Chrysler 7 Step Corrective Action form - how to fill it out?
- Thread starter mjoakin
- Start date
Too bad about getting the opportunity to improve with a 7D.
I don't have a specific reference for you... but I would check Chrysler's
supplier quality manuals. The manuals they issue on other topics are
well done, so I would expect that they have a good description of their expectations.
Let me comment on one thing you said in your question that I have heard before.
You note that you are "repeating the same information on different steps".
May I suggest that that's a symptom that you're not understanding the intent of the different 7D steps. The expectations are that you will address the problem at increasingly deep levels. You should be digging deep into the root cause to prevent the problem from happening again-- not only on this part number, but other part numbers.
For example:
Let's say that your problem was that the part # 12345 should be ground to a certain radius, and the customer found one out of spec.
First level: Contain the bad or potentially bad parts for the specific problem, by gaging the radius. Rework or scrap the bad parts.
Second level: Determine how the bad part was made. Perhaps the grind fixture has a loose component, and that let the grind fixture slide out of position. Now tighten up the loose part of the grind fixture.
Third level: Change the design of the grind fixture to make sure that the part can't come loose again; maybe by putting in steel dowel pins rather than bolts.
Fourth level: Look at the grind fixtures on other parts besides 12345 to see if they can come loose. Change them, too.
Fifth level: Look at your procedures for designing grind fixtures. Change them to check for possible loosening and prevent that problem. Now, when you make a new grind fixture for a job in the future, you won't have that problem.
This is the kind of thinking that Chrysler, and all of the carmakers, want you to put into the 7D.
Best regards/ buena suerte,
Brad Pritts
Quality consultant
Ann Arbor, Michigan USA
I don't have a specific reference for you... but I would check Chrysler's
supplier quality manuals. The manuals they issue on other topics are
well done, so I would expect that they have a good description of their expectations.
Let me comment on one thing you said in your question that I have heard before.
You note that you are "repeating the same information on different steps".
May I suggest that that's a symptom that you're not understanding the intent of the different 7D steps. The expectations are that you will address the problem at increasingly deep levels. You should be digging deep into the root cause to prevent the problem from happening again-- not only on this part number, but other part numbers.
For example:
Let's say that your problem was that the part # 12345 should be ground to a certain radius, and the customer found one out of spec.
First level: Contain the bad or potentially bad parts for the specific problem, by gaging the radius. Rework or scrap the bad parts.
Second level: Determine how the bad part was made. Perhaps the grind fixture has a loose component, and that let the grind fixture slide out of position. Now tighten up the loose part of the grind fixture.
Third level: Change the design of the grind fixture to make sure that the part can't come loose again; maybe by putting in steel dowel pins rather than bolts.
Fourth level: Look at the grind fixtures on other parts besides 12345 to see if they can come loose. Change them, too.
Fifth level: Look at your procedures for designing grind fixtures. Change them to check for possible loosening and prevent that problem. Now, when you make a new grind fixture for a job in the future, you won't have that problem.
This is the kind of thinking that Chrysler, and all of the carmakers, want you to put into the 7D.
Best regards/ buena suerte,
Brad Pritts
Quality consultant
Ann Arbor, Michigan USA
Thanks Brad.
I've tried to get some Chryslet Supplier Manual, but we're Tier 3, and the one I have is not helpful.
Sometimes is too easy to write 7Steps, but sometimes I get lost: can't find a right solution to our lastest problem: poor quality in embroidery logo.
Step 1. Problem: Poor logo quality
Step 2. Containment: Verify process and final product. Quality Alert.
Step 3. Root cause: Machine setup, old equipment-> needs adjustment.
Step 4. Action: Give maintenance, modify preventive maintenance plan.
Step 5. Verification:
Step 6. Control:
Step 7. Prevention: Apply to similar processes/products, modify FMEA.
I'm not sure about the verification and control. What's the difference between verify and control ?? If I go to the process to check the logo quality and if it is Ok, then the adjusment made corrected the process, but .. control? what am I going to control?
I've tried to get some Chryslet Supplier Manual, but we're Tier 3, and the one I have is not helpful.
Sometimes is too easy to write 7Steps, but sometimes I get lost: can't find a right solution to our lastest problem: poor quality in embroidery logo.
Step 1. Problem: Poor logo quality
Step 2. Containment: Verify process and final product. Quality Alert.
Step 3. Root cause: Machine setup, old equipment-> needs adjustment.
Step 4. Action: Give maintenance, modify preventive maintenance plan.
Step 5. Verification:
Step 6. Control:
Step 7. Prevention: Apply to similar processes/products, modify FMEA.
I'm not sure about the verification and control. What's the difference between verify and control ?? If I go to the process to check the logo quality and if it is Ok, then the adjusment made corrected the process, but .. control? what am I going to control?
mjoakin said:
I'll put on my customer hat for a moment and give you my reaction as though you had submitted the thing to me. It might help you to understand the process a little better:
- "Poor logo quality" lacks specificity--what's the exact problem?
- What about product in stores, or already shipped? What's been done to locate and contain all potentially affected product?
- What does "machine setup" have to do with adjustment? Are you saying the machine was improperly set up to begin with, or not properly adjusted while production was running?
- Why didn't you "give maintenance" to begin with? Why did you wait for the customer to receive nonconforming material before realizing that "old equipment" needs periodic adjustment?
- What have you done to verify that your identification of the root cause was correct, and actions you've taken were effective?
- What process controls have you initiated that will serve to prevent the problem from happening again?
- What other processes have been similarly modified?
Last edited:
B
Bigfoot
7 Step
The closest thing I have to a guide for completing a 7 Step for DCX is this form that I got from them a while back. It used to be available on the PRISM web site but since that has been disabled / replaced by the eCIMS issue
management that is accessed through their portal on Covisint I don't believe it is readily available.
see the attached .pdf file 7stepfo.
mjoakin said:
The closest thing I have to a guide for completing a 7 Step for DCX is this form that I got from them a while back. It used to be available on the PRISM web site but since that has been disabled / replaced by the eCIMS issue
management that is accessed through their portal on Covisint I don't believe it is readily available. see the attached .pdf file 7stepfo.
R
Rob Nix
At the risk of repeating most of what James (JSW05) already said, here are some additional simple questions to help you understand each step:
1. What specifically is problem? Where is it (all over or just one spot)?, When did it start? Is it random or in batches? How bad is it?
2. What did you do to make sure no additional defective product reaches the customer?
3. WHY DID IT HAPPEN IN THE FIRST PLACE? What in your system permitted this defect to both happen, and to get all the way to the customer?
4. What are you going to do to make sure this never happens again?
5. How can you check to make sure that what you did in step 4 really worked, and will continue to do so? This is like turning the correction "switch" on and off, and seeing if the problem comes and goes accordingly.
6. How will your make sure the problem stays fixed (e.g. without someone changing it back later on)? What periodic checks will you make? This is like someone keeping guard and watching the "correction switch" to make sure it's not messed with.
7. How will you change your processes or systems to prevent that problem or similar ones from arising again?
Finally, do the best you can to give you and your customer a "warm fuzzy feeling", that you've licked this problem. In all likelihood, the customer will give the form a cursory look and file it. Don't worry about making it perfect.
Do what you think will work and fill in the blanks accordingly.
1. What specifically is problem? Where is it (all over or just one spot)?, When did it start? Is it random or in batches? How bad is it?
2. What did you do to make sure no additional defective product reaches the customer?
3. WHY DID IT HAPPEN IN THE FIRST PLACE? What in your system permitted this defect to both happen, and to get all the way to the customer?
4. What are you going to do to make sure this never happens again?
5. How can you check to make sure that what you did in step 4 really worked, and will continue to do so? This is like turning the correction "switch" on and off, and seeing if the problem comes and goes accordingly.
6. How will your make sure the problem stays fixed (e.g. without someone changing it back later on)? What periodic checks will you make? This is like someone keeping guard and watching the "correction switch" to make sure it's not messed with.
7. How will you change your processes or systems to prevent that problem or similar ones from arising again?
Finally, do the best you can to give you and your customer a "warm fuzzy feeling", that you've licked this problem. In all likelihood, the customer will give the form a cursory look and file it. Don't worry about making it perfect.
Do what you think will work and fill in the blanks accordingly.
Also see Corrective Action Process for some ideas.
