Corrective Action
Problem Solving
Carol Kurtz
CJ Kurtz & Associates LLC
CJ Kurtz & Associates LLC
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Trainer: Carol Kurtz
American Society for Quality (ASQ)

Certified Quality Engineer
 Certified Quality Auditor
 Certified Quality Manager
 Certified Mechanical Inspector
20+ years of Quality & Manufacturing
Experience
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Course Objectives
Understand 8D Corrective Action &
Problem Process
 Identify and Use Tools for Each 8D
Process Step
 Understand Vocabulary & Principles
 Compare to Other Fact Based Problem
Solving Methods

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Corrective Action
Action to eliminate the cause of a
detected nonconformity.
 Action to protect the customer from
receiving or using nonconforming
product.
 Corrective action is taken to prevent
recurrence.

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Problem Solving
Problem Solving: Typically involves a
methodology of clarifying the description
of the problem, analyzing causes,
identifying alternatives, assessing each
alternative, choosing one, implementing
it, and evaluating whether the problem
was solved or not.
 8D, PDCA, DMAIC (du-may-ic)

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Corrective Action Origins
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The origins of the 8-D
system actually goes back
many years.
The US Government first
‘standardized’ the system in
Mil-Std-1520 “Corrective
Action and Disposition
System for Nonconforming
Material”
Mil-Std-1520 - First
released: 1974
Last Revision was C of 1986
Cancelled in 1995
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What is 8D?
8D means Eight Disciplines
 It is a methodology used for solving
problems
 8D also refers to the form that is used to
document the problem and resolution

Also called 8-D Report
 Corrective Action Report
 EW8D Report – East-West-8D

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Why 8D?

8D is a structured approach to solving
problems
 Fact Based
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Tests progress and results
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Data Collection & Analysis
Verify & Validate
Documented
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History – An information database
Anticipate future problems
Prevent recurrence
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8D Corrective Action
D4:
D0: Recognize the
Problem
Identify Potential
Causes
D5: Choose &
Verify Corrective
Actions
D1: Establish the
Team
Select Likely
Causes
D6: Implement &
Validate
Corrective Actions
Root Cause?
D7: Prevent
Recurrence
D2: Describe the
Problem
No
Yes
D3: Determine and
Implement
Containment
Actions
Identify Possible
Corrective Actions
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D8: Congratulate
the Team
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Six Sigma DMAIC
D1: Team Approach
Define
D0: Recognize Problem
D2: Describe Problem
D3: Containment
Measure
Analyze
D4: Define & Verify Root Causes
Improve
D5: Select & Validate Corrective Actions
D6: Implement Corrective Actions
Control
D7: Prevent Recurrence
D8: Congratulate Team
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Plan Do Check Act - PDCA
D1: Team Approach
Plan:
D0: Recognize Problem
D2: Describe Problem
D3: Containment
Identify the Problem
Analyze The Problem
Do:
Develop Solutions
Implement Solutions
Check:
Evaluate Results
Achieve Desired Results?
Act:
Standardize Solution
D4: Define & Verify Root Causes
D5: Select & Validate Corrective Actions
D6: Implement Corrective Actions
D7: Prevent Recurrence
D8: Congratulate Team
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Some Vocabulary

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Problem
Symptom
Concern
Root Problem
Failure Mode
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Effect
Cause
Special Cause
Common Cause
Root Cause
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Verification & Validation
Verification and Validation are often not
well understood. Verification and Validation
work together as a sort of ‘before’
(Verification) and ‘after’ (Validation) proof.
provides ‘insurance’ at a point in
time that the action will do what it is intended
to do without causing another problem.
Predictive.
Validation provides measurable ‘evidence’
over time that the action worked properly.
Verification
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Verification & Validation
Step
D3
Process
Verification
Validation
Purpose
That the containment action will stop the symptom from
reaching the customer.
That the containment action has satisfactorily stopped
the symptom from reaching the customer according to
the same indicator that made it apparent.
D4
Verification
That the real Root Cause is identified.
D5
Verification
That the corrective action will eliminate the problem.
D6
Validation
That the corrective action has eliminated the problem
according to the same indicator that made it apparent.
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Structure of a Problem
Determining the structure of a problem
assists in the selection of the correct
tools to use.
 It may give clues to the nature of the root
causes.
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Structure of a Problem
Gradual change, deteriorating performance over time:
Established
Performance
Time
Sudden change, catastrophic change from standard:
Established
Performance
Time
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Structure of a Problem
(continued)
Start-up, gap between expected and actual performance:
Expected
Performance
Time
Actual
Performance
Recurring change, comes and goes with unknown causes:
Established
Performance
Time
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Structure of a Problem
(continued)
Positive change:
Established
Performance
Time
Sometimes we experience positive changes
that need to be investigated so that processes
and products may be improved.
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Classifying Problems
Correctly categorizing and classifying a
problem precedes any problem solving
effort.
 Ensures proper methods and tools are
selected.
 If not done, wasted time and effort may
occur and wrong solutions may be
implemented.

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Classifying Problems – Type I

Plant Floor Problems
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Rapid response is needed
Usually have discernable root causes
Usually require less data collection and analysis
Usually can be solved by local experts
Usually gradual or sudden problem structures
Special causes
Specific problem requiring Problem Analysis
8D methodology applies
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Classifying Problems – Type II
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Technical Problems
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Permanent corrective actions are needed
Usually have difficult to discern root causes
Usually require more data collection and analysis
Usually require some technical expertise to solve
May be any problem structure
Special Causes
Specific problem requiring Problem Analysis
8D methodology applies
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Classifying Problems – Type III
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Process Improvement
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Major systemic fixes needed
Multiple causes and effects
May require data collection and analysis
May need “systems thinking” to solve
Usually requires process owner’s involvement
Common cause problem
Structures include startup and positive. Others may apply.
Broad problems requiring a Situation Analysis
Quality Improvement Projects, Continual Improvement
Projects or other methodologies apply.
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Problem Solving Tools


Trend Chart
Control Chart
 Pareto Chart
 Brainstorm
 Checksheet
 Histogram
 Nominal Group
Technique
 Five Why’s
 Computer Aided
Engineering
 APQP
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
Situation Analysis
Flowchart
 Failure Analysis
 Database
 Decision Analysis
 Action Plan
 Root Cause Analysis
 Cause & Effect Diagram
 Scatter Diagram
 Design of Experiments
 Poka Yoke
 Preventive Action Matrix
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Problem Solving Tools
Tool
Trend Chart
Purpose
8D Step
Indicator to track magnitude of D1 D2 D3 D4 D5 D6
symptoms
D7 D8
Pareto Chart
Quantifier to prioritize and
subdivide the problems
D2 D8
Paynter Chart
Indicator to monitor and
validate the problems
D2 D3 D6 D8
Repeated Why
Method to move from symptom
D2
to problem description
Process to find root cause
Information Database using Is/Is Not, Differences,
Changes
Decision Making
Action Plan
EW8D
D2 D4 D5 D6
Method to choose best action
D3 D5
from among alternatives
Record of assignments,
responsibilities and timing
Report of problem solving
process for management
review
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D1 D2 D3 D4 D5 D6
D7 D8
D1 D2 D3 D4 D5 D6
D7 D8
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Problem Solving Tools Quiz
Trend Charts
Pareto
Analysis
?
RACRoot Cause
Analysis
Problem
Solving
Tools
?
RACRoot Cause
Analysis
Pareto
Analysis
?
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D0: Recognize the Symptoms

Detect the problem!
Nonconforming Product
 Out of Control Conditions on Charts
 Rework
 Trend Charts
 What others?
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D0: Recognize the Symptoms
Here?
Or Here?
Supplier
In
Tran
sit
Or Here?
Or Here?
In-Process
Inventory /
Shipping
Company
Receiving /
Inventory
Or Here?
Or Here?
Or Here?
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In
Tran
sit
Or Here?
Customer
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D0: Recognize the Symptoms
Trend Chart
A line graph plotting data over time.
 Use to observe behavior over time
 Provides a baseline and visual examination of
trends
 No statistical analysis
 Look for trends and patterns
 Ask “Why?”
 Good for operations/processes where data for
control charts is not available
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D0: Recognize the Symptoms
Trend Chart
Average Hours Worked Per Employee (3rd shift)
45
44
43
42
41
40
39
38
37
36
35
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Change shift starting times
New entrance opened.
Task group established.
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D0: Recognize the Symptoms
Nonconforming Product
 Out of Control Conditions on Charts
 Rework
 Trend Charts
 What others?
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D0: Recognize the Symptoms
Control Chart
A line graph of a quality characteristic
that has been measured over time
Based on sample averages or individual
samples
 Includes statistically determined Control
Limits.
 Requires certain assumptions and
interpretation
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Interpreting Control Charts
Control Charts provide information as to whether a process is being influenced by
Chance causes or Special causes. A process is said to be in Statistical Control
when all Special causes of variation have been removed and only Common
causes remain. This is evidenced on a Control Chart by the absence of points
beyond the Control Limits and by the absence of Non-Random Patterns or Trends
within the Control Limits. A process in Statistical Control indicates that production is
representative of the best the process can achieve with the materials, tools and
equipment provided. Further process improvement can only be made by reducing
variation due to Common causes, which generally means management taking action
to improve the system.
Upper Control Limit
Average
Lower Control Limit
A. Most points are near the center line.
B. A few points are near the control limit.
C. No points (or only a ‘rare’ point) are beyond the Control Limits.
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Interpreting Control Charts
When Special causes of variation are affecting a process and making it unstable
and unreliable, the process is said to be Out Of Control. Special causes of variation
can be identified and eliminated thus improving the capability of the process and
quality of the product. Generally, Special causes can be eliminated by action from
someone directly connected with the process.
The following are some of the more common Out of Control patterns:
Change To
Machine Made
Tool Broke
Tool Wear?
Upper Control Limit
Average
Lower Control Limit
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Interpreting Control Charts
Points Outside of Limits
Upper Control Limit
Average
Lower Control Limit
Trends
A run of 7 intervals up or down is a sign of an out of control trend.
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Interpreting Control Charts
Run of 7 ABOVE the Line
A Run of 7 successive points above or below the center line is an out of control condition.
Run of 7 BELOW the line
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Interpreting Control Charts
Systematic Variables
Predictable, Repeatable Patterns
Cycles
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Interpreting Control Charts
Freaks
Sudden, Unpredictable
Instability
Large Fluctuations, Erratic Up and Down Movements
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Interpreting Control Charts
Mixtures
Unusual Number of Points Near Control Limits (Different Machines?)
Sudden Shift in Level
Typically Indicates a Change in the System or Process
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Interpreting Control Charts
Stratification
Constant, Small Fluctuations Near the Center of the Chart
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Control Chart Analysis Reaction
There is a wide range of non-random patterns that require action. When
the presence of a special cause is suspected, the following actions should
be taken (subject to local instructions).
1. CHECK
Check that all calculations and plots have been accurately completed,
including those for control limits and means. When using variable charts,
check that the pair (x bar, and R bar) are consistent. When satisfied that
the data is accurate, act immediately.
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Control Chart Analysis Reaction
2. INVESTIGATE
Investigate the process operation to determine the cause.
Use tools such as:
Brainstorming
Cause and Effect
Pareto Analysis
Your investigation should cover issues such as:
The method and tools for measurement
The staff involved (to identify any training needs
Time series, such as staff changes on particular days of the week
Changes in material
Machine wear and maintenance
Mixed samples from different people or machines
Incorrect data, mistakenly or otherwise
Changes in the environment (humidity etc.)
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Control Chart Analysis Reaction
3.ACT
Decide on appropriate action and implement it.
Identify on the control chart
The cause of the problem
The action taken
As far as possible,eliminate the possibility of the special cause happening
again.
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Control Chart Analysis Reaction
4. CONTINUE MONITORING
Plotting should continue against the existing limits
The effects of the process intervention should become visible. If not, it should
be investigated.
Where control chart analysis highlights an improvement in performance, the
effect should be researched in order that:
Its operation can become integral to the process
Its application can be applied to other processes where appropriate
Control limits should be recalculated when out of control periods for which
special causes have been found have been eliminated from the process.
The control limits are recalculated excluding the data plotted for the out of
control period. A suitable sample size is also necessary.
On completion of the recalculation, you will need to check that all plots lie
within the new limits
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D0: Recognize the Symptoms
Other Indicators
Customer Concerns & Issues
 Warranty Data
 Quality Reports
 Product Quality Planning
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D1: Establish the Team

Establish a small group of people with
the knowledge, time, authority and skill
to solve the problem and implement
corrective actions. The group selects a
team leader.
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D1: Establish the Team
The 8D Team Members
Cross Functional or Multi-Disciplinary
 Process Owner
 Technical Expert
 Others involved in the containment,
analysis, correction and prevention of the
problem

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D1: Establish the Team
Team Roles
Several roles need to be established for the team. These roles are:
Leader, Champion, Record Keeper (Recorder), Participants and (if
needed) Facilitator.
Leader
Group member who ensures the group performs its duties and
responsibilities. Spokesperson, calls meetings, establishes meeting
time/duration and sets/directs agenda. Day-to-day authority, responsible for
overall coordination and assists the team in setting goals and objectives.
Participants
Record Keeper
Writes and publishes minutes.
Champion
Guide, direct, motivate, train,
coach, advocate to upper
management.
Respect each others ideas.
Keep an open mind.
Be receptive to consensus decision
making.
Understand assignments and accept
them willingly.
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D1: Establish the Team
Problem Solver Characteristics
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Persistent
Intuitive (supported by mechanical aptitude)
Logic & discipline
Common sense
Ability to balance priorities
Ownership
Inquisitive and willing
Creative and open minded
Needs proof & facts
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D1: Establish the Team
Effective Team Characteristics
Leadership
 Clearly define goals
 Clearly defined responsibilities
 Trust & Respect
 Authority
 Positive Atmosphere
 Good two way communication
 Effective action plan with timing

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D1: Establish the Team
Management Responsibility
Provide time and resouces
 Provide mentoring
 Understand need for change
 Recognize accomplishments & team
process

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D1: Establish the Team
Brainstorming
Generate a great number of possible
solutions to a problem
 Use to avoid conventional or in-the-box
thinking
 Overcome mental blocks, inspire
creativity
 Take advantage of team synergy
 Ideas from different perspectives
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D1: Establish the Team
Team Check List
Team Check List
Yes
No
Has a champion accepted responsibility for monitoring the measurables?
Have measurables been developed to the extent possible?
Have special gaps been identified? Has the common cause versus
special cause relationship been identified?
Has the team leader been identified?
Does the team leader represent the necessary cross-functional
expertise?
Has team information been communicated internally and externally?
Has the team agreed upon the goals, objectives, and process for this
problem solving effort?
Is a facilitator needed to help keep process on track and gain consensus?
Does the team have regular meetings?
Does the team keep minutes and assignments in an action plan?
Does the team work well together in following the process and
objectives?
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D2: Problem Description

Describe the problem in measurable
terms. Specify the internal or external
customer problem by describing it in
specific terms.
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D2: Problem Description
Problem Statement
Problem statement =
Object + concern + quantification
 Example:
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20% of Tuesday’s first shift production of
end cap #3245A have a ¼” to ¾” crack at
the lower left corner of the strain relief hole.
Remember: A well defined problem is
half solved!
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D2: Problem Description
Five Why’s
A technique for stepping through successive layers of
symptoms to find the root problem statement.
 Go to the point of occurrence of the problem (gemba)
 Begin asking “Why?”
 Using a flowchart, track back from symptom to
symptom until you find:

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The root cause
A level where permanent corrective action can be
implemented
A point where “Why?” can no longer be answered
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D2: Problem Description
Flowchart
Start or input at the beginning of
a process
A picture of a
process using
symbols and arrows
to represent
sequence of the
steps.
Action Step
Document associated
with a step such as a
form or report
Action Step
Yes
Question or Decision?
Action Step
No
Action Step
Completed process
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D2: Problem Description
Situation Analysis
Tool used to break broad problems into
smaller prioritized pieces to attack one at
a time.
 Many problem solving efforts start with
large, messy, poorly defined, unforcused
issues.
 This method is detailed in the book The
New Rational Manager by Kepner &
Tregoe

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D2: Problem Description
Pareto Analysis
A Pareto chart offers the following benefits:
 Focuses on the problems or causes of
problems that have the greatest impact
 Displays the relative significance of
problems or problem causes in a simple,
quick-to-interpret, visual format
 Can be used repeatedly to produce
continuous improvements
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D2: Problem Description
Pareto Analysis
Ball Lifting
Cause
Frequency
Percent
(%)
Cum Percent
(%)
Bonder Set-up
Issues
19
38%
38%
Unetched Glass
on Bond
Pad
11
22%
60%
Foreign Contam
on Bond
Pad
9
18%
78%
Excessive Probe
Damage
3
6%
84%
Silicon Dust on
Bond Pad
2
4%
88%
Corrosion
1
2%
90%
Bond Pad Peel-off
1
2%
92%
Cratering
1
2%
94%
Resin Bleed-out
1
2%
96%
Others
2
4%
100%
Total
50
100%
-
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D2: Problem Description
Paynter Chart
This chart is combination of Trend and
Pareto charts.
 Provides information on actions taken
and shows effects.
 Can be modified for Returns, Scrap,
Rework, etc.

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D2: Problem Description
Paynter Chart
Number of 3rd shift workers affected
% Late Employees
100
Third Shift
# Late Employees
60
90
54
80
48
70
42
60
36
50
30
40
24
30
18
20
12
10
6
0
1
Buses Late
2
Bad Weather
0
3
Not Enough Parking
Problems:
Traffic jam on Hiway
Buses Late
Not Enough Parking
Bad Weather
Road Construction
July
90
30
17
9
4
150
Aug Sept
84
4
30
9
16
17
10
20
0
0
140
50
Oct
3
8
8
21
0
40
Nov
0
30
0
9
21
60
Dec
Total
90
30
17
9
4
150
= Containment Action: Change Shift Starting Time
= Corrective Action: Open second gate,
change shift starting times back to 'normal'.
= Corrective Action: Task Group established.
Average Hours Worked Per Employee (3rd shift)
45
44
43
42
41
40
39
38
37
36
35
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Change shift starting times
New entrance opened.
Task group established.
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D2: Problem Description
Information Database
A tool for organizing all data about a
problem into four categories: What,
Where, When, Extent.
 Used for Problem Analysis
 Detailed in The New Rational Manager
by Kepner/Tregoe

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D2: Problem Description
Information Database
Is
Is Not
What: What is the object you are having a problem with?
Where:
When:
What could be happening but is not?
What is the problem concern?
What could be the problem concern, but is not?
Where do you see the concern on the object? Be specific
in terms of inside to outside, end to end, etc.
Where on the object is the problem NOT seen? Does the
problem cover the entire object?
Where (geographically) can you take me to show me the
problem? Where did you first see it?
Where else could you have observed the defective object,
but did not?
When in time did you first notice the problem? Be as
specific as you can about the day and time.
When in time could it have first been observed, buy was
not?
At what step in the process, life or operating cycle do you
first see the problem?
Where else in the process, life or operating cycle might
you have observed the problem, but did not?
Since you first saw it, what have you seen? Be specific
about minutes, hours, days, months. Can you plot trends?
What other times could you have observed it but did not?
How Big: How much of each object has the defect?
How many objects could be defective, but aren't?
What is the trend? Has it leveled off? Has it gone away? Is What other trends could have been observed, but were
it getting worse?
not?
How many objects have the defect?
How many objects could have had the defect, but didn't?
How many defects do you see on each object?
How many defects per object could be there, but are not?
How big is the defect in terms of people, time, $ and/or
other resources?
How big could the defect be, but is not?
What percent is the defect in relation to the problem?
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D2: Problem Description
Checksheet
Checksheets are simple and effective
method of gathering information
on the job.
 Ensures consistency of data collected.
 Simplifies data collection and analysis.
 Highlights trends.
 Spots problems.

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D2: Problem Description
Checksheet
Part Number 621532-B
Date
Part Defect Checksheet
12-16-04
Defect
1st Shift
2nd Shift
3rd Shift
Totals
Nicks
22
14
5
41
Missing holes
1
0
0
1
Missing screws
8
4
0
12
Totals
31
18
5
54
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D2: Problem Description
Histogram
Chart using bars of varying height to
show frequency distribution of some
characteristic.
 Use for problem recognition, problem
definition, data analysis, and validation of
corrective actions.
 Visually evaluate spread, centering,
capability.

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D2: Problem Description
Histogram
23mm OD Histogram
P/N 543612 on Machine 6
6
4
3
Frequency
2
1
or
e
M
27
25
23
21
0
19
Frequency
5
Outside Diameter
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D3: Containment
Define and implement those intermediate
actions that will protect the customer
from the problem until permanent
corrective action is implemented.
 Verify with data the effectiveness of
these actions.

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D3: Containment
Contain Symptom Flow
Immediate Containment
with Current
Information and
Problem Description
Stop Defect at Each
Point in the Process
Back to the Source
Determine
Escape Point
Validate that Action
Taken is Fully Effective
Choose
Verify Before
Implement
Certify parts and Confirm
Customer Dissatisfaction
No Longer Exists
Should an existing ‘check’ (control)
have caught the defect?
Validate After Implementation
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D3: Containment
Objectives




The objective of this step is to isolate the effects of the problem
by implementing containment actions.
Once a problem has been described, immediate actions are to be
taken to isolate the problem from the customer. In many cases
the customer must be notified of the problem.
These actions are typically ‘Band-aid’ fixes.
Common containment actions include:





100% sorting of components
Items inspected before shipment
Parts purchased from a supplier rather than manufactured inhouse
Tooling changed more frequently
Single source
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D3: Containment
Containment Action Checksheet
Containment Action Checksheet
Yes
No
Has immediate containment action been taken to protect the customer?
Has the concern been stopped at each point in the process back to the source?
Have you verified that the action taken is FULLY effective?
Have you certified that parts no longer have the symptom?
Have you specially identified the 'certified' parts?
Have you validated the containment action?
Is data being collected in a form that will validate the effectiveness of the containment
action?
Has baseline data been collected for comparison?
Are responsibilities clear for all actions?
Have you ensured that implementation of the containment action will not create other
problems?
Have you coordinated the action plan with the customer?
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D4: Determine Root Causes
Identify potential causes which could
explain why the problem occurred.
 Test each potential cause against the
problem description and data.
 Identify alternative corrective actions to
eliminate root cause.

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D4: Determine Root Causes

Root Cause of Event (Occur or Occurrence)
 What system allowed for the event to occur?

Root Cause of Escape
 What system allowed for the event to escape
without detection?
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D4: Determine Root Causes
Root Cause Analysis – 5 Why’s
The 5 why's refers to the practice of
asking, five times, why a failure has
occurred in order to get to the root
cause/causes of the problem.
 There can be more than one cause to a
problem as well.
 This root cause analysis is often done by
a team with knowledge the problem
process or item.

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D4: Determine Root Causes
Root Cause Analysis

Process of analyzing “is” & “is not” pairs
of information for differences and
changes that lead to root cause
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D4: Determine Root Causes
Root Cause Analysis
Is
Is Not
What:
Object
Heavy traffic
Defect
Late Employees
Where:
Seen on object
I-70 Expressway
Seen geographically
East bound I-70 near Main Street
When:
First seen
July 7, 1996
When else seen
Ever since
When seen in process (life cycle)
Afternoon
How Big:
How many objects have the defect?
Third shift (4:00PM)
How many defects per object?
Once per day
What is the trend?
Increasing --> SPECIAL CAUSE!
Enhanced Problem Description -->
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D4: Determine Root Causes
Cause & Effect Diagram






Shows the relationship of causes and sub-causes to
an identified effect or problem. Clearly identify the
problem or effect to be diagrammed in the box at the
right
Draw the fishbone structure
Identify the major categories, factors, the causes
related to the effect.
Brainstorm, or note the causes of the problem that fall
within each of the major categories.
Each branch may have sub-branches, or sub-subbranches
As ideas are generated determine which branch of the
"bone" they should be placed
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D4: Determine Root Causes
Cause & Effect Diagram
Man
Machine
Measurement
Effect
Method
Materials
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D4: Determine Root Causes
Scatter Diagram



Scatter diagrams are used to study possible
relationships between two variables. Although these
diagrams cannot prove that one variable causes the
other, they do indicate the existence of a relationship,
as well as the strength of that relationship.
A scatter diagram is composed of a horizontal axis
containing the measured values of one variable and a
vertical axis representing the measurements of the
other variable.
The purpose of the scatter diagram is to display what
happens to one variables when another variable is
changed. The diagram is used to test a theory that the
two variables are related. The type of relationship that
exits is indicated by the slope of the diagram.
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D4: Determine Root Causes
Scatter Diagram
Strongly correlated
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D4: Determine Root Causes
Scatter Diagram
Moderately correlated
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D4: Determine Root Causes
Scatter Diagram
No Correlation
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D4: Determine Root Causes
Design of Experiments - DOE
Shanin’s Red X Component Search
 Taguchi’s Methods
 Classical Design of Experiments

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D5: Select & Verify CA
After root causes and possible corrective
actions have been identified, select the
corrective actions that will permanently
correct the problem.
 Decision analysis may be needed if the
choice is not obvious.
 Verify that the selected corrective actions
will resolve the problem.

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D5: Select & Verify CA
Poka Yoke
Poka Yoke Devices
Are
Built within the Process
In General Have Low Cost
Have the Capacity for 100%
Inspection
Remember SQC is performed outside the
process which adds cost and allows defects
to escape the system.
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D5: Select & Verify CA
Poka Yoke
Interference Fit
Poka Yoke
Orientation
Poka Yoke
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D5: Select & Verify CA
Poka Yoke
Floppy disks
have many
poka-yokes built
in. One example
is you cannot
insert the disk
into the drive
completely if the
disk is upside
down. This is
because of the
corner notch
[#1].
1
6
3
1
4
6
5
2
4
6
5
Spring loaded
shutter
mechanism - Do
you remember
the old 5.25 inch
floppies from the
early to mid1980’s? Failsafe
disk surface
protection [#4].
Slide Tab to
protect against
erasure.
Mechanism
senses [#5].
720k disks have
no hole [#2]
while HD disks
‘Precision’ alignment. Disk alignment holes and notches [#6] ensure the disk is
have hole
properly aligned and also provides a ‘focus’ area for manufacturing.
(mechanism
senses)[#3].
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D5: Select & Verify CA
Poka Yoke
Computer Files
New lawn mowers are
required to have a
safety bar on the
handle that must be
pulled back in order to
start the engine. If you
let go of the safety bar,
the mower blade stops
in 3 seconds or less.
This is an adaptation of
the "dead man switch"
from railroad
locomotives.
Microsoft: File type
identified by file
name suffix. If one
does not add the
correct suffix, the
program the file is
from will not
recognize it.
Macintosh Poka
Yoke (1984): File
type and creator
application are
identified and
embedded in the first
part of every file. File
name plays NO part
in recognition by the
originating program.
Computer Floppy
Drives
Microsoft: Disk must
be inserted and ejected
by hand. It is possible to
eject a disk while it is
being written to.
Macintosh Poka Yoke
(1984): Disk drive grabs
disk as it is being
inserted and draws it in
and seats it. Disk
cannot be manually
ejected. You must drag
the ‘desktop’ icon for
the disk to the ‘Trash’.
The drive then ejects
the disk as long as
there are no disk
operations taking place.
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Warning lights alert the
driver of potential
problems. These
devices employ a
warning method
instead of a control
method.
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D5: Select & Verify CA
Corrective Action Check List
Corrective Action & Verify Check List
Yes
No
Has corrective action been established?
Does it meet the required givens?
Have different alternatives been examined as possible corrective actions?
Have Poke-Yoke techniques been considered?
Has each alternative been screened?
Have the risks involved with the corrective action been considered?
Was the corrective action verified?
Was the corrective action proven to eliminate the root cause?
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D6: Implement & Validate CA
Implementation can proceed when best
corrective action has been selected &
verified.
 An effective implementation plan
reduces problems.
 Validation is obtained by tracking
performance over time after
implementation to ensure the corrections
are permanent.

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D6: Implement & Validate CA
Implementation Check List
Implement CA & Validate Over Time
Yes
No
Has the implementation plan been constructed to reflect Product
Development Process events and engineering change process?
Do the corrective actions make sense in relation to the cycle plan for the
products?
Have both Design and Process FMEAs been reviewed and revised as
required?
Have significant / safety / critical characteristics been reviewed and identified
for variable data analysis?
Do control plans include a reaction plan?
Is simultaneous engineering used to develop process sheets and
implement manufacturing change?
Is the Paynter Chart in place for validating data?
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D7: Prevent System Recurrence
Implement the corrective actions in other
potentially affected areas.
 Ensure the systems that allowed the
problem to occur and escape have been
corrected.
 The problem is now Type III requiring a
larger scale continual improvement
project of some type.

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D7: Prevent System Recurrence
Prevent System Problems Check List
Prevent System Problems Check List
Yes
No
Have the system prevention practices, procedures & specification standards
that allowed the problem to occur and escape been identified?
Has a champion for system prevention practices been identified?
Does the team have the cross-functional expertise to implement the solution?
Has a person been identified who is responsible for implementing the system
preventive action?
Does the system preventive action address a large scale process in a
business, manufacturing or engineering system?
Does the system preventive action match root cause (occur & escape) of the
system failure?
Does the team utilize error proofing and successive checks on a proactive
on-going basis to eliminate the occurrence and escape of all defects?
Has a pieces over time (Paynter Chart) been used to indicate that the system
preventive actions are working?
Has the System Preventive Action been linked to the Product Development
phase?
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D8: Congratulate the Team

Recognize the collective efforts of your
team. Publicize your achievement. Share
your knowledge and learning.
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D8: Congratulate the Team
Congratulate The Team Checksheet
Congratulate The Team Checksheet
Yes
No
Have documented actions and lessons learned been linked to Product
Development Process for future generations of products?
Has appropriate recognition for the team been determined?
Has application for patents & awards been considered?
Has team been reassessed?
Has the team analyzed data for next largest opportunity?
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References










http://elsmar.com/
http://www.isixsigma.com/spotlight/default.asp
http://www.isixsigma.com/dictionary/glossary.asp
http://www.asq.org/learn-about-quality/
Prince Corp, Corrective Action Manual
The New Rational Manager, Kepner & Tregoe
http://deming.eng.clemson.edu/pub/tutorials/
http://www.qualityspctools.com/menu.html
Ford Team Oriented Problem Solving
http://www.cjkurtz.com/qualitytools.htm
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