8D Problem Solving Process: Houston, We Have A Problem

8D
Problem Solving Process

Houston, we
have a problem
PROPRIETARY
What is 8D
8D Objective:
• Systematically guides the progression of
thoughts and actions of a team to solve any
problem
When to use it:
• Any problem great or small
• Especially efficient with problems requiring a
team effort
• Required for supplier/customer issues
AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 2 PROPRIETARY

8D Problem Solving Process
1 The 8 Disciplines
1- Form a team
2
2- Describe the problem
3 3- Implement containment
actions
4 4- Identify root causes
5- Choose and implement
5 corrective actions
6- Evaluate results
6 7- Prevent recurrence
7 8- Congratulate the team
8
AS 63 – 8D Form
Autoliv’s global standard No:

Problem Solving Report
Problem Solving Report
No: 2235
2235
Product information
Date: 8/22/2000 Type: Customer
Date: 8/22/2000 Type: Customer
Customer Information
Problem Importance Ranking:
Problem Importance Ranking:
Total number affected

A
A Plant / workshop:
Plant / workshop:
1. Form a team
AOA
AOA
form for critical problems:

Part name:
Product information Curtian Module Date Information
Customer 8/10/2000 Reported
Total number affected Actual Contained Teamleader
1. Form a team Phone
Part Part
name:number: Curtian
22672264
Module DateName 8/10/2000
Tim McMoin Vehicle lineReported4 Actual 4 Contained
200 Clint Chapel - QE
Teamleader Phone
Part Batch
number:number:22672264
NA Name Tel. Number
Tim 245-425-3358
McMoin Cust.
Vehicle lineStock 4 4 10 2002000 ClintDavid
ChapelVernieuw
- QE - PE
Batch number: NA 22 Total
Quantity: Customer GM/Saturn
Tel. Number 245-425-3358 Autoliv
Cust. Stock Qty 10 8 20002200 Joe Kiver
David Vernieuw - Line
- PELead
Quantity: 22 Total Vehicle GM/Saturn
Customer LS/LW Supplier
Autoliv Qty Qty 8 NA 2200 Gerald- Line
Joe Kiver Medina
Lead- Champion
Vehicle LS/LW Supplier Qty NA Gerald Medina - Champion
• AS 63
2. Problem Description Sketches, pictures, etc
Customer
2. Problem reported rattle in inflator housing area. Part was retrieved and rattle confirmend. Sectioned housing and
Description Sketches, pictures, etc
found reported
Customer gap between
rattleinflator taper
in inflator (ASH-2.1)
housing area.and housing
Part collar. Potential
was retrieved and rattleforconfirmend.
rattle must be eliminated
Sectioned by 9/15.
housing and
found gap between inflator taper (ASH-2.1) and housing collar. Potential for rattle must be eliminated by 9/15.
This form should be used Concerned products/processes

Type products/processes
Concerned
TypeReference
Line
Reference
Part number
Part number
Comments
Comments
WhyNo
Why was it not detected
testit for
was notrattle was included in control plan.
detected
No test for rattle was included in control plan.
New Detection Method / Implementation Date
Recurrence
8D report #
Recurrence
No previous
8D report # occurance
No previous occurance
Date
Date
-
-
at a minimum with:
Line6-X Line 22672264 NewLine: 6 X / Implementation
Detection Method Planned Date 8-16
6-X Line 22672264 Line:Station 6X Inf. Crimp Actual
Planned 8-16 8-15
Audible Rattle actuation 8-15
by bell test method.
Method Inf. Crimp
Station Actual
Audible Rattle actuation by bell test method.
Method
3. Implement Containment Actions
• Customer issues
Interim verification
3. Implement actions
Containment Actions Part number Place Who Qty Qty NC Beginning End Duration Cost Invoice date Comments
Sortverification
Interim material atactions
customer/warehousePart 22672264
number PlaceWhilmingto
WhoCC Qty 4000Qty NC
14 Beginning
8/23 End 8/24 2 2 hours
Duration Cost$8000 Invoice
8/31date Comments
Check 283272
Sort Sort internal
material materials
at customer/warehouse 22672265
22672264 AOA CC CC 4000220014 8 8/238/22 8/248/22
Whilmingto 18 hours$8000 - 8/31
2 2 hours Check 283272
Sort internal materials 22672265 AOA CC 2200 8 8/22 8/22 18 hours -
7. Prevent Recurrence
Metric / Measurement verification Type
7. Prevent
AudibleRecurrence Part (strike
rattle with "Bell" test numberhousing with
Responsible Planparts checked
rubber mallet), Known bad Do 3 timesCheck
per day Act Method to verify Comments
• Supplier non-conforming
Metric / Measurement verification TypeGM/Saturn
Audible 22672263
Part(strike
rattle with "Bell" test numberhousing with 6-3 Line
Responsible
rubber 9/15 checked
Planparts
mallet), Known bad Do 10/7 per10/8
3 timesCheckday Act 10/11 Method
Inspection
to verifyof 1000 parts Similar process with no previous failures
Comments
GM/Saturn 22672263 6-3 Line 9/15 10/7 10/8 10/11 Inspection of 1000 parts Similar process with no previous failures
Deliverable Responsible Plan Do Check Act Method to verify Comments

Deliverable
Process FMEA NA
Responsible Plan Do Check Act Method to verify Comments
products
Design
Process FMEA
FMEA NA Dave Vernieuw 10/1 10/14 10/16 10/25 DFMEA review
Quality
Design FMEASystem DaveClint Chapel
Vernieuw 10/19/13 10/149/14 10/169/14 10/259/15 Manager
DFMEA reviewreview
Control
Quality Plan
System ClintClint Chapel
Chapel 9/139/13 9/149/14 9/149/14 9/159/15 Manager
Manager review
review
Working
Control Plan instruction ClintJoe Kiver
Chapel 9/139/10 9/149/13 9/149/13 9/159/13 QE, PE
Manager Review
review
Drawing
Working instruction Joe Dave
Kiver Vernieuw 9/108/25 9/138/28 9/138/29 9/138/29 QE, Team Review
PE Review
•
Measurement means
Drawing DaveNAVernieuw 8/25 8/28 8/29 8/29 Team Review
CC/SC deviations Measurement means

8. Congratulate the team
8. Congratulate
Plant Mangerthe
during
teamteam meeting
Plant Manger during team meeting
NA
Lessons Learned
Submited
Lessons 10/21 for plant review
Learned
Submited 10/21 for plant review
•
Closed by: Date: Comments:
COP abnormalities
Gerald
Closed by: Medina Date:10/23 Comments:
Great effort with solid corrective action
Gerald Medina 10/23 Great effort with solid corrective action
Sketches, pictures, etc
•
Sketches, pictures, etc
Repeat issues

Kaizen – 8D Form
This form can be used

with:
• Team Improvement
Projects
• Day to day problems
• Kaizen
• Etc.

Step 1 – Form a Team
1
Objective:
• Create a team that will
effectively solve and
eliminate the problem
Components:
• Team champion (leader)
• Team members

Components of a Team
1
Team Leader: Team Members:
• Leads the team • Diverse
• Broad representation of all those
• Schedules meetings with an interest in the outcome
• Organizes effort • Different points of view of the
process
• Documents actions and
• Time allocation
progress of the team
• Management priority
• Ability to implement changes
At least one Team Member:
• Accountable for results
• In-depth knowledge of the
process or product
• Skilled in 8D problem solving
process
• Skilled in data analysis
• Statistical tools

Step 1
1 Tools and Deliverables
Tools Deliverables
• Team building training • Name of team champion
• Autoliv Standard - AS63 • Names of team
members

Step 2 – Describe the Problem
2
Objective:
• Clarify for the team and
others
• What the problem is
• How to measure it
• How is solving it defined
• What is the process or
product doing now

Problem statement
2
A Problem is:
• A deviation of a process or product from the
customer’s expectations
Therefore, a Problem Statement should include:

• Who the customer is
• What their expectations are
• How the process/product
deviated from those expectations

Problem Statement Examples
2
1. The operations manager has set the goal of

less than 1% scrap on all lines. Line 2 scrap
has averaged 2.5% for the last two months
resulting in a cost of $100,000.
2. Ford requires that all inflators are free from

leaks. In July, five leaking inflators were
found at the Ford plant. Autoliv receives a
CAR (Corrective Action Request) from Ford.

The Problem’s Metric
2
A metric
• An output by which a process
or product is measured
Without a metric, the team
can not know if it was
successful!
Review:
‘Data Types’ module

The Team’s Objective
2
The team’s objective
should be:
• Concise and clear
• A description of what the
team wants to achieve
• When they plan on
reaching their goal
• S.M.A.R.T. ‘If you don't know where
you are going, any road
will take you there.’
-Lewis Carroll, "Alice in Wonderland"

Quantify the Current Process
2
• Go and See
• Sketches and
Photographs
• Flow Chart
• Pareto Chart
• Descriptive Statistics
• Process Behavior Chart
• Capability Analysis and
Histogram Review:
‘Descriptive Statistics’ module

Flow Chart
2
Curtain Module Process

Curtain
Curtain
Apply
Apply Inflator
Inflator Load
Loadand
and
Barcode
Barcode Load
Load Locate
Locate
Curtain
Curtain Inflator
Inflator Remove
Remove
Ring
Ring Crimp
Crimp Assembly
Assembly
Crimp
Crimp

Step 2
Tools Deliverables
• Flow chart • Clear problem statement
• Process Behavior Chart • Who the customers are
• Pictures and Sketches • Metric
• SMART Objective • Specific objective
• Pareto chart • Current situation
• Histogram quantified
• Capability analysis
Complete
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Step 3 –
3 Implement Containment Actions
Objective:
• To protect the customer
and Autoliv from any
additional non-
conforming
products/services
Necessity:
• A containment action is
most often needed with
special cause type
problems

Types of Containment Actions
3
Sorts
Recalls
Additional inspection
100% inspection
Short term drawing EC
• Engineering Change
Etc.

Step 3
Tools Deliverables
• Action register • Containment actions
• Responsible persons
• Customer return reports
• Date implemented
• Production reports • Verification
• Sorts • Estimated timeframe of
• Recalls problem
• Inspections • Special markings of
parts/boxes
• Part numbers of suspect
parts

Step 4 – Identify Root Causes
4
Objective:
• To find and identify the
true and most influential
causes of the problem at
a depth sufficient to
eliminate the source and
not just the symptom

‘Jumping to conclusions’
4
Caution:
• If a solution is already
determined
• Or, corrective actions
have been preset
• Attempting to find the
root cause will be biased
and futile

Evaluating the Metric
4
The analysis of a
measurement system
ensures that:
• The metric is measured the
same by everyone
• The metric is measured the
same way all of the time
Tools for measurement
system analysis:
• Gage R&R
• Kappa

Determine the Problem Type
4
Special Cause Common Cause
• An event or combination • The normal variation of
of events has changed the process/product puts
the process output the output outside of the
significantly customer’s expectations
Line A Lengths Line B Lengths
Line A Lengths Line B Lengths
12.25 12.25
12.25 12.25
12.00 12.00
12.00 12.00
11.75 11.75
11.75 11.75
Specification of 11.5 Specification of 11.5
11.50 Specification of 11.5 11.50 Specification of 11.5
Length
Length
11.50 11.50
Length
Length
11.25 11.25
11.25 11.25
11.00 11.00
11.00 11.00
10.75 10.75
10.75 10.75
10.50 10.50
10.50 10.50
11:05 11:09 11:14 11:19 11:24 11:29 11:34 11:39 11:44 11:49 11:54 11:05 11:09 11:14 11:19 11:24 11:29 11:34 11:39 11:44 11:49 11:54
11:05 11:09 11:14 11:19 11:24 11:29 11:34 11:39 11:44 11:49 11:54 11:05 11:09 11:14 11:19 11:24 11:29 11:34 11:39 11:44 11:49 11:54
Time Time
Time Time
Use
UseaaProcess
ProcessBehavior
BehaviorChart
Chartto
to determine
determine problem
problemtype!
type!
Special Cause Problems
4
Examples:
• A customer return where
there previously weren’t any
• A sudden increase of scrap
• An excess amount of late
launches every June and
July
Reaction
• Look to find what is different
or what has changed

Common Cause Problems
4
Examples:
• Constantly getting the same
customer return
• A scrap level that is higher
than desired, but has not
changed much
• Rework in a process
Reaction
• Look for which of the many
inputs in a process has the
most influence and reduce or
control them

Finding Root Cause with 5 Why
4
? ??
5 Why
• A way of peeling back
the problem until the root
cause is exposed ? ?
• A basic and effective
method
• Asking why at least 5
consecutive times
• Verifying each answer
along the way

5 Why Method
4
Gather data
Ask why Gather
and teamdata
Ask why and team
knowledge
knowledge
Cause Cause not

verified verified
Select the
Test Select
Test best the
potential best
potential potential
cause potential
cause cause
cause

Example 5 Why
4
The Washington Monument was
???
disintegrating
Why?
• Use of harsh chemicals
Why?
• To clean pigeon poop
Why so many pigeons?
??
• They eat spiders and there are a lot of
spiders at monument
Why so many spiders?
• They eat gnats and lots of gnats at
monument
Why so many gnats?
• They are attracted to the light at dusk
Solution: Turn on the lights at a later
time

Gathering Data
4
Pareto Chart
• A tool to prioritize data
60
by frequency or impact 50
• A bar chart where the 40

Scrap
inputs have been sorted 30
Cum
20
from most to least 10
• Visually distinguishes 0
Scratch Bad Missing Missing Bad
the ‘important few’ from Weld Rivet Label Crimp
the ‘unimportant many’

Gathering Team Knowledge
4
Fishbone:
• A tool to Brain-storm many
potential causes
Ca
Ca
Ca
• Visually displays potential
us
us
us
e
e(
e(
causes
(X
X)
X)
)
• Document the process of finding
)
X)
)
root cause
(X
(X
e(
se
e
us
us
Is / Is Not Table
u
Ca
Ca
Ca
• A tool to summarize the facts
about the good and bad
products/processes
Timeline
• A tool to summarize all changes
or events possibly linked to
causes

Creating a Fishbone Diagram
4
1- Identify the effect
2- Select major classifications
• Man/People
• Machine
Fishbone Diagram
Fishbone Diagram • Material
•
Measurement Material Man
Measurement Material Man
Method/Process
•
w
B hwee
ea
a d rat
I ln
Environment
Incorrect count
S
t
tr i
B he D Tinrg
es
ad r
k eS
Ilsln
M
Incorrect count No personel

tr i
Su
ate
es abili nvat
ke
Sh
p
Mr i
s
pliS
No personel
C
ip
aalt
M s ip Dl inin g
al
eurp
pSi
o t inies
eha
Ph yabi n
ibC
nhgi
Tr
r ian
pdlio
i
ivM ip
raat
ys lity
plpa
ain
dl lh
aot lin
•
ewr
W
iPch
lioib
itneg
ear
ioti e
in
nd
ayl
nra
Measurement
nd
dW
ir t
ow
Scale is incorrect
la
No material
si
Operator speed
t io
le
te
io
ca
ind
r
n
ir t
Scale is incorrect No material Operator speed

Operator fatigue
Ste
Operator fatigue
ppS
etde
Bad material Operator Error

W
pop
e
3- Identify and insert the potential

O
a rW
ned
ld
Pressure gage Bad material Operator Error

M
e
ot
O
T
ar
n
ld
badPressure gage
ra
ivM
ato
inT
inr
itoiv
Sk
bad
gai
na
ill
Out of calibration Wrong material Lack of leadership

ni
t io
S
ng
kil
Production
causes under each classification
n
Out of calibration Wrong material Lack of leadership

l
Production
line down
line down
gl
Pr hglit
N
Ra
it c
og ch
su
Pr es ur
Leaky roof
o o dioke
No cuhssy
o w ge
dio
ec
rg
raPr
Nne bro
R ab
hTs
s Ny
ePrr
og
Leaky roof
o ho ke
Program fault
4- Rank each potential cause by it’s

ow
eb
ro
sot usy
ra
T
enr
esmy
er
e
em
No way to contact Program fault

H
he
st
b
ea
Tp e
em
No air
re
maintenance
t He
sm
No way to contact
et
W
rea
plo
int
No air
bta
maintenance
swe
Lig
eW
edr
Sa
r in
t lo
Too cold Material delivery

ht
impact or likelihood
B
ba
ba
re
te
Lein
w
system
d
Stoa
r
gihn
aB
Too cold Material delivery

ker
gbea
tge
T
No power
rea
system
em
ni
to
A
Split luches
ke
ng
ge
pT
ir
No power
r
esm
Su
coA
et
Split luches Part jammed

m
ph
nir
o
mS
bcao
sige
oNn
Pr M a t re
uemr
dn
ht
es
Part jammed
eo
Too hot
5- Select the cause(s) with the

hig
aosn
ld
m
ba
sPir Mr iaa s
neg
er
No
vOe
d
sei
Too hot
s hs lteri
gan
St
lrsd
te
tiNm
ainrg al
sesd
ivo e
res a r
ea
nr
dh
oe
ign
Humidity SWI incorrect

Ss
Broken tooling
rW
si
tim
ar
ed
on
d
e
Humidity SWI incorrect Broken tooling
Environment
Env ironment
Method
Method
Machine
Machine highest ranking
6- Verify the selected cause(s)

Fishbone Diagram Example
4

Is / Is Not Table
• Step through each Good Bad

question Is All Shifts Swing and
Who
Grave Shift
• Alternate between the Is Not Day Shift
good and bad
parts/processes Is All models Model ABC
What
All Crimps End Crimp
• Document known facts Is Not Other Models
about the is and is not Previous to

Flange Crimp
Today and last
Is
condition
When
yesterday Tuesday
• Compare columns to Is Not After

yesterday
All other days
determine potential Is Per print Crimp is too
causes How
deep
Is Not Crimp is too

shallow

Timeline
Event Date • Evaluate the recent

Changed model from ABC to 1/5 8:00 history around when the
BCA problem likely occurred
Shift Change 1/5 9:30
• List all events or
Machine went down for 35 1/5 10:45 changes that happened
minutes for fault
Rotated Operators 1/5 12:00
in that period
• Look for any correlation
Cleaned machine out while 1/5 18:00
previous machine was down between these and the
Changed model from BCA to 1/5 19:15 problem to select
ABC
potential causes

Verify Root Cause
4
• Go and See
• Recreate the failure (if
possible)
• Match the evidence with
the outcome
• Use inferential statistics
Review:
‘Intro to Analytical Graphs’

Reaching the Root Cause
4
Continue asking why
until it doesn’t make
sense to ask any more:
• You can’t control or
influence the cause
• You have enough
information to guide you
to a permanent solution
• Five times usually gives
sufficient depth

Barriers to
4 Effective Problem Solving
• Preconceived ideas
• Stopping too soon in asking
why
• Taking guesses as reality
• Placing blame or allowing
emotions to make decisions
• Thinking there is only one
root cause
• Categorical thinking - all
good/bad

Step 4
Tools Deliverables
• 5 Why • List of root causes
• Fishbone diagram • Evidence confirming root
• Pareto chart causes
• Is/IsNot Table • Escape point (if applicable)
• Box plots
• Scatter plots
• MSA
• Gage R&R, Kappa
• Single factor statistical tools
• T test, F test, ANOVA, etc.
• Multi factor statistical tools
• DOE, multiple regression, etc.
Complete
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Step 5 – Choose and Implement
5 Corrective Actions
Objective:
• Select and implement
actions that will eliminate
or reduce the affect of
the root causes found in
step 4

Being Objective
5
Read this paragraph very fast and

and see if you can determine the
the problem with preconceived
ideas

Pro’s and Con’s
5
• All ideas have benefits
and risks
• Objectively look at all the

PRO possibilities
CON • What is right vs. Who is

right
• Cost vs. Benefits

Document Corrective Actions
5
• What is to be done
• Who will do it
• When will it be complete
What
• How will it be verified
Who
• What are the expected
benefits When
• What are the potential

costs and risks

Step 5
Tools Deliverables
• Action register • List of corrective actions
• Pugh’s Concept and related root cause
Selection • Who and when for
completion
• Expected benefits and
how they will be verified
• Any costs or risks

Step 6 – Evaluate Results
6
Objective:
• Confirm that the
corrective actions
Process Output
sufficiently solved the Specification
problem and the team’s

objective was met Days

Evaluating Results
6
Some of the same tools
as before
• Process Behavior Chart
Scrap
• Capability Analysis
• Etc.
A significant change
should be
demonstrated

Step 6
Tools Deliverables
• Flow Chart • Results demonstrating
• Process Behavior Chart the corrective actions
• Capability Analysis were appropriate
• Box plots
• Scatter plots
• Single factor statistical tools
• T test, F test, ANOVA, etc.
• Multi factor statistical tools
• DOE, multiple regression, etc.
Complete
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Step 7 – Prevent Recurrence
7
Objective:
• Eliminate systemic STO
problems and share P
knowledge to prevent
not only the problem
observed, but similar
ones and in other areas
and facilities

Preventing Recurrence
7
• Think outside the box
• Question policies and

procedures to find systemic
issues
• Ask why one more time
• Example
• Why were the Washington
Monument’s lights turned on at
dusk?

Yoko-ten
7
Sharing knowledge
laterally
• Applying the lessons
learned in other areas
with the same or similar
processes
• Many potential problems
can be solved before
they happen

Step 7
Tools Deliverables
• Lessons Learned Database • Actions to prevent recurrence
• Poka yoke locally and in other
departments and facilities
• DFMEA / PFMEA
• CC/SC list
• Drawings
• Standards
• Work instructions
• Control plans
• Training schedule and
tracking method

Step 8 – Congratulate the Team
8
Objective:
• Recognize the success of the team and the
individual contributions
Benefits:
• Contributions are recognized
• The team is motivated for the next project
• Other teams are motivated to accomplish their
goals

Step 8
Tools
• Newsletters
• Management recognition
• Awards
• Etc.
Good
Good Job
Job Team!!!
Team!!!
Complete
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References
Calvin and Hobbes©

• Bill Watterson
Apollo Root Cause Analysis

• Dean L. Gano (1999)

8D Problem Solving Process: Houston, We Have A Problem

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8D

Problem Solving Process

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 2 PROPRIETARY

Autoliv’s global standard No:

Total number affected

form for critical problems:

This form should be used Concerned products/processes

3. Implement Containment Actions

Deliverable Responsible Plan Do Check Act Method to verify Comments

CC/SC deviations Measurement means

Sketches, pictures, etc

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 4 PROPRIETARY

This form can be used

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 5 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 6 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 7 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 8 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 9 PROPRIETARY

Therefore, a Problem Statement should include:

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 10 PROPRIETARY

1. The operations manager has set the goal of

2. Ford requires that all inflators are free from

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 11 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 12 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 13 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 14 PROPRIETARY

Curtain Module Process

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 15 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 16 PROPRIETARY

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AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 20 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 21 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 22 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 24 PROPRIETARY

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AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 26 PROPRIETARY

Cause Cause not

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 27 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 28 PROPRIETARY

• A bar chart where the 40

the ‘unimportant many’

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 29 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 30 PROPRIETARY

Incorrect count No personel

Scale is incorrect No material Operator speed

Bad material Operator Error

3- Identify and insert the potential

Pressure gage Bad material Operator Error

Out of calibration Wrong material Lack of leadership

Out of calibration Wrong material Lack of leadership

4- Rank each potential cause by it’s

No way to contact Program fault

Too cold Material delivery

Too cold Material delivery

Split luches Part jammed

5- Select the cause(s) with the

Humidity SWI incorrect

Humidity SWI incorrect Broken tooling

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 31 PROPRIETARY

AUTOLIV-AOA/FW-TR/6-27-03/What is 6 Sigma - 32 PROPRIETARY

• Step through each Good Bad