8D

1
 What is 8D ?

 Eight Disciplines (8Ds) Problem Solving is a method developed at Ford Motor

Company
 used to approach and resolve problems
 Focused on product and process improvement
 Purpose is to identify, correct, and eliminate recurring problems.
 It establishes a permanent corrective action based on statistical analysis of the
problem and on the origin of the problem by determining the root causes.

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Need for Corrective action ?

 To improve Customer satisfaction.

 To improve the effectiveness & efficiency of the process.

 To meet organizational requirements.

 Requirement of the System standards – Eg : ISO 9001, ISO 14001,

OHSAS 18001, ISO/TS 16949 etc…

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Reasons for problem solving not effective

 Problem not defined properly.

 Expedited problem solving.
 Poor team participation.
 No Involvement
 No logical thought process.
 Impatience.
 Potential cause identified as root cause.
 Permanent corrective actions not implemented.

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Key Terminologies

Correction

correction
action to eliminate a detected nonconformity (3.6.2)

Corrective action
corrective action
action to eliminate the cause of a detected nonconformity (3.6.2) or
other undesirable situation

Preventive action
preventive action
action to eliminate the cause of a potential nonconformity (3.6.2) or
other undesirable potential situation

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Key Terminologies

Deviation

deviation permit
permission to depart from the originally specified requirements (3.1.2)
of a product (3.4.2) prior to realization

Concession

concession
permission to use or release a product (3.4.2) that does not conform
to specified requirements (3.1.2)

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8D History

 the US military adopted the "Mil-Std-1520", also known as "nonconforming

corrective measures and deployment of the system “
 The late 1960s, NASA 's Jet Propulsion Laboratory (JPL) has developed a 4D
method.
 In the early 1970s, Ford Motor Company FMC had adopted this approach, then
called "problem -oriented solutions team (Team Oriented Problem Solving -
TOPS)“ – 8D , 14 D
 1981, 8-D method is declared as a global standard for Ford and its called as G8D
(Global 8D):

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8D Flow

4
5
0 A preliminary understanding of the Determine the possible causes
problem (in preparation ) Identify and verify
Corrective Action

1
Team-building mode Select the most likely cause

6
Implementation of permanent measures

Most
possible reason
2 NO Whether it is simply
A clear description of the problem the reason?

7
Prevent recurrence

YES

3 Execution and testing

Temporary containment measures
Determine the root cause 8 Congratulating the Team

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 8D System

Problem solving tools matrix

Selection and implementation of

Problem identification Emergency stop Failure Mode and Root Cause Analysis Control and standardization
corrective actions

Primary Tool Pareto Analysis Containment process 5-WHY Analysis Cause and Effect Diagram Decision matrix Gantt chart Control Charts Process Control
Quality capability index Description Analysis Causal Matrix Brainstorming Histogram Process flow Graph / Trend Quality capability index Plan Error Proofing Read Across
Check sheet Graph / Trend chart Workflow analysis Benchmarking OK / Table / Replicate Lessons
competitor analysis Fault Tree Analysis(FTA) Database
Yes / No (stratified analysis)
Measurement Systems Analysis - Scatter plot
GR & R

Intermediate Suppliers - Input - Process - Potential Failure Mode and after decisive analysis Graph / Trend Statistical Process Control (SPC)
Tools Output - Customer (SIPOC) (PFMEA) Pre- control charts / Rainbow
Concentration Diagram Experimental design (DOE) Figure
Linear regression analysis Quality capability index
Multi vari Process flow chart P- map / parametric
design

Advanced Tools Quality Function Deployment Experimental design (DOE) - Full Factorial - Partial Failure Test Simulation Test Taguchi -
(QFD) Voice of the customer factor Statistical Tolerance law robust design
(VOC) Voice of the Product (VOP)

KONE Quality Passport Organization (QPO) Level II Training

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- M4, version B © KONE Corporation
Recognizing the Problem

Sources for Problem identification

 Non-conformance data based on Inspection

 Process performance monitoring ( Effectiveness / Efficiency )

 Customer complaints

 Product Audit / Process Audit

 Internal Audit / External Audit.

 Suggestion from employees

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D0 Aware of the Problem

Key Activities
 Implementation of the Emergency Response Action ( ERA)
 Decide whether 8D assessment is appropriate

Emergency Response Action ( ERA) ?

 Any measures to protect customers and affected parties

Why Should prepare for 8D Process ?

 Comprehensive and highly logical set of implementation methodologies.
 Involve a lot of time, manpower and resources.
 Improper use would results in waste of time, manpower and resources.
 Effect will be good if the preparation work is done effectively.
 If you do not use the method correctly, 8D may not solve a single problem.

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Criteria for applicability of 8D
Criteria for applicability of 8D :
Symptom defined.
Customers have been identified.
Performance gap exists.
Root cause is not known.
Management has committed to fix the problem at root cause level and to prevent
recurrence.
Complexity of the symptom exceeds the ability of one person to solve the
problem.

If these six criteria are met, and no other 8D team is already working , it is
necessary to begin a 8D .

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WORK GROUP EXCERCISE

 Mary , responsible for new product development vice president of a company , has serious headache at
work. She is responsible for the R & D department has recently developed an ingenious multifunction
electric trim parts . After a lengthy testing process, new products began to enter mass production. In the
first two weeks , a total of more than 2,000 products have been distributed to the assembly plant.
However , three days ago , assembly plant notified about 20 inoperable: the new motors have burnt out
after running about 15 minutes, they were broken down.
 Mary realized that she was troubled by the need to protect their customers from this issue, and decided
to implement an emergency response actions : rework all trim , with motors to replace older models in
this new model of the motor , until the problem is resolved.
 Prior to rework action, what should be done by the interior trim company?
• Yesterday Mary told the Project Manager Bill, that this new electric trim part had serious customer
complaints.
• Mary hopes to find the root cause of this problem as soon as possible and solve it , in order to avoid
further deterioration, stop financial losses, and let competitors take the opportunity to catch up its market
position.

Whether the situation meets the criteria above to start 8D,

 YES
 NO
Whether your answer is "Yes " or " No", please explain

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WORK GROUP EXCERCISE
S company manufactured parts A for the customer C. According to the customer's engineering specifications, on the part A must
have silver plating , otherwise the customer's product cannot complete the required function.
One day , they received assembly plant message with the following problems ：
 Because there is no silver plating, lead to product defects , reject the entire batch.
To encourage good relationships between supplier and customer , the customer 's engineers should counseling supplier within 24
hours to respond quickly to any problems.
S 's response actions:
 supplier shall send representatives to the customer for the quality review, to help to determine the problem root
causes。
 Before sending the representatives , the supplier and the customer together with the immediate inspection, full sorting
of parts。
 If the representatives could not attend to the customer site, they shall request to ship back the problematic parts
immediately in order to solve the problem 。
 Any delay of response to the problem, it will adversely affect customer 。
 The longer the wait, the more difficult resolution becomes./
 A positive attitude and offer of assistance helps the process go quickly and smoothly.
Once the supplier is responsible for the problem , the supplier shall verify that the problem is indeed the question of supply-side
parts . Starting from D0 , to assess the needs of the 8D process. Before the factory to ask questions , the first question should
be determined and verified at the factory requirements , the supplier can help verify problems ：
 Providing substandard parts.
 Provide unqualified possible analysis, such as the size of the result.
 The problem quantitatively , such as ** test ** failed.
 a positive way by not blame each other is very important to communicate with the customer plant.
Issue:
1. According to the above cases , the actions taken to protect customers need ERA , and ERA 's write ；
2. 8D situation meets the above criteria to start , regardless of your answer is "Yes " or " No", please explain.

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D1 Team Building

Why Team problem Solving ?

Team can solve complicated problems.
– The problem, and its associated information, is complicated.
– Beyond one member capability.
Both special cause and common cause problems.
– Designed to best work best with special cause problems.
– Can also be used with common cause problems and improvement actions.

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D1 Team Building
Key Activities
 Team leader & Team is established.
The number of people to be limited to 4 – 8 members.
Select the right people have the skills, knowledge, resources, permissions etc.
 Team should be customer focused.
 Person responsible for implementation should be part of team.
 Change group members if there are such needs.
Interaction between members should be free and possible.
Start time and end time is mandatory and should be strictly adhered
to.
Team Composition
Champion
Leader
Facilitator
Members
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Roles of every function in Problem solving

 Leader
– Conducts all meeting
– Interface between Top management and Team for any resource
requirements
– Should be knowledgeable in the applicable processes
– Should be from the concerned area
– Ensures that during meetings focus on the problem is maintained.
– Responsible for finalization of agenda for every meeting
– Ensures that single person do not dominate the meeting

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Roles of every function in Problem solving

 Facilitator
– May not be a Technical expert
– Should be an expert in Logical thinking and problem solving process
– Should think logically, should be unbiased and balanced
– Guide the team by asking appropriate questions
 Members
– Can be anybody who is directly interacting with the process daily
– Operators, Process engineers, Supervisors, Inspectors
– Operator should be a team member
– Should contribute during analysis based on their experiences with the
processes
– Should actively participate
– Do data collection and compilation
– Implement actions finalized during the meetings

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Roles of every function in Problem solving

 Champion
– Top management person
– Should keep track of the number of teams working on different problems and
the current status of each problem.
– Ensures that the team progresses towards solving the problem
– Provides appropriate resources

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WORK GROUP EXERCISE
 “S” company has set up a project group and the team members are as follows ：

 Ford Hill - Quality Division director ( The team leader )

 Joe Lee - Electroplating Division director
 Young Stars - Electroplating Division,
 Leo Iron - Equipment Division,
 Bob Hope- QC Division,
 Hugh Grant - QA Division

The S company selected 8D team members are suitable or not ?

 YES
 NO
Tick your answer "Yes " or " No", and also please explain

(Hereinafter filled by the supplier )

Discipline 1: Team Members 8D team member

Team Leader 8D

Team Members 8D

Department

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D2 Problem Description

Key Activities
Quantify the detailed description of internal / External complaints related to the
issue.
Problem statement defined clearly.

Tools Used
Pareto Analysis - To prioritize the problem
5W, 2H
Is Is not analysis

How to describe the problem

 Problem Statement
 Problem Description

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3.1 Pareto Analysis

 Used to prioritize the problem that needs to be solved

 Prioritization to be done first based on Value / quantity

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Problem Statement 5W 2H
Who is affected？
Who ? Who has first discovered the problem ?
Who informed the issue ?

What type of problem belongs to ?

What ? What the problem?
what's happening?

Why do you identify a problem ?

Why ?
Process problems is stable ?

Where is the Problems found ?

Where ?
Where is the Problems occur ?

For the first time when problems occur ?

When ?
Problems continued to now how long?

The number of products in question is how much ?

How
The costs involved, the number of personnel and
Much/Many ?
Time ?

How the trends ( continued, intermittent, cycling )

How ? Previously had a similar problem?
If yes, please attach the previous note.

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3.2 5W,2H

 Who ? Identify the customers complaining.

 What ? Identify the problem adequately and accurately.
 When ? Timing – When did the problem start ?
 Where ? Location – Where is it occurring ?
 Why ? Identify known explanations.
 How ? In what mode or situation did the problem occur ?
 How many ? Magnitude – Quantify the problem.

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CASE STUDY
Case Studies
A new aircraft delivered in 1990 by airlines .
Shortly after the aircraft operation, part of the crew of the arms, hands and face, rashes , and other
parts did not appear, and only appear when crossing the water surface.
This rash will disappear within 24 hours , when the flight attendants have the same symptoms few
rash in the same freight. But when these flight attendants by other aircraft of the same route , they did
not have rash.
Many doctors come to see these crews, all doctors have puzzled, need to do IS/ ISO NOT Analysis.

Yes No Difference

what Rash Other disease External contacts

When With new aircraft With old aircraft Different materials

Where Flying over water Flying over land Different flight procedures

Face , hands, arms Other section Contacts with the face, hands, arms

Extend Level
Only some of the
All crew Different operating responsibilities
crew

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CASE STUDY

After the S company received customer complaints, immediately launched an investigation to verify
the following issues ：
After the samples were tested , the conclusion is consistent with the customer , based on the
following ：
1. Validation samples： All samples were subjected to verification by team members . There are 7
reels of samples, of which four reels are without plating, and three reels are with plating.
 So initially identified defective products is due to plating when the parts have gone through
chemical baths without plating.
2. The 8D group examined the plating working record, Verify that the product corresponding to this
batch job recorded of 6th December. Following problems has been found : On 2.00 PM 6th
December, silver coated contacts found as plating line circuit was disconnected. After the circuit
problem is solved , the production line has to continue production. Before the circuit contacts
breakdown had been found, the plating bath had not been charged , so parts are not electroplated.
3. Check daily production： Around at 2:00 PM on 6th December, S company had produced a total of
seven reels (61128 numbers), but there is no record of abnormal plating products.
Issue ：
1) According to " Working Group 2 ," Description of the problem by using 5W2H ？
2) According to " Working Group 3" situation described , the use of " IS/ IS NOT form" Description of
the problem ？
3) Based on the above analysis , fill Problem Description Table

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CASE STUDY

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D3 Interim Containment Action

Key Activities
 Implement the temporary containment measures, to reduce the impact of issue
with internal and external customers.
 Developed temporary containment measures must be verified.
Points to be ensured
 General temporary containment measures(ICA) are possible to
 100% inspection in order to find the defect ( throughout the supply chain )
 Stopping the production.
 Gemba Walk

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Implement and verify containment actions

 To protect the customer - Problem should not be allowed to go to the customer

(internal and external)
 Act fast
 Actions should be taken at all the places where the suspect product is lying
(E.g.: Subcontractor, Raw material stock, In-process inventory, Finished goods
stock, Warehouse, In-transit, Customer stock, Dealers stock, Vehicles in field,
where else ?)
 Actions taken here should be removed after effectiveness of corrective
action is ensured.
 Removal of actions to be done in a phased manner.

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Implement and verify containment actions

 % Effectiveness of each action should be worked out based on consensus.

 Actions may extend to other similar products / processes
 Further steps should not stop after the interim action is taken and found that
the problem is not reported.
 Cost of Quality will increase if actions are not removed after corrective
action.

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WORK GROUP EXCERCISE
From information provided below , the completion of corrective actions in KONE 8D ；
S 's interim corrective actions are as follows ：
 After starting 8D, for all inventory H00651A50 products were examined, the results are as follows

Stock No. of
Batch No. Check quantity Status
Number defects

MT001206 19308 19308 OK 0

MT001208 14274 14274 OK 0

Total 33582 33582 OK 0

a. Quick Actions

b. Stock Check Result

Result (NG Q'ty/OK Result (NG Q'ty/OK Result (NG Q'ty/OK

Location Finished Parts Q'ty WIP Q'ty Raw Material Q'ty Remark
Q'ty) Q'ty) Q'ty)

Supplier’s site

Sub-Supplier’s site

Customer’s site

DC Customer Ext Store

In transition parts
Other
c. Next GOOD Shipment Schedule
1. Delivery Qty
2. Delivery Date
3. COT Impact? COT

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D4：Identify and verify the root cause and problem escape point
Key Activities
Analysis of each test based on the root causes of the problem , to isolate and validate the
root causes.
Impacts from the root cause of the process, and what can be detected / control.

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Tools Used

 Tools Used
– Differences Changes analysis
– Brainstorming
– Cause and Effect diagram
– Why-Why analysis
– Design of Experiments

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Differences Changes analysis

 Analysis to be done for each of the pair defined in the Is-Is-not analysis
 To be done only if there is a pair
 “Differences” are applicable to the following:
– What
– Where
– Who
– How big
 Do not ask the question “Why”
 “Differences” is not applicable to “When”. Only “Changes” is applicable

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Differences Changes analysis

 Following parameters to be questioned while analyzing the differences

– Process parameters
– Product characteristics
– Machines
– Operators
– Tooling
– Method of manufacturing/assembly
– Measurement method
– Specifications/Tolerance
– Control method
– Procedures, W.I’s and Policies
– Application and customer
– Design

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Differences Changes analysis

 Where ?
– Is - Plant -1 Is-not - Plant-2
– Difference parameter - Method of manufacturing
– Plant -1 - Annealed shells are always cold closed
– Plant -2 - Annealed shells are always heated to 200 deg before closing

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Differences Changes analysis

 Where ?
– Is - Plant -1 Is-not - Plant-2
– Change in Plant-1 - Nothing
– Change in Plant-2 - xxx ACTIVITY introduced FROM 2015

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Differences Changes analysis

 For every Is and Is-not, identify the changes done from One year before the first
occurrence till today
 “Changes” are to be identified for all the criteria of Is and Is-not
 When writing the changes for the “When” questions, it should be written by
comparing Is and Is-not.

38
Differences Changes analysis

 Not necessarily every difference or change becomes a cause

 Look at the differences and Changes and write the possible causes
 Write the causes clearly

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Cause and Effect Diagram (ISHIKAWA- FISH BONE ANALTSIS)

 Materials needed: flipchart or whiteboard, marking pens.

 Agree on a problem statement (effect). Write it at the center right of the flipchart
or whiteboard. Draw a box around it and draw a horizontal arrow running to it.
 Brainstorm the major categories of causes of the problem. If this is difficult use
generic headings:
 Methods
 Machines (equipment)
 People (manpower)
 Materials
 Measurement
 Environment

 Write the categories of causes as branches from the main arrow.

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CAUSE AND EFFECT DIAGRAM
Brainstorm all the possible causes of the problem. Ask: “Why does this
happen?” As each idea is given, the facilitator writes it as a branch from
the appropriate category. Causes can be written in several places if they
relate to several categories.
Again ask “why does this happen?” about each cause. Write sub–causes
branching off the causes. Continue to ask “Why?” and generate deeper
levels of causes. Layers of branches indicate causal relationships.
When the group runs out of ideas, focus attention to places on the chart
where ideas are few.

The first step: Possible causes - any causes are often verified by cause
and effect diagram ( fishbone diagram )

Step two: The most likely reason - according to a theoretical data is

available, it may be best explained in detail description of the problem.

Third Step : Root cause been verified, and can able to explain the cause
of problem.

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 4- Fish Bone Diagram
4.1 What is the fishbone diagram ？
To Identify the cause of a result with many reasons(effects), in a systematic way to
express the relationship between cause and effect, and try to use a method of
graphically express the relationship between these causes and results.
4.2 Fishbone diagram :

4.3 Constructing a Fishbone Cause and Effect Diagram:

KONE Quality Passport Organization (QPO) Level II Training

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- M4, version B © KONE Corporation
 FISH BONE DIAGRAM
Step 1:
• Write down the effect to be investigated and draw the 'backbone' arrow to it. In
the example shown below the effect is 'Incorrect deliveries'.
Step 2:
• Identify all the broad areas of enquiry in which the causes of the effect being
investigated may lie. For incorrect deliveries the diagram may then become:
• For manufacturing processes, the broad areas of enquiry which are most often
used are Materials (raw materials), Equipment (machines and tools), Workers
(methods of work), and Inspection (measuring method).
Step 3:
• This step requires the greatest amount of work and imagination because it
requires you and your team) to write in all the detailed possible causes in each of
the broad areas of enquiry. Each cause identified should be fully explored for
further more specific causes which, in turn, contribute to them

KONE Quality Passport Organization (QPO) Level II Training

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Why Why Analysis / 5 WHY ANALYSIS

With repeated "why" technology refined objects and defects ( five whys method - 5
WHY method)
 Ask " Why does the defect that object " to find the initial problem.
 Continue to ask "why" until the answer been in the affirmative status.
 If the cause is unknown and need to find the root cause , the last object is the
problem statement and defects.
 Repeatedly asked, " Why does that defect occurred in the process” ask
repeatedly (Why Tips).

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Why-Why analysis

 Should be done for the problem defined after Why-Why analysis

 Each “Why” may have more than one answers.
 Each answer to be proceeded with further “Why’s”
 Results in a Tree structure of Why’s and answers
 Proceed till we get a root cause

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Find and Verify root causes

 Root causes
– the presence of which makes the problem to appear and the absence of which
makes the problem to disappear.
 Three categories of causes
– Occur
– Escape
– System

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Find and Verify root causes

 One problem may have more than one cause

 “% Contribution” of each cause to be written
 Problems may occur only if 2 or more causes occur
 Prohibited root causes
– Doing for the first time
– Operator error
 Identification of causes should continue till we arrive at the root causes
 Simulate all “occur” root causes to create the problem

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Occur root cause

 Occur root cause

– The cause which makes the problem to occur.
– Causes for the specific problem defined using the Why-Why analysis.
e.g
Bore O/size
– Limitation of in-process gauging leading to marposs disturbance
– Improper dressing frequency specified
– Driver face r/out not checked during every setup
– Shells not getting annealed properly
– Discontinuity in inductors (Lack of current flow at joints)
– Absence of qualified process parameters
– Dirty wire
– High RP oil content

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Escape root cause
 Escape root cause
– Cause which has allowed the problem to go undetected to the
customer. Customer is as defined in “Who” in 5W2H analysis.
– To be identified for the problem defined before Why-Why analysis.
– Identify the cause for why the problem has gone to every “Who”.
– E.g
– Bore O/size
– Ineffective 100% inspection at Bore grinding and pairing - Telco
– Ineffective 100% inspection at Bore grinding - Paring Operator
– Shell crack
– No check of hardness after annealing - Closing operator
– Escape cause not applicable - Yatin H/F operator
– Dirty wire
– Not knowing how to check for dirt in wire

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System root cause

 System root cause

– System cause is one which allows the escape and occur causes to occur.
– To be identified for every escape and occur cause by using Why-Why analysis
for each of them.
– E.g
– Bore O/size
– Limitation of in-process gauging leading to marposs disturbance
(Harmonics)
– Improper selection of in-process gauge
– Improper dressing frequency specified
– Process not qualified to specify dressing frequency
– Driver face run-out not checked during every setup
– Operator discipline not ensured
– Ineffective 100% inspection at Bore grinding and Pairing
– Fatigue during inspection resulting in some missed components
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System root cause

– Shell not getting annealed properly

– Discontinuity in inductors (Lack of current flow at joints)
– Did not understand the process properly and never knew that
this could be the cause
– Absence of qualified process parameters
– Process not qualified
– No check of hardness after annealing
– FMEA not done properly to identify the causes and controls
required
– Dirty wire
– High RP Oil content
– Process not qualified

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 Question: The end of the above reasons for verification , and determine
whether the root cause , fill the form below.

End Factors
Certifier Verify the contents

Authentication method Validation criteria

Verify Location Verification Time

Verification process

conclusion

End Factors
Certifier Verify the contents

Authentication method Validation criteria

Verify Location Verification Time

Verification process

conclusion

52 KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation
 Grouping Work 6：
4、Complete KONE 8D "cause analysis "

Discipline 4: Root Cause Analysis and Verification Responsibility Complete Date Status

a. Occurrence Root Cause Analysis

b. Detection Root Cause Analysis

KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation 53
D5：Select / verify Permanent Corrective Action （PCA）

Key Activities
Choosing the best permanent corrective measures to remove the root causes ;
Influence the choice of the best permanent corrective measures to control the
impact of the underlying causes , and to verify that all decisions in the
implementation will be successful and will not cause undesirable.

What is a permanent corrective actions ?

Permanent corrective measures are the best measures to eliminate the root causes
of problems.
Select a permanent corrective measures
 8D process helps the group to make a decision to choose the best permanent
corrective measures.
 Should Selected permanent corrective measures :
 To solve the root causes of the problem at the level;
 No additional problems;
 Verify capable of functioning.

54
D5：Select / verify Permanent Corrective Action （PCA）

Decision-making process
 Actually determine the technical priorities for a variety of programs (Consider
the effectiveness , economy , timeliness, you can use the scale from 1 to 10
representatives)
 The group agreed that, all team members should be have through discussions
and learning, rather than compromise in order to determine the choice of
compromise.
 Group members support a favorable decision for the entire team

Permanent corrective action (PCA) shall make use of Mistake Proofing !

55
D5：Select / verify Permanent Corrective Action （PCA）

Possible, choose a simple problem solving And avoid complex , indirect or inference method

Be sure to take advantage of the ...... And manage to find experts to

experience of others ...... guide your analysis

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D6：Implementation of permanent corrective action and
verification
Key Activities
 Implementation of permanent corrective actions to eliminate the root cause.

 Ensure that the results confirmed that after the implementation of permanent

corrective measures to achieve the desired result.

Implementation of permanent corrective action has two stages
1. Detection
2. Prevention

After the successful implementation of permanent corrective measures

Confirm thru
 Internal validation

 client authentication

Confirm that
 Problem has been completely eliminated yet ？

 How to prove ？

57
D6：Implementation of permanent corrective action and
verification

How to verify the effectiveness of corrective action ?

Tools used

 Trend charts

 Paynter chart

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D6：Implementation of permanent corrective action and
verification

 Before the confirmation they need to ensure the temporary containment

measures adopted in D3 stage has been removed , Because ：
 Permanent corrective action removes the root cause temporary containment

measures are no longer needed.

 Continue to implement temporary containment measures would be a waste of

valuable resources.
 Temporary containment measures only conceal the problem , but the problem

persists until closed fully.

59
 D6：Implementation of
permanent corrective action and
verification
Outline
 Implementation of permanent corrective actions to eliminate the root cause.
 Ensure that the results confirmed that after the implementation of permanent
corrective actions to achieve the desired result.
 Implementation of permanent corrective action has two stages
1. Detection
2. Prevention
Early planning work methodically plan a great help to
solve the problem!

For example: Mr. Cook decided to build heating equipment. He wanted to start as soon
as possible , but he knows there is much work to be done .
Based on previous experience , the Mr. Cook developed a plan in order to prevent
problems and ensure that the project completed smoothly. When he wants to make the
processing of new equipment, it will not affect production, but the project will not have
any delays , problems and additional costs incurred . So keep pushing the use of critical Circulating water
Heating pipe
path diagram, and strictly enforced. Brass arrangement installation
procurement 5 11
2 0.5 0.5
Equipment Drawing Choose material Making the Acceptance Installation of
Selection sheets
1 2 3 4 heating block 6 1 7 heating 10 Installation trial 12
1 3 1 4 3
equipment 2
Support base
SUPPORT Debugging
processing
design 8 9 temperature
0.5 1 0.5

15 days

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 D6： Implementation of permanent
corrective action and verification
Confirmed permanent corrective actions

 After the successful implementation of permanent corrective actions

 Confirm
 Internal validation
 In the client authentication

 Confirm
 Problem has been completely eliminated yet ？
 How to prove ？

 Before the confirmation, they need to ensure the temporary containment

actions/ actions adopted in D3 stage has been removed, since：
 Permanent corrective action removes the root cause temporary
containment actions are no longer needed.
 Continue to implement temporary containment actions would be a
waste of valuable resources.
 Temporary containment actions only conceal the problem , but the
problem persists until closed fully.

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 Discipline 6: Permanent Corrective Action Validation Resp Complete Date Status

a. Internal validation

b. Customer validation

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D7 Prevent Recurrence

Key Activities:
Systemic actions to provides the necessary modifications (including policies,
procedures , work instructions, etc.) to prevent recurrence Opportunities.

Prevent recurrence
Prevention of recurrence is any measure of the current problem, similar problems
or system problems to prevent recurrence.

Determine the root cause of the problem

 The question is where and how to enter the system?
 What allowed the problem to happen?
 Why not the problem is detected?

63
D7 Prevent Recurrence

When using the "Duplicate why" technique in D7 ：

 Expand the problem statement from D2 level.
 Ask " Why problem occurs”.
 Determine the causes and problems continue to ask "why"

Once the root cause for every "why" is answered, the answer will be directed to
allow the system's initial problems, procedures, instructions, methods and other
defects.

64
D7 Prevent Recurrence

Identify actions for each of the System root causes

Typical actions may include updation of
– Process flow and Control plan
– Procedures
– Policies
– Work instructions
– Management principles
Automatically extends to other areas

65
 Discipline 7: Prevent Recurrence
a. Document Revision

Update?
Type Document Nbr Document Version Responsible Date
(Yes or No)

Work instruction
Inspection instruction
Flow chart
CTQ
PFMEA
QCP
Procedure
Other Relevant
b. Training Required Resp Complete Date Status

c. To similar product or process Resp Complete Date Status

KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation 66
D8 Congratulate the team

 Complete the report

 List down tangible and intangible benefits
– Typical tangible benefits
– Money saved
– Productivity improvement
– Typical intangible benefits
– Increase in customer satisfaction
– Employee morale
 Make presentation to Top management
 Make presentation to customer if required
 Circulate the problem solving report to other plants

67
CASE STUDY

 REVIEW THE 8D CASE STUDY.

 AS A TEAM FIND GAPS / AREAS NEED IMPROVEMENT FROM DO TO D8 STEP.
 REDO 8D WI
 PREPARATION : EACH TEAM 30 MINUTES FOR PREPARATION.
 10 MINUTES FOR PRESENTATION

68
7 QC Tools

69
7 QC Tools

1. Checklist - collect and collate the information;

2. Flow Chart – pictorial showing all of the steps of a process;
3. Pareto chart - determine the dominant factor;
4. Fishbone diagram - also known as cause and effect diagram, looking for cause
of the results;
5. Scatter diagram - shows the relationship between variables;
6. Histogram - shows the distribution process;
7. Control Chart - Monitors process fluctuations.

70
Check Sheet
 A structured, prepared form for collecting and analyzing data; a generic
tool that can be adapted for a wide variety of purposes.
 Used for Collecting data and prioritizing the area that needs to be
improved or corrected

 When to Use ?
 When data can be observed and collected repeatedly by the same
person or at the same location.
 When collecting data on the frequency or patterns of events, problems,
defects, defect location, defect causes, etc.
 When collecting data from a production process.

71
Check Sheet

 Classification of Check list

Checklist Classification
Checklist for Data recording
Itemized Check sheet
Recording checklist
check sheets are useful to collect data on the frequency or patterns of events, problems,
defects:
• Production process distribution checks
• Defective items checks
• Defect locations checks.
Check with the questionnaire
Use to confirm the job implementation machinery preparedness situation , or to prevent the
occurrence of adverse incidents , when to ensure safety.
–Such as : mechanical maintenance point checklist , climbing equipment point checklist ,
unsafe premises point checklist.

72
Check Sheet
 Check Sheet Procedure :
 Decide what event or problem will be observed. Develop
operational definitions ( Rejection, Machine downtime, Delivery
compliance ) .
 Decide when data will be collected and for how long.
 Design the form. Set it up so that data can be recorded simply
by making check marks or Xs or similar symbols and so that
data do not have to be recopied for analysis.
 Label all spaces on the form.
 Each time the targeted event or problem occurs, record data on
the check sheet

73
 1-Checklist
1- Checklist - Example 1
Winner Bicycle Company Defect collection table
( defect distribution table ) Fehler Errors


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Ammonium seat l: Ort

Frame   Handle
 7

 Wheel fork  3
Chain
  9
 5
 5
 4
 Pedals
 12

Rear hub
 Front hub
 14
Date： 12.4.06 Prüfer(in) Lisa Schmitz
-  Detection point Clothing before work Remarks
Area points Mon Tue Wed Thr Fri Sat
Carry purse   
Handkerchief   
Monthly   
Small notebook   
Check with the checklist Such table recording only when there is “no
Fashion tie   
good” or “good”
Hair   
Leather shoes   
coordination   

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 Working Group 10：
According to data provided by the measurement , recording the
complete checklist Unit : mm
D50 Engine shaft diameter measurement table
Day Shift Intermediate Night shift
Time (mm) Temp C Time (mm) Temp C Time (mm) Temp C
06.30 50,02 16 14.30 50,06 29 22.30 50,00 19
07.00 49,99 17 15.00 50,05 30 23.00 50,00 18
07.30 50,01 18 15.30 50,05 30 23.30 50,02 18
08.00 49,99 18 16.00 50,05 30 24.00 49,98 18
08.30 50,03 19 16.30 50,06 29 00.30 50,00 18
09.00 50,01 20 17.00 50,05 29 01.00 50,01 17
09.30 50,04 20 17.30 50,06 28 01.30 50,03 17
10.00 50,03 22 18.00 50,02 26 02.00 50,00 16
10.30 50,00 22 18.30 50,04 25 02.30 50,01 16
11.00 50,04 23 19.00 50,05 24 03.00 50,01 16
11.30 50,05 23 19.30 50,05 24 03.30 49,99 15
12.00 50,07 23 20.00 50,00 23 04.00 49,99 15
12.30 50,05 25 20.30 50,02 21 04.30 50,01 15
13.00 50,08 25 21.00 50,04 21 05.00 50,00 15
13.30 50,04 26 21.30 50,01 20 05.30 50,01 16
14.00 50,06 27 22.00 49,99 20 06.00 50,02 15
Date. 9.7. Prüfer: Helmut Date 9.7. Prüfer: Otto Date. 9./10.7. Prüfer: Hans
Measurements Record Frequency
49,98
49,99
Tolerance

50,00
50,01
50,02
50,03
50,04
50,05
Total (n):
50,06

75 50,07 KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation
50,08
Flow Chart
What is a Flow Chart ?
A flow chart or flow diagram is a pictorial representation showing all of the steps in
a process / procedure by using simple symbols and arrows.
A Flowchart shows the elements (activities) in a process and the relationships
between them. Operations and Decisions can be represented.
A flowchart depicts a process where the output may be a physical product, a
service, information, or any combination of the three.
When to Use a Flowchart
To develop understanding of how a process is done.
To study a process for improvement.
To communicate to others how a process is done.
When better communication is needed between people involved with the same
process.
To document a process.
When planning a project.

76
Flow Chart

Flow Chart basic procedure

 Define the process to be diagrammed. Write its title at the top of the work
surface.
 Discuss and decide on the boundaries of your process: Where or when does the
process start? Where or when does it end? Discuss and decide on the level of
detail to be included in the diagram.
 Brainstorm the activities that take place. Write each on a card or sticky note.
Sequence is not important at this point, although thinking in sequence may help
people remember all the steps.
 Arrange the activities in proper sequence.
 When all activities are included and everyone agrees that the sequence is correct,
draw arrows to show the flow of the process.
 Review the flowchart with others involved in the process (workers, supervisors,
suppliers, customers) to see if they agree that the process is drawn accurately.

77
 2- Flow Charts

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 Group Work 11：
Construct a Flow Chart for the change of vehicle tires:
Please specify the key steps with the correct hand tools.
1. Block the diagonally opposite wheel.
2. Loosen each wheel lug nut one-half turn counterclockwise but do not remove them
until the wheel is raised off the ground.
Before placing the jack under the vehicle, NOTE the jack locations:
• Front
View shown from rear of front tire.
Position the jack directly below the protruding bolt.
• Rear
View shown from forward of rear tire. Position the jack directly below the stud on the
rear trailing arm.
3. Position the jack according to the guides and turn the jack handle clockwise until the
tire is a maximum of 1 inch (25 mm) off the ground.
4. Remove the lug nuts with the lug nut wrench.
5. Replace the flat tire with the spare tire, making sure the valve stem is facing outward.
Reinstall lug nuts until the wheel is snug against the hub.
Do not fully tighten the lug nuts until the wheel has been lowered.
6. Lower the wheel by turning the jack handle counterclockwise.
7. Remove the jack and fully tighten the lug nuts in the order shown.
Refer to Wheel lug nut torque specifications later in this chapter for the proper lug nut
torque specification.

79 KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation
Pareto Chart

What Is a Pareto Chart?

• Bar chart arranged in descending order of height from left to right
• Bars on left relatively more important than those on right
• Separates the "vital few" from the "trivial many" (Pareto Principle)

80
Pareto Chart

Purpose of Pareto Chart

 Breaks big problem into smaller pieces.

 Identifies most significant factors.

 Allows better use of limited resources.

 To understand about the frequency of problems or causes in a

process.

 When there are many problems or causes and you want to focus
on the most significant.

81
Pareto Chart
Pareto Chart Procedure
 Decide what categories you will use to group items.

 Decide what measurement is appropriate.

 Decide what period of time the Pareto chart will cover:

 Collect the data, recording the category each time. (Or

assemble data that already exist.)

 Subtotal the measurements for each category.

 Determine the appropriate scale for the measurements you

have collected. The maximum value will be the largest
subtotal from the previous step.

 Mark the scale on the left side of the chart.

82
Pareto Chart
 Place the tallest at the far left, then the next tallest to its right
and so on.

 If there are many categories with small measurements, they

can be grouped as “other.”

 Calculate the percentage for each category: the subtotal for

that category divided by the total for all categories.

 Draw a right vertical axis and label it with percentages. Be

sure the two scales match:
For example, the left measurement that corresponds to one-
half should be exactly opposite 50% on the right scale.

 Calculate and draw cumulative sums: Add the subtotals for the
first and second categories, and place a dot above the second
bar indicating that sum.

83
Pareto Chart

 To that sum add the subtotal for the third category, and place
a dot above the third bar for that new sum.

 Continue the process for all the bars. Connect the dots,
starting at the top of the first bar. The last dot should reach
100 percent on the right scale.

84
Pareto Chart

Factors generally cumulative percentage will be divided

into three categories ：
– From 0% to 80% of class A factor , i.e., the major factor ;
– 80% to 90% for the Class B factors, namely secondary factors ;
– 90% to 100% for the Class C factors, namely general factors。
Because Class A problematic factors accounted for 80% of such factors solves most of the
problem is solved.

85
 Group Work 12
1、 Checklist provides calculated totals
Month Day 8 Month 5 6th 7th 8th 9th Total
Project day
Convergence
bad
Geometric
distortion
No written
Adverse
balance
Written
tilt
Insufficient

brightness

Knock flash
No power
supply

NPL ratio
Defective item Adverse NPL ratio Effect ratio Cumulative effect
%
number % ratio %

1 Convergence 2、根据提供检查表，填入不良数，计算不良率、累计数、影响比率、累计影响
2
bad

Geometric
比率
distortion

3 Adverse

balance

4 Knock flash

5 No written

6 Written tilt

7 Other

Total no. of 1450

checks

86 KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation
 Group Work12

3、 According to statistics , the completion of Pareto

The following has been completed histogram, the
170 cumulative curve drawn , the cumulative rate.
153
no.
Rej

136
119
102
85
68
51
34
Defective item17
Geometric Adverse Knock flash No boo k Surface Written tilt Other
0 distortion balance

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87
Fish Bone Diagram / Cause & Effect Diagram

88
Cause & Effect Diagram

PURPOSE and USAGE

 To provide a pictorial display of a list in which you identify and
organize possible causes of problems, or factors needed to ensure
success of some effort.
 It is an effective tool that allows people to easily see the relationship
between factors to study processes, situations, and for planning.
 The fishbone diagram identifies many possible causes for an
effect or problem.
 It can be used to structure a brainstorming session. It
immediately sorts ideas into useful categories

When to Use a Fishbone Diagram ?

 When identifying possible causes for a problem.

 Especially when a team’s thinking tends to fall into ruts

89
Cause & Effect Diagram

Benefits of Using a Cause-and-Effect Diagram

 Helps determine root causes

 Encourages group participation
 Uses an orderly, easy-to-read format
 Indicates possible causes of variation
 Increases process knowledge
 Identifies areas for collecting data

90
Cause & Effect Diagram

Basic Layout of Cause-and-Effect Diagrams

91
Cause & Effect Diagram

Step 1 - Identify and Define the Effect

 • Decide on the effect to examine
 • Use Operational Definitions
 • Phrase effect as
>positive (an objective) or
>negative (a problem)

92
Cause & Effect Diagram

Step 2 - Fill in the Effect Box and Draw the Spine

93
Cause & Effect Diagram
Step 3 - Identify Main Categories

94
Cause & Effect Diagram
Step 4 - Identify Causes Influencing the Effect

95
Cause & Effect Diagram
Step 5 - Add Detailed Levels
Step 6 - Analyze the Diagram

96
 Cause & Effect Diagram
Step 6 - Analyze the Diagram

 A thick cluster of items in one area may indicate a need for further study.
 A main category having only a few specific causes may indicate a need
for further identification of causes.
 If several major branches have only a few sub branches, you may need to
combine them under a single category.
 Look for causes that appear repeatedly. These may represent root
causes.
 Look for what you can measure in each cause so you can quantify the
effects of any changes you make.
 Most importantly, identify and circle the causes that you can take action
on.

97
Cause & Effect Diagram

Step 6 - Analyze the Diagram

 The level of detail is pretty well balanced.

 No causes are repeated.

98
Scatter Diagram

99
Scatter Diagram
When to Use a Scatter Diagram
 When you have paired numerical data.

 When your dependent variable may have multiple values for each
value of your independent variable.

 When trying to determine whether the two variables are related

 When trying to identify potential root causes of problems.

 After brainstorming causes and effects using a fishbone diagram, to

determine objectively whether a particular cause and effect are
related.

 When determining whether two effects that appear to be related both

occur with the same cause.

 When testing for autocorrelation before constructing a control chart

100
Scatter Diagram

 Scatter diagrams are used to study possible relationships between

two variables.

 Although these diagrams cannot prove that one variable causes the
other, they do indicate the existence of a relationship, as well as the
strength of that relationship.

 A scatter diagram is composed of a horizontal axis containing the

measured values of one variable and a vertical axis representing the
measurements of the other variable.

 The purpose of the scatter diagram is to display what happens to

one variables when another variable is changed. The diagram is
used to test a theory that the two variables are related. The type of
relationship that exists is indicated by the slope of the diagram.

101
5 Scatter Plot

 Scatter diagram is used to find and display the type and extent of correlation
between the two sets of data , or to confirm an illustration of its expected
relationship tools

y y
Totally negative linear
correlation r=-1

Completely positive
linear correlation r=1

0 x 0 x
a) b)
y y
Strong negative
correlation r 0

Strong positive
correlation r > 0

0 x 0
c) d) x

102
5 Scatter Plot

Weak negative
y y correlation r 0

Weak positive
correlation r > 0

0 x 0 x
e) f)

y y

Irrelevant
r=0 Nonlinear
correlation
0 g) x 0 x h)

103
Scatter Diagram

Plot the data on the diagram. The resulting scatter diagram may
look as follows:

104
Scatter Diagram

The shape of the scatter diagram presents valuable information about

the graph.
 It shows the type of relationship which may be occurring between the
two variables.
 There are several different patterns (meanings) that scatter diagrams
can have.
The following slides describe five of the most common scenarios.
Positive correlation
Possible Positive correlation
No correlation
Possible Negative correlation
Negative correlation

105
Scatter Diagram

 A strong relationship between the two variables is observed when

most of the points fall along an imaginary straight line with either a
positive or negative slope.

 No relationship between the two variables is observed when the

points are randomly scattered about the graph.

106
Histogram

107
6- Histogram

 The histogram is suitable for a large number of measurement values ​to

collate statistical data, analysis and distribution of master data in order
to infer the characteristics of the overall distribution of a statistical
method.
 The main figure is a number of rectangular Cartesian order. The bottom
edge of each rectangle is equal to the data interval. Rectangle of high
frequency data fall into the respective section.
Histogram application
– Understanding the distribution of quality
– characteristics;
– Process capability studies;
– Development of specification limits.

108
Histogram

What is a Histogram?
A Histogram is a vertical bar chart that depicts the distribution of a set of
data.
Histogram does not reflect process performance over time.
Histogram is like a snapshot, while a Run Chart or Control Chart is more
like a movie.

109
Histogram
When Are Histograms Used?
 When the data are numerical.

 When analyzing whether a process can meet the customer’s

requirements.

 When analyzing what the output from a supplier’s process looks

like.

 When seeing whether a process change has occurred from one

time period to another.

 When determining whether the outputs of two or more

processes are different.

 When you wish to communicate the distribution of data quickly

and easily to others

110
Histogram

111
Histogram

112
Histogram

113
Histogram

114
Histogram

115
Histogram

116
NEW 7QC TOOLS
•Affinity Diagram : Grouping of the idea of Brainstorming

•Relation Diagram : Diagram of Why-why analysis. It is good to use

if cause-and-effect contains circulation structure

•Tree Diagram : Collection of plans and methods systematically.

•Matrix Diagram : A matrix to express the strongness of relationship

between two things. Basic of QFD (Quality Function Deployment) .

•Arrow Diagram : Same to PERT .

•Process Decision Program Chart (PDPC) : Same to "Flow chart" .

•Matrix Data Analysis : Same to Principal Component Analysis

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