CQI-20 Effective Problem Solving Practitioner Guide

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This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingPractitioner Guide1st EditionInsightExpertiseResultsThe Catalyst for Peak Performance

This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingVersion 1 Issued 6/12ABOUT AIAGPurpose StatementFounded in 1982, AIAG is a globally recognized organization where OEMs and suppliers unite to address and resolveissues affecting the worldwide automotive supply chain. AIAG’s goals are to reduce cost and complexity throughcollaboration; improve product quality, health, safety, and the environment; and optimize speed to market throughoutthe supply chain.AIAG OrganizationAIAG is made up of a board of directors, an executive director, executives on loan from member companies,associate directors, a full-time staff, and volunteers serving on project teams. Directors, department managers, andprogram managers plan, direct and coordinate the association’s activities under the direction of the executive director.AIAG ProjectsVolunteer committees focus on business processes or supporting technologies and methodologies. They conductresearch and develop, publish, and provide training on standards, conventions, standard business practices, whitepapers, and guidelines in the areas of automatic identification, CAD/CAM, EDI/electronic commerce, continuousquality improvement, health focus, materials and project management, occupational health & safety, returnablecontainers and packaging systems, transportation/customs and truck & heavy equipment.AIAG PUBLICATIONSAn AIAG publication reflects a consensus of those substantially concerned with its scope and provisions. AnAIAG publication is intended as a guide to aid the manufacturer, the consumer and the general public. Theexistence of an AIAG publication does not in any respect preclude anyone from manufacturing, marketing,purchasing, or using products, processes, or procedures not conforming to the publication.DISCLAIMERThe Publisher does not make any representation or warranty, express or implied in relation to any informationfrom this publication, and the Publisher does not assume any legal liability for the accuracy, completeness, orusefulness of any information from this publication.CAUTIONARY NOTICEAIAG publications are subject to periodic review and users are cautioned to obtain the latest editions.MAINTENANCE PROCEDURERecognizing that this AIAG publication may not cover all circumstances, AIAG has established a maintenanceprocedure. Please refer to the Maintenance Request Form at the back of this document to submit a request.Published by:Automotive Industry Action Group26200 Lahser Road, Suite 200Southfield, Michigan 48033Phone: (248) 358-3570 Fax: (248) 358-3253APPROVAL STATUSThe AIAG Quality Steering Committee and designated stakeholders approved this document for publication onMay 3, 2012.AIAG COPYRIGHT AND TRADEMARK NOTICE: 2012 Automotive Industry Action Group, except that copyright is not claimed as to any part of an original work prepared by a U.S.or state government officer or employee as part of the person’s official duties.Except as noted above, all rights are reserved by AIAG and no part of these materials may be reproduced, reprinted, stored in aretrieval system, or transmitted, in any form or by any means, electronic, photocopying, recording, or otherwise, without the priorwritten permission of Automotive Industry Action Group. Copyright infringement is a violation of federal law subject to criminal andcivil penalties.AIAG and Automotive Industry Action Group are registered service marks of the Automotive Industry Action Group. AutomotiveIndustry Action Group makes no claim to any trademark of a third party. Trademarks of third parties included in these materials arethe property of their respective owners. 2012Automotive Industry Action GroupISBN#:9 781-6053425049-0000-1-

This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingVersion 1 Issued 6/12-2-

This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingVersion 1 Issued 6/12CQI-10 AIAG Effective Problem Solving GuidelineLetter of EndorsementQuality of product is of paramount importance to customer satisfaction and market competitiveness. Effective Problem Solvingdirectly impacts product quality and company profitability.Currently, companies use their respective problem solving processes and methods to comply with customer and certificationrequirements. Generally, problem solving results address the immediate issue and serve to satisfy the customer for the short term.While some organizations have developed problem solving processes that are robust and effective, all companies should pursuethe opportunity to evaluate their processes and identify opportunities for improvement.The Effective Problem Solving Guideline represents a consensus of the problem solving methodology and concepts used today byautomotive OEMs and the supply chain. This consensus of problem solving methodology should improve the consistency ofproblem solving results in all segments and at all levels of the industry.Enhancing the fundamental structure of this consolidated problem solving process is the integration of cultural behaviors thatchallenge company management to consider problem solving as a strategic planning tool to achieve business success.The impact of effective problem solving extends beyond the immediate issue. Taking the experience and lessons from an issueand implementing them throughout an organization for similar products and processes will reduce the risk of recurrence andproactively improve first-time quality.In addition, eliminating recurrent problems directly impacts profitability by improving cost-of-quality measures. As competitivepressures force efficiency improvements, the effective execution of problem solving reduces the waste of repetitive problemsolving action.Many company problem solving processes have structured methods, nomenclature, and verbiage that are unique andinstitutionalized. We suggest that the concepts and principles of the Effective Problem Solving Guideline be used as a benchmarkfor comparison to identify opportunities for improvement.Through this endorsement, the following OEM and Tier 1 manufacturers expect that suppliers or producers of automobilesystems, components, or material consider how the intent and principles of the Effective Problem Solving Guideline can beapplied within their existing problem solving processes.Aziz AghiliVice President – ProcurementArvinMeritorPeter RosenfeldExecutive Vice President –Procurement and SupplyDaimlerChryslerR. David NelsonVice President – PurchasingDelphi CorporationTony BrownSenior Vice President –Global PurchasingFordThomas S. HahnVice President – PurchasingFreudenberg-NOKGeneral PartnershipBo I. AnderssonVice President,Global Purchasing and supply chainGeneral MotorsBryce CurrieVice President – PurchasingTRW Automotive-3-

This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingVersion 1 Issued 6/12FOREWORDMembers of the Automotive Industry Action Group (AIAG) ProblemSolving Work Group developed this Effective Problem Solving (EPS)Practitioner Guide for AIAG member companies and their suppliercommunity to use for improving overall customer satisfaction andindustry-wide competitiveness by improving quality and reducing costs.We are all problem solvers at some level. EPS is applicable across theenterprise within a company, at all levels from the boardroom to thefactory floor. EPS can be used to solve all types of problems, includingthose affecting production parts, transactional business processes, andthe design of new or revised parts and processes.A meeting with Key Supplier Executives in August 2002 was held todetermine the opportunity to define a common set of informationassociated with Problem Solving. It was agreed that this was aworthwhile effort, so over the next six months a series of team meetingswere held to create the common data elements. The team consisted ofOriginal Equipment Manufacturer (OEM) and Supplier Problem SolvingExperts and Executives. The results of their work were presented to theAIAG Quality Steering Committee in February 2003.While the common data elements were agreed upon, it was clear thatmore than data is needed to solve problems. The problem statementagreed upon was this:A large amount of waste is generated in the automotive industry due toineffective problem solving. Contributors to the waste include:xxxLack of CommunicationsInsufficient SkillsEntrenched Culture (industry and company)Member companies of the Automotive Industry Action Group (AIAG)recognized a need to improve their product quality, reduce costs, andeliminate waste by strengthening their problem solving culture, process,skills, and supportive tools. An AIAG Problem Solving Work Groupwas formed to develop this Effective Problem Solving (EPS) PractitionerGuide in order to address this need.The primary objectives of this edition of the document are to assistAIAG member companies to:xx-4-Provide a recommended effective problem solving process that canbe used as a model problem solving process for companies that havenot yet adopted a process of their own.Provide a benchmark to compare existing problem solving processesand identify current gaps or deficiencies that should be addressed.

This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingVersion 1 Issued 6/12ACKNOWLEDGEMENTSThis edition of the document was developed by the Problem Solving Work Group to address theautomotive industry’s need for improved problem solving capabilities.Busha, LoriFederal-Mogul CorporationDown, MichaelGeneral Motors CompanyFraker, RoyHonda of America Manufacturing, Inc.Gray, RodSaturn Electronics & Engineering, Inc.Gruska, GregoryOmnex, Inc.Hale, GeraldNissan North AmericaJessee, RebeccaFord Motor CompanyMrozinski, DavidNissanReid, DanAIAGZhou, StanleyChrysler Group LLCZilio, LucToyota Motor Engineering & Manufacturing NorthAmerica, Inc.At the time the original document was published, the following individuals contributed to thedevelopment and deployment of this common process:Frederick ArndtDelphi CorporationRobert CranfordTRW AutomotiveH. Sam HamadeFord Motor CompanyFred JohnsFord Motor CompanyJerod LongGeneral Motors CorporationT. Harrison Priest Jr.DaimlerChrysler CorporationDan RocheArvinMeritor, Inc.Lyndon SmithFreudenberg-NOK General PartnershipAl StockRobert Bosch CorporationJeff SutterDelphi Corporation-5-

This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingVersion 1 Issued 6/12TABLE OF CONTENTSABOUT AIAG . 11ST EDITION LETTER OF ENDORSEMENT . 3FOREWORD, 2ND EDITION . 4ACKNOWLEDGEMENTS . 5TABLE OF CONTENTS. 6INTRODUCTION . 9APPLICABILITY.10IS / IS NOT FOR PROBLEM SOLVING PROCESS .111 PROBLEM SOLVING ROLES . 131.1 EXECUTIVE CHAMPION .131.2 TEAM LEADER .131.3 TEAM .131.4 FACILITATION.141.5 RECORD KEEPING .142 EFFECTIVE PROBLEM SOLVING PROCESS . 172.1 PROBLEM IDENTIFICATION .182.2 INITIATE CONTAINMENT.232.3 DETERMINE FAILURE MODE .262.4 ROOT CAUSE ANALYSIS .292.5 CORRECTIVE ACTION .362.6 IMPLEMENT PREVENTIVE ACTION . 41APPENDICES. 45APPENDIX A: EFFECTIVE PROBLEM SOLVING REPORTING FORMAT FOR PRODUCT . 47APPENDIX B: PROBLEM SOLVING TOOL MATRIX . 51APPENDIX C: PROBLEM SOLVING TOOL DESCRIPTIONS. 53C1.CAUSE-AND-EFFECT MATRIX . 54C2.CONCENTRATION DIAGRAM . 56C3.DECISION MATRIX . 57C4.DESCRIPTIVE STATISTICS . 60C5.ERROR-PROOFING/MISTAKE-PROOFING . 62C6.PROCESS FLOW CHART . 65C7.MULTI-VARI ANALYSIS. 69C8.REPLICATION / READ ACROSS . 72C9.TAGUCHI - ROBUST DESIGN . 75APPENDIX D: DEFINITIONS AND ACRONYMS . 79-6-

This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.CQI-20Effective Problem SolvingVersion 1 Issued 6/12APPENDIX E: CONTAINMENT . 85Table of FiguresFIGURE 1.FIGURE 2.FIGURE 3.FIGURE 4.FIGURE 5.FIGURE 6.FIGURE 7.FIGURE 8.FIGURE 9.FIGURE 10.FIGURE 11.FIGURE 12.FIGURE 13.FIGURE 14.FIGURE 15.FIGURE 16.FIGURE 17.FIGURE 18.FIGURE 19.FIGURE 20.FIGURE 21.FIGURE 22.FIGURE 23.FIGURE 24.FIGURE 25.FIGURE 26.FIGURE 27.FIGURE 28.FIGURE 29.FIGURE 30.FIGURE 31.PRIMARY FOCUS FOR A FORMAL PROBLEM SOLVING PROCESS .10OVERLAPPING PHASES IN PROBLEM SOLVING .10COMPLEX PROBLEM SOLVING FLOW – HIGH LEVEL .15PROBLEM IDENTIFICATION .18CONTAINMENT .23FAILURE MODE ANALYSIS . 26ROOT CAUSE ANALYSIS .29NWHY .30FISHBONE DIAGRAM – QUALITY (EXAMPLE) .32CORRECTIVE ACTION .36PREVENTIVE ACTION.41SUGGESTED EFFECTIVE PROBLEM SOLVING REPORTING FORMAT .47EFFECTIVE PROBLEM SOLVING REPORTING FORMAT PG. 2(CONTINUED) .48EFFECTIVE PROBLEM SOLVING REPORTING FORMAT - EXAMPLE .49EFFECTIVE PROBLEM SOLVING REPORTING FORMAT PAGE 2 (CONTINUED) .50CONCENTRATION DIAGRAM OF A VEHICLE DOOR .56VARIANCE FORMULAS.60STANDARD DEVIATION FORMULAS .61INERTIA BRAKE POKA-YOKE .63ERROR-PROOFING/MISTAKE PROOFING .64LAB TEST REQUEST MAP .

CQI-20 Effective Problem Solving Version 1 Issued 6/12-2-This is a preview of "AIAG CQI-20:2012". Click here to purchase the full version from the ANSI store.

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