8D
Problem
Solving
History of 8 D ?
The U.S. government first standardized the 8D
Problem Solving Process during the Second World
War, referring to it as Military Standard 1520. It
was later improved and popularized by the Ford
Motor Company in the early ‘90s.
“Failure is simply the opportunity to begin again,
this time more intelligently.” – Henry Ford
What is 8 D ?
The eight disciplines (8D) model is a problem
solving approach typically employed by quality
engineers or other professionals, and is most
commonly used by the automotive industry but
has also been successfully applied in healthcare,
retail, finance, government, and manufacturing.
Purpose of 8 D ?
The 8D problem solving model establishes a
permanent corrective action based on statistical
analysis of the problem and focuses on the origin
of the problem by determining its root causes.
Although it originally comprised eight stages, or
disciplines, the eight disciplines system was later
augmented by an initial planning stage.
Purpose of 8 D ?
• Elimination of the
problem. improved performance
• Permanent prevention
Performance
of the problem.
• Prevention of similar
problems.
• Overall improvement. problem
Time
Base of 8 D ?
PDCA (plan–do–check–act or
plan–do–check–adjust) is an
iterative design and
management method used in
business for the control and
continual improvement of
processes and products.
Common Misconceptions
8Ds are part of the punishment for failures.
No! 8Ds and Corrective Actions are great opportunities to improve.
8Ds are Quality’s responsibility.
No! Problem solving only works when the experts are involved.
8Ds are only for quality issues.
No! Problem solving processes can be applied to any type of problem
(cost, quality, delivery).
8Ds are only able to prevent recurrence of the same failures.
No! 8Ds should also address system weaknesses in order to prevent
related failures.
The 8 Discipline’s
Overview
D1 – Use a Team Approach
D2 – Describe the Problem
D3 – Interim Containment
D4 – Define the Root Cause(s)
D5 – Develop Solution(s)
D6 – Implement Solution(s)
D7 – Prevent Recurrence
D1 – Problem Solving
Team
Identify the Team
Teams are critical to problem
solving!
• No individual has the necessary
knowledge or objectivity.
• Overcoming initial biases is
difficult and typically
requires a team
8D Rule 1: If there’s no
team, it’s not an
Rule of thumb: Look for a team of 3 to 5 8D.
members.
D2 – Problem
Description
Define the Problem
• Specific problem statements are required for the root
cause process.
• Problem descriptions should provide the answer to:
What? Where? When? How Many? What?
• What is the part/product with the problem?
• Typically the part number, but could be the output of
any process.
• What is the specific problem? 12
• What is the requirement being violated? What is the
actual value? What was the specific performance or
test failure?
Define the Problem
• Where?
• Where was the problem detected and who detected it?
• At supplier final inspection? By the shift supervisor? At
the quality gate? Etc.
• When?
• When did the problem occur? What is the scope of the
problem?
• Does the problem impact all lots or only some? Is the
problem on-going or is it new? Etc.
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• How many?
• How many parts/products/etc. are affected?
• What percentage of parts?
Define the Problem
Vague problem definitions make
the root cause process impossible!
• Part is bad
• Paint looks bad
• Part doesn’t fit
• Missing weld
8D Rule 2: Incomplete
• Doesn’t work problem descriptions lead
to bad solutions.
D3 – Containment and
Short Term Corrective
Actions
Short Term Corrective Actions
Short Term Corrective Actions
We can’t always stop and wait for a full investigation, so we need
a way to apply a band-aid until the problem is solved.
• Short Term Corrective Actions are temporary band-aids that
you use to give you time to investigate properly
• Short Term Corrective Actions are focused on the Process.
Short Term Corrective Actions
It is tempting to stop the 8D after
implementing a short term solution, because
the symptoms are gone
Short Term If you stop here, the problem will come back.
Corrective Action
8D Rule 3: Never stop after
the short term fix, even if the
symptoms go away.
D4 – Root Cause
Analysis
Understand the Process
Before beginning the root cause analysis process, you need
to understand the current state of the process or processes
where the problem occurred is necessary:
Go see!
• Watch the processes in action. Ask questions. Review
process set-up, work instructions, documentation, tools,
training requirements, etc.
Utilize process experts
• The people performing the processes (operators, etc.) 19
are the experts, so make sure to use them
Utilize process documents Do not try to solve
problems on a process
Map the process (using a tool like a flowchart) you don’t understand.
Analyze – Investigate (Root
Cause)
The root cause investigation steps repeat The key is to use a method (5 Whys, etc.)
themselves. It usually takes several and to write it down! If the analysis is
not documented, then it will be
repetitions of investigating and analyzing impossible to review.
to start identifying root causes.
Investigate: 8D Rule 5: Document your
Interview
Gather data root cause analysis, every
Don’t get frustrated. It
Test time.
theories takes effort and time to
Analyze: find the root cause.
5 Whys
Fishbone
Note: Procedure requires documentation of the
root cause analysis.
Analyze – Investigate (Root Cause)
5 Whys
Human Error – Operator Error
Avoid the “Blame Game”. Blaming and training
people is quick and easy, but it does not lead to
long-term improvement.
Keep digging! The goal is to find the
process/design or systemic root cause that led to
the human error.
8D Rule 6: Human error is not an acceptable
root cause.
Fishbone Diagrams
Things to know:
Fishbone Diagram -This is a form of structured
1. Break the diagram brainstorming.
into 6 primary
categories: - It should be paired with another
Measurement, method to analyze possible causes
Materials, that have been identified.
Environment,
Manpower, -Do not argue about which category
Method, and a specific cause belongs in.
Machine
2. For each category, Can be performed by drawing the When to use:
brainstorm diagram on a whiteboard and writing - Problem where you don't know
possible/likely causes causes onto post-it notes. where to start).
3. Analyze the causes,
discuss whether causes
D5 – Long Term
Corrective Actions
Correct the Root & Contributing Cause(s)
Match the root cause to the corrective action:
A) Fire the operator
1) Fixture allows several alignments
B) Re-write the work instructions to
Corrective Actions:
include all requirements
Root Causes:
2) Work Instructions do not identify all
steps C) Error-proof the fixture
D) Update WI to require first piece
3) Planning process does not capture inspection for all setups
revision changes
E) Re-write planning procedures to cover
revision changes
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4) Initial set-up of process not checked
out F) Re-train the operator
G) Fire the QA person
Correct the Root & Contributing Cause(s)
Long Term Corrective Action questions:
Who is going to make the change?
What are you going to change?
Fixture
When will the change be made?
Machine
Procedure How will you make sure the
Work Instructions change was made correctly?
Etc.
How will you make sure the
What change are change worked?
you going to
make?
D6 – Implement
Solution
Implementation
Implementing Corrective Actions
When you implement a Corrective Action, you must make it
permanent!
Formally implement the Corrective Action
• Verbal instructions, knowledge, and/or one time training are
not long-term fixes
Questions to ask:
• Will this corrective action still work if we hire someone
or fire someone?
• Will the corrective action still be in place in a month? In
a year?
Implementation
Update core documents including:
• Work instructions – update with any
changes to the process
• Process Flow Diagram – update with
any changes to the process
• PFMEA – update with new/updated risks
based on everything learned during the 8D
AND with any changes to the process 28
• Control Plan – update with any changes to
the process
D7 – Preventative
Actions
Preventative Actions
Prevent failures for similar parts and processes that could have
the same, or similar, process/design problems.
Addressing any like parts or similar processes is a necessary step in the 8D
process and should be completed every time
Preventative Actions
Address systemic causes that were identified during the root cause investigation.
(Note: Some projects may take a long time to address systemic or widespread issues. If
a project plan is developed, the 8D does not need to wait on its completion.)
8D Rule 8: If you want the 8D to have
real impact, focus on the systemic
corrective actions.
Communication plays a key role
• Image courtesy of Efficient Thinking Solutions
Change Leadership Change Management
D7 – Congratulate the
Team
Congratulate the Team
Successfully completing an 8D is a big deal!
The Team Champion should recognize the
accomplishments of the team.
• Personal recognition (in-person or via note)
• Recognition during all-hands meetings
• Awards (key contributor, etc.)
34
You provide the 8D team with recognition so
that they will volunteer to be on the next
one.
Conclusion
Conclusion
Discipline is key to problem solving
1. Follow the process step by step. Don’t skip steps!
2. Ensure that each step is completed correctly
before moving on.
3. Document your process.
You will not be successful the on the first try with every 8D.
Documenting your work means that you will not have to start over
Pencil whipping 8Ds leads to solutions
at the beginning if a solution doesn’t work. that are ineffective, expensive, or
both.
8D Rule 1: If there’s no team, it’s not an 8D. 8D Rule 5: Document your root cause
(D1) analysis, every time. (D4)
8D Rule 2: Incomplete problem 8D Rule 6: Human error is not
descriptions lead to bad solutions. an acceptable root cause.
(D2) (D4)
8D Rule 3: Never stop after the short term 8D Rule 7: Without buy in, even the best
fix, even if the symptoms go away. (D3) corrective action in the world will fail.
(D6)
8D Rule 4: Inspection cannot be the 8D Rule 8: If you want the 8D to have
root cause. Inspection catches defects. real impact, focus on the systemic
It doesn’t prevent them. (D4) corrective actions. (D7)
