7 Steps - Problem Solving

The 7 Steps problem solving is an analysis method that is typically used in the 0miles major customer complaints and warranty complaints: when risk analysis is necessary. The single steps are as follows:

1. Problem description / risks on similar products and processes

2. Define containment actions

3. Data collection (grasping the facts / failure mode analysis)

4. Identify possible Root Causes

5. Implement corrective actions

6. Evaluate effectiveness (Tracking Chart)

7. Lessons Learned 

Root Cause Analysis is one of the crucial and basic requirements in a quality system for continuous improvement. Its target is to recognize a deviation and its origins, resolve the issue so that it is not recurring and improve the quality of the product or processes. Root Cause Analysis always depends on time if you observe a deviation start asap your RCA-activities as no problem should be allowed to grow.

To gain a better understanding let us describe the 7 Steps in more details

1 Problem Description:

Capturing the deviation -  Ask the following questions:

1. What is the problem? (symptom; use illustrations to describe as clear as possible)

2. Why is it a problem? (content of complaint / definition of problem statement)

3. Where was it detected? (location of occurrence/Area of the product or process)

4. When was it detected?

5. Who detected it?

6. How was it detected?

7. How many defective / suspect parts?

Can the problem appear on other products or processes?

1. Other parts

2. Generic parts

3. Opposite hand

2 Define containment actions:

1. Use a Tracking Chart to list your counter measures

2. Track how many defective parts have been detected

3. List in Pareto format what kind of failures have been detected

4. Put in containment actions and responsible person

5. Define when the actions have been planned and implemented

Data collection (grasping the facts / failure mode analysis) get and check the valid documentation:

1. 1st part release

2. Maintenance records

3. Poka Yoke checks

4. Process parameters tracking charts

5. Work Instructions (SOI)

6. Control Plan

7. Drawings

8. Production information

9. Error collection sheet

10. First Time Through Report

11. Boundary sample

12. Ok part available

Ask the following questions:

1. Was it the correct process? - How should it be?

2. Was it the correct tool/fixture?

3. Was it the correct part?

4. Has something changed in the process?

5. Has something changed in the product design?

6. Is the process in control?

7. Do all product components meet quality requirements?

Collect pictures, evidences and records to support analysis.

3 Build the ISHIKAWA Diagram

1. List the problem to be studied in the "head of the fish".

2. Use an idea-generating technique (e.g., brainstorming) to identify the factors for non-conformance and non-detection within each category that may be affecting the problem and/or effect being studied.

3. Repeat this procedure with each factor under the category to produce sub-factors. Continue asking, "Why is this happening?" and put additional segments each factor and subsequently under each sub-factor.

4. Continue until you no longer get useful information

To learn more about the Ishikawa – read this article.

4 Identify the Root Cause

Analyze the results of the Ishikawa after team members agree that an adequate amount of information is provided for each major category. Do this by looking for those items that appear in more than one category. These become the “most likely causes".

For those items identified as the "most likely causes" the team should reach consensus on listing those items in priority order with the first item being the most “probable" cause. A useful method here is to allow each team member to allocate 3 points to their chosen root causes. The root cause with the most points can be taken for further analysis using 5 Why.

Once the most probable causes are drawn explain failure mechanism focusing on 2 aspects:

1. Cause of non-conformance

2. Cause of non-detection named

Use the 5 Why method for looking at the problem

5 Possible Actions

Create an action plan with countermeasures for non-conformance and non-detection to eliminate/minimize the effect

Do not forget about due dates and responsible persons (preferable only one person for one action)

6 Evaluate the effectiveness (Tracking Chart)

Put in permanent actions (+ responsibility) and make clear when the action has been planned, implemented and stopped. Track how many defect parts have been detected. After implementation of permanent actions remove containment measures only if there are no defects detected any more.

7 Lessons Learned

1. Visualize BEFORE and AFTER (KAIZEN REPORT)

2. Specify what needed to be documented (e.g. Standard Operating Instruction (SOI), etc.)

3. Grasp what you’ve learned (improvements in working and detection process)

4. Think about potential applicability in your organization (review similar design, equipment, components, processes, material or manufacturing processes).

Share what you have learned within your organization.

Some of the benefits of the Root Cause Analysis process are that you will identify which procedures will need to be changed, which documents describing those procedures will require modification and who will need to be trained or re-trained.

Finally, don’t forget that the root cause analysis process must lead to an effective corrective and preventive action plan. One without the other would mean that there is no certainty that the issue is solved and that the failure cannot reoccur.

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