8D Report

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8D repor
Complete all fields. Use n/a if
SUPPLIER Add lines, information and fields as necessary to complete
Complaint No.(Q2):
Concession No.:
Header data
Complaint Date: Product:
8D-Title: Bosch Material No.:
Warranty Decision: Bosch Production pla
Complaining Customer: Customer Material N
Complaint type/mode: Serial No.:
Supplier No.:
Supplier name: Issuer:
Contact Person at Bosch:
Business Address:
Email:
Contact Person at Supplier:
Business Address:
Email:
D1 Problem Solving Team
Sponsor Email Phone
Team Leader Email Phone
Team Member Email Phone
D2 Problem Description
Bosch description:
Date of Detection
Location of Detection
Quantity Complained Batch No.
Quantity Delivered
Quantity Returned
Date of Part Return (leaving Bosc
Problem description:
Failure effect at
Bosch:
Failure effect at OEM (car maker; 0 km):
Failure effect on final customer (field):
Supplier description:
What exactly is the problem?
AS-No. Q 351-A, 07/15 Protection Class 1 = internal

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Where exactly is the problem observed? / Geographical, in the process, on the object (from analysis), etc./
When exactly did the problem occur?
How often does the problem occur?
What is the problem history? / First occurrence, trend, repeat complaint etc./
Other Bosch Parts potentially affected? If yes, please specify

Other Bosch Plants potentially affected? If yes, please specify
Preliminary Risk Assessment

D3 Containment actions
Containment actions
Introduced Effective
No. Part number Where Action Responsible
on from
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Labeling after complaint / Acc. to specific request applicable to this complaint. How? Which shipments? /
Are all affected areas and departments informed? /If yes, please specify. If no, why not?/
Description of Firewall (until verification of actions in D6) /refer to the list of containment actions above/
Agreement of the customer on process or product-changing containment actions.

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D4 Root Cause Analysis

OCCURRENCE
Root causes: Why could the non-conformity occur?
Technical Root Cause x (TRCx):
Managerial Root Cause x (MRCx):
NON DETECTION
Root causes: Why has the non-conformity not been detected?
Technical Root Cause y (TRCy):
Managerial Root Cause y (MRCy):
Causing Process: /Explanation of the causing process. /
In case of BLD
Occurrence: Does(Baseline Defectiveness;
the analysis e.g.other
prove that no blowholes or cavities
root cause can befor casting
linked andparts
that or
thedefect
failuredensity
rate is in semiconductor
coherent with ba
/YES or NO/
If no, Please
Detection: specify:
Proof that the test coverage is sufficient. /YES or
NO/
If no, Please specify:
Responsible Verification:
Reproduction of the defect possible?

If yes, Result:
If no, Why not:
Responsible:
Expected effects/Risk assessment (Probability):

Risk analysis: /A risk estimation regarding further affected parts has to be performed, based on the available data; prob
Production period affected from: to: Responsible:

Expected number of further non-conformities:
D5 Corrective actions and proof of effectiveness:
Actions against root causes (in D4):

TRCx: Estimated effectiveness [%
MRCx: Estimated effectiveness [%
TRCy: Estimated effectiveness [%
MRCy: Estimated effectiveness [%
Responsible:
D6 Introduction of corrective actions and tracking of effectiveness

Customer agreement on:
Actions against:
TRCx: Effectiveness [%]
Planned introduction on: introduced on:
MRCx: Effectiveness [%]
TRCy: Effectiveness [%]
MRCy: Effectiveness [%]
Responsible:

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Removal of containment actions:
Responsible:
D7 Prevention of recurrence of the non-conformity

Update of documentation (FMEA, directives, PQP, drawing, ...):
Responsible: due date:
Lessons Learned transfer to other Processes, Products, Plants

Could the root cause affect other processes, products or sites?
If yes: Which other processes, products or sites may be concerned?
If yes: Which departments do you inform (e.g. Lessons Learned Coordinators)?
If no: Why don't you expect other processes, products or plants to be concerned?
D8 Final Meeting
Participants:
Accomplished on:
Results:
Signatures
Plant manager: Name:
Sponsor: Name:
Team Leader: Name:

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Version: 1.1
Issued by: Bosch CP/PQA
Date: 08.10.2014
8D report
Complete all fields. Use n/a if not applicable.
nd fields as necessary to completely present your problem solving activities.
8D started on:
Attachment
Intermediate report:
No.
Final report:
Product:
Bosch Material No.:
Bosch Production plant:
Customer Material No.:
Serial No.:
Telephone:
Telefax:
Telephone:
Telefax:
Function/Department
Function/Department
Function/Department
Function/Department
Function/Department
Bosch Manufacturing Date:

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(from analysis), etc./
End of D2:
Quantity Quantity
Effective Control Effective- Quantity
blocked checked
from Method ness [%] NOK parts
TOTAL TOTAL
Which shipments? /
t?/
ent actions above/
Date: Responsible:

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Responsible verification: Verific. completed on:


r defect
he failuredensity
rate is in semiconductor
coherent manufacturing):
with baseline?
Date:
completed on:
based on the available data; probability of occurrence, probability of detection/
Responsible: completed on:
Estimated effectiveness [%]: effective from:

completed on:
Customer agreement on: by:
Effectiveness [%] Responsible:

introduced on: effective from:
completed on:

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removed on:
completed on:
Date: Signature:
Date: Signature:
Date: Signature:

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Failure Visualization sheet
8D Title 0
Bosch Part /
Picture Picture
OK part NOK par
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Picture Picture
OK part NOK par
Specific requirement: Actual value (non conformity):

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re Visualization sheet
Complaint No. 0
Date
Version
Picture
NOK part
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Actual value (non conformity):

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Ishikawa
8D Title 0
Bosch Part /
1. man 1. machine
Man
1. environment 1. material

Environment

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Please specify:
Ishikawa
No. Ishikawa Category Cause Item Description
(Possible Cause)

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Ishikawa
Complaint No.
Date
Version
machine 1. measurement

Machine
material 1. method

Material

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Relevancy for
consideration
(relevant for futher root
escription cause analysis, Reason for excluding
or
to be excluded from
analysis)

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omplaint No. 0
ate
ersion
Measurement
[Fundamental
Problem]
Method

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5 Why Form
8D Title 0
Bosch Part /
The problem with which

the 5Why question chain 1st Why? 2nd Why? 3rd Why? 4th Why?
is started
1) Why did it Q: Q: Q: Q:
A: A: A: A:
happen?
(Why did the
manufacturing
process not prevent
the incident? )
Q: Q: Q: Q:
A: A: A: A:
Q: Q: Q: Q:
A: A: A: A:
Q: Q: Q: Q:
A: A: A: A:

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2) Why wasn't it Q: Q: Q: Q:
A: A: A: A:
detected?
(Why did the quality
process not detect
the incident?)
Q: Q: Q: Q:
A: A: A: A:
Q: Q: Q: Q:
A: A: A: A:
Q: Q: Q: Q:
A: A: A: A:
Q: Why-Question, A: Answer, TRC: Technical Root Cause, MRC: Managerial Root Cause, R: Responsible Person, D: Deadline.

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5 Why Form
Complaint No. 0
Date
Version
Root Causes
5th Why? . (TRC, MRC)
Measures (R, D)
Q: Q: Q:
A: A: A:
Q: Q: Q:
A: A: A:
Q: Q: Q:
A: A: A:
Q: Q: Q:
A: A: A:

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Q: Q: Q:
A: A: A:
Q: Q: Q:
A: A: A:
Q: Q: Q:
A: A: A:
Q: Q: Q:
A: A: A:

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8D evaluation checklist
8D Title 0
Complaint
0
No.
Bosch Part /
Date
Version
done by
Completed Requirements Comments

Please select:
Yes N/A No
BASIC: (4 points)
Quantitative and precise problem description (Bosch, supplier) based on collection of facts.
Answers to questions:
x What
x Where
x When
x How many parts affected / How much
x NOK and OK pictures available.
EXCELLENT: (additional 1 point)
x Effect at Bosch plant.
x Effect at OEM.
x Effect on final customer.
BASIC: (1 points)
D3 Containment Actions
x Containment actions are clearly described and in time.

x Containment actions for current production in effect
x Containment actions adequate to defect mode.
x Sorting results given.
x Responsibility and implementation date given.
x Whole supply chain covered.
x All relevant customers (int./ext.) informed; if necessary authorities notified.
x Proof of efficiency of containment action.
BASIC: (4 points)
Occurence
D4_a Root
x TRC and MRC (Management System) systematically analyzed.

Cause
x Risk assessment is available.

EXCELLENT: (additional 2 points)
x MRC (leadership and/or business process) analyzed.
BASIC: (4 points)
D4-b Root
detection
Cause
x TRC and MRC (Management System) systematically analyzed

Non
EXCELLENT: (additional 2 points)

x MRC (leadership and/or business process) analyzed
BASIC: (2 points)
D5/D6-a Corrective Action
x Defined corrective actions covering all TRC and MRC of D4_a

x Effectiveness for all corrective actions is given.
x Responsibilities and implementation dates defined.
Occurence
x Reason for withdrawal of containment actions is documented.

Effectiveness is assessed and evaluated with regard to risks on other product /processes. A
x protection, e.g. through Poka Yoke could be introduced.
The MRC in the business processes and/or leadership are found and corrective actions
x effectively introduced.
BASIC: (2 points)
D5/D6-b Corrective
x Defined corrective actions covering all TRC and MRC of D4_b

Non detection
x Effectiveness for all corrective actions is given.

x Responsibilities and implementation dates defined.
Action

The MRC in the business processes and/or leadership are found and corrective actions
x effectively introduced.
x Plan for monitoring effectiveness provided. Redundant tests/controls have been stopped.
BASIC: (2 points)
Preventative
x Update of documents (FMEA, CP, PQP, directives, drawing etc. If necessary ECR).
Actions
D7
x Lessons learned (LL) transfer to all relevant products, processes and plants.
x Feedback from LL network documented.
BASIC: (1 point)
x Signatures from 8D sponsor, team leader and QM represantative.
D8 Final
Meeting

x Team review of 8D process.
x Signatures of plant or division manager.
x 8D self-evaluation.
points %
0 0 Final Score

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8D evaluation sheet Q2 Notification No. 0

###
###
Part/
Supplier/production site 0 / Part Number 8D Title 0 ###
Defect Type or
Affected Bosch Plant 0 Code Date
8D STEP NOT SATISFYING BASIC LEVEL EXCELLENT SUM REMARKS
Fundamental (real) problem, occurrence and effects

D2 Empty or only symptom description, data are described comprehensibly and unambiguously Additional information with regard to interface
Problem x collection is missing. (including detailed quantitative data: what, where, and effect at customer are available. 0 / 5
description [0 P] when, how much, who, ). [+1 P]
[4 P]
Containment actions are described clearly and

D3 Arbitrary or incomplete containment action Efficiency is quantitatively assessed
introduced
Containment x (not concrete, no deadline).
(Deadlines and responsible are defined).
(for example in %) 0 / 2
actions [0 P] [1 P]
[1 P]
Technical Root Cause (TRC) and Managerial Root

D4_a Managerial Root Cause (MRC) in BUSINESS
Only direct causes determined Cause (MRC) in MANAGEMENT-SYSTEM are worked
PROCESS and/or LEADERSHIP, are worked
Cause and Effect
Analysis
x (superficial or hypothetical). out. Risk assessment (including effect on other
out. Use of Problem Solving Methods is proven.
0 / 6
(Occurrence) [0 P] products / processes) is defined.
[+2 P]
[4 P]
Technical Root Cause (TRC) and Managerial Root

D4_b Managerial Root Cause (MRC) in BUSINESS
Only direct causes determined Cause (MRC) in MANAGEMENT-SYSTEM are worked
PROCESS and/or LEADERSHIP, are worked
Cause and Effect
Analysis
x (superficial or hypothetical). out. Risk assessment (including effect on other
out. Use of Problem Solving Methods is proven.
0 / 6
(Non-detection) [0 P] products / processes) is defined.
[+2 P]
[4 P]
Arbitrary corrective actions Corrective actions cover completely all root causes
All MRC (in BUSINESS PROCESSES and/or
D5/D6_a (not concrete, unclear link to root cause, no (TRC and MRC in MANAGEMENT SYSTEM) from D4
LEADERSHIP) from D4 are solved and
Corrective Actions x deadline / responsible). and are documented.
documented
0 / 3
(Occurrence) Efficiency not proven. Efficiency is proven.
[+1 P]
[0 P] [2 P]
Arbitrary corrective actions Corrective actions cover completely all root causes No more action needed for TRC as occurrence
D5/D6_b (not concrete, unclear link to root cause, no (TRC and MRC in MANAGEMENT SYSTEM) from D4 completely prevented. All MRC (in BUSINESS
Corrective Actions x deadline / responsible). and are documented. PROCESSES and/or LEADERSHIP) from D4 0 / 3
(Non-detection) Efficiency not proven. Efficiency is proven. are solved and documented
[0 P] [2 P] [+1 P]
QM-Documentation updated. Comprehensible

Feedbacks / evaluations from LL-Network are
D7 Missing or unclear indication. Lessons Learned was started on all concerned
Preventive Actions
x [0 P] products, processes and locations.
available. 0 / 3
[+1 P]
[2 P]
Signatures from Team leader, Review by Sponsor with all team members done
D8 Missing signature or only by initiator. Sponsor (Department manager level) available. For and documented. Signatures from Plant-, BU-
Final Meeting
x [0 P] external 8D also -/QMM. Management available.
0 / 2
[1 P] [+1 P]
Overall comment
Date : evaluated by: Signature 0 / 30

score % 0 / 100
Yes No
Evaluation done with witness on
the spot and/or training on the
job
CP/PQA | 05.07.2012 | Robert Bosch GmbH 2012. All rights reseved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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8D Step Description of requirements
Key question: Has the fundamental (real) problem been
and understood?
Requirement for BASIC level

The problem has been quantitatively
and clearly identified from customers and
supplier's view. It includes facts, figures
and dates, usually listed under: what,
where, when, how much, who.
The whole environment should be

taken into account as far as possible.
Evidence is provided for description

and simplification of the problem analysis.
The Problem description is the input for

efficient Problem Solving.
Requirement for Excellent

Additional information regarding
interfaces and impact on customer is
provided.
All parameters which allow the

reproduction of the defect are available.
Preliminary risk assessment is
available.
D3 Containment Actions
Key question: Has the customer Bosch been protected fro
defective products?

The containment actions ensure that
there are no defective products received
by, delivered to or used by the customer.
The necessary customer information

(internal / external) has been processed
and required notifications to authorities
done.

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Measures are effectively implemented

and evidence is given
If no containment action can be

implemented, then the decision process
must be transparently depicted.

Effectiveness of containment actions must be
documented. Evidence for the efficiency
evaluation has to be supplied.
Not all containment actions ensure a 100%
filtering, in such cases the evaluation of the
efficiency is to been fed into the risk assessment.
CP/PQA | 05.07.2012 | Robert Bosch GmbH 2012. All rights reseved, also regarding any disposal, exploitation, reproduction

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D4 Cause and Effect Analysis

Key question:
- Has the Root Cause been established?
- Why did our processes not identify the defective part?

The Technical Root Cause (TRC) and
the Managerial Root Cause (MRC) in the
Management-System, in reference to all
facts compiled in D2, is fully established,
validated and reproducible.
The root cause was efficiently worked

out thanks to the use of methodical quality
tools.
The non-detection was clearly

addressed and understood.
A risk assessment provided.

The complete MRC (including
Business processes and Leadership)
was worked out.
The causal relationship between
problem, TRC and MRC is transparently
depicted.

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The evidence of the use of methodical

tools is proven by submitting the analysis
process as well as the results.
D5/ D6 Corrective Actions

Key questions:
- Is the problem eradicated?
- Can the problem be detected with certainty?
The corrective actions define and fully
cover the causes listed in D4. They are
documented.
Evidence of effectiveness of corrective
actions taken is provided before immediate
measures are withdrawn.
Responsible persons are designated

and dates set. Reason for withdrawal of
containment actions is documented.
Occurrence:
Effectiveness is assessed and

evaluated with regard to risks on other
products / processes. A protection via Poka
Yoke could be introduced.
The MRC in the business processes

and/or Leadership is fixed.
Detection:
Plan for monitoring effectiveness
provided. Tests / controls which have
become redundant by introduction of Poka
Yoke have been stopped.

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D7 Preventive Actions
Key question: Is the problem eradicated (even somewhere else)?
The defect is prevented from occurring
elsewhere by transferring findings to
related products / processes / locations.
Document changes (ie. FMEA, control

plan, drawings) must be described in
detail.
The findings are transferred to ALL
relevant products / processes / locations
using the Lessons Learned Network and
confirmation / evaluation from LL Network
is provided.
D8 Final Meeting
Signatures from team leaders, sponsors are
provided (department manager level). The -/QMM
signature has to be added in case of 8D linked to
external (customer) complaint.

The discussion / debriefing and
evaluation of the 8D steps is complete.
Signatures from plant- and BU-

management are provided.

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Description of requirements
y question: Has the fundamental (real) problem been identified

understood?
Examples
Pareto analysis concerning all
customers built up over time.
Number of rejected parts corresponding to
production period.
Flow charts, trend charts, sketches, photos,
drawings.
Specific events that occurred (shift

change or maintenance/setting in
manufacturing), changes in the
environment (seasonal climate variations,
change in project teams, )
Examples
History chart, accumulation of facts,
situation/problem analysis according to
Kepner-Tregoe, BASIC conditions,
description of problem in assembly or
vehicle.
Effect on end customer (loss of some

functions, complete product break down).
y question: Has the customer Bosch been protected from using

ective products?
Examples
Customers to be informed are for example:
Production (follow-up shifts, other

production lines/ plants)
Warehouses (Bosch, Logistic Service

Provider, Transit)
Original Equipment Manufacturer and
AA,

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End Customer
Containment actions are, for example:
sorting actions or warehouse blocking,

build up for firewalls,
fast design review by development,
statistical analysis (Plant, 0 km, field),
start of endurance test or HALT (Highly
Accelerated Lifetime Test),

Examples
Efficiency check by sorting of product lots with
known defect rate, confirmation of the stability of
this check over time (especially shift end in case
of human visual control). Multiple checking of
same lots
All rights reseved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial pro

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y question:
Has the Root Cause been established?
Why did our processes not identify the defective part?
Examples
Reproduction of the incident can be
validated, for example through simulation
or testing (errors can be switched on and
off).
Non-detection can be validated with, for
example, a test setup.
The MRC is clarified in regard to the
management system and the way it is
used on daily base (quality of FMEA,
Control Plan, use of design rules and
norms, product and process release).
Using a cause-effect diagram

(Ishikawa) and a deep dive Why-Why-
question (5xWhy, Naze Naze) technique. If
needed or useful, use Fault Tree Analysis
(FTA), Shainin, Six Sigma, process analysis
etc The focus is not only set on how deep
and precise the tools were used, but also
how understandably it was explained. This
explanation shall give the evidence that
the root cause was found.
In case of defect types that cannot be
erased completely, but are approved of in a
specified extent (like sinkholes for casting
parts or defect density in semiconductor
manufacturing), the analysis proves that no
other root cause can be linked and that the
defect rate of a certain defect type is no
higher than the approved threshold.
Check if the defect was latent and

could have been activated internally, or if
external parameters are needed especially
in regard to customer interface. Review if
the test coverage is sufficient.
The risk assessment includes the
severity of the problem, the probability of
occurring and detction, and an estimation
of the potential extent of loss.
Examples
The focus is set on the business
processes (for example how the use of a
preventive quality tool or design rules is
defined or regulated), as well as on the
leadership (how the organization was set
up, tasks and responsibilities defined and
how competences and capacities were
managed, how decisions were taken).

processes (for example how the use of a
preventive quality tool or design rules is
defined or regulated), as well as on the
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leadership (how the organization was set
up, tasks and responsibilities defined and
how competences and capacities were
managed, how decisions were taken).
questions:
the problem eradicated?
the problem be detected with certainty?
Examples
Photos, sketches, Tests, simulations,
QAM/Firewalls do not catch defective

parts anymore after implementation of
corrective actions.
In case of defect types that cannot be

erased completely, but are approved of in a
specified extent (like sinkholes for casting
parts or defect density in semiconductor
manufacturing), a specific action on a
singular event is not requested, if defect
rate reduction measures are defined and
monitored.
Examples
A theoretical representation of the
changed process sequence is possible
using a flow chart.
Procedure or design rule were revised
(for example how to define, release and
control the use of a product or process
design rule, how to define a maintenance
interval, how to define validation test). Or if
the organization was changed (new
responsibility split, clarified interfaces,),
or competences/capacity was adapted.
The decision taking process can also

be changed (rules for strategic override,
management release,).
e.g. Check the Checker
While protecting the manufacturing
flow via Poka Yoke, it must be assessed
whether test or controls have become
redundant (for example visual check by
operator, sensor control, .), in such cases
the detecting process could be suspended.

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eradicated (even somewhere else)?

Examples
Failure Mode and Effect Analysis (FMEA),
Fault Tree Analysis (FTA), Control Plan,
drawings, development / design guidelines,
test plans. Updating of work instructions or
process descriptions is proven. ECR
necessary (e.g. tool modification)?
Examples
New knowledge should be readily
stored in a Lessons Learned database.
Change / adjustment of products /

processes inareas not directly affected.
The application of Lessons Learned

should be checked on a regular basis (e.g.
by audits).
Examples
Examples
Conclusion of Problem-Solving with
consent from participants and, if necessary
from customer. Analysis of teamwork and
8D process is documented.

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Failure effect at OEM (car maker; 0 km):

Failure effect on final customer (field):

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

When exactly did the problem occur?

How often does the problem occur?

Other Bosch Parts potentially affected? If yes, please specify

Preliminary Risk Assessment

Agreement of the customer on process or product-changing containment actions.

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

D4 Root Cause Analysis

Causing Process: /Explanation of the causing process. /

Reproduction of the defect possible?

Expected effects/Risk assessment (Probability):

Production period affected from: to: Responsible:

D5 Corrective actions and proof of effectiveness:

Actions against root causes (in D4):

D6 Introduction of corrective actions and tracking of effectiveness

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

Removal of containment actions:

D7 Prevention of recurrence of the non-conformity

Responsible: due date:

Lessons Learned transfer to other Processes, Products, Plants

Plant manager: Name:

Team Leader: Name:

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

Bosch Manufacturing Date:

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

(from analysis), etc./

ent actions above/

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

Responsible verification: Verific. completed on:

Responsible verification: Verific. completed on:

based on the available data; probability of occurrence, probability of detection/

Responsible: completed on:

Estimated effectiveness [%]: effective from:

Customer agreement on: by:

Effectiveness [%] Responsible:

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

Failure Visualization sheet

Specific requirement: Actual value (non conformity):

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

Actual value (non conformity):

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

The problem with which

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

AS-No. Q 351-A, 07/15 Protection Class 1 = internal

Completed Requirements Comments

x Containment actions are clearly described and in time.

x TRC and MRC (Management System) systematically analyzed.

x Risk assessment is available.

x TRC and MRC (Management System) systematically analyzed

EXCELLENT: (additional 2 points)

x Defined corrective actions covering all TRC and MRC of D4_a

x Reason for withdrawal of containment actions is documented.

x Defined corrective actions covering all TRC and MRC of D4_b