Reference Specifications:

Corrective Action Requests System (CAR) : 02-0234-0053

Customer CAR Handling Procedure : 001-0338-2045

Name : ____________________
ID No : ____________________
Department/Section: ____________________
 Corporate Standard
Problem Solving Process
Reporting Format

8 Disciplines in Problem Solving is a standardized problem

solving process and reporting mechanism which emphasizes
facts and problem prevention.

8D is a living document and incomplete until verified by facts.

8D Problem Solving involves brainstorming and creative thinking.

It is a concise reporting document used for reviewing progress

on a cause unknown problem.

8D is incorporated in our Corrective Action Request and

Customer Corrective Action Request.

1. The person, product and process is capable.

2. The person, product and process has a history of stable
performance.
3. You have a problem with an unknown cause.
4. You need the talents of a multi-disciplined team to solve the
problem.
5. The complexity/significance of the problem justifies a team approach.
 1. There is a deviation that exist between the
Should and the Actual.

2. The cause of the problem is unknown.

3. We need to determine the cause of the problem.

The “Root cause” is the original reason for a non-conformance within

a process.

Root Cause can be defined as the factor which when changed or eliminated,
will eliminate the non-conformance or problem.

TYPES OF ROOT CAUSE :

1. Occurrence Root Cause

is a root cause that “causes” the problem.

2. Detection Root Cause

is a root cause that allows the problem to escape detection by the
Quality system.

3. System Root Cause

is a root cause that causes both the occurrence and detection root causes.
STEPS:

1. Receipt of customer complaint (CCAR, SCAR, Concern Report, etc.)

2. Understand the customer complaint and acquire at least minimum information.
3. Telecon with Amkor Electronics/customer if the required information is not
yet complete.
4. Enrol in CARUSER system the complaint if valid (to be done by QA).
5. Complaint is forwarded to (senior) manager of the product line.

GUIDELINES:

 Team champion ensures that the team activities are in right direction
 Team champion sets the stage
 The team champion has the authority to implement corrective actions
and system repair if necessary.
 The team leader is responsible for facilitating and directing the
8D Team.
 Department/persons affected or concern should be members of the team.
 Special skills and experience are needed to solve the problem
 Team members are considered experts on the concern.
 Consensus decision making is necessary
 Team size should be 4 to 10 members (effective size)
 Team members are subject to re-composition.
 There must be meeting and discussion (brainstorming).
 Each member has a defined activity (contributing to 8D Team)

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. Who are affected by the problem? Are they represented in the team?
2. What special skills or experience will the team require to function
effectively ?
3. Who is the designated champion of the team?
Who is the team leader ?
4. Does the team really meet in the same time and place?
STEPS:

1. Review existing data.

2. Establish Problem Statement or Operational Definition.
3. Define Problem boundaries (Identity/Location/Time/Mass)
4. Define Occurrence and Problem Sources
5. Describe Lot Details and Processing History
6. Make visible your plan to collect additional information
7. Confirm description with the customer (could be done during 4D submission)

GUIDELINES:

 Answer “What is wrong with What?”

 Gather relevant data/facts/information (Symptoms of the problem)
 You may use the Is and Is Not Matrix to describe the boundary of the problem.
 Lot history data :
- LTC
- FAI / set-up log
- Monitor data
- CCAR paynter chart
- Quality data trend (IVI, FOI, Monitoring reports)
 Identify the defect call-out by the customer and where it was detected
- method used to detect the problem
- level of checking/inspection e.g. 30X scope
- special processes e.g. IQA X-ray test

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. What type of problem is it? (Customer complaint, quality improvement, manufacturing, etc.)
2. Have we gathered all necessary data to understand the condition of the problem?
3. Do we have more than one problem? Can this situation be broken into parts?
4. Can we list any resources and documents which might better quantify this problem?
5. Is there any evidence that this problem has surfaced before?
6. What is the extent of the problem?
7. Has the problem been increasing, decreasing, or remaining constant?
8. Is the process stable?
9. What indicators are available to quantify the problem?
10. Can we determine the severity of the problem ? Can we determine the various “costs”
of the problem ? Can we express the cost in percentages, dollars, pieces, etc.?
11. What sources of problem indicators have been used?
12. Have failed parts been analyzed in detail?
13. Have we verified the problem with on-site visits to the customer?
14. Is there an action plan to collect additional information?
15. Does the customer agree with the Problem Description ?
16. Do we have the right team members to proceed to the next step?
STEPS:

1. Review problem description and the extent of the problem

2. Recall or pull-out and inspect/check finished goods at Shipping (manufacturing)
3. Verify and check WIP stocks in all stations (manufacturing)
4. Implement a tightened or new process control to prevent reject flow-out or failures.
5. Test feasibility of ICA
6. Document interim containment action thru TECN/ECN
7. Continue monitoring ICA effectiveness
8. Submit Initial Report (4D Report) to the customer

GUIDELINES:

 Show inspection result in your area or per station (e.g. reject/qty inspected/failures/errors)
 Prioritize goods nearest customer’s gate
 Define inspection/checking method that is certain to detect the defect/failure/error
 Define the change that have been implemented (compared to previous)
 If inspection is sampling, define a plan tighter than that of the customer’s plan
 Select appropriate sample size and frequency
 Document the temporary change

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. What containment actions have been identified?

2. Why was this containment action selected?
3. Have we tested the feasibility of this ICA?
4. Have we ensured that implementation of the containment action will not create other
problems?
5. Will all interim action last until long-range actions can be implemented?
6. Have we coordinated the action plan with the customer?
7. Are responsibilities for containment action clear?
8. Have test been done to evaluate the effectiveness of the actions?
9. Is ongoing data being collected to ensure actions will remain effective?
10. Have we documented our Interim Containment Action(s)?
11. Do we have the right members on the team?
STEPS:

1. Review and update problem description

2. Prepare timeline of changes
3. Develop theories on potential cause(s). Use Root Cause Analysis Worksheet
4. Screen Potential Root Cause(s)
5. Perform Process Mapping
6. Identify and state root cause of the problem
7. Root Cause validation (Switch on and off)

GUIDELINES:

 Review FA report, dimensional measurement data, illustration, photo

 Use Cause and Effect Diagram, FMEA to list previously defined causes
 Map process and activities suspected as the source of the problem
 Test root cause by running validation test, show data of validation run

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. What sources of information have been used to define the root cause of the problem?
2. Is there a relationship between the problem and the process?
3. Is there a unique situation, or is the root cause similar to past experience?
4. Why haven’t we experienced this problem before?
5. Is there a changed within manufacturing, process, system procedure?
6. Did the problem exist at product development stage? Was it a risk build?
7. What data is available to indicate any changes in the process?
8. If the likely cause is the root cause, then how does it explain all we know about
the problem description?
9. What evidence do you have that other potential causes are actually occurring?
10. If they are occurring, what unwanted effects might they produce?
11. Are there actions that need to be taken to ensure that other potential causes
will not create unwanted effects?
12. Do we have the right members on this team for the next step?
STEPS:

1. Generate list of feasible corrective actions

- corrective action for shutdown
- corrective action for monitoring
- corrective action for warning
2. Select the appropriate and effective corrective action
3. Define timeline/responsibility
4. Discuss with concerned parties

GUIDELINES:

 Corrective action should be the CURE on the cause of the problem.

 Plan for the implementation of the Permanent Corrective Action
(Identify Key points, Potential problems, Possible causes, Preventive actions,
Protection actions and Who is responsible)
 Corrective action should be a Poka yoke (mistake proof) solution and should address
the root cause
 Establish Gantt Chart/Road map of implementation
 Have the assigned party agree on the corrective action

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. What Permanent Corrective Actions were considered?

2. What risks are associated with this choice and how should they be managed?
3. What indicators have we used to verify the PCA?
4. Are these indicators related to the root cause(s) of the problem?
5. What is the frequency and interval that we need to measure this problem
(hourly, daily, weekly, monthly)
6. Do all the indicators, we are using, reflect conclusive resolution of root cause(s)?
7. What methods will be used to verify effectiveness in the short term and to predict
the long term results?
8. Is our PCA acceptable to the customer’s needs?
9. Based upon our testing, will the PCA totally eliminate the defect associated with
the root cause? Do we have quantifiable data for this? (validation)
10. Have field tests been established to evaluate effectiveness of the PCA?
11. Have dates been established to evaluate effectiveness of PCA?
12. Has an action plan been defined?
13. Have the corrective action plans been coordinated with all the affected parties?
14. Will this PCA create other problems?
15. What is your plan if the solution doesn’t satisfactorily solve the problem?
16. Do we have the right members on this team for the next step?
STEPS:

1. Determine appropriate feasibility test

- Feasibility study
- Failure Mode and Effects Analysis
- Cost and Weight Analysis
2. Test chosen Corrective Action to prevent creation of additional problem
3. Identify and implement control and monitoring indicators
4. Re-evaluate Interim Containment Action and Implement Permanent Corrective Action
5. Evaluate the effectiveness of Permanent Corrective Action
6. Establish ongoing controls
7. Notify all affected personnel and formalize change action

GUIDELINES:

 Turn on and off the Permanent Corrective Action to verify effectiveness and record
the results.
 Describe verification results in quantifiable terms
 Continue Containment Activities until Permanent corrective actions are verified
effective.

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. Do the action plans represent the best possible long term solution from the
customer’s viewpoint?
2. Do the actions make sense in relation to the cycle plan of the products?
3. Have we tested the control system by simulating the problems?
4. What controls are in place to assure the permanent fix is verified as intended?
5. Have all PCA changes been integrated with our existing system, processes, and
procedures?
6. Have systems, processes, procedures, and documents been formalized and
communicated?
7. Do we have the right people on the team for the next step?
STEPS:

1. Identify what systems, practices, procedures allowed the problem to occur

2. Identify changes, re-enforcement and improvements
3. Review recommendations with the management
4. Develop plans to coordinate necessary action
- fan - out to other areas/equipment
- update FMEA if necessary
- update Process Flow Diagram
5. Implement the Improvement Plan, Evaluate the results

GUIDELINES:

 Focuses on Process/System Improvement

 Revise systems, procedures, practices if necessary
 Release specs to document plan
 Fan-out to other equipment or areas
 Update the FMEA, TCM folder for the changes

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. What practices, procedures and systems allowed this problem to occur?

2. Has the problem occurred due to a mechanical or behavioral system?
3. What practices need standardization?
4. Have plans been written to coordinate actions - who?, what?, and when?
5. How will new practices be communicated to those affected by the changes?
6. Have all personnel been notified of the resolution actions?
7. What changes have been made to the system?
8. Have the practices been standardized?
9. Have the Process Flow Diagram(s) and FMEA been updated?
10. What are the process improvement opportunities in this situation?
And what steps are being taken?
GUIDELINES:

 D8 recognizes the effort of the team to solve the problem

 D8 also mean that once the report have been approved by the management this means
it will be supported and will be implemented.
 Team should monitor and maintain continuously all action items.

ASSESSMENT QUESTIONS (Review questions / Reminders)

1. Have we recorded the team’s work (D1-D8) appropriately so that others facing a
similar problem in the future may refer to them?
2. What unfinished business remains (e.g. 8D report completed and filed)
3. What forms of recognition have been agreed on for the team’s efforts?
4. How should individual team member’s recognition be handled?
5. How might this information be shared with others who would benefit from the
outcome?
D3 : CONTAINMENT ACTION

 Emergency Response Action

 Protection of the customer and supplier
 Minimizes the effect of the problem
 Necessary
 Responsible Action
 Temporary Fix / Masking effect
 Attacks the symptoms of the problem
 Adds cost to the end product

How to protect our customers ?

1. Isolate and contain the problem

- 100% inspections
- 100% review by subsequent operations
- 100% inspection prior to shipment
- Sorting
- Increase monitoring frequency
- Suspend the process
2. Ensure Continued Operations
- Add extra operations
- Increase temporary staffing
3. Act Quickly (24 hours)
4. Verify Actions (measure effectiveness in quantifiable terms)

Scope of Containment Action

Internal Operations
Storage
Work in Progress
Subcontractors
Repair centers
In-transit
Customer locations
All shipping and service locations
D5 : PERMANENT CORRECTIVE ACTION

 CURE to the cause of the symptoms.

 Must include protection action or contingency plan
 It should be a Poka-yoke solution or Mistake Proof
 Permanent fix
 Long term action

D7 : Prevent Recurrence

 Process/System Improvement
 Objectives :
To control the future by Preventing
similar problems to occur.

With the responsibility to evaluate, recommend

and change systems that created the problem
or likely to create more problems.
 Guiding Questions:
1. Could this problem have been detected before getting
into the manufacturing system?

2. What potential problems were discovered along the

way to solve the problem?

3. Are there similar problems about to happen because

of similar reasons.
 References:
Process Flow Diagram
Cause & Effect Diagram
Timeline of Changes
Organizational Charts/Procedures
Team’s Collective Knowledge and Experience
Failure Mode & Effect Analysis (FMEA)
Others

.
REMINDERS ON 8D REPORT

 The 8D report should be facts based.

 Use brief, concise and direct to the point statement.
 Avoid using unique terms and abbreviations which cannot be easily
understood by the reader.
 Be definite on the date of implementation
 Show drawings, illustrations or photos (existing vs. Proposed)
 Include in the root cause identification (D4) the escape point,
which is the process step which failed to screen out the defect.
 Show verification results or validation data.
 Make sure that the report conforms to the corporate standard.

REASONS FOR 8D REPORT REJECTION

 Validation data is lacking in the root cause analysis.

 Permanent corrective action not detailed
 No verification for the Permanent Corrective Action
 Permanent corrective action is just a containment action
 Permanent Corrective action is not a Poka-yoke solution or Mistake Proof.
 No escape point for the root cause
 Incomplete root cause analysis
 No objective evidences for the containment action
(CCAR Awareness forms & Customer Complaints Containment form)
 Fan-out action items not provided.
Problem Solving
A systematic process that describes, analyzes and subsequently uncovers the
root cause(s) of the problem. It is used to solve “past actions” that are now
causing unwanted effects.

Strictly fact based.

* Describe the Problem (D2) and Identify Root Cause(s) (D4).

Decision Making
A process used to select the best of various options. It deals with “present”
situations where the correct decision needs to be made the first time in
order to implement appropriate actions.

* Use Team Approach (D1) and Approval (D8)

* Identify Containment Actions (D3) and Identify Permanent Corrective Action (D5)

RISK ANALYSIS

1. Brainstorm on “THREATS”
2. Make Risk specific
If - then statement
3. Determine Probability and Seriousness
How likely the potential problem will occur?
How serious it would be ?
4. Look at givens, wants and universals
Recommendation on what to look at.

Planning and Problem Prevention

A process which looks into the “future” and tries to anticipate what might go
wrong with the plan.

The process requires us to develop plans to prevent problems from happening

or causing serious damage if they do happen.

It is a future-focused event. Highly dependent upon experience.

* Implementation of Corrective Actions (D5)

* Define methods to verify effectiveness of permanent corrective action (D6)
* Prevent Recurrence (D7)
Planning & Problem Prevention

Terms (Problem Prevention Worksheet):

Key Steps - One of the action plan steps that is difficult to do.

Potential Problems - Possible problem that you can experience

Probability (P) - Probability that the potential problem will happen.

Seriousness (S) - Impact of the effect of the potential problem

Possible causes - Causes of the Potential problem

Prevention Actions - Prevent the possible causes

Pro-active.

Protection Actions - Minimizes the effect of the potential problem if it will

happen.
Reactive / Costly

Cues - triggering factor for the protection action.