Rationale
Problems are ubiquitous, affecting individuals and organizations alike, from small businesses to global enterprises They arise when situations become uncontrollable, challenging our expectations and prompting us to seek solutions As society evolves, problems become increasingly complex, necessitating strong problem-solving abilities in both individuals and companies Consequently, problem-solving has emerged as a crucial soft skill in today's world, relevant in everyday life and workplace settings A widely recognized approach to addressing issues is the 8D problem-solving method (Eight Disciplines), utilized by various companies across different industries Despite its popularity and longevity, many organizations face challenges in effectively implementing this method, resulting in subpar outcomes In Vietnam, the adoption of structured problem-solving techniques remains limited, hindering their widespread application in businesses.
At Bosch Vietnam, addressing production process issues is a top priority, as effective solutions not only mitigate immediate impacts but also prevent future occurrences The adoption of the 8D problem-solving method aligns with the company's goals, offering a systematic approach that comprehensively tackles problems While the application of this method has shown continuous improvement, there remains a desire to enhance its effectiveness further This drive to refine the process, coupled with the opportunity to study systematic problem-solving within the context of the 8D method, has led the author to focus on the topic of evaluating the application of the 8D method.
PROCESS TO RESOLVE CUSTOMER COMPLAINT AT BOSCH VIETNAM ‖
Aims of the study
Assess the current situation of applying the 8D problem solving method in Bosch Vietnam Co., Ltd and propose some improvement solutions to help improve the application process
Introducing some information of Bosch Vietnam Co., Ltd from the process of formation - development; development motto and products the company offers
Assessing the 8D problem solving method from the training process to the application in production activities of the company
Proposing support solutions to improve the process of applying more effective problem-solving methods.
Object and range of study
Bosch Vietnam Co., Ltd process of applying 8D problem solving to customer complaints
– About space: Bosch Vietnam Co., Ltd
Research methods
Information gathered from managers and engineers involved in 8D problem solving projects
Data reported from departments in 2022, aggregated data from sources outside the company (books, newspapers, the internet )
Methods of synthesis and analysis
To enhance project outcomes, it is essential to collect, synthesize, and analyze data from various departments Engaging in interviews with project engineers and observing the production process allows for a comprehensive understanding of existing issues By employing analytical tools such as Pareto and Fishbone charts, one can effectively identify problems and develop targeted solutions.
Structure of the study
Chapter 1: Bosch Vietnam Company Limited Introduction
Chapter 3: The 8D Problem-Solving method at Bosch Vietnam
Chapter 4: Recommendation for 8D method application at Bosch Vietnam
BOSCH VIETNAM COMPANY LIMITED
Overview of Robert Bosch GmbH Corporation
Robert Bosch GmbH, established in 1886 by Robert Bosch, is a leading global corporation specializing in technology and technology-related services, with its headquarters situated in Stuttgart, southern Germany.
Figure 1.2 Robert Bosch GmbH Headquarters in Stuttgart, Germany
Robert Bosch GmbH originated from the Workshop for Precision Mechanics and Electrical Engineering in Stuttgart, where it initially focused on custom mechanical products In 1897, Bosch emerged as a leading supplier of improved magneto ignition devices, which were subsequently integrated into automobiles.
In 1906, Bosch achieved significant success in the U.S automotive market with its magneto ignition system, leading to substantial orders This expansion required an investment of one million dollars and resulted in the establishment of the Springfield factory in Massachusetts in 1912 Following its success in the U.S., Bosch continued to broaden its international presence by entering markets in Australia, South Africa, Japan, and China.
In 1913, foreign sales accounted for 88% of Robert Bosch GmbH Corporation's revenue Despite facing challenges like World War I, intense competition, and the revocation of numerous patents, Bosch successfully rebuilt its market presence The company introduced innovative products, including the Bosch horn, windshield wipers, and battery-powered ignition systems, while also pioneering assembly-line production techniques.
Bosch, renowned for its automotive products, expanded its offerings to include electrical tools like hammer drills in 1927 and home appliances such as refrigerators and radios in 1932 A significant innovation came in 1936 with the introduction of a diesel-injection pump that eliminated the need for magneto ignition, marking a pivotal advancement following the initial diesel-injection pump for vehicles.
World War II had a significant impact on Bosch's international operations, prompting the company to concentrate on rebuilding its global network post-war By 1960, international sales surpassed 20%, driven by products like electrical and household appliances, as well as automotive fuel injection systems Between the mid-1950s and the 1970s, Bosch expanded its electronics division, introducing semiconductors and integrated circuits, which laid the foundation for the company's future growth and development.
The period of expansion into new business areas was from 1960 to 1989 During that time, Bosch not only researched and developed new products, but also acquired other
Page 6 industries Results of those efforts were new products such as the computerized car — electronics, lambda sensor, telecommunications and so on
Since 1990, the Bosch Group has significantly expanded its market presence globally, establishing a competitive edge through diverse production fields that align with global trends and advanced technology standards Bosch offers a wide range of products for everyday use, industrial applications, and specialized technology, earning recognition in areas such as the Internet of Things (IoT), Smart Home innovations, Industry 4.0, and Connected Transport Additionally, Bosch develops sensor technology, IoT cloud platforms, software, and various technology-related services.
Bosch has established itself as a leading corporation by leveraging extensive knowledge and a talented team, which is reflected in its global success Guided by the motto "Invented for life," Bosch aims to enhance consumer quality of life and promote sustainability through its innovative products Furthermore, in alignment with the advancements of the 4.0 era, the company has set strategic goals focused on continuous improvement and resource conservation.
"Bringing a connected life with products and solutions using artificial intelligence (AI) or developed or produced with the help of AI‖
The Bosch Group is a global corporation present in 60 countries, with 440 branches and subsidiaries, employing over 402,600 associates as of December 31, 2021 With sales and service partners in 150 countries, Bosch emphasizes innovation through significant investment in research and development, supported by a dedicated team of 76,100 researchers and engineers focused on advancing technology and products to adapt to a rapidly evolving market.
In 2021, Bosch's revenue reached a staggering €78.7 billion, with profit before tax and interest of €2.8 billion
Bosch is also adapting to the digital age, setting up seven headquarters worldwide to work with global experts in developing artificial intelligence technology Its most
Page 7 profitable segments are Mobility Solutions and Industrial Technology, which generated €45.3 billion and €21.4 billion, respectively
Bosch established its first representative office in Ho Chi Minh City, Vietnam, in 2007, followed by additional offices in Hanoi and Da Nang In 2008, the company opened a Powertrain factory in Long Thanh Industrial Park, Dong Nai province, focusing on transmission belt production Bosch has further expanded its presence in Vietnam by launching a Technology Research and Development Center for enterprise solutions and an Automotive Technology R&D center, initially in Ho Chi Minh City and later expanding to Hanoi in June 2022.
In 2021, Bosch Vietnam achieved consolidated revenue of €192 million and employs more than 5,000 associates across diverse sectors The company operates in key areas including Mobility Solutions, Industrial Technology, Consumer Goods, Energy Technology, and Construction.
Robert Bosch GmbH has four areas businesses, such as:
Bosch provides comprehensive mobility solutions encompassing hardware, software, and services Their hardware offerings include a diverse range of spare parts for the aftermarket and repair shops, specifically designed for automobiles, alongside silicon carbide chips for the pre-integrated eAxle module in electric vehicles, supporting a greener lifestyle On the software front, Bosch has developed a Mobility Solutions web portal that enhances connected, automated, and electrified mobility, as well as powertrain systems The company boasts a global network of 17,000 certified car service garages, ensuring customers receive high-quality repairs with top-notch spare parts and expert services Additionally, Bosch offers training courses and partner programs to enhance the skills of technicians worldwide Furthermore, the innovative eBike system provides cyclists with features such as journey tracking, speed monitoring, health checks, and mobile app connectivity.
Figure 1.3 Products of Bosch’s mobility solutions
Bosch Manufacturing Solutions specializes in drive and control technology for factory automation and process plant engineering Additionally, Bosch Connected Industry provides IoT software solutions, offering customized software and extensive services designed for manufacturing plants and machinery.
Bosch specializes in two primary product categories: household electrical appliances and power tools Their household offerings include dishwashers, washers and dryers, refrigerators, and vacuum cleaners In addition, Bosch provides a range of power tools such as drills, screwdrivers, angle grinders, and sanders, along with various measuring tools The brand also extends its product line to include garden tools and solutions for heating, cooling, and overall well-being.
Figure 1.4 Products of Bosch’s Home appliances solutions
Smart building solutions encompass a range of services, including safety and security systems, energy management, and mobility services like intermodal transportation and environmental monitoring Bosch enhances these offerings by developing connected home appliances and integrated building solutions, with a standout feature being their advanced smart home control systems, which are increasingly favored by modern consumers.
Overview of Bosch Vietnam Company Limited
Bosch established its presence in Vietnam by opening its first office in Ho Chi Minh City in 1994 and has since made significant investments, including the Powertrain Solutions factory in Long Thanh Industrial Park, Dong Nai The factory, which commenced operations in April 2011, is built on 16,000 square meters and was developed in two phases, starting with an investment of 30 million euros in 2008, followed by an additional 55 million euros in 2015 This facility utilizes advanced technology to produce continuously variable transmission (CVT) drive belts for automobile manufacturers across the Asia-Pacific region.
Bosch Vietnam reported an average gross revenue of approximately 7,000 to 8,000 trillion VND annually during 2018, 2019, and 2020, according to VietTimes Despite this significant revenue, the company's profitability has been relatively low, although it is showing signs of improvement as of May.
2020, Bosch Vietnam Co., Ltd had a charter capital of 1,369 billion VND The head and legal representative of this company is currently Mr Maganuru Gurumallaiah Mallikarjuna Guru
During the COVID-19 pandemic from 2020 to 2021, Bosch Vietnam, like many companies, faced significant challenges, including reduced orders and the implementation of health safety measures Despite these difficulties, Bosch was recognized in 2021 by Anphabe, a leading consulting firm, as the 22nd best company to work for in Vietnam, highlighting its commitment to creating a positive work environment Notably, Bosch ranked 2nd among companies in the engineering and machinery sector, reflecting its dedication to employee support and trust during tough times.
The Bosch Group is driven by seven core values that shape its vision: a results-focused approach that secures the future and supports social initiatives; careful and responsible actions benefiting the community and environment; proactive corporate responsibility and determination; open and timely communication to foster trust; fair treatment of colleagues and partners as a foundation for success; commitment to feasible agreements and legal compliance in all transactions; and the promotion of diversity as a key to success.
The Bosch Group's mission is centered on sustainable development and financial independence, inspired by Robert Bosch's vision They strive to enhance quality of life and conserve natural resources through their products, encapsulated in the slogan "Invented for life." The company prioritizes customer focus, excellence, and strategic change, while emphasizing a culture of innovation, quality, and global reach Bosch's core values, including responsibility, sustainability, openness, trust, fairness, creativity, legitimacy, and diversity, are fundamental to shaping their future.
In summary, the Bosch Group stands out by adhering to its core values, which underpin its vision Their mission focuses on sustainable and meaningful growth, emphasizing excellence and fostering creativity while ensuring financial independence These principles guide Bosch in contributing positively to society and realizing its corporate objectives.
Bosch Vietnam is organized into two primary branches: commercial and production The commercial branch (HcP/PC) is overseen by the Commercial Plant Manager, who manages both finance and commercial operations In contrast, the production branch (HcP/PM) is led by the Technical Plant Manager, with each branch encompassing various specialized departments.
Figure 1.5 Organization structure of Bosch Vietnam Co.ltd
In the commercial branch, to handle separate tasks, it is divided into four main departments as follows:
Human Resources (HR) plays a crucial role in managing employee benefits, salaries, and overall workplace conditions, ensuring a positive work environment Additionally, HR is responsible for organizing training programs and professional development opportunities for employees A key aspect of their role includes recruiting and supporting new hires during their initial onboarding process.
The Information Coordination (ICO) department is responsible for managing information technology and integrating the company's internal systems Additionally, ICO provides support to various departments concerning software, accounting, and internal network issues, ensuring seamless connectivity for all employees within the organization.
The Logistics (LOG) department oversees the import of materials and the export of the company's goods, handling all related paperwork and procedures This department plays a crucial role in identifying suppliers, managing warehouse quantities, and monitoring the status of the company's incoming and outgoing products.
The Technisch Gewebliche Ausbildung (TGA) department is dedicated to developing a skilled workforce for the company through a comprehensive training program in collaboration with the Bosch group and Lilama College This initiative not only equips trainees with essential skills but also supports factory operations, leading to recognized external associate degrees upon completion Graduates have the opportunity to secure employment within the company, while TGA staff are responsible for planning, supervising, and providing practical instruction throughout the training process.
In the production group, the responsibility for operating and supervising the production activities of the factory is assigned to the following departments
MSE (Manufacturing) plays a crucial role in producing the plant's primary product, the continuously variable transmission belt (CVT), through a three-stage process involving semi-products The first semi-product, known as Element, is produced in large quantities to meet the demands of Loops, the second semi-product These components are then assembled before being shipped to customers.
Quality Management (QMM) is crucial for maintaining the quality of a company's products by overseeing various aspects such as evaluating input materials, establishing control procedures, designing measurement techniques, assessing product output quality, and enhancing the overall quality system across the factory.
FCM (Facilities) is responsible for the management, inspection and construction of equipment and facilities such as infrastructure, office equipment, and site layout for the factory
BPS (Bosch Production System) oversees the factory's operation and manages the production system
The HSE (Health, Safety, and Environment) department is dedicated to overseeing the safety, health, and working conditions of factory employees Its key responsibilities include ensuring labor safety, conducting inspections, addressing any identified issues, and implementing solutions to prevent environmental pollution affecting workers.
Page 14 same time, conduct some occupational safety training and check the working process of workers in the factory
PS-CT (Engineering, Testing, and Current Product) rigorously evaluates product quality through various steps and testing methods to guarantee that all products meet the highest standards before being delivered to customers.
LITERATURE REVIEW
The 8D problem solving method
A problem is characterized by unexpected deviations that significantly impact outcomes Its uncontrolled nature makes it crucial for organizations and individuals to prioritize problem-solving efforts Addressing these complications is essential for achieving desired results.
Otherwise, according to Seel (2012), ―A problem is generally considered to be a task, a situation, or person which is difficult to deal with or control due to complexity and intransparency‖
Problems are defined as factors that lead to unexpected outcomes and can arise from various internal and external sources in any business These issues significantly impact operational processes, making it essential to address them promptly to prevent future occurrences To tackle these challenges, many businesses employ effective problem-solving methods, one of which is the widely used 8D method.
As claimed by Tkác et al (2013) puts it:
The 8D method is a standardized tool focused on factual analysis that aims to enhance products and processes It is applicable across various sectors, including energy sources, transportation, and material handling In practice, however, statistical quality control methods are frequently utilized during final inspections instead of being integrated into the management of production processes.
Leveraging these advantages allows organizations to effectively address customer complaints, adapt to evolving customer demands, and guide their development in the right direction Each organization can tailor the implemented steps to better align with its unique objectives and aspirations.
Page 18 their concepts Generally, there are 8 fundamental steps during solving problems in an enterprise or an organization
Historically, the 8D problem-solving method was first standardized by the US government during World War II, with the name "Military Standard 1560‖ (Jonathan
The 8D problem-solving method, refined by Ford Motor Company in the early 1990s, has since become a global standard for addressing issues across various industries Its effectiveness spans from manufacturing and engineering to high-precision fields such as aerospace, making it an invaluable tool for businesses worldwide.
The 8D problem-solving method aims to identify and define problems by analyzing root causes, leading to the development of effective long-term corrective and preventive actions This approach enables businesses to thoroughly address past errors by documenting lessons learned and establishing a clear path for resolution.
The 8D problem-solving method emphasizes the importance of collaboration, encouraging both groups and individuals to work together in addressing challenges This approach is grounded in evidence, relying on factual data rather than solely on past experiences, which may not effectively resolve issues with similar symptoms but different root causes By utilizing this method, organizations can achieve lasting solutions, preventing the recurrence of errors in the future.
Furthermore, the 8D problem-solving method also helps businesses achieve a number of points, such as:
- Develop a structured and consistent problem-solving approach
- Helping individuals solve problems more effectively
- Help ensure customers receive a timely and effective response to any concerns
- Support quality management system requirements for corrective action, problem solving and continual improvement
- Help avoid future problems by solving them in the present moment
- Reduce quality costs by using lessons learned in process improvement actions
- Assist organizations in complying with specific customer requirements for regulatory concerns
Figure 2.1 Benefit of 8D method brings to organizations
To implement the 8D method, there are eight steps need to be completed:
Step D1: Establishing Problem Solving team/project
The primary objective in this phase is to assemble a knowledgeable team that possesses a deep understanding of the product or process where the issue has arisen This expertise is essential for effectively identifying and addressing the problem at hand.
Page 20 solution A problem-solving team needs enough members to have the knowledge and experience needed to work effectively A team is encouraged to have 5-10 members who come from different departments and are involved in the process or product
Each team depends on the level of appropriate allocation of members Here is a full case of members an 8D problem solving team, such as:
The Sponsor or Champion plays a crucial role in project success, typically being a high-ranking individual within the organization, such as a department head This person is responsible for providing the necessary resources to support the project team and ensuring its effective execution Additionally, they are involved in selecting the right members for the project team to drive the initiative forward.
The second is the team leader This person is appointed by the Sponsor to lead the team, manage and monitor progress, and report back to the Sponsor
The final team must consist of members who possess relevant knowledge or skills related to the problem at hand Each department should contribute members who are responsible for specific tasks, ensuring a collaborative approach to achieving the project's goals.
In this phase, the team focuses on identifying issues encountered during the data collection process A clear and comprehensive problem description facilitates the identification of the root cause Utilizing the 5W1H questioning technique is essential for effective problem identification.
In step D3, it is crucial to take immediate actions to minimize and isolate the impact of defects on other products and the production process Key measures include isolating the impact zone, implementing temporary installations, and halting the production line This proactive approach can be executed prior to steps D1 and D2, effectively reducing the risk of errors and safeguarding customers from the repercussions of the issue.
In step D4, the objective is to identify the root cause of the issue by listing potential causes and assessing their likelihood through measurement or verification This data-driven approach ensures that the actual root cause is accurately determined and thoroughly documented Moving on to step D5, the focus shifts to defining corrective actions to address the identified root cause effectively.
After identifying the root cause in step D4, the team compiles a list of potential solutions and implementations to effectively address the issue To determine the most appropriate solution, it is essential to simulate or trial the proposed methods, as applying an incorrect solution may not only fail to resolve the problem but could also exacerbate the situation and negatively impact other areas.
D6: Implementing Corrective Actions and Tracking Effectiveness
Related concepts of the study
As Burke & Silvestrini (2017) put it:
A Pareto chart visually represents the "80/20 rule," introduced by Italian economist Vilfredo Pareto, which suggests that roughly 20% of factors contribute to 80% of problems This tool helps users pinpoint the "vital few" areas that generate the highest frequency or relative frequency in a dataset, allowing for a focused approach to problem-solving by distinguishing these critical factors from the "trivial many."
A Pareto chart is a bar graph that visually represents error rates or quantities of specific items, highlighting those that constitute the majority of a population The bars are organized in descending order, enabling users to easily identify and prioritize the most significant factors.
The Pareto chart is created according to the following steps:
Step 1: Draw a Pareto chart based on the collected data about the objects to be considered Calculate the error rate as a percentage and the percentage at which the error accumulates
Step 2: Sort the order of columns or data categories from highest to lowest in the left to right direction In the graph, the vertical axis on the left shows the number of errors that occurred while the vertical axis on the right shows the percentage that the error accumulates The horizontal axis lists the listed errors and ranks them in order from highest to lowest
Step 3: After completing the chart, identify the problems that need to be resolved with a higher error column than the remaining error columns
The fishbone diagram, also known as the cause-and-effect diagram or Ishikawa diagram, was introduced by Mr Kaoru Ishikawa at the Kawasaki shipyard in 1960 and remains widely utilized today Its primary purpose is to visually represent the analysis of various factors (causes) related to a specific problem or opportunity (effect) (Burke & Silvestrini, 2017, p.219).
Page 24 branch is each influencing factor, including 6M: Man, Material, Machine, Method, Measure, and Environment Fishbone diagrams not only help in the problem-solving process, but also analyze the factors that cause the problem to occur, and then focus on the next step to improve the process Currently, this chart is widely used in many businesses with diverse fields such as manufacturing, construction, manufacturing, service
To build a fishbone diagram, the steps are as follows:
Step 1: Identify the problem Describe in detail the problem with 5W (what, who, when, where, how), then place in the fish head part of the herringbone model Draw a horizontal line of paper connecting to the fish's head; this will be the part of the cause Step 2: List 6 main elements such as Man, Machine, Method, Measure, Environment, and Material with each element corresponding to a large bone branch In this step, most of the brainstorm techniques are used
Step 3: List the sub-branches Write down the possible causes of each major factor, each cause being a sub-branch from the larger branch In the case of a complex cause and multiple points on the same cause, split it up into smaller branches
Step 4: Analyze the chart Review the listed causes and verify their feasibility to determine the correct cause of the core problem to develop a specific process to solve it
Is/Is Not analysis, as defined by Mulder (2012), is a valuable method for identifying problems by distinguishing between factors that are relevant and those that are not within the problem area This analytical approach enables implementation teams to effectively determine which aspects to include or exclude, thereby clarifying the scope of the problem By focusing on the essential elements, Is/Is Not analysis helps avoid confusion and misalignment with original requirements, ultimately enhancing the effectiveness of the problem-solving process.
Historically, the Is/Is not analysis method was developed by two researchers Charles Kepner (1922 - 2016) and Benjamin Tregoe (1927 - 2005) in the 1960s, in the process of learning skills about human troubleshooting
Is / Is not analysis is done through the following questions:
Where does the problem occur on the product?
When is the detection time?
How often does it happen?
Figure 2.5 Is/ is not method
The 5 Whys analysis technique, as described by Olivier Serrat (2009), is a problem-solving method that involves repeatedly asking "Why?" to uncover the root cause of an issue This approach encourages deep, systematic thinking about the problem at hand To effectively implement the 5 Whys, it is essential to ensure that the problem is clearly defined and accurately presented, to answer questions with honesty, and to fully resolve the identified problem.
Mr Sakichi Toyoda (1867-1930), applied to the production process of Toyota Corporation
To further aid in finding the exact root cause, direct cause (TRC) and system related cause (MRC) techniques are used
A direct cause is a cause that can be physically terminated Once the cause is found, the error caused by it can be resolved immediately
System-related causes (MRC) include management, system, personal or organizational reasons It has a cognitive effect on others that makes others not comply with the output requirements
A flowchart, or process diagram, is a vital quality management tool that visually represents the sequential steps of a process, as noted by Nancy R Tague (2005) Many businesses utilize flowcharts for effective reporting and analysis of their workflows To create a flowchart, begin by selecting a clear start and stop point for the process.
Step 2: List the main steps/tasks and decision points
Step 3: Use standardized geometric symbols to document the process
According to Burke and Silvestrini (2017), flowcharts serve to graphically represent the elements, components, or tasks within a process They are essential for documenting procedures and establishing standardized notation, which fosters a shared understanding of the steps involved and the relationships or dependencies among those steps.
The Plan-Do-Check-Act (PDCA) process, as outlined by Nancy R Tague (2005), is a four-step model designed for continuous improvement through repeated cycles of implementation While PDCA is widely recognized for enhancing business processes, it is equally effective on a smaller scale, applicable to each step of any improvement initiative.
Figure 2.9 Plan - Do – Check – Act process
The PDCA implementation process includes the following steps:
Set goals based on recognizing an opportunity to change or improve the object in line with the desired output
Make the change to that object in a small area Collect data during changes and analyze them for the ―Test‖ step
To effectively measure the process of change, it is essential to compare actual results with the expected outcomes Presenting this data in a graphical format allows for easier access and interpretation, facilitating the identification of key lessons learned from the analysis.
After completing the "Check" step, take action based on the findings If the desired change has not been achieved, repeat the PDCA process When successful, utilize the insights gained from the "Check" step as valuable lessons for implementing larger changes in the future.
As stated by Burke & Silvestrini (2017):
DMAIC is a data-driven quality strategy designed to enhance processes While it is a key component of Six Sigma initiatives, it can also be applied independently as a quality improvement method or integrated into other process enhancement efforts, such as Lean.
THE 8D PROBLEM-SOLVING METHOD AT
The 8D problem solving method application at Bosch Vietnam
Bosch Vietnam prioritizes the 8D problem-solving method across its factory, integrating it into training programs and events like the annual "Problem Solving Week" in July This approach is essential for addressing manufacturing issues and responding to complaints from both internal and external customers To support engineers in mastering the 8D methodology, Bosch has developed resources such as Booklet 16, titled "Problem Solving," which introduces various problem-solving techniques, including the 8D method.
On other hand, the 8D method is used by many companies from the automotive industry (Appendix 1), which makes Bosch need to adapt with this method to serve customers better
Otherwise, several reasons make 8D is suitable with many companies like Bosch, those are:
When businesses face urgent issues such as customer complaints, guarantee rejections, internal errors, or reaching limits, implementing an 8D problem-solving process is essential This approach allows for immediate action through containment measures (D3), which serve as a temporary fix to safeguard customer satisfaction while addressing the underlying problems.
The 8D method is a versatile problem-solving approach applicable across various industries, including automotive manufacturing, aerospace, electronics, and healthcare Its flexible framework allows businesses to tailor solutions to their specific needs Unlike other methodologies such as DMAIC and PDCA, the 8D method effectively minimizes the impact of problems and provides timely feedback to affected customers This is largely due to its inclusion of containment actions, highlighted in step D3 of the 8D procedure.
The 8D method is highly regarded for its flexibility, particularly in promoting cross-functional problem-solving teams By involving all relevant areas in addressing a problem, this approach fosters collaboration and enhances the understanding of the issue, leading to more diverse brainstorming ideas and a clearer identification of the root cause.
The 8D problem-solving method allows businesses to easily control and evaluate their problem-solving processes through a structured, step-by-step approach This method begins with team formation (D1) and problem description (D2), followed by root cause identification (D4) and the selection of corrective actions (D5) Additionally, the 8D process includes steps for temporary problem control (D3), lessons learned (D7), and an overall assessment of the team's implementation (D8) By breaking down the process into distinct steps, management can effectively evaluate and control problem-solving efforts.
The 8D method effectively identifies root causes by categorizing them into two types: TRC and MRC TRC, or the True Root Cause, refers to the direct interactions of conditions that lead to a problem, and addressing this can eliminate the issue permanently Conversely, MRC, or the Management Root Cause, pertains to underlying managerial factors such as inadequate training or knowledge and errors in the management system that contribute to the problem's persistence.
The 8D problem-solving method minimizes personal biases by relying on data collected during the analysis process, rather than solely on individual experiences While experience can provide valuable insights, it may not always apply to current issues, leading to potential misidentification of root causes and recurring problems This method compels team members to concentrate on actual occurrences, ensuring that solutions are grounded in factual data Ultimately, the 8D approach mandates that solutions be verified before implementation, enhancing the effectiveness of problem resolution.
Seventhly, the 8D method has a standard format for reporting all action Typically, it includes a standard format for reporting all actions taken during the problem-solving
Page 36 process The objective of this reporting format is to ensure that all members of the team, as well as key stakeholders, have a clear understanding of the problem, the actions taken to solve the problem, and the results achieved That’s why, in the final step of this method, it’s easier to document, capture all important information and have the best view for assessment by coordinator and board
The lessons learned from the 8D process serve as valuable insights for effective problem-solving This document aids teams in recognizing patterns and differences between current and past issues, enhancing future problem-solving efficiency Additionally, after resolving a problem, the team can review the document to assess successful strategies, unexpected outcomes, and areas for improvement in future efforts.
By conducting this review, the team can identify important lessons learned that can be applied to future case and problem-solving efforts
The 8D problem-solving method is an effective tool utilized by Bosch Vietnam to address issues comprehensively This approach includes containment action solutions, a flexible methodology, straightforward evaluation processes, documented lessons learned, and a strong emphasis on teamwork By leveraging the 8D method, Bosch Vietnam can better identify root causes and implement effective solutions Given its numerous advantages, it's clear why Bosch Vietnam has adopted this method in their operations.
The 8D method training program at Bosch Vietnam
Engineers must possess a comprehensive understanding of the 8D problem-solving methodology, including its foundational concepts, practical application, and the utilization of in-depth analysis tools throughout each phase of project implementation.
To effectively train engineers, the QMM7 and HRL departments will collaborate to gather and assess training needs from each company department They will then develop a comprehensive training plan that outlines the session objectives, identifies participants, selects trainers (either internal or external), and estimates the associated costs for implementing the training program.
Following the training session, the department will be notified, and a registration form will be made available for employees interested in participating To enhance the training process, participants will complete a quality assessment survey and a brief test to evaluate their understanding after each session If the survey results indicate a significant number of improvement requests, the implementation team will hold a meeting to discuss adjustments for future training sessions.
Figure 3.3 Training program procedure at Bosch Vietnam
Send training information to departments
Open the registration form to participate
Do a survey and take a test
Training program update End Implement training program
The 8D Problem Solving method effectively combines measurement and enumeration tools to describe problems, identify root causes, and develop solutions Successful application of this method necessitates not only an understanding of 8D implementation but also proficiency in utilizing various problem-solving tools To address these needs, the 8D training program offers a comprehensive introduction to 8D methodologies and practical guidance on problem analysis and enumeration tools Consequently, the training sessions are structured into relevant topics, organized in individual and tiered formats to enhance learning and application.
Regarding the training time, participants will be arranged to the training session with the duration from half a day to a day, the number of participant ranges from 15 to 20 to
Page 40 ensure the quality of training and activities in the session training The adequate score of the final exam need to be greater than or equal to score of 65% Below is an illustrative example of the duration of a training session in the 8D method training program
Table 3.1 5 Whys tool training duration
3 How to do 5 Whys 10 9:55 AM - 10:05 AM
4 Some notice when implementing 5 Whys
7 Case exercise 1 Assessment 30 13:00 PM -13:30 PM
9 Case exercise 2 Assessment 30 14:30 PM - 15:00 PM
11 Survey training session 5 3:30 PM - 3:35 PM
Bosch Vietnam mandates that employees engage fully in 8D problem-solving training, achieving a minimum score of 65% in each session This requirement ensures that trainees acquire a solid foundational knowledge and skills necessary to effectively utilize the tools and concepts learned during training in real-world applications.
In 2022, the training program successfully met its target, with over 85% of participants scoring 65% or higher Additionally, more than 50% of participants achieved scores exceeding 80%, highlighting the effectiveness of the 8D method training program.
Overview of the 8D method application in operational process at Bosch
Challenges are unavoidable in every industry, including those with high precision and low risk, such as aviation, which adheres to stringent standards To reduce risks and address issues effectively during operations, it is crucial to implement proactive measures.
Page 42 specifically in the production line, Bosch Vietnam Co., Ltd has used several methods of problem-solving solutions such as 8 Disciplines (8D), Nonconformity (NC), and Shainin in the error handling process Those methods support eliminating the recurrence of errors in the future and meeting the customer's satisfaction level when product and service experience In this study, the author focus on the 8D method
The 8D problem-solving method is utilized to address issues arising from customer feedback, particularly when these problems lead to discrepancies in expected outcomes or significantly impact work performance.
The effectiveness of problem-solving cases is assessed on a scale that varies from low to high, tailored to the specific needs of each company At Bosch, this evaluation is structured around three primary levels.
• Insufficient/not satisfying: 0 – 19 or 0 – 63 out of 100
• Basic level: 20 – 26 or 67 – 87 out of 100
• Excellent level (excellent): 27 – 30 or 90 – 100 out of 100
In particular, the specific evaluation table of the number of points allocated in each step D of the resolution process is allocated as follows:
Table 3.2 8D method evaluated score with step by step
3.3.2 8D method application to resolve customer complaints
According to the Internal Final report 2022, Bosch Vietnam recorded 74 cases related to products in total For more detail, there were 7 cases from external customers and
67 cases from internal customers All cases were resolved with the 8D problem - solving method.
In 2022, closed cases accounted for the majority of total cases at 67%, while on-hold cases represented the smallest share at just 4% Cases in progress and cancellations followed, comprising 18% and 11% of the total cases, respectively.
In 2022, the average evaluation score for 8D projects reached 75, successfully meeting the goals set for 2021 This score was determined using the 8D method, which involves a detailed step-by-step evaluation based on internal criteria and feedback from the Board Despite achieving the target, the Board provided additional suggestions for enhancing the application of the 8D method Key factors influencing these suggestions have been compiled from internal documents, particularly the Final Report of 2022.
Figure 3.7 Effect factors to the results of 8D evaluation in 2022
An analysis of the influencing factors was conducted, revealing their impact ratios based on the company's scoreboard and final evaluation documents The accompanying Pareto chart illustrates the influence of these factors, highlighting their significance in the overall assessment.
Figure 3.8 Pareto chart of 8D cases’s effect factors
Based on Pareto chart from figure 3.8, there are 3 factors that are higher than others factors Detailedly, from the right vertical axis at the point 80% corresponding to the
The analysis of 8D cases reveals that the accumulative line intersects at a critical point, from which a perpendicular line (h) is drawn to the horizontal axis, intersecting at the relevant factor columns Factors to the left of the h-line account for 80% of the influences on the evaluation score Key contributors to lower scores include the failure to accurately determine problem causes, poor problem description, and hasty problem-solving efforts This assessment is based on a thorough review and evaluation of the 8D method.
The inability to accurately identify the root causes of problems significantly hampers the problem-solving process within teams This lack of clarity leads to missed opportunities for effective solutions, making the process more time-consuming and inefficient as team members must revisit the problem definition repeatedly Furthermore, the failure to determine the underlying issues increases the likelihood of recurring problems, resulting in frustration and impatience among team members during collaborative efforts to resolve issues.
The final evaluation report highlights that engineers struggled with problem identification due to an insufficient number of factors listed for consideration The evidence provided was neither convincing nor comprehensive, leading the implementation team to require additional time for redefinition after receiving feedback from the coordinator Although team members effectively gathered data, the factors used to articulate the core problem were clearly outlined but ultimately inadequate in number.
After engaging in project support and interviewing engineers, the author discovered challenges with the existing 8D report form Feedback indicated that many engineers struggled to complete the form accurately, often leaving blanks or providing unclear notes due to uncertainty about the required information Despite participating in training programs, the gap between theoretical knowledge and practical application continued to hinder engineers' ability to fill out the report effectively.
Figure 3.9 Root cause analysis in 8D report form
The issue of "Incorrect problem description" arises from limitations in clarity and focus, which hinder the team's ability to address the problem effectively This lack of clarity in the problem description leads to misunderstandings and misalignment on relevant aspects, ultimately impacting the team's performance.
Figure 3.10 Define the problem in 8D report form
Figure 3.10 illustrates that the 8D report form meets basic requirements; however, engineers find it challenging to provide detailed descriptions This difficulty is particularly evident for complex problems that require a clear definition of relevant factors Consequently, the form depicted may hinder the comprehensive identification of necessary elements, leading to time-consuming processes compared to other 8D documents and insights from seasoned engineers.
One significant factor impacting results is the rushed effort in problem-solving The final report of 8D 2022 highlights that during the implementation of the 8D process, certain cases were affected by this hurried approach.
Page 48 limitation of implementing all steps comprehensively As defined, Problem-Solving Effort Rushed is described to obtain a quick solution; steps in the problem-solving process were skipped
Rushed problem-solving efforts can significantly extend execution time, as they require additional time to fulfill requirements before progressing to subsequent steps This haste not only complicates the next stages but also renders them more time-consuming to address In severe instances, this can result in incorrect determinations for future steps, ultimately leading to a failure in 8D implementation.
There are many possible causes for this issue As shown below, causes identified based on internal comments include:
First, misunderstand the requirements to be fulfilled
Second, the desire for a quick resolution that eliminates requests deemed unnecessary one
Third, with not being able to fulfill the requirements, this makes team switched to the alternative operation But, the team forgot to mention it in the 8D report
With the above factors, minimizing effort rush is essential for the factory as well as achieving the set target
RECOMMENDATION FOR 8D METHOD
Implementation plan
To enhance the training programs that educate engineers on 8D problem-solving methods, it is proposed to establish additional knowledge-sharing sessions focused on 8D practices These sessions should include mentorship to assist participants in addressing questions throughout the implementation process Mentors can be selected from individuals with extensive experience in 8D problem-solving projects or those recognized as experts in the field.
Consolidate knowledge of the tool or topic aspect of the session; answer all questions related to how to apply the tool in the 8D problem solving project
Engineers should be encouraged to openly share their experiences in project implementation, discussing both challenges faced and factors that hinder optimal project outcomes This collaborative approach not only fosters a better understanding of difficulties but also promotes the exchange of ideas for developing the most effective implementation processes.
Organize in each department with the number of participants ranging from 5 to 10 people with the participation of a consultant or an expert in problem solving using 8D tools c How to do:
The sharing session's content will focus on challenging statistical problems relevant to the method discussed, chosen through participant voting Additionally, a brief test will be administered at the end to assess understanding of the session's material.
Page 51 the session to survey the effectiveness as well as consolidate the relevant knowledge in that sharing session These survey results will be kept as data to measure the effectiveness of this model
Organization form: offline meeting d Time, place:
Sharing sessions occur every two months and last for three hours each These sessions can be conveniently held in the meeting rooms of various departments, allowing for flexible participation.
To assess the effectiveness of the proposal, the model will be implemented in the Maintenance department at TEF 3.1.3 within six months Should the initial results prove positive, the deployment will then extend to the entire factory.
Sponsor: Head of TEF 3.1.3 or Head of TEF 3
Implementation team leader: A member of the TEF 3.1.3
Mentor: Engineers with extensive experience in implementing factory- recognized 8D problem-solving projects or an external organization's 8D expert
Coordinator: Intern of the department; volunteers in the TEF 3 f Implementation department: TEF 3.1.3 with follow-up from QMM7 g Implementation process
Step 1 Form the implementation team
Schedule a meeting with key participants in the sharing session, including the sponsor, team leader, and mentor During this meeting, discuss the necessary preparations, establish timelines, confirm commitments, and provide updates on the current status to the guarantor from the team members.
Step 2 Choose a topic and time for discussion
Utilizing the 8D training process and relevant tools, coordinators will synthesize discussion topics while employing Outlook software to filter available dates and times for engineers' participation Subsequently, coordinators will notify the department head to disseminate the survey regarding the timing and topics for discussion among the engineers.
Once a shared topic has been selected, the coordinators will contact the mentors provided in the company's list of trainers to discuss possible times Then agree and notify the department
Step 4 Create a questionnaire to ask questions in the sharing session
The coordinators built the survey form and sent it to the participants in the sharing session
Step 5 Prepare the logistics for the sharing session
The coordinator will organize the essential equipment, tools, documents, and meeting room for the upcoming sharing session Additionally, the team will develop an agenda and assist in preparing the presentation for the mentor.
Step 6 Do the sharing session
Coordinators will support sharing session members during the participation process Ensure the time to conduct the sharing session and collect feedback after the sharing session is over
Record comments and evaluate the effectiveness of model implementation Prepare reports and forward them to management
Figure 4.1 The process of conducting the sharing session
Solution assessment
Sharing knowledge is an effective method for remembering and exchanging information, particularly in engineering It not only helps address challenges faced by engineers but also facilitates the sharing of experiences during project implementation This collaborative approach serves as a valuable feedback mechanism, allowing engineers to identify problems or misunderstandings related to the 8D method By leveraging individual insights, teams can access information more proactively and efficiently Additionally, this solution is cost-effective and requires less time for implementation.
Step 1 Form the implementation team
Step 2 Choose a topic and time for discussion.
Step 4 Create a questionnaire to ask questions in the sharing session.
Step 5 Prepare the logistics for the sharing session.
Step 6 Do the sharing session.
Page 54 training time, with a frequency of only once 2 months, so it will not affect the engineers' working time
The introduction of the new model may pose challenges for engineers initially, necessitating a well-defined and appropriate implementation plan from the team Additionally, coordinating a schedule that allows all engineers to participate is a significant hurdle in this solution.
Update guideline for 8D report form (Improve the second limitation)
Engineers at Bosch Vietnam Co Ltd should adhere to standard procedures when completing the 8D report to ensure all necessary details are accurately captured A common issue faced during the analysis phase is insufficient detail in the description step, which can hinder effective problem-solving To enhance specificity and accuracy in this process, it is recommended to update the guidelines for the 8D report form.
All the 8D report forms will be added as guidelines in the filling box Apply for both system’s form and paper form
Figure 4.2 8D method form before updating guideline
Figure 4.3 8D method form after updating guideline
Figure 4.4 Before and after update root cause analysis for the lack of the problem causes determination
Figure 4.5 Before and after update define the problem for the incorrect problem description
Page 57 d Implementation department: TEF 6.1, QMM7 and document controller of all departments. e Participants: All related employees participate in 8D problem solving’s project.
Orientate the implement and filling the form better, especially when engineers can miss some information during analyzed root cause or define the problem
Support a lots to engineers who just finish the training
Build checklist for 8D method implemented process (Improve the third limitation)
Time consuming for the update process
Change management when applying new model
4.3 Build checklist for 8D method implemented process (Improve the third limitation)
To effectively implement the 8D method for problem-solving, it is essential for all team members to complete the necessary forms and obtain approval from the coordinator before progressing to the next step The use of a checklist plays a crucial role in ensuring that all requirements are met, allowing team members to easily monitor the 8D process This structured approach is vital for Bosch Vietnam Co Ltd to maintain clarity and efficiency throughout the problem-solving effort.
Table 4.1 8D method’s checklist in step D1
No D1 Create a team Yes No N/A Notes
1 Do people who are affected by the problem participate in the team?
2 Has the sponsor been identified?
3 Has the coordinator been identified?
4 Has the team leader been identified?
5 Does the team have adequate experience or ability to join the team?
6 Has the team’s goal been clarified?
7 Have team members known their role?
8 Does the team have enough decision-making authority to achieve the goals?
9 Does the team have adequate preparation to support members focus on project’s activities?
Table 4.2 8D method’s checklist in step D2
No D2 Problem description Yes No N/A Notes
1 Has the current process flow been announced?
2 Has the Gemba walking been implemented during D2 step?
3 Has all related data been collected and analyzed during
4 Has a specific problem statement been clarified? (about object and defect)
5 Has fact analysis by Is/is not method been performed?
6 Has the problem pattern been evaluated?
7 Has problem description been confirmed to the customer(s) and/or affected party(s)’s experience?
8 Has physical evidence been attached?
9 Has the problem been identified which follows the 5Ws rules (what, when, where, who…)?
10 Has the 8D report been updated?
Table 4.3 8D method’s checklist in step D3
No D3 Containment actions Yes No N/A Notes
1 Were the Containment Actions verified for effectiveness prior to implementation?
2 Have the Containment Actions been validated?
3 Did actions finish the PDCA cycle?
4 Do Containment actions include identification and segregation of all products in all possible locations?
(warehouse, in transit, on hold, WIP, etc.)
5 Do Containment actions include an acceptable method of identification of product?
6 Has the 8D Report been updated?
Table 4.4 8D method’s checklist in step D4
No D4 Cause and Effect Analysis Yes No N/A Notes
1 Were all the members in the Brainstorm meeting?
2 Were all the ideas collected during the Brainstorm meeting?
3 Were all the ideas classified into 6M1E of Fishbone?
4 Were all the causes from Fishbone tested to measure its possibility?
5 Has a specific root cause statement been clarified clearly?
6 Did the ―5 Whys‖ process follow its rules?
7 Has the Root cause (TRC and MRC) been defined during 5 Whys?
8 Was the Root Cause verified passively and actively?
9 Did the Sponsor agree with the root cause statement?
10 Has the 8D Report been updated?
Table 4.5 8D method’s checklist in step D5
No D5 Defining Corrective Actions and Proving
1 Did the Sponsor agree with the Corrective Actions and
2 Have a full range of alternatives been considered for the
3 Did risks associated with this decision be managed?
4 Will the evidence (proof) exist that these actions resolve the problem at the root cause level? (Corrective Actions
5 Did verification methods make allowances for variations in the frequency (or patterns) created by the cause?
6 Did verification methods evaluate the Corrective
Actions over the full range of production variation and operating conditions?
7 Were customers and affected parties consulted on the selected Corrective Actions? (if required)
8 Was Risk Analysis performed on the Corrective Actions selected?
9 Has the 8D Report been updated?
Table 4.6 8D method’s checklist in step D6
No D6 Implementing Corrective Actions and Tracking
1 Has the demand for Corrective Actions implementation support from other departments/organizations been evaluated?
2 Are representatives of those departments/other organizations on our team to plan and implement the
3 Has the trigger (date or event) for the contingent actions been identified?
4 Did Sponsor agree with the plan?
5 Did progress to the Corrective Actions plan until completion being effectively monitored?
6 Are long – term results continuing to be monitored?
7 Has the customer provided confirmation about the
8 Has training required for plan implementation been determined?
9 Has the 8D Report been updated?
Table 4.7 8D method’s checklist in step D7
No D7 Establishing Preventive Actions Yes No N/A Notes
1 How and where this problem entered the process has been identified?
2 Has the best way to trial run these improvements been determined?
3 Have plans been written to coordinate prevent actions and standardize the practice?
4 Has responsibility for these practices that are beyond the scope of the current Sponsor been established?
5 Have appropriate technical lessons been developed and submitted to the Lessons Learned database?
6 Did documents update? (FMEA, Control Plan,…)?
8 Has the 8D Report been updated?
Table 4.8 8D method’s checklist in step D8
No D8 Final Meeting Yes No N/A Notes
1 Has the 8D report been updated and published?
2 Have stakeholders been informed of the status of this
3 Has significant contributions by individual team members been identified?
4 Have the team been evaluated individually? (from leader to team, team member to team member, team to leader, team to Sponsor)
5 Have non-team members’s contributions to the 8D been considered?
6 Did the recognition satisfy timely criteria?
7 Are the 8D report and attachments retained in the company system?
8 Has the team process been evaluated?
Figure 4.6 8D Problem Solving Checklist template
Ebook: update on the company’s internal information on platform.
Document: update on all the related documents. e Participants: Engineers participate in 8D project
After the plan is approved, the checklist will be uploaded to the system of the whole factory and attached to all guiding documents related to the 8D problem solving method
Throughout the implementation process, engineers will utilize a checklist to document completed tasks In the event of any errors or omissions, they will record these issues in the "Note" box for further attention.
Avoid rushed problem-solving effort behavior
Avoid missing information during implementing, which support to the second solution
Support a lots to engineers who just finish the training to tracking all requirement
Time consuming for the update process
Change management when applying new model
There is more step to check before going to next step, which can annoy to some people
The 8D method is a widely recognized problem-solving approach utilized in the manufacturing sector, particularly by quality managers, engineers, and operations teams Its main goal is to identify, rectify, and prevent issues that impact customer satisfaction and operational efficiency Bosch, among other global companies, effectively implements this method, with Bosch Vietnam being a notable example.
With the topic "The reality of applying 8D method to solve customer complaints at
Bosch Vietnam Co., Ltd not only implements the 8D problem-solving method in its operations but also analyzes its strengths and weaknesses in addressing customer complaints This article provides insights into the current application of the 8D method at Bosch Vietnam and offers recommendations for enhancing its effectiveness in resolving customer issues.
Drawing on the fundamental data presented in chapter 3, alongside insights gained from university studies and extensive research, the author proposes solutions to address current limitations, particularly the absence of effective problem identification.
To address issues stemming from incorrect problem descriptions, rushed problem-solving efforts, and limitations in training programs, three effective solutions can be implemented These include conducting sharing sessions to enhance communication, providing clear guidelines for the 8D problem-solving method, and utilizing a comprehensive checklist for the successful implementation of the 8D method.
The author appreciates the valuable feedback from committee members, acknowledging that there are still errors in the thesis Additionally, the author aspires for the insights presented in the article to benefit both the company and the university.
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Appendix 2 Respondents structure: size of the enterprise (left) and business area of the enterprise (right)
BIÊN BẢN CHẤM KHÓA LUẬN TỐT NGHIỆP DÀNH CHO GVHD
Yếu Trung Bình Khá Giỏi Điểm
Nội dung giữa các chương trong bài viết thiếu sự liên kết chặt chẽ, với các vấn đề chính cần nghiên cứu và mục tiêu nghiên cứu không phù hợp với tên đề tài Các phân tích chưa đi vào chi tiết và có phần lan man, đồng thời thiếu cơ sở vững chắc Nhiều ý kiến phân tích không mạch lạc và mâu thuẫn nhau, gây khó khăn trong việc hiểu rõ nội dung.
Nội dung giữa các chương thiếu sự liên kết chặt chẽ, với các vấn đề chính và mục tiêu nghiên cứu không hoàn toàn phù hợp với tiêu đề đề tài Phân tích còn lan man và thiếu chi tiết, nhiều nhận định không có cơ sở rõ ràng.
Nội dung giữa các chương có sự liên kết
Bài viết cần tập trung vào các vấn đề chính và mục tiêu nghiên cứu một cách chi tiết hơn, đồng thời đảm bảo nội dung phù hợp với tên đề tài Hiện tại, các phân tích và nhận định chưa đầy đủ và thiếu cơ sở vững chắc, dẫn đến việc chưa giải quyết triệt để các vấn đề nghiên cứu đã đề ra.
Nội dung giữa các chương có sự liên kết
Trong nghiên cứu này, chúng tôi sẽ tập trung vào những vấn đề chính cần được khám phá, xác định mục tiêu nghiên cứu rõ ràng và đảm bảo nội dung phù hợp với tiêu đề đề tài Phân tích chi tiết sẽ được thực hiện nhằm giải quyết hiệu quả các vấn đề nghiên cứu, đồng thời các nhận định sẽ được đưa ra dựa trên cơ sở vững chắc.
Trích dẫn và tài liệu tham khảo
Bài viết thiếu tài liệu tham khảo đáng tin cậy và không có trích dẫn cho các lý thuyết được đề cập Nhiều bảng biểu trong bài chưa được đặt tên, đánh số và ghi nguồn rõ ràng, dẫn đến nội dung không phong phú và khó hiểu.
Bài viết cần cải thiện bằng cách bổ sung trích dẫn cho các lý thuyết và khái niệm đã nêu Nhiều bảng biểu hiện tại chưa được đặt tên, đánh số và ghi nguồn đầy đủ, điều này làm giảm tính chính xác và độ tin cậy của nội dung Tuy nhiên, một số lý thuyết đã được trích dẫn đầy đủ Các bảng biểu cũng cần được sắp xếp và ghi nguồn rõ ràng, ngoại trừ những bảng do tác giả tự phân tích và tính toán Việc hoàn thiện các yếu tố này sẽ giúp tăng cường chất lượng và tính chuyên nghiệp cho bài viết.
Câu văn và từ ngữ