Quality & Industrial Performance

FAST RESPONSE
“Going From Reactive to Proactive”
This presentation was developed by General Motors Corporation Global Purchasing & Supply Chain and PSA Supplier Development.
All rights reserved. No part of this material may be reproduced in any form, or by any method,
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Reference Doc-Info: 01601_13_00115

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 1

 FAST RESPONSE
Introduction

PURPOSE: SCOPE:
• Immediately address quality failures • Assembly Area
• External / Internal • Manufacturing Operations
• Defines the process to be followed • Shipping / Receiving
• Defines method of displaying • All Operations
important information as a visual
management tool, supporting status • Other Support Functions
at a glance.
• Applies discipline in responding to
RESPONSIBILITY:
issues through a systematic approach.
• Defines method to provide fast
• Ownership
• Operations Manager
response to operator
• Contingency Plan for All Situations

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 FAST RESPONSE
Benefits
• Improves Quality metrics - reduces PPM, warranty costs,
reduces PRR’s and increases customer satisfaction.
• Provides a systematic approach (simple and standard) for Problem Solving (small and
large problems) and communication of Quality issues.
• Ensures the Natural owner is assigned to each issue.
• Supports continuous improvement.
• Strengthens documented implementation of Lessons Learned.
• Prevents repetitive mistakes and reduces waste of resources.
• Engages all stakeholders in an organization.
• Creates a culture in which everyone is a strong problem solver promoting continuous
improvement. Problems are positive opportunities.

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 FAST RESPONSE
Fast Response is a system which:

• Standardizes reaction to significant External/Internal Quality failures.

• Instills problem solving discipline through use of a standard documented
format for all problems.
• Promotes communication and a sharing of knowledge through
daily meetings.
• Utilizes a visual method of displaying important information to
drive closure.
• Moves problem identification upstream from the customer to
addressing internal issues sooner.

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 FAST RESPONSE
Fast Response Meeting, what are we searching for?

Criteria of Requirement
1 – page 8-10
2- page 8
3 – page 6-7
4 – page 9
5 – page 7
6- page 7
Auditor Hints – page 11

Global Purchasing and Supply Chain

Next Requirement

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 FAST RESPONSE
Problem Identification
In preparation for the Fast Response meeting, at the start of the day, Departments
shall identify their significant concerns from the past 24 hours which include:
• External Concerns:
– Customer concerns (PRR’s, Liaison Issues, Customer Calls, Warranty)
– Supplier concerns (Suppliers should be notified in advance when they
are to report out at the meeting).
• Internal Concerns:
– Verification Station Findings
– Layered Process Audit Systemic issues
– Line stops and Teardown issues
– Other internal Quality concerns (Dock Audits, containment activity)
– Error Proof device failures
All the significant quality issues are tracked on Fast Response Board.

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 FAST RESPONSE
Problem Identification

• Manufacturing Concerns:
– Production schedule vs. quantity produced:
• Significant deviation could affect to shipment to customer

• Health and Safety Concerns:

– All the safety related events:
• Accidents
• Near miss issues
No need to track Manufacturing and H&S related items on Fast Response board, but
need actions and follow up.

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 FAST RESPONSE
Structure
The meeting is a manufacturing review meeting owned by Manufacturing and
supported by Quality, Engineering, Maintenance, and support staff.
Shall be held daily to review the significant quality concerns gathered by
Departments. Some organizations may choose to hold meetings on each shift.
It is a communications meeting, not a problem solving meeting.
It should be a 10 - 20 minute stand up meeting held on the shop floor.
Each issue shall be documented on a Practical Problem Solving Report (PPSR) or
equivalent. This form is reviewed at the meeting to provide structure for the report
out and to keep the meeting to its allotted time frame.
• Suppliers are expected to use a standard problem solving form for their report
out for the initial Containment phase, Root Cause and Corrective Action
updates.

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 FAST RESPONSE
Responsibilities
The Plant Manager or designated manufacturing lead shall:
• Ensure that Fast Response process is maintained and effective.
• Designate a champion & co-champion as the facilitator.
At the Fast Response meeting, site leadership shall:
• Designate a leader (natural owner) for each concern/issue if one
has not been already assigned.
• Ensure proper support from all disciplines through attendance.
• Identify action required and owner for items statused as RED.
• Establish the next report out date for the issue if it is not closed.

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 FAST RESPONSE
Examples of Fast Response Meeting (Example)

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Auditor hints
Attend on FR meeting. Observe:
- lead by manufacturing with cross -functional attendees,
- how leader controls the FR meeting (keep timing max 10-20 minutes, focus on
subject, not going to the details...),
- participants feel “comfortable”, see that is not a one time event for the audit,
- environment is suitable (everyone can hear and see the meeting),
- how issues reported out,
- Problem Solving report format is used for report out and document the status of
the issue.

Global Purchasing and Supply Chain

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 FAST RESPONSE
Tracking of issues, what are we searching for?

Criteria of Requirement
1 – page 13-16
2 – page 13
3 – page 17
4 – page 18-19
Auditor Hints – page 21

Global Purchasing and Supply Chain

Prev. Requirement Next Requirement

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 FAST RESPONSE
Responsibilities
New issues shall be updated on the Fast Response board prior to the meeting by the
owner (lead contact in the case of supplier issues).

Owners shall be responsible for assuring all problem solving and exit criteria are met in
a timely manner through:

• Cross-functional team reviews outside the Fast Response meeting.

• Update the Fast Response Board Exit Criteria and status columns.
• Distribute updates to team members or key contacts.

Owner shall report progress to the team during each of these steps:

• Problem Definition, Containment

• Root Cause Analysis (5-Why)
• Short/Long Term Corrective Action
• Validation of Corrective Action and Lessons Learned.

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 FAST RESPONSE
Problem Solving report out format
Each issue (internal, customer and supplier) shall be documented on a Practical
Problem Solving Report (PPSR) or equivalent. This form is reviewed at the Fast
Response Meeting to provide structure for the report out and keep the meeting to
its allotted time frame.
• Suppliers are expected to use a standard problem solving form for their report
out for the initial Containment phase, Root Cause and Corrective Action
updates.

Define The
Identify The
s3 Root Cause 5-Why (Example)
s1 Problem
Transfer Technical Root
s3 Cause to DRILL DEEP
Contain The (System RC; 3x5 Why)
s2 Problem

Implement Permanent
s4 Corrective Actions

Verify Effectiveness
s5 Of Actions
Identify The
s3
Cause

Institutionalize
s6 Throughout The Organization

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 FAST RESPONSE
Example of Fast Response Tracking Board (Example)

Board could be a dry erase board, laminated

poster, Excel sheet projected by beamer etc.

Board can be different but must meet INTENT

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 FAST RESPONSE
Fast Response Tracking Board
To optimize visual management, this form is displayed in the meeting
area (e.g. 4’ x 8’ dry erase board, laminated poster, etc.) (Example)
Points to Review:
Ownership
Exit Criteria ABC Company - Quality Fast Response Tracking Board EXIT CRITERIA
STATUS KEY
Overall Status R
1) Required but not initiated
2) Target Date Missed

Next Report Out Date Target Timing, Status, & Date Green
Y
G
Initiated but not complete
Complete
24 H 7D 14 D 34 D 35 D 40 D N/A Not Applicable

Actual Closed Date

Operator Instructions

Forecasted Closed
Field Rep Ranking

Open > 40 Days=R

Next Report Date

Customer Closed
Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)
Layered Process
Program/Product

STATUS (RYG)
Proof/Detection
Who Answered

Containment -

Standard Work
Date Opened

Implemented

PFMEA / CP
Root Cause
Concern # /
Who Called

OVERALL
Breakpoint
By Owner
Customer

Validated
Identified

Updated
ITEM #

Owner

Audits
Name

Error

Date
date
Issue Description Action Plan / Countermeasure

G G G G G G G Y Y
1/10 PRR Hood Brkt Material Contaminated F. LaFeve 2/21 Need operator approval and training completion Y
1/11 1/18 1/24 1/24 1/25 2/13 2/15 2/20 2/20
1 Amore Mason 312869 24241198 for Work Instructions across shifts 2/19 25-Jan
Internal Radio Spt.
G G G G G G G
1/15 CAR 08- Brkt Burrs B. Adams CLOSED NA NA G
1/15 2/16 2/10 2/20 2/10 2/17 2/20
2 Sykes Jones 626 15891477 2/24 21-Feb 18-Feb
Hinge
G G G R G R R R
1/21 PRR Assy Parts mislocated on assembly McIntosh 2/22 N/A PLL Program Logic for Error Prevention device R
1/22 1/26 2/1 2/17 2/21 2/17 2/21 2/24
3 Kurtz Arnold 313123 21119878 to reprogrammed by 2/21. J. Busch - M.E. 3/2
FORD Seat Brkt
G G G G Y Y Y Y Y
1/22 NCR MNOP- Mixed Parts J. McGrath 2/22 Need to confirm LPA results and Process Y
1/22 1/24 1/27 1/27 2/21 2/20 2/20 2/20 2/21
4 Ferrer Stelzer 4219 13456-AF Documents updated. LL System input. 3/3 2-Feb
Internal Hinge
Paint dots found on loose & mis- G G G G R G G
LPA not Validated on 3rd shift. - J. Biden to
2/3 CAR 08- Assy J. McGrath 2/23 N/A NA R
built parts 2/4 2/7 2/8 2/8 2/23 2/28 2/8
5 Dowdall Mehall 632 21119878 confirm Cor. Act. By 2/22 3/15
Need Corp. Office approval on P.O. to obtain
G G Y Y Y Y Y Y Y
2/14 PRR ICS Supt. Loose 7mm bolt on front cover B. Adams 2/21 vendor intallation of Torque Monitor Upgrade. Y
2/15 2/7 2/21 2/21 3/14 3/12 3/13 3/14 3/14
6 Singh Patel 313517 99923889 Bob D. to obtain authorization. 3/26

For Red or Yellow Status – Include Target Date expected to go Green

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Exit Criteria, Statusing

Exit criteria shall be established for Typical Exit Criteria

each key step in the problem solving
process (Core 6 - Steps). EXIT CRITERIA
Target Timing, Status, & Date Green
24 H 7D 14 D 34 D 35 D 40 D
In addition, key items to include in

Containment - Breakpoint

Layered Process Audits

Standard Work Operator

PFMEA / CP Updated
Root Cause Identified

Error Proof/Detection
identifying opportunities for

Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)
Implemented

Instructions
validation of corrective action

Validated
through Layered Process Audits and
prevention of recurrence through
error proofing and Lessons Learned
institutionalized shall also be G G G G G G G Y Y
documented. 1/11 1/18 1/24 1/24 1/25 2/13 2/15 2/20 2/20

• Evidence of each criteria should be reviewed by the Owner at the Fast Response
Meeting (Leadership approval to close/green status).

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 FAST RESPONSE
Exit Criteria, Statusing
Timing for each of the exit criteria EXIT CRITERIA

shall be established in order to Guideline Target Timing, Status, & Date Green
24 H 7D 14 D 34 D 35 D 40 D

Next Report Date By

properly status each item as Red,

Operator Instructions

Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)
Layered Process
Proof/Detection
Containment -

Standard Work
Date Opened

Implemented

PFMEA / CP
Root Cause
Breakpoint
Yellow, or Green.

Validated
Identified

Updated
Owner

Audits
Error
The default when a problem is first
opened is Yellow until it’s timing is
exceeded, RED, or Completed, G G R R R R R R
1/21 2/22 N/A
GREEN. 1/22 1/26 2/14 2/14 2/16 3/6 3/7 3/7

In the example above, the date the problem was opened is 1/21.
• Containment was achieved within 24 hours.
• Root Cause was identified within 7 days.
• Corrective action was not implemented within 14 days so it is RED with the
expected date to be GREEN shown as 2/14.
This Red status should show details in a action/status comment column explaining
the next step.

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 FAST RESPONSE
Exit Criteria, Statusing
R Target Date Missed

EXIT CRITERIA Y ON TARGET

Target Timing, Status, & Date Green G Complete

24 H 7D 14 D 34 D 35 D 40 D N/A Not Applicable

Forecasted Closed date

Layered Process Audits

Customer Closed Date

PFMEA / CP Updated
Root Cause Identified

Error Proof/Detection

Standard Work Operator

OVERALL STATUS
Actual Closed Date
Lessons Learned
Corrective Action

Corrective Action

(Institutionalized)

Open > 40 Days=R

Containment -

Implemented
Breakpoint

Instructions
Validated

(RYG)
Action Plan / Countermeasure

G G R R R R R R
N/A R
1/22 1/26 2/14 2/14 2/16 3/6 3/7 3/7 PLL Program Logic for Error Prevention device to
reprogrammed by 2/14. J. Busch - M.E. 2/21

Overall Status = R, Y, or G
Worst Condition of any single Item at the left

Forecast Closed Date should be 30 days as a target. The maximum should be 40 days.

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 FAST RESPONSE
FAST RESPONSE PROCESS KEY STEPS

Departments gather significant issues from the past 24 hours.

Daily Fast Response Meeting assigns owner to each issue.

Outside the meeting the owner utilizes the Problem Solving
process to correct and prevent recurrence.

Issues are tracked on the Fast Response Tracking Board.

Owners are required to give periodic updates at Fast
Response meeting.

Owner responsible for completion of all exit criteria including

Lessons Learned. Results of Problem Solving process
communicated. Fast Response Tracking Board indicates exit
criteria is green.

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 FAST RESPONSE

Auditor hints

Prior to the audit check the last customer complaints focusing to the open ones.
Prior to the FR meeting ask if there are any significant internal issues.
Check the board if it contains above described external and internal issues.
Follow an issue from FR Tracking Board through the exit criteria confirming actions are
in place & all the relevant documents have been updated.
Check few statuses if they are rated well based on their timing, judge few N/A items
whether they do not need to close the

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 FAST RESPONSE
Fast Response in Production, what are we searching for?

Criteria of Requirement
1 – page 23-24
2- page 25-30
3 – page 31-32
4 – page 32
Auditor Hints – page 33

Global Purchasing and Supply Chain

Prev. Requirement Next Requirement

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 FAST RESPONSE
Fast Response to operator’s concerns
An Andon system or similar in place to support operators in case of any concerns
in order to avoid that they try to solve the concerns by themself creating a
significant issue, such as:
• Safety issue,
• Quality decision (e.g.: judge a non-conformance as OK),
• Unauthorized rework/repair,
• Deviation from standard work, create a new failure mode, etc.
Based on complexity of the line different solutions are acceptable, important that
fast communication is ensured and operator is never alone with concern
identified.

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 FAST RESPONSE
Fast Response to Operator

Team Member Help Call: Assistance Requested

Unique Zone Melody Plays ENT STV   T R I M 3   BL K EXT

-- 1 2 3 4 5
3 FA 1 2 3 4 5 C
R
RS Q## VS CON
U
N GOAL ACTUAL TREND QUALITY D. TIME EXT
STOP
20 0 13 1 __ + 2 10 0 % __ 2 _ 5
Help!
Team Member
Pulls Andon Cord

Problem

Team Leader
Responding

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 FAST RESPONSE
Fast Response to Operator: Purpose

• To empower operations to prevent the occurrence or passing of defects

to the next process and call for assistance when behind in work
sequence or experiencing problems;
• prioritize and initiate the problem solving process;
• drive management and support groups to go and see the problems on
the floor and take action and communicate operational information.

Global Purchasing and Supply Chain

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 FAST RESPONSE
Fast Response to Operator: Roles and Responsibilities

Role of the Team Member

 Follow Standardized Work.
 Actively watch for out-of-standard situations.
 If an abnormality or defect is discovered that
cannot be immediately corrected, pull the Andon
cord (or call for support using other resource like
radio, flag, etc), and continue with the rest of the
cycle until support arrives.
 Support Team Leader with problem solving and
repair as required.

Global Purchasing and Supply Chain

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 FAST RESPONSE
Fast Response to Operator: Roles and Responsibilities
Role of Team Leader
 Attend the call from team member (ex.: hears the andon
melody and looks at the Andon board for more information).
 Goes immediately to the area of the call to investigate and
support.
 Hears a description of the problem and takes responsibility for
the problem
 Begins immediate correction of the problem.
 Begins problem solving with the support of the Team Member
(and resets the andon system by pulling the cord when he has
determined a correction can be made).
 Calls the Group Leader for support if the problem cannot be
solved quickly.

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 FAST RESPONSE
Fast Response to Operator: Roles and Responsibilities

Role of Group Leader

 Support the Team Leader if he is not able to correct the
problem, and get the line running as soon as possible.
 Call for additional support as needed (e.g. maintenance,
quality, manufacturing engineering, etc.)
 Work with the Team Leader to make sure the root cause is
identified and countermeasures implemented.
 Monitor downtime, identify problem areas and work with all
available resources to eliminate problems.

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 FAST RESPONSE
Fast Response to Operator: Roles and Responsibilities

Needs help
Team Member Call Support

Team Leader Support

Decision

Group
Leader Support
Decision

Mgr Support
Decision

The diagram shows the span of support within the organization. The significance of the inverted triangle
is that the Team Member is at the top, supported by the entire organization underneath. When the
Team Member needs help, he calls for support, and support comes from the Team Leader. For
complicated problems, the Team Leader calls for support from the Group Leader, and so on down the
span of support.
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 FAST RESPONSE
(Example)

Manufacturing
Team Member

Team Member
Group Leader
Maintenance

Quality Team
Team Leader

Engineering
Production

Production

Production

Member
Tasks - Escalation Process
Follow Standardized Work     
Actively watch out-of-standard situations      
If an abnormality or defect is discovered that cannot be immediately corrected, call for
support, and continue with the rest of the cycle until support arrives  
Support Team Leader (TL) with problem solving     
TL hears description of problem and takes responsibility for the problem 
TL begins immediate correction of the problem 
TL releases the andon when he has determined a correction can be made. TL begins
problem solving with support of TM 
TL calls for support to Group Leader if problem cannot be solved quickly 
Support TL if he is not able to countermeasure the problem, and get the line running
as soon as possible    
Call additional support as needed (i.e. maintenance, quality, engineering,…) 
Work with TL to make sure root cause is identifed and countermeasures implemented    
Monitor downtime, identify problem areas and work with all available resources to
eliminate problems   

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 FAST RESPONSE
Information flow between shifts
• Assure an open communication channel between all shifts;
• Avoid potential miscommunication between shifts related to issues faced
by other shifts;
• Drive management and support groups in problem solving activities.

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 FAST RESPONSE
Information flow between shift
All the significant issues which happened during the shift are documented in shift
book or similar. Issues such as:
• Error Proof verification failure,
• Line stop,
• Containment initiated,
• By-pass process, etc.
If there is more than one shift, all the information which can be affected to next
shift is passed over via face to face discussion of shift leaders.
Shift book is used for root cause analysis:
• Reactive: to check ‘what went wrong’ in the process when NOK pieces
were produced, helps to define break point.
• Proactive: on daily base manufacturing leadership has to verify actions
implemented related to issues, if needed initiate further escalation.

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 FAST RESPONSE
Auditor hints

Ask operators how they can escalate their issues.

Andon system or similar in place, if applicable.
Test andon's function and response to request (Light Boards, lamps, or audio signals
work, support arrives soon).
Participate at shift change, check shift book and information shared.

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 FAST RESPONSE
Problem Solving, what are we searching for?

Criteria of Requirement
1 – pages 40-60
2 – page 35
3 – page 54-55/59-60
4 – page 38-39
5 – pages 44-53
Auditor Hints – page 62

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Prev. Requirement Next Requirement

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 FAST RESPONSE
Problem Solving

Organizations shall have a defined process for Problem Solving including a standard for
documenting tools used for root cause identification and elimination.

WHAT IS A PROBLEM?
• It is the GAP between the current situation and customer satisfaction.

• Defined As a Discrepancy Between an Existing Standard or Expectation and

the Actual Situation.

Standard
Discrepancy

LEVEL Actual
TIME
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 FAST RESPONSE
Problem Solving

 Problems Are the Seeds for Improvement!

 Problems Are Positive Opportunities!

 If There Are No Problems Then Something Is Wrong!

Growing

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 FAST RESPONSE
Problem Solving

FUNDAMENTAL PRINCIPLES OF PROBLEM SOLVING

Set aside pre-conceived ideas.

Don’t respond to problems without data.
Break the problem down.
See abnormal occurrence and Point of Cause first hand.
Delay cause analysis until you have a thorough grasp of what is actually happening.
What is the standard? What is happening compared to what should be happening?
Establish Cause/Effect relationships.
Continue asking “Why”? until you can prevent reoccurrence of the problem by
addressing its root cause.

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 FAST RESPONSE
Problem Solving

Definition:
• A structured process that
identifies, analyzes, and
eliminates the discrepancy
between the current P
situation and an existing
standard or expectation,
and prevents recurrence
of the root cause.
• Cross-functional team
approach is applied. D
C
A
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 FAST RESPONSE
Problem Solving

Who Does the Problem Solving?

Everyone
Stability As more people
are involved, more
problems are
solved which
People creates a more
stable
environment. As
the environment
becomes more
stable, more
people can be
involved in
problem solving.
Involvement

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 FAST RESPONSE
Problem Solving

Step 1- THE PROBLEM

Problem Description (Initial Problem Perception)
• State the Problem That Is Occurring Problem Description
(Initial problem Perception)

A large, vague description of what

you think the problem is.

Grasp
the
Situation

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 FAST RESPONSE
Problem Solving

Step 1- THE PROBLEM

Problem Definition - Specifically Define the Situation (break down the problem)
• The Standard (what should be happening?) Problem Description
(Initial problem Perception)
• The Deviation (what is happening?)
• The Time (how long?) Problem Definition

• The Frequency (how many?)

Grasp
the
Situation

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 FAST RESPONSE
Problem Solving

Step 2-CONTAIN THE PROBLEM

• Go-See; Point of Cause.
• Where Is the problem happening?
Problem Description
(Initial problem Perception)

Problem Definition

Containment
Locate Point
of Cause
PoC

Process 3 Is the Point of Cause!

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 FAST RESPONSE
Problem Solving

Step 2-CONTAIN THE PROBLEM

Once the Point of Cause is determined, the team needs to apply the non-conforming
procedure to determine:
• The best method to contain the defect.
• How long has this been happening?
– Review data for last known good part for the specific characteristic in
question.
– Engage operators regarding changes or abnormal conditions and timing.
– Initiate a containment work sheet and establish a potential
quantity to verify all material in question Is captured for that time frame.
• Determine whether other areas or customers are impacted by the
problem and to what extent.

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 FAST RESPONSE
Problem Solving

Step 3 – IDENTIFY THE ROOT CAUSE

(Example)
There are several tools
available to problem solve
and get to the root cause. Cause Effect

Their use is dependent

upon the complexity of the
process, the type of failure
mode, Fit, Function, or
Finish, and the system used
to measure the specific
characteristic that failed
which will be attribute or
variable data.

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 FAST RESPONSE
Problem Solving

Step 3 – IDENTIFY THE ROOT CAUSE (Example)

As an initial root cause
step, General Motors uses
the 7 diamond process as
an immediate reaction to
internal Quality issues.
The first 4 steps are used
to quickly determine if an
out of standard condition 7
(special cause) exists. This
will prevent excessive use
of the statistical problem
solving techniques.

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 FAST RESPONSE
Problem Solving

Step 3 – IDENTIFY THE ROOT CAUSE

Diamonds 1 – 4 are Used to determine if production is running

manufacturing process to design intent.
• Diamonds 1-4 evaluate the stability of the process.

• Once a problem has been identified, the automatic response should be

to immediately perform diamonds 1-4.
• Initial investigation is done where the defect was found.
• If investigation determines the cause of the problem is upstream, then
investigation should be conducted at the upstream source as well.

• Statistical Engineering occurs when the manufacturing process does meet

design intent and the problem still exists.

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 FAST RESPONSE
Problem Solving
1 Correct Process (Example)

Manufacturing Correct Can any of these cause the problem?

Corrects Process?
• Is the correct Standardized Work posted?
• Is Standardized Work being followed?
• Are build documents being adhered to (if applicable)?
Manufacturing Correct • Are gaging requirements / frequencies being adhered
2 Tool? to?
• Is the job being done the same on all shifts?
• Does the operator understand what the product
standards are?
Manufacturing Correct • Is it the regular operator? Has there been a lot of
3 Part?
turnover on the job?
• Has the operator been properly trained?
• Are the visual aids current?
Quality Sys /
• Does the operator understand the quality outcomes of
SQ / Supplier Parts her/his job?
4 Quality?
• Does the operator know how to communicate when
he/she has a problem?

PSA GM Purchasing & Logistic Committee 47

 FAST RESPONSE
Problem Solving
2 Correct Tool (Example)
Manufacturing
1
Correct
Process?
Can any of these cause the problem?
• Are the correct tools & fixtures being used?
(all shifts)
• Are the tools set to the specified requirements?
Correct
Manufacturing
Corrects Tool?
• Are they properly calibrated?
• Are both shifts using the same tool?
• Are the tools worn?
• Do the tools & fixtures have mutilation protection?
Manufacturing
3
Correct • Has the workstation been error proofed?
Part?
• Have the tools or error proofing been bypassed?
• Does the workstation layout allow the operator
to work effectively?
Quality Sys / Parts
• Has the Preventive Maintenance been done?
SQ / Supplier
4
Quality? (check log)
• Are tools functioning correctly?

PSA GM Purchasing & Logistic Committee 48

 FAST RESPONSE
Problem Solving
3 Correct Part (Example)

Manufacturing Correct Can any of these cause the problem?

1 Process?

• Is the part’s routing current?

• Are the correct parts being used?
Manufacturing Correct
• Are parts stocked in the correct location?
2 Tool?
• Do the part numbers on the boxes agree with
their location?
• Is error proofing needed?
Manufacturing
Corrects
Correct • Is existing error proofing device working correctly?
Part?

Quality Sys /
SQ / Supplier Parts
4 Quality?

PSA GM Purchasing & Logistic Committee 49

 FAST RESPONSE
Problem Solving
4 Part Quality (Example)

Manufacturing Correct Quality Systems is responsible for determining if parts

1 Process?
have changed and overall part quality:

Supplier Data
CMM Checks
Manufacturing
2
Correct Fixture Checks
Tool?
Visual Part to Part
Visual Lot to Lot

If part’s quality (out of specification) is determined to be

Manufacturing
3
Correct
Part?
the problem’s root cause, then Quality Systems will notify
manufacturing and/or the supplier that there is a problem
and work with manufacturing and/or the supplier to
validate the corrections.

Quality Sys / Parts

SQ / Supplier Quality?

PSA GM Purchasing & Logistic Committee 50

 FAST RESPONSE
Problem Solving

Step 3 – IDENTIFY THE ROOT CAUSE

For each NO response in Diamonds 1-4, a 5-Why analysis is performed.

When a cause is found, ask why until you find the real root cause (5 Why’s)

PSA GM Purchasing & Logistic Committee 51

 FAST RESPONSE
Problem Solving
Step 3 – IDENTIFY THE ROOT CAUSE
FIVE WHY PROBLEM SOLVING TOOL
Why did the robot stop?
A fuse in the robot has blown Cause
Investigation
Why is the fuse blown?
Circuits overloaded
Why did the circuit overload?
The bearings have damaged one another and locked up
Why have the bearings damaged one another?
There was insufficient lubrication in the bearings
Why was there insufficient lubrication in the bearings?
The oil pump on the robot is not circulating sufficient oil.
Why is the pump not circulating sufficient oil?
Pump intake is clogged with metal shavings.
Why is the intake clogged with metal shavings?
No filter on the pump intake.
Why was there no filter on the pump intake?
The pump was not designed with a filter.

PSA GM Purchasing & Logistic Committee 52

 FAST RESPONSE
Problem Solving

Step 3 – IDENTIFY THE ROOT CAUSE Problem Description

(Initial problem Perception)
• 5 Whys is a very good tool to get to the root cause of a problem.
• Our first conclusion when we tackle a problem is usually the direct
cause, what is directly responsible for the problem. Problem Definition

• The direct cause can be the result of another cause, and so on.
• If we understand this chain, then we can find the root cause and Locate Point of
eliminate the problem. Cause

• Continue asking why until the root cause is found ! PoC

Why?
Direct Cause

Why?Why?Why? Why?
Cause

Why? Cause Why? Cause

Investigation
Why?
Why? Cause
Why?

Root
Cause

PSA GM Purchasing & Logistic Committee 53 53

 FAST RESPONSE
Practical Problem Solving Form (Step1-3) (Example)
Identify (Example)
The
s3
Root Cause 5-Why

Define The Transfer Technical Root

s1 s3 Cause to DRILL DEEP
Problem
(System RC; 3x5 Why)

Contain The
s2
Problem
1-4

Identify The
s3
Cause
If Each
YES to
NOD1-4
response
Questions
to
Proceed
D1-4to
Questions
Cause Effect
Requires
Brainstorming
a 5-Why path

PSA GM Purchasing & Logistic Committee 54

 FAST RESPONSE
Drill Deep Analysis/Worksheet (Example)
5 Whys – After the technical root
Revision Date: Original Final
Name and Title: Phone: RPN
Supplier Team Lead: Severity
Provide a complete member list with contact information on Contact List Worksheet Occurance
GM SQE: Detection

Supplier Duns:

Issue Category: PRR PRTS CDP

Supplier Name and Location:
Supplier is Tier 1 to GM

Issue Number:
cause is found, determine WHY
the System failed. Ask “WHY”
Other , Specify :

Failure Mode:

Effects of Failure Mode:

Cause of Failure Mode:

Drill Deep Corrective Action

Point of Manufacture Tier 1

Verification Owner Due Date

until actual root cause for each is
determined.
Why did the Manufacturing System
M1 Cause of Failure Mode
not prevent this
Failure Mode
M2

****************
**************** M3
**
Prevent
****************
****************
** Manufacturing System -
Error Proofing &
****************
Standardized Work
****************
**
M4

M5
Prevent – Why did the
Quality Assurance
Why did the Quality System not
Protect GM from this
M-RC

Q1
manufacturing process not
Failure Mode

****************
****************
Q2

Q3
prevent the defect?
** Protect
****************
****************
Quality System - Q4
**
Error Detection &
****************
Containment

Protect – Why did the Quality

**************** Q5
**

Q-RC
Quality Control

process not protect the customer

Why did the Planning System not
P1
Predict this
Failure Mode
P2

(GM) from the defect?

****************
**************** P3
** Predict
****************
****************
Planning System - P4
** informational content
****************
in all documentation
**************** P5
**

Quality Planning

What are the key findings based on

P-RC

A
Predict – Why did the planning
process not predict the failure?
this quality issue?
B

****************
**************** C
**

PSA GM Purchasing & Logistic Committee 55 55

 FAST RESPONSE
Problem Solving
Problem Description
Step 4 – IMPLEMENT CORRECTIVE ACTION (Initial problem Perception)

• Brainstorm possible solutions and

Problem Definition
select the most effective, efficient
and cost effective solution.
Locate Point of
Cause
• Determine if a trial run is needed to PoC
confirm and test the proposed
solution to verify it is effective and Direct Cause
Why?
has no other adverse effects. Cause
Why?

Cause
• Determine the steps and actions Why?

Why?
needed to implement and timing. Cause
Why?

• Identify the breakpoint of Root

Cause
implementing to all key stake
holders. Countermeasure

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 56 56

 FAST RESPONSE
Problem Solving Problem Description
(Initial problem Perception)

Step 5 – VERIFY EFFECTIVENESS OF ACTIONS

Follow Up and Check Problem Definition

• Implement Layered Process Audits to verify that

changes to the system are being performed Locate Point of
Cause
consistently and working as intended.
PoC
• Verify effectiveness through measurement and data.
• Establish a verification period (duration/date). Direct Cause
Why?

• Determine who will follow up. Why?

Cause

• Create a standardized process or method. Why? Cause

• Remove excess work from containment. Why?

Cause
Why?

MARCH Root
Cause
(Example)
Countermeasure

Follow -Up

PSA GM Purchasing & Logistic Committee 57 57

 FAST RESPONSE Problem Description
(Initial problem Perception)

Problem Solving
Problem Definition
Step 6 - INSTITUTIONALIZE
• Identify similar products and processes which Locate Point of
potentially have or may produce the same failure mode. Cause
PoC
• Add failure mode and corrective action to Lessons
Learned database.
Why?
Direct Cause
Send a copy of this Problem Solving Report to other Cause
Why?
Departments/Plants with the potential of experiencing this
Why? Cause
problem.
Why?
• Implement the solution across the organization. Cause
Why?

• Update remaining necessary documentation: Root

– PFMEA Cause
– Control Plan
– Error Proofing Verification Countermeasure

– Standardized Work Follow -Up

– Operator Instructions
Institutionalize

PSA GM Purchasing & Logistic Committee 58 58

 FAST RESPONSE
Drill Wide Analysis/Worksheet (Example)

Drill Wide - analysis of opportunities of system deficiencies and corrective actions that
encompass all GM parts, manufacturing processes, and other plant locations.

PSA GM Purchasing & Logistic Committee 59 59

 FAST RESPONSE
Practical Problem Solving Form (Step 4-6) (Example)

Implement Permanent
s4
Corrective Actions

Verify Effectiveness
s5
Of Actions

Institutionalize
s6
Throughout The Organization

PSA GM Purchasing & Logistic Committee 60

 FAST RESPONSE
Problem Solving
Summary:

 No problem solving means no improvement.

 Encourage problems and solutions.
 Provide the necessary training and resources.
 Have patience.
 Develop problem solvers.
 Managers should have the questions, not the answers.
 Make decisions based on fact, not opinion (Emotion).
 Use teamwork to solve problems.

PSA GM Purchasing & Logistic Committee 61

 FAST RESPONSE
Auditor hints
Prior to the audit check last customer complaints focusing to the issues where root
cause found and corrective action implemented.
Verify that problem solving used efficiently, all the core "6 steps" applied, specially that
real main root cause found and action implemented against the root cause.
If no customer complaint issued verify via an internal or sub-supplier issue.
Check a Drill Deep (5 whys), main systematic root causes found.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 62

 FAST RESPONSE
Lessons Learned, what are we searching for ?

Criteria of Requirement
1 – page 64
2 – page 66
3 – page 65-67
4 – page 66
5 – page 65
Auditor Hints – page 68

Global Purchasing and Supply Chain

Prev. Requirement Next Requirement

PSA GM Purchasing & Logistic Committee 63

 FAST RESPONSE
Lessons Learned
A Lessons Learned system:

• Establishes a process for capturing information that will support

continual improvement to all operations/processes.

• Prevents repeated mistakes allowing an organization to capitalize on its

successes.

• Applies to all functions and responsibilities, therefore, everyone in the

organization should participate.

All documentation that will support continuous improvement should be entered into a
Lessons Learned system. (e.g. Master PFMEA, Problem Solving, Read Across)

PSA GM Purchasing & Logistic Committee 64

 FAST RESPONSE
Lessons Learned
Lessons Learned may be identified by anyone.
Examples of activities to Identify Lessons Learned:
• APQP Process
• Layered Process Audits
• Error Proofing Verification Failures
• Problem Solving activity for Internal or external Issues
• Verification Station Findings
• Continuous Improvement Teams
• Risk Reduction-Reverse PFMEA Team Activity
• Suggestion Programs
• Company Business/Quality Operating System Management Reviews
A disciplined approach to problem prevention using Lessons Learned shall be
established. Activities within an organization to prevent future problems or improve
performance that build Lessons Learned may include.
• GM Drill Wide-Read Across communication and follow up
• APQP Program reviews of Lessons Learned

PSA GM Purchasing & Logistic Committee 65

 FAST RESPONSE
Lessons Learned
Lessons Learned shall be documented. Documentation may include:
• Lessons Learned Form
• APQP Checklist
• Master PFMEA
• Computer Form or Website, etc.

Lessons Learned shall be communicated and kept available to all current

and potential users. Communication can be performed by:
• Posting the lessons learned form
• Including on a lessons learned website
• Utilizing a company newspaper or closed circuit TV
• Distribution of pocket cards, etc.

Leadership shall review the Lessons Learned process to assure Implementation.

PSA GM Purchasing & Logistic Committee 66

 FAST RESPONSE
Lessons Learned (Example)

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 67

 FAST RESPONSE

Auditor hints
Ask people for examples how they are using Lessons Learned system.

Check 6th step of problem solving (Institutionalize) via examples of point FR4. Check
Drill Wide Matrix or 7&8th step of 8D of last customer complaints.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 68

 FAST RESPONSE
Fast Response effectiveness, what are we searching for ?

Criteria of Requirement
1 – page 70
2 – page 71-72
3 – page 73
4 – page 74
5 – page 75
6 – page 76-77
Auditor Hints –page 78

Global Purchasing and Supply Chain

Prev. Requirement What goes wrong

PSA GM Purchasing & Logistic Committee 69

 FAST RESPONSE
Performance Metrics (Example)

No lost workday cases

Lost workday cases
occurred

PSA GM Purchasing & Logistic Committee 70

 FAST RESPONSE
Performance Metrics
(Example)
Leadership shall ensure that Fast Response process is
effective and quality status is displayed.

How do you know the Fast Response process is

working?

Any type of visual management can be used such as a

calendar, trend charts which represent at minimum
monthly data:
• The number of days Red or Yellow
• Number of issues Closed
• Average days open for closed issues

PSA GM Purchasing & Logistic Committee 71

 FAST RESPONSE
Performance Metrics
(Example)

PSA GM Purchasing & Logistic Committee 72

 FAST RESPONSE
Fast Response Performance

How do you know the Fast Response process is working effectively?

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 73

 FAST RESPONSE
Repetitive Issue

ABC Company - Quality Fast Response Tracking Board

EXIT CRITERIA
STATUS KEY
1) Required but not initiated
R
2) Target Date Missed
Y Initiated but not complete
G Complete
Status & Date Green N/A Not Applicable
24hs 7d 14d 34d 35d 40d

OVERALL STATUS
Part & Part Number

Actual Closed Date

Operator Instructions

Forecasted Closed
Repetitive Issue?

Open > 30 Days=R

Corrective Action

Corrective Action
Next Report Date

(Institutionalized)
Lessons Learned
Layered Process
Proof/Detection
Program Name

Containment -

Time to close
Standard Work
Date Opened

Implemented

PFMEA / CP
Root Cause
Breakpoint
By Owner
Customer

Identified

Validated

Updated
ITEM #

Audits
Owner

(RYG)
Error

date
Issue Description Action Plan / Countermeasure

16/04
22/04
23/04 1 - Delay in the root cause identification
Bracket 29/04 Item in CSL
1 4/15/13 Cruze GM Lack of nut Yes Carlos G G G G G G G G G 25-May 25-Jun 70 G
93345678 29/05 2 - Lead time to import a sensor from Japan - 30 days
19/06 Keep item in CSL
20/06
25/06

Column indicating if the issue

is repetitive or new.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 74 74

 FAST RESPONSE
Performance Metrics

Andon - Report
50

45

40

35

30
Quantity

25

20

15

10

0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

number of pulls number of stops

PSA GM Purchasing & Logistic Committee 75

 FAST RESPONSE
PRR reduction activities
Location with a high level of customer complaints (>24 complaints in last 12 months)
shall have a special team created to work on complaints.

Expectation against PRR reduction team:

• cross functional team
• identify systematic root causes of issues
• define action plan and regular follow up
• assign champion from the team for each new customer complaint
• implement verification station(s) for all the customer issues and high risk failure
modes

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 76

 FAST RESPONSE
PRR reduction activities
Example of identify systematic root causes of issues

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 77

 FAST RESPONSE
Auditor hints

Prior to audit check number of last 12 month PRRs. If higher than 24 (do not count line
accumulation ones) or trend is significantly negative, special PRR reduction team has
to be established.
Check last customer complaints whether due dates kept. If not reasons for delay,
actions need to be addressed.
Check red items percentage, evaluate actions addressed to eliminate roadblocks.
Evidence of periodical review of average closing time for each exit criteria and set
action plan for any deviation.

Global Purchasing and Supply Chain

PSA GM Purchasing & Logistic Committee 78

 FAST RESPONSE
What goes wrong ?

• Fast Response Meeting was started but stopped, because:

• It became a problem solving meeting (too long)
• No daily issues reported (-> weekly -> wind up)
• Issues remained open too long because of no regular feedback
• Practical Problem Solving Form or equivalent is not used
• No clear definition of what is a „significant issue”
• Problem solving in office not at Point of Cause
• Missing whys (Drill Deep) to find main root cause
• Read across (Drill Wide) is not completed
• Lessons Learned database available, but not in use

Prev. Requirement

PSA GM Purchasing & Logistic Committee 79