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Effective Problem Solving Process 3} recommended problem solving process is a consensus of the persons and zlopment of this book. The participants are listed in the Acknowledgemen recommended process is designed to assist you in clearly defining the pro al root cause(s) of the problem, developing corrective action(s) to address itutionalizing these actions within an organization. ection will detail the process flow within each of the o verall steps repres‘Automotive inclusiry Action Group 4.4.1 Problem Notification Problem Noltifi Process / Deliverables ‘otification Figure 6. Problem > Inputs: Voice of the customer, voice of the process. Purposes: 1. To determine the initial assessment of the problem, ‘To determine whether the problem is accepted to proceed through the process. 3. To form the problem salving team. 4. To determine the impacts to the organization (Outputs: Initiation of problem solving action.sepiaces: Effective Problem Solving AIA Aternative Ind Key Questions - Problem Notification Recelpt of Problem Notification 1. Do-we have the basic information? Customer name, location, and contacts * Supplier name, location, and comtacts 2. Do we have the initial assessment? What is the problem as communicated by the customer? | What is the effect of the problem on the custome:? Is the Problem Accopted? 1. Dowe know enongh to own the problem investigation? R Is this a “Just Do It” issue? Are the problem and needed action obvious and can be 3. RR seeping 2 formal problem solving team and process for this issue overburden, 4. What is the justification for acceptance of the problem? Safety 3. Mpabimpacts have been defined? To the customer? To the organization? Curren: 6. Whatis the cost of the problem to the organization? Create the Problem Solving Team 1, Has ateam been formed? Who are the members? 2. Whois the team leader? 3. Who is the problem-solving champion? 4. What leadership support does the team have?Inputs: Initiation of problem =< Purposes: 1 2. 3 4. To clearly define the rec To clearly define and qu To define the problem 5 To determine a capable Outputs: A detailed definition ‘Key Questions - Problem Id Information Gathering 4. 2. aa Pw _ine dha meme 12. What is the zeal stateme i, [tata gpl otic 1A, What is the timing'fhe ‘Search Lessons Learned 1. Haygsps referenced vo 2. Has tbin ime herent 3. Bikguaeiblges have ber 4 yg ber ‘Automotive Industry Acti 4.1.2 Containm ‘Definition and Scenuieation rol theInputs: Initiation of Purposes: 1. 2. 3. 4 To prevent m To protect th Toidemity To netify the Outputs:Questions - C ‘Search Lessons L 1. Have you ref 2. Is there asim with this prol Is Containment Re 1. Is containme: 2. Ifnot, whati 3. Whois the ct Identification of C oath Int: © Ones ° aly © Ship © Rece * Scr ° Wer © LabeAIAG_ Automative Industry Acti Key Questions —¢ Notify tho Custom 1 bow op ‘as the custe ‘How was the ‘What individ ‘When was th Protect the Custot Bo» oL oo mw Is there an it Js sorting anc Was the met! How is conta ‘Does the con ‘How are cont ‘What is the 2 ‘Does the non Seateerr plaEffe 4.1.4 Failure Mc Inputs: Detailed det 1. To define theAIAG. Automotive Industry Acti i 2. ‘Was this the Identity Potential | L 2. ‘What are the ‘What could ¢ Ribs wks WhekemdbeIdentity and Verity 1. What went w ‘2. What was the 3. Was the defia 415 1 iyFy 2 8 ae Quiputs;Why Mac 10. E a wv why Mac 1 2m aw aw Why Mac Lw 2m 3. Br aa Why Sh These que lww Ss. Is w 10.2 av Why Shi Le Ze ay ayective | Key Questions — Root Caus Why Shipped (Detection) — 1. What is the root cause( 2. How was this conclusic 3. Based on your conclusi 4. Ace all potential failure System (Planning) — Identlf 1. Was the proper planning 2. Were the proper plannin 3. Westhedstenined fait 4. Peeps sgiere mode was) 3 Peebe Rela peane rss 1 6. Was the severity of the | 7. Bidthepleering pasts ‘S. Seine pracesfins or « 9. Whatis sis leurbef sy 10. Is the design of the pro:Automotive Industry Acti Key Questions — F System (Planning, 1. How will the 2. What organi: 3. Ravesihes 8 ‘system (Planning, 1 Bia aa 2. How was thi: 3. Hass een41.6 Choose & (Referencelnputs:Thewesses 1. To choose an 2. To choose an 3. To choose an 4. To verify the ‘AUMRHED Saieeice ‘Automotive Industry Actib yom mw ‘How will the © Cost © Timi © Pro © Case © Etter * Leve ‘What ic the p Have all stak ‘What is the e ‘Have potenti Verity Effectivene: How is thee! Is the measur Did the resut Were thereverny erectvene: ‘5. Were there a 6. TEshecomaag 7. Pamedpe ve Implement Corre 1. What is the p 2. Have all the: 3. Hane the rest 4. Has the prob! 417 Contra e(Reterrem yin ‘Prev ‘ontor on gai Remove Sant foe Purposes: 1. Tomonitor a 2. Toremove c 3. To replicate: 4. To close the: Supguaseagisial conKey Questions ~¢ * All three types o Monitor Ongoing | 1 Hastheefiec 2. Howhas ong 3. Whatis then 4. Age there any 5. What connol 2. Ifnot, has.co 3. How -will the Develop Lessons 1 geese 2 Sheisgbad 3 Whavwillbe 4. Houeallthe 5. What will beAIAG_ Automotive Inctustry Acti Hons — ¢ Replicate Solutior 1 p aw Rw ‘What was do What was do Were all tps Who was the Will this infe Fea Lessons Learned 4, 2. Have the rest ‘Will this infe Close Issue 2. ‘Has the charr Have the pro Congratulate and 1, ‘Have the pro5.0 PROBL Basic Level Tools a 5 i zTsay NOTE: © This listis ne ©) Thivienota © Selected tool (See 6.2.2 Competency The competency dew: Salh been developed for th Self-assessment can for an example of ac grouped under the dif 1. What the2. When thy 3. Gaps iny At the end of ON. U, or ED: After the self office to revi then determi: complete theSII Kouajadwoy Bulajog wajqoig 10) XieW) TWeUIssassy ToSOutputs lon of Problem Solving Action Detailed Definition and Quantification of the Problem attainment of the Symptom (¥) \Non-conformance Rate ‘Customer Protected Specific Failure Mode Occurrence Root Cause(s) Detection Root Cause(s) anning System Root Cause(s) currence Corrective Action(s) Detection Corrective Action(s) ‘System Corrective Actions(s) inital Capea acs) Replicated Corrective J Actions(s) Institutionalized Corrective Action(s) companies involved in the ts section. blem, determining the all root causes, and. ented in Figure 5 above.ion “Deted=tsan6-sty Action Group sdone quickly? the people rand futureProblem Identificationf1gure /. rropiem 1genuncanon dlving actions. inirement antify the problem by relating it to the requirement. pecifics: frequency, magnitude, risk. measurement method for the problem. and quantification of the effect of the problem. Autamative Industry Action Group lentitication that ic not being met? meeting the requirement? quirement not being met? What is the sap? first observed? curring? What is the frequency? problem? What is the exposure? (Current product, previously made: tmeeting the requirement? it method used to measure the extent of the problem?ethod been verified as capable? How? nsistent with the problem description? he problem solving actions? ur company’s Lessons Learned database for a past similar issue or pyntered in the past? Have the conditions you have discovered thus far 2n encountered in the past with this product that could help you define on encountered in the past with similar products that could help you 5 ot 5 Replaces: NiA Dated: 3 on Group mentFigure 8. Containment problem solving actions. onconformances from entering the process or system. © customer from product that does not comply with the requirement. 11 possible locations of the concer. customer, when appropriate. of the symptom or concem (the “¥~). mn of the nonconformance rate. ‘the customer, sctive Problem Solving AIAG 2Automotive Industry Action Group tontaInment earned ‘erenced your company’s Lessons Leamed database for a past similar issue or ilar issuc in the past that used a capable, proven containment method? #tissues where incapable containment methods were used and should be avoided blem? 2quired? nt of the non-conforming product required? s the justification and documentation for not requiring containment? hampion for leading the containment actions? oncern Locations of the possible iocations for nonconforming product? \e customer ansit Ss carehousing locations ping areas ving areas piccutaisiess -in-process matory areas votential quantity of noncosifarming product? ad the amount at all locations that we estimated as our potential quantity? ver products, processes, suppliers, customers, etc. that could be affected?> Effective Problem Solving on Group ntalnment (continued) tor omer been notified? If not, what is the justification for no notification? customer notified? ual was notified? © customer notified? mer amediate action or interim fix that can address the direct concern? J quarantine of nonconforming product the methed of containment needed? aod of containment verified to be effective? How? ined product going to be identified? tainment activity gather data? tainment results reviewed? By whom? tonconformance rate based on containment data? wonformance rate align with the determination in the Problem Identification phase? ns to continue containment until permanent corrective actions are implemented andAutomotive Industry Action Group ode Analysis: 2 ISO/TS16949:2002, Sec. 8.5.2.4) Failure Mode Analysis Process / Deliverables Figure 9. Failure Mode Analysis inition and quantification of the effect of the problem. 2 defect/nonconformance that resulted in the concern (the “"Y~" or customer effect).ad verify the failure mode(s) that caused the nonconformance. stainment actions based upon defined failure mode, lefinitign and quantification of the problem including the specific failure mode for 30. Tecue:1.0_Dated: 4/5/2006 > Effective Problem Solving on Group tallure Mode Analysis ‘erenced your company’s Lessons Leamed database for a past similar issue or :or a similar nonconfermance been encountered in the past with this product that n the failure mode analysis for this issuc? :or a similar nonconformance been encountered in the past with s similar product sist in the failure mode analysis for this issue? / Nonconformance sformance or defect defined? nonconformance that resulted in the concem or customer effect? Fallure Modes and Analyze possible failure modes that could result in the defined nonconformance? yo Wrong that could result in the nonconformance? jpypeeshendmaterials factors or variables affecting the product? How do these ‘interactions of factors or variables affecting the product? How do these relate to the/ Fallure Mode(s) ‘rong that resulted in the nonconformance? 2 process failure mode? ned failure mode verified? How? Root Cause Analysis (Reference ISOQ/TS16049:2002, Sec. 8.5.2.4) Root Cause AnalysiFigure 10. Root Cause Analysis ipecific failure mode fer the product nonconformance. s gadentify potentials. analyze, and determine the root cause of why the nonconformance v adSeetS Re eRialaemalyze, and determine the root cause of why the nonconformance + Disdetiy peientisle ayplant, peddetemine system root causes relating to the planning: 7 aThecrrpesn na0h CaEnes (gucention failure). the control system root cause(s) (detection 3 Replaces: N/A. Dai AA Effective Problem Solv ‘Automotive Industry Action Group Key Questions — Root Cause Analysis Why Made? (Occurrence) — Identify Potential Root Causes 1. Was it the correct process? Is standardized werk being followed? © Are required documents posted? © Ts the regular operator conducting the work?© Ts taining correct? Up to-date? © Ave quality requirements known? ‘Was it the comect tool? @ Are the comect tools or fixtures being used? © Are tool calibrations and settings up to date and correct? © Are the tools worn? © Has the tooling been bypassed? © Are tools, including error-proofing/error-detection devices, functioning con 3. Was it the comect part? © Has there been a product change? Are parts stored in the correct location? © Ts part routing cument? 4A. What has changed in the process or product? 5. Is the process in control? 6. What are the current methods used to prevent the occurrence of this failure moc 7. Qugghere any other potential causes of the failure mode that are not addressed E 8. What is the process capability? 9. ‘What are sources of variation in the process? Effective Problem Solving AIAG_ Automotive Industry Actistlons — Root Cause Analysis (continued) ie? (Occurrence) — Identify Potential Root Causes Jas the failure mode occurred due to special or common causes? we there system interactions that must be considered? Vhat are the vital few potential root causes of why the nonconformance was made? Je? (Occurrence) - Analyze ow will the potential root causes be evaluated? Measured? ow do you know that your measurement system is capable? ‘hat tests were performed to screen through possible root causes? That tests were performed to study interactions hetween variables and the result on the pre Ye? (Occurrence) — Identify and Verlfy Root Cause(s) ‘hat is the root cause(s) of why the failure mode occurred? ow was this conclusion determined? ased on your conclusion, are you able to turn the failure mode on and off at will? re all potential causes for this failure mode now addressed by prevention methods? Ipped? (Detection) — Identity Potential Root Causes stions relate to the processes and tools used for detecting nonconformance ‘as it the comect process? Ts standardized work being followed? Are required documents posted? Ts the regular operator conducting the werk? Ts waining correct? Up to date? Ase quality requirements known?stlons — Root Cause Analysis (continued) ‘as ir the comect tool? Age the comect tools or fixtures being used? Ase tool calibrations and settings up to date and corect? Age the tools wer? Has the tnoling heen bypassed? Are tools. including error-proofing/error-detection devices. ‘as it the comect part? Has there been a product change? Are-parts stored in the correct location? Is part routing current? ‘hat has changed in the process or product? the process in control? That are the current metheds used to detect this failure mode? . functioning correctly? {ge there any other potential canses of the failure mode that are not addressed by detectio Vhat is the capability of the detection process? What is the gaze R&R? the detection process placed at the correct location in the process? \re detection actions timed comectly in the process? Vat are the vital few root causes of why the nonconformanc! pped? (Detection) — Analyze Jaw will the potential root cauises be evaluated? Measured? Tow do you know that your measurement system is capable? © was shipped? Vhat tests were performed to screen through possible roat causes? Vhat tests were performed to study interactions between variables and the result on the piie Analysis (continued) Identity and Verify Root Cause(s) s) of why the failure mode was not detected? on determined? on, are you able to turn the failure mode on and off at will? modes for this process now addressed by detection metheds? y Potential Root Causes pprocess used for the affected product? \g tools used for the affected product? hag seade,jdentified in the PFMEA? Was it predicted in any other form of predicted as possible, was the risk of the failure mode occurring predicted predicted as possible, was the risk of nor detecting the failure mode failure mode and effect assessed properly? gufgiige result in adequate process controls being implemented to prevent srror-detection devices considered for this failure mode during the (aasitaiaing. within the crraaizalion regarding the planning process and duct not robust as it relates to the failure mode(s) or root causes)?>_> Effective Problem Solving on Group oot Cause Analysis (continued) )— Analyze potential root causes be evaluated? Measured? ration procedures have been evaluated in analyzing the potential root causes? imei castrodsanduats beesigyeuiseted to discover whether the potential system )— Identity ana verity Root Cause(s) ‘NREER -ROSSRUSRLEAE TRIB GRIABSInE Drocess failed to predict the failure mode or s conclusion determined? isan cnesseadieupdypt= been investigated to discover whether this root cause(s)Implement Corrective Actions 12 ISOTS16949:2002, Sec. 8.5.2.2, 8.5.2.3) Choose & Implement Corrective ActionsFigure 11. Choose & Implement Corrective Actions JS88.°RSR ARE vERigH failure), the control system root cause(s) (detection failure) id implement a process (prevention) corrective action. id implement a control system (detection) corrective action. \d implement a system (planning) corrective action. ffcctivencss of implemented comective actions. ecuive Problem Solvin: on Group thoose and Implement Corrective Actions lons apply to all three process streams: Why Made?, Why Shipped? Action(s) ATA oaRSE ERR oo TS escheat he RAnTEss GBEGR RE) root cause? The iar AnH eR Pee Secolored, in 2Babsai deren issue similar to this one’ Have you‘se potential corrective actions be evaluated? ess or product impact omer approval required stiveness 4 of skill or waining for process/product stakeholders roofing or error-detection devices been considered? dan to verify that the selected corrective action(s) is effective? ‘sholders in the process agreed to the verification plan? xpected outcome of the corrective. action(s)? al side effects of the corrective action been considered? 88 of Corrective Action(s) ffectiveness of the corrective action being evaluated? ‘ement method capable and reliable? ts of the verification match your expected results? If not, how did they differ? ny unexpected results? sctive Problem Solving AIAG 2a Automotive Industry Action Group, 2hoose and Imploment Corrective Actions (continued)SS OF Corrective acnions) ny side effects as a result of the corrective action? If so. which ones? ive action cannot be verified, to which stage of the problem solving process will you tification of the effectiveness of the corrective action(s) require an extended time tive Actlon(s) dan for implementing the corective action(s) in the production environment? affected stalscholders approved the plan? alts in the production environment matched the results observed in the verification lem solving goal been achieved? ey Gindipas discoverer dizing this process that could drive improvement in higher- Standardizece ISO’TS16949:2002, Sec. 8.5.2.3) nd ensure ongoing performance of implemented corrective actions. ontainment actions. and institutionalize corrective actions across the organization. issue and congratulate the problem solving team. rective actions, replicated comective actions, institutionalized corrective actions, and sg tere to Date aiszns. Replaces: NIA. Dated: N/A.Incussy Aeton Group Zontrol and Standardize f root cause and corrective actions flow Inte this process. Performance of Corrective Actions tiveness of the implemented corrective actions been maintained? If not. how has it ing performance been measured? ew process capability? follow-up issues that need to be addressed? s have been implemented to maintain the corrective actions and their effectiveness? ead ppductdleswuenietion (ce. PFMEA, Control Plan, Work Instructions) been aent Actions ;mon-conformances that have not been addressed that still require containment wtainment been removed? When? breakpoint of permanently corrected material be communicated? How identified? Learned and Replication Plan aBeeguea grander processes in the organization that could benefit from the results jempiendns thedueaps Lesmewhard Bemlipstion Plan? Is it a different person for ‘Aone to share the results and knowledge of this process with the rest of the yegguits of this problem solving process become a part of the organization's Lessons done to evaluate and implement the corrective actions across the organization? peotindine prsepatiscoursed @unine this process that could drive improvement in—_-_ Effective Problem Solving on Group zontrol and Standardize (continued) 18 on Other Products/Processes ne to Share the results of this process with the rest of the organization? ne to implement the corrective actions across the rest of the organization? os of root cause and corrective actions addressed in the Replication Plan? champion for replication of the results? wmation be readily available for the organization to use in the future? pitpaglersr-tey pec dindings sisomrezed Ung tess process that could drive alts of this process been added to the organization's Lessons Learned database? mmation be readily available for the organization to use in the future? apion signed off on the results and approved closure? ductiprocess stakeholders approved closure? Recognize the Team blem solving team members been recognized for their work? How?| EM SOLVING TOOLS Fable 1. Matrix of Problem Solving Tools Problem Solving Tools Matrix Fallure Mode and Root Choose & Implement ation | Containment srinleri niin nhoase & Implement | contro! & Standardize [conanmant Process [=-Wny Araves Decision Maire Eentol Cn Jeun Chartrand Chant Trend Chart Ganabiiny (ously nai Errer-Prosting \rsad Across Table IRspicere lLeseons Learnas naiysis FMEA) Jconcertaton Diagram Design of Experiment [Run ChanvTrens Cnare lesnerat SPC) Pre-Contalpasar pesign ofesperimest [Fest Failure ne = Full F tatistioal Tolerancing Siimary call Many iol Gan be sed Sher areas. ot meant to be an endorsement of any specific methodology. comprehensive list. 's will be used based on the problem. LL Development Model elopment process is made up of the following: afr Sat te ploeearenieet besclberad pach ipdbddne endplate ae problem solving methodology. pe performed by using a competency skills matrix or checklist. (See Table 2 below competency skills matrix or checklist) The checklist contains tools or courses ferent EPS phases. The self-assessment matrix links the problem solver technical to competency disciplines or soups. vent should focus not only on purely technical skills bur also on teamwork and project These include capabilities involving interactions with other people, managing one’s ‘ities, and adopting @ systematic approach to problem solving. y Sills Matrix as a checldist with its three levels of problem solving tools (basic, vanced), self-assessment is used to identify the following: : problem solver know's at each level and for each toolNovice (beginner) User (uses and applies knowledge on the job) Expert or Specialist (can teach it) zproblem solver acquired this knowledge. problem selver knowledge or application of skills to solve real world problems. self-assessment, the matrix or checklist will show the different ratings for the tools and the training date for each tool learned or applied on the job assessment is completed, it is up to the problem solving training committee or ew the different ratings in the checklist. identify gaps in problem solving skills. and ne the level of training needed. appropriate courses or tools. and timing required to training. Austamative Industry Aetion Group 2: Self Assessment Matrix for Problem-Solving Competency Skills [Bats Neue q 2s 28 es oe zs ae SS ae [Bass 22 INSUSE festyd 10 ono) yey -Oypue 98eq)sereja16u 2 a0 19 peunopd 9 [sjeaedg) Ue ‘apa TRS TTS] Tama WI van TERE SOY ena] sawoyduy 9 e80049] eaTieuy oar 1c BOW On| i EY i Int INTE TuanUEWO| [Dae INTUTE, ‘S9BEIiq 89200i¢ DUIAIOS WA}qOI SORTvy prevention 2a Groupaduct?