Problem Solving Procedure

What is the basic concept of problem-solving strategies …as a Goal?

Problem solving strategies

Sweet Fruit
DFSS Process 5+ Sigma
Design for Six
Sigma

Bulk of Fruit
DMAIC Process 3 - 5 Sigma Process Characterization
and Optimization

8D Process Low Hanging Fruit

3 Sigma
Basic Tools of Problem Solving

Ground Fruit
Just Fix It ! 1 - 2 Sigma
Simplify and Standardize

To give a better example the concept of the problem solving strategies can be related to hanging fruit :
The higher the fruit the more challenging it is to obtain and the more sophisticated the tools necessary to obtain it
 Problem Solving requires a walk back in the system to find the gaps in products,
processes and controls

Product and Process Creation

Creation of the product , process
Product and Process Physics

Start by revisiting the basics of the

Problem Solving Analysis
“How is the product and or

Walk back the process >

process supposed/designed
to work?” DFMEA PFMEA Process Flow

creation
DV and PV

Control Plan and

Operator Instructions
“How is it working compared to
the way it is supposed to
work?”
Ongoing Production Claim !!!

The Problem Solving Analysis requires that we start it by revisiting the basics of the creation of the
product/process to understand the way it is expected to work against the way it is actually working –
find the gaps !
 Identification of the Proper Problem Solving Tool – Manufacturing Related

8D Process
* G8D Application Criteria (all answers must be YES to properly execute G8D/PPS)
D0 : Prepare for the G8D Process 1. Symptom is clearly defined & understood
2. Customer has been identified (the one who receives the goods)
- Determine if an ERA is required. If so verify & validate
3. Performance gap exists and have been identified (D1/D2/D3)
- Review against G8D Application Criteria * 4. Root Cause is unknown
5. The complexity of the issue exceeds the ability of one single person to resolve it

Just Fix It !
Verify & Confirm Root
Is the Root
Cause
Cause YES
Known?

NO Root
NO Cause
verified?
D1 : Establish Team
D2 : Describe Problem, clearly defined & understood YES
D3 : Develop, Verify & Implement ICA
D4 : Define & Verify Root Cause & Escape Point
Develop, Verify & Implement ICA if necessary
DMAIC Process Otherwise, Just do PCA Fix & Verify Effectiveness of PCA fix

Is the root cause D : Define

from M : Measure
Common Cause Implement & Validate PCA fix
Special or Common A : Analyze Prevent Reocurrence
Variation/Complex ?
Variation/Complex I : Implement
C : Control
Special Cause Reach out to QE PS Area for support
Variation
D5 : Select & Verify PCA
D6 : Implement & Validate PCA
D7 : Prevent Recurrence
D8 : Recognize Team & Individual contributions

COMPLETE DOCUMENTATION & CLOSE JIRA TICKET WITH EVIDENCES OF ACTIONS & VIN&DATE BREAKPOINT IN HAIPHONG SHOPS &/OR GA PROCESS
 Synopsis of Problem Solving Strategies

Summary of the Identification of the Proper Problem Solving Tool for the type of identified root
cause
• Root Cause known/identified as coming from special cause = Just Fix It ! Use 8D problem solving process
• Root Cause unknown = Start with 8D problem solving process to identify root cause, keep 8D if special
cause
• Root Cause unknown coming from complex common cause variations and/or interactions = Move to DMAIC
Process

Always aim to :
• Scope out the problem
• Analyze root causes
• Immediately contain the issue !!!
• Fix and prevent problem recurrence
 Cost Timeline If Issue Is not Addressed In A Timely Manner

Always aim to :
• Scope out the problem
• Analyze root causes
• Immediately contain the issue !!!
Warranty Costs
• Fix and prevent problem
recurrence
Field Actions Field Actions

Stop Ship Costs Stop Ship Costs Stop Ship Costs

Sourcing Changes Sourcing Changes Sourcing Changes

AIM : JIRA / PPM JIRA / PPM JIRA / PPM JIRA / PPM

Immediate Response Action
100-200-… % Inspection 100-200-… % Inspection 100-200-… % Inspection 100-200-… % Inspection
To Issues + Process Control

As we take longer to act →

Not acting in a timely manner to address issues increases the costs to the company !!
High Level Overview of A 8D Problem-Solving Investigation Process

High Level Overview Of A 8D Problem-Solving Investigation Process

 What are the Eight Disciplines (8D)?
Definition of the Eight Disciplines(8D) by the ASQ – American Society for Quality

The eight disciplines (8D) model is a problem-solving approach typically employed by quality engineers & other professionals commonly
used by
• Automotive Industry
• Manufacturing
• Healthcare
• Finance
• Government

The purpose of the 8D methodology is to identify, correct and eliminate recurring problems making it useful in product and process
improvement.

The 8D problem solving model establishes a permanent corrective action based on statistical analysis of the problem and focuses on the
origin of the problem by determining its root causes.
How to Use the 8D Approach
D0: Plan - Plan for solving the problem and determine the prerequisites.
D1: Use a team - Select and establish a team of people with product/process knowledge.
D2: Define and describe the problem - Specify the problem in terms of who, what, where, when, why, how, and how many (5W2H)
D3: Develop interim containment plan; implement and verify interim actions - Define actions to isolate the problem from any customer.
D4: Determine and verify root causes and escape points - Identify all applicable causes that could explain why the problem occurred.
D5: Choose and verify permanent corrections - Quantitatively confirm that the selected correction will resolve the problem for the
customer.
D6: Implement and validate corrective actions - Define and implement the best corrective actions (CA).
D7:
8DTake preventive
Vision measures - Modify the systems, practices and procedures to prevent recurrence of this and all similar problems.
and Mission
D8:
• Congratulate your
The vision of 8D is team - Recognize
to implement the collective
a common, efforts
worldwide of the team. The
problem-solving team needs
process to be formally
for VINFAST thanked by the organization.
and its suppliers
• The mission of 8D is to provide a common process that defines and resolves problems effectively and prevents their reoccurrence
Key point Highlight in Problem
solving Procedure
 Role for each type of issue source

Roles At Plant Issue/Warranty Development & T&V Issues Under Development & T&V Issue not Under
EE/ADAS/EMOTOR EE/ADAS/E-MOTOR
Gatekeeper QE Central Development: EE/ADAS Component Lead (EE Program Module Integration Lead (Non-EE L0)
QE Shop L1)
T&V:
- EE Program Module Integration Lead (EE L0)
Problem solving Lead & QE Central - Component Level: EE/ADAS Component Lead - Component Level: Program Module Lead Engineer.
Tracking. QE Shop (EE L1) - Vehicle/System Level: Program Module Lead or
- Vehicle/System Level: EE/ADAS Component Program Module Integration Lead.
Lead or EE/ADAS System Lead.
Verifying/Validating QE Central Development: Development:
QE Shop - Component: EE/ADAS Component Lead (EE - Component Level: Program Module Lead Engineer
L1) or EE DVP or CT&V.
- Vehicle/System Level: EE/ADAS Component - Vehicle/System Level: Program Module Lead or
Lead or EE/ADAS System Lead or TQA. Program Module Integration Lead or AT&V
T&V: T&V:
- Component Level: EE DVP. - Component Level: CT&V
- Vehicle/System Level: TQA. - Vehicle/System: AT&V
Problem Solving Team QE, ME, SQE, EE L0, EE L1, VDD Program, VDD MDI, TQA, EE DVPAT&V, CT&V,
Member
Manager to Close the Issue QE Manager /Director Development: Development:
Plant Quality Director - Component Level: Component Manager - Component Level: Program Module Lead.
Shop Director - Vehicle/System Level: CE/Deputy CE - Vehicle/System Level: CE/Deputy CE.
T&V: T&V:
- Component Level: EE DVP - Component Level: CT&V
- Vehicle/System Level: TQA - Vehicle/System Level: AT&V

• Reduce the role in new procedure

• Team work spirit with importance role of Problem-solving leader
 All source of issue in Launching time
o All existing PSPLAW severity issues are in front of each Gateway that make sure the Root cause
indicated and ICA, it is also required to have a plan for Permanent Corrective Action.
o All existing PSPLAW severity issues should implement PCA to fix issues at root cause level or PCA
implemented in STC + 30 days along with an effective ICA which applied at SOP build phase or have
an approved plan for Retrofit/Upgrade SW before STC.
o All B severity issues are expected to have action like PSPLAW above but accepted maximum
deviation an effective ICA at STC and have the plan to indicate the root cause in STC + 30 days and
PCA implementation is in STC + 60 days.
o All C severity issues are expected to have action like PSPLAW but accepted maximum deviation to
have the plan for root cause indicated at STC and PCA is following STC + 60 days.

We need to work for problem solving to support for gate delivery, doesn’t care about timing
 Rule for issue after SOP
Required Timing (working days) for issue post SOP
JIRA IMS
(Stage)
Definition JIRA Role • The issue is detected at
PS/PL W A B C Development or T&V since SOP
Create ticket Create a new ticket in IMS-JIRA system Reporter 1 1 1 2 2
Gatekeeper PIC of Gatekeeper reviews and analysis before accepting the ticket to related to FRS should comply with
Verifying start the problem-solving process.
Gatekeeper 1 1 1 3 3
the following rules:
More
Information
The ticket should be returned to the reporter if the sufficient information
required.
Reporter 2 2 3 4 4 o PSLAW: ICA is a must for the
In case of not receiving sufficient information and the issue could not be PIC of current FRS, PCA is
Monitoring replicated in 7 days then the ticket should be changed to status of Verification 30 30 30 30 30 implemented for the next
“Monitoring” /Validation
Closed with PIC of FRS.
In monitoring, if the issue is not reoccurred then the issue should be
no further
closed and no further action required.
Verification NA NA NA NA NA o B: PCA is implemented on the
required /Validation
next 2 FRS.
- Since the ticket is validated and accepted by Gatekeeper then the o C: PCA is implemented on the
problem-solving lead should work with the team members to next 3 FRS.
implement the actions ERA or ICA. ICA is to solve the issue
symptom but root cause level. The impacted department should
provide evidence of symptoms and initial investigation. ME & QC
should validate the action to make sure that it will be implemented Problem
ERA/ (ICA) in the correct way. For the Warranty or VOC issue that ICA should Solving 2* 2* 2* 5* 5*
be implemented after the claim is identified. Lead
- According to the issue severity that it is considered to have field
action campaign.
- By opening the VPAC committee based on VPAC committee’s
decision, and it is independently to Problem solving System.

- The problem-solving lead should drive the team to find out the root
cause and radical/long-term improvement. In the meantime, indicating
the PIC of Issue Owner.
- PIC of Issue Owner should take responsibility to implement the
Root cause improvement actions.
Problem
and Permanent - Problem solving team members are required to participate and
Solving 45* 45* 45* 60* 60*
Corrective contribute according to their respective functions and responsibilities
Lead
Action (PCA) and will be identified as responsible based on the cause and action for
radical/long-term improvement.
- The problem-solving lead and the entire team are responsible for
promoting progress and are jointly responsible for the results of the
team's activities.

• ERA/ICA need to define and implement in 2 days for SLAW and 5 days for B,C severity.
• PCA need ready in 45 days for SLAW and 60 days for B,C.
• Special rule apply for issue relate to FRS.
 Key point in Problem solving

1. Interim Containment Action (ICA): is a temporary action to isolate the problem from any customer. Once the Root
cause is found, proven and eliminated, the containment can be removed. An ICA works against the problem
symptoms, not against the root cause. The affected department should provide evidence of the symptoms and initiate
a preliminary investigation of the issue. The QC, QE & ME team needs to verify & make sure the actions are in place.
The utilization of the 8D (8 Disciplines)/PPS (Practical Problem Solving) can be used as a methodology.

1. Root cause: is the identified as the most-likely root cause that fully explains the problem description and can be
verified by making the problem come and go.
Systemic Cause: A problem has a visible and a less visible, or hidden part that can be divided into three layers:
• Root Cause: primary cause identified in the root cause analysis step of the problem-solving process.
• Escape Point: the non-detection gap which allows the root cause to occur.
• Systemic Root Cause: systemic cause from inappropriate controls in the system such as policies, standards and
procedures which allow the escape point to occur.

For PSPLW issues under VPAC (Recall, Field Action), Hold/Stop shipment, Program gate quality blockers (from LS
phase), the systemic root cause analysis and related preventive action are mandatory.

• Most importance in problem solving process of 8D which is clear Problem statement/ Issue Description
• All need to understand clearly definition of ICA, RC and PCA
• Systemic root cause is mandatory for recall or field action or HS or gate blockers
 Escalation & Timing Extension Process
II.4.1. Due extension
At plant and warranty issue:
• For PCA development lead-time expected to go over the defined at II.2 section, the function owner is
responsible for submitting the request for additional time to Plant Quality Director (As per DOA).
• For exceptional cases in which tickets cannot be closed within the lead time defined at II.2 section, the
function owner is responsible for submitting the request to the Plant Quality Director and Plant Director
(As per DOA).
Development and T&V issue type:
• The PIC of Issue Owner or Function Owner Group is responsible for submitting the request to Program
CE and Vehicle Development Deputy CEO (EE CE and EE DCEO for EE issues) for additional timing
required (Due extension requests) for approval (As per DOA). Note: In the case of the PIC of Issue
Owner/Function Owner group are ESPs: VF Engineering Non-EE/EE are responsible for submitting the
request.
II.4.2. Permanent Deviation: Apply for Issue at Plant & Warranty/VOC and Development/T&V issue
(detail in procedure)

• Don’t recommend to apply deviation, let target to meet with regulation requirement.
• Escalate for case needed to demonstrate issue owner is managing and on top of problem.
 Severity definition

Issue Severity
Definition
Rank

PS Potential safety issue. A potential reduction or loss in performance of vehicle function that can or will cause death, injury or loss of vehicle control

PL A potential Legal and/or Regulatory non-compliance

W Walk Home Failures defined as engine stall while stationary or complete loss of motive power while stationary, without recovery

A Reduction or loss in performance of vehicle function that would drive customer to dealer immediately

B Reduction or loss in performance of vehicle function that would drive customer to dealer at next available opportunity.

C Reduction or loss in performance of vehicle function that customer may communicate to dealer at next scheduled service.

• Above is general guideline from customer perspective.

• Strong recommend to use failure mode severity which already define in D/P FMEA.
• Consult with Engineering/Designer or go to CFT to get alignment if needed.
 Status of JIRA ticket
STATUS OF PROBLEM SOLVING AND DEFINITON

States_Condition​

Problem Solving Overall Status in System​ ICA implemented ​ ICA Verified ​ Root Cause Verified ​ PCA Developed PCA-Ready ​ PCA Verified ​ Approver ​

Gatekeeper Verification NA​ NA​ NA​ NA​ NA​ NA​ NA​

More Information NA​ NA​ NA​ NA​ NA​ NA​ NA​

Open​ N​ N​ NA​ NA​ N​ N​ NA​

Interim Containment Action Y​ NA​ N​ N​ N​ N​ NA​

Interim Containment Action Y​ NA​ Y​ N​ N​ N​ NA​

Permanent Corrective Action NA​ NA​ Y​ Y​ NA​ NA​ NA​

Permanent Corrective Action ​Ready (PCA-Ready) NA​ NA​ Y Y Y​ NA​ NA​

Submit To Close (Waiting Close by

NA​ NA​ Y​ NA​ Y​ Y​ NA​
Manager/Director)​

Closed NA​ NA​ Y​ NA​ Y​ Y​ Y​

Legend​:
ICA implemented: Implement containment in the production line in place with breakpoint.
ICA verified: The implemented ICA verified it effectively.
​PCA-Ready: Long-term resolution developed based on the root cause analysis with plan for implementation.
PCA Verified: The implemented PCA verified it effectively
Y: Yes / N: No / NA: Not Applicable​

• Reduce status, alignment with 8D concept

 General assignment for 2 Functions in Engineering

Module Group VF Engineering Non-EE VF Engineering EE Remarks

HW Group 1 YES NO

HW Group 2 NO YES

SW Group 1 - Attribute Calibration YES NO VCU calibration for thermal system, EPA/WLTP
IDB, EPS attribute performance.

SW Group 1 - Functions NO YES VCU charging, driving logic with CAN DBC.
IDB, EPS logic functions with ADAS with CAN DBC.

SW Group 2 NO YES

Specification Group 1 YES NO

Specification Group 2 NO YES

• Group 1: BIW, Chassis, Door Closure, Exterior, Interior, Powertrain, Battery Pack, Seat and Restraints. Typically line
within VDD Divion – VF Engineering Non-EE.
• Group 2: ADAS, Electric and Electronics, Emotor. Typically line within EE Division - VF Engineering EE.
 Rule open issue for Plant/Warranty
QE Central & ME GA shop will manage to open tickets on the IMS-JIRA based on the grouping and
prioritization defined by Binnig system occurred at all sources (Warranty, VOC, at plant) from SOP program
build phase. ME GA shop is just indicated to raise tickets for issues occurred at plant which are initially
binned to manufacturing cause (the biggest contribution is manufacturing cause). After the real cause is
indicated that either it belongs to Supplier Quality or Engineering then QE Central will take over it through a
handshake process completion. In case the root cause comes from Manufacturing that required ME GA shop
to take the lead for whole problem solving. The open timing required is not applicable as per table II.2.2 due
to the Binning App report is dynamic one.
The criteria to raise tickets for the top issues defined by Binning App System apply to module group level as
follows:
o The top 20 issues occurred in the last 4 MOP by module group defined by Binning System.
o For severity PS, PL, W, A occurred in last 4 MOP: required to open IMS-JIRA ticket.
o For severity B & C with high occurrence in the last 4 MOP.
o Single case occurrences are optional.
During the launch program from PTO to SOP when the issue occurs in the plant, the issue can be captured
by manufacturing team, QE GA Shop or QC/QA team from the GA shop.
In case of grouped issue bin already linked to closed IMS-JIRA ticket and there is still recurrence after PCA
date, a new ticket is to be raised to re-initiate the problem-solving procees

Running as CIT process/concept

 Continuous Improvement Team (CIT)

- Champions: Sponsor and Remove road blocks impeding progress, support team's decisions and attend
meetings as required. Champions are accountable for quality improvement objectives for their assigned function
and ensure that objectives and tasks are being accomplished
- Team leader: Leading on all operation and performance of that team.
- QE member: Lead the team in finding, containing, fixing and preventing recurrence of these concerns. Close
concerns based on internal and external data for the above mentioned concerns.
- MFG: Lead the team in finding, containing, fixing and preventing recurrence of the Plant controllable and process
related concerns. Close concerns based on internal and external data for the above mentioned concerns.
- SQ: Lead the team in addressing, closing and preventing recurrence of supplier manufacturing quality issues for
based on internal and external data.
- Engineering: Lead the team in addressing, closing and preventing recurrence of product engineering issue based
on internal and external data.

• CIT team was established from Nov, 2024 and running quite good
Thank you