FORD

The process involves 4 major steps:

• IMPROVING THE MANUFACTURING SYSTEM: This is usually achieved by improving the efficiency of the production line. One way of doing this is by reducing waste. Waste materials can be recycled and used again or sold as scrap rather than being thrown away.
• IMPROVING MANUFACTURING TECHNOLOGY: A company continually improving its manufacturing efficiency will invest in new up to date technology. An example is seen below. This is a laser cutter which cuts materials extremely accurately and quickly. Companies that invest in this type of hi-tech equipment will be more efficient than their competitors. Although machines like this can be expensive the efficiency improvements to a production line makes it worthwhile. The laser cutter seen below is being used by a company manufacturing boomerangs. The laser cutter makes it possible for boomerangs to be manufactured to high accuracy and at speed.
• CUSTOMER SATISFACTION SURVEYS: Companies must always ask their customers for feedback. Feedback means asking the customer what they like about the product and how they think it could be improved. Customers are very important to any company selling products. Without customers the product will fail to sell. Listening to the needs of customers is a high priority to any company aiming to continuously improve.

• IMPROVING THE RELATIONSHIP WITH SUPPLIERS: Forming a good relationship with the suppliers of raw materials and components for the manufacture of a product is another important factor in the Continuous Improvement Strategy. Suppliers are more likely to act swiftly to enquiries and to supply materials and components if communication between a company and supplier is professional and pleasant. A company that pays its suppliers bills quickly are always going to get a better service from the supplier than one that pays late.

HOW TO USE 8D ?

• D0: Plan - Plan for solving the problem and determine the prerequisites.
• D1: Use a team - Select and establish a team of people with product/process knowledge.
• D2: Define and describe the problem - Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) for the problem.
• D3: Develop interim containment plan; implement and verify interim actions - Define and implement containment actions to isolate the problem from any customer.
• D4: Determine, identify, and verify root causes and escape points - Identify all applicable causes that could explain why the problem occurred. Also identify why the problem was not noticed at the time it occurred. All causes shall be verified or proved, not determined by fuzzy brainstorming. One can use 5 WHYS and cause and effect diagram to map causes against the effect or problem identified.
• D5: Choose and verify permanent corrections (PCs) for problem/nonconformity - Through preproduction programs, quantitatively confirm that the selected correction will resolve the problem for the customer.
• D6: Implement and validate corrective actions - Define and implement the best corrective actions (CA).
• D7: Take preventive measures - Modify the management systems, operation systems, practices, and procedures to prevent recurrence of this and all similar problems.
• D8: Congratulate your team - Recognize the collective efforts of the team. The team needs to be formally thanked by the organization. 

• The focus of this system was to use this approach in a team environment. Teams are to be cross-functional and include members from both the manufacturing organizations as well as design engineering.

• The Ford 8Ds are most effective in dealing with chronic recurring problems, primarily defects or warranty issues. They were never intended to replace or stand as a systemic quality system. The 8Ds' focus was to deal with problems and discover the weaknesses in the management systems that allowed the problem to occur In the first place. The real benefit would come by changing how management decisions allowed the problem to happen. The problem is merely a symptom of a greater systemic management issue

What is 8 D?

Results

• Ford engineers could successfully predict dynamic panel transfer behavior (displacement, forces, stresses, etc. faster and crucially more accurately than was previously possible

• . Material behavior could be predicted with greater accuracy thus avoiding interference during panel transfer and reducing part or die damage.

Collaboration

SOLUTION

• HDD- Altair Hyper Die Dynamics

• flexible body blank representations

• virtual model of the stamping press line