Drill Deep & Wide Workshop Training 6.0

Deep & Wide Process
“Spills are not acceptable.”
Drill Deep & Wide Workshop Training 5.0 Revision 5.0 03/08/04 1
Date: March 2, 2004
To: All General Motors’ Outside Suppliers in North America
Subject: 2004 Spill Prevention Communication

General Motors is continuing its quest to be the Global Leader for automotive products and services, and specific to our business, initial quality and reliability by 2005
and 2006 respectively. We can only become successful with you, our Outside Suppliers. Therefore, in compliment to General Motors Zero Tolerance policy, the
following enhancements are effective immediately:

· Those Outside Suppliers that had a Quality Spill in 2003CY or 2004CY will require completion of Drill Deep & Wide and Quality System Basics Workshops.

· Those Outside Suppliers that GM categorizes as Critical will require completion of a Drill Deep & Wide Workshop and may require completion of a Quality System
Basics Workshop.

· For those Outside Suppliers categorized as Spill or Critical, any Quality PRR (Quality, Warranty, Customer Satisfaction) that results in a Controlled Shipping Level 2,
will require a Quality System Basics Workshop or Audit.

· All Outside Suppliers on Controlled Shipping Level 2 must complete a Drill Deep & Wide Analysis on PRRs issued during the last 8 weeks as well as on any open
PRRs regardless of issue date. The purpose is to ensure corrective actions are implemented and verified across the organization.

· All PRRs need to have Drill Deep Worksheet and Read Across Matrix completed and attached to the PRR for closure.

Please reference GP5 and the following Drill Deep and Wide folder in SupplyPower:
https://www.gmsupplypower.com/apps/supplypower/NASApp/spcds/CDSRetrieval?lob=quality&subnav=library&togglefolder=16162

In case of questions please reference the above, contact your respective Supplier Quality Engineer, or email your questions to melissa.burkett@gm.com .

Sincerely,

Michael J. Wolf
WWP Executive Director
Supplier Quality & Development

What Do Customers Want?
“Gotta Have” Products
• Emotional and compelling
designs
• Rich value-transmitting
interiors
• The best powertrains
• Competitive technology
• Superb quality and
reliability
J. D. Power Accomplishments
J.D. Power Initial Study – 2003 Calendar Year Report
• Retained 3rd Spot in Survey Note: 44 % of GM’s
•
production volume
Closed Gap to # 1 Toyota by 17% was in launch in 2002
• Won Three Best in Segment Awards

• 14 Models in Top 3 of Their Market Segment
• GM had the Top 2 Plants Gold (Oshawa # 1) and,
Silver (Lansing Grand River)
APPEAL Study October 2003
• Cadillac EXT & GMC Savana Top Honors in their
segments
PR/R's
NAVO 2003 Results 8
Spills
2,000
7
50% Improvement CYTD
6
1,500
5
1,000 4
3
500 5% Improvement CYTD 2
1
0 0
Dec- Jan- Feb- Mar- Apr- May- Jun- Jul-03 Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul-03 Aug- Sep- Oct- Nov-
02 03 03 03 03 03 03 03 03 03 03 02 03 03 03 03 03 03 03 03 03 03
50 PPM's Stockouts
3
45
40
35 47% Improvement CYTD 40% Improvement CYTD
2
30
25
20
15 1
10
5
0 0
02 03 03 03 03 03 03 03 03 03 03 02 03 03 03 03 03 03 03 03 03 03
Discrepant Parts Downtimes

35,000 3
30,000
25,000
51% Improvement CYTD 28% Improvement CYTD
2
20,000
15,000
1
10,000
5,000
0 0
02 03 03 03 03 03 03 03 03 03 03 02 03 03 03 03 03 03 03 03 03 03
=W30
Supplier 6 Panel
Supplier Box Chart
Spill Data for GM Suppliers
350
Number of Spills
300 290
250
200
149
150
100 87
50
0
41
0
2000 2001 2002 2003 2004
Year
Our success depends on your performance!

Spill Impact
• Impact to GM in 2003
• Vehicles repaired 39,902
• Cost Recovery $4.59M
• Man Hours 30,463
• What was the impact for your organization?
2004 CY Launches
Recurrence Prevention Model
Drill Deep & Wide Workshop Training 5.0 Revision

5.0 03/08/04
recur
Recurrence Prevention
re·cur [ri kúr] (past re·curred, past participle re·curred, present participle re·cur·ring, 3rd
person present singular re·curs) intransitive verb
1. occur again: to happen or appear once again or repeatedly
2. MATHEMATICS be repeated indefinitely: to occur as an infinitely repeated digit or
series of digits at the end of a decimal fraction
3. return: to return to a subject in speech, writing, or thought (archaic or literary)
4. resort: to turn to something as an option after considering or trying other options (archaic
or literary)
[Early 16th century. From Latin recurrere, literally “to run back,” from currere, (see
CURRENT).]
Encarta® World English Dictionary © & (P) 1999,2000 Microsoft Corporation. All rights
reserved. Developed for Microsoft by Bloomsbury Publishing Plc.
SQ Recurrence Prevention Model
Problem on part
Issues
Why did the planning process
not predict the defect?
P1
Why? P2
Why? P3
Other Products
Why did the manufacturing
Why? P4
Predict
process not prevent the Why? Pn Corrective Action
defect? M1
Predict Root Cause
Why? M2
Why? M3
Why? M4
P revent
Why did the quality process
Why? Mn Corrective Action
not protect GM from the Q1
defect?
Prevent Root Cause
Why? Q2
Why? Q3
Why? Q4
Protect
Why? Qn Corrective Action
Protect Root Cause
Build the Base Drill Deep Drill Wide

(3x5Why) (Read Across)
• Identify Metric & • Predict • Identify
Threshold (FMEA, PCP) Issues
• Supplier • Prevent • Identify same
(Error Proofing, STW)
Identification Process
• Protect
• Toolbox (Error Detection, • Implement
Application Responsiveness) Lessons
Deep Investigation
(Drill Deep analysis)
Spills
Wide
Implementation
(Read Across)
Emerging Emerging
Prevention Launch Issues Current Issues
should start
here
Functional Build
Issues Plant Issues
Supplier Process Issues

Spills
Spills / MD
Repeat EIs
Critical Suppliers for

Potential Spill
Emerging Emerging
Launch Issues Current Issues
Chronic Suppliers
Functional Build
Issues Plant Issues
All Suppliers
Supplier Process Issues
Supplier Quality Model
Predict
Check/Act Plan
Planning process -
informational content
in FMEAs and CPs
Protect Prevent
Quality process - Manufacturing process -
detection
containment
& & standardized work and
responsiveness error proofing
Do
Drill Deep Visual
Defect on Part

not predict the defect? P1
Why? P2
Why? P3
Why? P4 Predict
defect?
M1
Predict Root Cause
Why? M2
Why? M3
Why? M4
Prevent
not protect GM from the
defect?
Q1
Prevent Root Cause
Why? Q2
Why? Q3
Why? Q4
Protect
Protect Root Cause
Read Across Matrix (Drill Wide)
Identify issues (PRRs, Scrap, FTQ, etc.)
Identify same products/processes
Implement
Lessons Learned Check
Implementation
Deep & Wide Workshop

5.0 03/08/04
Spill Prevention Workshop
Purpose:
Process to teach the supplier the purpose and method of deep
investigation of known quality issues and wide implementation of
lessons learned in order to prevent spills.
Prework: Roadmap
•Teach key person at the supplier the Drill Deep concept
•Select 25 PRRs or quantity issued in the last 12 months
•SQE and Supplier complete the Drill Deep for 25 PRRs
•Choose 3 to teach Drill Deep and read across in workshop
(representative failure mode and good for read across)
•Complete an initial read across for selected PRRs
•Complete the root cause matrix (including the other 22 PRRs)
Workshop:
•Go through the presentation material
•Work one Drill Deep in detail and review two Drill Deep with team
•Review the read across for all three PRRs
•Group the root causes for all PRRs
•Complete the 4 root cause pareto charts (predict, prevent, protect & key findings)
•Start the systemic issues read these across
•Confirm the workshop deliverables were met and review follow-up items
Workshop Flow Chart
PRR List / Issues
(25 or 12 months)
Perform Drill Deep
Analysis on all Issues
Implement Corrective Action for

individual PRR and Read Across
PREDICT PREVENT PROTECT Key Findings

Root Causes Root Causes Root Causes Root Causes
Group & Pareto Group & Pareto Group & Pareto Group & Pareto
All Root Causes All Root Causes All Root Causes All Root Causes
Implement Corrective Action for

Systemic Issues and Read Across
Workshop Agenda
Activity Presenter Time (minutes)
• Introduction / Attendees SUPPLIER 10
• Workshop Presentation GM SQE 30
• Drill Deep & Wide Analysis Training GM SQE 30
• Perform Drill Deep Analysis ALL 60 (more if required)
• Lunch 45
• Read Across Training GM SQE 15
• Develop Read Across Matrix for selected PRRs ALL 30
• Review Root Cause Matrix for balance of PRRs ALL 15 (more if required)
• Root Cause Paretos ALL 45

• Develop Initial Systemic Read Across ALL 60
• Review and Agree on Follow up Items ALL 15
Workshop Deliverables
 Excel Sheet with every PRR listed with the 3 root causes and
the key findings
 Drill Deep Analysis sheets completed for every PRR
 Read Across Matrix completed for 3 PRR’s
 4 Pareto Charts
•Predict
•Prevent
•Protect
•Overall Summary of Key Findings
 Systemic Issue Action Plan
Workshop Follow-Up
• Review Completed Read Across for individual PRRs
• Review Completed Systemic Issue Read Across
• Regular review of PRR Read Across and Systemic Read Across
Matrix for Implementation Completion
Drill Deep Training
Drill Deep Analysis
• What is the intent of the Drill Deep analysis?
• Why did the planning process not predict the
defect?
• Why did the manufacturing process not
prevent the defect?
• Why did the quality process not protect GM
from the defect?
Drill Deep Analysis
• How is the Drill Deep analysis structured?
• Supplier Quality Model Check/ Act
Predict
Planning process -
Plan
informat ional content

in FMEAs and CPs
Protect Prevent
Qualit y process - Manufacturing process -
detection & standardized work and
Problem on part responsiveness error proofing
not predict the defect?
P1
Why? P2
Why? P3 Do

Why? P4 Predict
• 5 Whys
defect?
M1
Predict Root Cause
Why? M2
Why? M3
Why? M4
Prevent
not protect GM from the
defect?
Q1
Prevent Root Cause
Why? Q2
Why? Q3
Why? Q4
Protect
Protect Root Cause
5 Whys Corrective Action Owner Due Date
• Action plans
Drill Deep Analysis
• Key Points:
• Drill Deep Analysis is not used to understand
what failed but rather why the system failed.
• Therefore, the technical root cause (i.e., the
Red X in supplier’s process) should be known
before the Drill Deep Worksheet is completed.
• 3 x 5 Why <--> Drill Deep Analysis
Drill Deep Worksheet D rill D e e p W o rk s h e et
D a te : 0 2 /2 4 /0 4
• GM Form 1927-84
Iss u e title : P ro d u c t X Y Z F u e l T a n k R o llo v e r V a lve A s se m b ly
C u sto m e r co n ce rn : L o o se pa rts fo u n d in P ro d u ct X Y Z fu e l ta n k s. P R R # 3 0 0 1 1 2 2 3 -9 8 9 8 9 8 .
D e fe ct o n p a rt: E n d c a p n o t fu lly se a ted in to w in d o w o n va lve .
5 W h ys C o rre c tiv e A c tio n O wner D u e D a te

R P N n u m b e r w a s n o t d e te rm in e d
P1
W h y d id th e p la n n in g p ro ce s s n o t p ro p e rly in P F M E A .
p re d ic t th e d e fe ct? O c c u rre n c e a nd d e te ctio n ra tin g s
P2
w e re n o t d e te rm in e d p ro p e rly.
P3
P r e d ic t P4
P la n n in g p r o c e s s -
in f o r m a t io n a l c o n t e n t P5
in FM EAs a n d C P s
F M E A tra in in g p la n to b e d e v e lo p e d
In ad e q u a te kn o w le d g e o f F M E A
P -R C a n d m o n thly F M E A laye re d a u d it J. S m ith 0 3 /1 5 /0 4
m e th o d o lo g y.
re vie w to b e im p le m e n te d .
M1 C ylin d e r d id n o t tra ve l to fu ll in s ertio n .

W h y d id th e m a n u fa ctu rin g p ro ce s s
n o t p re ve n t th e d e fe c t? P o s itiv e s to p s w e re n o t a d ju s te d
M2 co rre ctly fo r th e n e w , lo w p e rm e a tio n
fa m ily in se rt.
C o n tro l P la n w a s n o t u p d a te d to
Pre ve n t M3 in d ica te re c a lib ratio n fo r n e w f a m ily
in s e rt.
M a n u f a c t u r in g p r o c e s s - M an u fa c tu rin g w a s n o t a w a re o f a
s t a n d a r d iz e d w o r k a n d M4
n e w fa m ily in s e rt.
e r r o r p r o o f in g
P o o r co m m u n ic atio n b e tw e e n
M5 P ro d u c t D e ve lo p m e n t &
M an u fa c tu rin g o n d e s ig n c ha n g e .
S u p p lie r X Y Z L a u n ch P la n n in g R e -tra in e m p lo ye e s a n d im p le m e n t a
M -R C J. S m ith 0 3 /3 1 /0 4
S ys te m w a s n o t fo llo w e d . la ye re d a u d it o f p la n n in g p ro ce s s.
N o d e te c tio n e rro r-p ro o fin g fo r "e n d

Q1
W h y d id th e q u a lity p ro ce s s n o t ca p fu lly se a te d ".
p ro te ct G M fro m th e d e fe ct?
Q2
Q3
Pro t e ct Q4
Q u a lit y p r o c e s s -
d e t e c t io n & Q5
r e s p o n s iv e n e s s
F a ls e se n s e o f se c u rity in e rro r R e -e v a lu a te p re ve ntio n e rro r-p ro o fin g
Q -R C p ro o fin g p re ve n tio n o f p o s itive s to p s p ro c e ss a n d im p le m e n t de te c tio n J. S m ith 0 3 /1 5 /0 4
in to o lin g . e rro r-p ro o fin g p ro c e ss .
E n g in e e rin g c h a n g e m a n a g e m e n t D e ve lo p re g u la r ch a n g e c o n tro l
W h a t a re th e k e y fin d in g s b a se d o n K1 J. S m ith 0 3 /3 1 /0 4
e xe c u tio n . m e e tin g s w ith e n tire te a m .
th is q u a lity is su e a n d th e a b o ve 5
W h y a n a lys is ? D e ve lo p S u p p lie r C h a n g e R e q u e st
K2 P P A P / P T R e x e c u tio n . J. S m ith 0 3 /3 1 /0 4
a u d it p ro c e ss .
R e -e v a lu a te p re ve ntio n e rro r-p ro o fin g
In su ffic ie n t e rro r-p ro o fin g
K3 p ro c e ss a n d im p le m e n t de te c tio n J. S m ith 0 3 /3 1 /0 4
in c o rp o ra te d in to va lv e a s se m b ly.
e rro r-p ro o fin g p ro c e ss .
F M E A tra in in g p la n to b e d e v e lo p e d
In ad e q u a te kn o w le d g e o f F M E A
K4 a n d m o n thly F M E A laye re d a u d it J. S m ith 0 3 /1 5 /0 4
re vie w to b e im p le m e n te d .
K5
Drill Deep Worksheet
Enter date as:
Date: 02/24/04 MM/DD/YY
Issue title: Product XYZ Fuel Tank Rollover Valve Assembly
Insert
Customer concern: Loose parts found in Product XYZ fuel tanks. title 30011223-989898.
PRR# of quality concern -
be short and descriptive.
Defect on part: End cap not fully seated into window on valve.
Date: 02/24/04
Customer concern: Loose parts found in Product XYZ fuel tanks. PRR# 30011223-989898.
Describe
Defect on part: End cap not fully seatedthe
intoproblem thevalve.
window on customer experienced; i.e.,
viewpoint of GM operator at the Assembly Plant.
Include PRR#, PRTS#, 24hr CDP# as applicable.
Examples: Operator could not install O2 sensor on
exhaust system; Operator found loose parts in Product
XYZ fuel tanks, etc.
Adjust row height as necessary.
Date: 02/24/04
Customer concern: Loose parts found in Product XYZ fuel tanks. PRR# 30011223-989898.
Defect on part: End cap not fully seated into window on valve.
Describe the nonconformance on the part.

Example: End cap not fully seated into window on valve;
O2 sensor bung missing on exhaust system; No weld on
terminals in relay; Cold weld on brake pedal bracket, etc.
Only add a corrective action next to each "Why" if applicable. Keep in mind that the last
"Why" needs a corrective action with an owner and a completion date.
Also, there can be more than one corrective action for a root cause and the corrective
action should include some form of verification or "Check".
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Why did the manufacturing process not prevent the defect?
As a sense check, read the Whys
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Why did the manufacturing process not prevent the defect?
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Example: backwards to make sure that the
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t
io
me
n
n
b
t&
e
twe
en Therefore. . .
M
anufa
ctur
ing o
n de
sig
nch
ang
e.
Su
pplie
rXYZL
aun chPla
nnin
g Re-
tTherefore. . .
raine
mp lo
yeesandimp
le
menta
M
-
R C J
.Sm
it
h 0
3/
3 1
/04
Sy
st
e m wa
sno
tf
o llo
wed. la
yer
ed aud
itofpla
nnin
g p
ro
ces
s.
Also, keep in mind that the technical root cause (i.e.,
Red X in supplier’s process) should be captured in
the Prevent 5 Why as shown below.
5Wh
ys C
or
rec
tiv
eAc
tio
n O
wn
er D
ueD
ate
M
1 C
ylin
derd
idn
ott
rav
elt
o f
u llin
ser
tio
n.
W
hyd
idthema
nuf
a c
tur
ingpro
ces
s
Does not have to be
notpr
eve
ntt
h edef
e c
t?
M
P
2 c
o
o
r
s
it
r
e
iv
c
es
tly
to
f
o
ps
rth
w
e
e
r
n
e
e
w
nota
,lo
d
w
p
ju
s
e
r
t
e
me
d
at
ion
5 Whys - ask as fa
milyinsert.
many Whys as Contr

o lP
lanwasnotupdat
e dt
o The last "why" is the underlying
Pre v en t M
3 in
dicat
e r
eca
lib
ra
tio
n f
o rn
ew family
Root Cause. Please add a corrective
necessary.
Manu
fac
tur
ingpr
o c
ess-
in
sert
.
s
tan
dardiz
ed workan
d M
4
M
n
e
a
n
w
ufa
fa
c
m
tur
ily
in
g
in
s
w
er
t
a
.
sn
ota
war
e o
fa
action, owner, and date to the right.
err
o rpr
o o
fi
n g
P
oorcomm unic
at
ionbe
twe
en
M
5 P
ro
d uc
tDevelopmen
t&
M
anufa
ctur
ing o
n de
sig
nch
ang
e.
Su
pplie
rXYZL
aun chPla
nnin
g Re-
traine
mp lo
yeesandimp
le
menta
M
-
R C J
.Sm
it
h 0
3/
3 1
/04
Sy
st
e m wa
sno
tf
o llo
wed. la
yer
ed aud
itofpla
nnin
g p
ro
ces
s.
Similar question can be asked for the Predict portion:
Why did the planning process not predict the defect?
Example:
Why did the planning process not predict the end cap not fully seated
into window on the valve?
Why? 5Whys C
o
rr
ect
i
v e
Ac
ti
on O
wn
er D
u
eDa
t
e
R
PNn
um be
rwa
sn
otd
et
erm
in
ed
W
h
yd
idt
hepla
nni
ngpro
ces
sno
t
P
1
Why?
p
r
ope
r
lyi
n P
FME
A. Therefore. . .
pr
edi
ctt
hed e
f
ect
? O
c
cu
rr
enc
eandd
et
ect
i
o n
rat
ing
s
P
2
w
e
re
notd
et
erm
in
edpr
oper
l
y.
Therefore. . .
Why?P
3
P
r
edi
ct P
4
Plan
ni
ng p
roce
ss-
i
nforma
ti
onal
cont
ent P
5
i
n F
MEAsa
n dCP
s
F
M EAt
rai
ning p
l
ant
o b
e de
ve
l
oped
I
nadeq
ua
tek
now
l
edg
eo
fF
ME
A
P
-
RC a
nd mo
nthl
y FMEAl
ayer
edau
di
t J
.S
mi
th 0
3/
15/
04
met
hod
ol
ogy
.
r
evi
ewt
o be i
m p
l
e m
ent
ed.
Similar question can be asked for the Protect portion:
Why did the quality process not protect GM from the defect?
Example:
Why did the quality process not protect GM from the end cap not fully
seated into window on the valve?
Why?
N
ode
t
ect
i
onerr
or
-p
ro
of
i
ngf
or"
end
Q
1
W
h
ydi
d t
heq
ual
it
ypro
ce
ssnot c
ap
fu
l
lys
eat
ed"
. Therefore. . .
p
r
ot
ectGMf
rom t
hed
ef
ect
?Why?Q
2
Q
3
P
r
ote
ct Q
4
Q
ual
i
typroc
es
s-
de
tec
ti
on& Q
5
r
esp
ons
iven
es
s
Fal
se se
ns
eofse
cu
r
it
yiner
ror R
e-
eva
lu
at
e pr
eve
nt
i
on er
ro
r-
proo
f
i
ng
Q
-
RCpr
oofi
ngpr
eve
nt
io
no
fposi
ti
vest
opsp
r
oce
ssan
d i
m p
le
mentde
tec
ti
on J
.Sm
i
th 0
3/
15/
04
i
n t
ool
ing
. e
r
ro
r-
pr
oof
i
ng pr
oce
ss.
Are there any other key findings? Review the 5 Why analysis above to
uncover any common “themes” and document them to the right.
A corrective action, owner, and date needs to be added for each key
finding.
Adjust row as necessary.
Engineering change management Develop regular change control

What are the key findings based on K1 J. Smith 03/31/04
execution. meetings with entire team.
this quality issue and the above 5
Why analysis? Develop Supplier Change Request
K2 PPAP / PTR execution. J. Smith 03/31/04
audit process.
Re-evaluate prevention error-proofing
Insufficient error-proofing
K3 process and implement detection J. Smith 03/31/04
incorporated into valve assembly.
error-proofing process.
FMEA training plan to be developed
Inadequate knowledge of FMEA
K4 and monthly FMEA layered audit J. Smith 03/15/04
methodology.
review to be implemented.
K5
Drill Deep Worksheet D rill D e e p W o rk s h e et
D a te : 0 2 /2 4 /0 4
Is su e title : P ro d u c t X Y Z F u e l T a n k R o llo ve r V alve A s s e m b ly
C u s to m e r c o n c e rn : L o o s e p a rts fo u n d in P ro d u ct X Y Z fu e l ta n k s. P R R # 3 0 0 1 1 22 3 -9 8 9 8 9 8 .
D e f e c t o n p a rt: E n d ca p n o t fu lly se a te d in to w in d ow o n v a lve .
5 W h ys C o rre ctive A ctio n O w ner D u e D a te

R P N n u m b e r w a s n o t d e te rm in e d
P1
W h y d id th e p la n n in g p ro ce s s n o t p ro pe rly in P F M E A .
p re d ic t th e d e fe c t? O cc u rre n c e a n d d e te ctio n ra tin g s
P2
w e re n o t d e te rm in e d p ro p e rly.
P3
P r e d ic t P4
P la n n in g p r o c e s s -
in f o r m a t io n a l c o n t e n t P5
in F M EA s a n d C P s
F M E A tra in in g p la n to b e d e ve lo p ed
In a d e q u a te k n o w le d g e o f F M E A
P -R C a n d m o n th ly F M E A la ye re d a u d it J . S m ith 0 3 /1 5 /0 4
re v ie w to b e im p le m e n te d .
M1 C ylin d e r d id n o t tra ve l to fu ll in se rtio n .

W h y d id th e m a n u fa c tu rin g p ro c e ss
n o t p re ve n t th e d e fe ct? P o s itive s to p s w ere n o t a d ju sted
M2 co rre c tly fo r the n e w , lo w p e rm e a tio n
fa m ily in s e rt.
C o n tro l P la n w a s n o t u p d a te d to
Pre ve n t M3 ind ic a te re ca lib ra tio n fo r n e w fa m ily
ins e rt.
M a n u f a c t u r in g p r o c e s s - M a n u fa ctu rin g w a s n o t a w a re o f a
s t a n d a r d iz e d w o r k a n d M4
n e w fa m ily in s e rt.
e r r o r p r o o f in g
P o o r c o m m u n ic a tio n b e tw e e n
M5 P ro d u c t D e ve lo p m e n t &
M a n u fa ctu rin g o n d e s ig n ch a n g e .
S u p p lie r X Y Z L a u n c h P la n n in g R e -tra in e m p lo ye e s a n d im p le m e n t a
M -R C J . S m ith 0 3 /3 1 /0 4
S ys te m w a s n o t fo llo w e d . la ye re d a u d it o f p lan n in g p ro ce s s .
N o d e te c tio n e rro r-p ro o fin g fo r "e n d

Q1
W h y d id th e q u a lity p ro ce ss n o t ca p fu lly s e a te d ".
p ro te ct G M fro m th e d e fe c t?
Q2
Q3
Pr o t e ct Q4
Q u a lit y p r o c e s s -
d e t e c t io n & Q5
r e s p o n s iv e n e s s
F a ls e s e n se o f se c u rity in e rro r R e -e v a lu a te p re ve n tio n e rro r-p ro o fin g
Q -R C p ro ofin g p re ve n tio n o f p o sitive s to p s p ro c e s s a n d im p le m e n t d e te c tio n J . S m ith 0 3 /1 5 /0 4
in to o lin g . e rro r-p ro o fin g p ro ces s.
E n g in e e rin g ch a n g e m a n a g e m e n t D e ve lo p re g u la r c h a n g e c o n tro l
W h a t a re th e ke y fin d ing s b a se d o n K1 J . S m ith 0 3 /3 1 /0 4
e xe cu tio n . m e e tin g s w ith e n tire te a m .
th is q u a lity is s u e a n d th e a b o ve 5
W h y a n a lysis? D e ve lo p S u p p lie r C h a n g e R e q u e s t
K2 P P A P / P T R ex e cu tio n . J . S m ith 0 3 /3 1 /0 4
a u d it p ro c es s.
R e -e v a lu a te p re ve n tio n e rro r-p ro o fin g
In s u ffic ie n t e rro r-p ro o fin g
K3 p ro c e s s a n d im p le m e n t d e te c tio n J . S m ith 0 3 /3 1 /0 4
inc o rp o ra te d in to va lve a ss e m b ly.
e rro r-p ro o fin g p ro ces s.
F M E A tra in in g p la n to b e d e ve lo p ed
In a d e q u a te k n o w le d g e o f F M E A
K4 a n d m o n th ly F M E A la ye re d a u d it J . S m ith 0 3 /1 5 /0 4
re v ie w to b e im p le m e n te d .
K5
Drill Deep Summary
• Drill Deep Analysis is not used to understand
what failed but why the system failed.
• Technical root cause (i.e., the Red X in supplier’s
process) should be known before the Drill Deep
Worksheet is competed.
• 3 x 5 Why <--> Drill Deep Analysis.
•t+T+E =S +
Read Across Training

5.0 03/08/04
Read Across Matrix (Drill Wide)
Read Across Work Instructions
Record the GM Owner
(I.e. Supplier Process Development
Record the Supplier Information Metallic, Chemical, Electrical)
or CS2 Provider name and information.
SUPPLIER: PQE/SQE:
Name: XYZ Corporation Name: Jane Quality
Location: Springfield Phone: 321-555-1212
Duns: 12345789 GM location / Provider
Contact Name: John Doe Contact Phone:
Contact Phone: 123-555-1212 E-mail: jquality@gm.com
E-mail: john.doe@xyzcorp.com
Eight Week Period: Due Date:
For CS2 provider only
LEGEND Place a letter in each box for each line item that applies
Mark with an “O” for the Originating location Mark with an “X” all locations where the defect may occur
O Original Location
X Another Location which contains the same process
R Repeat Issues Mark with an “R” if the problem was repeated at another location
N/A Not Applicable
Completed & 3rd Party/GM verified
Completed & Supplier verified only
Not Completed
Color code each box that has a letter in it according to this scheme
Record the Date the Drill Deep Analysis
Create one line for each PRR issued Was completed
Record the PRR issuing location
Part Name & GM Assy.

Number Plant Customer Concern Defect on Part 5 Why Analysis
Widget
Module Florida Knob shy Knob not secure 1/3/2004
22609999
Part Name & GM Assy.

Number Plant Customer Concern Defect on Part 5 Why Analysis
Record the Part Name and full Part Number

Record the DEFECT on the part
Record the issue as
described by the plant
Identify the Corporate
Record the full PRR number Champion responsible to
ensure implementation of the
Record the number of non conforming parts corrective actions
Identified on the PRR
Identify the Type and Status of any

Controlled Shipping action initiated
as a result of this PRR
Identify all supplier DUNS locations with similar products and processes
Identify all lines

within each duns
where corrective
actions may apply.
Also identify new
Products to apply
Lessons Learned.
Use letter code with

appropriate color to
identify applicable
locations and status
Root Cause Pareto

5.0 03/08/04
Root Cause Matrix
PRR Predict Prevent Protect Key Findings
(Planning Procces) (Manufacturing (Quality Process)
Process)
20030805-000001 FMEA - corrective actions
1 ineffective Assembly - not connected No detection
20030806-000002 FMEA - corrective actions
2 ineffective Assembly - not connected No detection
20030807-000003 Poor validation - design,
3 FMEA - not included No detection Poor validation - design
20030807-000004 Poor validation - design,
Include all PRRs
20030811-000005
5 FMEA - detection too low Assembly - JI not followed No detection
20030811-000006 Transfer the Root Causes for Predict,
Poor validation - design,
6 FMEA - not includedPrevent and Protect from theNo3x5 Drill
detection Poor validation - design
20030813-000007
Deep Worksheets
Assembly - partto this form.
7 FMEA - occurrence too low backwards, JI not followed No detection
20030819-000008 FMEA - corrective actions Assembly - dropped
8 ineffective screw No detection
20030821-000009
Poor validation - pack, No detection - occurs after
9 FMEA - not included Packaging pack Poor validation - pack
20030821-000010
Poor validation - design,
20030822-000011 Repair procedure not
11 FMEA - not included followed No detection
12 20030825-000012 Procedure - repair
13 20030826-000013 FMEA - detection too low Include any Key Findings
Error proofing fault
20030829-000014 No detection - occurs after
14 Validation - pack Packaging pack
Root Causes Grouped
Predict Prevent Protect
Planning Process Manufacturing Process Quality Process Key Findings
FMEA - corrective actions Work Instruction
ineffective not followed Measurement/CP Poor validation - design
FMEA - corrective actions
ineffective Assembly - dropped screw No checks in CP Poor design
ineffective Assembly - dropped screw No controls Poor design validation
FMEA - corrective actions No controls - latent, caused in
ineffective Assembly - dropped screw vehicle Poor validation - design
FMEA - corrective actions Group Like Root Causes and
ineffective Assembly Key
- JI notFindings
followed within each
No inspection Poor validation - design
ineffective Assembly -Column. Account forPoor
JI not followed allcontrols
PRRs Poor validation - design
ineffective Assembly - JI not followed Poor measurement Poor validation - design
Assembly - missing parts Poor validation - design
FMEA - detection too low Assembly - not connected No detection
FMEA - detection too low Assembly - not connected No detection

Assembly - part backwards, JI
FMEA - detection too low not followed No detection
Assembly - part dropped and
FMEA - detection too low mishandled No detection
Assembly - tape in wrong
FMEA - detection too low position No detection
Assembly - wrong part, material
FMEA - detection too low handling location wrong No detection
Predict
Root Causes Grouped Prevent Protect
Planning Process Manufacturing Process Quality Process Key Findings
FMEA - corre ctive actions Work Instruction
ineffective not followed Measureme nt/ CP Poor validation - design
FMEA - corrective act ions ineffective Asse m bly - dropped screw No che cks in CP Poor de sign
FMEA - corrective act ions ineffective Asse m bly - dropped screw No controls Poor design validat ion
FMEA - corrective act ions ineffective Asse m bly - dropped screw No cont rols - lat ent , ca use d in ve hicle Poor validat ion - design
FMEA - corrective act ions ineffective Assem bly - JI not followe d No inspe ction Poor validat ion - design
FMEA - corrective act ions ineffective Assem bly - JI not followe d Poor cont rols Poor validat ion - design
FMEA - corrective act ions ineffective Assem bly - JI not followe d Poor m e a surem e nt Poor validat ion - design
Asse m bly - m issing part s Poor validat ion - design
FMEA - detection too low Assem bly - not connecte d No detection
FMEA - det e ct ion t oo low Assem bly - not connecte d No det ect ion
FMEA - det e ct ion t oo low Assem bly - part backwa rds, JI not followe d No det ect ion
FMEA - det e ct ion t oo low Assem bly - pa rt dropped and m isha ndled No det ect ion
FMEA - det e ct ion t oo low Assem bly - t ape in wrong posit ion No det ect ion
FMEA - det e ct ion t oo low Assem bly - wrong part, m at eria l ha ndling loca tion wrong No det ect ion
FMEA - det e ct ion t oo low No det ect ion
FMEA - det e ct ion t oo low Machine Set Up/ PM No det ect ion
FMEA - det e ct ion t oo low Excessive solde r, no PM No det ect ion
Incorre ct set up of t e st er No det ect ion
FMEA - not included Insufficie nt solde r due t o poor wa sh No det ect ion
FMEA - not include d Ma chine cycle int erupt ed No det ect ion
FMEA - not include d No det ect ion
FMEA - not include d Material Handling No det ect ion
FMEA - not include d Ma t erial Ha ndling - dam age due t o rack design No det ect ion
FMEA - not include d Mat eria l Handling - nonconform ing product m isha ndle d No det ect ion
FMEA - not include d Poor Mat erial Ha ndling No det ect ion
FMEA - not include d Poor Mat erial Ha ndling No det ect ion
FMEA - not include d Ma te rial Handling process not followed No det ect ion
FMEA - not include d No det ect ion m ethod
FMEA - not include d Packaging No det ect ion, no visual controls
FMEA - not include d Packaging No det ect ion
FMEA - not include d Packaging
FMEA - not include d Packaging No detection - occurs after pack
FMEA - not include d Packaging No det ection - occurs aft e r pack
FMEA - not include d No det ection - occurs aft e r pack
FMEA - not include d Procedures No det ection - occurs aft e r pack
FMEA - not include d Procedure - m ishandling
FMEA - not include d Procedure - repair
FMEA-not included Procedure - repair Visual inspection
FMEA - not include d Procedure not followed Visual inspect ion
Procedure not followed Visual inspect ion
FMEA - occurrence too low Re pair procedure not followed Visual inspect ion
FMEA - occurrence t oo low Drill Deep & Wide Workshop Training 5.0 Revision
Visual inspect ion 5.0 03/08/04 58
FMEA - occurrence t oo low
FMEA - occurrence t oo low
Predict
Root Cause Pareto Charts Prevent
Planning / Documentation Manufacturing Process
RC 3 7 RC 1 6
RC 5 5 RC 5 4
RC 4 4 RC 2 2
RC 2 2 RC 3 1
RC 1 1 RC 4 1
Insert the Root Cause and the frequency

For all Groups from the previous Worksheet
Planning / Documentation Manufacturing System
0 1 2 3 4 5 6 7 8 0 2 4 6 8
RC 3
RC 1
RC 5 RC 5
RC 4 RC 2
The charts will automatically be generated

RC 2 RC 3
RC 1 RC 4
Protect
Root Cause Pareto Charts Key Findings
Quality System
RC 5 3 RC 1 4
RC 1 2 RC 3 2
RC 2 1 RC 2 1
RC 3 1
RC 4 1
Repeat, to create the Protect and Key Findings Charts
Quality System Key Findings
0 1 2 3 4 0 1 2 3 4 5
RC 5 RC 1
RC 1 RC 3
RC 2 RC 2
RC 3
RC 4
Predict Prevent
Planning / Documentation Manufacturing System
0 5 10 15 20 25 0 5 10 15
Work
FMEA - not included Instruction
not f ollow ed
FMEA - detection too

low Procedures
FMEA - corrective Material

actions ineff ective Handling
FMEA - occurrence too Machine Set

low Up/ PM
Key
Packaging
Protect
0 2 4 6 8
0 5 10 15 20 25
Poor validation - design

No detection
Measurement/CP
Visual
inspection
No detection -
occurs after
pack
Systemic Issues Read Across

5.0 03/08/04
Systemic Issues Read Across
Supplier Name
Location
O
X
Original Product Line and Location
Product Line and Location with Similar Process
N/A Not Applicable
Complete and 3rd party / Verified
Complete & Supplier Verified Only
Not Completed
Plant 1
Plant 2
Plant 3
Plant 4
Plant 5
Issue Corrective Actions Champion Due Date
Predict
Prevent
Protect
Key Findings
Predict Prevent The TOP Bar of each
Planning / Documentation Manufacturing System Pareto represents the
0 5 10 15 20 25 0 5 10
Systemic
15
Issues which
Work
will require an initial
Read Across
FMEA - not included Instruction
not f ollow ed
FMEA - detection too

low Procedures
FMEA - corrective Material

actions ineff ective Handling
FMEA - occurrence too Machine Set

low Up/ PM
Key
Packaging
Protect
0 2 4 6 8
0 5 10 15 20 25
Poor validation - design

No detection
Measurement/CP
Visual
inspection
No detection -
occurs after
pack
Systemic Issues RA Example
Supplier Name
Location
XYZ Corporation
Springfield, ZX
O
X
Original Product Line and Location
Product Line and Location with Similar Process
N/A Not Applicable
Complete and 3rd party / Verified
Supplier identification Complete & Supplier Verified Only
Not Completed
Read Across to Each Plant
Plant 1
Plant 2
Plant 5
Issue Corrective Actions Champion Due Date
The highest frequency root cause

Departmental Review,
Predict Failure Mode Not Included Doe 2/30/04 O x x
from each Pareto chart is transferred here.
On-line workshop
Include the Key Finding
Prevent Work Instructions not Followed Cross training matrix Doe 2/30/04 O x x
Develop plan to add

Protect No Error Detection error detection to new Doe 2/30/04 O x x
N/Cs
Assign a Champion and record a due date

Peer Reviews and
Key Findings Poor Validation/Design Standardizes Validation Doe 2/30/04 O x x
Plan
Define the Corrective Actions for each Systemic Issue

Workshop Deliverables
 Excel Sheet with every PRR listed with the 3 root causes and
the key findings
 Drill Deep Analysis sheets completed for every PRR
 Read Across Matrix completed for 3 PRR’s
 4 Pareto Charts
•Predict
•Prevent
•Protect
•Overall Summary of Key Findings
 Systemic Issue Action Plan
Workshop Follow-Up
• Review Completed Read Across for individual PRRs
• Review Completed Systemic Issue Read Across
• Regular review of PRR Read Across and Systemic Read Across
Matrix for Implementation Completion
In Summary
Supplier Performance is Critical to
Winning Products!!
• Going Forward Drill Deep & Wide is the Way of
Doing Business (reference Bulletin 5143 dated
March 2nd, 2004)
 Inputs to Deep and Wide starts with PRRs
 The Drill Deep and Wide Process matures with
the use of Internal Quality Data
Each of us has a role to play in
making You and GM successful

Drill Deep &amp; Wide Workshop Training 6.0

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Deep & Wide Process

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Drill Deep & Wide Workshop Training 5.0 Revision

Protect Root Cause

Build the Base Drill Deep Drill Wide

Supplier Process Issues

Critical Suppliers for

Why did the planning process

Protect Root Cause

Drill Deep & Wide Workshop Training 5.0 Revision

Implement Corrective Action for

PREDICT PREVENT PROTECT Key Findings

Implement Corrective Action for

• Root Cause Paretos ALL 45

informat ional content

Why did the manufacturing

Protect Root Cause

5 Whys Corrective Action Owner Due Date

D e fe ct o n p a rt: E n d c a p n o t fu lly se a ted in to w in d o w o n va lve .

5 W h ys C o rre c tiv e A c tio n O wner D u e D a te

M1 C ylin d e r d id n o t tra ve l to fu ll in s ertio n .

N o d e te c tio n e rro r-p ro o fin g fo r "e n d

Issue title: Product XYZ Fuel Tank Rollover Valve Assembly

Issue title: Product XYZ Fuel Tank Rollover Valve Assembly

Describe the nonconformance on the part.

many Whys as Contr

Engineering change management Develop regular change control

Is su e title : P ro d u c t X Y Z F u e l T a n k R o llo ve r V alve A s s e m b ly

D e f e c t o n p a rt: E n d ca p n o t fu lly se a te d in to w in d ow o n v a lve .

5 W h ys C o rre ctive A ctio n O w ner D u e D a te

M1 C ylin d e r d id n o t tra ve l to fu ll in se rtio n .

N o d e te c tio n e rro r-p ro o fin g fo r "e n d

Drill Deep & Wide Workshop Training 5.0 Revision

Eight Week Period: Due Date:

For CS2 provider only

Record the PRR issuing location

Part Name & GM Assy.

Part Name & GM Assy.

Record the Part Name and full Part Number

Identify the Type and Status of any

Identify all lines

Use letter code with

Drill Deep & Wide Workshop Training 5.0 Revision

Assembly - missing parts Poor validation - design

FMEA - detection too low Assembly - not connected No detection

FMEA - detection too low Assembly - not connected No detection

Insert the Root Cause and the frequency

Planning / Documentation Manufacturing System

The charts will automatically be generated

Repeat, to create the Protect and Key Findings Charts

Quality System Key Findings

FMEA - detection too

FMEA - corrective Material

FMEA - occurrence too Machine Set

Poor validation - design

Drill Deep & Wide Workshop Training 5.0 Revision

FMEA - detection too

FMEA - corrective Material

FMEA - occurrence too Machine Set

Poor validation - design

The highest frequency root cause

Drill Deep & Wide Workshop Training 6.0

Drill Deep & Wide Workshop Training 6.0