GKN St. Louis Guide to Corrective Action
Response Development
GKN Supplier Quality Engineer
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1.
Complete Supplier Company
Name, Supplier Address, and
Supplier Vendor Code (GKN
internal code)
2.
Complete GKN Supplier Quality
Engineer, Phone Number, e-mail
Address, and FAX Number
3.
Complete Supplier Contact
Telephone Number, FAX Number,
and e-mail Address
4.
Complete CAR No. and CAR
Revision Letter
5.
Complete GKN Buyer, Phone
Number, and e-mail address
6.
Non-Conformance Description: A
detailed description of the
nonconformance. Do not refer to
other documents in this section.
Provide complete information,
including part number and quantity
affected.
7.
Issue Date: The date the GKN SQE
issued the CAR to the supplier. This
date will drive the response dates for
the following sections.
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Supplier
8.
This form was completed by: Enter the name
of the individual responsible for completing the
form and submitting it to GKN.
9.
Containment Action Taken Pending
Corrective Action Implementation: Describe
the actions taken to stop or contain the
nonconformance; purge actions, stop shipments,
re-inspection of stock, etc.
Who is responsible for completion of the
actions: Provide names and titles of the
person(s) responsible for the containment
actions.
What are the timelines for the actions,
including completion: Provide milestone dates
for the containments. If multiple tasks are
required, list them individually, not just the final
completion date of all the actions.
10.
Immediate Action Taken to Correct the
Specific Nonconformance: Provide information
on what is being done to correct the specific nonconformance; revising programming, providing
additional training, creating visual aids, etc.
Who is responsible for the completion of the
actions: Provide names and titles of the
person(s) responsible for correcting the
nonconformance.
What are the timelines for the actions,
including completion date: Provide milestone
dates for correcting the specific nonconformance.
If multiple tasks are required, list them
individually, not just the final completion date of
all the actions.
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Information up to this point must be returned to
the GKN SQE within 3 Business Days of Issue
Date.
Supplier
11. Root Cause of the
Nonconformance: In this section a
5-Why analysis will be implemented,
in order to determine the true root
cause of the nonconformance.
12. Basic Cause: 1-Why: Provide the
most basic cause of the action,
without restating the
nonconformance statement (Answer
“Why is this part nonconforming?”)
13. 2 – 5 Why: Once the answer to Why
1 has been determined, ask “Why?”
again to that answer. Continue this
process until all 5 Whys are
completed. By asking “Why?” 5
times, you can dig into a problem
deeply enough to understand the
ultimate root cause.
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14. Root Cause Statement: Enter the
root cause of the problem
determined through the 5-Why
analysis. This is not a restatement of
the 5th Why.
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This section must be completed
and returned to GKN SQE within
14 days of Issue Date (or return of
part).
Supplier
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15. Permanent Action Taken to Prevent
Recurrence: Provide information on actions
are being taken to prevent the identified root
cause from recurring.
Active / Passive Mistake Proof: Check
which box applies to the actions being taken.
An Active Mistake Proof would be a physical
device or work element that prevents
recurrence of a mistake. Active mistake
proofing disables the mistake from being
made again. A Passive Mistake Proof would
be an advisory or cautionary intervention on
how to perform an action but lacks the
physical device or element used in an active
mistake proofing. MISTAKE CAN STILL
OCCUR.
Who is responsible for completion of the actions: Provide the names and titles of the person(s) responsible for
preventing recurrence.
What are the timelines for the actions, including completion dates: Identify the milestone dates correcting the root
cause. If multiple tasks are required, list them individually, not just the final completion date of all the actions.
16. Corrective Action Verification Plan: Provide a plan to verify the effectiveness of corrective actions. Detail the verification
actions that will be undertaken to ensure what was proposed was completed, and it was effective in curing the
nonconformance. These verifications must be proven . Statements such as “all actions complete” is not sufficient proof of
effective verification.
Who is responsible for the completion of the actions: Provide the names and titles of the person(s) responsible for
verifying the specific nonconformance has been corrected.
What are the timelines for the actions, including completion: Identify the milestone dates for verification actions. If
multiple tasks are required, list them individually, not just the final completion date of all the actions.
17. Actions taken to Identify and Correct Other Products / Processes Similarly Effected: List the similar issues you have
examined to find out if there are other process that may be affected.
This section must be completed and returned to GKN SQE within 14 days of Issue Date (or return of part).
Root Cause and Corrective Action
Four basic parts of process
1.Identify and Describe the problem (Plan)
2.Investigate/determine key causes/Select solution (Organize)
3.Verify Implementation (Implement)
4.Monitor and re-validate (Monitor)
Remember…at each step, you need to identify who is
responsible for the action and the timeline of when is the actions
are to be completed.
Define the Problem
Problems can be ‘systemic’ or ‘isolated’ in occurrence
Systemic Problems
Can be attributed to process design or product design
Will continue to occur at the same or varying degree of
severity if not corrected
Isolated Problems
Caused by problems with compliance, standards, or
efficiency
Un-natural occurrence to a process or system
Problem statement should contain information on what limits are
acceptable and how the limits were exceeded.
It should be specific to one issue. If more than one problem is
identified, each should be addressed individually to ensure an
accurate solution is reached.
Investigate the Problem
Collect Data
Investigate all areas of product flow; don’t overlook 2nd tier
suppliers
Check internal nonconformance databases for similar
anomalies – if any are found review the countermeasures
implemented and determine why they didn’t work
Review personnel training records to determine if this is a
contributing factor
Review tooling to verify correct configuration and revision
level
Talk to people linked to process; recreate situation where
problem occurred
Determine Root Cause by performing 5 Why Analysis
Root Cause Determination
Root Cause is the basic reason for an anomaly which, when
eliminated, will prevent the problem from recurring.
Avoid general classifications like operator error or equipment
failure
Should be specific enough to generate specific corrective and
preventive actions
There are three methods used to determine Root Cause
5 Why
Chain Method
Fish bone or Multiple Cause Analysis
Determining Root Cause will result in a robust countermeasure and
corrective action that will prevent a recurrence
Example of 5-Why Root Cause Investigation
Problem:
Why?
Machine failed to operate when switch turned on
Why did the machine fail? The motor burned out
Why?
Why did the motor burn out? The shaft seized
Why?
Why did the shaft seize? There was no lubrication
Why?
Why was there no lubrication? The filter was clogged
Why?
Root Cause:
Why was the filter clogged? Wrong filter was installed
by maintenance
Wrong filter installed
Temporary CM:
Motor replaced and correct filter installed; effective 3/3/03
Permanent CM:
All filters color coded by size; color indicator on filter opening to mistake proof process; effective 4/3/03
Implementation
Identify possible solutions to Root Cause
Brainstorm possible solutions
Consider both short and long term solutions
Consider time required to implement
Develop an action plan
Determine what information will be monitored and what criteria
will be considered acceptable
Verification
Determine if Corrective Action was successful
Review monitoring data and determine if it met success criteria
Talk to those involved to see if improvement has been noticed
Standardize the Solution
Conduct training on process change
Remove barriers to make new method efficient
Remove all possibilities of reverting to old method