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Hella 8D Report SupplierTraining MaterialLippstadt 2017-11-20HCC-PU-QMHF-7761EN C (2013-10)

Motivation to make the 8D Report How to fill out Hella 8D Report 8D Report Evaluation8D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

8D - Introduction 8 Disciplines Problem Solving (8D) is a method used to approachand to resolve problems, typically employed by quality engineersor other professionals; Its purpose is to identify, correct and eliminate recurring problems,and it is useful in product and process improvement.; It establishes a permanent corrective action based on statisticalanalysis of the problem and focuses on the origin of the problemby determining its Root Cause. Although it originally comprisedeight stages, or 'disciplines', it was later augmented by an initialplanning stage; The 8D follows the logic of the PDCA Cycle.38D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

Advantages Easy and logically method, clearly shows next steps of problem solution. The method is known and used by all companies from the automotiveindustry. Often this is a required method of documenting the Corrective/Preventiveaction for the problem. An excellent way of reporting nonconformance’s to suppliers and theirCorrective/Preventive actions.48D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

8D Problem Solving8D follows the logic of thePDCA Cycle18ProblemSolvingFinal meetingTeam7Prevention ofrecurrence ofthe mentCorrective actionsActioneffectiveness45validationRoot CauseCorrectiveAnalysisactions andtracking ofeffectiveness58D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

Motivation to make the 8D Report How to fill out Hella 8D Report 8D Report Evaluation8D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

8D Steps7D1Problem solving teamD2Problem descriptionD3Containment actionsD4Root cause analysisD5Corrective actions and tracking of effectivenessD6Corrective actions effectiveness validationD7Prevention of recurrence of the non-conformityD8Final meeting8D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D1 — Problem Solving TeamD1TaskD1D3D4D5D6D7D8Select team members Action Members with appropriate skills are nominated based onthe problem descriptionA team leader is appointedTargetConfirmation of the team structure and assignment ofresponsibilities among the team members88D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D1 — Problem Solving TeamHeader of 8D report filled with information come from Hella’s Quality Notification letter.23451Please fill in right information according to below explanation:1 Hella claim no. can directly get from Hella QN.2 Interim 8D Report: D8 not finished.3 Final 8D Report: D8 finished.4 First issue date: Official issue date to Hella, e.g. it’s always a date when supplierfinished D3 or D5, which is required by Hella SQA.5 When 8D is updated, supplier shall update with this date.98D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D1 — Problem Solving TeamInformation regarding Hella contact person and claim subject213465All above items can directly get from Hella QN. As following attachment show:-52021-6160xxxx43108D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 201716

D1 — Problem Solving TeamType of failure12341 If the failure part is detected from Hella plant. Please select ‘Hella internal’.2 If the failure part is detected from Hella’s customers, for example OEM, Tier 1. Pleaseselect ‘0-km Return’.3 If the failure part is detected from consumer side (e.g. 4S store or markets). Pleaseselect ‘Field return’.4 If the failure part is detected as logistic failure. Please select ‘Logistics failure’.118D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D1 — Problem Solving TeamSupplier information: contact person, location, material, tools126789⑩3451The name of supplier contact person;7Supplier internal part No.2Which department did supplier contact person work?Supplier internal claim tracking number;3Supplier contact person’s E-mail;894Supplier contact person’s telephone;5Supplier cross functional team member, includingname and Dept.6Supplier manufacturing site/plant/workshop for thisdefect part;12Type of machine, e.g. injection molding/stamping/die-casting, etc.⑩Equipment number which defect part manufactured;Devices number, e.g. tool number, fixture number whichdedicated for this part;The name of supplier which cavity or fixture be affected by thiscomplaint .8D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D2 — Problem DescriptionD1TaskD2DDDD3456Collect Information, data, facts and figures D7D8Describe the problem (defect/deviation) as accurately as possible givingquantitative detailsAnswer the questions belowProblemWho?What?When?Where?Why?How?How often?Action Target13Past(Target situation)Present(Present actual situation)The cause ofthe deviationis unknown at first}Describedeviation (problem)on the basisof factsAll problem solving team members must havea clear and fact based understanding of the problemPrecise problem description8D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D2 — Problem Description1Same as the description on Hella’s Quality Notification letter.1 124W1Hwhat: defects descriptionWhen: claim dateWhere: warehouse, production lineWho: Hella Incoming, production, orothershow many: defects quantity foundUse Supplier internal language to describe what defects happen. Which2 characteristic can’t meet Hella drawing/requirement. OK/NOK parts shown.148D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D2 — Problem Description1231 If this failure happened before, select ‘Yes’;2 If this failure 1st time happened, select ‘No’;3 If this is repeat issue, please fill in last Hella claim No. and last Supplier internalclaim No.4564 Can get directly from Hella’s Quality Notification Letter:5 Potential affected Quantity include :Hella warehouse Q’ty On the Way Q’ty Supplier warehouse Q’ty.6 All parts under the same production condition.Affected period15Affected production recordAffected quantity8D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D2 — Problem Description1234HellastockaffectedOn theway erstockaffectedPotentialaffected1 If Hella stock affected, please select ‘yes’, otherwise ‘no’. And fill in affectedquantity and corresponding ‘lot number’.2 If parts en route of transportation to Hella affected, please select ‘yes’,otherwise ‘no’. And fill in affected quantity and corresponding ‘lot number’.3 If Supplier consignation affected, please select ‘yes’, otherwise ‘no’. And fillin affected quantity and corresponding ‘lot number’.4 If Supplier stock affected, please select ‘yes’, otherwise ‘no’. And fill inaffected quantity and corresponding ‘lot number’.168D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D3 — Containment ActionsD1TaskD2D4D5D6D7Determine the most suitable containment actions Action TargetD3D8Containment actions must be taken to safeguard the situation, inorder to prevent a recurrence of the problem at the customer.Containment actions therefore serve only as a safeguard and oftenbear no relation to the cause of the problem.Cost considerations should play little or no part in the initialresponse.A schedule for implementing the containment actions must bedeveloped and the effectiveness of the measures must be assessed.Instant information and support to the customer andimplementation of containment actions as quickly as possible.1. 24 hours: quick response e.g.containment actions at HELLA2. 48 hours: containment actionsfully implemented (D3 completedand sent to HELLA)178D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D3 — Containment Actions12345In order to ensure Hella restart production, supplier need carry out effective1 urgent action, e.g. sorting, rework, stock exchange.2 Supplier action date instead of week.3 Person who is responsible for containment action.4 Additional comments.5 Supplier shall fill in real effectiveness from Hella feedback.Containment action shall include ‘how to process affected stock’ and ‘how to ensuregood parts to Hella’.188D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D3 — Containment Actions3214Must update sorting result after sorting action5761 Location of supplier sorting2 Total sortingquantity3 Total defectsquantity4 Total defectsPPM5 Don’t forget to summarize this6 Mark/label of this delivery for better tracking7 First delivery after implementation of containment actions, PS: from supplier side198D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D4 — Root Cause AnalysisD1TaskD2 Action 20D4D5D6D7D8Determination of the root cause TargetD3All possible causes of the defect must be considered.All possible causes should be determined and compared withthe problem profile through systematic application of validprocedures, based on the physical, chemical and technicalrelationships and application of appropriate quality tools.The "Why" questioning technique should be applied determiningthe root cause.Confirmation of the root cause8D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D4 — Root Cause AnalysisDetail measurement methodology andprocedure should be specified here.Use appropriate measurement to measure potential characteristics forOK parts and failure parts, also show all test result for analysis.PS:It’s better that supplier provide specification or drawing for potentialcharacteristics.analysis for occurrence, non-detection, systemare mandatory218D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D4 — Root Cause AnalysisStudy criminalmotive（5 Why)Determine realmurderer(reproductivity orconfirm historyrecord） Appropriate quality tool to investigate allpotential root cause, e.g. Fishbone, FailureTree. It will help us to find all root cause. All root cause shall be analyzed with 5why. The analysis procedure should be clear &reasonable and in system methodology.Recommend to attach detail analysis report inthe last page.Identify criminalsuspect (Fish bone、FTA、flow chart、,module,FMEA, etc.)228D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D4 — Root Cause Analysis1.2.Why did ourmanufacturing processnot prevent theincident?Repeat asking "Why"until you found the rootcause (basicincidence), which isfeasible to becontrolled, e.g.‘operation WI’,weakness design,supplier management,etc.1.2.Why did our qualityprocess not detect theincident?Repeat asking "Why"until you found the rootcause (basicincidence), which isfeasible to becontrolled, e.g.‘inspection WI’,different requirementbetween xxx withcustomer or supplier,etc.Why did qualityplanning process notpredict this defects?For example, nolessons learned,different requirementbetween xxx withcustomer or supplier,Poke Yoka, etcThe 5 Whys is a question-asking technique used to explore the cause-and-effectrelationships underlying a particular problem. The primary goal of the technique is todetermine the root cause of a defect or problem.238D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017

D4 — Root Cause Analysis – example 1Put a example with possible root causes analysis and verification, and 5 why analysis.Problem description:HELLA complaint Lower Housing can not be welded properly and burnt on the topsurface. Defect rate around 6%. Transmission rate of Lower Housing is less than 18% (Spec:min.18%).Occurrence Root Cause:5M1E checked with fishbone by supplier, only MVR of raw material has variation.DOE was carried out to prove that MVR is a real factor/root cause.248D Training suppliers Keppmann HCC-PU-QME - Lippstadt, Nov 2017