5C presentation.pptVIP

Closed Loop Corrective Action Closed Loop Corrective Action CHARACTERIZE the Problem Problem description State the effect (What is wrong, not why it is wrong) Be specific Who, What, Where, When, Why, how and how many Describe the extent by clear number, such as failure rate, cycle time increase, profit loss….etc Team members Identify the team leader, and need to cover different skilled team members Include internal and/or external members based on the problem May adjust the team members according to status of phase Which function or individual been impacted Next operation/process Downstream users End customers Safety concern What is the extent Cost up, profit loss ($, NTD) Schedule impact, cycle time increase (sec, min, hr, day) Productivity, yield rate, scrap rate (%, dphu) Quality gate (index, %) CHARACTERIZE the Problem (Example) Closed Loop Corrective Action CONTAIN the Problem Containment does not only apply to product issues. We need to “contain” other process or similar issues as required Immediate action needs to be taken to minimize the potential for additional loss Containment action planning must begin as soon as a problem becomes known Containment has the potential to be very costly and painful depending on the issue The primary obligation is to prevent harm (economic or physical) to additional customers or departments. The critical factor is immediacy There may sometimes need to take actions for multiple sites at the same time Containment Action CONTAIN the Problem (Example) Closed Loop Corrective Action Define CAUSES of the Problem Identify Possible Root Causes Casual analysis Determine potential causes Analyze data Identify root causes Tools for casual analysis Statistical data Tools to help approximate % contribution Define CAUSES of the Problem (Example) Closed Loop Corrective Action CORRECTIVE Actions CORRECTIVE Actions Corrective actions Corrective action involve both interim and permanent actions to deal with all of the problems in e