8 d problem solving process

Designorate

Design thinking, innovation, user experience and healthcare design

What is the 8D Problem Solving? And How to use the 8D Report?

The 8D problem-solving process (also known as the 8 Disciplines) is very different from previous processes we explored previously, such as the Double Diamond process or the IBM Design Thinking. The 8D process works in a rigid standardised nature to address the crisis caused by problems. The 8D process aims to walk with the team to highlight the problem, its root causes and propose a long-term solution. The process is documented in an 8D report which includes details of each of the eight stages. At the end of this article, we will explore an example report, and you can find a free 8D report template to download.

In times of crisis, companies face the challenge of analysing and solving problems efficiently in a short time to save developed projects. Problem-solving techniques such as the  TRIZ method  and  Hurson’s Production Thinking Model  allow companies to overcome crises and solve problems using less effort and time.

• Stage Gate Process: The Complete Practice Guide
• The Double Diamond Design Thinking Process and How to Use it
• A Guide to the SCAMPER Technique for Creative Thinking
• Design Thinking Tools: Reverse Brainstorming

Brief History of the 8D Problem Solving

The 8D method was first implemented by the US government during WW II as a military standard and was referred to as the Army Directive 1520, “Remedies and disposal of nonconforming materials.” In 1987, the demand for a team-oriented problem-solving method increased among the management organisation in the automotive industry to find a way to eliminate recurring issues.

Ford Motor Company published their manual,  Team Oriented Problem Solving (TOPS),  which includes their 8 Disciplines of the problem-solving process. The process was initially used to deal with quality control and safety issues inside the company but later expanded its role to a team approach problem-solving method. The 8D process is employed by engineers and designers to identify, analyse, and correct problems by eliminating the primary source that caused the problem.

So, what are the eight steps in the 8D methodology? The 8D problem solving process includes 8 Disciplines. In the mid-90s, a D0 step for planning was added to the process. The 8D steps include the following:

• D1: Team formation
• D2: Describe the problem
• D3: Develop a temporary containment plan
• D4: Determine and verify root causes
• D5: Verify the permanent solution
• D6: Implement the permanent solution
• D7: Prevent recurrence
• D8: Congratulate your team

The 8 Disciplines aim to achieve the following targets while solving the specified problem:

• Think as a team while solving the problem
• Isolate the situation and understand its causes
• Identify the factors that contribute to the problem
• Provide a temporary solution to halt the impact of the problem
• Eliminate the causes of the problem and the factors contributing to it
• Prevent the problem from recurring

When Should the 8D Problem Solving be Used?

Based on the above targets, the 8D problem solving process is designed for complex problems whose solution exceeds the ability of one expert. Also, it aims to establish communication for problem resolution through different levels inside the company. In some situations, the consumer or the management team requests the application of the 8D process through several forms or documentation.

While 8D problem solving is suitable for recurring problems that may repeatedly occur within a project or company, it is not ideal for simple issues that can be solved quickly by individual efforts. The process is unsuitable for a problem that can be solved with a straightforward solution. The 8D process is designed for complex issues, which require several weeks to solve and the involvement of at least four people.

8D problem solving provides a systematic process to find and solve problems. Therefore, if the situation requires choosing between alternative solutions, 8D acknowledges that other tools may help solve the problem better than the 8D process.

How to Apply the 8D Problem Solving Process?

The steps below form the 8 Discipline process to achieve targeted problem solving through the eight steps.

This discipline is also known as the Pre 8D because it aims to understand the problem and determine if the 8D process is the correct method to use. At this stage, the team aims to answer general questions such as:

• Is this a new problem, or has it happened before?
• Is this a recurring problem?
• What is the history of this issue?
• What was the method used to solve the problem before?

At this stage, the target is to learn about the problem’s history and decide if the 8D process is the best tool to solve the problem.

D1: Team Formation

Thinking as a team can produce more efficient solutions than trying to solve a problem alone. The team includes all the stakeholders involved in the situation. The team communicates with each other and performs brainstorming to solve the problem (check  Design Thinking Tools: Reverse Brainstorming ). If the team does not know each other, the brainstorming time can be used to learn how to teach members to explore ideas together. Methods can be used in brainstorming sessions such as mind mapping , Six Thinking Hats , and  Lego Serious Play.

D2: Describe the Problem

After team formation, the second step is to understand the problem and its risks. This stage starts with a risk analysis to identify the situation and how it can affect the project flow. Several methods can be used to analyse the problem from different perspectives, including  SWOT analysis ,  SCAMPER technique , and similar tools. This stage is essential to building a clear vision of the problem and ensuring all stakeholders have the same understanding of the situation.

D3: Develop a Temporary Containment Plan

While solving the problem, there should be a temporary containment plan to prevent the problem from affecting the rest of the project or the final product. This temporary containment solution is a short-term operation such as adding more labour, increasing the quality measurements, applying a risk plan, etc.

It is essential to understand that the containment action is not the real solution and can only be used for the short term. Therefore, this action can be applied internally and not affect the process of reaching a permanent solution.

D4: Determine and Verify Root Causes

This stage aims to investigate the root causes of the problem; it can be considered the core of the 8D problem solving process. In many problems, what we see as causes are symptoms of other root causes. This misunderstanding can lead to inaccurate attempts at solutions that can have negative consequences in the future and leave the underlying problem unsolved.

An intensive investigation should be implemented because, in many cases, the root cause is hidden inside the process and covered by many symptoms, which is confusing. Some tools can be used to define the root causes of the problem, such as  brainstorming , statistical analysis, flow charts, audits, etc.

D5: Verify the Permanent Solution

Once the root cause is defined, the solution becomes apparent, and the team better understands how to solve the problem. However, the symptoms and other related factors may create difficulties deciding how best to apply the solution. So, these other factors should be considered when determining the permanent solution to the dilemma.

When choosing the permanent solution to the problem, it should meet the following criteria to ensure it is the ideal solution for the problem:

• The solution should be practical
• The solution should be feasible
• The solution should be cost-effective
• The solution should not fail during production
• The solution should be implemented in all affected facilities in the company

D6: Implement the Permanent Solution

Once the solution is approved, this step tends to work as an action plan. This plan aims to outline the steps to implement the solution. It is common to ask questions in this stage: What should be done? Who should be involved in the correction plan?

More documentation and detailed plans should be created if the solution is complex and needs further procedures. The method may include training the team and checking the plan’s progress for further development and improvement.

D7: Prevent Recurrence

Once the action plan is set and ready to be implemented, the team should establish a plan to prevent the problem from occurring in the future. The action plan should be tested and documented as part of the process to avoid the recurrence of the problem. Some of the tools that can achieve this goal are Control Charts, Capabilities Analysis, and Control Plans.

D8: Congratulate the Team

After completing the task and implementing the solution, the team deserves an acknowledgement of their work and a celebration. This event will positively impact the stakeholders and reflect recognition of employees’ efforts from the management inside the company.

How do you Write an 8D Report?

The primary documentation used in the problem solving process is the 8D report. Korenko et al. (2013) presented an example of the 8D problem-solving application, Application 8D Method For Problems Solving . After this example, you can find a free 8D Report template that you can download and use for both commercial and noncommercial applications. The first part of the report, D0, includes information about the problem and the project details related to the project. D1 section contains details of the team involved in the project, roles, titles and contact information. D2 part of the report includes a detailed description of the problem and possible visual images to show the problem clearly. The report can consist of the type of damage of the failure and the function where the problem occurs (Figure 2).  

D3 includes details of the temporary solution for the problem required to stop the damage rapidly. In this part, the temporary remedy is described, particularly the symptoms affect, the responsibility, and the validation of the action. In D4, the team uses a root-cause method such as the 5WHYs or the Cause-Effect analysis (Fish Bone method). These methods help the team to identify the root causes of the problem. In Figure 3, the 5WHYs method is used several times to identify the root cause of the problem. 

D5 of the report provides details about the permanent solution to fix the problem. Unlike the temporary solution, this aims to element the root causes of the problem. This section includes the procedure’s name, the reason to use it, the responsibility, the management approval to apply it and the expected date of completing the utilisation of the solution, as seen in Figure 4. In the following stage, D6, the team provides details on the implementation and validation of the permanent action.

D7 provides details about preventing the recurrent problem, such as the name of the action after the validation process in the previous stage. Also, this stage provides details of the cause behind this action and elements about its responsibility and implementing details. Finally, in D8, the report includes a summary of the procedure and the proper approvals related to the procedure implementation (Figure 5). 

Free 8D Report Template Download

You can download the below 8D report, which you can use for commercial and noncommercial projects. Don’t forget to mention Designorate as the source of this free 8D report.

The 8D Problem Solving process provides a reliable and systematic method that ensures that the problems inside a company or project are solved by eliminating their root causes and preventing recurrence. However, it is most suitable for complex problems that can take weeks or even months to solve. Therefore, the first stage aims to determine if the 8D process is ideal for the problem or if more straightforward tools should be implemented. If the 8D problem solving method is appropriate for your business problem, you have a step-by-step template to guide you through your attempts to find a suitable solution to the obstacle you need to overcome.

Wait, Join my Newsletters!

As always, I try to come to you with design ideas, tips, and tools for design and creative thinking. Subscribe to my newsletters to receive new updated design tools and tips!

Dr Rafiq Elmansy

As an academic and author, I've had the privilege of shaping the design landscape. I teach design at the University of Leeds and am the Programme Leader for the MA Design, focusing on design thinking, design for health, and behavioural design. I've developed and taught several innovative programmes at Wrexham Glyndwr University, Northumbria University, and The American University in Cairo. I'm also a published book author and the proud founder of Designorate.com, a platform that has been instrumental in fostering design innovation. My expertise in design has been recognised by prestigious organizations. I'm a fellow of the Higher Education Academy (HEA), the Design Research Society (FDRS), and an Adobe Education Leader. Over the course of 20 years, I've had the privilege of working with esteemed clients such as the UN, World Bank, Adobe, and Schneider, contributing to their design strategies. For more than 12 years, I collaborated closely with the Adobe team, playing a key role in the development of many Adobe applications.

You May Also Like

Common Types of Mind Maps and How to Use Them

30+ Distance Learning Tools And Advices for Design Educators

The Role of Storytelling in the Design Process

How to Use Mind Mapping for Better Thinking

How to Conduct Online Brainstorming

Critical Thinking as a Catalyst of Change in Design

Leave a reply cancel reply.

Your email address will not be published. Required fields are marked *

Sign me up for the newsletter!

• Personal Development

AI Marketing Transforming the Business Landscape in Pakistan

Continue Reading

Leadership Team Development at PepsiCo: Cultivating a Culture of Success

Top 9 skills for your career development plan and how to develop them, how to talk about mental health at work: a guide to open conversations, how to infuse amazon leadership principles into your business culture.

Ever notice how blaming the office plant for your computer crashing seems like a logical first step?

Well, as amusing as it sounds, when it comes to problem-solving, pointing fingers isn’t exactly the gold standard.

This where the 8D problem-solving methodology comes in, your ultimate toolkit for dissecting complex issues and crafting effective solutions.

So, if you’re ready to dive into a structured process that turns hurdles into stepping stones, buckle up, because we’re about to unravel the power of the 8D approach.

What is 8D Problem Solving

The 8 Disciplines problem-solving methodology is a structured approach used by organizations to identify, analyze, and solve complex problems. It is often employed in various industries, including manufacturing, engineering, and business, to address issues that require systematic investigation and resolution.

The “8D” stands for “8 Disciplines,” and each discipline represents a step in the problem-solving process.

Here’s an overview of the eight disciplines in the 8D problem-solving process:

• D0 – Prepare for Action

D1 – Establish the Team

D2 – describe the problem, d3 – develop interim containment actions, d4 – define the root cause, d5 – develop permanent corrective actions, d6 – verify corrective actions, d7 – prevent recurrence, d8 – recognize team and closure, why use 8d problem solving approach.

Choosing the 8D problem-solving approach is a strategic move when you’re facing complex challenges that demand thorough solutions.

Because it’s not just about quick fixes – it’s about comprehensive and lasting resolutions that prevent future hiccups.

Also Read: Agile Workflow to Unlock Business Success, Streamline Your Work

Imagine a software company encountering recurring system crashes. They could patch it up each time, but that’s like applying band-aids to a wound that needs stitches. Instead, they opt for the 8D approach.

By using the 8D methodology, they:

• Systematically Identify Root Causes: Instead of assuming, they dig deep. This prevents repeated band-aid applications.
• Develop Comprehensive Solutions: They don’t settle for superficial fixes. They implement solutions that address the core issue, ensuring a solid foundation.
• Prevent Recurrences: Once and for all. They’re not just fixing the past; they’re securing the future by strengthening their processes.
• Embrace Team Collaboration: They bring together experts, each contributing their insights. This collaborative effort sparks innovative solutions.
• Ensure Data-Driven Decision-Making: They base their actions on evidence, not guesses. This accuracy enhances their problem-solving precision.
• Foster Continuous Improvement: By documenting the journey, they learn from each challenge. This knowledge fuels their ongoing growth.

Choosing the 8D approach isn’t just about solving today’s problems – it’s about positioning yourself for success tomorrow. It’s about recognizing that investing effort now saves you headaches later.

So, when complex challenges arise, remember: the 8D problem-solving approach is your strategic advantage for effective and lasting solutions.

Who gave the idea of 8D Problem Solving

The concept of the 8D problem-solving methodology is often attributed to the Ford Motor Company .

In the 1980s, Ford developed and popularized this structured approach to problem solving as part of their quality improvement efforts. The methodology aimed to address issues effectively, prevent their recurrence, and foster a culture of continuous improvement within the organization.

While the exact origins and contributors within Ford may not be definitively pinpointed, the methodology gained widespread recognition and adoption across various industries.

Over time, other companies and organizations also embraced and adapted the 8D problem-solving process to address complex issues and improve their operational efficiency.

The 8 Disciplines Problem Solving Methodology

While the 8D problem-solving methodology may seem like a series of steps, it’s much more than that.

The 8D is a strategic journey that takes you from identifying a problem to implementing lasting solutions.

Let’s delve into the eight disciplines that form the core of this powerful approach, each playing a pivotal role in addressing complex issues and driving continuous improvement.

D0- Prepare for Action

This initial step, often referred to as “D-Zero” or “D-Initial,” sets the groundwork for a successful problem-solving process.

In the “D0” step, the team prepares for the problem-solving process by conducting an initial assessment of the situation, identifying the stakeholders, and outlining a high-level plan for how to approach the problem.

This step sets the stage for a successful problem-solving journey and ensures that the team is aligned and ready to proceed when moving to “D1 – Establish the Team.”

The journey begins by assembling the right team.

This isn’t just a random selection. Rather, it’s about bringing together individuals with diverse expertise and perspectives.

Related: 7 Secrets of High Performing Teams: How Teamwork Makes The Dream Work

Cross-functional teams ensure that all aspects of the problem are considered, leading to well-rounded solutions. A designated team leader guides the process, ensuring cohesion, accountability, and efficient progress.

Clearly defining the problem is the cornerstone of effective problem-solving.

This step involves gathering data, identifying symptoms, and quantifying the impact of the issue. The goal is to create a comprehensive problem statement that everyone can rally around.

A well-described problem lays the foundation for a targeted and efficient solution-finding process.

While the root cause is yet to be identified, it’s essential to prevent further damage.

Interim containment actions are like first aid for the problem – they stop it from worsening. These temporary measures provide immediate relief and breathing space, allowing the team to work on a more permanent solution without the added pressure of escalating issues.

Now comes the detective work.

Root cause analysis involves delving deep to understand the underlying factors that led to the problem.

Various tools, such as cause-and-effect diagrams and the “5 Whys” technique, help in uncovering the true source.

This step is crucial; without addressing the root cause, you’re only treating symptoms, and the problem is likely to resurface.

Once the root cause is identified, it’s time to craft solutions that not only fix the immediate issue but also prevent its recurrence.

These solutions should be well-thought-out, comprehensive, and sustainable.

Consider the long-term implications and potential risks – the goal is to create lasting change that improves processes and prevents future problems.

Implementing solutions is one thing; ensuring they work is another. This discipline involves testing and validation.

Did the solution effectively eliminate the problem?

Verification data and testing provide the evidence needed to confidently move forward.

Without this step, you might unknowingly implement solutions that are only partially effective, leading to frustration down the line.

Learning from mistakes is the hallmark of progress.

Preventing recurrence isn’t just about fixing what’s broken; it’s about strengthening processes to prevent similar issues in the future. This might involve process changes, additional training, or enhanced documentation.

By addressing systemic weaknesses, you’re proactively protecting your organization from future problems.

Completing the 8D journey calls for acknowledging the effort invested by the team.

Recognizing their hard work and dedication boosts morale and reinforces a culture of problem-solving excellence.

Additionally, documenting the lessons learned from the process contributes to continuous improvement. These insights serve as a valuable resource for future problem-solving endeavors.

Incorporating these eight disciplines into your approach transforms problem-solving from a haphazard effort into a systematic and thorough process. The 8D methodology ensures that problems are not only resolved but also transformed into opportunities for growth. It’s a roadmap that guides you toward effective solutions, encourages collaboration, and empowers your organization to continuously enhance its processes and outcomes.

You Might Also Like

Use These Trust Builders in Your Conversations to Influence People

7 Barriers to Critical Thinking and How to Destroy Them

[…] Stuck Into A Problem? Try This 8D Problem Solving Process […]

Leave a Reply Cancel Reply

Save my name, email, and website in this browser for the next time I comment.

Most Popular Posts

How ChatGPT will Impact Student Thinking and Creativity

9 Powerful Lessons to Learn from Japanese Work Culture

Assertiveness vs Aggressiveness- 9 Ways to be More Assertive

10 Powerful Ways to Maximize Productivity and Save Time with ChatGPT

What is 8D ? 8D CAPA Report | Eight Disciplines of “Problem Solving”

“ 8D ” Methodology basically uses eight disciplines or principles of “ Problem Solving “. This Problem Solving Technique is widely used by quality engineers and managers of automotive industries. 

This approach is also commonly used by other professionals working in Manufacturing, Government, Construction, Healthcare, IT/BPO, and other service sectors.

The objective/purpose of the 8D Methodology is to identify and define the problem statement effectively for necessary Corrective and Preventive actions – CAPA to stop/prevent the recurrence and occurrence of the problem.

The corrective actions are basically taken on the identified root cause to prevent the recurrence of the problem whereas preventive actions are taken in advance on potential causes of failure to prevent the occurrence of the problem.

The horizontal deployment of corrective action i.e. corrective actions implementations in other products, machines, or services sometimes referred to as preventive actions also.

The basic 7 QC Tools are commonly used in 8D Report generation and problem-solving methodology/approach/steps.

And apart from 8D , there are various Problem-Solving techniques or methodologies like PDCA Deming Cycle, Quality Circle , and Six Sigma – DMAIC , etc. that are commonly applied in a variety of organizations to identify and solve work-related quality problems.

8D CAPA Report is mainly demanded by all OEMs and IATF 16949 certified companies from their suppliers ( at least ISO 9001 certified) to solve customer complaints or quality-related issues.

Table of Contents

8D Approach | 8D Problem-Solving Steps

The eight disciplines for process improvement or problem-solving are as follows:

8D Step – D1: Establish the Team

• Identify team leader and team members.
• Establish a team of competent people with product/process knowledge.
• Cross-functional team-CFT members must be related to the concerned problem.
• Identify the team’s goals and objectives.

D2: Defining the problem

• Define the problem clearly using the 5W2H approach and Process flow diagram-PFD.
• Problem definition shall be based on facts, not opinions.

D3: Containment or Interim Actions

• Containment action is also known as Interim action or Short term action.
• Interim actions are immediate actions/first aid taken against the problem to stop defects/suspected material outflow at the customer end.
• Interim actions protect the customer’s production line from the arisen quality problem until we define the root cause and implement necessary countermeasures.
• Examples of containment actions are: Displaying of QAN-Quality Alert Note, customer complaint awareness training to all concerned, defective or suspected material/parts segregation at the WIP stage, store location, ready for the dispatch-RFD stage, supplier end, transit, and customer end.

D4: Identifying & Verifying Root Cause

Root Cause Analysis-RCA is a systematic approach to determining and identifying the Root Cause of the problem. We can use 7 QC tools,5 Whys, 4M or 6M factors, and a Fishbone diagram for RCA.

Steps for Root Cause Identification:

• Use the Brainstorm technique and Fishbone diagram to identify all possible potential causes related to your problem. Consider all 4M or 6M factors in potential cause identification.
• Verify/Validate the identified potential causes.
• Now, Select the best potential cause that contributes to the problem/effect.
• Drill down the selected potential cause using the 5-Why approach to arrive at the root cause of the problem.
• Identify the root cause on both the Occurrence and Detection or Inspection side.
• Verify the root cause for necessary measures.

Note: Don’t end the root cause with the operator’s negligence, lack of training, etc. while identifying the root cause using the 5Why tool. The problem always occurred when there is a gap in the system/procedure/standards.

D5: Identify Permanent Corrective Actions-PCA

• Identify and Select the permanent corrective actions that address and correct the root cause. In other words, the selected PCA will resolve the problem of the customer.
• Solutions/PCA determined to be the best of all the alternatives.
• Document and verify the Permanent Corrective Action (PCA).

D6: Implementing the Permanent Corrective Action

• Implement the best permanent corrective actions (PCA) and ensure effective monitoring of implemented actions.
• Detect any undesirable side effects of implemented corrective actions.
• Return to root cause analysis, if necessary. In other words, if a still problem exists, you may need to fine-tune your actions or re-analyze the problem to identify a new root cause.

D7: Preventive Actions

• Ensure horizontal deployment of corrective actions, i.e. Ensure similar types of problems will not occur in other machines, products, and services.
• Update the Systems, Processes, Procedures, and Documents like PFC , control and FMEA to prevent a recurrence.
• Implement Poka-Yoke (mistake-proofing or error-proofing) to make the system or processes safer and more reliable.
• Ensure effectiveness/sustenance monitoring of permanent corrective actions.

8D Step – D8: Team Recognition

• Congratulations to your team.
• Celebrate the successful conclusion of the problem-solving effort.
• Organization to express thanks to the team.
• Document lesson learned card-LLC and display at all respective areas.

You’ll also like:

Share this:

Take advantage of your time, International Six Sigma Inc. offers both Instructor-led Live Virtual classes as well as Online Self-Paced training . Enroll Today!

8D Process: Its Importance and Advantages

The 8Ds — also known as the 8 Disciplines — Problem Solving Process is a team-oriented methodology that is mainly used to identify, correct, and eliminate recurring problems.

The methodology focuses on the origin of a problem by determining the root cause and establishes a permanent corrective and preventive action accordingly. It is an 8 tier process with integrated basic problem-solving tools.

This article will help you looks at 8D best practices how it can be helpful for manufacturers to better understand tools and techniques to address nonconformances and reduce risk.

History of 8D Problem Solving Process

There was a dire need for a team-oriented problem-solving strategy based on the use of statistical methods of data analysis. Ford Motors during World War II were manufacturing war vehicles in bulk. To ease up the assembly lines and the entire management in general, the executives of Powertrain Organization wanted a methodology where teams could work on recurring problems.

In 1986, the assignment was given to develop a manual and a course that will teach a new approach to solving tough engineering design and manufacturing defects. The manual for this methodology was documented and defined in “Team Oriented Problem Solving (TOPS)”, published in 1987.

The manual and courses were led at World Headquarters in Dearborn, Michigan. Subsequent changes and revisions were made based on the feedback from pilot sessions. The materials were extensive and the 8D titles were mere chapter headings for the steps in the process. Ford also refer to their current variant of the 8D process as G8D (Global 8D)

Use of 8D Process in Military

The US Government recognized the full caliber of the 8D process. During World War II, they standardized a process as Military Standard 1520 “Corrective Action and Disposition System for Non-confirming Materials”

Their 8D process was used to identify, correct, and eliminate recurring problems, whilst the methodology was useful in product and process improvement. It established a permanent corrective action based on a statistical analysis of the problem. It also focused on the origin of the problem by determining the root cause. 

The 8D approach

The 8D model establishes a permanent corrective action based on statics and data of the problem. It focuses on the origin of the problem by determining its root causes. The earlier 8D models comprised of eight stages, the model got changed as time progressed. It was later expanded by an initial planning stage.

The stages (or Disciplines) are as follow:

D0 — Plan adequately

Proper planning and preparation is of utmost necessity before taking any action. So, before forming a team for the project, you’ll need to consider the following:

• Problem description
• Timeframe of the task
• Amount of resources

D1 — Establish your team

Create a diverse team with extensive portfolios. Make sure they have enough experience so that they can lead to the best quality inputs and complete solutions. For teams to function smoothly, define clear roles and responsibilities.

D2 — Describe the problem

The 8D methodology focuses on describing a problem objectively, capturing every vital information. During the analysis, a loop of 5W1H (why, what, who, where, when, and how) should be applied to develop a clear problem description.

D3 — Contain the problem

Projects that are big and take days to run a single task on them require a temporary problem containment plan to minimize the impact of a problem until a permanent solution is found. On developing the plan based on hypothetical cases, the resources for addressing the main problem can be released.

D4 — Identify the root cause

When the problem is temporarily contained, you can work on identifying the root cause of the nonconformance. You can use the 5W1H framework to understand the problem in-depth, or the Fishbone diagrams to categorize visually, or Pareto Charts to identify the vital causes.

D5 — Identify corrective actions

Once the root cause is recognized, the team can start brainstorming permanent corrections to identify the best long-term solution. Brainstorming with the team along with taking help from tools like affinity diagrams can help in organizing ideas.

D6 — Implement and validate corrective actions

Once a solution is identified, the management needs to implement and verify the corrective action. The PDCA (plan-do-check-act) approach is beneficial in this stage to do small-scale testing. To successfully implement a permanent change, a project plan should incorporate:

• Project plan development for implementation
• Communication of the plan with stakeholders
• Validating improvements using measurements

D7 — Implement preventive actions

A complete solution always provides no reoccurrence of problems. Even if you have created a complete solution, you should still work on preventive measures (after all, better today than tomorrow!).

In this stage, teams must consider actions that include updating audit process questions and verifying corrective actions periodically to reduce risk in processes. Teams can utilize the Poka-Yoke/Error Proofing methodologies to run tests to find defects.

D8 — Recognize team and individual efforts

At the end of the day, everyone wants their work to be recognized. Don’t be shy about that. Celebrate the team’s success and congratulate individuals for their work contribution. Doing such will facilitate motion and employee engagement while helping the organization to improve quality control.

Six Sigma tools that synergize with 8D

8D has become one of the leading frameworks for process improvement. It is robust and can mix easily with other prominent methodologies such as Six Sigma.

The following are improvement tools often used in Six Sigma processes. Learn how the addition of 8D can improve the process even further.

DMAIC – Lean Six Sigma

The DMAIC process is a data-driven cycle for process improvement. It is designed for businesses to identify flaws, errors, defects, or inefficiencies in a process.

Learn more on DMAIC and the process here .

In terms of combining 8D:

• One can use DMAIC to identify the root cause as in step D4
• One can implement the same technique to better understand prospects for corrective actions in steps D5 & D6

FMEA – Failure Mode & Effects Analysis

FMEA helps in understanding the potential for problems and making preemptive preparations to avoid them. This methodology is used majorly by Risk Management teams.

FMEA & 8D:

• 8D can use information gathered during an FMEA process to identify potential problems and the root causes. 
• The information gathered during the FMEA process can be reused to feed into representational diagrams like Ishikawa (Fishbone) diagram.
• 8D brainstorming data can be used for new design processes. This allows the FMEA to take actual failures into account, thus producing effective results.
• Database from previous FMEA can be used as a benchmark for root causes of the problem to inform on 8D process development.

Pareto Charts

Pareto charts are majorly used to analyze data on the frequency of problems/causes in a process. It helps in understanding the impact of different variations of input and outputs via data and graphical representation.

• In relation to 8D, Pareto charts help in prioritizing which root cause to target based on which will have the greatest impact on the improvement process.

The 5 Whys is a deductive reasoning technique that asks “Why?” five times. The logic here is to ask the same question (WHY?) over and over again, making the reasoning process dig deeper into the complexity of a problem from a single point of focus.

When someone reaches the “5th Why?”, they should have something that has a high likelihood of being a root cause.

Benefits of 8D Problem Solving

8D focuses on teamwork. The framework’s philosophy is to encourage teams as a whole and individually. It’s a pragmatic methodology, i.e. a fact-based problem-solving process. 

One of the main strengths of 8D is its focus on teamwork. 8D philosophy encourages the idea that teams, as a whole, are more powerful than the sum of the individual qualities of each team member.

Here are a few of the benefits that you can expect from the 8D problem-solving process:

• Institutes a structured and consistent problem-solving approach within an organization
• Enables individuals to become more effective at problem-solving
• Encourages team-based approach
• Helps ensure customers receive a timely and effective response to any concern
• Supports the requirements of quality management systems for corrective action, problem-solving, and continual improvement
• Helps in avoiding future problems by solving them in the present time
• Reduces Cost of Poor Quality (COPQ) by using the lessons learned in process improvement actions
• Assists organizations to comply with the customer-specific requirement for management concerns

SixSigma.com offers both Live Virtual classes as well as Online Self-Paced training. Most option includes access to the same great Master Black Belt instructors that teach our World Class in-person sessions. Sign-up today!

Comments are disabled for this post.

At home or workplace, we have you covered

Training Options

More than 500 locations

Classroom Training

Learn anytime, anywhere

Online Training

Live instructor-led training

Webinar Training

Customized training programs

On-site Training

Accelerated training programs

Blended Training

For streamlined business plans

Operational Excellence

Exclusive consulting services

Consulting Services

Fully customized programs

Group/Corporate Training

International six sigma inc. accreditation & affiliations.

Email: [email protected] Toll Free in the US: (866) 409-1363

Courses / Training

• Customer Support
• +1 845-393-2870
• AlisQI QMS for manufacturing
• Quality Control with integrated SPC
• Document Management System
• EHS Management
• No-code QMS platform
• QMS Integrations
• Plastics and packaging
• Food & beverage
• Technical textiles
• Other industries
• QA / QESH Manager
• Plant Manager
• Statistical Process Control
• LIMS for manufacturing
• Shop floor operations
• Customer case studies
• Whitepapers
• Webinars & Events
• Free courses
• ROI calculator
• QMS vendor selection
• Help Center
• LIMS vs QMS
• Culture of Quality
• Cost of Quality
• News & Awards
• AlisQI Academy
• AlisQI Developer portal

Need to convince stakeholders that you need a QMS? Want to test your quality management maturity?

• Webinars & Events NEW
• Take a product tour

Don't take our word for it. Read what our customers say on Gartner Peer Insights .

• About AlisQI
• AlisQI Help Center

8D problem solving: how to diagnose & eliminate quality problems

Diagnosing and eliminating quality problems is at the heart of all Quality Management. There are several methodologies as to how to do this. One of the most widely implemented is 8D problem solving. This tried-and-true methodology gives teams a comprehensive and consistent way to address production problems, no matter where they are triggered along the production chain.

Several articles elaborate on why it’s important to diagnose and eliminate quality problems using the 8Ds. But how does this work if you’re using  quality management software ? Let’s find out

A quick intro to 8D problem solving

The Eight Disciplines of problem solving (8D) provides manufacturers with a team-oriented approach to addressing problems in the production cycle. It’s widely used throughout manufacturing and combines best practices from a variety of approaches to create a “best of all worlds” scenario. High-level goals folded into the 8D process include:

• Identifying the root cause of a problem
• Developing containment actions that protect customers

Organizations that employ 8D should experience systemic changes to their production process. They will also be able to improve and streamline the whole process. This helps them to eliminate the problem at hand but also reduce the occurrences of other problems down the line

So, what do the 8Ds stand for?

To achieve the high-level goals described above, a team should pursue these eight steps:

• Define the stakeholders addressing the problem.
• Develop a Problem Statement that correctly summarizes and defines the problem.
• Define and execute an interim containment action.
• Document the root cause of the non-conformance or non-detection, along with the                percentage at which it contributed to the problem.
• Define, select, and verify Corrective Action(s) needed to address the problem.
• Implement and validate the Corrective Action(s).
• Document all actions taken to prevent recurrence.
• Document and acknowledge the team contributions that led to the success of this                  process.

When to apply 8D problem solving

Typically, 8D is most applicable in the following scenarios:

• when safety or regulatory issues have come up in the production cycle
• if your company receives multiple and consistent customer complaints
• when warranty responses suggest product failure rates that are higher than expected
• in case internal factors such as waste, test failures, rejects or poor performance occur at  unacceptably high levels

Why apply 8D problem solving

Next to a collaborative and consistent way to address production problems, 8D also delivers other benefits including but not limited to:

• developing team-wide skills when it comes to solving production problems
• creating an ongoing record of failures that can inform problem solving efforts to come
• improved understanding of statistical tools leveraged in problem solving
• improved efficiency and effectiveness in team efforts to solve problems
• a better understanding of RCA (Root Cause Analysis)
• developing problem solving skills that can be adapted for other areas/departments in a          company
• enhanced skills when it comes to taking corrective actions
• enhanced collaboration and discussions around problem solving
• enhanced ability by the team to identify where change is needed
• improved management understanding of processes

How to leverage 8D if using quality management software

One of the most effective ways to leverage the 8D method is by applying it using a smart QMS. The cloud-based quality management system from AlisQI was designed to help manufacturers work smarter, not harder. We automate data collection, data analysis, project management and other routine tasks so that manufacturers can focus on continuous improvement.

Within AlisQI manufacturers have a QESH problem-solving page, a standardized dashboard based on the 8D methodology. Whether it’s a complaint, deviation or safety incident, this page provides all the components you need to analyze, follow up on and report production problems. It is available for all QESH processes, no matter their context.

A closer look at the Problem-solving page

The QESH problem-solving page is divided into four sections. Together, they make for an integrated approach to problem solving. To be more specific:

• Incident details This presents all information entered via the form to register or follow up on an incident. The form can be fully tailored. It details tasks leading up to the incident, the damage that occurred as well as immediate actions that have been taken.
• Attachments Uploaded images depicting the incident are shown right away. Other file types are linked and easily accessible. Teams can add just about any file type as an attachment. Typical examples include images, Word, Excel, PPT, or PDF files.
• CAPA actions Shows all connected corrective or preventive actions related to the incident, with their owner, due date, and status. The moment you assign an action, the action owner is informed automatically. The CAPA actions are managed centrally, so you always know who is doing what.
• Root cause analysis The lower right quadrant shows an example of five times why root cause analysis. This allows for a systematic approach to root cause findings.

Additionally, the smart QMS allows for the creation of full-featured 8D reports (including all actions and their status).

Do you want to learn more and actively use 8D problem solving to improve production? Book a free online demo, and we’ll show you how to set up effective QESH management so that you can focus on improving your business.

Otto de Graaf

Related articles.

What is 8D (Eight Disciplines)? – Problem Solving Process

Eight Disciplines ( 8D Method) – 8 Disciplines Process, which can be translated as the Eight-Step Process of Responding to a Quality Problem. This method aims to treat defects quickly and consistently and to prevent such problems by preventing them. It boosts customer satisfaction and, despite the possible high costs at first, reduces costs in the medium term.

The eight steps of 8D Method are:

Step 1 (D1) – Formation of a working group on the decision trouble.

This is the first step in the8D process and the first part of Report 8D method. In this step, you determine the composition of Working Group 8D. Working Group8D shall be cross-functional and shall include technologist, designer, representative of the Quality Control Department and other specialists who will be involved in the localization of the problem, determining the causes of the occurrence defect, elimination, and prevention of the problem.

Step 2 (D2) – A detailed description of the defect : 8D.

This step includes a detailed description of the problem specified by the consumer. The problem should be described clearly and unambiguously. It is necessary to consider the data on the operation of the last one to two years, as well as 8D reports with the same defect (if any). in this step report 8d lists the problem information from the data Consumer. The information should contain the following items:

• Name consumer organization;
• Description claims;
• Information about the product (name, batch, date of delivery, etc.);
• When the problem was encountered for the first time;
• Where is a problem was noted;
• Assessment criticality of the defect.

Step 3 (D3) – Definition urgent measures.

This step explains the content of the problem and localizes it. Immediately after receiving information about the defect must be entered urgent measures to prevent the transfer of products into operation, in which may occur this or a similar defect. Based on initial investigation, it is necessary to determine the location of all products (parties) that could potentially be affected by the same issue and identify them. The report should include, if possible, the part numbers (batches) and the date of manufacture of potentially defective products.

Step 4 (D4) – Definition causes of this defect.

This step consists of a defect analysis and establishing the root causes of the problem. The corresponding part is also contained in the report 8D method, annexes may be added for clarification. It is necessary to give a detailed description of the cause of the defects, which allows you to understand why they happen. Then describe the root cause, indicating how it affects the mechanism of the defect. All phenomena originating from this the root causes and leading to the defect should be listed in the explanation. It is necessary to prove that the identified cause leads to established defect, for this purpose various methods are used (brain assault, affinity chart, multi-vote, Ishikawa diagram, “5-Why” analysis, method 5W+1H, bounce tree analysis (FTA), scattering (scattering) diagram, Pareto diagram, control charts, a method for analyzing the types and consequences of potential defects (FMEA)).

5 Step (D5) – Formulation and verification of corrective Action.

In this discipline, all possible corrective actions are identified, aimed at eliminating the root cause of the problem. Corrective executors the actions and schedule should be indicated in this part of the report. Also recommended, that an explanation of each corrective action regarding Root cause. Sometimes setting the best corrective actions for addressing the root cause requires preliminary assessments and studies. This is called “verification of corrective actions”. These steps are followed by being carried out in cases where the scope of work is very large, and the price of an error, expressed in money and time, too great. Verification is also possible corrective actions in practice to prove their effectiveness and exclude undesirable side effects.

6 Step(D6) – Implement corrective actions and track their impact.

Activities that have been audited and have received a positive result should be implemented. This section should the completion dates and executors of corrective actions are listed, and data showing that corrective actions do lead to eliminating the root causes. Any shortcomings in the effectiveness of corrective actions should be eliminated to improve them. In conclusion, there should be urgent events that have been cancelled.

Step 7 (D7) – Preventive actions to prevent recurrence of defects.

This step should not be confused with Fixing the cause of a specific problem. Problem prevention includes identification products or delivery kits that are equally exposed to the action problems identified by the consumer, even if they have not been identified in this situation. in the report you should specify all the warning actions and their executors and dates of implementation. An important aspect of this step is standardization and implementation of corrective actions that may affect similar products in the future. If necessary, activities should be introduced in training. At this stage, it is necessary to answer the questions: how it could arise defect, why it was not possible to prevent the defect, how the defect will be prevented in future, whether it is necessary to transfer the problem to other processes, nodes, depots.

Step 8(D8) – Performance Evaluation Group 8D.

The final step of the 8D process is to inspire the team with leadership. for a job well done. The condition for completion is that the reason problems have been clarify and prove, measures to eliminate as before them introduction. And after were tested for their effectiveness and were introduced measures to prevent the recurrence of the defect. At this point, the report should approve.

Related Posts

Six sigma does not equal total customer satisfaction, quality control circle [qcc] : basic guide, entrepreneurship: navigating challenges and cultivating success, 7s management, enterprises quality management innovation, pre-control charts | pre-control limits | narrow-limit gauging, cost control in production | efficiency and optimization, lean: kanban tools, lean manufacturing optimises enterprise production.

• Lean Six Sigma

8D Problem Solving Report

8D is a problem solving method used globally, mainly in manufacturing industry by Quality Engineers and Operations managers. The purpose of 8D problem solving method is to identify, correct and prevent problems affecting customers and operational efficiency. It is a problem solving approach similar to PDCA cycle (Plan – Do – Check – Act).

8D stands for 8 Disciplines. It is a methodology that emphasizes “No problem should be repeated but fixed permanently”.

8D Problem Solving Method originally evolved during Second World War. But it became an official methodology in 1974, when it was used by US Government for its Military Operations as ‘Military Standard 1520’. Later it was adapted and popularized by Ford Motors with slight modification in the methodology.

As the name indicates 8D has 8 disciplines that any process or operations should follow to solve the problems occurring. The outcome of 8D is a report called ‘8D Report’ that records the problems, root cause(s) and corrective and preventive actions.

The below are the D’s in 8D approach:

Figure 1: 8D Problem Solving Approach

1D  – Team Formation: The first and foremost step not only in 8D but also in any other initiative or project is Team Formation, for any initiative cannot be successful without a right team. The team selected should be committed, competent, co-ordinated, cross-functional with representation from all teams, and should be knowledgeable in 8D methodology.

2D – Problem Description: After selecting the team, our concentration should be on detailing the problem. The team should collect details about the problem, for completely understanding the depth of the problem. All details should be data and fact based.

3D – Interim Containment Actions: Once the problem is described, before heading up to problem solving, the team should fix the effect of the problem, especially on customers. It might involve actions like isolating the items affected, replacing defective parts, before it reaches the customers. This step is mainly to prevent the problem from reaching the market and customers, which might become a competitive disadvantage and reduce customer loyalty.

4D – Root Cause Analysis: After taking containment actions, the team should involve in identifying the root cause(s) for the problem. Methods and tools like 5-Why Analysis , Fishbone diagram , Pareto Analysis , 7 Old QC tools , New QC tools etc. can be used for identifying the root cause. An important point to be noted is: Whatever method is used for RCA , it should be data & fact based.

5D – Formulate Corrective Actions: After successfully arriving at the root cause, the team should formulate corrective actions to be taken to correct the problem. Tools like Brain storming, Affinity diagram etc. can be used.

6D – Validate Corrective Actions: After arriving at the corrective actions, the team should validate whether the solutions are effective. There are several tools like Accelerated life testing , simulation etc. available for this purpose. Then the solution can be implemented in the process. The solution approach from step 4-6 should be repeated until the problem is completely eliminated.

7D – Preventive Action: Identifying and implementing corrective actions is only a temporary solution that keeps the system running or is like ‘Living with the problem by taking counter measures’. The permanent solution is to identify a potential long term solution that will not allow the problem (similar problems) from occurring into the system again. Sometimes corrective action will be a costly, time being measure. Preventive action makes changes in the system, upstream or downstream processes so that the entire system is modified or aligned for ‘Problem Free’ operations.

8D – Team and Individual Recognition: Once the problem is completely solved, the team and the extra-ordinary contributors must be rewarded and recognized appropriately. This will act as a motivation factor for other employees.

These are the steps of 8D methodology. To summarize, 8D is a holistic, systematic and proven methodology for problem solving.

Previous post: Change Management

Next post: Project Portfolio Management

• 10 Things You Should Know About Six Sigma
• Famous Six Sigma People
• Six Sigma Software

Recent Posts

• Control System Expansion
• Energy Audit Management
• Industrial Project Management
• Network Diagram
• Supply Chain and Logistics
• Visual Management
• Utilizing Pareto Charts in Business Analysis
• Privacy Policy

8D Problem-Solving: Common Mistakes to Avoid

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D Problem-Solving methodology offers a structured, team-based approach to tackle challenges head-on. Yet, while many rush to employ its eight disciplines, few navigate its intricacies without stumbling. Whether you’re a seasoned professional or new to the 8D realm, recognizing and sidestepping common mistakes is pivotal. In this article, we unveil the most frequent blunders that teams unwittingly commit, providing insights to enhance your problem-solving prowess. Dive in to discover these pitfalls and ensure your 8D approach is both efficient and impactful.

The 8D method is a popular way teams solve problems step-by-step. It’s like a roadmap that helps teams figure out what went wrong and how to fix it for good. Many businesses love using it because it’s organized and gets results. But, like anything, there are some common mistakes people make when using this method. In this article, we’ll talk about those mistakes and give tips on how to avoid them. By the end, you’ll know how to use the 8D method even better and make sure your team gets the best results.

1. Skipping Steps

Background:.

The 8D problem-solving process is designed as a step-by-step approach to ensure that teams address problems comprehensively and systematically. Each step plays a crucial role in understanding, diagnosing, and resolving the issue at hand.

One common pitfall is the temptation to skip or rush through certain steps. This often occurs because teams believe they have a grasp of the problem based on preliminary observations or past experiences. Especially in the initial stages—where defining and describing the problem is crucial—this oversight can result in a superficial understanding, leading to ineffective or misaligned solutions.

By not giving each step its due diligence, teams risk:

• Misdiagnosing the real issue
• Implementing solutions that don’t address the root cause
• Wasting resources on ineffective strategies

How to Avoid:

To counteract this, it’s vital to treat each step with equal importance, resisting the urge to jump ahead. A thorough understanding of the problem, achieved by diligently following each step, lays the foundation for effective solutions. Regular checkpoints can also be established to ensure that each step has been comprehensively addressed before progressing.

Free Lean Six Sigma Templates

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

2. Not Forming a Diverse Team

The essence of the 8D problem-solving approach is collaborative teamwork. The collective insights, experiences, and skills of a team often lead to more innovative and effective solutions than individual efforts.

A frequent oversight is forming teams where members have similar backgrounds, experiences, or perspectives. Such homogeneity can lead to a narrow viewpoint, where potential solutions or root causes might be overlooked.

A homogeneous team can result in:

• Limited creativity and innovation
• Overlooking potential solutions or root causes
• Confirmation bias, where members validate each other’s perspectives without critical evaluation

To ensure a holistic understanding of the problem and a diverse range of solution options, teams should be multidisciplinary. This means including members from various departments, roles, and, if necessary, external stakeholders. Such diversity brings a plethora of perspectives, fostering rich discussions, challenging established norms, and ensuring that the problem is viewed from all possible angles.

3. Failing to Document Everything

Documentation is the backbone of a structured problem-solving process like 8D. It provides a tangible trail of the team’s journey, from problem identification to solution implementation.

Teams often become so engrossed in discussions, brainstorming sessions, and solution implementation that they forget or deemphasize the importance of documentation. This oversight can stem from a belief that the issue at hand is straightforward or that team members will remember crucial details.

Neglecting documentation can lead to:

• Loss of vital information, especially if team members change or are unavailable.
• Inconsistencies in understanding or approach, as verbal discussions may be interpreted differently by different members.
• Difficulty in tracking progress or revisiting decisions when needed.
• Challenges in replicating the solution process for similar problems in the future.

To ensure thoroughness and continuity, teams should maintain detailed records at every stage. This includes documenting:

• Problem descriptions
• Data gathered
• Analysis results
• Discussions and brainstorming sessions
• Decisions made and their rationale
• Implemented solutions and their outcomes

Using collaborative tools or platforms can help streamline this process and provide a centralized repository accessible to all team members.

4. Not Validating Root Causes

Identifying the root cause of a problem is pivotal in the 8D approach. It ensures that solutions address the underlying issue, not just the symptoms.

In their eagerness to resolve the problem, teams sometimes latch onto the first plausible cause they identify. This premature conclusion can stem from confirmation bias, where individuals seek out information that confirms their existing beliefs.

Settling on an unvalidated cause can result in:

• Implementing solutions that don’t address the real issue.
• Recurrence of the problem, leading to increased costs and wasted resources.
• Frustration and reduced morale, as teams feel they are repeatedly addressing the same issues.

Teams should employ a rigorous validation process for identified root causes. This can involve:

• Asking “Why?” repeatedly (typically five times) to drill down into the underlying cause—a technique known as the “ 5 Whys .”
• Using structured analytical tools like Fishbone diagram s (also known as Ishikawa or Cause and Effect diagrams) to explore all potential causes in a systematic manner.
• Testing the hypothesized root cause in real-world scenarios to see if addressing it resolves the problem.

5. Implementing Quick Fixes

In the face of pressing problems, there’s often a natural inclination to find the quickest way to alleviate the immediate pain or visible symptoms. This can lead to teams opting for “band-aid” solutions or quick fixes.

Choosing the path of least resistance or the fastest remedy often means addressing only the surface-level symptoms of a problem, rather than its root cause. This approach can be driven by time constraints, pressure from stakeholders, or a desire for immediate relief.

Relying on quick fixes can lead to:

• Recurrence of the problem, as the underlying cause remains unaddressed.
• Wasting resources on repetitive, short-term solutions.
• Eroding trust and confidence, as stakeholders see the same issues resurface.

To sidestep the pitfalls of quick fixes:

• Prioritize solutions that address the root cause of the problem, even if they take longer to implement.
• Educate stakeholders on the importance of sustainable solutions, emphasizing the long-term benefits over short-term relief.
• Allocate adequate time and resources for comprehensive problem-solving, recognizing that a deeper fix now can prevent repeated issues in the future.

6. Failing to Monitor the Effectiveness of Corrective Actions

The journey of problem-solving doesn’t end with the implementation of a solution. Continuous monitoring is essential to ensure that corrective actions deliver the desired results.

Once a solution is in place, teams might move on to other tasks, assuming that the problem is resolved for good. This complacency can stem from a belief that the implemented solution is foolproof or from a lack of resources dedicated to monitoring.

Not monitoring the effectiveness of corrective actions can result in:

• Unnoticed failures or inefficiencies in the implemented solution.
• Missed opportunities for improvement or optimization.
• Stakeholder dissatisfaction if the problem resurfaces or new issues emerge.

To ensure that corrective actions remain effective:

• Set up regular review intervals to assess the performance of the implemented solution.
• Define clear metrics or KPIs to objectively measure the success of the corrective actions.
• Foster a culture of continuous improvement, where teams are encouraged to iterate and refine solutions based on real-world feedback.
• Ensure open channels of communication with stakeholders to gather feedback and address any emerging concerns promptly.

7. Not Preventing Recurrence

Solving a problem doesn’t only involve addressing its current manifestation but also entails preventing its reoccurrence. This proactive approach ensures long-term success and stability.

Teams might focus so intently on resolving the immediate issue that they neglect to consider its potential to resurface. This oversight can be due to time constraints, a lack of comprehensive analysis, or simply underestimating the problem’s complexity.

Failing to prevent recurrence can lead to:

• Repeatedly addressing the same issues, leading to wasted time and resources.
• Erosion of stakeholder confidence as the problem keeps reappearing.
• Additional costs and disruptions associated with recurrent problems.

To ensure problems don’t keep reoccurring:

• Conduct a thorough post-mortem analysis to understand the factors that contributed to the problem’s occurrence.
• Identify and address any systemic vulnerabilities or gaps that might allow the problem to resurface.
• Implement preventive measures, which could include training, system upgrades, or process changes.
• Regularly review and update these measures based on new insights or changing circumstances.

8. Forgetting to Recognize the Team’s Efforts

Behind every problem-solving endeavor is a team of dedicated individuals working collaboratively. Recognizing their efforts is not only a sign of gratitude but also an essential component of team dynamics and motivation.

In the rush to move on to the next task or project, teams might forget to pause and acknowledge the hard work that went into solving the problem. This oversight can be unintentional, but its impact on team morale can be significant.

Not recognizing the team’s efforts can result in:

• Diminished motivation and engagement among team members.
• A feeling of being undervalued or overlooked, which can hamper future collaboration.
• Reduced willingness to go the extra mile in future projects or tasks.

To ensure teams feel valued and motivated:

• Set aside time at the end of a project or task for reflection and acknowledgment.
• Celebrate successes, no matter how small, through team gatherings, awards, or simple words of appreciation.
• Foster a culture where team members regularly acknowledge and praise each other’s contributions.
• Encourage feedback and provide opportunities for team members to share their experiences and learnings.

In problem-solving, the 8D methodology stands out for its structured and comprehensive approach. However, even within such a robust framework, pitfalls await the unwary. From the temptation of quick fixes to the oversight of not preventing recurrence, these challenges can undermine the effectiveness of solutions. Moreover, the human element—recognizing and valuing the team’s contributions—is just as pivotal as the technical steps. To truly harness the power of 8D, it’s essential to be cognizant of these common mistakes and proactively work to sidestep them. By doing so, teams not only address current issues effectively but also lay the foundation for sustainable success and continuous improvement in their organizations.

• Zarghami, A. and Benbow, D.W., 2017.  Introduction to 8D problem solving . Quality Press.
• Camarillo, A., Ríos, J. and Althoff, K.D., 2017.  CBR and PLM applied to diagnosis and technical support during problem solving in the Continuous Improvement Process of manufacturing plants .  Procedia Manufacturing ,  13 , pp.987-994.

Was this helpful?

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

5S Floor Marking Best Practices

How to Use Ishikawa Diagrams to Solve Business Problems

LIFO or FIFO for Stock Management?

Choosing between LIFO and FIFO for stock management depends on factors like product nature, market…

Are There Any Official Standards for Six Sigma?

Are there any official standards for Six Sigma? While Six Sigma is a well-defined methodology…

In lean manufacturing, the 5S System is a foundational tool, involving the steps: Sort, Set…

How to Measure the ROI of Continuous Improvement Initiatives

When it comes to business, knowing the value you’re getting for your money is crucial,…

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D…

The Evolution of 8D Problem-Solving: From Basics to Excellence

In a world where efficiency and effectiveness are more than just buzzwords, the need for…

8D Training

8d training (onsite).

– Training at Your Facility –

⇓   8D Training Course Details

⇓   8D Training Course Description

⇓   8D Training Course Objectives

⇓   8D Training Course Outline

⇓   Learn More About 8D Training

8D Course Details (Onsite)

When you choose onsite Eight Disciplines of Problem Solving (8D) Training, Quality-One brings the knowledge to you, resulting in immediate benefits for your team. The convenience of Onsite Technical Training has made it a popular option for many of our clients who require five or more participants to be trained.  Expenses are minimal compared to having the whole team travel.

8D Course Description (Onsite)

The Quality-One 8D problem solving training course follows the steps of 8D in a dynamic, instructor-led environment. The course describes to participants the methodologies that have proven to be best practices for effective 8D development. Each participant will be able to interact with all of the elements of the 8D process, including the use of tools such as: Ishikawa/ Fishbone, Affinity Diagrams, Is / Is Not, Process Flow and Comparative Analysis. All activities will include industry-specific examples and terminology.

Participants will learn how to follow the 8D process steps while working in a Cross Functional Team (CFT). They will also practice problem solving tools to support a root cause and eliminate it through permanent corrective action. Participants can expect team activities and relevant exercises in a workshop format. The Quality-One 8D training materials and examples also provide an invaluable resource for review time after time.

8D Course Objectives (Onsite)

Participants can expect to learn and develop skills to confidently:

• Perform 8D step by step
• Link 8D to Failure Mode and Effects Analysis (FMEA) , Product Development Process and Advanced Product Quality Planning (APQP)
• Facilitate an effective 8D
• Participate in 8D exercises
• Define root causes and mechanisms of failure
• Set up a Cross Functional Team (CFT)
• Determine effective Interim Containment Action
• Manage and store 8D content (Lessons Learned) for future use
• Ishikawa/Fishbone
• Is / Is Not
• Statistical Process Control (SPC)
• Poka Yoke (Error Proofing)
• Understand links to Control Plan Methodology
• Complete the 8D format correctly

8D Course Outline (Onsite)

Section 1 – 8D Overview

• Team Problem Solving Principles
• Process Description (9 Step Process)
• Team Structure (Cross Functional Team)
• Inductive vs. Deductive Problem Solving
• Change-Induced Problems
• Never-Achieved Problems

Section 2 – Review of Analytical Tools in 8D

• Brainstorming Rules
• Ishikawa / Fishbone
• Affinity Diagram
• Control Chart
• Relationship between 8D and FMEA
• 5 Why (3-Legged Approach)
• Interfaces and Noise Factors
• Error Proofing

Section 3 – 8D Process Step by Step

• Problem Symptom
• Quantified Symptom
• Criteria for 8D Continuance
• Roles and Responsibilities
• Team Preparation
• Agenda and Rules
• Core Team and SMEs
• Repeated Why
• Workshop on Problem Statements and Brainstorming
• Workshop on Problem Description Development
• D3 – Interim Containment Action (ICA)
• Human Factors (Operator Error)
• Comparative Analysis
• Root Cause Theories
• Root Cause Verification
• Escape Point
• Workshop on Root Cause Theories
• Methods for Selecting PCA
• Verification of PCA
• Plan, Do, Study, Act (PDSA) Implementation Plan
• Change Management
• Stakeholders
• Validation Criteria and Sample Size
• Processes and Procedures
• Lessons Learned
• Archive of Documents

8D Training (Offsite)

– Training at Our Facility –

8D Course Details (Offsite)

8D Training in a Quality-One Technical Training Center provides participants with a learning environment that is free from interruption from daily activities. This type of course is recommended for individuals or organizations with less than 5 people who require training. Our offsite Eight Disciplines of Problem Solving (8D) Training activities are developed around principles that all participants can relate to. Offsite training also allows participants from different backgrounds and industries to share their viewpoints and experiences. This discussion often helps participants from one industry take advantage of best practices that are used in another.

8D Course Description (Offsite)

This engaging, instructor-led 8D problem solving training course takes participants through each step of the 8D problem solving process. The course offers each participant the knowledge of methodologies which have proven to be the best practices for 8D development. Each participant will be able to interact with all of the elements of the 8D process, including the use of tools such as: Ishikawa / Fishbone, Affinity Diagrams, Is / Is Not, Process Flow and Comparative Analysis.

Participants will learn how to follow the 8D process steps while working in a Cross Functional Team (CFT). They will also practice problem solving tools to support a root cause and eliminate it through permanent corrective action. Participants can expect team activities and relevant exercises in a workshop format. The Quality-One reference materials and examples also provide an invaluable resource for review time after time.

8D Course Objectives (Offsite)

8d course outline (offsite).

• Ishakawa / Fishbone
• 5 Why (3-Legged 5 Why Approach)
• D0 – Prepare (Plan) for the 8D

8D Training (Online)

– Technical Training Overview –

8D Course Details (Online)

The Quality-One Online Eight Disciplines of Problem Solving (8D) Training Overview is an excellent introduction to the 8D methodology. The course is completely interactive, featuring audio, video, animation and downloadable reference materials. Online training gives you immediate access to 8D process content and is available 24 hours a day.

8D Course Description (Online)

Quality-One Online 8D Training Overview introduces participants to the basic principles of 8D, including each step required in the 8D format. Participants will also be able to understand the sequence of the 8D process and receive guidance on what tools are involved with each step. This course follows a structured approach for defining problems and identifying root causes. The participant will have 30 days to complete this course and can access it at any time.

8D Course Objectives (Online)

Upon completion of this overview, the participant will acquire the knowledge to:

• Understand the 8D process and describe each step
• Describe the tools and methods used in support of 8D
• Explain how 8D teams are structured
• Identify Symptoms, Problem Statements, Problem Descriptions, Possible Causes, Most Likely Causes and Root Causes
• Describe Interim Containment and Permanent Corrective Actions
• Explain how Preventative Analysis benefits organizations
• Explain verification vs. validation during problem solving
• Explain how the escape points link to control plans

8D Course Outline (Online)

• Change Induced Problems
• Never Achieved Problems
• Ishakawa Fishbone
• 5 Why (3-legged Approach)
• D3 – Interim Containment Action
• Root Cause theories
• PDSA Implementation Plan
• D8 – Closure and Congratulate the Team

Learn More About 8D Training

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of 8D Consulting , 8D Training or 8D Project Support .

Contact Us | Discover the Value!

(248) 280-4800 | [email protected]

Remember Me

• Don't have an account? Register
• Lost your password? Click here
• Already have an account? Log in

The 8-D (Eight Disciplines) Problem Solving Methodology

Rendered from a powerpoint file on 1/28/05.

The 8-D Methodology Files Included In This Package The Red Road Graphics ->Files with the extension .swf are Macromedia Flash files (http://macromedia.com). They are Courtesy of The Red Road (http://www.sci.fi/~leo/). I have included them as I am a graphics ‘nut’ and I really believe they help a lot of text challenged people, myself included, understand several basic concepts. ->I develop on a Macintosh using Office 98. Work is checked for compatibility on a Compaq PC running Windows 98 and Office 2000. The free download version of Quicktime (http://www.apple.com/quicktime/) plays .swf files on both my Compaq peecee and on my Macintosh. The latest version of Quicktime is a ‘beta’ release of version 5 in which Flash is incorporated. ->Both computers have Shockwave and the Flash player installed, as well as the latest Quicktime. All are free downloads. There is a Quicktime Pro edition for sale, but yo only need the free downloadable version. ->On the Macintosh platform, the files ‘play’ in Powerpoint like movies when in the SlideShow mode. On the PeeCee platform they do not. The Macintosh version of Powerpoint handles .swf files as ‘movies’ while the PeeCee does not appear to. About .swf Files - 1 ->If yo have the Shockwave Flash plug-in for Internet Explorer installed, yo can see these files online at: https://elsmar.com/pdf_files/. All the .swf files are there (look by name). Using Explorer on both my PeeCee and my Mac, clicking on the file in my browser opens and allows yo to ‘play’ the file. I don’t have Netscape for the PeeCee so I can’t check that, but on my Mac I cannot get the Netscape browser to play the file even though the plug-in is installed - so I doubt it will play with Netscape on the PeeCee. ? NOTE: Microsoft’s Photo Editor does not ‘play well’ with animated gif files. It is not animated gif ‘aware’. Yo can see the first frame, but that’s it. About .swf Files - 2 ->To Play Animations From Within Powerpoint on a PeeCee ? Except for the Histogram animation, I have included a .gif file as a counterpart to each .swf file. Any program which will play animated gif files will play these files. Yo can make the animations play in SlideShow mode in Powerpoint by first setting up the file links. Go to each presentation slide which contains an animation and delete the animation. Then, go to the Insert / Picture / From File… men cascade. Releasing the mouse on the From File… men line item will bring up a file browser. Browse to and click on the appropriate .gif file for that slide. The animation will now play (continuous looping) in the SlideShow Mode. ß The controls on the files only work if yo are viewing the Flash files!!! The controls on the gif files do NOT work!!! ->The location of .mov (Quicktime movie) and .ani (Windows animation/movie) versions of these .swf files: https://elsmar.com/pdf_files/Red_Road_Graphics/ Don’t Let This Happen To YO->! Origins: Mil-Std 1520 ->The origins of the 8-D system actually goes back many years. ->The US Government first ‘standardized’ the system in Mil-Std-1520 “Corrective Action and Disposition System for Nonconforming Material” ->Mil-Std-1520 - First released: 1974 ->Last Revision was C of 1986 ->Canceled in 1995 The Target & Goal The 8-D System Typical Investigation Time Line A Nonconformance Database Analysis vs. Action The ‘disciplines’ which make up the 8-D process are divided into Analysis and Action steps. Analysis Steps Δ D2 Problem Description Analysis - A method to organize information about the Symptom into a Problem Description through the use of repeated WHYs. Δ D4 Root Cause Analysis - A process to arrive at Root cause paths. Action Steps Δ D3 Containment - An interim Verified action that will prevent the Symptom from reaching the customer. Δ D5 Choose Corrective Action - The best corrective action which, when implemented in D6, permanently eliminates the Root Cause of the problem. Δ D6 Implement Corrective Action - The best corrective action from D5 that is introduced into the process and Validated over time. Δ D7 System Preventive Action - Actions which address the system that allowed the problem to occur. Process Tools ->Problem Solving A systematic process which describes, analyzes and identifies Root Causes of a problem. It is used to solve ‘past’ actions that are now causing unwanted effects. Generally it takes more time, energy and resources to correct a problem than to prevent it. This tool is used in D2 and D4 for describing a problem and finding its Root Cause. ->Decision Making A process used to select the best of various options. It addresses ‘present’ situations where the correct decision needs to be made the first time in order to implement appropriate actions. The tool is used at steps D3 and D5 for determining which interim and permanent corrective actions to implement. ->Planning and Problem Prevention A process which ‘looks into the future’ to anticipate what might go wrong with a plan. The process requires team members to develop plans to prevent problems from happening or causing serious damage if they do happen. Generally, Planning and Problem Prevention provides the most cost effective way of avoiding problems. This tool is used in D6 and D7 for implementing permanent corrective actions and preventing recurrence. ->Concerns Analysis A process which breaks down complex issues into manageable concerns, prioritizes them and assigns the proper process tools. Like Decision Making, it deals with ‘present’ situations and helps to step back from a long list of ‘To Do’ activities and assess the situation from a broader perspective. Most often used at D0 and D1 by management to help assemble a team, define its goals and objectives. Recommended Statistical Courses Statistical Tools 1. Cause and Effects Diagram 2. Operational Definitions Lay Engineering Specs 3. Data Collection/Log/Check Sheet 4. Pareto Diagram 5. Histogram Dot Plot Stem and Leaf Plot Box and Whisker Plot 6. Control Chart X-bar R Chart X-bar and s Chart Median and R Chart p Chart c Chart Chart np Chart Run Chart (chart of individuals) Statistical Tools 2 Plant Trend Charts Warranty Charts Engineering Specification Testing Fleet Testing Test Track Burn-In Results Universe, Populations & Samples Interpreting Statistics Histogram Animation Normal Distribution (Bell Curve) This is a pattern which repeats itself endlessly not only with pieces of pie but in manufactured products and in nature. There is always an inherent Variability. Sometimes it’s a matter of finding a measurement device sensitive enough to measure it. Measurements may be in volts, millimeters, amperes, hours, minutes, inches or one of many other units of measure. It yo take a sample of a population (such as height) and yo chart their distribution, yo will end up with a curve that looks like a bell. A Distribution which looks like a bell is a Normal Distribution. Normal Distributions are the most common type of distribution found in nature - but they are not the ONLY type of distribution. Standard Deviation - A Measure of Dispersion Basic Terms Standard Deviation Mean s = 0.070 Cp Animation Cpk Animation D0 Problem Identified Houston! We’ve Got A Problem! Where Was The Problem Identified?Typical Top Level Operations Flowchart Process Flow Animation Early Process Flow Diagram Where Was The Problem Discovered? Where Did The Problem Escape? White Space Issues Asking Why. How Far? Where Do I Look? Design Block Diagram Example Cause and Effects Animation Failure Modes In Measurement Systems ->Linearity ->Accuracy ->Repeatability ->Reproducibility ->Correlation for duplicate gages ->Gages may be needed prior to gage sign-off at subcontractor plant or any in-house pilot runs Process Variation ->Distinguishing between the types of causes is critical because the appropriate managerial actions are quite different for each. Without this distinction, management will never be able to tell real improvement from mere adjustment of the process or tampering. ->In practice, the most important difference to grasp first is the difference between special cause variation and common cause variation. ->The strategy for special causes is simple: Get timely data. Investigate immediately when the data signals a special cause is/was present. Find out what was different or special about that point. Seek to prevent bad causes from recurring. Seek to keep good causes happening. ->The strategy for improving a common cause system is more subtle. In a common cause situation, all the data are relevant, not just the most recent or offending figure. If yo have data each month for the past two years, yo will need to look at all of that data. Distributions From Variation Sometimes yo can look at two slices of pie and tell which is bigger. Sometimes yo cannot. Home Experiment: Slice a pie up into what yo think are equal sized pieces and line them up according to size. Many look the same. If we want to arrange the pieces according to size, we need another way to tell how big each piece is. A weight scale will do quite well. Now - lets look at what we would find if we weighed each piece. There are big and little pieces, but yo can see that the number of pieces in each step of the graph (weight group) varies from the largest piece to the smallest piece in a fairly regular and symmetrical pattern. This is the Distribution of the weights. The curve is what we would expect if the Distribution was a ‘Normal’ distribution. Imagine doing this with 100 pies! Process Variation ->All variation is caused. There are specific reasons why your weight fluctuates every day, why sales go up, and why Maria performs better than Robert. Management must recognize that variations in production or quality within manufacturing or service processes can be viewed as "special cause" variations, which are best removed by team members operating the process and "common cause" variations, which require management action to change some inherent feature of the process. There are four main types of causes. ->Common causes are the myriad of ever-present factors (e.g., process inputs or conditions) that contribute in varying degrees to relatively small, apparently random shifts in outcomes day after day, week after week, month after month. The collective effect of all common causes is often referred to as system variation because it defines the amount of variation inherent in the system. ->Special causes are factors that sporadically induce variation over and above that inherent in the system. Frequently, special cause variation appears as an extreme point or some specific, identifiable pattern in data. Special causes are often referred to as assignable causes because the variation they produce can be tracked down and assigned to an identifiable source. (In contrast, it is usually difficult, if not impossible, to link common cause variation to any particular source.) Special Cause variation results from events which are occurring outside the process. For example, a relatively major change in temperature or humidity could cause significant variation (points outside control limits) in the process. Causes of Variation Special (Assignable) Causes of Variation Special causes are problems that arise in a periodic fashion. They are somewhat unpredictable and can be dealt with at the machine or operator level. Examples of special causes are operator error, broken tools, and machine setting drift. This type of variation is not critical and only represents a small fraction of the variation found in a process. Facts About Causes of Variation Special Causes of Variation + Accounts for 5-15% of quality problems. + Is due to a factor that has "slipped" into the process causing unstable or unpredictable variation. + Are unpredictable variations that are abnormal to the process including human error, equipment failure, defective/changed raw materials, acid spills, power failures, etc.; failure to remove them can result is corrosion, scale, metal fatigue, lower equipment efficiency, increased maintenance costs, unsafe working conditions, wasted chemicals, increased down-time (plant shut-down...), etc. + Removal of all special causes of variation yields a process that is in statistical control. + Correctable by local personnel. Tampering - Process Variation ->Tampering is additional variation caused by unnecessary adjustments made in an attempt to compensate for common cause variation. ->Tampering with a process occurs when we respond to variation In the process (such as by “adjusting” the process) when the process has not shifted. In other words, it is when we treat variation due to common causes as variation due to special causes. This is also called “responding to a false alarm,” since a false alarm is when we think that the process has shifted when it really hasn’t. ->In practice, tampering generally occurs when we attempt to control the process to limits that are within the natural control limits defined by common cause variation. We try to control the process to specifications, or goals. These limits are defined externally to the process, rather than being based on the statistics of the process. Structural Variation ->Structural Variation is regular, systematic changes in output. Typical examples include seasonal patterns and long-term trends. Problem vs. Symptom ->At this point it is important to distinguish between a problem and a symptom. A symptom, for example, could be a split in a seam. ->Generally, there are a series of problems associated with a process that causes a symptom (in this case the seam split). A symptom often illustrates a ‘gap’ between the desired quality (of the seam) and its actual quality. The seam split because of a problem in the process or in the design. ->Every company has its own internal system for appraising symptoms and problems. Sometimes a symptom occurs where 1 person can evaluate the problem and address it. Other times the symptom is significant and requires a team to investigate and remove the cause. When An 8-D Is Necessary ->Using ‘Good Judgment’ is the first step in deciding when to start an 8-D. ->Often, however, an 8-D is a customer requirement in response to a problem: Feedback from the customer that there is a concern with the product. Sometimes the concern shows up as a Symptom that has been detected by the customer. ->Ideally, a measurable will indicate when an 8-D should be started. When an undesirable trend in a process develops, corrective action can be taken to reduce the cause of the variation before a symptom occurs in the process and escapes to the customer. ->If the undesirable trend triggers questions, a decision must be made whether the symptom can be fixed by an individual or whether the symptom requires further analysis. Further analysis typically indicates it’s time to assemble an 8-D problem solving team. When An 8-D Is Necessary ->At this point, each of yo->(in your thoughts) is wanting the instructor to provide a black & white explanation of when a formal 8-D is required. Unfortunately, the answer is that the only time an 8-D is ‘required’ is when a customer requires it. ->Each company provides an internal threshold. It is typically somewhat subjective. There is no ‘absolute’ in so far as when or how far. Many companies use a Review Board. But - each has it’s own path. When An 8-D Is Necessary Verification vs. Validation Verification and Validation are often not well understood. Verification and Validation work together as a sort of ‘before’ (Verification) and ‘after’ (Validation) proof. --> Verification provides ‘insurance’ at a point in time that the action will do what it is intended to do without causing another problem. Predictive. --> Validation provides measurable ‘evidence’ over time that the action worked properly. Investigative Questions Investigative Questions D1 Use Team Approach The 8-D System Team Approach ->When a problem cannot be solved quickly by an individual, it is necessary to form a Team. The team will engage in the investigation and resolution of the problem. Many factors are critical to establish a group and to ensure that the group can work effectively together. Using a team approach is not just a step in the problem solving process, but an overriding framework for decision making. ->It is necessary to reevaluate team membership continually. ->Model for Effective Teamwork: Structure Goals Roles Procedures Interpersonal Relationships Establishing A Team (Flow) The Team - Basics ->What is a Team? Two or more individuals who coordinate activities to accomplish a common task or goal. ->Maintaining Focus A separate team for each product or project. ->Brainstorm Brainstorming (the Team) is necessary as the intent is to discover many possible possibilities. Brainstorming What is Brainstorming? ->Brainstorming is a method for developing creative solutions to problems. It works by focusing on a problem, and then deliberately coming up with as many deliberately unusual solutions as possible and by pushing the ideas as far as possible. ->One approach to brainstorming is to 'seed' the session with a word pulled randomly from a dictionary. This word as a starting point in the process of generating ideas. ->During the brainstorming session there is no criticism of ideas - the idea is to open up as many possibilities as possible, and break down preconceptions about the limits of the problem. ->Once this has been done the results of the brainstorming session can be analyzed and the best solutions can be explored either using further brainstorming or more conventional solutions. How To Brainstorm The following rules are important to brainstorming successfully: ->A leader should take control of the session, initially defining the problem to be solved with any criteria that must be met, and then keeping the session on course. He or she should encourage an enthusiastic, uncritical attitude among brainstormers and encourage participation by all members of the team. The session should be announced as lasting a fixed length of time, and the leader should ensure that no train of thought is followed for too long. The leader should try to keep the brainstorming on subject, and should try to steer it towards the development of some practical solutions. ->Participants in the brainstorming process should come from as wide a range of disciplines with as broad a range of experience as possible. This brings many more creative ideas to the session. ->Brainstormers should be encouraged to have fun brainstorming, coming up with as many ideas as possible, from solidly practical ones to wildly impractical ones in an environment where creativity is welcomed. ->Ideas must not be criticised or evaluated during the brainstorming session. Criticism introduces an element of risk for a group member in putting forward an idea. This stifles creativity and cripples the free running nature of a good brainstorming session. ->Brainstormers should not only come up with new ideas in a brainstorming session, but should also 'spark off' from associations with other people's ideas and develop other peoples ideas. ->A record should be kept of the session either as notes or a tape recording. This should be studied subsequently for evaluation. It can also be helpful to jot down ideas on a board which can be seen by all brainstormers. Individual vs. Group Brainstorming Brainstorming can either be carried out by individuals or groups: ->Individual brainstorming tends to produce a wider range of ideas than group brainstorming, but tends not to develop the ideas as effectively, perhaps as individuals on their own run up against problems they cannot solve. Individuals are free to explore ideas in their own time without any fear of criticism, and without being dominated by other group members. ->Group brainstorming develops ideas more deeply and effectively, as when difficulties in the development of an idea by one person are reached, another person's creativity and experience can be used to break them down. Group brainstorming tends to produce fewer ideas (as time is spent developing ideas in depth) and can lead to the suppression of creative but quiet people by loud and uncreative ones. ->Individual and group brainstorming can be mixed, perhaps by defining a problem, and then letting team members initially come up with a wide range of possibly shallow solutions. These solutions could then be enhanced and developed by group brainstorming. Define Scope Of Team ->Select team members and functions ->Define roles and responsibilities ->Identify external customer needs, expectations and requirements ->Identify internal customer needs, expectations and requirements ->Complete preliminary studies ->Identify costs, timing and constraints ->Identify documentation process and method ->Develop investigation plan Natural Work Group vs. Team Team Structure ->Size Four to 10 members. Larger teams become less effective and have minimal commitment to the problem solving effort. Larger teams should assess whether a steering committee and/or subgroups should be established. ->Support Needed ‘ Appropriate’ levels of the organization must be represented. ->Environment Meeting locations are critical to good teamwork. A site should be quiet and not disruptive to team members. A site near the work area permits easy data collection and customer interaction is beneficial. Team Organization Cross-functional Δ Design Engineering (Typically the leader) Δ Quality Assurance Δ Purchasing Δ Manufacturing Engineering Δ Material Control Δ Sales/Marketing Δ Etc. ->Participation appropriate for phase being conducted ->Resources - Team defines ‘Needs’ ->*Should* involve customer or subcontractor participation (not always feasible) Decision Making Criteria / Model ->One person makes the decision ->One person consults the group, then makes the final decision ->Team or group makes decision based upon majority rule or consensus Roles In A Team Several roles need to be established for the team. These roles are: Leader, Champion, Record Keeper (Recorder), Participants and (if needed) Facilitator. Inputs To Team ->Field service reports ->Problems and issues reported from Internal customers ->Internal evaluations using surrogate customers ->Road trips (e.g.: Struts) ->Management comments and/or direction ->Government requirements and/or regulations ->Contract review ->Input from higher system level or past QFD projects ->Media commentary and analysis ->Customer letters and suggestions ->Things gone Right/Wrong reports ->Dealer comments ->Fleet operator comments Team Goals For any group to come together as a team, it is critical that everyone be clear on the team’s goal(s). All team member must share that goal. If any team members have different goals or have individual goals different or separate from the stated goal, these should be communicated to the team to avoid road blocks to the success of the team. The goal needs to be clearly specified, quantifiable, and supported by all team members. The goal should be challenging, but still be attainable. By writing (documenting) the team’s goal, all individuals on the team and the advisor to the team will ‘stick to’ and understand the goal. Basic Team Rules ->Team must develop their own ground rules Δ Once developed, everyone must live by them Δ Ground Rules are an aid to “self-management” Δ Team can modify or enhance the rules as they continue to meet ->Determine if there should be a meeting ->Decide who should attend ->Provide advance notices ->Maintain meeting minutes or records ->Establish ground rules ->Provide and Follow an agenda ->Evaluate meetings ->Allow NO interruptions Team Meeting Responsibility ->Clarify ->Participate ->Listen ->Summarize ->Stay on track ->Manage time ->Test for consensus ->Evaluate meeting process Team-to-Team Communication ->Manage by using a Team Captain or Champion ->Understanding of ‘How We Work As A Team’ ->Should have a Focus Person & Distributed Minutes ->Customer teams ->Internal teams ->Supplier teams ->Sub-Teams ->Subcontractors should be encouraged to embrace ISO 9001 or APQP and QS 9000 Successful Teams ->Are management directed and focused ->Build their own identity ->Are accountable and use measurements ->Have corporate champions ->Fit into the organization ->Are cross-functional Team Check List D2 Describe The Problem The 8-D System Describe the Problem Describe the Problem ->Problem definition is the basis of problem solving. The definition is used during brainstorming sessions to identify potential causes. Potential causes are those most likely causes that appear on the surface to be the source of the problem. A potential cause may be the root cause but must be supported by evidence. ->Part of the problem solving process is to identify the root cause of the problem and understand why it existed in the first place. Only then can a permanent solution be chosen and implemented. to make certain the problem will never surface again. The root cause is the reason the problem exists. When it is corrected or removed from the system, the problem will disappear. It is important to improve our understanding of today's technology to make possible the planning required to achieve quality and productivity breakthroughs for tomorrow and into the future. Customer Complaints Many problems arise from customer complaints. An internal customer’s complaint could involve one department complaining that they cannot use the output of another department. An external customer complaint could involve a customer complaining to a dealer that a transmission ‘shifts funny’. Frequently the wrong problem is solved and the customer complaint is not addressed. It is very important that the customer complaint be clearly understood. The only method to ensure this is to have direct customer contact. For internal customers, it is advisable to have representatives from the complaining organization as part of the problem solving team. In many cases this approach is the only way a problem can truly be solved. External customer complaints typically require direct interviews to understand why the customer is not satisfied. It is not unusual for a customer complaint to be misrepresented by a company reporting system that classifies problems in prearranged standard categories. Operational Definition of the Problem It is important that the problem be described in terms that have the same meaning to everyone. This is best achieved through an operational definition. An operational definition consists of verifiable criteria that have the same meaning to the production workers, manager, customer, engineer, buyer, technician, team members, etc., and are used for past, present and future comparisons and analysis. Sometimes problems are mistakenly described in terms of symptoms: Δ Machine is down due to electrical problem. No backup machine or alternative available. Δ The scrap rate has increased from “X” date from 3% to 22%. Δ Customer warranty claims on “X” engine component is 12%. Δ Failure of durability tests of a transmission component at 50,000 miles will delay launch. Symptoms vs. Causes It is not uncommon for problems to be reported as symptoms. More examples are: noise, won’t work, no power, machine down, broken tool, head froze up, contaminated, rough surface, porosity, shortage of parts, rattles, quality problem, worn out, line stopped, not to specification, labour problem, management problem, too much variation, etc. The problem solving team must use a systematic approach to define the real problem in as much detail as possible. A definition of the problem can best be developed using approaches that organize the facts to get a comparative analysis. These approaches do this by asking what ‘is’ against what ‘is not’. Then they draw distinctions from this comparison, testing these against the problem definition and forming a statement or description of the problem which must be resolved. Problem Solving Systematic approaches to problem solving: Δ Business as a System (Business as a Process) Δ Analytical problem solving Δ Process flow Problem analysis methodologies: Δ 5W2H Δ Stratification Δ Comparative analysis Δ Similarity analysis Key questions --> 5W’s and 2H’s: Δ Who? What? Where? When? Why? How? How Many? In-Depth Analysis An in-depth analysis is required to clearly define a problem. There are many examples where the analysis for a complete problem definition results in the solution being identified. The analysis starts with preparation (or review of the existing) process flow diagram to define clearly the work process and alternative paths. Team preparation or review ensures that all individuals are familiar with the process. After the flow diagram is reviewed, there are three principle parts of the problem analysis we discussed earlier: Δ 5W2H Δ Stratification Δ Comparative/Similarity Analysis First, quantify the 5W2H elements. In various problem analysis situations the investigators or problem solving teams must continually test to determine where they are located in the circle of circumstances. If a decision is made, what are the alternatives? 5W - 2H Analysis It is sometimes difficult to define the problem and sort out real differences. The first, most important step, however, it to determine that the customer complaint is fully understood. 5W2H : Δ Who? Identity customers complaining Δ What? Identity the problem adequately and accurately Δ When? Timing - When did the problem start? Δ Where? Location - Where is it occurring? Δ Why? Identify known explanations Δ How? In what mode or situation did the problem occur? Δ How Many? Magnitude - Quantify the problem To reduce the risk of making wrong decisions, consideration and analysis of potential problems in advance will provide contingency actions to maintain control and protect the customer. 5W - 2H AnalysisΔ Who? - Identity individuals associated with the problem. Characterize customers who are complaining. Which operators are having difficulty? Δ What? - Describe the problem adequately. Does the severity of the problem vary? Are operational definitions clear (e.g. defects)? Is the measurement system repeatable and accurate? Δ When? - Identify the time the problem started and its prevalence in earlier time periods. Do all production shifts experience the same frequency of the problem? What time of year does the problem occur? Δ Where? - If a defect occurs on a part, where is the defect located? A location check sheet may help. What is the geographic distribution of customer complaints? Δ Why? - Any known explanation(s) contributing to the problem should be stated. Δ How? - In what mode or situation did the problem occur? What procedures were used? Δ How Many? - What is the extent of the problem? Is the process in statistical control? Stratification Analysis Stratification Analysis determines the extent of the problem for relevant factors. Δ Is the problem the same for all shifts? Δ Do all machines, spindles, fixtures have the same problem? Δ Do customers in various age groups or parts of the country have similar problems? The important stratification factors will vary with each problem, but most problems will have several factors. Check sheets can be used to collect data. Essentially this analysis seeks to develop a pareto diagram for the important factors. The hope is that the extent of the problem will not be the same across all factors. The differences can then lead to identifying root cause. When the 5W2H and Stratification Analysis are performed, it is important to consider a number of indicators. For example, a customer problem identified by warranty claims may also be reflected by various in-plant indicators. Sometimes, customer surveys may be able to define the problem more clearly. In some cases analysis of the problem can be expedited by correlating different problem indicators to identify the problem clearly. Describe the Problem ->It has been said that there are no new problems, only different manifestations of old problems. In problem definition, it is often useful to quantify the problem in similar situations. The criteria to match similar situations will vary with the type of problem. Identifying effective matches and evaluating the presence of the problem provides useful information to generate potential causes and possible problem solutions. If the similarity analysis identifies a comparable situation where the problem does not exist, the analysis can focus on the differences in where the problem is occurring and where it is not occurring. ->Once the 3 types of analysis have been completed, it is sometimes possible to divide the problem into separate problems. It is easier to address these smaller problems because fewer root causes are involved. In the ideal case, a single root cause would be responsible for each problem. If the problem is separated, different teams may be required to address each problem. ->All three elements of the problem definition are not used for every problem. However, collectively the different analyses provide a comprehensible description. Yo are developing a ‘specification’ of the problem. Describe the Problem Flow Root Cause Analysis Investigative / Tracking Charts Is / Is Not Questions Is / Is Not Example Timing Plan Depends upon ->Product complexity ->Customer expectations Team plan for ->Training ->Event ->Action Framework for tracking Basis for status reporting Prepare a timing chart using available project or similar software Describe the Problem Phases Phase I ->State the symptom, extent and consequence of the problem. ->Prepare / Review process flow diagram. ->Start an Action Plan to define the problem. Identify Who will do What by When. Phase II ->Identify Who, What, Where, When, Why, How and How Much. ->Qualify the extent of the problem to help identify relevant stratification factors. ->Evaluate similar situations where the problem might be expected to occur. ->Use all available indicators. Be creative about these. ->Subdivide the problem into natural problem groups. Describe the Problem Questions Questions What Type of Problem Is It? ->Field complaint ->Quality improvement ->Manufacturing improvement ->Component design ->Labour / Personnel ->Supplier / Vendor ->Cost improvement ->Solution implementation ->Cross functional ->Research ->Safety Describe the Problem - 5W-2H Who, What, When, Where, Why, How, How Many † What is the extent of the problem? † Has the problem been increasing, decreasing or remaining constant? † Is the process stable? † What indicators are available to quantify the problem? † Can yo determine the severity of the problem? Can yo determine the various ‘costs’ of the problem? Can yo express the cost in percentages, dollars, pieces, etc.? † Do we have the physical evidence on the problem in hand? † Have all sources of problem indicators been identified and are they being utilized? † Have failed parts been analyzed in detail? Customer Terms / Symptoms Δ Who is the customer? Δ Is there more than 1 customer? If so, which customer first identified the problem? Δ To whom was the problem reported in the customer’s organization? Δ What is the problem definition in customer terms? Δ What is the problem definition in YOUR terms? Δ Have we verified the problem with on-site visits with the customer? Understanding Your Processes and Systems Use a Process Flow Chart! Because: ->Yo want to understand your current process. ->Yo are looking for opportunities to improve. ->Yo want to illustrate a potential solution. ->Yo have improved a process and want to document the new process. Production Cause and Effects Diagram Service Cause and Effects Diagram Flow Charting Creating a Process Flow Chart 1. Identify the process or task yo want to analyze. Defining the scope of the process is important because it will keep the improvement effort from becoming unmanageable. 2. Ask the people most familiar with the process to help construct the chart. 3. Agree on the starting point and ending point. Defining the scope of the process to be charted is very important, otherwise the task can become unwieldy. 4. Agree on the level of detail yo will use. It’s better to start out with less detail, increasing the detail only as needed to accomplish your purpose. Creating a Process Flow Chart 5. Look for areas for improvement ->Is the process standardized, or are the people doing the work in different ways? ->Are steps repeated or out of sequence? ->Are there steps that do not ad value to the output? ->Are there steps where errors occur frequently? ->Are there rework loops? 6. Identify the sequence and the steps taken to carry out the process. 7. Construct the process flow chart either from left to right or from top to bottom, using the standard symbols and connecting the steps with arrows. 8. Analyze the results. ->Where are the rework loops? ->Are there process steps that don’t add value to the output? ->Where are the differences between the current and the desired situation? Early Process Flow Diagram GM Example Process Flow Chart Basic Flow Chart Example Control Plan Example (GM) FMEAs - Predicting Failure & Problems Describe The Problem Check List D3 Containment The 8-D System Implement and Verify Interim (Containment) Actions Contain Symptom Flow Containment Actions Objective Containment Actions The main objective of this part of the problem solving process is to isolate the effects of the problem by implementing containment actions. A problem may be poor quality, marginal product design, or a process or system that is unpredictable. A containment action may be stopping production of a known source of a problem, or not shipping any parts or assemblies until the source of the problem is identified. Once a problem has been described, immediate actions are to be taken to isolate the problem from the customer. In many cases the customer must be notified of the problem. These actions are typically ‘Band-aid’ fixes. Common containment actions include: † 100% sorting of components † Cars inspected before shipment † Parts purchased from a supplier rather than manufactured in-house † Tooling changed more frequently † Single source Containment Actions Unfortunately, most containment actions will add significant cost ($) to the product. However, it is important to protect the customer from the problem until permanent corrective actions can be verified and implemented. Most interim actions are ‘temporary short term’ actions taken until a permanent corrective action is defined, implemented and verified. The danger of many interim corrective actions is that they are considered to be a permanent solution to the problem. It must be remembered that they are typically ‘band-aids’. It is a mistake to view containment actions as a solution to the problem. Containment actions typically address the effect. They should be considered ‘immediate first-aid’ to be reviewed and removed as quickly as possible. Containment Actions Containment actions can and often should proceed in parallel with the root cause determination investigation. During the period in which containment actions are taking place, many useful things must be pursued as a first step in finding the root cause. These things include: † Establishing an investigative plan † Obtaining baseline data † Initiating an on-going control system † Developing a follow-up and communications system † Correcting products already produced † Start systematic investigations † Conduct special studies and statistical experiments † Understand the problem Review experiences and data with current trends † Forecast the future Typical 8-D Time Line Containment Actions ->A design test on data collection (i.e. check sheets, control charts, etc.) can be used to evaluate the effectiveness of the actions. The process can be monitored using control charts and histograms. An action plan should define who, what and when clearly to coordinate the interim fixes. ->Individuals should be encouraged to gain knowledge about the entire process. Ask - What would be the effect of: † Incorporating robust engineering designs † Establishing manufacturing feasibility † Determining how one operation or dimension affects another † Centering the process † Over adjusting and / or under adjusting a machine or process † Improving machine set-up † Changing tools † Improving maintenance, etc. ->Well engineered management systems, practices and procedures need to be coupled with effective training programs. Together these can provide the best protection to prevent recurrence of the problem by new technologies, new methods, new employees, job rotation or improvement of individual skills. Containment Actions Flow Verifying Containment Actions - Pilot Runs Run Pilot Tests ->Artificially simulate the solution to allow actual process or field variation. ->Field test the solution using pilot customer groups. ->Verify carefully that another problem is not generated by the solution. Monitor Results ->Quantify changes in key indicators. ->Stress the customer / user evaluation. Containment Actions Verification Questions ->Have all alternatives been evaluated? ->Are responsibilities clear and defined? ->Is the required support available? ->When will the actions be completed? ->Have yo ensured that implementation of the interim solution will not create other problems? ->Will all interim actions last until long-range actions can be implemented? ->Is the action plan coordinated with customers? ->Have tests been done to evaluate the effectiveness of the interim actions? ->Is data being collected to ensure actions remain effective? Contain Symptom Check List D4 Define Root Cause(s) The 8-D System Define and Verify Root Cause(s) ->Identify all potential causes which could explain why the problem occurred. ->Isolate and verify the root cause by testing each potential cause against the problem description and test data. Identify alternate corrective actions to eliminate root cause. Root Cause Of A Failure Two Root Causes Initial Data Evaluation Interpreting Control Charts Control Charts provide information as to whether a process is being influenced by Chance causes or Special causes. A process is said to be in Statistical Control when all Special causes of variation have been removed and only Common causes remain. This is evidenced on a Control Chart by the absence of points beyond the Control Limits and by the absence of Non-Random Patterns or Trends within the Control Limits. A process in Statistical Control indicates that production is representative of the best the process can achieve with the materials, tools and equipment provided. Further process improvement can only be made by reducing variation due to Common causes, which generally means management taking action to improve the system. When Special causes of variation are affecting a process and making it unstable and unreliable, the process is said to be Out Of Control. Special causes of variation can be identified and eliminated thus improving the capability of the process and quality of the product. Generally, Special causes can be eliminated by action from someone directly connected with the process. The following are some of the more common Out Of Control patterns: Interpreting Control Charts Control Chart Analysis Reaction Define and Verify Root Cause(s) ->An investigation into all identified potential causes is necessary for effective problem solving. A cause and effects diagram can be used to brainstorm all potential causes of the described problem. The team should decide on what C&E diagram(s) is to be used: 5M, Process Flow and/or stratification. The more detailed the C&E diagram, the higher the chances the root cause will be included on the C&E diagram. An effective C&E diagram will include input from all team members and will be discussed in detail. ->Any existing data should be reviewed for clues to potential causes. Further data collection may be required to investigate additional causes. ->If the problem has not previously been seen, a timeline analysis should provide significant data. The timeline will identify events occurring about the time the problem developed. If enough documentation is available, potential causes can be further identified. For example, if a new operator was put on a process or if a new supplier began supplying parts. Investigation into the events occurring at the same time the problem was discovered could lead to several important potential causes. ->“What Changed?” “When?” are important questions. Define and Verify Root Cause(s) ->A technique used extensively in analytical problem solving is a comparison analysis. This analysis looks at what ‘is’ and what ‘is not’ in the problem description. ->Potential causes can be discovered by conducting a survey. By surveying the customer who has witnessed the problem, more potential causes can be highlighted. ->Asking ‘Why’ repeatedly is effective in driving the process toward root cause and generating more complete understanding of the cause and effect. Define and Verify Root Cause(s) ->Once the problem has been described and the potential causes identified, the team should be evaluated. Are the right members on the team to investigate the potential causes? Are technical advisors required to assist in any special studies? Do new team members need to be added? Is the authority to pursue the analysis of the potential causes well defined? All these questions must be answered to ensure the team will be successful in investigating the potential causes and determining the root cause. ->The cause and effect diagram is used to identify the potential causes to be investigated. What is the probability that a potential cause could be responsible for the problem? Identify all potential causes that could have been present and may have caused the problem. ->Once all potential causes have been agreed upon, choose several potential causes to investigate. If only one potential cause is investigated, a lot of time may be lost if that potential cause proves not to be the culprit. To expedite a solution, investigate several potential causes at the same time (Parallel actions on several potential causes). Define and Verify Root Cause(s) ->If the problem is a manufacturing process, begin to establish a stable process. Once the process is stable, definition of the potential cause will be clarified. ->If design causes are identified, screening experiments may help identify the key variables which are affected by subsequent processes. Design changes may be appropriate. ->Four or five potential causes should be identified to investigate. Identifying several potential causes forces the team to address multiple possibilities rather than searching endlessly for a single cause. An implicit part of problem analysis is investigating potential causes in parallel rather that in series. Hypothesis Generation Six Steps Of Investigation † State how the potential cause could have resulted in the described problem. † Establish what type of data can most easily prove or disprove the potential cause. Develop a plan on how the study will be conducted. Identify the actions on an action plan. † Prepare the required materials to conduct the study. Training may also be required. † Collect the required data. † Analyze the data. Use simple statistical tools emphasizing graphical illustrations of the data. † State conclusions. Outline conclusions from the study. Does the data establish the potential cause as being the reason for the problem? Define and Verify Root Cause(s) † After the cause and effect diagram has been completed, data needs to be collected to determine which potential causes are important. Pareto diagrams and check sheets are very effective in establishing the importance of the potential causes. † Many folks are under the mistaken belief that data oriented problem solving can be accomplished by collecting data on a problem, analyzing the results and deciding the correct solution. Once data is collected and analyzed, new questions often arise so another data collection and analysis iteration is necessary. In addition, many problems can have more than 1 root cause. Data collected investigating one potential cause may not address other important potential causes. Thus, several potential causes need to be studied using the data collection and analysis process. Define and Verify Root Cause(s) † Once the data has been collected and analyzed, new potential causes often surface. These potential causes should be pursued as soon as possible since they are suggested by the data. † The data collection for this step in the problem solving process can be as simple as check sheets or as sophisticated as design of experiments. The data analysis can rely heavily on simple graphical techniques such as histograms, pareto charts, control charts, stem-and-leaf and dot plots. By using graphical tools, quick comprehension by all participants as well as accurately communicated information will result. Comparison plots and stratified graphs are helpful in assessing stratification factors. To evaluate the relationship between characteristics, a scatter plot would be an effective tool. Identify Alternate Solutions † Generate a Cause & Effects diagram. † Survey the customer. † Identify similar problem(s) previously solved. † Avoid implementing the interim actions for permanent actions /solutions. † Consider new and current technology for the solution. † Incorporate the solution into future products. Define and Verify Root Cause(s) † After the root causes of a problem are identified, investigate methods to fix the problem. Evaluate several approaches to solve the problem. A thorough analysis of different approaches to eliminate a root cause is a critical part of the problem solving process. † The first approach to generate alternate solutions is to develop a cause and effect diagram. The team should brainstorm solutions. One alternative is to redesign the part or the manufacturing process. This approach should eliminate an opportunity for a problem to recur. † Communicate closely with the customer. How the root cause is eliminated might impact the customer in some unforeseen way. Customers should have a chance to input their needs into the problem solution. Define and Verify Root Cause(s) † If similar problems have been previously identified and solved, assess those solutions. As part of every investigation, identify similarly engineered parts or plant processes that may have experienced this problem. Again, these could be a source of alternative solutions. † Avoid ‘band-aid’ fixes - this will help prevent future recurrence of the problem. Sometimes due to cost and/or product life a compromise is to implement interim actions permanently. However, this is considered the least acceptable solution. † As part of investigating problem solutions, the team should look at new and current technology around an engineered part and/or the manufacturing process. New alternatives could come from advances in these areas. In some cases a thorough understanding of the current design and/or manufacturing processes produce efficient solutions. The team should remember that the solution needs to be incorporated in future products. Define and Verify Root Cause(s) Identify Potential Causes - Cause & Effects Diagram ->Define the ‘effects’ for cause and effect diagram(s). ->Prepare a 5M, Process or Stratification cause & effects diagram for each effect (yo may want to use a combination). ->Team members should each assume their activity causes the problem and ask themselves “How could what I do possibly generate the problem?” ->Prepare a time line analysis if the problem was not always present. Identify what changed when. ->Perform a comparison analysis to determine if the same or a similar problem existed in related products or processes. Identify past solutions and root causes which may be appropriate for the current problem. ->Identify the top few potential causes. Develop a plan for investigating each cause and update the action plan. ->Evaluate a potential cause against the problem description. Does a mechanism exist so that the potential cause could result in the problem? Analyze Potential Causes - Validate Root Cause Analyze Potential Causes ->Use the iterative process to analyze each potential cause. Δ Hypothesis generation: How does the potential cause result in the problem? Δ Design: What type of data can most easily prove/disprove the hypothesis? Δ Preparation: Obtain materials and prepare a check list. Δ Data Collection: Collect the data. Δ Analysis: Use simple, graphical methods to display data. Δ Interpretation: Is the hypothesis true? ->Investigate several potential causes independently. ->Use an action plan to manage the analysis process for each potential cause being studied. Validate Root Causes ->Clearly state root cause(s) and identify data which suggests a conclusion. ->Verify root cause factors are present in the product and/or process. ->Conduct with / without study to verify root cause. Can yo generate the problem? Potential Causes - Some Questions ->Have you identified all sources of variation on the flow diagram? ->Have all sources of information been used to define the cause of the problem? ->Do yo have the physical evidence of the problem? ->Can yo establish a relationship between the problem and the process? ->Do yo continually challenge the potential root causes with the question ‘why’ followed with ‘because’ to construct alternatives? ->What are the is / is not distinctions? ->Is this a unique situation or is the likely problem similar to a past experience? ->Has a comparison analysis been completed to determine if the same or similar problem existed in related products? ->What are the experiences of recent actions that may be related to this problem? ->Why might this have occurred? ->Why haven’t we experienced this problem before? Analyze What Has Changed ->Manufacturing Δ New supplier(s)? Δ New tool(s)? Δ New operator(s)? Δ Process change(s)? Δ Measurement system? Δ Raw material(s)? Δ Vendor supplied part(s)? Δ Do other plants have a similar problem? ->Engineering Δ Any pattern to the problem? Δ Geographically? Δ Time of year? Δ Build date(s)? Δ Did the problem exist at program sign-off? Δ Was it conditionally signed off? Δ Did the problem exist during pre-production prototypes, functionals? Data and Root Causes ->What data is available to indicate changes in the process? ->Does data exist to document the customer’s problem? ->If the potential cause is the root cause, how does it explain all we know about the problem? ->What is the likelihood that each potential cause could explain the described problem? ->What is the concern that the potential cause is actually occurring? ->What actions have been taken to the potential causes to assure their presence? Product - Process Assumptions ->Assumptions: Features Design Process concepts Technical innovations Advanced materials Reliability assessments New technology ->Document assumptions as part of project plan ->Utilize as inputs to plan ->Consider alternate paths in case assumptions do not play out Errors 1 Almost all errors are caused by human error. ->Forgetfulness - Sometimes we forget things when we are not concentrating. Example: A person forgets to set his/her alarm clock at night. Safeguard: Establish a routine which includes checking before going to bed. ->Errors due to misunderstanding - Sometimes we make mistakes when we jump to the wrong conclusion before we’re familiar with the situation. Example: A person used to a stick shift pushes the brake petal in an automatic thinking it is the clutch. Safeguards: Training, checking in advance, standardizing work procedures. ->Errors in identification - Sometimes we misjudge a situation because we view it too quickly or are too far away to se it clearly. For example, a $1 bill is mistaken for a $10 bill. Safeguards: Training, attentiveness, vigilance. Errors 2 Errors 3 Process Failure Causes 1. Omitted processing 2. Processing errors 3. Errors setting up work pieces 4. Missing parts 5. Wrong parts 6. Processing wrong work piece 7. Mis-operation 8. Adjustment error 9. Equipment not set up properly 10. Tools and/or fixtures improperly prepared Process Control Examples 1. Standardized work instructions/procedures 2. Fixtures and jigs 3. Mechanical interference interfaces 4. Mechanical counters 5. Mechanical sensors 6. Electrical/Electronic sensors 7. Job sheets or Process packages 8. Bar coding with software integration and control 9. Marking 10. Training and related educational safeguards 11. Visual Checks 12. Gage studies 13. Preventive maintenance 14. Automation (Real Time Control) The Poka-Yoke System Is Zero Defects a Reality? We have Quality Problems! In American manufacturing, this statement leads to an unsatisfactory resolution to the problem. “We have Quality Problems” shifts the concerns from the undetermined true source (operation & process) to an area where the root cause never occurred (Quality Control) and the true cause is addressed and corrected through high cost inspection methods. We Have a Quality Problem! If we review the manufacturing structure and the functioning elements to which the product is going to be exposed to, we will be able to determine possible root causes to the problems prior to production. This is known as Quality Planning and if done properly can eliminate the need for the Quality Control. (Man, Material, Machine, Method, or Measurement) Section One Shingo And The Manufacturing Structure Poka Yoke Defined Shigeo Shingo defines Poka Yoke as: ->Poka “Inadvertent Mistake That Anyone Can Make” ->Yoke “ To Prevent or Proof”Process vs. Operation Process Operation Operation & Process Operation Some People Know How to Drive a Car! Driving is an Operation.

Process Some People Know How to Repair a Car! Repairing is a Process. Categories of the Process Function A Process is the flow by which raw materials are converted into finished goods. Processes fall into one of the following categories: Work: Assembly, disassembly, alter shape or quality Inspection: Comparison with a standard Transportation: A change of location Delay: Time during which no work, transportation or inspection takes place ° Process Delays :Lot does not move until last item finished in process ° Lot Delays: lot delayed in order to maintain 100, 99, 98 ... 2,1,0 Categories of the Operation Function An Operation is an action performed on material within the process. Operations fall into one of the following categories: Preparation/Adjustments Phase:(setup, tool change, adjustments) Principal Operations Phase: Operations repeated in each cycle (hole punch, drill, sheer) ->Main Operations (stamping, cutting) ->Incidental Operations (movement of press, movement of people) Marginal Allowances: ->Fatigue ->Hygiene (wash hands, etc.) ->Operations (shut-down to produce rush order, meetings) ->Work place (breaks, cleaning, maintenance) 5 Elements of Production Defining The 5 Elements Objects of Production: Materials: Raw, Finished, Semi-finished, In-process Agents of Production: People, Machines, Tools, Jigs, Machine Tools, Incidental Devices, Inspection Equipment, The Environment, etc. Methods: Processing System, Load & Capacity Balance, Processing Conditions Space: Left to Right, Front to Back, Top to Bottom Time: Process Time, Production Time, Task Time Changes in the Elements When a change occurs in the Objects of Production: Methods or the means of action may change (How) Space or size and location may change (Where) Time (overall start to finish) or Timing (task start to finish) may change (When) 4 Process Phenomena's Shigeo Shingo’s Five Questions A Problem (or Delay) Occurs ask ->Why? Describe. ->Why? Response! Section Two Reasons Why We Don’t Need Poka Yoke Workers Possess Divine Infallibility Implementation Costs are High The World is not a Dynamic Environment It is Cheaper to Hirer Sorters Quality Control & Production Would Have Nothing To Do We are All Too Busy We use SPC for Improvements Separating Error From Defect Humans Make Errors (Cause), Defects Arise Because Errors Are Made (Effect). It is Impossible to Eliminate Errors From Tasks Performed by Humans. Errors Will Not Turn into Defects if Feedback and Action Takes Place at The Error Stage. Changing Occurrences can reduce Reoccurrence Causes of Defects ->Process Defects Process Failure ->Operational or Procedure Failures Process Error ->Incorrect or Imprecise ->Product Defects Incomplete Product Substandard Product Levels of Defects Level 1: Defects Shipped out of Factory (Taylor Methods) Level 2: Defects Kept within Factory (Sheward Methods) Level 3: Defects Reduced (Juran/Demming Methods) Level 4: Defects Kept within Production Stage (Juran/Demming Methods) Level 5: Defects Not Produced (Shingo Methods) Section Three Inspection Taylor’s Plan Shewhart, Demming & Juran’s Plan Shingo’s Plan Inspection Philosophies 3 Methods of Inspection ->Judgment Inspection (Taylor’s) › Inspection That Discovers Defects ->Informative Inspection (Shewhart’s) › Inspection That Reduces Defects ->Source Inspection (Shingo’s) › Inspection That Eliminates Defects Judgment Inspection Attribute Inspection of Product Which Discovers Defects at the End of the Process ->Rework Costs ->Process Costs of Nonconformaties ->Scrap Costs ->No Information about Process SPC Inspection Inspection of Product Which Reduces Defects at the End of Process Using Inner Process Checks ->Inspection Costs ->Delay Costs ->Extra Equipment Costs ->Scrap Cost Reduced ->Information (Grading or Variable Data) Gained about Process Source & Sequential Inspection Inspection Built into the Operation using Poka Yoke Devices to Detect Errors Before They Become Defects ° Pushes Defect Detection Up-front. Cost Reduced ° Nonconforming Materials are not processed. ° Eliminates need for SPC ° Minimal Cost of Poka Yoke Devices ° Reduces Steps in Process Section Four Efficiency & Waste Production Efficiency & Waste ->Melody Flow Production ->Rhythm Tack Time (Level Production) ->Harmony Standard Operation Man, Machine, Material, Method, Measurement Z Any Element Missing or Incomplete: We Have Noise. (Waste) Types of Waste Stock Inefficiency Excess Stock Parts & Materials Transportation Inefficiencies Inefficient worker movement inefficient results from looking for things Selection inefficient Defective production Cost Contributing to Waste Materials Processing Depreciation Repairs Transportation Recalls Replacement Advertising Section 5 Shingo’s Method Shingo’s Method A Poka Yoke System uses Poka Yoke Devices Built into Source or Sequential Inspection Methods. Properly Implemented, the System Can Achieve: Zero Defects Zero Waste Zero Delays Poka Yoke Devices, Systems & Inspection Poka Yoke Systems Control Systems Halt the operations, and require feedback and action before process can resume. Warning Systems Uses signals to warn the operator that the operations needs feedback and action SQC systems have fairly long periods of time between check stages and feedback execution Poka Yoke Devices, Systems & Inspection Poka Yoke Devices Are Built within the Process In General Have Low Cost Have the Capacity for 100% Inspection Remember SQC is performed outside the process which adds cost and allows defects to escape the system. Every Day Examples Electrical Polarity Poka Yokes Floppy Disk Poke-Yokes Poka Yoke Devices, Systems & Inspection Inspection with Poka Yoke ->Source Inspection (ZQC) Built into process Leads to a zero defect Systems ->Self Check Informative Inspections (SQC) Built inside or outside immediate process Reduces defects to a minimum ->Successive Check Informative Inspection (SQC) Built inside or outside sequential process Reduces defects to a minimum Section 6 Tools For Assessment Organizing Systems for Zero Defects Questions to Ask About Present Systems Can we take current informative inspection systems with successive checks and improve them to get a system of informative inspections with self-check methods? Can we take current informative inspections with self-check methods and improve them to get source inspection? Since informative inspections tolerate the occurrence of defects, can we take these methods and improve them to get source inspection in which the errors that cause defects are detected and prevented from turning into defects. D5 Choose, Implement & Verify Corrective Actions The 8-D System Choose, Implement & Verify CA Objective Choose, Implement & Verify Corrective Actions † By far the most critical step in the problem-solving process is to verify that the solution will in fact eliminate the problem. In addition, it is often the most difficult step. The most common method to evaluate a problem solution is to wait for implementation of the solution, then see if the problem goes away. However, too much time may be lost before conclusive information is available. Verification, where ever possible, should come before implementation. † Several approaches to verification are available. In engineering, design verification and production validation testing provides significant information. In the short term, a bench/lab test can be used to verify. In some cases dynamometer testing can provide verification. Long term one can monitor fleet response. For manufacturing, verification is by in-plant indicators. SPC can verify the elimination of the problem. Sometimes scrap rate reports and conformance audits provide information. Sometimes a designed experiment is part of verification. Choose, Implement & Verify Corrective Actions ->Whatever verifications yo choose, a detailed verification / action plan is required to outline who will be taking what actions by when. The action plan should show what data or statistics will be collected and analyzed, who is responsible and must track actual progress and scheduled completion. The action plan is the detailed Dynamic record of all phases of the problem solving process. ->Good problem solution verifies the customer is satisfied with the solution. If possible, involve the customer in choosing solutions. ->All verification of the problem solution will require decision analysis. Decision analysis is part of the cost and timing consideration of the solution. Decisions affecting cost must include effects on quality, future problem recurrence and complete elimination of the problem. In addition, management and operating procedures may be involved when choosing the solution. Evaluation of any adverse effects caused by the solution are important. The FMEA will most surely be affected. Run Pilot Tests ->Artificially simulate the solution to allow actual process or field variation. ->Field test the solution using pilot customer groups. ->Verify carefully that another problem is not generated by the solution. Monitor Results ->Quantify changes in key indicators. ->Stress the customer / user evaluation. Confirmation Questions ->Can you list and measure all of the indicators related to the problem? ->Which of the indicators are most directly related to the problem? Can yo use the indicators to measure problem severity? ->Can yo determine how often or at what intervals to measure the problem (hourly, shift, daily, weekly, monthly)? ->If there are no changes to the indicators after taking action, can yo determine what to do? Will yo need to take cause, action and verification measures? ->Do all indicators reflect conclusive resolution? ->Has the team prioritized the customer / user evaluation after implementation? ->What scientific methods are being used to verify effectiveness in the short term and to predict the outcome long term? Verification Questions ->Has the customer been contacted to determine a date when verification will be evaluated? ->What data has been established for follow-up? ->Has a time-line (project) chart been completed? ->Have field tests been conducted using pilot customer groups? ->Have dates been established when verification of effectiveness will be evaluated? Corrective Actions Check List D6 Implement Permanent Corrective Actions The 8-D System Implement Permanent CA Objective Implement Permanent Corrective Actions Implement Permanent Corrective Actions ->Once the root cause(s) have been identified, the team establishes an action plan on the permanent actions to be taken. Again, the action plan includes who will do what by when. The permanent actions are implemented to solve the problem. The question “Why did this occur?” must be answered. ->Establish ongoing controls on the process to ensure the process remains in control. Once the permanent corrective actions are in place, the ongoing controls will verify the effects of the actions. ->To forecast reduction of the problem, indicators such as scrap reports, etc., can be used. A statistical plan will verify the effectiveness of the actions. A systematic approach involves a plan to establish the facts using data or evidence as a requirement for making decisions. Data is obtained by investigations and experiments to test assumptions. These assumptions are identified by translating the customer concerns into understandable definitions of what the problem is and relating these definitions of the problem to product and processes. These definitions and data are used to verify solutions. Implement Permanent Corrective Actions ->Once permanent solutions are in place, document the changes. In addition, all customers need to be informed about what actions were taken. In most cases, some type of training is required to institute permanent corrective actions. Training may be required to implement a product design or process change. In addition, implementation of the permanent actions may need to include the effect on design or process issues. In manufacturing, maintenance personnel often need to be informed of the changes. ->Another important part is to correct the obvious. This includes correcting defective parts already produced, changing product design, changing tooling, reworking defective machines and/or equipment, revising ineffective operating systems or working with and/or replacing suppliers. ->Contingency actions should be identified if for some reason the permanent actions cannot be implemented. For example, in manufacturing a recommendation to single source a part may be recommended. But, if one vendor is unable to meet the increased productivity alternate action is necessary. Contingency actions based upon risk assessment are essential to the success of permanent corrective actions for customer protection and problem solution. Implement Permanent Corrective Actions Flow Validation Evidence Corrective Action Questions Ongoing Controls - Questions Forecast Outcome Implement CA and Verify Over Time Check List D7 Prevent Recurrence The 8-D System Prevent Recurrence Objective ∞ This next step in the Problem-Solving Process is the seventh step. It is important to understand what in the process allowed the problem to occur. A cause-and-effect diagram can be used to outline the reasons the problem occurred. By asking “Because?” the C&E diagram can be constructed. ∞ Another effective tool is a process flow diagram. The process flow of the manufacturing or engineering process can be effective in identifying where in the process the problem could have been prevented. To prevent recurrence of the problem, most of the time a change to the management system will be required. Managers must understand why their system allowed a problem develop. The same system will allow future problems to occur. Δ Δ Management systems, practices and procedures need to be fully understood to be effective. Most of them are carry-overs from previous model years and organized structures. Some are outdated and need to be revised. Understanding the elements of a management system can be achieved by maintaining an up-to-date flow diagram of the system and process. Also, there should be easy to follow instructions for those who are part of the system. Δ Management systems, practices and procedures should provide management support for ‘Never ending improvement’ in all areas and activities. The system should encourage individuals to participate freely in the problem solving process. It should help to understand more about their job and how each individuals’ effort affects the outcome of the final product on customer satisfaction. The system should encourage everyone to learn something new. And it should recognize individual and team effort when these new skills are applied. Δ Changes in the management system can require documenting new standard procedures, streamlining to remove obsolete procedures and revising previous standards. Changes in the management system need to be communicated clearly to all customers. Δ To prevent recurrence additional training is often required. Training may be needed in statistical techniques and methodologies, new engineering or manufacturing technologies or disciplines, better process and/or project management. Δ If concerns develop regarding changes to the system, these issues will be addressed. A new team may need to be assigned with the authority to address the management system. Prevent Recurrence Flow Prevent Recurrence Questions Prevent System Problems Check List D8 Congratulate Your Team The 8-D System Congratulate the Team Congratulate Your Team The final step in a team oriented problem solving effort is to recognize the team’s collective efforts in solving the problem and show gratitude by applauding individual contributions. Management will need to determine the best way to recognize the team’s contribution to the origination. In addition, individual effort and talents need to be highlighted and rewarded. Team oriented problem solving involves risk taking, some conflict, hard work and participation by everyone. It includes a free exchange of ideas,, individual talent, skill, experience and leadership. The team approach, when led effectively, produces a driving force of individuals motivated and committed to solving a specific problem. Congratulate Your Team The form of recognition can vary, depending upon the complexity and severity of the problem. It is important to document what was learned while solving the problem so that this information can be used by others for planning. A description of the various actions carried out, together with the analysis and results obtained through the problem solving process, provide information that can be used to prepare a case study report. Case study reports include the purpose and objective, the procedure or problem solving steps followed, the data obtained through various investigative methodologies and the analysis of data in the form of results shown by charts and graphs, conclusions and recommendations. This final step in the problem solving process is to conclude the successful efforts of the team is to acknowledge the significance and value, in quantifiable terms, of solving the problem for the customer and for improving quality and productivity for the company. Congratulate Your Team Flow Congratulate Your Team Objective & Questions Congratulate Your Team Check List

ADVERTISEMENT

View the Elsmar Cove Privacy Policy and Terms and Conditions

• Careers with Sofeast
• Lifecycle Assessment (LCA) and Environmental Product Declaration (EPD) Requirements: What Manufacturers need to know
• How To Do an LCA? (Lifecycle Assessment)
• China Fulfillment Center (Dongguan)
• Co Packing in China for Buyers with Local Suppliers
• Defective Product Repair and Rework
• Kitting and Assembly (Dongguan, South China)
• Sofeast Fulfillment Benefits
• 100% Inspection, Repacking, and Shipping
• Different Types Of Batteries For Electronic Products (Importer’s Guide)
• Directions To Sofeast’s Shenzhen Office
• Checkout-Result
• How To Use Sofeast’s Booking System For Product Inspections
• The Sofeast Client Charter
• Contract Manufacturing near Shenzhen, China
• Supplier Improvement Audit
• Supplier Self Inspection Enablement For Importers From Asia
• Manufacturing Troubleshooting To Solve Supplier Issues
• Sofeast Knowledgebase Blog
• Combined Programs For Importers
• Thanks for subscribing to the Sofeast email newsletter!
• Sofeast Example Quality Assurance Plan (for an electronic product)
• DIY Sourcing from China [Podcast Series]
• Vetting Chinese Suppliers [Podcast Series]
• Sample Inspection Reports
• Importing Surgical Gowns and Drapes to the EU: Importer Info & Regulations
• Importing Surgical Gowns & Drapes to the USA: Info & Regulations
• Importing Medical Gloves to the USA: Info & Regulations
• Importing Medical Gloves into Europe: Info & Regulations
• Importing Face Masks into the EU: Know the Basics about Regulations & Standards
• Exporting Face Masks from China: Know the Basics about Regulations & Standards
• Risk Reduction For Buyers Of COVID-19 Medical Supplies With Existing Suppliers
• Importing Face Masks from China to the USA: Know the Basics about Regulations & Standards
• Product IP Risks & Protection When Manufacturing [Resources]
• Importing & Developing Medical Devices [Resources]
• Prototyping Techniques
• Plastic Injection Molding Process: Top Questions & Answers
• Power Tool Plastics (3 Popular Options)
• Plastic for Outdoor Signs (2 Appropriate Polymers)
• Plastic Outdoor Furniture (Commonly Used Plastic Guide)
• Construction Plastics Popular in the Building Industry
• Plastic Gears (Top Material Options)
• Plastic Shafts (Key Sourcing Factors)
• Living Hinges (The Best Plastic Choice)
• Plastic Bearings (Popular Plastic Choices)
• CNC Prototyping In Metal And Plastic
• Sheet Metal Prototype Fabrication
• Vacuum Casting Prototyping
• 3D Printing Rapid Prototyping
• Rapid Tooling Prototyping Guide
• Metal Machining
• PCB Assembly & Testing
• Die Casting
• Steel Alloys
• Silicone Rubber
• Plastic Enclosures for Electronics Projects (Plastics Sourcing Guide)
• Plastics For Blow Molding Sourcing Guide
• Choosing Plastics for Smart Clothes and Wearable Technology [Sourcing Guide]
• The Plastic Injection Molding Process
• Lifecycle Impact on the Environment of Textiles and Garments [Analysis]
• E Waste Impact on the Environment (Analysis)
• Understanding The Environmental Impact of EV Batteries
• Information for Importers of Batteries from China & Asia
• Information for Importers of LED Products from China
• Information for Importers of Ceramic Products from China
• Importer Information For Watch Inspection In China and Asia
• Importing Shoes From China
• Download Your New Product Development Plan XLS
• Download: Ultimate Guide To Sourcing From China And Developing Your Suppliers [eBook]
• Download: Quality Assurance In China Or Vietnam For Beginners [eBook]
• An Importer’s Guide to New Product Manufacturing in China [eBook] LP
• Importer’s Guide to New Product Manufacturing in China [eBook] TYP
• Download: How To Find A Manufacturer In China: 10 Verification Steps
• 13 Biodegradable Production Materials [Guide]
• 9 Types of Packaging – Guide for Importers
• The New Product Introduction Process Guide
• Lithium Ion Battery Safety Guidelines For US Imports
• EU MDR Compliance When Developing A New Medical Device in China: High-Level Steps
• Examples Of Common Quality Inspection Findings
• Factory Audits: How Are They Conducted, And What Is evaluated?
• Final Random Inspections: How Do They Work?
• Product Quality Checklist: How To Prepare It
• IP Protection in China when Developing Your New Product [Importer’s Guide]
• Why Choose Sofeast To Control Your Productions’ Quality?
• Sofeast’s Prototyping Capabilities
• Sofeast In-house Testing Lab & Equipment
• Our Partners
• Sofeast Group Company History Timeline
• Sofeast Case Studies
• Operating Areas
• Sofeast in the media
• Sofeast’s Business Model
• Our Management & Business Units
• Sofeast’s Systems and Capabilities
• Testimonials
• Glossary of terms
• Book A Free Sofeast Phone Consultation
• factory test
• Home – Normal Menu Layout
• Support To Help You Make Progress On Your NPD Project Milestones
• NPI Deliverables Review
• Product Failure Analysis (on Reliability and/or Safety Issues)
• 360-Degree Product Risk Assessment
• DFM review for Manufacturing in Asia
• Industrial Design Support
• Sample Evaluation and Comparison
• Reliability Engineering & Testing (China Lab)
• Prototype Development
• New Product Introduction Support
• On-Site Process FMEA + Process Control Plan Workshops
• Traceability Audit Program
• How Sofeast’s Quality Assurance Dept’s IT Platform Helps With QC Checklists
• Product QC Checklist Creation
• Compliance Testing Consulting
• First Article Inspection
• Layered Process Audit (LPA)
• Pre-Production Meeting
• QA/QC Inspection Optimization Services
• Factory Audit Solutions
• Product Inspection Solutions In China & Asia
• Development And Production Follow Up
• Production Monitoring Program for Apparel in China, Vietnam, Bangladesh, & India
• Plastic Injection Mold Tooling Management Program
• Remote Audits
• Process Management Audit (PMA)
• Quality Assurance Program
• Electronics Quality Assurance Program
• Quality Assurance Consulting
• Certificates & Reports Verification
• Explore Our Facility For Receiving Your Products Or Components
• Combined Supplier Due Diligence Checks (Best Results & Value)
• Supplier Bank Account Verification
• Supplier Legal Records Check
• Value-Added Procurement Office in China
• EU Ecodesign Regulation Risk Assessment & Preparation
• LCA and/or EPD Support (For Measuring a Product’s Environmental Impact)
• Production Readiness Review (During Pilot Runs)
• Supplier ESG Readiness Assessment
• Tooling Custody & Management (for Plastic Injection Molds in China)
• Mold Capability Validation Supervision (for Plastic Injection Molds in China)
• Logistics Management
• Dropshipping From China
• New Factory Identification
• Amazon FBA Seller Support
• Background Checks on Suppliers
• Supplier Management
• Terms & Conditions and Privacy Policy
• Thank you for contacting us
• Thank you (auditing presentation)

• Our Systems & Capabilities
• Our Business Model
• Our Partners (Service Providers)
• Our In-house Testing Lab & Equipment
• Our In-house Prototyping Equipment
• Book A Free Phone Consultation
• New Supplier / Factory Identification
• China 3PL + Assembly & Repair
• Reliability Engineering & Testing
• Product Inspection Solutions
• Development & Production Follow Up
• Resources Center
• AQL Calculator
• New Product IP Protection in China
• Packaging Guide (with examples)
• Electronic Product Certifications
• Plastic Injection Molding Process: Top FAQs
• Products & Components
• Materials & Processes
• New Product Introduction Process Guide
• Eco-Friendly Manufacturing & Certifications
• Sofeast Blog
• QualityInspection.org
• Manufacturing Terms
• Sofeast Youtube Channel
• Sofeast Manufacturing Podcast

8D Problem Solving Process

Home » 8D Problem Solving Process

The 8D problem solving process is team structured, consisting of 8 steps (the ‘8 disciplines’). It is a methodology to find the root cause of a problem, put in an interim fix while a deeper investigation is carried out, and then put in place a permanent solution that prevents the problem from being repeated.

Here’s what the 8D process steps look like:

The Eight ‘8D Problem Solving Process’ Steps

The 8D problem solving process is team structured, consisting of 8 ‘8D steps’ (or disciplines) which are:

1. TEAM: The best team would consist of people who have; specific knowledge of a product or process, time to dedicate to the effort, the skill set to apply to solve the problem, authority to make decisions. Collectively, the team would be ‘the subject matter experts’ on this particular problem. Bear in mind, the team may change for each particular problem being solved.

2. DEFINITION: At this stage, the team starts to understand the problem in more detail. It would include using analytical tools (risk analysis, SWOT analysis…). It is critical the team builds a clear picture of the problem and reports this to the stakeholders so that they have a full understanding of the implications of the problem.

3. INTERIM FIX: Implementation of a short-term fix will stop the problem escalating until a permanent corrective action can be implemented. The main objective here is to stop defective products from reaching the customer or end-user.

4. ROOT CAUSE ANALYSIS: Identifying the root cause of the problem is essential. Ideally, the team can verify the root cause has been found by being able to turn the problem on and off at will. There are a number of tools used during this process such as Brainstorming, Five Whys, FMEA, Fault Tree, Fishbone Diagram, Flowcharts, and Affinity Diagrams to name a few.

5. CORRECTIVE ACTION: Once the root cause has been identified, the team should be able to generate corrective actions that can be tested for verification. Guidelines to consider for implementation are:

• The solution should be practical
• The solution should be feasible
• The solution should be cost-effective
• The solution should be stable and not fail after implementation

6. VALIDATION AND IMPLEMENTATION OF CORRECTIVE ACTION: A key step is to verify and validate the corrective action/s to ensure the problem is solved without having any other side effects or knock-on effects. Examples of tests that can be utilized in this step are the HALT (highly accelerated life test) or the HASS (highly accelerated stress screening) test.

7. PREVENT RECURRENCE: Here the team are ensuring the problem does not reoccur. They will be updating processes and procedures, training and sharing the knowledge of what they discovered during the process, and ensuring all documentation is up-to-date.

8. TEAM ACKNOWLEDGEMENT: It is important that the team get recognized for their efforts in resolving the problem. This will motivate other staff and potential future team members.

Note: The 8D template has to be adapted in the medical industry, for example. The company needs to add a step (assessing the impact of the countermeasure/s on the safety and effectiveness of the device), as requested by ISO 13485.

How to complete an 8D?

You may also find this video about how to complete an 8D report useful:

The 8D is a type of corrective action plan . We also wrote about why to use a corrective action plan like the 8D report in this post over on QualityInspection.org: Use a Corrective Action Plan after a Failed Inspection

About Adrian Leighton

Comments are closed.

• China Insights
• Artificial Intelligence
• Regulations
• Production materials
• Sustainable Manufacturing
• Certifications
• Product Testing
• Fulfillment
• China Raw Materials
• IP protection
• Electronics
• Product Safety
• Sofeast Podcast
• Product Design
• Hardware Startups
• Supply Chain Risks
• Quality Control
• Disputes with Chinese suppliers
• Coronavirus
• New Product Launch
• Sofeast Solutions
• FBA Sellers
• Sourcing Suppliers
• Tips for importers
• Injection Molding
• Factory Audits
• Quality Inspections
• Uncategorized

JOIN OUR COMMUNITY

8D report preparation in Downloadable PPT, Excel and PDF templates| with Example |

Tiago Aparecido Rodrigues Rita

8D report communicates how 8D methodology is used to solve a recurring problem or customer complaints . Most of the customers ask 8D report as a proof of the implementation of solution to their complaints. Hence lets learn how to prepare a 8D report through an easy example. You will also get downloadable and editable 8D report templates with example. You will be able to find 8D templates in Excel, PPT and PDF formats.

Before continuing with this its recommended to learn our article on 8D problem solving in which we have clearly explained the 8 steps in 8D and when to use 8D. In this article we are doing its practical side.

Let’s do it.

An Example for the preparation of 8D report

Let’s imagine that you are a chef at a diner restaurant, and suddenly an order has returned. The customer is complaining that the snack was carried out scorched.

You quickly need to carry out an analysis to understand what actually happened at the time of snack production, take the appropriate actions and prevent this from happening more often in the future.

Then, you decide to use the 8D in order to solve the problem.

let’s see how the resolution of this analogy would be using the 8D methodology .

Check below in 9 steps how to apply it easy with a simple practical example.

Before we begin, download the templates in excel, PPT and PDF to support you in you daily routine. Excel and PPT template are editable, which you can use for other projects.

8D report templates with example (Download)

8d problem solving step 1 – customer complaint.

We need to describe the problem related by the customer , according to customer´s language. Tip: In this step it is very important to faithfully describe what the customer complained about, how the information was passed on.

8D Problem solving STEP 2 – Team Building

We need to build the multifunctional team that will work in the investigation, this can be performed by the responsible persons for the area affected. Tip: Create a strong team that has knowledge on the related subject, if possible, extend participation to everyone who, at some point, has any contact related to the problem

8D Problem solving STEP 3 – Problem Description

Problem description with details, characterize and transform from the customer language to our language. Tip: Be as detailed in the description of the problem as possible, include images, videos if possible to help the understanding the problem.

8D Problem solving STEP 4 – Containment action

In this step we need to develop or propose / containment action in order or Take action so that the customer does not continue to receive products with the same problem. ***Give a destiny to the snack returned. Tip: Try to develop a containment action where the customer is satisfied and safe for that moment, unfortunately the failure has already occurred now we need to restore the image with the customer.

8D Problem solving STEP 5 – Finding the root cause and corrective action

Now we need to find the root cause, using auxiliary tools, if you read our article about 8D , you can find some kind of tools to support the analysis to find and confirm the root cause. Tip: During the analysis you can use the following tools to support the team to solve the problem:

• Tendency Chart
• Brainstorming
• Affinity Diagram
• Cause and Effect Diagram
• Why Why Analysis
• FTA – Fault Tree Analysis
• SIPOC / Flowchart
• Capability Studies

To support us, we´ll use fish bone diagram and the why why analysis:

In conjunction with the multifunctional team, we need to raise the possibilities that may have contributed to the problem having occurred, taking into account the 6M’s After that we score according to the potential using Highly likely / low probability or Improbable. This score will support us on focus just the high potential causes.

After we find the most potential root causes, we use the Why Most analysis in order to confirm if in fact this happened because of the potential cause raised by the team. 

The more common way to use the Why-Why analysis, it´s just asking 5 times the “Why” to the potential root causing, until we no longer have an answer to the 5 Why´s. Normally after that, we´ll find the root cause inside the potential cause. But, to support us on this analysis we´ll use the Why-Why to find 3 kind of root cause:

Occurrence Root Cause

Why did the problem occur?

Detection Root Cause

Why did not detect the problem?

Systematic Root Cause

Why did not prevent the problem?

8D Problem solving STEP 6 – Validation of the proposed root cause and corrective action

The team need to create plan in order to confirm / validate the proposed solutions in step 5º . Depend on the problem you are facing, you can use tests in low scale to get a feedback quickly. Tip: Use short scale tests / use auxiliary tools tools to proof the effectiveness of corrective actions. This step is very important to avoid gap and in the future the problem appear again.

Tools to support the validation of root cause

• Correlation
• Simulations

8D Problem solving STEP 7 – Implementation of Corrective action

According to the results in the step 6º, you can make official what was has been proven during the validations of solutions, this step is very important because is from this topic will you systematize the actions to the future.

8D Problem solving STEP 8 – Preventive action

Now we need implement the actions on the system, and make a plan in order to avoid the re-incidence of the fail. In this step it´s very important that all documentation be update, to ensure that all analysis was implemented to all internal process. Tip: Use preventive actions to avoid recidivism / transform the actions in best practices and update all documentations related with the process.

8D Problem solving STEP 9 – Closure

In the last step we need to present all results, recognition about all participants, lessons learned to Others areas, and 8D Finalization

Bellow you can find the template filled with the example:

We hope you have enjoyed the article on 8D report templates with example.

Thank you. Hope you have noticed downloadable and editable 8D PPT template. Go and download it, present before your team and solve your customer complaints.

You may refer more 8D report preparation example from here .

Share this:

I wanted to learn this since long, thanks👍

• DRIVING WORLDWIDE BUSINESS EXCELLENCE

• Automotive SPICE

Problem Solving

• Latest in Omnex
• Electric & Autonomous Vehicles
• Medical Devices
• High-Tech / Semiconductors
• Telecom - SCS 9001 / TIA
• General Manufacturing
• Consulting, Implementation, & Coaching
• Training and Competency Development
• Digital Collaboration Software Platform
• Quality Outsourcing
• Product Design
• Omnex Safe Secure Sustain
• About Omnex
• Omnex Group
• Omnex Leadership Team
• Worldwide Offices
• Awards and Accreditations
• Instructor Profiles
• Client List
• Standards & Methods
• ISO/SAE 21434
• Functional Safety (ISO 26262)
• SCS 9001 / TIA

What is Problem Solving?

A problem is a scenario where the desired and the actual outcomes differ. Problem-solving is a process where the problem is identified, and the best possible solution is implemented after identifying the root cause of the problem. There is no one-size-fits-all problem-solving method. The alternatives for the problem can be identified and implemented from the customer's perspective. It is entirely fact-based, attempting to implement a process that lessens or eliminates obstacles to achieving strategic goals.

AS13000 explains the Problem-Solving standard for suppliers within the aero-engine sector with the Eight Disciplines (8D) problem-solving method. The course provides attendees with an extensive and uniform set of tools to become an 8D practitioner and meets all the essentials of the training curriculum in AS13000. Accomplished application of 8D brings off robust remedial and deterrent actions to lessen the likelihood of repeat incidents and cut back on the cost of substandard quality. It is indispensable to enable long-term customer-supplier relationships and certainly contributes towards zero deficiency and goodwill. This course contains distribution support, practical implementation exercises of the toolkit, and guidance in stages on each of the eight disciplines.

Benefits of 8D Problem-Solving Methodology

8D Problem Solving methodology is a widely accepted, structured, and conformable problem-solving approach. The techniques enable organizations to profit from enhanced quality competence and decreased waste related to the Cost Of Poor Quality (COPQ). It emphasizes combined effort rather than depending entirely on individual contribution. It also enables the team members to become acquainted with a well-structured method of problem-solving and to learn from past problems. Hence, they can more easily address other difficulties that they may encounter in the future. This method encourages a team-based approach of open communication around problematic situations. And keeps the management informed about problems that affect the business so that they can address problems more quickly and constructively for remedial action, problem-solving, and constant upgradation.

Overview of the 8D Methodology

Introduction

· AS13000 basics - Problem-Solving standard for suppliers within the aero-engine sector with the Eight Disciplines (8D) problem-solving method.

· Overview and benefits of the 8D methodology.

D0 - Regulation and Definition of Problem

D1 - Establishing the Team

D2 - Define the Problem

D3 - Develop Containment Action

D4 - Identify and Verify the Root Cause

D5 - Identify and Verify Permanent Corrective Action

D6 - Implement and validate permanent corrective actions

D7 - Prevent Recurrence

D8 - Draw Conclusions and Congratulate Teams.

The use of problem-solving techniques can be seen in:

• ISO-9001:2015
• IATF 16949:2016
• QS-9000 TE Supplement
• QS-9000 Semiconductor Supplement
• Quality Operating System (QOS)
• Total Quality Management (TQM)
• ISO 14001:2015 Environment Management System
• ISO/IEC 17025:2017 Laboratory Quality System
• Benefits of Problem-Solving
• Identify Customer Expectations and Competitive Bench Marks
• Establish Strategic Imperatives
• Identify Processes and Measurable
• Disaggregate Data using Pareto Diagrams
• Identify Improvement Projects
• Conduct Problem-Solving with Cross-Functional Teams
• Review Progress Regularly

Problem Solver Software

A common tool and knowledge bank to track, manage, and resolve problems. Problem Solver is designed to be a single repository of all internal and external problems.

• Request for Information
• Problem-Solving - Employing the 8D Methodology
• Problem-Solving - Root Cause Analysis
• Effective Problem Solving (EPS) - Problem-Solving Methodology and Concepts
• Tolerance Stack-Up Analysis (GD&T Application)
• Design of Experiments (DOE)
• Zero Defects Using Layered Process Audits
• Taguchi Design of Experiments
• Seven Statistical Tools
• Zero Defects using Poka Yoke (Mistake Proofing)
• Statistical Process Control (SPC) and Associated Tools

Consulting Quote

Antony John

Whitepapers

Case studies.