G8D REPORT

Title: Report Number Date Opened: Last Updated:

Product/Process Information: Organisation Information:

DØ Symptom(s):

DØ Emergency Response Action(s): % Effective: Date Implemented:

Verification / Validation: Date

D1 Team: Name Dept Phone D2 Problem Statement:

Champion:
Team Leader:
Team Members:
D2 Problem Description:

D3 Interim Containment Action(s): % Effective: Date Implemented:

Verification / Validation:

D4 Root Cause(s) and Escape Point(s): % Contribution:

Verification: Date

D5 Chosen Permanent Corrective Action(s): % Effective:

Verification: Date

D6 Implemented Permanent Corrective Action(s): Date Implemented:

Validation:

D7 Prevent Actions: Date Implemented:

Drawing(s) updated
Control plan updated
Instructions updated
Other process concerned
D7 Systemic Prevent Recommendations: Responsibility:

D8 Team and Individual Recognition: Date Closed: Reported by:

J. Rubio

Rev 2002Aug05

Concern Report

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This form may be used by Suppliers to respond to a Concern Notice issued by a xxx Company, and by xxx in response to
Customer Concerns. It should be used every time that the status of a Concern and the corresponding Corrective Action
Plan are communicated.

Normally this report will be issued on 3 separate occasions corresponding to completion of the following three stages:
(The response times will be shown as below, or by agreement between customer and supplier)

1.       Sections 1 to 3 complete, showing the initial containment action.

2.       When the root cause and the necessary corrective actions have been defined.
3.       To review the progress and effectiveness of the corrective action plan.

At each stage more sections of the report are filled in, and the date of completion of each stage should be shown in the header of
the report, making the status of the concern obvious. The recommended method is summarised as follows:

Use the team approach

Implement immediate containment action
Spend time to describe the problem in detail
Define the root cause
Verify the causes and effectiveness of actions
Implement permanent corrective action
Prevent recurrence of the problem

Instructions for Completion of the form.

The form should be treated as a summary. Additional sheets should be attached if space provided is insufficient. All actions should
be well documented.

Header: Enter the date and details about the concern, including Supplier’s or Customer’s company
name and location, the xxx Project, vehicle , details of part effected as appropriate.

Champion: The use of a multi-discipline problem solving team is recommended. The team leader or
champion should be indicated. Choose members who have sufficient expertise and authority.

Problem
Description: This should include both the initial perception of the problem, and the technical analysis of
the problem. It should include all relevant details of part, defect, processes, conditions, any
malfunctions, and the magnitude of the problem (How many parts involved, etc.)

Containment Action should be taken immediately to ensure that no more defectives are supplied, and that
Actions: the problem does not continue. All relevant departments in the company should be contacted
to make sure that containment action is in place. This action is usually a quick fix to protect
Problem Solution Summary
supply to the customer, and allow time for thorough analysis and permanent action.
Root Causes: Define the root of the problem, estimating its contribution, Define all contributory factors. Tests should be
used to verify that the root cause has been identified. Review of the FMEA should be indicated.

Action: Identify the permanent actions to eliminate the problem, both short and long term. A plan for implementation
should be made. As each action is implemented the start date and the first batch number should be noted.

Verification: Verify that the correct cause was identified/ Also verify (by experiment if possible) that the actions taken do
contain the problem, and that the permanent actions will eliminate the problem for the f uture. Once these
actions are implemented, they should also be verified. This should be indicated on the report.

Action should be taken to prevent any changes in the future which may result in a recurrence of this problem.
Recurrence: Prevention should cover similar and related parts and processes.

Further pointers for using the above form:

D0:
Evaluate the need for the G8D process
If necessary, provide an ERA (Emergency Response Action) to protect the customer and initiate the G8D process
If an ERA is implemented, develop an action plan to verify and validate the ERA.
D1:
Identify Champion, the champion should have ownership of the process under consideration, the champion will have 51% of the
vote in the decision making process.

Identify Team Leader, the team leader is the spokesperson for the team, and will work with the team to set objectives and tasks
and summarize decisions, the team leader cannot be the champion.

Identify Team Members, team members will provide technical input and carry out assignments
D2:
Describe the problem by asking the question "What is wrong with what?"
Then ask the question "Why", "Why", etc. Until you cannot answer why. This is how the problem statement is developed.
Once the problem statement is developed, detail the problem in quantifiable terms, is it a "something changed" or a "never been
there" situation? Utilize the Is/Is-Not analysis.

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D3:
Define, verify, and implement the ICA (Interim Containment Action).
The purpose of the ICA is to protect the customer and to "buy time" to solve the root cause of the problem.
D4:
Define (isolate and verify) the root cause and escape point. Each root cause theory must be tested against the problem
description.
Utilize the Is/Is-Not analysis. What, Where, When, How Big?
Utilize the Comparative analysis. List differences (between similar parts that are not having the problem), changes (part or
process), and implementation dates of the changes.

Develop and verify the root cause theories. Do the root causes account for the problem descriptions?
Is there a control system in place to detect the problem? Is it capable?
D5:
Select the best PCA (permanent corrective action) to remove the root cause, select the best permanent corrective action to
address the escape point.

Verify that both PCA's (selected by the champion) will fix the problem at the root cause level and generate no additional problems.

D6:
Implement the PCA, remove the ICA, and monitor the long-term results.
Has the customer provided confirmation that the PCA has been validated?
D7:
Prevent recurrence by modifying the necessary systems, policies, practices, and procedures, to prevent recurrence of the
problem.
Make recommendations for systemic improvements. Fix the root cause of the root cause of the problem.
Resources include: FMEA, procedures, policies, practices, ISO and QS procedures, process flow, timeline changes, control
plans, lessons learned, discovery of temporary fixes.

D8:
Complete and recognize the team involvement.
Publish the G8D report.

All phases of the G8D process should include the following tasks as appropriate.
All changes are documented (FMEA, Control Plan, Procedures, Work Instruction, G8D Document)
The team composition has been reconsidered
Measurables have been reviewed
The need for a service action has been determined
The G8D report has been updated

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 Photos

5 Whys

Cause & Effect

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 PHOTOS ATTACHED TO G8D Home

Company Logo Customer G8D

PN:
0
0

Picture 1 Picture 2

Copy on this box JPEG, GIF PHOTOS Copy on this box JPEG, GIF PHOTOS

Remarks Remarks

Picture 3 Picture 4

Copy on this box JPEG, GIF PHOTOS Copy on this box JPEG, GIF PHOTOS

Remarks Remarks

Picture 5

Copy on this box JPEG, GIF PHOTOS Copy on this box JPEG, GIF PHOTOS

Remarks Remarks

Created By : Javier Rubio Barragán

 Corrective Action

5 Whys Study
with Responsibility Date
Home
Define symptom “A problem well defined is a problem half solved” 5-Why:
Use this path for
Specific problem:
0 the specific –Why did we have the problem? A
nonconformance Problem not detected: 20-Jan-05
being investigated –Why did the problem reach the Customer?
(Define Problem) System failure:
–Why did our system allow it to occur?

WHY? Therefore
Root Causes

Therefore
WHY?

Use this path to investigate

why the problem was not
detected
WHY? Therefore B

WHY? Therefore WHY? Therefore

Therefore Problem definition

WHY?

Use this path to investigate

the systemic root cause
(Quality System Failures)
WHY? Therefore

C
WHY? Therefore WHY? Therefore

B
Next
Reported by WHY? Therefore

Break Point
J. Rubio

Date WHY? Therefore

30-Dec-99

Revision Reference PN Product / Process WHY? Therefore

30-Dec-99 0 0 C
Next

Problem Resolution Complete Communicate to Oetiker Date: Process Change Break Point Date: Implement System Change Date:

Lessons
Learned:
Team / / /
Members:

A good 5-Why will answer “Yes” to the five

PDCA questions:

“A problem well defined

is a problem half solved”

ACT
Standardize
PLAN
Understand the problem

5. Has a plan been identified 1. Is the problem statement

to STANDARDIZE and take CLEAR and ACCURATE?
all lessons learned across
products, processes, 2. Has the SYSTEMIC
plants, functional areas, etc.? root cause(s) been
identified for all legs?

CHECK
Follow-up
DO
Execute the Plan

4. Has a plan been identified 3. Has IRREVERSIBLE

to verify the CORRECTIVE ACTION(s)
EFFECTIVENESS been implemented for
of all corrective ALL root causes?
actions?
 Universe of Causes
Ishikawa Diagram Fish Bone Home

Method Machine Man power

Effect

Environment Material
 ACTION PLAN Home
Issued Date: 30-Dec-99 Next revision Date:
Revion date: 30-Dec-99 Responsable:
Revision No: Team:
Key Steps PROBLEM ROOT CAUSE CORRECTIVE ACTION DUE CHARGE % EFECTIVITY
DESCRIPTION DATE PROG. DATE METOTH CHARGE

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