Problem Solving Process (PSPro)

...in order to improve and sustain the Robert Bosch Quality

Ausgabe: V3.0 (10.10.2005)

Formel D
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 Problem Solving Process
Introduction

Different focus of methods

 Design Review Based on Failure Mode (DRBFM)

 Check the design/ design changes to potential failures
 Knowledge of real failures influences the design
 SixSigma and Design for SixSigma (DFSS)
 Modular methods based on statistics
 Adapt SixSigma to the technical development
 Problem Solving Process (PSPro)
Ausgabe: V3.0 (10.10.2005)

 Problem Solving Process

 Shows interactions from several quality methods
 Lessons learned!

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 Problem Solving Process
Introduction

Why Problem Solving Process (PSPro)?

To lead Bosch to world class quality and to obtain customer satisfaction it is essential to use a highly
improved Problem Solving Process. Only then we will be able to improve and sustain our component and
process quality.

We will achieve long term business only by best in class quality of our products and services. Day by day
consequent improvement of quality is the responsibility of everybody personally.

To become the benchmark in quality it is absolutely crucial to apply the new Problem Solving Process
consistently incident by incident. This will create the necessary in depth root cause analysis and ultimately
will eliminate the problems.
Ausgabe: V3.0 (10.10.2005)

The new Problem Solving Process integrates the lessons learned process and will force us to share detailed
information about problems with our colleagues. We as an organization will be able to prevent reoccurrence
of a mistake in other divisions, plants or production lines.

signed B. Bohr (G4) signed M. Möllendorf (C/QM)

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 Problem Solving Process
Introduction

Goal of the Training

 To teach you the specific methods of the Robert Bosch Problem Solving
Process in order to improve and sustain the part, component and
process quality.

 To aid you in your efforts to fulfil Customer needs and wishes.

Ausgabe: V3.0 (10.10.2005)

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 Problem Solving Process
Introduction

8D
Good for non-technical and technical Problems

Supports 8D
Non- technical
Root Cause Investigation during Mass Production
•Customer not satisfied
• Late delivery Supports 8D
during Design-Phases or Re-Engineering

•Innovation Checklist
• 7 Quality Tools •Multi Vary Charts
•Checklist Idea Comparison
•Concept Comparison
•Local Distribution
• 3X5XWhy •Pair Comparison
•Pair wise Comparison
•Morphological Box
•Variable Comparison •Tauguschi
•Component Comparison •Etc., etc., etc.
•Complete Fractional Comparison
Ausgabe: V3.0 (10.10.2005)

Technical
• Design Faulty
• Product non-conformance

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 Problem Solving Process
Introduction

What are the Seven Quality Tools?

Ausgabe: V3.0 (10.10.2005)

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 Problem Solving Process
Introduction

Seven Quality Tools to support

1. Ishikawa (fish bone)

2. Tally Charts (check lists)
3. Histogram
4. Pareto-Charts
5. Flow Charts
6. Scatter Diagrams
7. Run Charts (control charts)
Ausgabe: V3.0 (10.10.2005)

Please consider here the Robert Bosch Brochure: Elementary Quality Assurance Tools
(EWQe)

Activity 1: Example of 7 Tools

Info link 1: EWQe

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 Problem Solving Process
Introduction

Workshop – one of the Seven Quality Tools

1. Ishikawa (fish bone)

2. Tally Charts (check lists)
3. Histogram
4. Pareto-Charts
5. Flow Charts
6. Scatter Diagrams
7. Run Charts (control charts)
Ausgabe: V3.0 (10.10.2005)

Activity 2: one of 7 Tools

Activity 2: Answers

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 Problem Solving Process
Overview

8D Context

3x 5x Why

7Q Tools Transparency

QAM
Ausgabe: V3.0 (10.10.2005)

Lessons
DRBFM
learned

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 Problem Solving Process
Overview

Focus on
 8D - Process Who & How
 Problem Solving What
 3x 5x Why Why
 7Q-Tools Monitors and Aids
 Lessons Learned Teach

Overview of
 Design Review Based on Failure Mode (DRBFM)
Ausgabe: V3.0 (10.10.2005)

 Quality Assurance Matrix (QAM)

 Six Sigma and Design for Six Sigma (DFSS)

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 Problem Solving Process
Overview

Customer Oriented Quality Organization

Rapid Customer Containment
Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
Overview

Customer Oriented Quality Organization

GB1/QM GBn/QM SALES C/QM

Customer a DQC a DQC a SQW a CQC a

PQC a PQC a
Plant 1 Plant 1

PQC a PQC a
Plant n Plant n

Customer z DQC z DQC z SQW z CQC z

Ausgabe: V3.0 (10.10.2005)

CQC: Corporate PQC z PQC z GB:

Quality Champion Plant 1 Plant 1 Geschaeftsbereich
DQC: Divisional
Quality Champion PQC z PQC z SQW: Supplier Quality
Warranty
Plant n Plant n
PQC: Plant Quality
Champion

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 Problem Solving Process
Overview

8D - Process

Bosch‘s problem solving method for analyzing problems in depth and

eliminating its root cause once and for all.

8D Process

Root
Causes Prevent
Describe Short term
Ausgabe: V3.0 (10.10.2005)

Problem Found Reoccur-

the corrective
Solving rence
Problem action
Corrective
Actions

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 Problem Solving Process
Overview

Rapid Customer Information / 1-2-14 rule

In case of complaints an immediate written statement for the
customer regarding the future procedure has to be carried
out.
Within 1 day*:
Written reaction to the customer regarding future procedure
1 in particular the introduction of immediate measures (head
data, D1, D2 filled out as far as possible).

2 Within 2 days*:
Initial results of defect analysis and containment actions to
prevent customers from further defects must be reported
(written statement) to him (head data, D1, D2, D3 converted).
Within 14 days*:
Proof of elimination of the defect must be presented in form
of an 8D report. The results and 8D report have to be
submitted to the customer (complete 8D report is filled out).
*: If any of these deadlines can’t be met, this must be
Ausgabe: V3.0 (10.10.2005)

immediately reported together with an explanation of the

reasons to the customer and the further procedure has to be
agreed upon with him. In these cases, a report on
intermediate results and an action plan with deadlines must
be submitted as well.

14
QSP0508 Eng

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 Problem Solving Process
Overview

Containment
Prevent customer to receive non-conforming parts or products.

Rapid Customer Containment

Information

8D Process
Ausgabe: V3.0 (10.10.2005)

Root
Causes Prevent
Describe Short term
Problem Found Reoccur-
the corrective
Solving rence
Problem action
Corrective
Actions

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 Problem Solving Process
Overview

3x 5x Why Technique

 What was the root cause?

 Why did the
- planning process not predict the defect?
- manufacturing process not prevent the defect?
- quality process not protect the customer from the defect?
Root
Causes Prevent
Describe Short term
Ausgabe: V3.0 (10.10.2005)

Problem Found Reoccur-

the corrective
Solving rence
Problem action
Corrective
Actions

3x 5x Why Ishikawa Six Sigma

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 Problem Solving Process
Overview

Ishikawa (Fish bone)

 Is mainly used to understand, analyze and improve processes

 Targets of the Ishikawa tool are:
- Identify potential causes for process- performance- problems
- Data collection
- Visualization of dominant causes
Root
Causes Prevent
Describe Short term
Ausgabe: V3.0 (10.10.2005)

Problem Found Reoccur-

the corrective
Solving rence
Problem action
Corrective
Actions

3x 5x Why Ishikawa Six Sigma

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 Problem Solving Process
Overview

DFSS – Design for Six Sigma

“A system of rules and methods of a company for the Definition,

Measurement, Analysis, Improvement and Control (DMAIC) of the
product, process and service quality – finally with the goal to eliminate
all failures.”

Root
Causes Prevent
Describe Short term
Ausgabe: V3.0 (10.10.2005)

Problem Found Reoccur-

the corrective
Solving rence
Problem action
Corrective
Actions

3x 5x Why Ishikawa Six Sigma

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 Problem Solving Process
Overview

Design Review Based on Failure Mode (DRBFM)

 Bosch‘s approach to anticipate defects, define measures, avoid

problems and achieve a good design right from the beginning.
 Design changes
8D Process

Root
Causes Prevent
Describe Short term
Problem Found Reoccur- Zero
the corrective
Solving rence Defects
Ausgabe: V3.0 (10.10.2005)

Problem action
Corrective
Actions

DRBFM 3x 5x Why Ishikawa Six Sigma

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 Problem Solving Process
Overview

QAM

Bosch‘s approach to prevent potential new and known

quality problems to slip through and disturb customer’s QAM
processes?
8D Process

Root
Causes Prevent
Describe Short term
Problem Found Reoccur- Zero
the corrective
Solving rence Defects
Ausgabe: V3.0 (10.10.2005)

Problem action
Corrective
Actions

DRBFM 3x 5x Why Ishikawa Six Sigma

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 Problem Solving Process
Overview

Lessons Learned
 Approach to prevent known quality problems to be repeated
 Creates the basis for best practice QAM
8D Process

Root
Causes Prevent
Describe Short term
Problem Found Reoccur- Zero
the corrective
Solving rence Defects
Problem action
Ausgabe: V3.0 (10.10.2005)

Corrective
Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
Quotation

“The mere formulation of a problem is far more

often essential than its solution, which may be merely a matter of
mathematical or experimental skill. To raise new questions, new
possibilities, to regard old problems from a new angle requires
creative imagination and marks real advances in science.“
Ausgabe: V3.0 (10.10.2005)

Albert Einstein (1879-1955) Physicist & Nobel Laureate

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 Problem Solving Process
8D - Process

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
8D - Process

Purpose

 Bosch’s problem solving method for analysing problems

in depth and eliminating the root cause of defects
once and for all.
 Share the information within the organization to avoid reoccurrence.
 Applied correctly and in depth problems will be reduced significantly.
 Method detects multiple root causes and systemic failures.
 Customers are informed and updated quickly and regularly.
Ausgabe: V3.0 (10.10.2005)

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 Problem Solving Process
8D - Process

What is the 8D - Process?

 8D is a team-based problem solving approach / process.

It fulfils three standardized and complementing tasks:
 Task 1: problem identification
 Task 2: problem solving
 Task 3: documentation

 8D method is the Bosch standard (QSP0508, IQIS).

Ausgabe: V3.0 (10.10.2005)

The 8D method includes the 3x 5x Why process.

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 Problem Solving Process
8D - Process

8-D History
Late 1960´s – in the U.S.A. the Jet Propulsion Laboratory JPL developed the 4 D
method. These were the 4 “Do’s”:
1. Do: Describe the Problem
2. Do: Immediate Action
3. Do: Cause of Problem Analysis
4. Do: Corrective action
Ausgabe: V3.0 (10.10.2005)

Early 1970´s – the method was taken over by Ford and weeks later by many of the
other Automobile producers.

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 Problem Solving Process
8D - Process

8-D History (continuation)

In 1978 – the Ford company put together inside Teams and Teams in their non-
automobile Daughter Companies. 6D, 8D, 12D and 14D were created. All the
Teams concluded that 6D was no more effective than 4D. The 8D was an
improvement and the 8D did not need the excessive time to carry out that both
12D and 14D require.
In 1981 – 8D became standard for Ford, Ford daughter companies and all Ford
Suppliers. Chrysler, American Motors, Jeep and Caterpillar followed example in
the next few years.
Late 1980´s – the technique was taken over by many European OEM and System-
Ausgabe: V3.0 (10.10.2005)

Suppliers and many non-automobile related companies in the U.S.A.

Today 8D is the most well known and used Problem Solving Technique in
the world.

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 Problem Solving Process
8D - Process

Problem Solving Team - D1

Describe the problem – D2

Interim Actions – D3

Root Causes - D4
Improve until
Verify actions – D5 Satisfied
Ausgabe: V3.0 (10.10.2005)

Implement actions – D6

Prevent Reoccurrence – D7

Lessons Learned – D8

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

 D1: Installation of Problem Solving Team

 D2: Describe the problem
 D3: Initiate and verify interim (containment) actions
 D4: Identify and prove the root causes
 D5: Verify (permanent) corrective actions
 D6: Implement and control permanent corrective actions
 D7: Take actions to prevent reoccurrence
Ausgabe: V3.0 (10.10.2005)

 D8: Closing discussion / Lessons Learned

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 1: Installation of Problem Solving Team

 Put together a small team of people having

 the required process and product knowledge
 time and commitment
 competence and internal power to solve the problem, decide and
implement actions Cross Functional Team
 Nominate an internal champion
Ausgabe: V3.0 (10.10.2005)

Process

PROBLEM

Design Data Analysis

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 2: Describe the problem

 Define the problem for the internal /external customer as exactly as

possible.
 Identify the root of the problem and quantify it.
Where / When / How / Why did the problem occur?
 Collect and analyse statistical data. How many parts are affected?
 Analyse the consequence of the problem (effected parts, versions,
Ausgabe: V3.0 (10.10.2005)

vehicles, etc).
 Review team structure
 Are all necessary people on board?

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 2: Describe the problem, inform Customer

In case of complaints an immediate written statement for the
customer regarding the future procedure has to be carried out.

Within 1 day*:
Written reaction to the customer regarding future procedure in particular
the introduction of immediate measures (head data, D1, D2 filled out as far
1 as possible).

2 Within 2 days*:
Initial results of defect analysis and containment actions to prevent
customers from further defects must be reported (written statement)
to him (head data, D1, D2, D3 converted).

Within 14 days*:
Ausgabe: V3.0 (10.10.2005)

Proof of elimination of the defect must be presented in form of an 8D

report. The results and 8D report have to be submitted to the customer
(complete 8D report is filled out).

*: If any of these deadlines can’t be met, this must be immediately reported

together with an explanation of the reasons to the customer and the further
procedure has to be agreed upon with him. In these cases, a report on
intermediate results and an action plan with deadlines must be submitted
as well.

14

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 3: Initiate interim (containment) actions

 Initiate interim actions that isolate the internal/external customer from

the consequences of the problem until a permanent solution is
implemented.
 Check the effect of the interim actions
 If necessary determine and initiate additional actions
 Required field actions have to be implemented and documented in the
Ausgabe: V3.0 (10.10.2005)

8D report in case faulty parts have reached the final customer.

 Evaluate potential risk.

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 3: Initiate interim (containment) actions, inform Customer

In case of complaints an immediate written statement for the
customer regarding the future procedure has to be carried out.

Within 1 day*:
Written reaction to the customer regarding future procedure in particular
the introduction of immediate measures (head data, D1, D2 filled out as far
1 as possible).

2 Within 2 days*:
Initial results of defect analysis and containment actions to prevent
customers from further defects must be reported (written statement)
to him (head data, D1, D2, D3 converted).

Within 14 days*:
Ausgabe: V3.0 (10.10.2005)

Proof of elimination of the defect must be presented in form of an 8D

report. The results and 8D report have to be submitted to the customer
(complete 8D report is filled out).

*: If any of these deadlines can’t be met, this must be immediately reported

together with an explanation of the reasons to the customer and the further
procedure has to be agreed upon with him. In these cases, a report on
intermediate results and an action plan with deadlines must be submitted
as well.

14
QSP0508 Eng

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps
Step 4: Identify and prove the root causes
 Search for all possible causes that could explain what caused the
problem
 Check through the analysis if one or more of the causes can be
identified as the root cause
 Make sure you can switch on / off the root causes and see the expected
result
 Verify the findings and probable root causes through tests and
Ausgabe: V3.0 (10.10.2005)

experiments

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps
Step 4: Identify and prove the root cause (cont.)

 After having identified the root cause

 Check effectiveness of the containment action
 analyze & review the potential risk for the customer
 3x 5x Why
 could the error*/deviation** happen?
 Why, Why, Why, Why
Ausgabe: V3.0 (10.10.2005)

 wasn’t the error/deviation in time discovered?

 Why, Why, Why, Why
 could the error/deviation arrive at the customer?
 Why, Why, Why, Why

*Error = Outside the specification **Deviation = inside the specification, however outliers occur

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 5: Choose and verify permanent corrective actions

 Select the best permanent solution resolving the root cause

 Prove
 the permanent success of the resolution
 that the problem is absolutely solved for the customer
 that the corrective actions do not cause other unwanted side effects
Ausgabe: V3.0 (10.10.2005)

NOTE: Steps 4 and 5 have to be repeated until the effect of the measure
to resolve the problem and the root cause has been proven.

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
8D - Process

Root Cause Found

?
Ausgabe: V3.0 (10.10.2005)

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 6: Implement and control permanent corrective actions

 Implement permanent control measures ensuring that the root cause

will not recur
 Develop and implement the action plan
 Check whether the measure(s) will effectively solve the problem for
the final customer
 Verify initiated containment actions and whether they can be stopped
Ausgabe: V3.0 (10.10.2005)

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 6: Implement and control permanent corrective actions, inform Customer

In case of complaints an immediate written statement for the
customer regarding the future procedure has to be carried out.

Within 1 day*:
Written reaction to the customer regarding future procedure in particular
the introduction of immediate measures (head data, D1, D2 filled out as far
1 as possible).

2 Within 2 days*:
Initial results of defect analysis and containment actions to prevent
customers from further defects must be reported (written statement)
to him (head data, D1, D2, D3 converted).

Within 14 days*:
Ausgabe: V3.0 (10.10.2005)

Proof of elimination of the defect must be presented in form of an 8D

report. The results and 8D report have to be submitted to the customer
(complete 8D report is filled out).

*: If any of these deadlines can’t be met, this must be immediately reported

together with an explanation of the reasons to the customer and the further
procedure has to be agreed upon with him. In these cases, a report on
intermediate results and an action plan with deadlines must be submitted
as well.

14
QSP0508 Eng

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 7: Take actions to prevent reoccurrence

 Adjust the management and control system, processes, and general

procedures in order to avoid that the same or similar problems might
occur in the future (through Procedures, FMEA, Control Plan, etc.)
 The findings shall be stored in a database that collects the part-process
history, to ensure, that for new developments or design changes similar
problems are impossible.
Ausgabe: V3.0 (10.10.2005)

 Use lessons learned process findings for other processes, products,

plants, business units or divisions

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 7: Take actions to prevent reoccurrence

 Does the problem occur also at other customers

 Does the current problem cause additional problems at other
customers?
 Check for other potential, additional errors
 DQC – Responsible for D8 content
 Sponsor (Champion/ Godfather)
Ausgabe: V3.0 (10.10.2005)

DQC = Division Quality Champion

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 8: Closing discussion / Lessons Learned

 Have an open discussion about the problem solved

 Capture lessons learned
 Rules for signature according to Central Directive QSP0508:
 The sponsor has to sign all 8D-Reports
 Plant Manager has also to sign all 8D-Reports personally by hand; it
could be delegated to Plant QMM
Ausgabe: V3.0 (10.10.2005)

 If required, the customer signs the 8D-Report as well

 Honour the engagement / success
 Conclude and close the teamwork officially

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 Problem Solving Process
8D - Process

8D - 8 Disciplines – 8 Steps

Step 8: Closing discussion / Lessons Learned, inform Customer

In case of complaints an immediate written statement for the
customer regarding the future procedure has to be carried out.

Within 1 day*:
Written reaction to the customer regarding future procedure in particular
the introduction of immediate measures (head data, D1, D2 filled out as far
1 as possible).

2 Within 2 days*:
Initial results of defect analysis and containment actions to prevent
customers from further defects must be reported (written statement)
to him (head data, D1, D2, D3 converted).

Within 14 days*:
Ausgabe: V3.0 (10.10.2005)

Proof of elimination of the defect must be presented in form of an 8D

report. The results and 8D report have to be submitted to the customer
(complete 8D report is filled out).

*: If any of these deadlines can’t be met, this must be immediately reported

together with an explanation of the reasons to the customer and the further
procedure has to be agreed upon with him. In these cases, a report on
intermediate results and an action plan with deadlines must be submitted
as well.

14
QSP0508 Eng

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 Problem Solving Process
8D - Process

Allocation of Measures Problem Solving Team - D1

Describe the problem – D2

Team Work
Interim Actions – D3

Root Causes - D4

Verify actions – D5
Ausgabe: V3.0 (10.10.2005)

Implement actions – D6

Prevent Reoccurrence – D7

Lessons Learned – D8

Activity 3: Answers

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 Problem Solving Process
8D - Process

8D – Workshop D0 to D3

 D1: Installation of Problem Solving Team

 D2: Describe the problem
 D3: Initiate and verify interim (containment) actions
 D4: Identify and prove the root causes
 D5: Verify (permanent) corrective actions
 D6: Implement and control permanent corrective actions
 D7: Take actions to prevent reoccurrence
Ausgabe: V3.0 (10.10.2005)

 D8: Closing discussion / Lessons Learned

Activity 4: 8D

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
3x 5x Why

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Actions
Ausgabe: V3.0 (10.10.2005)

DRBFM 3x 5x Why Ishikawa Other Lessons Learned

Transfer to next Generation

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 Problem Solving Process
3x 5x Why

Purpose:

 3x 5x Why is not used to understand what failed but why the system
failed.

 The results of 3x 5x Why are documented on a worksheet, which can

be used as input for lessons learned

 The technical root cause should be known before the worksheet is

completed.
Ausgabe: V3.0 (10.10.2005)

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
3x 5x Why - PDCA

Predict
Predict
Check/Act Planning process - Plan
Planning process
informational content- in
informational
FMEAscontent
and
in FMEAs and CPs
Control Plans

Protect
Protect Prevent
Prevent
Quality
Qualityprocess
process - Manufacturing
Manufacturingprocess
process - -
containment
detection &
& standardizedwork
standardized workand
anderror
Ausgabe: V3.0 (10.10.2005)

responsiveness
responsiveness errorproofing
proofing

Do

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
3x 5x Why

Defect on Part

Why did the planning process

P1
not predict the defect?
P2
Why?
P3
Why?
P4
Why? Predict
Why did the manufacturing Pn
M1 Why? Corrective Action
process not prevent the
defect? M2 Predict Root Cause
Why?
M3
Why?
Why did the quality process M4
Why? Prevent
not protect the customer from Mn
Corrective Action
Q1 Why?
Ausgabe: V3.0 (10.10.2005)

the defect?
Q2
Why? Prevent Root Cause
Q3
Why?
Q4
Why? Protect
Qn
Why? Corrective Action

Protect Root Cause

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
3x 5x Why on the Drill Deep Worksheet
Ausgabe: V3.0 (10.10.2005)

Info link: Drill Deep Worksheet

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
3x 5x Why – Workshop

Customer ordered Part No. 124.012 and received Part No. 123.012

Part 012 feed

Production Line
(Part Assembly)

Part 123/124 feed Part 022 feed

Production Shedule
012
First Shift 123.012
Part Change over
022
Second Shift 124.012

Antenna # 012 3x 5x Why Bosch

Ausgabe: V3.0 (10.10.2005)

Market Place
3x 5x Why, Worksheet
A B
Part 123 Antenna housing Part 124

C Gasket # 022 C

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 Problem Solving Process
8D - Process

8D – Workshop D4

 D1: Installation of Problem Solving Team

 D2: Describe the problem
 D3: Initiate and verify interim (containment) actions
 D4: Identify and prove the root causes
 D5: Verify (permanent) corrective actions
 D6: Implement and control permanent corrective actions
 D7: Take actions to prevent reoccurrence
Ausgabe: V3.0 (10.10.2005)

 D8: Closing discussion / Lessons Learned

Activity 4: 8D

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 Problem Solving Process
Ishikawa

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
7 Quality Tools – Ishikawa

Seven Quality Tools to support

1. Ishikawa (Fish bone)

2. Tally Charts (check lists)
3. Histogram
4. Pareto-Charts
5. Flow Charts
6. Scatter Diagrams
7. Run Charts (control charts)
Ausgabe: V3.0 (10.10.2005)

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
7 Quality Tools – Ishikawa

Purpose:
Seven basic tools: These tools are used to define and analyze discrete
processes that usually produce quantitative data.

“With the help of these few simple techniques the average

Ausgabe: V3.0 (10.10.2005)

employee is able to solve approximately 95% of all Problems that pop-up

by himself.

Only the last 5% of the problems need to use other instruments to find
solutions.” ASQ (American Society for Quality) 1999

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 Problem Solving Process
7 Quality Tools – Ishikawa

Purpose:
The first four are used primarily to help understand the process, to identify
potential causes for process performance problems, and to collect and display
data indicating which causes are most prevalent.
 Ishikawa
 Tally Charts (Check lists)
 Histogram
 Pareto-Charts

The last three are used for more precise data [Link] can help you identify
Ausgabe: V3.0 (10.10.2005)

trends, distribution and relationships.

 Flow Charts
 Scatter Diagrams
 Run Charts (control charts)

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
Ishikawa Workshop

Supervisor
Worker Instructions

Issue /
Problem
Ausgabe: V3.0 (10.10.2005)

machine

Supplier material

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
Ishikawa Workshop

Supervisor
Worker Instructions

Issue /
Problem
Ausgabe: V3.0 (10.10.2005)

Hazardous or restricted Substances

machine

Supplier material

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
7 Quality Tools – Ishikawa

measurability
human methodology Ishikawa and the M´s
are frequently used
together.

Issue /
Problem
Ausgabe: V3.0 (10.10.2005)

machine

environment material
management

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 Problem Solving Process
7 Quality Tools – Ishikawa

How to Construct:
1. Place the main problem under investigation in a box on the right.
2. Have the team generate and clarify all the potential sources of
variation.
3. Sort the process variables into naturally related groups. The labels of
these groups are the names for the major bones on the Ishikawa
diagram.
4. Place the process variables on the appropriate bones of the Ishikawa
diagram.
5. Combine each bone in turn, insuring that the process variables are
Ausgabe: V3.0 (10.10.2005)

specific, measurable, and controllable. If they are not, branch or

"explode" the process variables until the ends of the branches are
specific, measurable, and controllable.

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 Problem Solving Process
7 Quality Tools – Ishikawa

Quality tools are primarily used to understand, analyze and improve processes.

Using the right tool for the right application is critical. It not only helps ensure
the desired results are achieved, but it also ensures snap decisions that do not
cause time to be wasted on the wrong solutions.

Example

Let’s say the work team on a continuous process wanted to reduce the
downtime of a fabrication line, because it was costing the company several
Ausgabe: V3.0 (10.10.2005)

thousand dollars per hour. The team could have simply brain-stormed some
changes but instead realized a data driven decision was more consistent with
the principles of improvement.

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 Problem Solving Process
7 Quality Tools – Ishikawa

Problem Solving
First, the team flowcharted the process. This was a simple but important
step because it ensured each member of the team was considering the
entire line, rather than only the step of the process for which he or she
was responsible.

Next, the team performed a Pareto analysis of the downtime records of

each step, which made it clear where time should be spent first. The
members realized if they had chosen a process step to work on without
Ausgabe: V3.0 (10.10.2005)

the data, they would not have chosen the same one indicated by the
Pareto chart.

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 Problem Solving Process
7 Quality Tools – Ishikawa

Problem Solving (continuation)

The group then performed an Ishikawa looking at downtime records and

was surprised to find the biggest cause of down-time was not due to
machine failure but to tooling changeovers. The problem wasn’t that the
tooling was failing too frequently. Rather, the machine had worn to a point
where the time required to change the tool took nearly four times longer
than it had when the machine was new.
Ausgabe: V3.0 (10.10.2005)

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
7 Quality Tools – Ishikawa

measurability
human Records of Unplanned methodology
Training records of maintenance Plan down time General Procedure for
maintenance time Maintenance of machine
Employees Records of
machine tool Too much
Procedure s for Maintenance of unplanned
Records of replacement
specific machine x, y or z
planned time machine
machine down
Procedure s for install or Remove down time
time
machine Tool
Issue /
Problem
Records of Maintenance Planned
Replacement Part specific
Housekeeping records per General Machine
parts Tools
machine Maintenance Plan for
Tool
Ausgabe: V3.0 (10.10.2005)

Production area
Manufacture maintenance
recommendations plan Parts actually
for Maintenance and machine replaced
Maintenance plan Goals for
Maintenance
environment material
management

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
7 Quality Tools – Ishikawa

The team approached management with a recommendation. An analysis of the

financial impact of the changeover downtime vs. the time and expense required to
rebuild the machine convinced management to go ahead with the improvement to
the machine. The estimated financial savings, based on the reduced changeover
time when the process was restarted, was nearly $350,000 per year.
This example proves the simplest tools can have a big payoff. The team members
used the tools that would show them what they needed. There was no need to use
statistical techniques, though SPC could have tracked changeover time and
detected when the machine wore so much it caused an impact. The team was able
to quickly gain consensus on the actions the group and management needed to
take.
Ausgabe: V3.0 (10.10.2005)

Sometimes the tool chosen is less about process analysis and more about getting
members of the organization to see things differently.

July 2002, DUKE OKES master’s degree in education from Tusculum

College in Greenville, TN. [Link].
Zentrales Qualitätsmanagement Technik
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 Problem Solving Process
Ishikawa Workshop

Machine
Material Environment

Activity 5: Ishikawa Problem

Issue /
Problem
Ausgabe: V3.0 (10.10.2005)

Human Process

Activity 5: Possible answer Ishikawa Eng

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process

Review and Discussion

Ausgabe: V3.0 (10.10.2005)

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 Problem Solving Process
Review 1st day

Customer Oriented Quality Organization

Rapid Customer Containment
Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

Zentrales Qualitätsmanagement Technik

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 Problem Solving Process
Review 1st day

Quiz:
1. Which 4 of the Quality Tools are used primarily to help understand the process,
to identify potential causes for process performance problems, and to collect
and display data indicating which causes are most prevalent?
2. Please make a list, in the proper order, of all 8 Do´s.
3. Which methods have you learned that aid you in your search to find the true
root cause?
4. What is the Bosch Rapid Customer Information rule?
Ausgabe: V3.0 (10.10.2005)

a. 1-2-14 b.1-3-14 c.1-2-10 d.1-2-30

Answers to the quiz

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 Problem Solving Process
Lessons Learned

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
Lessons Learned

Sound familiar?

Some problems we face constantly. They never go away!

Some problems, we may think are solved but we can learn the hard way
that they aren’t.

We are always learning the same lessons over and over and over and
over again!
Ausgabe: V3.0 (10.10.2005)

Solve this vicious cycle through the use of proper techniques

regarding Lessons learned.

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 Problem Solving Process
Lessons Learned

Purpose:
A lesson learned is knowledge or understanding gained by experience:
 Negative experience
 Positive experience
 Success
 Mistakes
 failures
A lesson must be significant, valid and applicable.
A lesson is not simply restating or paraphrasing existing
Ausgabe: V3.0 (10.10.2005)

doctrine, policy, process, etc. This does not qualify as an appropriate and bona
fide lesson learned.
It is therefore necessary to define how your organization will collect,validate, store,
distribute and reuse knowledge in order to achieve organizational goals and
objectives.

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 Problem Solving Process
Lessons Learned

Observe Lesson
Learned

Re-use

Lessoned learned Collections of Lessons

Apply
repository or learned and
Knowledge
Data base Best Practices
Ausgabe: V3.0 (10.10.2005)

Store Review for

applicability

Turn lessons learned into lessons applied again and again.

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 Problem Solving Process
Lessons Learned

Lessons Learned

 Things Gone Right (TGR)

 With a designed part Listing of TGR and TGW is an
 With a project excellent starting point
 With a costumer visit
The intern Lessons Learned is
better, because it is the
company specific method
 Things Gone Wrong (TGW) designed to serve your special
 With a designed part needs
Ausgabe: V3.0 (10.10.2005)

 With a project planning

 With a costumer complaint

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 Problem Solving Process
Lessons Learned

Lessons Learned Cover Sheet

LL Cover Sheet Product Engineering

LL Number LL0001_2005 LL Title Influenec of surface coating regarding the functionality

of an electric motor

Division EB Department EB/ENG Originator

Product Electric motor EM12345 IQIS-Q8 Number 9202005

Problem Description
The problem concerns a power loss of the electric motor type EM12345 due to a loose pole housing even with a tied up attachment screws (see attachment 1).

Relevant Conditions (Operational, Environmental, Application … for the failure to occur)

Root Cause(s)
1. Surface coating of the attachment screws lead to a higher force to tied uo the screws properly (see attachment 2 and 3).
2.
3.
Ausgabe: V3.0 (10.10.2005)

4.
5.

Lessons Learned
1. After surface coating the tolerance indication for the layer thickness has to be adapted for the right purpose (new specification: surface thickness 8 - 12µm)
2. If the coating involves screws, then the thread depth must be increased during production by the value of the coating thickness
3. Lubrication to improve the easiness of the thread
4. After assembly of a motor a functional test has to be implemented to ensure the functionality of the assembled unit. In this case a power test of the electric motor was implemented and control
using a SPC chart (see attachment 4)
5.
6.
7.

Contact Person Felix Mustermann

Attachments Link to Attachment Table E mail address : [Link]@[Link]

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 Problem Solving Process
Lessons Learned

Lessons Learned Tracking Matrix

Lessons Learned T racking Matrix
Division Updated by (Department/Name) Last update ([Link])

Is it possible for similar failure to occur in your area?

LL Number Title Origin (Division/BU) BU / Product Teams / Plants
BU1 BU2 BU3 BU4 BU5 BU6 BU7 BU8
1.
After surface coating the tolerance indication for the layer thickness has to be
1 GB1 N/A
adapted for the right purpose (new specification: surface thickness 8 - 12µm)
2.
If the coating involves screws, then the thread depth must be increased during
2 GB1 N/A N/A
production by the value of the coating thickness
3.
3 Lubrication to improve the easiness of the thread GB1

4.
After assembly of a motor a functional test has to be implemented to ensure the
4 functionality of the assembled unit. In this case a power test of the electric motor GB1 N/A
was implemented and controlled by using a SPC chart (see attachment 4)
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
Ausgabe: V3.0 (10.10.2005)

19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.

Ris k of Failure Action plan available Actions com pleted / No ris k of Failure N/A Not Applicable (N/A)

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 Problem Solving Process
Lessons Learned

Lessons Learned Additional Table

[Link] Attachment Description

1 Problem description

2 Drill Deep Worksheet

3 Root Cause

4 SPC chart

6
Ausgabe: V3.0 (10.10.2005)

10

Activity 6 LL – Cover sheet

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 Problem Solving Process
Quality Assurance Matrix (QAM)

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
Quality Assurance Matrix (QAM)

Example of a Quality Gate

QAM Customer

Lessons
Learned

Quality
Gates Zero Defects
Ausgabe: V3.0 (10.10.2005)

Production Area
Manufacturing Process

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 Problem Solving Process
Quality Assurance Matrix (QAM)

The main targets of the QAM are:

 No faulty parts/ components will reach the customer
 Avoidance of failure reoccurrence
 Decrease of cost caused by failure
 Visualization of potential quality risks and planned/ implemented containment
actions
 Visualization of customer complaints, own problems and design failures
 Exchange of knowledge between similar/ equal production lines, products and
new/ experienced employees
Ausgabe: V3.0 (10.10.2005)

 Increase of awareness of quality

 Increase awareness of customer

Note: QAM provides input to Lessons Learned

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 Problem Solving Process
Quality Assurance Matrix (QAM)

Example of an information
Ausgabe: V3.0 (10.10.2005)

board on the shop floor

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 Problem Solving Process
Quality Assurance Matrix (QAM)

Process flow daily QAM-Review

N N Check action
Customer Is it a New 8D-
plan for current
reclamation reoccurrence? report?
dates

Y Y

N Create Problem
Are root causes Deep investigation
Solving Team /
known? (3x5xWhy)
apply 8D

Y
Ausgabe: V3.0 (10.10.2005)

Action plan for

failure Avoidance

Put description,
Action plan for
responsibility, date in
failure detection
action plan

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 Problem Solving Process
Quality Assurance Matrix (QAM)

Benefit of QAM usage QAM-Team

 Shows priorities for the actions
 Shows effectiveness of actions
 Visualisation of value-added chain
 Use QAM for training and discussion material to all participants
 Rubs it in!
 Shop floor
 Operators are aware of severity and impact of failures/complaints
 Fast feedback for all kind of problems
Ausgabe: V3.0 (10.10.2005)

 Management
 Standardized documentation
 Fast and objective overview about process quality

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 Problem Solving Process
Quality Assurance Matrix (QAM)

Example of QAM
Ausgabe: V3.0 (10.10.2005)

Activity 6 QAM Example

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 Problem Solving Process
Design Review Based on Failure Mode (DRBFM)

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
Design Review Based on Failure Mode (DRBFM)

Design Review Based on Failure Mode (DRBFM) is

 A creativity method which is used on a daily basis throughout the development phase of a
product and which aims at generating a robust design.
 Starting very early in the development phase.
 Developed from the knowledge, that changes contain the highest error potential.
 A significant enhancement for a thoroughly executed FMEA with facts and figures.
 Engineering task instead of administration.
 An option for non-recursive development, with less prototypes.
Ausgabe: V3.0 (10.10.2005)

 Unimaginable without the basic principles of GD 3 (Good Design, Good Discussion, Good
Design Review).
 An open discussion about problems and failures including “Yokoten“ = spreading
knowledge and “Kaizen“ = continuous improvement.
 Courage to common sense.

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 Problem Solving Process
Design Review Based on Failure Mode (DRBFM)

Further Information
Organization at Bosch
 G2/PJ-BES Sub-Project DRBFM
 Core Team RBJP/EDR Ishii, G2/PJ-BES Welting, C/QMT Angerbauer

More Information:
 see Flyer
[Link]
[Link]
Ausgabe: V3.0 (10.10.2005)

DRBFM Basic Training on-the-job (4 days):

 see TIPS [Link] DRBFM001

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 Problem Solving Process
Six Sigma and Design for Six Sigma (DFSS)

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Ausgabe: V3.0 (10.10.2005)

Actions

DRBFM 3x 5x Why Ishikawa Six Sigma Lessons Learned

Transfer to next Generation

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 Problem Solving Process
Six Sigma and Design for Six Sigma (DFSS)

Design for Six Sigma (DFSS) is:

 a methodological approach for the management of improved projects
 a chosen project (process) regarding its potential for reducing failures,
running time, cost and prodigality, increase of quality and benefit and its
completion of customer requests and expectations.
 uncompromising focus on customer requirements
 applicable to all processes
 a method for measurable improvements based on figures, data and facts
 an adoption of approved statistical methods
Ausgabe: V3.0 (10.10.2005)

 a strict project management and controlling

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 Ausgabe: V3.0 (10.10.2005)

91
91
• Select/Plan Project
• Train Team on 6 sigma tools
• Create Product / Process Tree
• Identify Customer Requirements
• Define/Analyze Process

und Weitergaberecht, bei uns.

• Characterize the Process
Measure
Measure
• Establish Process Metrics

0%
• Develop Presentation
Six Sigma Project

• Review Measure Phase

•Train Team on 6 sigma tools
• Update Project Baseline & Status

Zentrales Qualitätsmanagement Technik

• Identify Root Causes of Variation
• Collect and Analyze Process Data
Analyze
Analyze

• Develop Presentation
Six Sigma Project Scorecard

• Review Analyze Phase

• Train Team on 6 sigma tools
Problem Solving Process

• Update Project Status

• Optimize the Process using DOE
• Implement Solutions
Improve

• Develop Presentation
Improve

Overall Project Completion Percentage

• Review Improve Phase

• Train Team on 6 sigma tools
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Six Sigma and Design for Six Sigma (DFSS)

• Update Project Status

• Sustain the Gains
• Develop Presentation
Control
Control

40%
30%

90%
80%
70%
60%
50%
20%
10%

100%
 Problem Solving Process
Six Sigma and Design for Six Sigma (DFSS)

Further Information
Organization at Bosch
 GS/PJ-BES Sub-Project DFSS
 G2/PJ-BES Suchowerskyj

DFSS (Design for Six Sigma) Basic Training on-the-job (4 days):

 See TIPS [Link] DFSS001
Ausgabe: V3.0 (10.10.2005)

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 Problem Solving Process
8D - Process

8D – Workshop D5 – D8

 D1: Installation of Problem Solving Team

 D2: Describe the problem
 D3: Initiate and verify interim (containment) actions
 D4: Identify and prove the root causes
 D5: Verify (permanent) corrective actions
 D6: Implement and control permanent corrective actions
 D7: Take actions to prevent reoccurrence
Ausgabe: V3.0 (10.10.2005)

 D8: Closing discussion / Lessons Learned

Activity 4: 8D

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 Problem Solving Process
8D - Process

8D – Roll Play 8D Part 1, fill out 8D

 D1: Installation of Problem Solving Team

 D2: Describe the problem
 D3: Initiate and verify interim (containment) actions
 D4: Identify and prove the root causes
 D5: Verify (permanent) corrective actions
 D6: Implement and control permanent corrective actions
 D7: Take actions to prevent reoccurrence
Ausgabe: V3.0 (10.10.2005)

 D8: Closing discussion / Lessons Learned

Activity 7: Roll Play Group 1 and 3

Activity 7: Roll Play Group 2 and 4

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 Problem Solving Process
8D - Process

8D – Roll Play 8D Part 2, Present results to Customer

 D1: Installation of Problem Solving Team

 D2: Describe the problem
 D3: Initiate and verify interim (containment) actions
 D4: Identify and prove the root causes
 D5: Verify (permanent) corrective actions
 D6: Implement and control permanent corrective actions
 D7: Take actions to prevent reoccurrence
Ausgabe: V3.0 (10.10.2005)

 D8: Closing discussion / Lessons Learned

Activity 7: Sample 8D Group 1 and 3

Activity 7: Sample 8D Group 2 and 4

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 Problem Solving Process

Review and Discussion

Ausgabe: V3.0 (10.10.2005)

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 Problem Solving Process
Summary

Rapid Customer Containment

Information
QAM
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur- Zero
Non- the corrective
Solving rence Defects
Conformities Problem action
Corrective
Actions
Ausgabe: V3.0 (10.10.2005)

DRBFM 3x 5x Why Ishikawa Other Lessons Learned

Transfer to next Generation

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 Problem Solving Process
Summary
Prevents potentially new and
known quality problems to
slip through and disturb the
Bosch problem solving processes of the customers
Rapid Customer Containment
method for analyzing
Informationproblems in depth and
eliminating its root cause QAM
once and for all
8D Process

Root
Internal or
Causes Prevent
External Describe Short term
Problem Found Reoccur-
Zero
Non- defects, define
Anticipate the corrective
Solving rence
Defects
Conformities
measures, Problem
avoid problems action Lessons Learned process
Corrective driven by Customer
and achieve a good design
right from the start ActionsOriented Quality Organization
Ausgabe: V3.0 (10.10.2005)

DRBFM 3x 5x Why Ishikawa Other Lessons Learned

Transfer to next Generation

Included in the 8D method, asking 5 times:
Why not predict the defect?
Zentrales Qualitätsmanagement Technik
Why not prevent the defect?
98
Why not protect the customer?
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 Problem Solving Process
Almost the End of this training

Thank you very much for your attentiveness during this PSPro
training.
How to incorporate the learning into your daily routine.
• Don’t wait until you start your next project
• Utilize the learning right the next day in your job
• Ask for help
•
Ausgabe: V3.0 (10.10.2005)

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 Problem Solving Process
Before you leave

Questions for you

• What was the most important information for you
today?
• What does the new information mean to you with
regards to customer satisfaction?
• What will you do differently starting tomorrow?
Ausgabe: V3.0 (10.10.2005)

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