3
S
Problem Definition
Champions Own This
PROCESS STEP ACTION / 8-D Step DOCUMENTATION
Understand Business Understand Gap ($) •MOS Metrics
Performance Gap •BSR Actions
•Management’s Responsibility Define
•Quantify Costs
Problem – D1, D2
Define Business Problem •Top 5 Pareto
•Scrap, Warranty, Customer Containment / Screening – D3 •Problem Definition Tree
Satisfaction, Throughput…
Assign •Project Definition Tree
Create Problem Solver’s Project Problem
•Top 5 Pareto
Measure Event or Characteristic Define “Effect” •Isoplot
•What the Customer cares about or Output – D4 •Measurement System Analysis
Develop & Execute Strategy to Understand the Physics & Geometry •Process Flow Diagram
Reduce Possible Variables •Strategy Diagram
Understand the Families Of Variation •Function Model
•Find Contrasts With Leverage
•Elimination Techniques Use Elimination Splits Until •Solution Tree
1 Variable, 2 to 4 Variables, •Elimination Tools
Test Suspect Variables
or 3 or More Variables •B vs. C
•Shainin Techniques
Remain •Full Factorial
•Six Sigma DOE
•Variable Search & DOE
Confirm Root Cause Confirm Main
•Turn Problem On & Off Root Cause – D5, D6 •B vs. C
•Run Chart
Leverage Results Optimize Process – D7
•DOE
•Process & System Upgrade Systems
•Tolerance Parallelogram
Improvements Share Lessons Learned •FMEA Updates,
•Knowledge Capture
•Project Report
Pareto Principle
Pareto Effect
80% of the data is contained in 20% of the categories
FOCUS EFFORTS ON THE TOP 20%
OF THE CATAGORIES
80 / 20 Principle
Life is made up of unequal distributions
THE SPLIT IS GENERALLY 80% TO 20%
80% of your resources are used up by 20% of your
problems
80% of your profit comes from 20% of your products
80% of your results come from 20% of your
employees
80% of your investment return is created by 20% of
your investments
80% of your personal happiness comes from 20% of
your activities
80 / 20 Principle
YOU CAN INCREASE EFFECTIVENESS BY
APPLYING THE 80 / 20 PRINCIPLE
Where should your focus be?
What should your actions be?
Where should your resources be assigned?
Where should your money be?
Problem Definition
CHAMPIONS OWN THIS TASK!
SELECT PROBLEMS FROM THE TOP 5 PARETO
If there is no pareto, can the data be looked at
in a different manner?
Are your categories too specific?
Are you looking at varying degrees of the
same event?
Why Select the Top 5 from a Pareto?
Pareto Principle
80% of the data is contained in 20% of the categories
THE TOP 5 WILL NOT CHANGE!
Rank Order
No Pareto effect
THE TOP 5 WILL CHANGE CONTINUOUSLY!
Why Select the Top 5 from a Pareto?
Rank Order
Contusions
Abrasion
Sprains
Strains
Breaks
Cuts
Other 7
Site Injuries
Teams assigned to each injury type were
ineffective for a year!
Why did they fail?
No Pareto!
Why Select the Top 5 from a Pareto?
Think in terms of Physics
Increasing Force to Cause Injury
You do not separate problems
You have varying degrees of the
same problem!
Why Select the Top 5 from a Pareto?
Pareto
Proper Safety
Equipment
Improper
Practice
Lack of
Oil on
Floor
Other 13 Causes
Root Cause of Injury
A pareto is now present
A “concentration diagram” was created to
show injuries by location
Concentration Diagram
Injuries Across Site
Site Layout
Lack of Oil on
Improper Proper Safety
Practice Floor
Equipment
Why Select the Top 5 from a Pareto?
Pareto
Proper Safety
Equipment
Improper
Practice
Lack of
Oil on
Floor
Other 13 Causes
Root Cause of Injury
80% of the injuries came from 20% of the
departments (Pareto effect)
Teams were reformed to address the three top root
causes
Teams focused their efforts and resources on the
worst locations
The injury rate decreased significantly
A problem
well defined
is a
problem
half solved
Project Report - Standard Format
Supporting Documentation / Objective
Evidence
• Problem Definition or Scope Tree
• Project Definition Tree
• Solution Tree (Variable Measurements)
• Other Supporting Documentation
What is a Problem Definition Tree?
Starts with Business Strategy (macro)
Is used for reactive problem solving where a main
root cause is present and active
Ends with a Project Definition Statement (micro)
for the Problem Solver
“Find & eliminate the main cause of …”
Makes elimination splits
The Champion owns the “content”
•Problem selection
•Savings
What is a Scope Tree?
Starts with Business Strategy (macro)
Is used for proactive problem solving where the
main root cause is NOT active
Ends with a Project Definition Statement (micro)
for the Problem Solver
“Find & eliminate the main cause of …”
Makes elimination splits
The Champion owns the “content”
•Problem selection
•Savings
Problem Definition Tree – Valve Example
Meet Performance Metrics Rationale:
Business Strategy
Machining Busines Other Businesses
Business Affected
Plant A Other plants
Plant Affected
Internal Customer Supplier Concern Location
Process Capability Scrap Throughput Concern Type
Valve Other products Product Affected
Feature Event Problem Manifestation
Diameter Other Dimensions Problem Type
•Scrap rate is 10%
•Costs incurred from
•Sorting
•Overtime
•Scrap
•Premium Freight
Project Statement: Find and eliminate the main cause of lack of process capability for valve diameter and
save $XXXX per year.
Problem Definition Tree - Recommended Format
Rationale:
Macro Start with a
Business Strategy
Define rationale for every
Elimination Split
Add sub-bullets
as appropriate
Micro End with a
Project Statement: Find and eliminate the main cause of ……
Project Statement
and save $XXXX per year. For the Problem Solver
Put Pareto Split Percentages in boxes when possible
Align box remaining from each split to the left
The Project Statement is to be inserted into Step D2 of the 8-D
CREATE TREES, NOT BUSHES!
Remember the Pareto Principle!
Problem Definition Tree - Rationale Examples
Examples of some Rationale Splits that MAY be used
Business Strategy – Meet Metrics, Reduce Campaign Cost,
Meet Launch Timing, etc.
Business Affected – CVS, LVS, Aftermarket, etc.
Problem Type – Scrap, Throughput, Customer Concern, Warranty, etc.
Concern Type – Internal, Customer, Supplier, etc.
Plant Affected – Site Location
Program Affected – Name of Program
Product Affected – Name of Product
Problem Manifestation – Feature or Event
Feature = Repeatable ie. Dimension, Visual Characteristic
Event = Occurs one Time ie. Noise, fracture, etc.
Problem Detection Point – Customer, In-house sort, In-Line Test, etc.
Problem Type – Fracture, Feature Out of Specification, etc.
Part Schematic
Sheffield – CDW-132 Front Stabilizer Bar Fatigue Life
Flattened Bar – Front View
FLAT
BARS GENERALLY FATIGUE FRACTURE
IN FLATTENED AREAS
Flattened Bar – Side View
Rear Front
Vehicle Attachment Hole
BULGE – Created by cold pressing
flats into round bar
(Uncontrolled Dimension)
AREA OF HIGHEST STRESS
Flattened Bar – Cut-away View
Problem Definition Tree
Sheffield – CDW-132 Stabilizer Bar - Low Fatigue Life
Rationale:
Meet Performance Metrics Business Strategy
Light Vehicle Commercial Vehicle Business Sector Affected
Suspensions Other Products Business Unit Affected
Redditch, UK Other plants Plant Affected
Customer & Internal Supplier Concern Type
Stabilizer Bar Other Products Product Affected
Ford CDW-132 Other Types Customer Platform Affected
Front Rear Sedan Rear Wagon Vehicle Location Affected
Problem Type
Ultimate Fatigue Other •Customer desired ES spec fatigue
Life Testing Problems Gmin value is 55,000 cycles
at +/- 40mm stroke, 2Hz
•Meritor test rig is most severe
Event Feature Problem Manifestation
Project Statement: Find and eliminate the main cause(s) of low ultimate fatigue life test results for the
Ford CDW-132 front stabilizer bar. The cost of losing the business has been determined to be
$6,000,000 USD.