"8D" Problem Solving Approach

What is the 8D Method?

8D stands for the 8 disciplines or the 8 critical step for solving the problems. 
It is highly disciplined and effective scientific approach for resolving chronic and recurring problems.
This approach uses team synergy and provides excellent guidelines to identify the root cause of the problem, implement containment action, develop and then implement corrective action and preventive actions that make the problem go away permanently. 

The 8D:

• Isolates and contains the most basic cause of any undesirable condition.
• Identify the factors that contribute to the problem.
• Eliminates systematic factors that causes the condition.
• Keeps teams from jumping to conclusions too early.
• Prevent problem recurrence. 

What are the 8Ds?
1) Team Formation.
2) Problem Description.
3) Implementing Interim Containment Actions.
4) Defining Problem Root Causes.
5) Developing Permanent Corrective Actions.
6) Implementing Permanent Corrective Actions.
7) Preventing Reoccurrence.
8) Recognizing and Congratulating the Team.

What is an 8D used?
The 8D approach is used to solve critical, major, chronic and recurring problems. 

Why not apply the 8D to all problems?

• The 8D approach takes several weeks to several months in order to solve a problem.
• It takes a minimum of (4) people from at least 4 different departments to effectively apply the 8D team problem solving approach. (product quality, product engineering, product marketing, manufacturing, supplier quality, etc...)
• The 8D team required senior management support for allocated time/resources and the authority to make the appropriate and required changes.

1 - Team Formation
Team formation is the first discipline of the 8D approach. This discipline is very important as the 8D is based on the foundation of team synergy. FORM, NORM, STORM, PERFORM is the model. This first discipline will establish a small group of people with the process/product knowledge, allocated time, authority and skill in the required technical expertise to solve the problem and implement corrective actions.

• A team can perform more effectively than individual trying to solve problems.
• A group of people can communicate and think creatively.
• Brainstorming as a group can stimulate ideas giving the team a better perspective of the problem.

       Who Should be on the 8D Team

• A champion.
• A team Leader.
• An 8D expert.
• A subject matter expert.
• Supporting cast.    

2 - Describe the Problem

Describing the problem starts with a well-thought-out problem statement.

The problem statement will:

• Communicate the scope of the problem that the team is working on and get the team focused.
• Provide information relevant to the problem: data and information on what the problem is and what the problem isn't.
• Clarify the role and team should play, specify the deadline and include monetary limits for the team.
• Be the output of a process used to amplify the problem statement in terms of Who, What, Why, Where, and How Big (how much, how many, how often - level of pain).

       Tools To be used:

• Data collection for background information (is / is not analysis).
• Pareto charts.

3 - Containment Actions

An interim containment action means that a "band-aid" is put in a place to prevent the effect of the problem or to prevent the full effect from implementing customers and/or employees while a permanent solutions is being developed and implemented. Interim Containment may include:

• quality alerts
• inventory purge and inspection
• sorting bad parts from the good one
• adding short term operations
• reviewing current procedures
• using additional labour on the process
• additional inspection and tests, etc...

4 - Develop Root Cause

Defining the root causes of a problem is the core of the 8D problem-solving process. This is normally the toughest aspect of the problem solving process; if the root causes the problem were obvious, then the problem would have been solved already. There are usually two families of causes at work when we know there is a problem:

The first, the causes that appears to be the problem, are frequently symptoms, not root causes.

The second, the specific causes that allowed the apparent symptoms to occur, are the root causes and often buried deep in the process.

      

       Tools To be used: 

• Pareto charts    
• 5-Why process
• Statistical Analysis
• Flow Charts
• Fishbone diagram
• Audits
• Brainstorming session
• GR&R
• FMEA

 

      5-Why Process:

Failure mode root cause:

• FMRC 1: Add 1st why
• FMRC 2: Add 2nd why
• FMRC 3: Add 3rd why
• FMRC 4: Add 4th why
• FMRC 5: Add 5th why

Escape root cause:

• ERC 1: Add 1st why
• ERC 2: Add 2nd why
• ERC 3: Add 3rd why
• ERC 4: Add 4th why
• ERC 5: Add 5th why

5 - Develop Permanent Corrective Actions

Often the solutions become obvious once the root causes are known. However, sometimes, a systematic approach is needed to use the root cause analysis to develop a solution. If the solution is obvious, select the best solution or mix of solutions that will lead to a robust, yet cost-effective, resolution. If solutions are not yet evident, follow the data trail. when solutions are not obvious, often the root cause has not been found.

Check points:

• Do not develop solutions that do not consider the practical aspect of production.
• Never forget to consider the capability of manufacturing (machines, people, etc..) when developing solutions.
• Never forget to consider the capability of the supplier when developing the new parts or tighter specifications.
• Is the solutions robust and capable of preventing a recurrence of the problem?
• Does the ROI (return on investment) or the payback of the solution justify the cost of implementing the solution?
• Is training required? If yes, have plans been generated?

6 - Implement Permanent Corrective Actions

Once the solution and its implementation are approved, the nest is to create an Action plan. The Action Plan outlines what steps are needed to implement the solution, who will do them, and when they will completed. A simple Action Plan merely documented what needs to be done, who will do it, and when will it be done by. A complex solution needs more through planning and documentation.

Check points:

• Is a simple Action Plan (who will do what by when) adequate or will a Complex Action Plan be needed?
• Is a Complex Action Plan is needed, have activity plans.
• has training to support the new system (s) been developed and provided:

7 - Prevent Re-occurrence

The job of a problem-solving team is not complete once the solution is implemented. Preventing recurrence is an important part of a problem's solution. To prevent recurrence of the problem, the team must verify that the outcome of their Action Plan works and they must validate that the outcome is on-target. Verification is testing that the solution produces the desired outcome; validation is ensuring that the outcome really solves the pronlem.

 Tools To be used: 

• Control Charts
• Control Plans
• Histogram
• capability Analysis
• FMEA
• GR&R

8 - Recognize the Team

Once the team has completed implementing the solution and ensured that the solution works, all team members deserve to be congratulated. Team members need to know that their effort are appreciated and that the organization knows about their accomplishments.

• The organization shall recognize the team for their efforts in a timely manner.
• The project team shall recognize those that have provided the team with support and assistance.

8D Problem Report

Action Item Table