Corporate Training Module

AS 63
Version 1.0
2003-12-19

Issued by: Fred Wasden

Approved by: Leif Berntsson

PROPRIETARY
 8D Problem Solving Process

Autoliv’s Map to Problem Solving Process

1 2 3 4 5 6 7 8
Implement Identify Choose and
Describe the Implement Evaluate Prevent Congratulate
Form a team Containment Root
Problem Corrective Results Recurrence the Team
Actions Causes
Actions

The Process is Defined in 8 Steps

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 2 PROPRIETARY

 Background Information
Autoliv’s Problem-Solving Model for Creating Solutions

In every area of every business, the need for improvement is constant.

Continuously finding ways to improve is a must for Autoliv to stay healthy
and competitive. Quality is a journey, not a destination. Autoliv must grow
into a simpler, more efficient safety restraints supplier. We’re becoming a
learning organization, in relentless pursuit of real and continuous
improvement – and this change has no more important ingredient than your
performance as an Autoliv associate.

On any new path it’s good to have a map, and our map is the
8-D Problem-Solving Model. It is designed to uncover and eliminate the root
causes of performance roadblocks. This approach applies to every individual
in every area of the company, whether you’re in manufacturing, distribution,
marketing or administration. Anywhere the drive for continuous improvement
exists . . .

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 3 PROPRIETARY

 Autoliv Problem Solving
To build a common approach across all Autoliv facilities, a standard “Problem
Solving Report” form has been developed (hereafter named 8D Form). True to
the Problem Solving Model, this report will speed problems solving and
understanding. All teams, managers, and associates will use the same report to
investigate problems and 7. Prevent Recurrence

report improvements. 7. Prevent

Type
Type Recurrence Part number
GM/Saturn Part22672263
number
Responsible
Responsible
6-3 Line
6-3 Line 9/15
Plan
Plan9/15
Do
Do 10/7
10/7
Check
Check
10/8
10/8
Act
Act10/11
10/11
Method to verify
Method to verify
Inspection of 1000 parts
Comments
Comments
Similar process with no previous failures
GM/Saturn 22672263 Inspection of 1000 parts Similar process with no previous failures

Deliverable Responsible Plan Do Check Act Method to verify Comments

Deliverable
Process FMEA Responsible
NA Plan Do Check Act Method to verify Comments
Process
DesignFMEAFMEA NA Dave Vernieuw 10/1 10/14 10/16 10/25 DFMEA review
Problem Solving Report
Design FMEA Dave Vernieuw 10/19/13 10/14 10/16 10/25 DFMEA review
   Problem Solving Report Date: 8/22/2000 Type: Customer Problem Importance Ranking: A Quality
Plant System
/ workshop: AOA Clint Chapel 9/14 9/14 9/15 Manager review
Date: 8/22/2000 Type: Customer Problem Importance Ranking: A Quality System
Plant / Control
workshop:Plan AOA ClintClint
Chapel
Chapel 9/139/13 9/149/14 9/149/14 9/159/15 Manager review
Manager review
No: 2235
No: 2235 Control Planinstruction
Working ClintJoe
Chapel
Kiver 9/139/10 9/149/13 9/149/13 9/159/13 Manager
QE, PEreview
Review
Product information Customer Information Total number affected 1.Working
Form ainstruction
team JoeDave
KiverVernieuw 9/108/25 9/138/28 9/138/29 9/138/29 QE,Team
PE Review
Part name:
Product informationCurtian Module Date Information
Customer 8/10/2000 Reported
Total number affected Actual Contained 1. Form
Drawing
a team
Teamleader Phone
Review
Drawing
ClintMeasurement
Chapel - QE means
DaveNAVernieuw 8/25 8/28 8/29 8/29 Team Review
PartPart number: Curtian
name: 22672264
Module DateName 8/10/2000
Tim McMoin Vehicle lineReported
4 Actual4 Contained
200 Teamleader Phone
PartBatch
number:
number: 22672264
NA NameTel. Number
Tim245-425-3358
McMoin Vehicle
Cust.line
Stock 4 4 10 2002000 Measurement
ClintDavid
Chapel - QE means
Vernieuw - PE NA
Quantity:
Batch number: NA 22 Total Tel.Customer GM/Saturn
Number 245-425-3358 Autoliv
Cust. StockQty 10 8 2200
2000 JoeVernieuw
David Kiver - Line
- PELead
Quantity: 22 Total Vehicle GM/Saturn
Customer LS/LW Supplier
Autoliv Qty Qty 8 NA 2200 8. Congratulate
JoeGerald
Kiver -Medina
Line Lead the team
- Champion Lessons Learned
Vehicle LS/LW Supplier Qty NA 8. Congratulate
Gerald Medina -
Plant Manger the
Champion team
during team meeting Lessons Learned
Submited 10/21 for plant review
2. Problem Description Sketches, pictures, etc Plant Manger during team meeting Submited 10/21 for plant review
2. Problem
CustomerDescription
reported rattle in inflator housing area. Part was retrieved and rattle confirmend. Sectioned housing and Sketches, pictures, etc Closed by: Date: Comments:
found gap
Customer between
reported inflator
rattle taperhousing
in inflator (ASH-2.1) andPart
area. housing collar. Potential
was retrieved for confirmend.
and rattle rattle must beSectioned
eliminated by 9/15.
housing and Closed by:Medina
Gerald Date:
10/23 Comments:
Great effort with solid corrective action
found gap between inflator taper (ASH-2.1) and housing collar. Potential for rattle must be eliminated by 9/15. Gerald Medina 10/23 Great effort with solid corrective action

Sketches, pictures, etc

Sketches, pictures, etc

Concerned products/processes Why was it not detected Recurrence

Concerned
Type products/processes
Part number Comments WhyNowas
testitfor
not detected
rattle was included in control plan. Recurrence
8D report # Date
Type Part number
Reference Comments No test for rattle was included in control plan. 8D No
report
previous
# occuranceDate -
Line
Reference New Detection Method / Implementation Date No previous occurance -
Line6-X Line 22672264 NewLine: 6X
Detection Method Planned Date
/ Implementation 8-16
6-X Line 22672264 Line:
Station 6 XInf. Crimp Planned Actual 8-168-15
Station Inf. Audible
Crimp RattleActual
actuation by8-15
bell test method.
Method
Audible Rattle actuation by bell test method.
Method

3. Implement Containment Actions

3. Implement
Interim verification
Containment
actionsActions Part number Place Who Qty Qty NC Beginning End Duration Cost Invoice date Comments
Interim
Sort verification
material at actions
customer/warehouse Part22672264
number Place Who
Whilmingto CC Qty4000Qty14
NC Beginning
8/23 End8/24 Duration
2 2 hoursCost
$8000 Invoice
8/31date Comments
Check 283272
SortSort
material at customer/warehouse
internal materials 22672264
22672265 Whilmingto
AOA CCCC 4000220014 8 8/238/22 8/248/22 2 2 18
hours
hours $8000 - 8/31 Check 283272
Sort internal materials 22672265 AOA CC 2200 8 8/22 8/22 18 hours -

Metric / Measurement verification Audible rattle with "Bell" test (strike housing with rubber mallet), Known bad parts checked 3 times per day
Metric / Measurement verification Audible rattle with "Bell" test (strike housing with rubber mallet), Known bad parts checked 3 times per day

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 4 PROPRIETARY

 Autoliv Problem Solving
Problem Solving Report
Date: 8/22/2000 Type: Customer Problem Importance Ranking: A Plant / workshop: AOA
No: 2235
Product information Customer Information Total number affected 1. Form a team
Part name: Curtian Module Date 8/10/2000 Reported Actual Contained Teamleader Phone
Part number: 22672264 Name Tim McMoin Vehicle line 4 4 200 Clint Chapel - QE
Batch number: NA
Quantity: 22 Total
The88Discipline
The
Customer GM/Saturn
Disciplinesteps
Tel. Number 245-425-3358
stepsfor
Cust. Stock
Autoliv Qty
forteam
10
8
teambased
2000
2200
based
David Vernieuw - PE
Joe Kiver - Line Lead
problemsolving
Vehicle
problem
LS/LW
solvingand andreporting
Supplier Qty
reportingmust
NA
mustbe beused
used
Gerald Medina - Champion

2. Problem Description
atataaminimum minimumfor forthe thefollowing:
following: Sketches, pictures, etc
Customer reported rattle in inflator housing area. Part was retrieved and rattle confirmend. Sectioned housing and
 Customer
found gap between inflator taper (ASH-2.1) and housing Customer
collar. Potential for rattle must beissues
issues
eliminated by 9/15.

 Supplier
Suppliernon-conforming non-conformingproducts products
 CC/SC CC/SCdeviations deviations
 COP COPabnormalities abnormalities
Concerned products/processes   Repeat
Repeatissues issuesWhy was it not detected Recurrence
Type Part number Comments No test for rattle was included in control plan. 8D report # Date
Reference No previous occurance -
Line New Detection Method / Implementation Date
6-X Line 22672264 Line: 6X Planned 8-16
Station Inf. Crimp Actual 8-15
Audible Rattle actuation by bell test method.
Method

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 5 PROPRIETARY

 Autoliv Problem Solving
Problem Solving Report
Date: 8/22/2000 Type: Customer Problem Importance Ranking: A Plant / workshop: AOA
No: 2235
Product information Customer Information Total number affected 1. Form a team
Part name: Curtian Module Date 8/10/2000 Reported Actual Contained Teamleader Phone
Part number: 22672264 Name Tim McMoin Vehicle line 4 4 200 Clint Chapel - QE
Batch number: NA Tel. Number 245-425-3358 Cust. Stock 10 2000 David Vernieuw - PE
Quantity: 22 Total Customer GM/Saturn Autoliv Qty 8 2200 Joe Kiver - Line Lead
Vehicle LS/LW Supplier Qty NA Gerald Medina - Champion

2. Problem Description Sketches, pictures, etc

Customer reported rattle in inflator housing area. Part was retrieved and rattle confirmend. Sectioned housing and

Ineach
eachof
ofthe
the88steps
stepsof
ofproblem
problemsolving,
solving,the
the
found gap between inflator taper (ASH-2.1) and housing collar. Potential for rattle must be eliminated by 9/15.

In
8DForm
8D Formwill
willserve
serveas
asaacheck
check
sheet. By
sheet. Byaddressing
addressingeach
eacharea,
area,teams
teamswill
willbe
be
Concerned products/processes guidedto
guided tosuccessful
successfulproject
projectcompletion.
completion. Why was it not detected Recurrence
Type Part number Comments No test for rattle was included in control plan. 8D report # Date
Reference No previous occurance -
Line New Detection Method / Implementation Date
6-X Line 22672264 Line: 6X Planned 8-16
Station Inf. Crimp Actual 8-15
Audible Rattle actuation by bell test method.
Method

3. Implement Containment Actions

Interim verification actions Part number Place Who Qty Qty NC Beginning End Duration Cost Invoice date Comments
Sort material at customer/warehouse 22672264 Whilmingto CC 4000 14 8/23 8/24 2 2 hours $8000 8/31 Check 283272
Sort internal materials 22672265 AOA CC 2200 8 8/22 8/22 18 hours -

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 6 PROPRIETARY

 Autoliv Problem Solving
Problem Solving Report
Date: 8/22/2000 Type: Customer Problem Importance Ranking: A Plant / workshop: AOA
No: 2235
Product information Customer Information Total number affected 1. Form a team
Part name: Curtian Module Date 8/10/2000 Reported Actual Contained Teamleader Phone
Part number: 22672264 Name Tim McMoin Vehicle line 4 4 200 Clint Chapel - QE
Batch number: NA Tel. Number 245-425-3358 Cust. Stock 10 2000 David Vernieuw - PE
Quantity: 22 Total Customer GM/Saturn Autoliv Qty 8 2200 Joe Kiver - Line Lead
Vehicle LS/LW Supplier Qty NA Gerald Medina - Champion

2. Problem Description Sketches, pictures, etc

Customer reported rattle in inflator housing area. Part was retrieved and rattle confirmend. Sectioned housing and
found gap between inflator taper (ASH-2.1) and housing collar. Potential for rattle must be eliminated by 9/15.
Commonly used
Commonly used tools
tools and
and deliverables
deliverables for for each
each
problem solving
problem solving step
step are
are listed
listed in
in the
the
AS 63
AS 63 -- 8D
8D Problem
Problem Solving
Solving Process
Process
Concerned products/processes Why was it not detected Recurrence
Type Part number Comments No test for rattle was included in control plan. 8D report # Date
Reference No previous occurance -
Line New Detection Method / Implementation Date
6-X Line 22672264 Line: 6X Planned 8-16
Station Inf. Crimp Actual 8-15
Audible Rattle actuation by bell test method.
Method

3. Implement Containment Actions

Interim verification actions Part number Place Who Qty Qty NC Beginning End Duration Cost Invoice date Comments
Sort material at customer/warehouse 22672264 Whilmingto CC 4000 14 8/23 8/24 2 2 hours $8000 8/31 Check 283272
Sort internal materials 22672265 AOA CC 2200 8 8/22 8/22 18 hours -

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 7 PROPRIETARY

 Step 1 – Form a Team
1
Form a
Team

Project Information
 Using the 8D Form, record all
 Types of projects include
project information. This production, quality, design,
includes product, customer and equipment, etc.
plant information  Importance rank is defined in AS
63 for quality problems

Problem Solving Report

Date: 8/22/2000 Type: Customer Problem Importance Ranking: A Plant / workshop: AOA
No: 2235
Product information Customer Information Total number affected 1. Form a team
Part name: Curtian Module Date 8/10/2000 Reported Actual Contained Teamleader Phone
Part number: 22672264 Name Tim McMoin Vehicle line 4 4 200 Clint Chapel - QE
Batch number: NA Tel. Number 245-425-3358 Cust. Stock 10 2000 David Vernieuw - PE
Quantity: 22 Total Customer GM/Saturn Autoliv Qty 8 2200 Joe Kiver - Line Lead
Vehicle LS/LW Supplier Qty NA Gerald Medina - Champion

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 8 PROPRIETARY

 1

Step 1 – Form a Team Form a

Team

Form a Team Team Members should have

 Begin by recruiting team  Broad Knowledge of
members for the problem Process/Product
solving effort  Time Allocation
 The team should have the  Authority to implement
broadest representation changes
possible, to get the points of  Designated Champion
view of all those with an  Knowledge of problem solving
interest in the outcome tools

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 9 PROPRIETARY

 1

Step 1 – Form a Team Form a

Team

Required Deliverables
 8D Form, Section1

Problem Solving Report

Date:
Type:Type:
A, B or C Problem Importance Ranking:
No:
Product information Customer Information Total
Total number
number affected
affected
Part name: Date Reported
Reported Actual
Actual Contained
Contained
Reported = Customer PPM
Part number: Name Vehicle
Vehicle line
line
Batch number: Tel. Number Cust.
Cust. Stock
Stock
(How many the customer reported as suspect).
Quantity: Customer Autoliv
Autoliv Qty
Qty
Vehicle Supplier
Supplier Qty
Qty
Actual = The actual number of suspect parts.
Contained = Total number of contained parts

Category A
1. Issue related to a product safety or integrity concern or any government
regulation
2. Issue causing a risk for significant financial impact and/or significant negative
customer perception
3. Issue which is causing or is likely to cause a customer plant shut or slow down
Category B
Issues other than A which could affect the performance of the Autoliv product but do
not affect restraint function or product safety
Category C
Issues other than those described in Categories A or B
AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 10 PROPRIETARY
 Step 2 – Describe the Problem 2
Describe the
Problem

Project Information
 Clearly describe the problem for the team.
 Quantify the current situation and evaluate the effectiveness
and efficiency of the existing processes by selecting an
appropriate metric (measurement method)
 Sketches or photos should be included to clarify
 Define the project scope by listing processes and occurrences
 Determine why problem was not properly detected (if applicable)
2. Problem Description Sketches, pictures, etc
Customer reported rattle in inflator housing area. Part was retrieved and rattle confirmend. Sectioned housing and
found gap between inflator taper (ASH-2.1) and housing collar. Potential for rattle must be eliminated by 9/15.

Concerned products/processes Why was it not detected Recurrence

Type Part number Comments No test for rattle was included in control plan. 8D report # Date
Reference No previous occurance -
Line New Detection Method / Implementation Date
6-X Line 22672264 Line: 6X Planned 8-16
Station Inf. Crimp Actual 8-15
Audible Rattle actuation by bell test method.
Method

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 Step 2 – Describe the Problem 2
Describe the
Problem

Problem Description
 Summarize the issue by
describing the problem in
quantifiable terms
 who, when, where, why, how
and how many
 Define the issue and time frame in
which the problem occurred.  Brainstorm Problem
 State the objective with a concise
 5 whys
measurable statement that
Includes:  Go see
 The metric that will be tracked,  5S
 The goal for the metric  Create Process Map
 The time-frame for the team  Check for similar problems in
completion Lessons Learned Database

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 Step 2 – Describe the Problem 2
Describe the
Problem

Required Deliverables
 8D Form Section 2
 Team Objective

2. Problem Description Sketches, pictures, etc

Customer reported rattle in inflator housing area. Part was retrieved and rattle confirmend. Sectioned housing and
found gap between inflator taper (ASH-2.1) and housing collar. Potential for rattle must be eliminated by 9/15.

Concerned products/processes Why was it not detected Recurrence

Type Part number Comments No test for rattle was included in control plan. 8D report # Date
Reference No previous occurance -
Line New Detection Method / Implementation Date
6-X Line 22672264 Line: 6X Planned 8-16
Station Inf. Crimp Actual 8-15
Audible Rattle actuation by bell test method.
Method

Potential Tools
 SMART objective 5s
 Pareto chart Capability studies
 Behaviour / Run charts Go and see
 Process Map

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 Step 2 – Describe the Problem
2
Describe
the
Problem

Process Map
 Although not necessary, it is often helpful to create a process
map that depicts the steps in the process related to the problem.

Process Map

Apply Inflator Curtain

Barcode Load Load and
Locate

Remove Inflator Curtain

Assembly Crimp Ring Crimp

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 14 PROPRIETARY

 Step 2 – Describe the Problem 2
Describe
the
Problem

Visualize the Metric

 A “Behavior Chart” or Run Chart is often helpful to visualize the metric. The
metric values are shown on the vertical axis and a specified time period on the
horizontal axis. The behavior chart allows the team to visualize actual
performance compared to the target and benchmark levels of performance.

Behavior Chart - Cost as a Percentage of Sales

100
100 11 11 11
Individual Value

UCL=96.32
UCL=96.32
90
90

Mean=82.94
Mean=82.94
80
80

70
70 LCL=69.56
LCL=69.56
11 11 11
11 1111

Subgroup
Subgroup 00 50
50 100
100

20
20 11
11
Moving Range

UCL=16.44
UCL=16.44

10
10

R=5.032
R=5.032

00 LCL=0
LCL=0

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 15 PROPRIETARY

 Step 3 – Implement Containment
3
Implement
Containment
Actions

Actions
Protecting the customer
 Define, verify and implement actions to isolate the effects of
the problem from any internal or external customer
 Complete metric verification by conducting a Measurement
Systems Analysis
 Validate containment actions effectiveness continually until
permanent corrective actions are implemented.
 Check for similar problems already solved in the ALV
Lessons Learned Database.

3. Implement Containment Actions

Interim verification actions Part number Place Who Qty Qty NC Beginning End Duration Cost Invoice date Comments
Sort material at customer/warehouse 22672264 Whilmingto CC 4000 14 8/23 8/24 2 2 hours $8000 8/31 Check 283272
Sort internal materials 22672265 AOA CC 2200 8 8/22 8/22 18 hours -

Metric / Measurement verification Audible rattle with "Bell" test (strike housing with rubber mallet), Known bad parts checked 3 times per day

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 16 PROPRIETARY

 3

Step 3 – Implement Containment

Implement
Containment
Actions

Actions
Required Deliverables Potential Deliverables
 8D Form, Section 3  Modified Inspection
 Metric/Measurement  Verification of Sort Effectiveness
Verification
 Interim Action Verification

3. Implement Containment Actions

Interim verification actions Part number Place Who Qty Qty NC Beginning End Duration Cost Invoice date Comments
Sort material at customer/warehouse 22672264 Whilmingto CC 4000 14 8/23 8/24 2 2 hours $8000 8/31 Check 283272
Sort internal materials 22672265 AOA CC 2200 8 8/22 8/22 18 hours -

Metric / Measurement verification Audible rattle with "Bell" test (strike housing with rubber mallet), Known bad parts checked 3 times per day

Potential Tools
 Normal/Un-nested  Kappa Test
 Nested  Behaviour/Run charts
 Gage R&R

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 Step 4 – Identify Root Causes
4
Identify
Root
Causes

Root Cause Analysis

 Using team knowledge, the team identifies potential influencing
variables. Depending on complexity, combinations of the following
brainstorming/organizing tools may be used.
 5-Why
 Fishbone Diagram
 Process Map-Cause and Effect-VMEA (6 Sigma)
 After reviewing the potential variables, possible root causes are
proposed (hypothesized).
 Using a structured approach, proposed root causes are tested.
 Test results are analysed to see if true root causes have been found.
(If not, repeat the steps above)
 Isolate and verify the place in the process where the effect of the root
cause should have been detected and contained (escape point).

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 Step 4 – Identify Root Causes
4
Identify
Root
Causes

Root Cause Analysis

 Example of a Fishbone Diagram

Cause-and-EffectDiagram
Cause-and-Effect Diagram
Environment Material Man
Environment Material Man
Each branch is a
separate category
of problems

Other Method Machine

Other Method Machine

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 19 PROPRIETARY

 Step 4 – Identify Root Causes 4
Identify
Root
Causes

Root Cause Analysis Process

Gather Team Establish potential Design and

Knowledge Root Cause Conduct Test

No Root Cause Analyze Test

Correct? Results

Yes

Choose and Implement

Corrective Actions

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 20 PROPRIETARY

 Step 4 – Identify Root Causes
4
Identify
Root
Causes

Action Register
 The 8D Form provides an expandable register to follow actions through
implementation and confirmation. This includes tracking of responsible
persons and due dates as well as methods to verify the actions.

Fishbone
5 whys

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 21 PROPRIETARY

 Step 4 – Identify Root Causes 4
Identify
Root
Causes

Required Deliverables
 8D Form Section 4 started
 Confirmed Root Cause
 Time Schedule for Implementation
 Escape Point

4. Identify Root Causes / 5. Choose and Implement Corrective Actions / 6. Evaluate Result
Category Causes (include time line and escape point) Actions Responsible Plan Do Check Act Verification
Man Proper housing and inflator placement Confim nesting and jigs Joe Kiver 8/22 8/22 8/22 8/22 8/22
Material Housing length or diameter wrong Check dimentional accuracy of housing Clint Chapel 8/22 8/23 8/23 8/23 8/24
Inflator length and diameter wrong Check dimentional accuracy of inflator Clint Chapel 8/22 8/24 8/24 8/24 8/24
Machine Inflator press stroke short Confirm stroke length Dave Vernieuw 8/22 8/23 8/23 8/23 8/24

Potential Tools
 5-Why  Cause and Effect  ANOVA
 Fishbone Diagram Diagram  ANOM
 Pareto Chart  Regression Analysis  T-Test
 Process Map  VMEA  F-Test
 Behaviour / Run Chart  Is/Is Not  Go and See
 Process Audit  Time Line  Etc.
 DOE  Quality Matrix

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 22 PROPRIETARY

 Step 5 - Choose and Implement
5
Choose and
Implement
Corrective
Actions

Corrective Action Corrective Actions

 For each Root Cause identified in Step 4 , the team implements
permanent Corrective Actions. For each root cause there may be
multiple corrective actions. The team lists other activities for addressing
all contributing factors identified through this process.

Required deliverables are

 “PDCA-Act” of Section 4, 5, 6 of the 8D Form

4. Identify Root Causes / 5. Choose and Implement Corrective Actions / 6. Evaluate Result
Category Causes (include time line and escape point) Actions Responsible Plan Do Check Act Verification
Man Proper housing and inflator placement Confim nesting and jigs Joe Kiver 8/22 8/22 8/22 8/22 8/22
Material Housing length or diameter wrong Check dimentional accuracy of housing Clint Chapel 8/22 8/23 8/23 8/23 8/24
Inflator length and diameter wrong Check dimentional accuracy of inflator Clint Chapel 8/22 8/24 8/24 8/24 8/24
Machine Inflator press stroke short Confirm stroke length Dave Vernieuw 8/22 8/23 8/23 8/23 8/24

Prioritize corrective actions by category and impact level

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 23 PROPRIETARY

 Step 5 - Choose and Implement
5
Choose and
Implement
Corrective
Actions

Permanent Corrective Actions Corrective Actions

 The effects of all Permanent Corrective Actions shall be verified.
Those activities that prove to have a direct and positive impact on the
error condition are tested and verified. They become permanent
countermeasures or “permanent corrective actions”.

Potential Tools
 Action Plans
 Control Plans
 Work Instructions
 Poka Yoke
 Design Change
 TPM Schedule

AUTOLIV-AHO/FW/2003-12-19/AS 63 Training - 24 PROPRIETARY

 Step 6 - Evaluate Results 6
Evaluate
Results

Evaluate the results

 Determines the amount of progress attained, versus the planned
impact. Using the tools also provides the data needed to refine
the teams’ solutions for an even greater impact.

Required deliverables are

 Positive confirmation of corrective action effectiveness
 Complete section 4, 5, 6 of 8D form

4. Identify Root Causes / 5. Choose and Implement Corrective Actions / 6. Evaluate Result
Category Causes (include time line and escape point) Actions Responsible Plan Do Check Act Verification
Man Proper housing and inflator placement Confim nesting and jigs Joe Kiver 8/22 8/22 8/22 8/22 8/22
Material Housing length or diameter wrong Check dimentional accuracy of housing Clint Chapel 8/22 8/23 8/23 8/23 8/24
Inflator length and diameter wrong Check dimentional accuracy of inflator Clint Chapel 8/22 8/24 8/24 8/24 8/24
Machine Inflator press stroke short Confirm stroke length Dave Vernieuw 8/22 8/23 8/23 8/23 8/24

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 Step 6 - Evaluate Results 6
Evaluate
Results

Evaluating the results of the activities and counter-measures

on the primary metric is the essence of Step 6. The goal in this
step is to confirm that the problem and its root causes have
been eliminated or their effects decreased. If permanent
corrective action is verified as effective, the interim
containment activity is removed.

Tool Box
 T-Test  ANOM
 F-Test  Pareto Chart
 Go and See  Regression Analysis
 Diagonal Matrix  DOE
 ANOVA  SPC

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 Step 7- Prevent Recurrence
7
Prevent
Recurrence

Prevent Recurrence
 Standardize performance improvements to ensure the solution is
sustained over time and throughout the organization. The goal is to take
action toward process control by documenting the changes made in
DFMEA, PFMEA, CC/SC list, drawings, work instructions, control
plans, training guides and other communication resources what are
shared across the organization.

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 Step 7- Prevent Recurrence 7
Prevent
Recurrence

Required Deliverables
 Complete Section 7 of 8D Form
 Control Plans
 Standardized work instructions
 FMEA updated

Potential deliverables
 Action
 Yoko-ten
 Poka Yoke
 Audits (product, process, layered)
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 Step 8 - Congratulate the Team
8
Congratulate
the Team

Congratulate the team

 Step 8, the last in our model, focuses attention on motivating
and encouraging problem-solving behavior. Once some
performance improvements have been achieved, our
challenge is to inspire continuous innovation and elimination
of profit-draining inefficiencies.

Required deliverables are

 Complete form, section 8 of 8D form

8. Congratulate the team Lessons Learned

Plant Manger during team meeting Submited 10/21 for plant review
Closed by: Date: Comments:
Gerald Medina 10/23 Great effort with solid corrective action

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 8

Step 8 - Congratulate the Team Congratulate

the Team

Potential deliverables are

 Newsletter
 Management review
resolution
 Lessons Learned database

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 Example

Double-click on the icon below to

open the 8D example

Microsoft Excel
Worksheet

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 References
Lotus Notes Databases
 ALV Corporate Manufacturing
APPL_ALV/Production/$AHOPR001.NSF
 ALV Quality Information
APPL_ALV/Quality/$AHOQU002.NSF
 ALV Six Sigma
APPL_ALV/Quality/$AHOQU007.NSF
 ALV Lessons Learned
APPL_ALV/Quality/$AHOQU008.NSF

APS Core Tools 6 Sigma Tools

 Go and see  Process Map  ANOVA
 5 Why  Cause and Effect  ANOM
 Pareto Diagram  Measurement System
 SPC  VMEA Analysis
 Quality Matrix  Behavior & Run  Regression
 Cause and Effect Charts  Hypothesis Testing
Diagram  Capability  DOE
 FMEA  T-Test
 PDCA  F-Test
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