Many organisations who implement ISO Management systems or venture into AS9100 often struggle with implementing a robust root cause and corrective action process. There are a number of tools out there such as 5 Whys and Fishbone Diagrams but the IAQG along with the aerospace community have devised a supporting standard to the AS91XX series of guidance documents to help organisations with the root cause and problem-solving process. It is called ARP9136 and although you cannot be certified to this standard (currently) it will support your management system controls. It would also help any organisation whether you are certified or not or even have ISO 9001, there is nothing stopping you also implementing this standard. One of the main non-conformances raised within AS9100, AS9120 and AS9110 assessments is a non-conformance for ineffective corrective actions. Generally speaking that is when organisations have not implemented effective corrective actions and we raise the same issue twice. You need to ensure that corrective actions implemented are effective and have addressed the issue so you do not get repeats. 9S should help you to achieve effective corrective actions. The guidance document was created to provide a methodology for performing root cause analysis to resolve a significant or recurrent issue (e.g., quality, On-time delivery (OTD), process, documentation), and has used some well-known tools such as 7 Steps, Root Cause Corrective Action (RCCA), 8D. ARP9136 is titled Root Cause Problem Solving (9S Methodology) It is called the 9S methodology for the simple fact that there are 9 process steps and elements within those steps to take in order to complete an effective root cause and problem-solving process, similar to the theory behind 8D. You would need to purchase the guidance document to get a full understanding and detailed explanation of each step and element within the steps, you can purchase this from the SAE website. The slides show the 1st Element "Objective" for each of the process steps to give you a baseline understanding.

1. Problem Solving
9S Methodology
Michael Venner

2. 9S Process Steps
1. Step 0 start immediate containment actions
2. Step 1 build the team
3. Step 2 define the problem
4. Step 3 complete and optimize containment actions
5. Step 4 identify the root cause(s)
6. Step 5 define and select permanent corrective actions
7. Step 6 implement permanent corrective action and check the effectiveness
8. Step 7 standardize and transfer the knowledge across business
9. Step 8 recognize and close the team

3. 9 Elements Under Each Process Step
1. Objective(s) of the step (covered in this document)
2. Output(s) of the step
3. What are the associated actions for this step
4. Why this step is necessary and the potential risk if no action is taken
5. When does the activity take place
6. Who are the principle process performances and applicable stakeholders
7. How to manage this process step so that it is effective, including providing some
proposed tools to be used
8. Communication aspects to take into consideration
9. Specific Items to be considered

4. Step 0 Immediate Containment
Objective:
To mitigate the impact of the problem, to protect customer operations and the
organisation (i.e., stop the problem from getting worse), and verify that the situation
does not deteriorate until the root cause and contributing causes are known

5. Step 1 Build the Team
Objective:
To ensure that all process performers and applicable stakeholders and functions
(e.g., organisations, department, suppliers, customers) that may have an influence on
the corrective action process and associated investigation are on the team.

6. Step 2 Define Problem
Objective:
To understand the significance, impact, and size of the problem (i.e., depth and
breadth of current conditions) and ensure the situation (i.e., problem) is accurately
defined and thoroughly understood by the team and applicable stakeholders.

7. Step 3 Complete and Optimise Containment
Actions
Objective:
To ensure containment actions suitably address the problem statement and to verify
that immediate corrective action is commensurate with the problem, implemented,
and effective.

8. Step 4 Identify root cause(s)
Objective:
To identify, through structured root cause analysis, the root cause for the
undesirable condition, situation, nonconformity, or failure, including the reason it
was not detected.

9. Step 5 Define and Select Permanent
Corrective Actions
Objective:
To define, prioritise, and select corrective actions that should be implemented to
address the causes (root causes and contributing causes) and permanently prevent
the undesirable condition, situation, nonconformity, or failure from recurring.

10. Step 6 Implement Permanent Corrective
Action and Check Effectiveness
Objective:
To ensure all selected corrective actions are implemented (as defined), and to assess
their effectiveness in preventing the undesirable condition from recurring and/or in
detecting it sufficiently upstream in the process.

11. Step 7 Standardise and Transfer knowledge
across the business
Objective:
To document analysis, results, and changes to capture and share learning with
applicable stakeholders to prevent the similar undesirable conditions, situation,
nonconformity, or failure occurring on other products, production lines, factories, or
suppliers.

12. Step 8 Recognise and Close the Team
Objective:
To ensure all team members and stakeholders are aware of the successful
implementation of all corrective action, to confirm that the activity is closed, and to
recognise and reward their work and accomplishment.

13. Step 8 Recognise and Close the Team
Objective:
To ensure all team members and stakeholders are aware of the successful
implementation of all corrective action, to confirm that the activity is closed, and to
recognise and reward their work and accomplishment.