycle, named for the Quality pioneers who widely promoted its use. Figure 1. PDCA CycleAIAG etcive Prien soe, Versio 2, Isued 08/2018 We expand on the concepts of culture and how to assess the culture of your organization later, For now, Jet us examine specific leadership behaviors that can help drive an effective problem solving process in ‘yout organization: + Lead by example * Align organizational vision ‘* Address problem solving in the strategic plan ‘¢ Establish a training and certification structure Allocate proper resources Establish metries * Monitor progress (to the above metrics) ‘© Organizational culture of problem solving Lead by Example Top leaders must make problem solving a priority for themselves and their organization. They must find ‘opportunity to promote the wider use of effective problem solving such as © Share good examples or best practices * Require the use of the formal problem solving process for status updates ‘* Ask the right questions to lead the organization to the problem resolution * View problems as opportunities Example is not the main thing in influencing others, it is the only thing.” = _Alhert Schweit Align Organizational Vision Top management must set and communicate the vision for the organization. The ability to set a vision distinguishes leadership from management. The vision should create alignment throughout the organization that achieves customer satisfaction and continual improvement of performance. Both the problem solving process and the right culture are needed to be successful. One without the other may ‘cause apathy toward the problem solving process. Address Problem Solving in the Strategic Plan Problem solving should be addressed in the strategic plan, Top management needs to understand that all problems are not equally complex and will require appropriate methods and varying levels of effort ‘Complex problems will require a multidisciplinary team with appropriate subject matter experts and a formal problem solving process. Simple problems should be a “just do it" locally. Another way to view problem complexity is by assessing the knowledge gap and responding appropriately (See Figure 2).-14- Eesve Pblen Soking AIAG Version 2. Issued 08/2018 + Large knowledge gap + Unknown root cause, variables, and scope + Smallknowledse gap + Use "Formal ProblemSolving Process” Known root cause, variables, and scope + Use ust Dot” activity ord Pale & person (watogram, Pareto, ote) ey Figure 2. Knowledge Gaps Training and Certification Everyone in the organization should be viewed as a problem solver. Management should ‘© Mandate appropriate problem solving training, ‘© Require certification (organizations may determine their own certification requirements) Allocate Resources ‘Top leadership is responsible for making sure that the necessary resources are available to support the problem solving activities and for allowing adequate time for problem solving. Too often customers and/or leaders demand too much, too soon in the problem solving process. A thorough root cause analysis ‘cannot be completed for most problems in 24 hours. Complex problem root cause investigation may require use of various methods which cannot be done quickly. Establish Metrics ‘All work can be viewed as a process with inputs, value added activities, and outputs. As such, Quality expert Phil Crosby defined Quality as “conformance to requirements.” Each step in a process has ‘requirements to be met and problem solving is no different. Leaders need to establish appropriate metrics at different stages of the process to ensure conformance to requirements, make significant problems visible, identify gaps, and provide feedback to the organization. Appropriate uses of leading, lagging, and. real-time metrics are important. Metrics help drive behavior. The correct metrics drive the correct behavior. To drive a culture for effective problem solving, leaders should refrain from counting the number of corrective action requests issued as a metric for poor quality. Itis better to focus on the metrics that have significant impact on the process such as repeat issues, broken containment, or ineffective corrective action implementation. Consider using measures to lear as well as prove when establishing metrics.AIAG» steps hater ey Version 2, Issued 08/2018 General metrics with a good record of success: + Percentage on-time at each step of the problem solving process, Planned vs. actual results. Is the planning being fully attained, or not? ‘© Percentage of actions with a repeating root cause ‘* First Time through Quality (FTQ). Number of iterations required before success Consider if you can learn from the metrics and if they truly help drive continuous improvement. Try to avoid metrics that include raw counts or percent-of-completed without also tracking a comparison ‘measure, like aging. While a 98.0% on time record sounds good, if the remaining 2.0% represent serious problems that have been languishing for months, or years, then significant issues may be overlooked. By not tracking aging, the team has a false sense of a process being well run, Monitor Progress ‘Top leadership should use the established metrics for monitoring the organization’s performance. Leadership expectations include the requirement for teams to report on problems using a standard format and require that relevant objective data be clearly and formally communicated. The periodic Management Review required by ISO 9001 and [ATF 16949 provides a good opportunity for leaders to review the effectiveness of the problem solving process. If through monitoring, leaders determine ongoing problem solving efforts are ineffective, consider reviewing “Appendix B: Inhibitors to Efficient Problem Resolution”. In professional sports, a good coach focuses on how well the players are executing the team strategy and tactics and not on just the number of wins/losses. Organizational Culture in Problem Solving For effective problem solving, the organization’s leaders and managers, at all levels, must get involved and “lead by example.” Another key management point emphasized by Deming is top management should “drive out fear.” Employees will work just as hard to cover up their mistakes andor falsify data when there is fear of losing their job or encountering personal embarrassment. If this occurs, management ‘cannot trust the data, which is critical to effective decision making. Past concems identified with ineffective problem solving is not the lack of tools available, but rather a lack of discipline to follow the process to a successful end. So, as a leader, what should you do next? Do what you do best: lead and reinforce the values and behaviors that you already know are important to your business: ‘© Protect the customer first '* Ask the correct questions which will drive the correct behaviors ‘© View problems as opportunities for improvement ‘+ Ensure that the organization has competency in appropriate problem solving ‘methods ‘© Empower the people -15--16- Cece AIAG 2 Version 2 Issued 08/2018 ‘* Remove roadblocks to success ‘© Monitor status to ensure timely resolution of issues ‘* Protect integrity of the problem solving process Organizational Culture Sample Radar Chart Consistent business 4 rane comuty firowedse 2 | Cuure of continuous: sue eden : se nt pen communication lversfied organization Geographical neutrality \S empowered employees Ethical organization Figure 3. Sample Radar Chart Leading an organization with the correct effective problem solving values can ensure the correct behaviors by insisting that your culture responds to the correct measures and metrics of effective problem solving. Culture can be defined as norms of behavior and shared values among a group of people Organizational culture is an organic resultant of corporate structures and procedures that are put in place bby company’s leadership to address specific business objectives. Culture evolves naturally along with a corporate competitive environment and direction. A successful culture supports organization’s overall mission. Definitions in a procedure are reinforced by appropriate leadership commitment and actions. Consistent business structures — itis advisable to have consistent structures across all business units and ‘geographical locations to allow for a coherent problem solving process. Business structures should ensure that problem solving is understood, freely shared, and is easily accessible at all locations and levels. Continuity of knowledge — systems should be established to ensure continuity of knowledge to hedge against employee turmover. Loss of knowledge may seriously impede organization's ability to engage in successful problem solving, Culture of continuous improvement — status quo should never be accepted. Structures are in place to continuously improve performance at all levels. These should be linked to meaningful rewards systems. Hands-on management style should be encouraged. * Best practices: Gemba walksseis hopin aeany AIAG Version 2, Issued 08/2018, Diversified organization — diversity of ethnic backgrounds, age groups, and careers allows for broad and ‘multifaceted approaches to tackling problems. Companies are advised to engage resources outside their organizations (e.g., customers, suppliers, other organizational branches) when dealing with complex issues. Empowered employees ~ Employees at all levels are encouraged to identify and engage in resolving issues, Rank, status, or positions do not affect the problem solving process. Statements like “Not my job”, “Lam not paid to do this”, and “Not my place” are poisonous to successful organizational cultures in ‘general and should be addressed immediately. Executive leadership should be particularly mindful of environments with entrenched job demarcations. Steps and structures should be implemented where employees at all levels are engaged in problem solving. A culture of empowered employees also means having personal responsibility for problem solving. success. However, special care should be taken to ensure individuals and/or departments are not positioned against each other. Ethical organization ~ an ethical organization is guided by ethical principles in all business decisions at all levels. This, at a minimum, includes compliance to government safety and regulatory requirements. All employees are educated how to conduct their jobs in an ethical manner. Effective safeguards are in place to identify and stop unethical behavior. Transparency is encouraged. Geographical neutrality — impact of geographical location on problem solving is frequently neglected. Nevertheless, problem solving may be significantly impacted by geographical distances, language barriers and cultural traditions. Local customs may impact how problems are viewed. Whereas in some cultures problems are regarded as opportunities, in others it is shameful to admit having issues. Furthermore, it may be culturally unacceptable to openly question superiors or elders, all of which may hamper a successful problem solving process. Open communication — fostering open and constructive communication is essential to successful problem solving. This means cultivating an environment where employees freely share ideas and offer disagreements without fear of repercussions. Additionally, systems should be created to solicit and engage employees at all levels. * Best practices: corporate suggestion system, shop floor kaizens ‘Stable systems — high turnover in a company’s leadership may mean frequent changes in the business systems and procedures. This may negatively impact the problem solving process. If turnover is unavoidable, itis particularly important to have systems in place to preserve knowledge and maintain consistent organizational direction. Training program — employees at all levels, and across all disciplines, are trained on how to engage in problem solving in their particular functions. Problem solving competency is linked to organizational key performance indicators. Demand rapid containment of the problem, and then allow the team to complete the effective problem solving process. See Appendix A for a guideline to evaluate a company’s organizational culture. oe-18- Eerie Pron Sobing AIAG» Version, Issued 08/2018 PROBLEM SOLVING PROCESS / STEPS The following nine sections describe recommended steps to achieve a successful problem solving event. Problem solving is an important aspect of organizational success. Following this guideline can ensure success in your problem solving efforts. Become Aware of Problem ==> Establish /Adjust the Team Describe the Problem Contain Symptoms Establish Root Cause(s) Select Corrective Action( Implement Corrective Action(s) Prevent Reoccurrence Recognize Team Success Figure 4, Problem Solving StepsAIAG sretve mean cot Version 2, ted 08/2018 1. BECOMING AWARE OF THE PROBLEM puts eens oureuts + Analysis of data Problem + Pretiminary data + Internal notification + Problem acknowledgement + Extemal / Customer communication + Emergeney action / containment + Catastrophic event Teoers |g! Covent | ,| coemmanee tas ieee || cane Figure 5. Become Aware of the Problem Process al Esablan /Acust the —— ‘Describe the Problem —— aaa Contain Symptoms Entabien Root Cause(e) —') Sect Corrective Acuon(s) c t Implement Corrective Action(s) Cc, Prevent Reoecurrence SaaS Recognise Teor Success Sx (Contain Symptoms begins as soon as practical to mitigate relative Risk) Figure 6. Become Aware of the Problem Step Overview In this first step of the problem solving process, information regarding an issue is gathered and ‘communicated prior to selecting the team. Problem notification may occur through official, unofficial or intemal means. For example, an official rejection issued could be issued by the customer or third party audit findings. Unofficial notification could ‘come as a verbal notification from a supplier liaison. Internal issues could be escapes from your currently established controls. It is strongly encouraged that the same process be followed for official, unofficial, and intemal rejections where possible. Is important to remember that this step is only information gathering, Individuals should be encouraged to follow structured problem solving and not rush in to resolve the issues themselves. All interested parties should be educated to allow for containment and the proper problem solving process to take place. Aso, at this stage of the process it is important to have competent individuals recognize potential safety/regulatory concems. Emergency actions may be required to immediately implement containment and notification. Follow an established escalation process for those issues. -19--20- Erect bin Shing AIAG Version, Issued 08/2018, “L keep six honest serving-men. They taught me all I knew. Their names are What and Why and When and How and Where and Who.” - Rudyard Kipling Check Your Progress (verify your effectiveness, success factors) Have descriptions and symptoms of the failure been gathered? (Fault code, photographs, part rnumber(s), traceability information, built date, etc.) Was the timeline established? Was a Preliminary Impact Assessment performed? (What is the impact of the issue, e.g., ‘customer production downtime, warranty complaint)? Was a Preliminary Risk Assessment performed? (Understanding the ‘threat’, eg., safety issue, major, minor) Were protocols for noti and escalation of potential safety related items followed? Was an official ticket issued (either emailed or entered into a shared database)? Were the appropriate interested parties notified including shop floor personnel? Was the discovery process timely? Have you followed up and acknowledged the status of the issue with a group or individual that generated the original issue? Executive Support ‘The focus of executive support should be to promote the collection of all the needed information prior to trying to solve the problem. The goal of collecting information should be clearly understood and communicated to promote focusing on the problem, not focusing on individuals. If there are barriers to collecting the correct information the executive should intercede to remove the barriers. Executive support may simply come in the form of exhibiting patience. Executives need to balance patience with ensuring that the team is acting with a sense of timeliness. All of the information to properly understand and define the problem is being collected at this stage. Rushing the effort may promote trying to solve the problem with inaccurate or missing information. When reviewing any problem solving effort, the executive should first verify that the team has properly defined the problem. This will provide an indicator on how well the team has completed this part of the problem solving process. ‘A culture of open communication should be fostered continually (i, individuals are encouraged to identify and communicate issues without fear of repercussions). Peng Cee ENE Maintain separate distribution lists dependent on the severity of the issue. Suspect part remains in its original environment pending review by qualified personnel. This aims to limit the amount of the so called no-trouble-found cases where the whole system is required to successfully troubleshoot the issue.AIAG enectabsten it Version 2, Issued 08/2018 2. ESTABLISH THE TEAM Inpurs ‘ourpurs + Preiminany data + Team Members trained, know + Problem acknowledgement foie, and empowered + Emergency action / containment ‘ x Figure 7. Establish the Team Process E fad ‘Become Aware of Problem Descibe the Problem Contain Symptoms Establish Root Cause(s) ‘Select Corrective Action(s) ———) 7 Implement Corrective Ation(s) ——>. Prevent Reoccurrence — Recognize Team Suczess o> Figure 8. Establish the Team Timeline Step Overview The objective for establishing a team is to gather a team of people with product and process knowledge, skilled in the appropriate technical disciplines, and time and authority to take needed actions to solve the problem, Supporting competencies include; employee involvement, decision making, team skills, conflict resolution, and meeting facilitation skills. Register the Issue ‘The organization must determine from available data that the initial problem statement should initiate a formal problem solving process. The ideal application of this guideline is for problems needing a formal process with cross-funetional support. Review the Needs ‘One of the first steps of the formal problem solving process is to form a multidisciplinary team. The team should have an executive champion or sponsor. The natural owning function, e.g., engineering, “2anes AIAG» Version 2, Issued 082018 manufacturing, or purchasing should be integral, possibly leading, The executive champion should choose 2 leader with the skills necessary to manage a team. The Quality function should be a key support for the team. Other intemal functions, e¢., logistics, should be involved as applicable. Before a true problem statement can be defined, the team needs to understand basic concepts common to problem solving. It must be understood that first and foremost the source of every problem stems from a process. The identified problem is often seen in the output of the process. In addition, the ultimate cause or causes of the problem are usually one or more identifiable process factors not doing what they should be doing. It is therefore critical to understand the relationship between the related process factors/variables and the ‘outputs of the process, ‘There must be: A method in place where stakeholders needs and requirements are defined and accounted for in the process © An appropriate level of management is represented ‘Defined objectives and goals # Access to resources, e.g, technology capabilities, white boards or some method to record/share ideas ‘Team membership could change over time, but some members should remain with the team throughout the process. Team members with specific skills can be rotated in and out of the team as their skills are needed. It is necessary to continually reevaluate the team membership based on need and focus. Roles and Responsibilities ‘© Clear definition of required skills and expectations for each role ‘© Care should be taken to ensure the roles assigned are aligned with the individual’s responsibilities and level of authority ‘+ Team should operate in respect to their role on the team rather than “position or job title” * Arole defined to independently verify effectiveness and validate completion Problem Solving Team Leader Skills ‘© Open mindedness © Lateral thinking ‘© Humility initiative ‘* Logical reasoning/analytical ability © Persistence ‘+ Communication skill © Able to motivate the team members ‘© Knowledge of the problem solving process ‘The communication channels to intemal and external partners must be defined, and communication should take place exclusively through the team leader or an alternative contact to be appointed.AIAG rect fae song Version 2 Issued 08/2018 Designate Team Itis best to have a team that consists of a wide range of subject matter knowledge, including the use of outside experts. The selected team members must be empowered by Senior Management to “challenge the rules” and “think outside the box”. ‘Team members should possess the appropriate skill level in effective problem solving or be given training to succeed in their role, ‘The size of the team should be considered. With too few members creativity and skills are limited. With too many members the team may be too large for effective team dynamics. Examples of multidiseiplinary participant skills: + Leadership ‘+ Use of core problem solving tools ‘+ Product design skills (specific to this problem) ‘+ Process design skills (specific to this problem) ‘© Customer systems and requirements ‘© Supply chain, logistics and material handling * Quality controls and inspections ‘© Maintenance and tooling Warranty © Data analysis * Special members as needed (operations, experts, lab, scientists, etc.) Operators from the floor can often be used to represent the voice of the process. The customer may need to be notified early and even participate on the team. The sub-tier suppliers may need to be notified and participate om the team, Using a facilitator is optional, but is very useful for first project teams. As people in the organization gain expetience and become more comfortable working in groups and using team techniques, a facilitator will be needed less. Ifa facilitator is not assigned the team leader assumes the role of the facilitator. Does the : Does the : ‘natural owner No ‘natural owner al have the ave most ef Bing in Factor > | Bring in Fac above = the above to actas Leader Problem Problem Solving Sills? Solving Skills? L Ye J Bu Natwal Ovnerie Natwal Owneris ‘he Team Leader the Team Leader vith asiing Facilittor Figure 9, Determining Need for Facilitator 23-24- Ete ble Song AIAG Version 2, Isued 08/2018 Check Your Progress (verify your effectiveness, success factors) Did we define the team members? Did we select an executive champion? Did we select a team leader? Do we have leadership support? Have we identified the needed resources? Does the selected team have the required skills for the issue? oooooo Executive Support Delegation of problem solving to lower levels promotes a narrower scope, thus more local cause and less system cause investigation. Remember the team will be investigating three separate root caus © How it occurred © How it escaped ‘¢ How it was allowed to occur (system) One of the key management points is to designate a management member to sponsor the team as an “executive champion or sponsor.” This person must have the power and authority to assist the team when needed and act as an advisor. ‘One of the reasons teams fail is that no executive champion is assigned or available to assist the team in time, The executive champion is not usually an active team member, but has the clout and resources to ‘overcome roadblocks to effectively resolve the problem. Understanding that the team will work to resolve ‘2 problem, management must delegate decision-making authority to the team and make technical expertise available, as needed, Recognizing that resources are not unlimited, management must identify ‘the expected time commitment from team members and make arrangements for people’s time and availability. ‘Time expectations are typically unrealistic, but they can be unrealistic from the customer also. Teams usually need management to provide the ability to negotiate realistic time expectations for completing corrective action and systemic action. Unrealistic time expectations are one reason that teams skip steps in problem solving and jump to conclusions. Unrealistic management expectations, such as not enough time to properly resolve a problem, can lead to a failure of the problem solving process.AIAG nce poten can ‘Version 2, Issued 08/2018 3. DESCRIBE THE PROBLEM ineurs Perera oureuTs + Peetiminary data + Problem Statement + Problem acknowledgement + Detaled deflation of the problem + Emergency action | containment + Problem Solving Team Gather | op Inforeation Probes Statement Figure 10. Describe the Problem Process Become Anare of Probem | L—> Estableh Adjust the Team ki —<—<<« = 7a Contain symptoms —— Estabieh Root Cause(s) —} H ‘Select Corrective Acton(e) ——} : Implement Corrective Actions) ——— Prevent Reoceurrence ——_= Recognize Team Succes Figure 11, Deseribe the Problem Timeline “The mere formulation of a problem is far more often essential than its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science.” -Albert Einstein Step Overview Any information known about the issue and the identification of the problem solving team members are the required inputs. Obtaining accurate facts about the issues and getting the right people involved is, ‘imperative to developing an effective problem statement, Gather Information It is critical for problem solving that decisions are made based on accurate information. At this point, information needed to solve the problem may not be known. To assist in future steps of the process as ‘much objective data as possible should be captured. This is the stage to determine methods of information 25= 26- re AIAG» Version2, Issued 06/2018 gathering, what type of information should be gathered, where to assimilate the data gathered and how to share that information with the team. The team should start collecting evidence by going to the site where the problem was found or where the problem was suspected of occurring. The team must go there to understand the full impact of the problem, gathering data from all sources, including lessons learned. Care should be taken not to draw a conclusion while still in the process of gathering information. ‘The Japanese use the term “Gemba” meaning "the real place,” which in business refers to the place where value is created, or where the problem occurred or was found, In manufacturing, the Gemba is the factory floor. Problem Statement The problem statement should clearly define “the what” and “the where”. As Charles Kettering said, “a problem well stated is a problem half solved”, This is a critical step in formal problem solving that is often overlooked or poorly executed. If poorly executed, this could render the whole exercise ineffective The longer the team takes to gather the needed information to define the problem, the less likely it will be available. Teams are encouraged to gather this information quickly so that itis not lost. ‘When developing the problem statement the following items must be considered: © Problem: what is wrong; think in terms of: ~ Object ~ what has the problem ~ Defect — what is wrong with the object + Requirement: what should but is not being met; documented requirement or reference to + Evidence: data related to the facts of the situation ~ Capture as much data about the situation as possible ~ Identify gaps in information, what don’t you know ~ Impact: how significant is the problem ~ Risk to the customer(s) ‘* Magnitude (cost/frequency) ‘* Internal performance (meeting objectives) ‘+ Grouping similar 8D cases to identify systemic problem trends, a user-specific characterization, e-g., failure location, failure type, failure coding, problem classification, may be entered Tools Recommended tools at this stage include (Refer to Appendix F: Problem Solving Tool Matrix) © SW2H, Why-Why Check sheet * Concentration Diagram * Graphical Analysis (eg., histogram, Multi-Vari Analysis) + IsilsNotAIAG cee Version 2, lssued 08/2018 iid “Who” found it and who does it affect? Individuals/customers associated with the problem? Sind The problem statement or definition; What is the object and defect? What equipment is involved? Is there a tend? Sie Date and time the problem was identified? Date and time the defeetive product was produced? Where? Location of complaints (area, facilities, process flow diagram) and location of defeet on part? ined Why the part failed, what standard did it fail to meet? Tee How did the problem occur? How was it detected? TOMBNEINEREM Size and frequency of problem; how many parts have the problem? How many defects on each part? Is it getting worse? Figure 12. Problem Identification Questions Outcome ‘The outcome of the Describe the Problem process should be a detailed definition and quantification of the problem. It should be stated in a manner which the team understands what needs to be accomplished by the problem solving process. It creates a goal for the team. Keys to Problem Statement ‘+ Don’t jump ahead (the problem statement sets the course for the rest of the process) ‘+ Let the facts drive the problem statement (not opinions or feelings) ‘+ Keep the problem statement clear and concise Check Your Progress (verify your effectiveness, success factors) Information Collection Q Did we collect all of the relevant information needed to clearly define the problem? Q Do we have a concise problem statement developed? ‘Search Lessons Learned 1 Where has this issue occurred before (repeat)? Was the problem identified in the FMEA records? 1. What are past problems to help with this problem? Executive Support Executive support at this stage is to focus on the proper use of the data, All of the information to properly understand and define the problem is being collected at this stage. Executive support may simply come in the form of exhibiting patience. Executives need to balance patience with ensuring that the team is acting with a sense of timeliness. Top leadership is responsible for setting a strategic plan and making sure the necessary resources are available.Eee robin ota AIAG & Version 2 Issued 06/2018 The problem solving process will fail if it is based on an inaccurate problem statement or the proper resources are not given. Leaders should create an environment where time is given to gather information related to the problem and properly define the facts of the situation, not to rush forward with trying to fix a problem before itis properly defined. -28-AIAG CQI-20 Effective Problem Solving \Vetson 2, lssued 06/2018 4. CONTAIN SYMPTOMS InpuTs + Problem Statement outputs Containment Plan + Containment of symptom Compliant product ‘Temporary deviation Locate suspect | Contain Disposition mater symptom suspect material Figure 13. Containment Process ware ofProbiem | L—> Establish JAdhust the Team |p E> Describe the Problem os ——s Root Causes) 2 SSS i Select Corrective Acton(a) —> 1 Implement Corrective Action(s) c 7 Prevent Reoccurrence — Recognize Team Success fy (Contain Symptoms begins as soon as practical to mitigate relative Risk) Figure 14. Step Overview Containment begins with quarantining and segregating all suspect material and protecting the customer. All areas of the value stream must be considered. Containment by itself is not problem solving. The problem solving process should NOT stop with containment. Containment actions are necessary to “stop the bleeding Provisions for containment should stay in place until and to protect the customer from disruptions. Actions taken should be focused, temporary and extraordinary. Containment Timeline Containment ‘kon’ temm(a)n/ Noun The action of keeping something harmful under control or within limits. effectiveness of the corrective actions are verified. A containment plan is a key output of this process step. ‘See Appendix E for an example format that can be used to tr Required Inputs ‘The problem statement is the only required input. ack the containment process. =29--30- i a AIAG.» Locate Suspect Material It is critical for immediate actions to include locating all material that could be nonconforming as a result of the problem just discovered. The containment plan in Appendix E can be used to record the location of this material as itis identified. Time is of the essence in notifying the customer of material en route and verify inventory at the customer location. Suspect material should be evaluated throughout the supply chain, eg, sub-tier suppliers, internal work in process, and customers to end users as applicable. Responsibility should be assigned for following up with customers as applicable at this stage of the process. In some instances sub-teams can be formed to focus on specific containment areas. tis important to identify and record the quantity of all suspect parts or material, Possible locations are, but not limited to: © Customer site location ‘¢ Inctransit parts ‘* Finished goods * Shipping & Receiving ‘© WIP, Scrap containers Service part areas * Laboratory or test areas Inspection or rework area * Secondary processes ‘+ Same or similar process/part ‘© Other sites with same process/part * Other customer locations Contain Symptoms Itis important to contain the symptom of the problem as the root cause has not yet been identified Actions taken at this point should be planned and by design be “over and above" the normal process, be visible and temporary. Methods of containment can include visual, mechanical, gage, fixture, and test Containment plan needs to ensure that suspect product is dispositioned properly before moving forward to process step. Data will need to be collected and analyzed. The nonconformance rate will need to be determined in order to take next steps. Actions taken at this point should remain until the correction actions are implemented and verified as effectively resolving the problem. These actions could include additional verification activities, e.g., dock audits, sorting, segregation of nonconforming material, reworking, building inventory and/or premium transportation. Frequent communication with the customer may be necessary to ensure effective containment actions. Disposition of Suspect Material Any suspect material will need to be verified as conforming or nonconforming. All suspect material should be treated as nonconforming until proven to be conforming. Nonconforming material will need to bbe identified and segregated. Authorized personnel will need to determine if the material can be reworked, used as is, or should be dispositioned as scrap. Clear indication of certification should be made on all product released back to production,AIAG eneciv Patan song Version 2, Isued 08/2018, Tools Recommended tools at this stage include: © Containment Worksheet ‘* Measurement Systems Analysis © Check Sheets Outcome ‘As part of the containment activity the team should collect data from samples of the problem, material flow, material identification, traceability records, and customer containment identification start and stop dates. A revision of the problem statement may be required based on the information learned in containment. All known product is quarantined, segregated and dispositioned, preserving information and relevant samples, Output * Containment plan + Containment of symptom ‘© Compliant product ‘+ Temporary deviation (if applicable) ‘* Data related to root cause analysis Check Your Progress (verify your effectiveness, success factors) Has a containment plan been developed (including conditions for termination)? Has containment process been verified for effectiveness against containment plan? Is containment effectiveness being monitored, documented and reported appropriately? Have all possible locations for suspect or nonconforming material been defined? Has adequate communication with the customer been established? Are there sorting/rework procedures or work instructions? ‘Are those responsible for sorting/rework properly trained? Is data collected and analyzed to assist in the root cause analysis? Are containment plans to continue until corrective actions is implemented and verified? oooucoooo Executive Support Ask the team for an executive summary, such as a short elevator summary. The summary should include information such as; the problem statement, risk, scope (how big), how it’s being contained (protecting the customer and the organization), and when is the first certified shipment/clean-point. The primary point of containment is to ensure the customer is protected prior to solving the problem. The problem solving process should NOT stop with containment. -31-82+ CQl-20 Effective Problem Solving Version. lsued 05/2018 This page left intentionally blank Please do not remove AIAG»AIAG 2m af Effective Problem Solving 5. ESTABLISH ROOT CAUSES(S) oes SI + Esabished tm + True Root Cause fr + Probe Statement + Occurence * Contained problem + exc + FMEA + sysemie Review evidence Ly [ Record &amaae Ly [Dacrmine poi |_| Contimn Tre Root ‘SFMEA P| fale mode rootesues— [*] cases Figure 15. Root Cause Anal ‘Become Aware of Problem — Establish /Adust the Team | y [<> Describe the Problem —— Contain. Symp i] En tnplement Corectve Acton SS Prevent Reoccurrenee —= Recogriza Team Success Sx Figure 16. Root Cause Analysis Timeline Step Overview Special focus and attention should be taken at this step of the problem solving process to correctly identify the true root causes. This Guide provides a top level framework for leading a problem effort, however the information here is not exhaustive; problem solving teams will frequently need to employ additional tools (e.g., Is/Is Not, Six Sigma) to successfully find the true root cause. Determining the Failure Mode is highly important, Although effective problem solving can be used for any aspect of a business, failure mode analysis is more recognized in a manufacturing or design environment through the use of FMEAs. Failure mode should not be confused with the symptom of the issue. The failure mode is the manner in which the process fails to meet requirements (including design intent), The failure mode is identified as a requirement not being met, e.g., door does not open when unlocked, part will not assemble, or shipment not received on time. Note on supplier corrective action requests (SCARs): Suppliers that are brought into the problem solving process should be provided a thorough problem description and given the opportunity to contribute to the solution in a timely fashion. The problem statement can include but is not limited to 5 Why-2 How (SW2H), Gantt chart, Is/Is Not, etc. Assigning the investigation to a supplier without data is 3334+ eee rele Song AIAG 2 Version 2 Issued 08/2018, counterproductive to the problem solving process. Organizations should have a defined process to engage suppliers. Required Inputs Established team: © Problem statement ¢ Contained problem © FMEA Review Evidence and FMEA ‘The problem solving team should first review the evidence collected by the team including any existing FMEA information. The team should then determine what failure modes have been identified and which are applicable. The team is using the FMEA to “uncover previously known causes.” At this point the team has the opportunity of evaluating the quality and thoroughness of the FMEA, as it reveals what the FMEA team was thinking early in the development process. Any assumptions made in the FMEA can be validated or corrected based on the new information from the problem solving team, as applicable. This keeps the FMEA a “living document.” The information in the FMEA will likely provide the best information about escape and occurrence failure modes. This information will help the team determine the escape and occurrence root cause. By checking the FMEA and associated controls listed in the control plan, the team can quickly assess if the root cause is associated with the process deviating from the existing plan. ‘The “Symptom-Cause” relationship: ‘The initial symptom is the effect experienced by the affected party and this symptom has an underlying cause, Care must be taken to ensure the symptom description is factual. This underlying cause is itself a symptom of a more deeply rooted cause. The Why-Why tool, as introduced later in this section, was designed to drill to the “Root Cause” level symptom of 2 Symptom of 3 Car will not a Battery Dead Defective start “>| alternator 1 2 3 causef1 Cause'OF2 Figure 17. Symptom-Cause Example Record & Analyze Failure Mode If the failure mode is not identified in the FMEA, the team will need to discover previously unknown causes and may use tools such as a fishbone to generate ideas, See the Tools section below. Once determined, this information should be listed on a revision to the FMEA and applicable documents, ¢.g., control plan, work instructions. Ifthe team is having difficulties determining the failure mode after using the recommended tools, go back and re-evaluate the problem statement. Hint: Ask “What assumptions have led us to this point?” Make sure the problem statement is factual.AIAG eee Version 2, Issued 08/2018 Determine Potential Root Causes ‘The occurrence root cause (also called the technical cause) is usually the initial area of focus and. addresses the question, “Why did the problem occur?” The escape root cause addresses the question, “Why did the problem reach the customer (or next operation)?” The systemic root cause(s) addresses, “Why did the system or planning process fail to identify the cause of the problem and the non-discovery?” The systemic root cause typically is understood last and. diligence is required to address thoroughly. ‘System amination apy =a ‘maccow | [ cae Figure 18, Source: VDA 8D Method Booklet Some of the tools and methods are more analytical, and some are more creative. The choice of the tools and methods used by the team is at the discretion of the team. The end result is that any tool or tools used must help the team first determine multiple potential root causes. Confirm True Root Causes After determining the potential Escape Occurrence Systemic (EOS) root causes, the team will then confirm which of the potential root causes are the true escape, occurrence and systemic root causes by fully understanding the cause-effect relationship between the causes and the nonconformance. The Fishbone tool may be helpful with understanding this relationship. Without diligence to determine the true FOS root causes, the team risks implementing numerous counter ‘measures in the corrective action step to “hopefully” address the root cause. This can be a waste of time, effort and/or resource as well as be ineffective. This type of “activity trap” should be avoided by using the data and evidence that were to be collected in the earlier steps of the problem solving process. Tools ©) Why-Why * BOB Wow © Concentration diagram © Pareto Charts, ‘Fishbone © Run Charts © Scatter Plots © Control Charts + Histogram See Appendix F for a complete Problem Solving Too! Matrix -35-ae Eerie Plan Song AIAG Version 2 Isved 0872018, Tool Notes ©) Why-Why Problem Description aT ane Lo eee Je Branches Es abi ray a ae I ene eae why ey | Sarre jeans eapewhy? a foes] cea aeoaaad (ae) Soa ‘Sysceeanerce Why ‘sysoucurencewhy ‘Scape whys ‘Sic ‘The traditional “Why-Why” tool should not be limited to five or any specific number of iterations of Why. Also called the “S-Why”, “Repeated Why” & “3-Legged 5-Why” tool. The purpose of the Why-Why tool is to drill down to the root cause level. Completing the Why-Why is an iterative process. Teams may be unable to answer the question “Why”. In this instance it will need further investigation until the answer is found, often using Why-Why repeatedly. Going back up the Why-Why replacing “Why” with “therefore” is a good technique to evaluate the Why-Why. © BOB (“Best of the Best”) vs. WOW (“Worst of the Worst”) This is a technique for letting the “parts speak”. What can be leamed from examining examples of the best of the parts compared and contrasted with the worst examples? © Concentration Diagram ‘This is a map, often geometric or geographic in nature, which is used to look for pattems in where the symptom is found.AIAG. ictal Version 2, lesued 08/2018 © Pareto Charts Pareto Charts show the frequency of occurrence of events. It can be used to separate the most frequent events (the ‘vital few") from the less frequent events (the ‘trivial many’), prioritize problem solving efforts, and/or assess the impact of a potential improvement. Defect Origin so0% sco som 4500 oe 400 70% 3500 eos 3000 2500 fee 2000 = 1500 5m 1000, 20% > coo | Weld athe Gear Ori Grind Lapping Press. thes DeBur ‘When giving presentations, Pareto charts are a ally effective means of displaying the relative importance of causes, problems, or other conditions. + Fishbone Diagram sananp)\ Pres comt\ pas casay Samir sate ‘The fishbone is meant to generate a thorough list ofall potential causes. Only the causes with a high probability of being the True Cause should be tested. Often called “Cause and Effect” or “Ishikawa Diagram” the purpose of the F Vision” by forcing the team to consider a variety of causes. shbone is to prevent “Tunnel 37+=38- sees Pale Song AIAG & Version 2, fsued 08/2018 © Run Charts ‘A Run Chart is a graphic chronological representation of a characteristic. It shows plotted data and a central line. A run is also called a trend, Paynter Charts perform a similar function to help identify trend data. $140 S130 $120 sno $100 $90 $80 $70 $60 Sales sa 8 FF Ee KK * 8 # ep SS os 2 FM ws A Run Chart can visualize process improvement or deterioration. ‘© Scatter Plots ‘The Scatter Plot (also called the Scatter Diagram) provides a plot ofthe relationship between two variables. The shape of the plot gives the clue as to what, if any, relationship exists. Scatter Plot = i a ® "0 * ‘Wet-Out (%Effective Problem Solving AIAG 2m a Version 2, Issued 082018 ‘© Control Charts. A Control Chart is a graphic chronological representation of a characteristic showing plotted values of some statistic gathered from that characteristic, a central line, and one or two control limits. A control ‘chart seeks to separate commion cause variation from special cause variation. Noga © Histograms ‘A Histogram is a graphical representation of the distribution of data. The frequency of occurrence of individual data values is shown by the height of the bars. Histograms are a simple way to visualize a data set's variation, central values, and distributional shape for large sets of data, SHAFT OD - P/N 12345 2 10 28 gos 3 aia TT ‘ oi sith tt 5 OO op Ot Ooo a? oF oP ge ov? go gs of Diameter (inches) -39--40- Seren Brg AIAG 2 Version 2 Issued 08/2018 Outcome ‘The Establish Root Cause step ends with the determination of the true escape, occurrence and systemic root causes. The true root causes need to: ‘+ Explain the gathered historical data (also called passive verification) ‘* Demonstrate the failure mode(s). (Turn On/Tum Off, also called active verification) © Beat the root cause level ‘The Why-Why tool can be used to show the root cause level has been achieved. Typically the Occurrence and Escape legs transition from describing physical phenomena into Systemic phenomena and at this point the Occurrence and Escape Root Cause (ERC) level has been achieved. Dome LN The earliest point in the system that could have prevented the Occurrence and Escape Root Causes but failed to do so is the Systemic Root Cause. The systemic root cause is likely where your risk mitigation had failed, Check Your Progress (verify your effectiveness, success factors) Is the root cause supported by historical data? ‘Can you turn the problem on and off? Has the measurement system been verified as capable and acceptable? Was this problem a result of a customer or supplier effect? Have all possible failure modes been assessed that could result in the defined problem? Has the failure mode been identified, verified, and recorded? Is the failure mode now controllable by the identified ERCs to the state of turning it on and. off? Has senior leadership been involved in determining systemic root cause? Have all stakeholders reviewed and approved the occurrence, escape, and systemic root cause analysis? ooooooo oo Executive Support Root cause analysis often requires significant executive support as this step has the potential to not go smoothly, requiring discipline to stick to the process. Establishment of regular progress reviews is critical to success. Identification and removal of road blocks (testing, trial runs, access to key resources, budgets) should be the focus of these reviews. ‘When presented with a true root cause a good question to ask is, “What competing causes were also investigated and how were they discounted?” This technique helps prevent teams from jumping to the first potential cause identified. Every problem is different and will require a different mix of tools to find the solution. The decision of which specific tools to use should be left up to the team’s discretion. How well the team uses the tools can determine how likely they have identified the true root cause. Always ask to review the tools the team has used, i.e., Fishbone, Is/ls Not, Why-Why.AIAG painted ‘Version 2, Issued 08/2018 6. SELECT AND TEST CORRECTIVE ACTIONS inputs ourpuTs Select and Test + True Root Cause for: Pacem tiet + Confirm actions to implement + Occurrence + Testresults with quantitative me + Escape + Opportunites for improvement + Systemic + Business case to justify cost of CA Selection of ‘Testing of > Corrective Action(s) Comrective Action(s) Figure 19. Select and Test Corrective Actions Process Become Aware of Problem Estabish /Adjust the Team [ Describe the Problem Contain. Symptoms Estabish Root Cause(s) eee) sment Corrective Action(s) | Prevent Reoccurrence Recognize Team Success Figure 20, Select and Test Corrective Actions Timeline Step Overview In this step of the problem solving process, the team identifies suitable corrective actions based on the root causes. Selection of Corrective Actions ‘The team should ensure that the process is Selection statistically stable before selecting the solution. If J, s9'lekSH(o)n/ the process is not stable, the team will likely not Noun see improvement. If the process is not stable, causes of the instability need to be understood and addressed, See AIAG Statistical Process Control (SPC) Reference Manual to address instability. Much of the time, this alone will solve the problem, The team should also understand the ‘impact that the proposed solution will have on the problem, e.g., it will solve 80% of the problem upon. ‘implementation. ‘The action or fact of carefully choosing someone ‘or something as being the best or most suitable. 41.-42- Eragon Shing AIAG & Version 2 lsued 08/2018 ‘The corrective actions must be aligned with the overall goals, aim, and strategy of the business to ensure long term support. For relatively expensive corrective actions, the data drawn from the trial can be critical to presenting a ‘business case. Business cases should present both the test results and the expected Return on Investment. Corrective actions must be cohesive with all steps of the process and not create sub-optimizing of the system or process. Quality pioneer W. Edwards Deming emphasized that having “profound knowledge” 10 avoid optimizing one part of the system while compromising or “losing out” elsewhere in the system is essential to achieving the aim of the entire system. According to Deming, “profound knowledge” consists of four elements: ‘© Appreciation for a system (Viewing the organization as a series of interrelated ‘connections and interactions vs. discrete independent processes) © Theory of Variation (Understanding of special causes and common causes of variation, knowledge of the difference between a stable system and a capable system, knowledge of various types of uncertainty in statistical data) © Theory of Knowledge (Ability to predict the future with some confidence, there is no such thing as a “true value”) ‘* Understanding of Psychology (Intrinsic motivation from within the individual and ‘extrinsic motivation that comes from outside factors) Deming defined a system as a “series of functions or activities (sub-processes, stages or components) within an organization that work together for the aim of the organization. " The aim has to be clear 10 everyone. The performance of any component should be judged by its contribution to the aim of the system, not for its individual achievement ‘apart from the system. Management's job is to optimize the entire system. Sub- optimization is costly and can be counter productive to the organization. ‘The team should select corrective actions from a range of options which address and correet, when able, all facets of the root cause. This includes the root cause of prevention or the systemic root eause, the root ‘cause of occurrence, and the root cause of escape. Teams should put the highest priority on selecting actions that will prevent the reoccurrence of the issue. Such a selection can be viewed as a time savings in the sense that added resources will not be required to contain or detect the problem in the future. Detection and monitoring is still important because the problem may show up again based on another root cause not identified or corrected. The best overall solution combines the best features of different options that address occurrence, escape and systemic root causes. Possible undesirable unintended effects of each of the corrective measures should be analyzed and recorded. The selection of corrective actions should give consideration to the Voice of the Customer. The customer may have experienced or witnessed a similar problem; they may suggest a proven solution. The contribution of your product or service to the customer process may affect which corrective action is selected. In the event that the issue is a repeat issue, or an issue similar in nature to a previous issue, it is good to understand what prior actions were applied. Controls may already be listed on the FMEA and Control Plan, Understanding why related controls failed to prevent the issue from reoccurring can be beneficial.AIAG 2 races mune oa Version 2, Issued 08/2018 Benefits include: Learning from past mistakes and successes © Increased speed when selecting and implementing proven corrective and preventive actions ‘* Prevention of future failures through institutionalized controls Testing of Corrective Actions fier the selection of the appropriate Testing corrective actions, testing is recommended to | pest / ensure the desired results are achieved. The |e, test should be completed in the environment he filline ovcured inorcan wivircamehe To take measures to check the quality, performance, or suitable enough to replicate those conditions. | Téliability of (something), before putting it into ‘Measures of effectiveness and opportunities | Widespread use or practice. for improvement are evaluated. Corrective actions confirmed to be effective and represented in a business case as needed are then agreed upon by the team prior to implementation Testing of the corrective actions should be done to replicate the typical usage/process conditions. If the corrective action is related to a process setting for example, testing should be done at the high and low end of that setting. This will expose the corrective action to the full range of possible conditions. If the corrective action has an interactive relationship with other variables those variable should be altered during the test to create exposure to possible changes. ‘When setting up to run the test, measurement points and grading criteria to measure the effect must be selected ahead of time. Measurement points need to consider the effect on the overall system as well as the direct area of implementation The outcome of any test should result in data that may be variable (6.5mm #/- 0.5) or attribute (Pass/Fail). ‘Avoid running a test on a corrective action and accepting passive confirmation of success. For example, “We put the sensor in place on Tuesday and we have not heard of any defects so it must be working” Instead push for active validation and confirmation of the results. For example, “We put the sensor in place on Tuesday. We added a checklist to confirm the sensor worked each day without issues. We have reviewed the checklist for the last three days and have confirmed there have been zero repeat defects from 1650 cycles ran over those three days”. ‘Team consensus on the trial results is very important. The team buy-in should not only include the problem solving team but also representatives from all affected functional areas. If consensus is not reached, it does not mean the corrective action should not be put in place but rather an open dialog of why consensus was not reached should be held prior to implementation. Tools + Hypothesis testing * Confidence intervals * Capability studies + Kappa AZoprc resets AIAG Version 2, Issued 08/2018 Check Your Progress (verify your effectiveness, success factors) Q Did the test of the comective action meet the expectations? Q Does the implementation plan need to be adjusted or improved? Q How can the corrective action be improved? What other aspects of the process were affected in a positive or negative manor? Executive Support The role of the executive is to look out for the long term interest of the organization and the health of the system when selecting corrective actions. When reviewing the team’s progress at this point, keep in mind the following: ‘* Encourage team disciplines to ensure proper determination of corrective actions, giving the best balance of competing benefits + Donot disregard a corrective action due to initial cos; take in full picture of long term and system cost ‘© Expect to resolve any conflict that arises due to cost issues * Don’t overlook the test before implementation; challenge the team to supply data to show the fix will actually workAIAG CcaQl-20 Effective Problem Solving Version 2, sued 06/2018 7. IMPLEMENT CORRECTIVE ACTIONS inputs eS ourputs + Confirm actions to implement Actions + Veriied occurrence CA + Testresults with quantitative measures + Opportunites for improvement + Verified escape CA + Verified systemic CA + Key findings + Business case to justify costof CA Roce Verify corecive Capa Remove ‘Capture lessons Lb L aprre lessons actions containment [>| teamed Figure 21. Implement Corrective Actions Process Step TIME Become Aware of Probl —) Eetabieh rAgust the Team | y 2 Descrive the Problem ——— Contain Symptoms [xpi emeeaccreneeeeeemee Establish Root Cause(s) Select Corrective Aetion(s) Peo) Prevent Reoccurrence Recognize Team Success Figure 22. Implement Corrective Actions Timeline Step Overview The team will develop a detailed plan to implement the selected corrective actions. Ideally, it should consist of Verification of Corrective Actions Verification of corrective actions is the final gate to censure that all the actions taken to date have been. successful in permanently resolving the issue and preventing its reoccurrence. The team needs to be Implementation ‘mplamentefon / responsibilities, timing and resources, including those extemal_| Noun to the team, Many customers require pre-notification and pre- authorization before the change is executed. Where this is, applicable, customer and regulatory approvals should be included into the overall plan. ‘The process of putting a decision or plan into effect. Verification versfi'ketfand Noun The process of establishing the truth, accuracy, or validity of something, 45+-46- Eerie Pr Seng AIAG Version 2, Issues 08/2018 mindful of addressing the root causes versus eliminating the symptoms. Success of corrective actions is to be validated by gathering and analyzing quantifiable data. Care should be exercised not to misinterpret the data to falsely determine that the issue has been resolved. Capability Where applicable, the goal of corrective actions is not only to bring the process within tolerance but also to reduce common cause variation. When dealing with variation, the team should take into account the total process variation. Consequently the sampling plan should include all possible sources of variation that are affecting the process. Itis important to clarify why the goal of the problem solving process should always be to bring process ‘output to nominal. As a characteristic deviates further from the target, more customers will be able to sense that itis different from the design intent ~ primarily because it takes more effort to use it. In many ‘cases a loss (in time, cost, efficiency, etc.) can be associated with each deviation increment. Special cause variation should be addressed first, followed by reducing common cause variation. (See the Suggested Use of Process Measures in the AIAG Statistical Process Control (SPC) Reference Manual.) Probability of Occurrence ‘When verifying the success of corrective actions, the probability of the problem occurrence is of the ‘utmost importance. Some events are extremely rare in nature and potentially have a significant impact. In order to ensure permanent corrective actions are successful in such cases, the team needs to develop creative verification tests. One approach may be to aggravate the system to induce the condition. This is the so-called test of turning the problem on and off. In cases where this is not physically or practically possible, a simulation may be sufficient (e.g., in seismically active zones buildings are designed to withstand earthquakes of certain magnitudes. Simulations may be needed to verify the corrective actions.) Containment ‘Ongoing containment may be used to verify the corrective actions. Once corrective actions have been implemented and verified, containment should be stopped. ‘The quality of data required is proportional to the level of risk. Lessons Learned ‘The final step in this process is to capture the implemented corrective actions as lessons leamed. Usually documents such as PFMEAs and Control Plans get updated at this point. Organizations are also ‘encouraged to keep lessons learned databases. Ideally such databases should be made accessible to all physical locations and all levels within an organization (e.g., an intranet site). Finally, corrective actions should be reviewed to identify if there are any read-across opportunities (e.g., other product lines, processes, locations). Organizations are advised to host regular read-across reviews with all physical locations. Upon discretion of the organizational leadership, lessons learned could be shared outside the organization (¢.g., suppliers, contractors, trade partners)CQI-20 Effective Problem Solving Version 2, Issued 08/2018 iashlune Use the appropriate amount of data to validate the corrective action based on risk Tools Recommended tools at this stage include (Refer to Appendix F: Problem Solving Tool Matrix): © Capability analysis ‘© Decision matrix ‘+ Error-proofing ‘= Lessons learned ‘* Measurement system analysis © Mistake-proofing Check Your Progress (verify your effectiveness, success factors) Is the measurement method capable and reliable? Have all affected stakeholders approved the plan? Is the plan for implementing the corrective actions defined? Do actual results match the results observed in the Select and Test phase? Has the problem solving goal been achieved? Is the process ready to remove containment actions? coooooo Executive Support Remember ~ you cannot unfry an egg, There will always be uncertainty. The ultimate goal is to reduce that uncertainty to an acceptable level for your organization. At the end of this step, you need to have demonstrated, with data, that you have achieved the intended results. Intended results may have to be adjusted based on the goals and aim of the organization. Strategically, this may mean a short term loss for a long term gain. AeCQI-20 Effective Problem Solving Version 2, fssued 08/2018 AIAG This page left intentionally blank Please do not remove -48-AIAG a Version 2, lsued 06/2018 8. PREVENT REOCCURRENCE sn curs ‘Verified occurrence CA + Replicated CA + Verified escape CA + Institutionalized CA. + Verified systemic CA + Documented lessons learned + Key findings + Closed issues, Develop |p) ReplicateCAto |_4) Institutionalize replication plan similar processes CA Figure 23. Prevent Reoccurrence Process ES fi ‘Become Aware of Problem cS Establish Adjust the Team OD Describe the Problem Contain Symptoms Establish Root Cause(s) Select Corrective Aetion(s) Figure 24, Prevent Reoccurrence Timeline Step Overview The ultimate goal of an effective problem solving process is to apply the leaming to predict failures so that preventive measures can be implemented BEFORE they occur. This step has been identified by AIAG members as a concer in the industry — effective reoccurrence prevention. Note that in a proactive ‘culture the focus is on problem prevention and proper effective problem solving focus is placed on reoccurrence prevention, Effective corrective actions implemented should be read-across to similar products and processes 10 prevent the occurrence of similar problems. Ifthrough monitoring, leaders determine ongoing problem solving efforts are ineffective, consider reviewing Appendix B Inhibitors to Efficient Problem Resolution. Required Inputs ‘+ An implemented process (occurrence) corrective action -49-Etec Prem cing AIAG & ‘Version 2. Issued 082018 ‘© Animplemented control system (escape) corrective action ‘© Asystemie corrective action Common Tools © Measurement System Analysis «FMEA * SPC Control Plan Decision Matrix Replication/Read-Across # ErrorProofing/Mistake-Proofing, # _Is/Is Not for Reoccurrence Prevention LPA (CQL-8) Required Outcomes (deliverable) ‘© Activities to eliminate the existence of this problem in other (si future products/processes have been determined © Responsible teams/groups/individuals have been informed of these needs # Verification activities are established to ensure that this problem will not exist in future product/process designs 1) processes and Develop Replication Plan Preventive actions should be formally documented in the organization’s quality management system documentation, e.g., FMEA, Control Plan, and Work Instructions to ensure that they are sustained over ‘time, Problem prevention should become the priority rather than “firefighting”, containment or corrective actions for organizations. ‘The plan establishes the what, who, and when of the preventive action. In the planning for preventive action, the team should consider why they believe the problem will occur and how they can establish an effective program to prevent it. ‘The plan is going to have to meet certain criteria that are not related to the preventive action, The plan will be limited by the cost of performing the events. Higher cost events may not be approved and lower cost events may need to be defined. The plan will also be limited by personnel availability. The plan may have assumed certain levels of personnel that, for any number of reasons may not be available at the time of the implementation. Finally, the plan will be limited by time. People and machines that are needed for the program may not be dedicated indefinitely and the plan may have to be altered because of the time element. {At this point, the team should use an appropriate action plan tool with some verification steps to track and report progress to ensure timely replication of the corrective actions. The plan should have responsibilities and timing specified.AIAG iss alan ona ‘Version 2, lasued 082018 ‘The plan can be a simple spreadsheet that lists the similar processes in columns and the tasks to complete in rows. As each task is completed the spreadsheet can be updated to show the completion status. Once all tasks are completed for each similar process the spreadsheet becomes a record for future reference. Replicate Corrective Actions to Similar Processes Replicating the results of a problem solving effort (read-across) is a very important step in the problem solving process and should be part of the plan. Replication simply means that all the results of a problem solving effort are replicated to benefit other products and parts of the organization. In this way, everyone can benefit from the efforts of one problem solving team. Effective replication accelerates an organization's ability to reduce the total number of problems in the future. Replication of the results of problem solving should be executed in five basic areas: Containment Occurrence Escape Systemic 5. Key Findings Replication can also be made as broad as the organization desires. Levels of replication include, but are not limited to, the following: ‘* Same product line, different versions ‘¢ Different products with similar failure mode possibilities ‘* Different products with the same processes ‘¢ Products that are in development Other areas of a given facility © Other facilities Institution: ‘The mentality should be that, once a problem is encountered and solved, the causes of the problem should not occur again on any other similar products or processes. The organization should be a learning ‘organization, using all problems as opportunities to improve the entire company. e Corrective Actions ‘The last steps of the effective problem solving process are to replicate and insti actions that resulted from problem solving, tionalize the findings and As with any other plan, the institutionalization of the preventive actions will need to be carefully ‘measured in order to ensure that the plan is effectively put into place. Monitor progress and institutionalize changes in systems and structures, Monitoring includes all of the measurement activities that the preventive action team has determined will be effective in identifying that the planned provisions are being implemented, that the results are what ‘was expected, and that when the plan is completed, the activities or actions that the team wanted to prevent have been prevented. The results of this process must be added to the organization’s multiple locations used to collect this knowledge. Examples could include databases specifically designed to allow employees to quickly recall the lessons of the past. =51--52- Erte ie sohiy AIAG 2 Version 2 Issued 0872018 Check Your Progress (verify your effectiveness, success factors) a ooo oooooo ‘Does the plan establish the “what”, “who”, and “when” of actions to be taken? Was the plan developed using a multidisciplinary team? Does the plan consider replication of corrective actions verified in all other appropriate arcas? Does the plan include reviewing results of implementation with management at appropriate intervals? Did the team identify appropriate metrics to monitor effective implementation? Have the metrics been reviewed by management at appropriate intervals? Were all types of root causes and corrective actions addressed in the replication plan? the team implement the corrective actions across the rest ofthe organization? Will this information be readily available for the organization to use in the future? Have the product/process stakeholders approved closure? Executive Support This portion of the problem solving process is often a time when executive support can wane. This is the problem solving step that executive support should be heightened. The finish line is in sight and the benefits of the problem solving team are ready to take hold. It may also be helpful to engage organizational development resources to help with deployment of the preventive actions across the organization, Recognize right behavior. Effective problem solving should be reinforced through the appropriate and timely use of recognition and reward. Recognition should encourage effective prevention efforts, not just firefighting, problems. Engagement of the highest levels of leadership is not just helpful, ‘This will send the right message that the more effective route is preventing the occurrence of is mandatory to effectively drive lessons learned throughout the organization.AIAG eee Version 2, tssued 06/2018 9. RECOGNIZE TEAM SUCCESS INPUTS = OUTPUTS ere Cry Determine appropriate Recognition recognition | completed Figure 25. Recognize Team Success Process ES Rs Become Aware of Problem fo Establish /Adjust the Team ——— Describe the Problem fi Contain Symptoms E Entobioh Root Cause(e) Select Corrective Action(s) z ————) 1 Implement Corrective Aetion(e) ——> Provent Reoecurrence o— Figure 26. Recognize Team Success Timeline Step Overview Recognition should be evaluated in accordance | Rec-og-nize tothe success af the problem solving process. | / rekag ntz/ ‘Team members will respond to appreciation ‘expressed through recognition of their work Nou ‘because it affirms that problem solving is valued, | Identify (someone or something) from having Problem Solving Team recognition is encountered them before; know again, acknowledgement of the team’s behavior, effort, | Acknowledge the existence, validity, or legality of. or result that supports the organization’s goals and values. Required Inputs A detailed evaluation of the problem solving process to measure its success should be completed prior to recognition. A graded evaluation with data is recommended. =53-Boe Serie bien ot AIAG Version 2 Issued 08/2018 Determine Appropriate Recognition If your organization does not have a formal recognition policy, you might have to be creative in the recognition. Recognition can take on various forms. Below are ideas that might help you determine the appropriate recognition: © Thank you, thank you cards from operators, customers, affected individuals © Personal recognition from an executive * Company newsletter article © Gift cards, clothing, uniform, or other wearable products ‘© Banner in the area where the CA took place ‘Presentation at a company-wide meeting or event © Trophy made from the corrected part + Team event, dinner, outing, or time off Investigate Intellectual Property (Optional) Sometimes, when you come up with a really great corrective action, that idea can be patented. Patents can apply to products or processes. You might also want to consider this corrective action a trade secret. Outcome The outcome of this step is a solid evaluation of the problem solving process and appropriate recognition When done correctly a pool of committed employees exist that can be depended on to solve future problems. Check Your Progress (verify your effectiveness, success factors) Has the problem solving process been evaluated for effectiveness? Is the recognition appropriate to the success of the process? Is it intine with company guidelines? Has the support staff been recognized? Have we communicated the success through the appropriate levels of the organization? Have we maximized the potential for intellectual property gains? ooooog Executive Support Find a way to consistently and comprehensively apply recognition. Look for opportunities to recognize support behind the scenes, not just highly visible teams. ‘© Ensure organizational support of team recognition ‘© Train leaders and managers on recognition ‘+ Personally participate ‘* Don’t let rewards and recognition become more important than effective problem solvingAIAG ence fraston song Version 2, Issued 08/2018 APPENDIX A: ORGANIZATIONAL CULTURE ASSESSMENT Itis the responsibilty of executive leadership to determine the current state and implement the necessary improvements. Organizations may use the following radar chart as a reference and tailor it to their specific needs. Once corrections have been made, the evaluation should be repeated again until an ideal state is achieved. Organizational Culture ‘Sample Radar Chart Consistent business oe L Opencommurication Divesitied organization Geographical nevtraity Soi Empowered employees Ethical organization Trane, Continuity of knowledge Culture of contieuous Stabe leadership improvement Figure 27. Organizational Culture Assessment Example Ideal Organizational Culture Consistent business = : : ; Ethical organization Figure 28, Ideal Organizational Culture -55-psc lme ee AIAG Version 2 losued 082018 Culture Rating Evaluation Tool Example Instructions: This form can be used in conjunction with the recommended problem solving culture ratings outlined in CQI-20 to evaluate the overall problem solving culture within your organization. As you fill in the ratings in the matrix below, the graph will outline areas of strength and weakness. You are encouraged to record the objective evidence used to justify each rating to promote clear communication. Evaluation Team Members ‘Name Responsibility Name | Responsibility | ‘Organization e race stevens | aualty Engineer - ree ‘ABC Manufacturing | Bruce Stevens legion 3 US locations Locations/ Quality Director - Pada Lin Mexico Reyna Cons ie Lin Europe a Evaluation Date: | April-May 2018 | Jason Collins | Quality Director US. Paul Hoeppener Director~EU_| Graphical Summary of Problem Solving Culture Ratings Consistent Business Structures, SA Training A a Continuity of Knowledge vs Pare Culture of Continuous Stable Systems «— Improvement (Open Communication Diversified Organization Geographical Neutrality Empowered Employees Ethical Organization Rating Category (15) Objective Evidence to Support the Rating 1 | Consistent ausiness | | , | Our organization has global ystems and standards and no oration has Structures any barrier to identifying and solving problems. Five examples of problems that had to be reassigned were evaluated 2 | Continutty of 2 | 1 | across3 locations. In each case a significant portion of the work to Knowledge investigate and fix these problems had to be repeated. There is litle continuity should we lose a person while they are solving problems. -56-AIAG. CaQl-20 Effective Problem Solving Version 2, tsved 08/2018 | culture of Continuous Improvement Reviews are performed forall problems that reach the customer or ‘cause internal downtime. Reviews are not done on the shop floor. ‘The results and performance of reviews are communicated weekly to the senior leadership. Diversified Organization ‘Three out of the total 5 locations audited had the problem solving process only being done by the quality department with very limited involvement from Engineering and Production. Empowered Employees Problems are identified by multiple sources within each location. Levels. varied from the operator up through the management team. ‘The resolution of the identified problems sill rest primarily on the quality department alone, Ethical Organization When interviewing the quality groups at the different plants, it was clear that there were no problems with transparency. New hire orientation at every location promotes the idea of being transparent with coworkers and superiors. More can be done; we suggest more of these types of evaluations to periodically look for transparency issues Geographical Neutr ‘The process is 100% geographical neutral for all our locations in the US ‘and Europe. We all share the same forms and tools Not al the tools and training material has been translated into Spanish for our locations in Mexico. Open tion ‘Communication of problems and the status happens at each location in the morning meeting attended by al levels of team members ‘There is no formal system to capture and track problems that come from the shop floor. Stable Systems There in a stable system for problem solving with all the support processes developed. Communication of changes is made consistently and effectively to the different teams. ‘The number of repeat issues is measured to evaluate effectiveness and CA applied to locations with high trends. 10 Training ‘There isa good training process in place but it does not have any test for competency. ‘The training happens only at the plant engineering and staff level and needs to be expanded to lower and higher levels. 57+-58- CQl-20 Effective Problem Solving Version 2, Issued 08/2018 AIAG» 1 Consistent Busines Structures Rating Recommendations 2 Continuity of Knowledge Rating Recommendations Fr tines ovoctas aoa banc cane vaya The 1 ftonegste ngs iyo 756100 elewtorato ere dupe sede lene Jnsesteinte ret pote easier 2 rte nga teat of W356 Pela HOoeNY Jsoororeanareaheprabies Ironede of sete ober spony duende [rotted he oben ese 2 |rataneptnenpais he sy of 26 Sof eloterts sons facie poten ocanetedarreain Mrralzorion| fesse ft bees acre acoso bes car arin oa The [nevonyseprone onesie eens nonce of ace poten aocometescaane Nota [intestate No dope wom request cont Ine buns arco aroma beset cote ewedh 5 act der etanrcrom aysinge lesions abo weet Iowa ase roteis ocmetedadritng stat fonpseconiatyc suave tn rola resaepms 13 Gute of Continuous Imorowement- Rating Recommendetons “4 Diverfied Organization Rating Recommendetions Je seuceisin aero haters probe soliperorance Sais foc revit prtem oungperomance sa Soe 2. |rotrquierotaecsed Rovensef rosienolngpeterance fomeepour exer, lemctaenglce chlenge rs flow oblong prone re micro ur aa meets rap exprere or lee Ione ore oparantsto meets snare Reve fonction and) opt penenton 7 [narrenen i dcsison conte nae Certo boa, [source eraser at fly repeat Iacono stucseisingace wo dale pon hire loctornce at a ic ithmesngancennes Rew the Jpctcm ne reat psf cause carci sors roam sore tame ee vertices Tey de Ivara of eroyotsckoun epee ardpbiee ‘5: Empowered Employees Rating Recommendations {6 Ethie! Orgnitoton Rating Recommendations ona ony etadandrsohes yasategrouewiin te 1 [easton nna oxi at rupert encore Jr ston tos rot aeioords reo eae eal [pcachiorotemschig whe hare Trew arena lear rt encourone. Frmoowereceeiyes nt stove hanone sof he oat. 2 [theeisenncredte erty drs ener sa espana eloped metho cnr nati! ape o ler ng want tsnesTheateou aos ot evento Isrts ratio oy segntsor te eatr nd corer feel evr. Tamgrecy sot ecu lenpowsetety the samba sere hy enyousnato rsohe ties Tarearereyecouaged ath ims eee of (cies omra theatre ae at tent kmotyer st empowered ats msprtyot th arsin marty foston to em andeahe nen farther movers at be ade in orton ts awupod mad to rae an aR lresureeduth ovr ofbang tects Sepa toenail levor sense trt aay eflcive Fatermpovemenscon (repostonte antares ee. [he rantton essay deed metodo wae a ca [smochto rte slr ith Dames ig peromes lnc. Torsaenywenourage sn ade Erle ae ted ie ron oe ort sates rence eeeAIAG CcaQl-20 Effective Problem Solving ‘Version 2, 1ssued 08/2018 7 Geographical nevraty- ating Recommendotions | dpe Communication - Rating ecommendetons 1 estates gropaprealiy mera) Tecate Soren bee |cormunition within te orgataaton happens inslos ro callborsion| [ess aemcen tron ass att stare es betneen eres tn majorite problem schrgroces ert popu re [common tae ac pry iat leas oe sharein ama ltenetoyes ony fea eperensiens nat commana he pen ein pace 3 somewht opepiay rer The neces moderate meee by argige nor aa erences lntrotontacer at ves ot aes resto stare hares Tr ine neuen sre or nthe rrctonb near ie onsen fr mpoment xt lcomancain wine opanttons open anes areshre ey fretreneem he por sve tan int oraeaton 109% rors loreal Tteisa rotate nce tocar eae, jowwor das tome ertver, | Stble Systems Rating Recommendations [rere proven sourgtannen peta ensue eneioyes have Me ft esate ncaa rotons [evi anivomel proton ote ating graces nguce. The ring Kometecy overage opsectoa reas elevet [heres oman seins recent wth orm paring [pon ebm sching ret content appedor pacers [hrs forms em ohingtaintg proces The ealang |everate tonnes nt oped to ala anlnef the ners oma rot seh oes wt oral sare ens (hogeta the clon sang telson gn, ote ig content opel angie Hecteres of poem )raroratetonresratenedto aloes naire athe [ners fora pain cing proce oral per tems |chogesto the pole sohing pce nce soto aten jedanapecces tener em [sng omeanee win actorespoteate negthe en rn forms ten sigan ocean Te aig jowerstetmrgecepnatestararaedenteo he orareton Further information on the above topics can be found in the following resources: Harvard Business Review, Culture Is Not the Culprit: When Organizations Are in Crisis, it’s usually because the Business Is Broken by J. Lorsch and E. Mctague, April 2016 Harvard Business Review, Wicked Problem Solvers: Lessons from Successful cross-industry teams by A. Edmondson, Tune 2016 Riding the Waves of Culture: Understanding Diversity in Global Business by F. Thompenaars and C. Hampden-Tumer, 2012, 3 edition-60- CQI-20 Effective Problem Solving Version 2 sued 08/2018 AIAG» This page left intentionally blank Please do not removeAIAG exeaty raion Seay Version 2, sued 08/2018 APPENDIX B: INHIBITORS TO EFFICIENT PROBLEM RESOLUTION ‘* Problem Described Incorrectly A clear, thorough description of the problem is necessary. The scope of the problem must be sufficiently narrow for the team to handle the problem effectively. ‘+ No Logical Structure to the Problem Resolution Process ‘The team either lacks or considers a disciplined system to identify, analyze, and solve problems as a “waste of time”. ‘+ Poor Team Participation ‘The members of the team do not recognize that the team can be a resouree to all participating. They view the team as an “extra job”, a burden to be eliminated quickly or simply ignored. + Lack of Urgency The participants do not recognize that the problem is continuously causing a loss of productivity and customer satisfaction. * Management's Impatience ‘The lack of a well-defined effective problem solving process with adequate documentation leaves all levels of management in the dark. They do not know when or if the problem will be resolved. This lack of confidence leads to pressures which can cause the team to "expedite" their activities ‘Problem Solving Effort "Expedited" Steps are skipped in the problem resolution process to obtain a “quick” solution. This is caused by management pressures and/or the team’s lack of understanding of the importance of these activities, ie, it is not part of their “normal” job. ‘© Potential Causes Misidentified as a Root Cause ‘When steps are skipped due to pressures or “preconceived” solutions, potential causes can be tagged a root cause. Although these potential causes can cause a problem, they have not caused this problem. This leads to ineffective solutions and frustrations. ‘© Inadequate Execution of Corrective Actions/Stopping at Containment The focus is often on “containment” rather than irreversible corrective action. This can lead to a correct identification of the problem solution but poor implementation of the required activities. This lack of proper execution can be reinforced by the administrative requirements (i.e., red tape) necessary for the implementation. ‘© Lack of Follow-thru to Prevent the Problem in the Future Effective corrective actions implemented should be read-across to similar products and process to prevent the occurrence of similar problems. -61-Coreen i AIAG Version 2, Issued 082018 APPENDIX C: QUALITY OF EVENT CHECKLIST Problem Solving — Quality of Event Checklist Problem Statement: Does the Problem Statement sufficiently answer the following questions? ‘Why do we think we have a problem? ‘What are the symptoms? What is/is not being experienced? When didit start? 2 Whohas reported it? How many? Where sit being experienced? isthe problem a one-time event, sporadic, or on-going? When did the problem occur? How much isthe problem costing? ‘What information supports these statements? Charts 2 Pictures QD Tests/Measurements CQ Other How do we know when the problem is solved? | Whats expected when the problem is solved? [Containment: What are we doing to minimize the effect of the problem to our customers? effectiveness of actiities are documented O Costof activites documented Containment activities are in place O_Actvities to eliminate symptoms initiated What information supports these statements? charts O_chectsts other Root Cause(s): Identification of the Escape, Occurrence and Systemic Root Cause 2 Themain potential causes are listed Ave the Escape, Occurrence and Systemic root causes identified? Each root cause explains the existence of all symptoms, e.g., what is/is not the problem? {O. ifnot, the true root cause has not been determined ithe root causes are not adequately determined, review the problem statement, re-evaluate the scope What information supports these statements? (O FMEA Capability _CEDiagram Brainstorming why _—_ Other te the root cause(s) clearly identified/implemented Effectiveness of solution verified Corrective Action(s): Activities needed to eli Corrective action implementation Date has been identified What information supports these statements? Control chants O_online Monitoring other Preventive Action(s): Activities to eliminate the problem in similar and future products/processes G._ Responsible teams/groups/individuals have been informed of these needs G._Veritication activities are established to ensure tis problem will not exist in future pr ‘What information supports these statements? O_Msa orMea QO sec O controlPlans ___Other roduct/ process designs -62-AIAG etnete hopin dey eet APPENDIX D: EFFECTIVE PROBLEM SOLVING REPORTING FORMAT FOR PRODUCT etn am etn continmamvertiear [ves] No] Figure 29. 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