ASSA ABLOY 8D Problem Solving Methodology and Discipline Guidelines

ASSA ABLOY Corporate Identity and Problem-Solving Guidelines

• ASSA ABLOY is the global leader in door opening solutions, prioritizing the satisfaction of end-user needs for security, safety, and convenience.

• The official guidelines for "Problem Solving and $8D$ Discipline" (Revision $0$) were developed by Marcello Aiolfi, Quality Director EMEA, and Juko Ryynanen, Quality Engineer at Abloy.

• Core Values and Slogans:     - "Safety first."     - "Automatically green."     - "$100$" (referring to quality/commitment targets).     - "The global leader in door opening solutions."

Conceptualizing the Problem

• Definition: A problem is formally defined as a deviation from a defined target.

• Target Sources: Targets may be defined by the customer or mutually agreed upon between parties.

• Lifecycle and Timing:     - Problems represent a gap between "Target" performance and "Actual" performance.     - They may not be present at the start of the product development lifecycle but can occur at any subsequent phase.     - Occurrence Patterns:         - Suddenly: A sharp, immediate drop in performance over time.         - Gradually: A slow, incremental decline in performance over time.

Strategic Methodology: When and Why to Use Problem Solving

• Criteria for Implementation:     - The causes of the problem, issue, or situation are unknown.     - There are significant risks of negative consequences.     - The complexity of the issue requires the collaborative effort of more people (a team).

• Strong Points of the Methodology:     - It is a simple and effective methodology.     - It aims to eliminate root causes to avoid recurrence in the future.     - It optimizes time by providing quick solutions for similar cases.

Correct Attitude Toward Problem Resolution: The Three Pillars

• General Rule: "Do not talk with your imagination."

• Genba (The Real Place), Genbutsu (The Real Parts), Genjitsu (The Real Data):     - Attitude: "Use your legs and your eyes!" Jump out of the "box" (offices and preconceived ideas). Perform interviews with the actors involved in the problem.     - Benefit: There is no place for imagination; the focus is on observing, understanding, and analyzing.

• Comparative Analysis (OK vs. NOK):     - Attitude: Compare "Good" versus "Bad" parts or situations. Compare current state versus standard documentation (drawings, technical specifications, etc.).     - Benefit: Allows for the detection of differences and deviations from the standard to identify relevant factors.

• Evidence-Based Communication:     - Attitude: Speak only with facts and data. Ask for evidence and forbid the use of speculative language such as "I think," "Maybe," or "Perhaps."     - Benefit: Increases precision, makes the team more convinced and convincing, and saves time by avoiding losses.

Evolution and Principles of the $8D$ Methodology

• Background and History:     - Born in the military field.     - Included in the Automotive manual by the Ford Motor Company in $1987$ as a valid problem-solving tool.     - Developed in accordance with the PDCA (Plan, Do, Check, Act) method, also known as the Deming Model.

• Overview:     - Eight Disciplines ($8Ds$) is a method used to resolve problems, typically employed by engineers or professionals.     - It focuses on product and process improvement to identify, correct, and eliminate recurring problems.     - It establishes permanent corrective action based on statistical analysis and determining original root causes.

• Core Purposes:     - Eliminate problems in products/processes and prevent recurrence.     - Improve effectiveness and efficiency in problem-solving.     - Create and expand a database of past failures and lessons learned.     - rapid processing of internal and external complaints.     - Documenting the process systematically and involving relevant stakeholders.

Implementation Criteria and Timeline

• Applicability: Applicable to customer claims, internal non-conformities, and supplier non-conformities.

• Specific Triggers for $8D$:     - Issues related to Safety-related characteristics.     - Issues related to "Critical to Quality" characteristics.     - Functional impact on the customer (installation, usage, or handover issues).     - Unsolved repetitive issues (defined as occurring more than $3$ times in $3$ months).     - Production stop events.

• Response Timeline (from Claim/Non-conformance date):     - Within $2$ working days: Steps $D1$ and $D2$ completed as far as possible; containment actions ($D3$) reported.     - Within $7$ days: $8D$ report completed with root cause analysis ($D4$).     - Within $14$ days: Corrective action plan ($D5$) reported; definitions for $D6$ and $D7$ established.     - Within $60$ days: Entire $8D$ report must be verified and completed.

D1: Team Constitution

• Team Formation: Form a small group of $3-5$ people with the correct knowledge of the project or process.

• Structure: The team must have a defined coordinator and maintain authority and responsibilities.

• Team Leader Responsibilities:     - Responsible for the team's work.     - Acts as the primary speaker/leader.     - Schedules and guides meetings based on the agenda.     - Updates $8D$ documentation after meetings.

• Team Member Responsibilities:     - Investigate the problem.     - Find the root cause and perform analysis.     - Track actions and improvements.     - Share and verify the implementation of Corrective Actions.

D2: Describe the Problem and $5W2H$

• Principles of the Problem Statement: It must state the effect, be measurable, and must not imply a solution.

• $5W2H$ Quantitative Description:     - Who: Who is affected by the problem?     - What: What type of problem is it? What was wrong with the feature? What caused the failure?     - Why: Why is it a problem for the customer? Why did the part fail or not meet expectations?     - Where: Where on the product is the defect? Where was the product physically located when found?     - When: Day, time, or shift of detection? How often since detection? Is there a time pattern (e.g., every Wednesday)?     - How: How did the problem occur?     - How Many: What is the failure rate? How big is the defect? How many defects per unit? What is the trend (increasing/decreasing)?

• Data Gathering: Gather facts, figures, and objective data (drawings, logs, flow charts, pictures, and physical samples).

D3: Containment Actions

• Primary Purpose: Isolate the issue and protect the customer from receiving defective parts.

• Key Actions:     - Secure the customer, employees, and internal processes.     - Implement actions to stop occurrences immediately; maintain these until definitive corrective actions are in place.     - Block all parts and stock (in-house, in-transit, or at the customer).     - Sort all blocked parts to remove the "bad" ones.

• Verification: Containment must be verified early to ensure the customer receives fully compliant products immediately after reporting.

D4: Root Cause Analysis (RCA)

• Goal: Address causes rather than symptoms to prevent recurrence entirely.

• Identification Categories:     - Root Cause for Occurrence: Why did the deviation happen in the process? (e.g., Tooling worn, physical/chemical properties of material).     - Root Cause for Non-detection: Why did the system leave the deviation undetected? (e.g., Dimension not on SPC chart, tester incapable, characteristic not in inspection plan).     - System Root Cause: What failed in quality planning? (e.g., Risks not assessed, unclear work instructions, faulty core tool implementation).

• Common Mistakes:     - Treating immediate causes (operator error, lack of training, failed procedures) as root causes.     - Working on symptoms instead of the real problem.     - Failing to include the right people in analysis.

D4 Continued: RCA Problem-Solving Tools

• Brainstorming:     - History: Developed by Alex Faickney Osborn in $1957$.     - Methodology: Group creativity technique. Assign a moderator, set a time limit, encourage "crazy" ideas, and include an outsider to avoid "group thinking."

• The $5$ Whys:     - History: Born at Toyota in the $1930s$; established via the Toyota Production System (TPS) in the $1970s$.     - Methodology: Ask "Why" repeatedly (usually $5$ times) to peel away symptoms.     - Example: Vehicle won't start \rightarrow Battery dead \rightarrow Alternator not functioning \rightarrow Belt broken \rightarrow Belt beyond service life \rightarrow Not maintained according to schedule (Root Cause).

• Ishikawa (Fishbone) Diagram:     - Purpose: Identify potential causes based on the "$6M$" model:         - $M1$ - Method: Cycle, layout, ergonomics.         - $M2$ - Man: Training, communication, human ability.         - $M3$ - Machines: Capabilities, Poka Yoke, software.         - $M4$ - Material: Components or raw materials.         - $M5$ - Measure: Measurement tools.         - $M6$ - Mother Nature: Environment, temperature, humidity.

D5 & D6: Define, Set-up, and Verify Corrective Actions

• D5 - Define: Draw up a plan specifying responsibility, timing, support activities, and verification methods. Shared with all interested parties.

• D6 - Verify Efficacy:     - Use controls such as Audits to verify the cause is eliminated.     - Scope of Verification: Similar processes, products, areas, other sites, and other customers.     - removal of containment actions (ICA) only occurs after corrective action (PCA) effectiveness is proven.

D7: Prevent Recurrence and Standardization

• Goal: Modify management systems, operation systems, and practices to prevent similar problems.

• Tools for Prevention:     - DFMEA (Design Failure Mode and Effects Analysis).     - PFMEA (Process Failure Mode and Effects Analysis).     - Quality Control Plans.     - PPAP/ISIR (Production Part Approval Process).     - Work Instructions and Training.     - Poka-Yoke (Mistake-proofing).     - Maintenance and Packaging Specifications.

• Deployment: Transfer "Lessons Learned" to other comparable products, divisions, or production sites.

D8: Lessons Learned, Communication, and Congratulation

• Standardization: Make the experience available to future users.

• Evaluation: Evaluate the team process and share lessons learned.

• Approval: The Champion or Sponsor must review and approve the final $8D$ report.

• Recognition: Recognize the results achieved by the team and notify the customer of the final conclusion.