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When to Use 8D?

When the root cause is not known.

When the problem is complex.

When the severity and impact of the problem ishigh.

When the problem cannot be solved by one

person alone.

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D 1: Form the Team

Define Team Roles.

Provide Inputs to Team.

Establish Ground Rules and Disciplines.

Initiate Problem Solving Report.

Problem Solving Checklist.

Establish the Team.

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D 1: Form the Cross Functional Team

Establish the Team:

Team Size should be between 4 and 9.

Members should be selected from right levels

in the organization. Members should include those who are

affected by the problem.

Members should include people who might

have controls in the areas originating theproblem.

Members should include persons having

specialist knowledge in the areas of problem.

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Tasks: To approve resources.

To Guide, Motivate, Coach Team Members.

To Plan and Lead the Team. To Manage the Problem Solving Process.

To contribute in problem solving based on

knowledge and expertise.

To document and communicate progress.

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Define Team Roles:1. Champion: Champion is the designated member of the

management.

The Champion has the authority to sanction

improvements, provide resources. Responsibilities of the Champion include: To

Guide, Direct, Motivate, Train Coach the TeamMembers and to Advocate to UpperManagement.

2. Team Leader: The Team Leader is experienced in ProblemSolving.

The Team Leader is Responsible for Planning,Coordinating, Monitoring and Ensuring Progressin Problem Solving.

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Define Team Roles:3. Facilitator:

The Facilitator may not have knowledge of theproblem, but is intimately familiar with theProblem Solving Process.

The facilitator helps the Team through theProblem Solving Process.

4. Recorder: The Recorder documents each Step of the

Problem Solving Process and communicates toall concerned parties.

5. Members: Members contribute at each step of Problem

Solving based on their knowledge and expertise.

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Inputs to Team

Team

Field

Report

Efficiency

and success

of the

projectdepends on

how much

relevant

informationis available

right from

the

beginning.

Issues reported

From Internal

Customers

Road

Trips

Dealer

Comments

Fleet Operator

Comments

Input from

QFD


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Establish Ground Rules and Disciplines

Determine decision making rules: Consensus; Majority.

Establish meeting disciplines:

Team Roster.

Meeting Calendar.

Meeting Agenda.

Action Plan.

Documentation. Launch the Process.

Initiate the Problem Solving Report.

Establish Team Goals before considering

methods and resources.


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Contents:

Problem statement guidelines.

Update Problem Solving Report.

D 2: Describe the Problem

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Problem statement guidelines :

Use 5W/2H Questions.

Use 5 Why Questions.

D 2: Describe the Problem

Who? What? When? Where? Why?How?How

Many?

Why?

Why?

Why?

Why?

Go till Dont know. State the Problem, including the last

known Why.

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Contents:

Containment.

Protect the Customer.

Verification.

Update Problem Solving.

D 3: Contain Symptom

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Containment :

Contain the Symptom flow.

Stop defect at each point in the process.

Validate that the action taken is fully effective.


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Protect the Customer :

The principal objective of containment is toprotect the customer from experiencing additional

problems.


Sort 100%.100% review by subsequent operation.

100% inspection prior to shipment.

Verify actions.

Manufacturing

Process

Engine Testing

ProcessAssembly

Process

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Update Problem Solving :

Document containment plan and

implementation in the Problem Solving Report.


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Contents:

Identify Potential Root Causes.

Identify what has changed.

Test for Root Causes.

Types of Root Causes.


D 4: Find and Verify Root Cause

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Why Why Analysis :


Sym

pto

m

Why? Why? Why? Why? Why?

(Root

Cause

)

Fiel

d

Che

ck

Std.

Exis

ts?

Appl

ied?

Acti

on

SOP

Exis

ts?

Appl

ied?

Acti

on

Not

True

True

True

True

Not

True

Not

True

Y

N

Y

NRest

ore

Y

N

Y

N

Revi

ew

Apply

-Dev

New

SOP

-Dev.

New

Std.

Revi

ew

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Identify Potential Root Causes :

Brainstorm using Cause and Effect Diagram.


ManMachine/ tool

Material Method

Environment

ManMachine/ tool

Material Method

EnvironmentProblem

Symptom

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Identify what has changed :

New supplier?

New Raw Material?

New Inspection Plan?

New Handling, Storage and Preservation

System?

Process Change?

New Tool?

New Method?

New Operator?


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Test for Root Causes :

Gemba Test.

A simple inspection of existing data, actual

situation might be all that is necessary to

confirm that a potential Cause is a RootCause.

Conduct Designed Test.

Regression Analysis of Data. Designed Experiment with One Factor.

Designed Experiment with Several Factor.


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Types of Root Causes :

Occurrence Root Cause.

Occurrence Root Cause actually causes the

problem.

Detection Root Cause.

Detection Root Cause allows the problem to

escape detection.

System Root Causes. System Root Cause causes both occurrence

and detection root causes.


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Update Problem Solving Report :




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Contents:

Elimination of root Cause.

Identify Alternative Potential Corrective

Actions.

Select the Best Alternatives from the Potential

Corrective Actions.

Validate Selected Corrective Action.


D 5: Select Permanent Corrective Action

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Elimination of root Cause :

The first priority of Permanent CorrectiveAction is to eliminate the identified root causes.

There could be several alternative potential

actions for eliminating a single root cause.Each of them are Potential Corrective Actions.

We need to identify the alternative potentialcorrective actions and choose the best among

them.


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Identify Alternative Potential Corrective

Actions : A Tree Diagramme may be used for identifying

alternative potential corrective actions.


Root Cause 1

Potential Corrective

Action 1.1


Action 1.2


Action 1.3

Root Cause 2


Action 2.1


Action 2.2

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Select the Best Alternatives from the

Potential Corrective Actions :

Use process knowledge of the Team Members

to identify the best alternative from the

potential corrective actions. If required, develop criteria for selecting the

best one.


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Validate Selected Corrective Action :

Run Pilot Test.

Verify that another problem is not generated

by the solution.

Monitor Results.

Quantify changes in key indicators.


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Contents: Plan and Organize Implementation.

Implement Permanent Corrective Action.


D 6: Implement Permanent Corrective

Action

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Plan and Organize Implementation :

Identify the tasks.

Determine Timing.

Assign responsibilities.

Document Plan.


Action

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Implement Permanent Corrective Action :

Prepare for Change.

What will be the impact?rts. Who will be affected?

What training will be required?

What resources will be required? Track Progress.

Trend Charts.


Action

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Action

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Contents:

Review Quality System and Change/Update

systems and documents.

Look for New Opportunities.


D 7: Prevent Recurrence

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Review Quality System and Change/Update

systems and documents :

Review Policy Statements.

Review Procedures and Work Instructions.

Review FMEA, Control Plan, Check sheets. Change/update system and documents in order

to prevent recurrence.

Update Change Control Records.


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Look for New Opportunities : Review Similar Processes.

Review Other Parts.

Review Other Locations. Look for the opportunities for implementing the

lessons learnt from the current project and

initiate actions accordingly.


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Contents:

Congratulate the Team.


D 8: Congratulate the Team

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Congratulate the Team :

Highlight creative solutions taken by the Team

during the project.

Appreciate individual Team Members for theirrespective contributions.

Learning from the project.

Send communication through all internal media,

House Magazine, Displays.


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d. v. pai's 8d

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