-
Problem
Solving Process (8-
Step Form)
Document No:
11QR- 002
Date of Occurrence:
01/21/2011
Date Initiated:
01/21/2011
Date Closed:
Vehicle Family Affected:
1500825-0005-01
Source of Complaint:
HNS
Other Reference Number (specify):
1500825-0005-01
1
2
Containment
& Interim
Action
3
Root Cause
Analysis
4
Implement
Permanent
Corrective
Action
5
Verify
Corrective
Action Plan
6
Controls &
Preventions
7
Verify
Corrective
Action Resolves
Issue
8
Lessons
Learned
Discipline
Identification
&
Assessment
Issue
1:
Issue Identification and
Assessment
(Must be completed within 24
hours)
1.1:
Problem Description
Describe the problem with a
well-thought-out Problem Statement.
The Problem Statement communicates the
scope of the problem
that the team is
working on and gets the team focused.
Provide information relevant to the
problem to help the team get started and
clarify what is expected from the team.
Consider the following, as
applicable, in developing the problem statement:
?
?
?
?
What is the
problem or actual condition?
----- state in terms of object and
defect
Where was the problem found
first?
How was the problem detected?
How is the issue measured?
?
Current status
–
how many vehicles or parts
are affected?
–
VIN number, etc.;
Questions & Considerations:
?
Identify the
problem?
Responses:
1/21 HNS found one LNB
（
SN
：
K10S0066050L
）
with a loose internal screw.
It rattled noticeably.
?
Show a picture(s) of the issue
as applicable (i.e. a s/w issue
would not require a picture)
?
What data is
available to
confirm and diagnose the
problem?
What is the level of urgency
and impact of the problem?
?
利用
MES
查找厂内测试记录。
SN
：
K10S0066050L <
/p>
厂内生产记录
Pass
，组装投料时间<
/p>
9/29
，测试完成时间
9/30
，出货时间
10/13
。
All questions must be answered even if
it is NA (NOT APPLICABLE)
Form No:
1038374 Rev.1
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Problem
Solving
Process (8- Step Form)
为什么
MTIW
厂内
IPQC
未检查到螺丝脱落？
为什么螺丝脱落会流到厂外？
为什么
QC
未检到螺丝脱落？
为什么
MTI
未检查到螺丝脱落？
1 HNS 1/21
反映
KA
1ea
产品（
SN K10S0066050L
）有异响，查厂内生产记录，为各站
PASS
。
?
Develop a Problem Statement?
2 2/17
产品寄到
MTI
后，
MTI
进行
X-ray
照射，发现有一颗螺丝脱落。
Note: The Problem Statement
3 2/17
拆开产品后发现产品漏点螺丝胶。
communicates the nature of the
3 FRB Review
生产流程，涉及到锁
Spacer
螺丝的制程有
2
处（组装线锁螺丝
/
回常温后加锁螺丝），
< br>problem to the team, focuses
可卡住的制程有
3
处（组装线
IPQC/
点螺丝胶后
IPQC/
包装线
IPQC
）
the team
on the scope of the
?
Use 5 why’s to assist in
developing the problem
statement.
problem, provides
data and
information on what the
problem is AND what it isn’t
and lets the team know what
they are expected to do.)
1.2:
Team Formation
When setting up a problem-solving team,
consider team membership, roles of the members,
boundaries of freedom for the team and
the team start-up process.
Questions & Considerations:
?
Who
are the project team
members?
What is the
role of each team
member?
Responses:
Listed in the table as below
Production Engr.
–
Find out the root cause
Production & Production
Engr. - Support root cause analysis and implement
modification
QA - Verify modification
effectiveness, reassure the quality remain meet
all the requirements and
control all
document changes
Leader
–
Control overall schedule
and integrate all functions to reach the fastest
and best
solution
?
Team Members
Leader
Scribe
Members
?
Name
Brand xie
Lei Liu
Jing Yang
Haiyan wang
Bangkai lao
Liu weiwei
Email
xie_brand@
Liu lei@
Yang_Jing@
wang_haiyan@
Bangkai_lao@
Liu weiwei@
Function
Production
QA
QA
Production
Production
Production
Eng
Phone Number
86-510-85228800 #4513
86-510-85228800 #4068
86-510-85228800 #3163
86-510-85228800 #4509
86-510-85228800 #4509
86-510-85228800 #5033
What are the boundaries of
freedom for the team?
(Lets the team know what they
can do and what they cannot
do)
All changes must meet
HNS specifications
。
?
What are the
team ground
rules?
Do the
expectations clarify the
role the team
should play
(determine root causes and
implement or recommend a
solution), specify the deadline
and include monetary limits for
the team?
Find Root cause and Corrective
action
。
The
problem-solving team is expected to:
1.
Find out the root cause of the problem
2.
Provide
effective correction and come out preventive
actions
?
All questions must be
answered even if it is NA (NOT APPLICABLE)
Form No: 1038374 Rev.1
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Problem
Solving Process (8-
Step Form)
2:
Containment and Interim Action
(Must be completed within
24 hours)
Interim
containment means that a
“
band-
aid” is put in place
to prevent the effect of the problem or to prevent
the full effect from
impacting
customers and/or employees while a permanent
solution is being developed and implemented.
Interim containment may
include: sorting bad parts from good
ones, adding operations, using additional labor on
the process and additional inspection.
?
Interim Containment tools:
1.
Brainstorming:
come up with short-term
containment ideas.
2.
Mistake-proofing:
ensure problem does not get to the
customer.
?
Some
short-term Band-aid ideas:
?
Sorting bad
parts from good parts
?
Added operation
?
Using addition labor on the process
?
Additional
inspection
Questions & Considerations:
?
Have the interim containment
measures been verified to
work?
What is
the quantity of
good parts the plant
needs to
keep running?
(today,
tomorrow, next day
and so on)
Has the impact of the
interim
containment measures been
tested to ensure that additional
problems are not created?
Are the actual additional
costs
of the containment measures
known and been verified that
they are “worth” it?
Responses:
1.
产线针对厂内所有
WIP
1824
ea
进行全检螺丝是否松动，结果未发现不良
----1/21
done
2.
产线对所有成品
560 ea
进行
3
个轴向的晃动，未
发现不良
----1/21 done
< br>
检查螺丝的后站“锁
cover
”人员追加工作内容：检查螺丝是否松动
----1/21 done
?
已驗證，没有再发现类似的问题。
?
产生额外的检查费是值得的。
3:
Root Cause Analysis
Defining the root causes is
the core of the 8-Step problem-solving process.
This is normally the
toughest aspect of the
problem-solving
process; if the root causes of the problem were
obvious, then the problem would have been solved
already.
There
are usually two families of causes at
work when we know there is a problem.
The first, the causes that appears to
be the problem,
are frequently
symptoms, not root causes.
The specific cause or causes that
allowed the apparent causes or symptoms to occur
are the root causes, often buried deep
in the process.
See “The Memory Jogger Library for
assistance with implementing specific quality
tools.
Location of memory
jogger is:
mfg
o
n
'EMC-
SNAS
(Styx)'O’:
ISO_INFOMemory JoggersThe
memory jogger .
Partial list of tools &
techniques to use:
?
?
?
?
?
Cause and Effects Diagram
Run Chart
Flowchart
Scatter Diagram
Process
Capability Measures
?
?
?
?
Charts & Graphs
Histogram
Pie Charts
Checklists
?
?
?
?
Pareto Analysis
Surveys
Data Collection
Forms
Force Field Analysis
Questions & Considerations:
?
What techniques
have been
used to discover the root
causes?
(e.g.:
The 5-Whys,
What is
—What
isn’t Analysis,
Timeline Analysis,
Failure
Analysis, Simulations,
Statistical Analysis) (see
guidelines for more
information)
Responses:
1
有实物作为分析依据。
2
Flowchart
All questions must be answered even if
it is NA (NOT APPLICABLE)
Form No:
1038374 Rev.1
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