3d vs 8d problem solving

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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.

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Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

• Improved team oriented problem solving skills rather than reliance on the individual
• Increased familiarity with a structure for problem solving
• Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
• Better understanding of how to use basic statistical tools required for problem solving
• Improved effectiveness and efficiency at problem solving
• A practical understanding of Root Cause Analysis (RCA)
• Problem solving effort may be adopted into the processes and methods of the organization
• Improved skills for implementing corrective action
• Better ability to identify necessary systemic changes and subsequent inputs for change
• More candid and open communication in problem solving discussion, increasing effectiveness
• An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

• Safety or Regulatory issues has been discovered
• Customer complaints are received
• Warranty Concerns have indicated greater-than-expected failure rates
• Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

• The Core Team Structure should involve three people on the respective subjects: product, process and data
• Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:

• The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
• The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

• Problem Statement
• Affinity Diagram (Deductive tool)
• Fishbone/Ishikawa Diagram (Deductive tool)
• Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

• Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

• Comparative Analysis listing differences and changes between “Is” and “Is Not”
• Development of Root Cause Theories based on remaining items
• Verification of the Root Cause through data collection
• Review Process Flow Diagram for location of the root cause
• Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

• Establish the Acceptance Criteria which include Mandatory Requirements and Wants
• Perform a Risk Assessment /  Failure Mode and Effects Analysis (FMEA) on the PCA choices
• Based on risk assessment, make a balanced choice for PCA
• Select control-point improvement for the Escape Point
• Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

• Develop Project Plan for Implementation
• Communicate the plan to all stakeholders
• Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

• Review Similar Products and Processes for problem prevention
• Develop / Update Procedures and Work Instructions for Systems Prevention
• Capture Standard Work / Practice and reuse
• Assure FMEA updates have been completed
• Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

• Archive the 8D Documents for future reference
• Document Lessons Learned on how to make problem solving better
• Before and After Comparison of issue
• Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

• Problem Symptom is quantified and converted to “Object and Defect”
• Problem Symptom is converted to Problem Statement using Repeated Whys
• Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
• Problem Statement is converted into Problem Description using Is / Is Not
• Problem Description reduces the number of items on the deductive tool (from step 3)
• Comparative Analysis between the Is and Is Not items (note changes and time)
• Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
• Compare theories with current data and develop experiments for Root Cause Verification
• Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

• Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
• Why? In every case “SUV’s Roll Over”
• Why? In every case, it was preceded by a “Blown Tire”
• Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
• Therefore, the Problem Statement is “Blown Tire”
• Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
• Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

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What is 8D? A template for efficient problem-solving

How you respond when problems arise is one of the most defining qualities of a manager. Luckily, there are tools you can use to master problem-solving. The 8D method of problem-solving combines teamwork and basic statistics to help you reach a logical solution and prevent new issues from arising.

You’ve spent months overseeing the development of your company's newest project. From initiation, planning, and execution, you’re confident this may be your best work yet.

Until the feedback starts rolling in.

There’s no sugar-coating it—things don’t always go as planned. But production or process issues are hardly a signal to throw in the towel. Instead, focus on honing your problem-solving skills to find a solution that keeps it from happening again. 

The 8D method of problem solving emphasizes the importance of teamwork to not only solve your process woes but prevent new ones from occurring. In this guide, we’ll break down what 8D is, how to use this methodology, and the benefits it can give to you and your team. Plus, get an 8D template to make solving your issue easier. 

What is 8D?

The eight disciplines (8D) method is a problem-solving approach that identifies, corrects, and eliminates recurring problems. By determining the root causes of a problem, managers can use this method to establish a permanent corrective action and prevent recurring issues. 

How do you use the 8D method?

The 8D method is a proven strategy for avoiding long-term damage from recurring problems. If you’re noticing issues in your workflow or processes, then it’s a good time to give this problem-solving method a try. 

To complete an 8D analysis, follow “the eight disciplines” to construct a statistical analysis of the problem and determine the best solution.

The eight disciplines of problem-solving

8D stands for the eight disciplines you will use to establish an 8D report. As you may notice, this outline starts with zero, which makes nine total disciplines. The “zero stage” was developed later as an initial planning stage. 

To illustrate these steps, imagine your organization experienced a decline in team innovation and productivity this past year. Your stakeholders have noticed and want to see changes implemented within the next six months. Below, we’ll use the 8D process to uncover a morale-boosting solution.

D0: Prepare and plan

Before starting the problem-solving process, evaluate the problem you want to solve. Understanding the background of the problem will help you identify the root cause in later steps. 

Collect information about how the problem has affected a process or product and what the most severe consequences may be. Planning can include:

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

If we look back at our example, you may want to figure out whether this decline in morale is organization-wide or only applies to a few departments. Consider interviewing a few employees from different departments and levels of management to gain some perspective. Next, determine what knowledge and skills you will need to solve this lapse in productivity. 

D1: Form your team

Create a cross-functional team made up of people who have knowledge of the various products and workflows involved. These team members should have the skills needed to solve the problem and put corrective actions in place. 

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

From our example, a solid team would consist of people with first-hand experience with the issues—like representatives from all departments and key people close to workshop-level work. You may also want to pull someone in from your HR department to help design and implement a solution. Most importantly, make sure the people you choose want to be involved and contribute to the solution.

D2: Identify the problem

You may have a good understanding of your problem by now, but this phase aims to break it down into clear and quantifiable terms by identifying the five W’s a and two H’s (5W2H):

Who first reported the problem?

What is the problem about?

When did it occur and how often?

Where did it occur (relating to the sector, supplier, machine, or production line involved)?

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

Use your team’s insights to answer these questions. From our example, your team may conclude that: 

Employees feel overwhelmed with their current workload. 

There is no real structure or opportunity to share new ideas.

Managers have had no training for meetings or innovation settings.

Disgruntled employees know they can achieve more—and want to achieve more—even if they seem disengaged.

Once you answer these questions, record an official problem statement to describe the issue. If possible, include photos, videos, and diagrams to ensure all parties have a clear understanding of the problem. It may also help to create a flowchart of the process that includes various steps related to the problem description.

D3: Develop an interim containment plan

Much like we can expect speedy first aid after an accident, your team should take immediate actions to ensure you contain the problem—especially if the problem is related to customer safety. 

An interim containment plan will provide a temporary solution to isolate the problem from customers and clients while your team works to develop a permanent corrective action. This band-aid will help keep your customers informed and safe—and your reputation intact.

Because your findings revealed workers were overworked and managers lacked training, your team suggests scheduling a few mandatory training sessions for leaders of each department covering time and stress management and combating burnout . You may also want to have a presentation outlining the topics of this training to get key managers and stakeholders interested and primed for positive upcoming changes. 

D4: Verify root causes and escape points

Refer back to your findings and consult with your team about how the problem may have occurred. The root cause analysis involves mapping each potential root cause against the problem statement and its related test data. Make sure to test all potential causes—fuzzy brainstorming and sloppy analyses may cause you to overlook vital information. 

In our example, focus on the “why” portion of the 5W2H. You and your team identify six root causes:

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

In addition to identifying the root causes, try to pinpoint where you first detected the problem in the process, and why it went unnoticed. This is called the escape point, and there may be more than one. 

D5: Choose permanent corrective actions

Work with your team to determine the most likely solution to remove the root cause of the problem and address the issues with the escape points. Quantitatively confirm that the selected permanent corrective action(s) (PCA) will resolve the problem for the customer. 

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

Your team decides to roll out the training used in the interim plan to all employees, with monthly company-wide workshops on improving well-being. You also plan to implement meetings, innovation sessions, and team-coaching training for managers. Lastly, you suggest adopting software to improve communication and collaboration. 

D6: Implement your corrective actions

Once all parties have agreed on a solution, the next step is to create an action plan to remove the root causes and escape points. Once the solution is in effect, you can remove your interim containment actions.

After seeing success with the training in the interim phase, your stakeholders approve all of your team’s proposed PCAs. Your representative from HR also plans to implement periodic employee wellness checks to track employee morale .

To ensure your corrective action was a success, monitor the results, customer, or employee feedback over a long period of time and take note of any negative effects. Setting up “controls” like employee wellness checks will help you validate whether your solution is working or more needs to be done. 

D7: Take preventive measures

One of the main benefits of using the 8D method is the improved ability to identify necessary systematic changes to prevent future issues from occurring. Look for ways to improve your management systems, operating methods, and procedures to not only eliminate your current problem, but stop similar problems from developing later on.

Based on our example, the training your team suggested is now adopted in the new manager onboarding curriculum. Every manager now has a “meeting system” that all meetings must be guided by, and workloads and projects are managed as a team within your new collaboration software . Innovation is improving, and morale is at an all-time high!

D8: Celebrate with your team

The 8D method of problem-solving is impossible to accomplish without dedicated team members and first-class collaboration. Once notes, lessons, research, and test data are documented and saved, congratulate your teammates on a job well done! Make an effort to recognize each individual for their contribution to uncovering a successful solution.

8D report template and example

Check out our 8D report template below to help you record your findings as you navigate through the eight disciplines of problem solving. This is a formal report that can be used as a means of communication within companies, which makes for transparent problem-solving that you can apply to the entire production or process chain.

Benefits of using the 8D method

The 8D method is one of the most popular problem-solving strategies for good reason. Its strength lies in teamwork and fact-based analyses to create a culture of continuous improvement —making it one of the most effective tools for quality managers. The benefits of using the 8D method include: 

Improved team-oriented problem-solving skills rather than relying on an individual to provide a solution

Increased familiarity with a problem-solving structure

A better understanding of how to use basic statistical tools for problem-solving

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

No matter how good a manager you are, production and process issues are inevitable. It’s how you solve them that separates the good from the great. The 8D method of problem solving allows you to not only solve the problem at hand but improve team collaboration, improve processes, and prevent future issues from arising. 

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A Comprehensive Guide To 8D Problem Solving

Effective problem-solving is crucial for organizations to thrive.

The 8D problem-solving method is a systematic approach that helps teams identify, analyze, and resolve complex problems.

This guide will provide an overview of the 8D problem-solving method within corporate learning and problem-solving, including its definition, best practices, features, pros and cons, benefits, and examples.

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The 8D problem-solving method, also known as the Eight Disciplines , is a structured approach used to address and resolve problems in a systematic manner.

It was originally developed by the Ford Motor Company and has since been widely adopted across various industries.

The method consists of eight steps that guide teams through the problem-solving process, ensuring a thorough analysis and effective resolution.

Best Practices

To effectively implement the 8D problem-solving method within corporate learning and problem-solving, consider the following best practices:

• Cross-functional teams : Form diverse teams with representatives from different departments or areas of expertise. This ensures a comprehensive understanding of the problem and encourages collaboration.
• Clear problem statement : Begin by clearly defining the problem and its impact on the organization. This helps focus the team’s efforts and ensures everyone is aligned on the issue at hand.
• Data-driven analysis : Gather relevant data and facts to analyze the problem objectively. Utilize tools such as root cause analysis, fishbone diagrams, and Pareto charts to identify the underlying causes.
• Systematic approach : Follow the eight disciplines of the 8D problem-solving method sequentially. Each step builds upon the previous one, ensuring a thorough and structured approach to problem-solving.
• Effective communication : Maintain open and transparent communication within the team and with stakeholders. Regularly update all involved parties on the progress, findings, and proposed solutions.
• Continuous improvement : Encourage a culture of continuous improvement and the promotion of employee training courses by documenting lessons learned and implementing preventive measures to avoid similar problems in the future.

The 8D problem-solving method encompasses the following key features:

• Structured approach : The method provides a step-by-step framework that guides teams through the problem-solving process, ensuring a systematic and comprehensive analysis.
• Team collaboration : The method encourages cross-functional collaboration, bringing together individuals with diverse perspectives and expertise to collectively solve the problem.
• Root cause analysis : The 8D method emphasizes identifying and addressing the root causes of the problem rather than merely treating the symptoms. This helps prevent recurrence of the issue.
• Data-driven decision-making : The method emphasizes the use of data and facts to drive the problem-solving process, ensuring objective analysis and informed decision-making.

Pros and Cons

Pros of using the 8D problem-solving method within corporate learning and problem-solving include:

• Provides a structured and systematic approach to problem-solving.
• Encourages collaboration and cross-functional teamwork.
• Focuses on identifying and addressing root causes.
• Promotes data-driven decision-making.
• Facilitates continuous improvement and learning.

Cons of using the 8D problem-solving method include:

• Requires time and resources to implement effectively.
• May not be suitable for simple or straightforward problems.
• Relies on accurate data and information, which may not always be readily available.

Implementing the 8D problem-solving method within corporate learning and problem-solving can yield several benefits, including:

• Improved problem-solving capabilities: The method equips teams with a structured approach and tools to effectively analyze and resolve complex problems.
• Enhanced collaboration: By involving cross-functional teams, the method promotes collaboration and knowledge sharing, leading to innovative solutions.
• Preventive measures: The emphasis on root cause analysis helps identify and address underlying issues, reducing the likelihood of problem recurrence.
• Data-driven decision-making: The method encourages the use of data and facts, enabling informed decision-making and reducing reliance on subjective opinions.

Let’s consider an example to illustrate the application of the 8D problem-solving method:

Problem: A manufacturing company is experiencing a high defect rate in one of its product lines, resulting in customer complaints and increased costs.

• D1: Form a team : Assemble a cross-functional team consisting of representatives from production, quality control, and engineering.
• D2: Define the problem : Clearly define the problem, including the specific product line, defect types, and their impact on customers and costs.
• D3: Containment actions : Implement immediate actions to contain the problem, such as segregating defective products and halting production.
• D4: Root cause analysis : Use tools like fishbone diagrams and Pareto charts to identify potential root causes. Analyze data and conduct investigations to narrow down the causes.
• D5: Corrective actions : Develop and implement corrective actions to address the identified root causes. This may involve process changes, equipment upgrades, or training programs.
• D6: Preventive actions : Implement preventive measures to avoid similar problems in the future. This may include updating standard operating procedures, conducting regular audits, or enhancing training programs.
• D7: Verify effectiveness : Monitor and measure the effectiveness of the implemented corrective and preventive actions. Use data and feedback to validate the improvements.
• D8: Standardize and share : Document the entire problem-solving process, including the findings, actions taken, and lessons learned. Share this knowledge across the organization to facilitate learning and continuous improvement.

By following the 8D problem-solving method, the manufacturing company can systematically address the high defect rate, reduce customer complaints, and improve overall product quality.

The 8D problem-solving method is a valuable tool within corporate learning and problem-solving.

By providing a structured approach, promoting collaboration, and emphasizing root cause analysis, it enables organizations to effectively address complex problems and drive continuous improvement.

By implementing the best practices outlined in this guide, organizations can harness the benefits of the 8D method and enhance their problem-solving capabilities.

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8D Management (8 Disciplines Management)

8D Management & The 8D of Problem Solving

Problems are a part of life and a business is no exception. Even with the best of intentions and systems, some errors can creep in and be hard to detect. It may be nothing serious or can have serious repercussions such as reputation damage, heavy fines, product recall, property loss, and so on. It becomes essential to identify the problem, its consequences on the one hand, and causes on the other to be able to not only resolve it for now but also ensure prevention of its recurrence. One of the methodologies, popular amongst engineers and professionals mainly in the automotive industry but now applied across several industries is the eight disciplines (8D) model. It helps to identify, correct, and eliminate recurring problems, affecting improvement in product and process.

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What is 8D?

The 8D is a systematic, holistic and proven methodology designed to identify the root cause of a problem, plan a quick fix, and implement corrective actions and preventive actions to avoid their recurrence. If your product is defective or not meeting your customer requirements, then 8D is an excellent first step to improve Quality and Reliability.

One of the core parts of introducing 8D problem solving, greatly accepted by most disciplines of industries, and having huge effectiveness levels in improving product and process quality, would be 8D (Eight Disciplines). Key steps in the 8D methodology are forming a team, defining the problem, identifying and implementing interim containment, identifying the root causes, implementing and verifying permanent corrective actions, and avoiding future recurrence of problems. The 8D process for root cause analysis concludes by highlighting that the team members not only play a vital role but also recognizes them, hence reinforcing that this approach is a collaborative one. 8D has become very popular among manufacturers, assembly, and services around the globe because it is effective and comparatively easy to teach.

Introduction to 8d Problem Solving

The 8D approach to problem-solving, also known as the 8D methodology, is a systematic and comprehensive method used to address and resolve complex issues, particularly in manufacturing and other industries.

This 8D troubleshooting methodology involves a structured process designed to identify, correct, and prevent issues, ensuring that similar problems do not occur in the future.

By following the 8D process steps, teams can effectively perform root cause analysis and implement corrective actions.

The 8D structured problem-solving process is highly valued for its ability to provide a clear framework for identifying and eliminating the root cause of a problem, thereby enhancing overall operational efficiency.

Why to Apply 8D Problem Solving Methodology?

The 8D methodology, developed to represent the best practices in problem solving, provides the engineering teams with an effective and efficient team-oriented problem solving skill, a better understanding of Root Cause Analysis (RCA) and how to use basic statistical tools required for problem solving. 8D helps the management understand and resolve problems better, identify necessary systemic changes and inputs for change, and facilitate a more candid and open communication in problem solving discussions.

8D improves the Quality and Reliability of your products, and if performed correctly, prepares the engineering team for future problems.

When to Apply 8D Problem Solving Process?

The 8D problem solving process is used to solve major, critical, chronic, and recurring problems. The 8D is typically required during safety or regulatory issues, customer complaints , warranty concerns, poor performance or test failures, internal rejects, and to minimize waste and scrap.

How to Use Root Cause Analysis to Transform Your Safety Program

8d problem solving approach.

The 8D is a systematic process for the introduction and improvement of quality, and elimination of problems. Here we will show you the step by step approach of the problem solving tools that can make you proficient at identifying causes of problems, defining problems, and errors. Additionally, it helps identify root causes and take actions to solve and prevent identified problems in processes. So, let’s take a peep inside:

D0: Planning and preparing for the 8D

Proper planning and preparation are always a good start before taking any action. So, you need to consider the following before forming a team:

• Problem description
• Timeframe for the resolution
• The number of resources to accomplish this

D1: Team establishment

Create a team with people who varied backgrounds and experiences which will lead to the best quality inputs and a complete solution. For the team to function smoothly, define clear roles, and responsibilities for your people, and have a team leader.

D2: Problem description

The 8D method’s primary focus is to describe the problem appropriately and objectively such that it captures all the vital information. During this analysis, repeated 5W1H (why, what, who, where, when, and how) are required to be asked to develop a clear description.

D3: Problem containment plan

A temporary problem containment plan is sometimes needed to minimize the impact of the problem until you develop permanent solutions. On developing the plan based on the hypothetical cases, the resources for addressing the main problem can be released. At times, new processes may be required to work around the problem until you have a permanent fix.

D4: Root Cause Analysis (RCA)

With the problem temporarily contained, you can now turn to identify all of the root causes of the nonconformance . There are several tools to identify the actual root cause of an issue including the 5W1H to understand the problem in-depth, Fishbone diagrams to visually categorize causes, and Pareto charts to identify the vital causes.

D5: Permanent Corrective Action

Once the root cause of the problem is determined, the team can start brainstorming permanent corrections to identify what the best long-term solution will be. Brainstorming sessions combined with tools such as affinity diagrams help organize ideas based on their relationships and determine the best course of action.

D6: Implement and Validate the Permanent Corrective Action

Once the solution is identified, the management needs to implement and verify the corrective action using the PDCA (plan-do-check-act) approach for small-scale testing before large-scale rollout. Thus, the outcomes and corrective actions are tracked to ensure expected results. To successfully implement a permanent change, a project plan should incorporate:

• Development of the project plan for implementation
• Communicating the plan to all stakeholders
• Validating improvements using measurement

D7: Prevent Recurrence

A complete solution of problems means preventing them from occurring. Besides, preventative measures should also be implemented for corrective actions in the 8D methodology. This requires reviewing management processes, operating procedures, and training manuals to ensure that best practices are followed.

At this stage, organizations should consider actions including updating process audit questions and regularly verifying them based on corrective actions to reduce risk in other processes, presenting poka-yoke or error-proofing devices to big-risk processes, and conducting red rabbit tests to see how long it takes poka-yoke devices to detect defective product.

D8: Verification and Team Celebration

Once the problem is solved, the ultimate step is to congratulate the team. It’s important to recognize their efforts and share their success across the organization because teams require feedback to allow for satisfactory closure. This facilitates motivation and employee engagement while helping you improve quality control, execute process improvements, and aid change management as you grow.

Create a team with people who are having varied backgrounds and experiences which will lead to the best quality inputs and a complete solution. For the team to function smoothly, define clear roles, and responsibilities for your people, and have a team leader.

A complete solution of problems means preventing them from occurring initially. Besides, preventative measures should also be implemented for corrective actions in the 8D methodology. This requires reviewing management processes, operating procedures, and training manuals to ensure that best practices are followed.

8D Root Cause Analysis (RCA) and 8D Corrective Action Process

The 8D Root Cause Analysis, as well as the 8D Corrective Action process, is a widely systematic approach in quality management , especially concerning 8D in quality control. This method includes eight comprehensive steps that are devised to problem solving by dealing with root causes of the problems comprehensively. The steps of the 8D process start with the formation of a team, a clear definition of the problem, and move on to interim containment actions. This is then followed by detailed root-cause analysis using the 8D RCA process, development and verification of permanent corrective actions, implementation, and recurrence preventing efforts. Encouraging details in the analysis: the 8D methodology steps encompass collaborative efforts and documentation that ensure durable solutions and continuous improvement in organizational processes. Root Cause Analysis (RCA) is embedded within the 8D process and includes the following steps and techniques:

Problem Symptom is measured and transformed to “Object and Defect”

Problem Symptom is reformed to Problem Statement using the 5W1H process

Potential Causes are gathered using the tools like Fishbone or Affinity Diagram

Problem Statement should fit using both the “is” and the “isn’t” sections of the question

Root Cause concepts are developed from remaining possible causes on the tool and related changes from is/is not

Compare theories with recent data and develop experiments for Root Cause Verification

Test and confirm the Root Causes

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How to use the 8d approach.

8D portrays 8 steps of a structured approach to solve difficult, recurring, or critical problems by providing transparency, driving a team approach, and increasing the chances of solving the problem.

Proper plan for solving the problem and identify the prerequisites.

Team creation

Gather a cross-functional team with product/process knowledge.

Problem description and definition

Use the data and information to specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (the 5W1H) for the problem.

Problem Containment Plan development

Develop and implement interim actions to eliminate the problem from any customer in the future.

Specify and assess Root Causes

Identify and review all relevant causes and sources of variation that analyze why the problem has occurred and figure out why the problem was not noticed at first using 5W1H or diagrams.

Verify Permanent Solutions

After collecting data confirm that the possible solutions will actually resolve the problem.

Implement and Validate Corrective Actions

Discuss and review results and develop plans to implement the best solutions or countermeasures.

Preventive measures

Transform the operation systems, management systems, procedures, and practices to avoid the recurrence of similar problems.

Compliment your team

Recognize the collective efforts of your team and formally thank them for their involvement.

8D Problem Solving Tools and Techniques

The 8D problem solving methodology is the set of tools and methods aiming for complex quality issues. 8D problem solving techniques are basically comprised of a fishbone diagram, 5 Whys analysis, Pareto charts, process flowcharts, and Failure Mode and Effects Analysis (FMEA) to come to terms with the 8D framework. Integration with statistical tools and data analysis in every step of 8D analysis is sure to make the most accurate identification of the root cause.

This approach would ensure that cross-functional teams' participation would not only be present in the brainstorming sessions but also in the 8D problem solving process at the problem solving stage.

Training in 8D Methodology

8D training is an inevitable imperative that makes its deployment in organizations effective. The 8D methodology provides all the necessary details that the teams could apply to the skills and knowledge required at every step in 8D of quality control . Training the workforce on 8D methodology will make them able to apply these aspects when dealing with real-world problems, which will better off the quality and efficiency of the entire organization. It ensures that all these measures and strategies have been inducted to make sure that 8D problem solving approaches are not just tools for problem solution but have been inducted to lay down the base for sustainable quality improvement and prevention practices in the organizational processes.

How to Enhance Quality and Efficiency in 8D Manufacturing?

Understand the Basics of the 8D Approach to Problem Solving

• Familiarize yourself with the principles of the 8D methodology.
• Recognize that the 8D process steps include team formation, problem

Form a Cross-Functional Team

• Assemble a team with diverse skills and perspectives.
• Ensure each member understands their role in the 8D structured problem solving process.
• Use precise language to describe the problem.
• Implement tools like the 5 Whys to aid in the root cause analysis 8d problem solving phase.

Implement Interim Containment Actions

• Take immediate steps to prevent the problem from worsening.
• Document these actions as part of the 8D troubleshooting methodology

Identify and Verify Root Causes

• Conduct a thorough root cause analysis to pinpoint the underlying issues.
• Utilize techniques like fishbone diagrams and Pareto charts in the 8D RCA Process.

Develop Permanent Corrective Actions

• Propose solutions that address the root causes identified.
• Ensure these solutions are sustainable and prevent recurrence.

Validate the Corrective Actions

• Test the solutions to ensure they effectively resolve the problem.
• Collect data to confirm the effectiveness of the root cause analysis and the 8Dd corrective action process.

Implement and Monitor Solutions

• Roll out the verified solutions across relevant areas.
• Continuously monitor the impact to ensure long-term success.

Prevent Recurrence

• Update processes and documentation to incorporate the new solutions.
• Train employees on the new procedures to embed them in daily operations.

Recognize and Celebrate Success

• Acknowledge the efforts of the team in solving the problem.
• Use this opportunity to reinforce the importance of the 8D methodology in maintaining quality and efficiency.

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We have rolled-out CQ across our company to automate various elements of QMS requirements such as Document Management, Complaints, Non-conformances, Corrective Action (8D and A3), Supplier Management and Audit Management. We have been using the software for more than 2 years. We are glad to see how well the system is being used across the company. We have several thousand users on the system currently and working to scale the usage further. CQ solution has been configured to meet our needs, works elegantly across languages, across time zones, and business verticals. With integration between CQ and SAP to exchange critical data, the process automation provides a lot of productivity.

CQ configuration team and support have worked hard to ensure that our needs continue to be met. They consistently go above and beyond. We cannot be more pleased with our use of CQ QMS capabilities and would definitely recommend to anyone who is looking for a modern cloud based EQMS solution especially if you want a scalable EQMS solution.

Lia Budiman, Continental Contitech

8D Process Improvement in Different Industries

Automotive Industry

• Application of 8D Methodology : Essential for addressing recurring quality issues and customer complaints.
• Root Cause Analysis 8D Problem Solving : Identifies underlying issues affecting vehicle performance and safety.
• 8D Structured Problem Solving: Used to enhance manufacturing processes and reduce defects.
• 8D Process Steps: Followed rigorously to maintain high safety and quality standards in vehicle production

Aerospace Industry

• 8D Troubleshooting Methodology: Critical for resolving complex technical issues and ensuring compliance with stringent safety regulations.
• 8D RCA Process: Applied to investigate and eliminate root causes of system failures.
• 8D Corrective Action Process: Ensures that preventive measures are implemented to avoid the recurrence of problems.
• 8D Manufacturing: Focuses on precision and reliability in the production of aerospace components.

Electronics Industry

• 8D Approach to Problem Solving: Used to tackle issues related to product design and manufacturing.
• Root Cause Analysis and the 8D Corrective Action Process: Vital for maintaining product quality and reducing warranty claims.
• 8D Process Steps: Helps in identifying and addressing defects in electronic components and assemblies.
• 8D Methodology: Ensures continuous improvement and innovation in electronics manufacturing processes.

Healthcare Industry

• 8D Structured Problem Solving: Applied to improve patient care and operational efficiency in healthcare facilities.
• 8D Problem-Solving Steps: Utilized to address issues related to medical equipment and procedural errors.
• Root Cause Analysis 8D Problem Solving: Enhances patient safety by identifying and eliminating causes of medical errors.
• 8D Troubleshooting Methodology: Ensures that corrective actions are taken to prevent the recurrence of adverse events.

Food and Beverage Industry

• 8D Manufacturing: Ensures product quality and safety throughout the production process.
• 8D Approach to Problem-Solving: Addresses contamination issues and improves production line efficiency.
• Root Cause Analysis and the 8D Corrective Action Process: Essential for maintaining food safety standards.
• 8D Process Steps: Used to investigate and resolve quality issues in food production systematically.

Pharmaceutical Industry

• 8D Methodology: Applied to ensure the consistency and safety of pharmaceutical products.
• 8D RCA Process: Identifies and addresses root causes of deviations in manufacturing processes.
• 8D Corrective Action Process: Implements preventive measures to ensure compliance with regulatory standards.
• 8D Troubleshooting Methodology: Enhances production efficiency and reduces the risk of product recalls.

Consumer Goods Industry

• 8D Structured Problem Solving: Used to resolve product design and manufacturing issues.
• 8D Process Steps: Ensures consistent product quality and customer satisfaction.
• Root Cause Analysis 8D Problem Solving: Identifies and eliminates causes of defects in consumer products.
• 8D Manufacturing: Focuses on improving production processes and reducing waste.

Energy Industry

• 8D Approach to Problem Solving: Applied to address equipment failures and improve operational reliability.
• Root Cause Analysis and the 8D Corrective Action Process: Ensures the continuous improvement of energy production processes.
• 8D Troubleshooting Methodology: Helps resolve complex technical issues in energy plants.
• 8D RCA Process: Identifies and eliminates causes of energy generation and distribution inefficiencies.

8D Process Metrics and KPIs

• Problem Resolution Time: This metric tracks the time taken from problem identification to resolution in the 8D root cause analysis process, ensuring timely corrective actions are implemented to prevent recurrence.
• Recurrence Rate: By measuring how often a similar problem reappears after the 8D corrective action process, this KPI helps assess the effectiveness of the implemented solutions and continuous improvement efforts.
• Root Cause Identification Accuracy: This KPI evaluates the precision and accuracy with which the root causes are identified during the 8D root cause analysis, ensuring that the correct issues are being addressed.
• Corrective Action Implementation Rate: This metric tracks the percentage of corrective actions successfully implemented within the stipulated timeline, indicating the efficiency of the 8D corrective action process.
• Customer Satisfaction Improvement: Monitoring changes in customer satisfaction levels following the 8D corrective action process can highlight the impact of the process on overall product quality and customer perception.

8D Problem Solving Report

8D problem solving reports and templates are useful tools to initiate a problem solving process. These reports are used to explain what 8D is and including information about each step so that one will know what needs to be done by attempting this to solve problems. Keeping these reports easily available can avoid repeating work on the same problems over and over again.

8D reports must be detailed and incorporate information at every step within the 8D process. Those who are working on the problem should provide sufficient information when completing a report so that someone who was not on the current 8D team can pull it out and understand what the problem was and what solutions were implemented.

Improve quality, eliminate problems and identify the root cause of a problem with 8d Methodology

Who can 8d help.

The 8D methodology is universally applicable for every organization that needs solving. Although, there are a few industries and sectors where this 8D approach is successfully used such as manufacturing, the automotive industry , engineering companies that manufacture products or parts, and medium and large-scale enterprises.

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Implementing the 8D Root Cause Analysis

Establish the Team

• Assemble a cross-functional team: Ensure diverse perspectives and expertise.
• Define roles and responsibilities: Clarify each member's contributions.
• Team leader selection: Choose someone with strong leadership and problem-solving skills.

Describe the Problem

• Problem statement creation: Define the issue clearly and concisely.
• Use of data and evidence: Gather and present data to illustrate the problem.
• Scope and impact: Detail how the problem affects processes, products, or customers.
• Immediate actions: Implement temporary measures to contain the problem.
• Verification of ICAs: Ensure the containment actions are effective.
• Monitoring: Continuously monitor the situation until a permanent solution is found.

Determine Root Causes

• Root cause analysis techniques: Utilize tools like the 5 Whys and Fishbone diagrams.
• Data analysis: Examine data to identify patterns and anomalies.
• Identify multiple root causes: Look beyond the obvious to find all contributing factors.

Develop Permanent Corrective Actions (PCAs)

• Brainstorm solutions: Generate potential corrective actions.
• Evaluate effectiveness: Assess the feasibility and impact of each solution.
• Select the best solution: Choose the most effective and sustainable corrective action.

Implement and Validate PCAs

• Action plan creation: Develop a detailed plan to implement corrective actions.
• Execution: Carry out the corrective actions according to the plan.
• Validation: Verify that the corrective actions resolve the problem effectively.
• Standardization: Update processes, procedures, and documentation to include the new solutions.
• Training: Educate employees on the new procedures to ensure consistent application.
• Monitoring and review: Regularly review the effectiveness of the implemented solutions.

Recognize the Team and Celebrate Success

• Team recognition: Acknowledge the contributions of each team member.
• Celebrate achievements: Celebrate the success of solving the problem.
• Document lessons learned: Record insights and lessons learned for future reference.

Quality-centric Companies Rely on CQ QMS

Frequently Asked Questions

The 8D methodology is often used since it provides a consistent, simple, and thorough approach to solving raised problems at various stages. If properly applied, it gives several advantages such as:

A systematic approach for improving team-oriented problem solving skills

A clear understanding of basic statistical tools needed for problem solving

A practical understanding of the ‘ root cause analysis’ tool

Creating and expanding relative information about past failures and lessons learned to avoid future problems in the organization

Improving skills for corrective action deployment

When the team is trying to find the root cause of the problem and deploy corrective actions, some defective products will continue to be manufactured. To prevent these defective parts from reaching the customer, interim containment ensures that the defects are contained in the facility till the problem is completely solved. If defective parts reach the customer, it may result in warranty claims, field failures, and customer complaints.

To implement the 8D process successfully, the following factors are crucial:

The right team

An accurate description of the problem

Avoiding skipping through steps

Ensuring cooperation within the team and management support

Understanding the difference between real causes and possible causes

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Certainty Blog

Mastering 8d problem solving: a comprehensive guide for businesses.

Table of contents

• What is 8D Problem Solving?
• The 8 Disciples of Problem Solving
• Implementing 8D Problem Solving Methodology

Example of Successful 8D Problem Solving

• Common Challenges and Best Practices

Measuring the Effectiveness of 8D Problem-Solving Efforts

Problem solving is a vital skill for any business that wants to survive and thrive in today’s competitive and dynamic environment. However, not all problems are created equal. Some are simple and straightforward, while others are complex and multifaceted. How can businesses effectively tackle these challenging problems and prevent them from recurring?

One of the most powerful and proven problem-solving methodologies is 8D problem solving. 8D stands for eight disciplines, which are a series of steps that guide teams through the process of identifying, analyzing, resolving, and preventing problems. 8D problem solving can help businesses improve their quality, reduce their costs, and enhance their customer satisfaction.

What is 8D Problem Solving

8D problem solving is a structured and systematic approach to solving complex problems that require cross-functional collaboration and root cause analysis. It was developed by Ford Motor Company in the late 1980s as a way to address customer complaints and improve product quality. Since then, it has been widely adopted by many organizations across various sectors.

The core principles and objectives of 8D problem solving are:

• Focus on the customer’s needs and expectations
• Involve a multidisciplinary team with relevant expertise and authority
• Use data and facts to support decision making
• Identify and eliminate the root causes of the problem
• Implement corrective actions that prevent reoccurrence
• Document and communicate the problem-solving process and results

The 8D methodology differs from other problem-solving approaches in several ways. First, it emphasizes team-oriented problem-solving. Second, it follows a sequential and logical order of steps that ensures thoroughness and consistency. Third, it uses various tools and techniques to facilitate analysis and action. Fourth, it incorporates feedback loops and verification methods to ensure effectiveness and sustainability.

The Eight Disciples of Problem Solving

D1: establish the team.

The first step in the 8D approach is to form a team that will work on the problem. The team should consist of members who have knowledge, experience, or involvement in the problem area. The team should also have a leader who will coordinate the activities and communicate with stakeholders.

The purpose of establishing the team is to:

• Define the roles and responsibilities of each team member
• Establish the scope and boundaries of the problem
• Set the goals and expectations for the problem-solving process
• Allocate the resources and time required for the process

D2: Describe the Problem

The second step in this problem-solving method is to define and describe the problem in detail. The team should use data and facts to describe the problem as accurately as possible. The team should also use tools such as the 5W2H method (who, what, where, when, why, how, how much), Six Sigma, or an IS/IS NOT matrix to clarify the aspects of the problem.

Defining and describing the problem allows businesses to:

• Establish a common understanding of the problem among the team members
• Identify the symptoms, effects, and impacts of the problem
• Quantify the magnitude and frequency of the problem
• Specify the criteria for evaluating potential solutions

D3: Develop Interim Containment Actions

The third step in 8D problem solving is to develop interim containment actions that will prevent or minimize the negative consequences of the problem until a permanent solution is found. The team should identify and implement actions that will isolate, control, or eliminate the causes or sources of variation that contribute to the problem.

When you develop interim containment actions, you:

• Protect the customer from defective products or services
• Reduce the risk of further damage or harm
• Maintain operational continuity and stability
• Buy time for root cause analysis and corrective actions

D4: Determine Root Causes

The fourth step in the 8D method is to determine the root causes responsible for creating or allowing the problem to occur. The team should use data analysis tools such as Pareto charts, histograms, scatter plots, or fishbone diagrams to identify possible causes. The team should also use root cause analysis techniques such as 5 Whys, fault tree analysis, or Failure Modes and Effect Analysis (FMEA) to verify or validate the causes.

The purpose of determining root causes is to:

• Understand why the problem happened
• Identify all possible factors that influence or contribute to the problem
• Eliminate superficial or symptomatic causes
• Prevent jumping to conclusions or making assumptions

D5: Choose Permanent Corrective Actions

The fifth step in 8D problem solving is to choose permanent corrective actions that will address or remove root causes permanently. The team should generate multiple possible solutions using brainstorming techniques such as SCAMPER (substitute, combine, adapt, modify, put to another use, eliminate, reverse) or TRIZ (theory of inventive problem solving). The team should also evaluate each solution using criteria such as feasibility, effectiveness, cost, risk, or impact.

Choosing permanent corrective actions helps to:

• Select the best solution that meets customer needs and expectations
• Ensure that root causes are eliminated or prevented from recurring
• Consider trade-offs between different solutions
• Plan for implementation challenges or barriers

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D6: implement permanent corrective actions.

The sixth step in 8D problem solving is to implement permanent corrective actions that were chosen in D5. The team should develop an action plan that specifies who will do what by when using tools such as Gantt charts or PDCA cycles (plan-do-check-act). The team should also execute the action plan according to schedule using tools such as checklists or standard operating procedures.

The purpose of implementing permanent corrective actions is to:

• Put the chosen solution into practice
• Monitor progress and performance during implementation
• Resolve any issues or problems that arise during the implementation
• Document changes or modifications made during implementation

D7: Prevent Recurrence

The seventh step in 8D problem solving is to prevent recurrence by ensuring that permanent corrective actions are effective and sustainable. The team should verify that root causes have been eliminated using tools such as control charts or statistical process control (SPC). The team should also validate that customer requirements have been met using tools such as surveys or audits.

Preventing reoccurrence helps to:

• Confirm that permanent corrective actions have solved the problem
• Evaluate customer satisfaction with products or services after implementation
• Identify opportunities for further improvement or optimization
• Standardize best practices or lessons learned from implementation

D8: Recognize Team Efforts

The eighth step in 8D problem solving is recognizing team efforts by acknowledging their contributions and achievements throughout the process. The team should celebrate their success by sharing their results with stakeholders using tools such as reports or presentations. The team should also appreciate their efforts by rewarding them with recognition or incentives.

The purpose of recognizing team efforts is to:

• Motivate team members for future challenges
• Build trust and rapport among team members
• Enhance team morale and cohesion
• Promote a culture of continuous improvement

Implementing 8D Problem-Solving Methodology

Implementing an 8D problem-solving methodology can be challenging for many businesses due to various factors such as organizational culture, resources, or complexity. However, with proper planning, preparation, and execution, it can be done successfully.

Here is some practical guidance on how businesses can effectively implement the 8D process:

Define clear roles & responsibilities for each discipline

One of the key factors for successful implementation is having clear roles & responsibilities for each discipline within the 8D process. Each discipline requires specific skills, knowledge, or authority that may not be available within a single person or department.

Therefore, it is important to assign appropriate roles & responsibilities for each discipline based on their expertise & involvement in the problem area.

Some examples of roles & responsibilities are:

By defining clear roles & responsibilities for each discipline, businesses can ensure accountability, transparency, and collaboration throughout the process.

Establish a common language & framework for communication

Another key factor for successful implementation is having a common language & framework for communication among team members & stakeholders. Communication is essential for sharing information, ideas, or feedback during the process.

However, communication can also be challenging due to different backgrounds, perspectives, or expectations among team members & stakeholders. Therefore, it is important to establish a common language & framework for communication that can facilitate understanding, alignment, and agreement throughout the process. Some examples of common language & framework are:

• Using standard terminology & definitions for the 8D process
• Implementing visual tools & templates to document & present the 8D process
• Using common metrics & criteria to measure & evaluate the 8D process
• Establishing feedback mechanisms & channels to communicate & collaborate during the 8D process

By establishing a common language & framework for communication, businesses can ensure clarity, consistency, and quality throughout the process.

Provide adequate training & support for team members

A third key factor for successful implementation is providing adequate training & support for team members who are involved in the 8D process. Team members need to have sufficient knowledge, skills, or confidence to perform their roles & responsibilities effectively. However, team members may not have prior experience or exposure to the 8D process or its tools & techniques. Therefore, it is important to provide adequate training & support for team members that can enhance their competence & capability during the process. Some examples of training & support are:

• Providing formal training sessions or workshops on the 8D process or its tools & techniques
• Offering coaching or mentoring from experts or experienced practitioners on the 8D process or its tools & techniques
• Contributing access to resources or references on the 8D process or its tools & techniques
• Maintaining feedback or recognition of team members’ performance or improvement during the 8D process

By providing adequate training & support for team members, businesses can ensure effectiveness, efficiency, and engagement throughout the process.

To illustrate the versatility and applicability of 8D problem solving across different industries and contexts, here is a hypothetical example of successful 8D problem solving:

Example: Reducing Customer Complaints in a Food Manufacturing Company

A food manufacturing company was facing a high rate of customer complaints due to foreign materials found in their products. The company used 8D problem solving to address this issue and improve product quality. Here are the steps they took within each discipline:

The company formed a cross-functional team consisting of representatives from quality assurance, production, engineering, and customer service. The team leader was the quality assurance manager who had the authority and responsibility to coordinate the activities and communicate with stakeholders.

The team defined and described the problem using data and facts from customer complaints and product inspection records. The team used the 5W2H method to clarify the aspects of the problem. The problem statement was: “In the past six months, we have received 25 customer complaints due to foreign materials such as metal shavings, plastic pieces, or wood chips found in our products.”

The team developed interim containment actions that would prevent or minimize the occurrence of foreign materials in their products until a permanent solution was found. The team identified and implemented measures such as increasing the frequency and intensity of product inspection, installing additional metal detectors and filters in the production line, and segregating and quarantining any products that were suspected or confirmed to contain foreign materials.

The team determined the root causes that were responsible for creating or allowing foreign materials to enter their products. They then used data analysis tools such as Pareto charts and fishbone diagrams to identify potential causes. Root cause analysis techniques such as 5 Whys to verify or validate the causes were also implemented.

Ultimately, they found that there were three main root causes:

• inadequate maintenance of equipment that resulted in metal shavings or plastic pieces falling off during operation;
• improper handling of raw materials that resulted in wood chips or other contaminants being mixed in during storage or transportation;
• lack of awareness or training of staff on how to prevent or detect foreign materials in products.

The team chose permanent corrective actions that would address or remove root causes permanently. The team generated multiple possible solutions using brainstorming techniques such as SCAMPER and TRIZ. They also evaluated each solution using criteria such as feasibility, effectiveness, cost, risk, or impact. Eventually, they selected the best solutions that met customer needs and expectations.

The solutions were:

• implementing a preventive maintenance program for equipment that included regular inspection, cleaning, and replacement of parts;
• establishing a quality control system for raw materials that included verification, testing, and labeling of incoming materials;
• conducting a training program for staff on how to prevent, detect, and report foreign materials in products.

The team implemented permanent corrective actions that were chosen in D5. An action plan that specified who would do what by when using tools such as Gantt charts and PDCA cycles was then developed. They then executed the action plan according to schedule using tools such as checklists and standard operating procedures.

The team prevented recurrence by ensuring that permanent corrective actions were effective and sustainable. They first verified that root causes had been eliminated using tools such as control charts and statistical process control (SPC). Next, they validated that customer requirements had been met using tools such as surveys and audits. After implementing permanent corrective actions, the rate of customer complaints due to foreign materials dropped by 90%.

Team efforts were recognized by acknowledging their contributions and achievements throughout the process. The team celebrated their success by sharing their results with stakeholders using tools such as reports and presentations. Management also appreciated their efforts by rewarding them with recognition or incentives such as certificates, gift cards, or bonuses.

Common Challenges and Best Practices in 8D Problem Solving

Despite its benefits and advantages,

8D problem solving can also pose some challenges for businesses that want to implement it effectively. Some of these challenges are:

• Resistance to change from staff or management who are used to existing processes or practices
• Lack of commitment or support from senior leaders who do not see the value or urgency of problem-solving
• Difficulty in defining or measuring problems
• Insufficient data or information to support analysis or decision making
• Conflicts or disagreements among team members or stakeholders due to different opinions or interests

To overcome these challenges and ensure successful 8D problem solving, businesses can adopt some best practices such as:

• Communicating the benefits and objectives of 8D problem solving to staff and management
• Securing the buy-in and sponsorship of senior leaders who can provide direction and resources
• Using clear and objective criteria to define and measure problems
• Collecting and analyzing relevant and reliable data or information
• Resolving conflicts or disagreements through constructive dialogue and compromise

To ensure that 8D problem-solving efforts are not wasted or forgotten, businesses need to measure the effectiveness and impact of their initiatives. Measuring the effectiveness of 8D problem-solving efforts can help businesses:

• Assess whether they have achieved their goals and expectations
• Evaluate whether they have improved their performance and customer satisfaction
• Identify areas for further improvement or optimization
• Demonstrate their value and credibility to stakeholders

To measure the effectiveness of 8D problem-solving efforts, businesses can use various methods such as:

• Key performance indicators (KPIs) that can be used to quantify the results or outcomes of 8D problem-solving initiatives. Some examples of KPIs are customer satisfaction scores, defect rates, cycle times, or cost savings.
• Data collection and analysis tools that can be used to gather and interpret data or information related to 8D problem-solving initiatives. Some examples of data collection and analysis tools are surveys, audits, control charts, or statistical process control (SPC).
• Periodic reviews and feedback mechanisms can be used to monitor and evaluate the progress and performance of 8D problem-solving initiatives. Some examples of periodic reviews and feedback mechanisms are reports, presentations, meetings, or feedback forms.

By measuring the effectiveness of 8D problem-solving efforts, businesses can ensure that they are continuously improving their quality, efficiency, and customer satisfaction.

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8D method (8 disciplines)

Origins of the 8d method, steps of the 8d method.

D1: Form a team

• Objective : Assemble a cross-functional team with the necessary skills to solve the problem.
• Select members based on their technical expertise, process knowledge, and problem-solving ability.
• Appoint a team leader responsible for oversight and coordination.

D2: Describe the problem

• Objective : Clearly understand the problem using factual data.
• Gather and document data and facts.
• Conduct a preliminary analysis to identify some probable major causes and detail the problem. Tools like "5W2H" (what, who, where, when, how, and why) can be used for this purpose.
• Ensure the problem is well-defined so everyone understands the same thing.

D3: Implement urgent actions (if necessary)

• Objective : Provide an urgent, likely temporary, solution to prevent the problem from spreading.
• Identify and implement temporary measures to contain the problem based on the preliminary analysis conducted in the previous step.
• Inform relevant parties about these actions.

D4: Identify and verify root causes

• Objective : Discover the true cause of the problem to avoid only treating the symptoms.
• Use analysis tools such as the 5 Whys, Ishikawa diagram (fishbone diagram), or Failure Mode and Effects Analysis (FMEA).
• Validate the root cause by ensuring that eliminating it makes the problem disappear.

D5: Developp permanent actions

• Objective : Develop solutions to eliminate the root cause.
• Brainstorm to identify potential solutions.
• Select the best solution based on costs, available resources, and potential impacts.
• Test the chosen solution to ensure its effectiveness.

D6: Implement permanent actions

• Objective : Implement the long-term solution to permanently eliminate the problem.
• Deploy the solution on a large scale.
• Train relevant parties and update the necessary documentation.

D7: Prevent recurrence

• Objective : Ensure the problem will not reoccur in the future.
• Review and modify processes, standards, or systems to prevent a recurrence of the problem.
• Regularly monitor to verify that the corrective actions remain effective.
• Update any relevant documentation, be it manuals, standards, or specifications to reflect the changes made.

D8: Congratulate the team

• Objective : Recognize the team's efforts and reinforce a problem-solving culture.
• Celebrate successes.
• Share lessons learned with the entire organization.
• Encourage a culture of continuous improvement.

Pros and cons of the 8D method

The 8D method is widely used for problem-solving, especially in the automotive industry. However, like any approach, it has its advantages and disadvantages compared to other popular methods like DMAIC, A3, or PDCA. Here's an overview of the pros and cons of the 8D method compared to these methods.

Advantages of the 8D method :

Explicit emergency action : The 8D method includes a dedicated step (D3) for implementing emergency actions to immediately contain the issue. This allows for a quick response to at least partially address the problem, which none of the other three methods specify as explicitly.

Emphasis on team recognition : Step D8, focused on team recognition, emphasizes the importance of team dynamics and motivation, which can boost morale and encourage active participation in the future. Although recognizing individuals is also often part of other methods, it's not as explicitly defined in them.

Disadvantages of the 8D method :

Less emphasis on data analysis : Unlike DMAIC, which heavily emphasizes data analysis, the 8D method might sometimes not delve as deeply into quantitative analysis, possibly leading to less optimal solutions in some situations.

Structural rigidity : The linear structure of 8D, though providing clarity, can sometimes feel rigid. But this is also the case with the DMAIC and A3 methods (though the former has only 5 steps instead of 8, and the latter is less specified). The PDCA, with its cyclical nature, is noticeably more flexible allowing for a smoother iteration.

Possibly perceived as too action-oriented : The emphasis on emergency and corrective actions can sometimes overshadow the need for deep thinking and thorough analysis, especially if teams feel pressured to quickly solve issues.

Less suited for broader or systemic problems : While 8D is excellent for specific issues, methods like DMAIC or A3 might be better suited to tackle more complex or systemic problems that require deeper analysis.

8D: a method for addressing urgent, low-complexity problems?

• As time and resources are limited, that's always less to dedicate to researching the root causes of problems. Thus, if the problem is complex, we're less likely to implement the right methods to durably solve the problem.
• Since actions are taken in step D3, there's a risk that one might settle for them, at least initially... before realizing the problem isn't solved.
• Moreover, as actions are put into place in step D3, there's a risk that it might be more challenging to successfully implement other actions with the individuals who have to carry them out (classic phenomenon of staff mobilization, resistance to change, credibility of management in implementing successive actions...).

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• Choosing the Right Corrective Action Form

To choose the right corrective action form you need to understand the D(s) involved with corrective action. The D stands for Discipline. There are 3 main corrective action types and these are 5D, 8D, and 9D. There are 9 different Ds that support each type. These are D1, D2, D3, D4, D5, D6, D7, D8 and D9. 

This article explains the differences between the Dx steps and how to select a corrective action method that fits a given situation.

D1, D2, D3, D4, D5, D6, D7, D8 and D9 are the individual steps within a corrective action process.

5D, 8D, and 9D are the full corrective action methods.  They consist of the Dx (where x is 5, 8 and 9) corrective action steps and include the previous steps. 8D consist of D1, D2, D3, D4, D5, D6, D7 and D8 steps.  5D consist of the D1, D2, D3, D4 and D5 steps. 9D consist of the D1, D2, D3, D4, D5, D6, D7, D8 and D9 steps.

If you create a 5D corrective action form, you need to make sure you include the D1, D2, D3, D4 and D5 steps. The same is true for a 8D and 9D corrective action form.

8D Manager Software with 5D, 8D, 9D, and RMA report generator. Corrective action software for every company needs.

The Dx Steps of the Corrective Action Form

D1 stands for forming a team.

D2 stands for identifying a problem.

D3 describes the containment actions you take to prevent the problem from getting to a customer. Or if it is at the customer, how you get it away from the customer.

D4 stands for identifying the root cause of the problem.

D5 describes the corrective actions you take to permanently fix or remove the problem.

D6 describes the preventive actions you take to further prevent the problem from occurring again.

D7 identifies the verification steps you take to make sure D3 through D7 (and D9) are complete.

D8 stands for congratulating the team.   

D9 stands for risk and / or safety actions taken as the result of the corrective action.

For more details on the Dx steps, see this article .

Differences between Corrective Actions

Short corrective action form usually require a 5D investigation. Which means you form a team, you identify a problem, you take containment actions, you identify the root cause and you issue corrective action.

More important corrective actions require an 8D investigation. This includes the 5D investigation plus you conduct preventive actions, you verify all the previous actions and you congratulate the team.

Some companies require an 9D investigation which includes the 8D and add Risk / Safety Actions.

Selecting a Corrective Action Form Method.

Many companies struggle with determining the corrective action method that best suits them. In fact, for many small companies, or companies new to corrective action, they may have not documented their method or given it much thought. Because of this, they may use different approaches depending on the individual handling the complaint. This causes an unwanted amount of variation when it comes to conducting corrective actions. Further, this causes confusion at the customer location, confusion with auditors and confusion with management.

I recommend a multi method approach based on the situation. Below is a flowchart that you can use for selecting a corrective action form depending on the situation. Please download and edit to your needs.

You can use this flowchart whether the problem / complaint / defect / issue started internally or externally.

Harmful to the Individual

The first question, you should answer... could this problem cause harm to an individual? If this defect can hurt someone then conduct a full 9D investigation. You need to make sure these defects don’t escape your company.  Your corrective action must assure you permanently fix the problem. In addition you need to make sure the root cause of the defect doesn’t spread to other parts. If people were harmed or could be harmed, you need to address this too. The 9D investigation assures these actions occur.

Does the Problem Affect the QMS?

The new requirements of ISO 9001:2015 requires Risk Analysis. Plus, ISO based most of the other QMS standards on the ISO 9001:2015 standard. Auditors now audit for Risk Management and how it affects your QMS.   If the problem or defect affects the QMS, you need to conduct Risk Analysis on that issue. This means you should conduct a 9D corrective action form investigation and make sure the identified risks feed into your corrective action software ( 8D Manager! ) and your QMS Management review.

Normal vs Non Normal Issue

Company’s usually set up inspection stages to catch possible normal issues. Inspections include process, final, receiving, SPC, shipping and many others. If the issue got past the inspection and caused any  unsuspected costs to the company, then issue an 8D Analysis.

What kind of unsuspected costs?

• Machine Damage
• Production Delay
• Management Meetings

If the issue was found at your customer receiving inspection, how do you classify this? It is up to your company and your customer. They may require an 8D Analysis. Or they may require a simpler 5D Analysis.  For example if the customer finds a label issue, then 5D may be sufficient. If they find defects and the customer cannot use the parts then 8D may be needed.

If your customer found the issue during their processing with your parts, then classify that as unsuspected costs and you should issue an 8D Analysis.

Normal Inspection Problem

If the defect was found during normal internal inspection then this would only require a 5D analysis. The inspection is there to catch that issue. The 5D will find the root cause and implement the actions to further prevent it.  If you find the issue to be constantly reoccurring then you may want to upgrade the corrective action to an 8D analysis

Document Verification Actions

For 8D corrective action process you need to verify the actions were completed. You usually prove this with just a name and date of the verification. You want to make sure the verification takes place by someone different than the person conducting the action.

However, when addressing external (found by a customer) issues with the 8D process and with any 9D corrective action, you should describe how you conducted the verification. Describe exactly what the person did to make sure the action was executed.

8D Manager Software

This article discussed the differences between D8 steps and the 8D steps. It also provided a flowchart for selecting an appropriate corrective action method.  

Companies face the difficulties of issuing the exact corrective action approach and keeping everything for corrective action together. 8D Manager lets you simplify all of this. You can quickly issue 5D, 8D, 9D corrective actions and create professional reports. 8D Manager assures you don’t skip a step. 8D Manager lets the corrective action be as simple or as complex as you need. 8D Manager stores them all in one location and you can review and edit any of them quickly and easily.

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The Lean Post / Articles / Dueling Methods: 8D and A3

Problem Solving

Dueling Methods: 8D and A3

By David Verble

August 20, 2020

One of the scores of questions sent in by attendees at our recent webinar on the A3 problem-solving process was what's the difference between it and the 8Ds. Webinar presenter and continuous improvement coach David Verble explains.

Several hundred managers and continuous improvement professionals attended the recent  Lean Enterprise Institute webinar “ Beyond Problem-Solving: Other Facets of the A3 Process You Should Know and Practice ” — and sent in scores of questions.

They were more than presenter David Verble could answer in an hour, so he’ll tackle them in follow-up articles on the Lean Post . Here is the first. (Make sure you are  subscribed  to the Lean Post  to get alerts when we post new content.)

Q: What’s the difference between A3 and 8Ds and when or in what kind of problems do I need to use each?

David:  The  8Ds  or eight disciplines were developed by Ford in the 1980s as a team problem-solving approach. The A3 process is a Toyota-pioneered practice of getting the problem, analysis, corrective actions, and action plan on a single sheet of large (A3) paper, often with the use of graphics. The main difference is that the  8Ds, summarized below, are oriented toward organizing and leading a team through a structured problem-solving process.

The 8Ds (which start with plan for solving the problem; determine prerequisites):

• Form a team with product or process knowledge
• Describe the problem in quantifiable terms such as what, where, how many, etc.
• Implement containment actions to isolate the problem from customers.
• Determine and verify all applicable causes
• Select and verify permanent corrections
• Implement the best corrective actions 
• Take actions to prevent the problem from recurring
• Recognize and congratulate the team

By the way, I like the term “corrective actions.” I think it allows for more options than “countermeasures” because it’s broader and includes countermeasures plus temporary actions.

A Report Is Just a Report

It’s important to remember that 8D reports and A3 reports describe the problem-solving after it has happened. Filling out the reports does not — in either case — do the problem-solving. You can use the reports to document your progress, but you don’t do the problem-solving by completing the report. You must do the problem-solving work before you enter anything in the reports.

There is a similarity between the 8Ds and the problem-solving process used by Toyota’s quality circles, which follow a cycle of forming teams and clarifying roles. But the 8Ds shouldn’t be confused with Toyota’s  eight-step problem-solving process , which is not oriented toward teams.

Toyota’s 8-Step Process:

• Clarify the problem
• Breakdown the problem
• Set a target
• Analyze the root cause
• Develop countermeasures
• Implement countermeasures
• Monitor the process and results
• Standardize successful processes

The process starts with clarifying the problem, which is essentially grasping the problem situation, understanding what’s going on, and pinpointing the problem. The next step, breaking down the problem, is a key feature that is unique to Toyota’s problem-solving process. I’m not aware of another method that has this emphasis on identifying the problem as a gap in performance and then examining the work in the underperforming process or procedure to learn what is contributing to the gap.

The A3 Emphasis

If you read  Managing to Learn , which is about how to use the A3 problem-solving process, middle manager character Desi Porter ultimately captures the current flow of a language translation process, which had caused a host of problems and created many more for the operation . He leads people in the process of agreeing on a future-state workflow that eliminates the problems.

As part of the process, you may have to — as Porter did — collect data and sort out the different types of defects or delays. That’s part of breaking down the problem, but sooner or later, you’re going to end up examining the process or procedure that has the issues in timing or delivery that you’re concerned about. And you are going to look for the specific things that are not working as they should in the workflow resulting in that performance gap. That’s what Toyota means by “breakdown the problem.”

In that way, it is like using value- stream mapping. First, you visualize the current workflow, identify the things about the way the work is being done that are affecting flow and timing, and then decide what changes need to be made to create a better performing future-state process.

I’m obviously biased, but I think the A3 process goes into a depth of problem-solving thinking that most other methods don’t. For instance, I don’t believe the 8D process goes as deep into monitoring results or checking what happened during execution, reflection, and making decisions on next steps: should you standardize, continue problem-solving, or start over?  In other words, it does not seem to put the kind of emphasis on completing the plan-do-check-adjust ( PDCA ) cycle that A3 problem-solving and Toyota’s eight-step problem-solving do.

The Big Difference Between A3 and 8D

I have seen both approaches used successfully with most kinds of problems. I saw a variation of 8D used effectively at NUMMI, the Toyota-General Motors joint-venture plant in California. It was an effective means of engaging teams of operators in dealing with problems in the scope of their work. A simplified A3 process was the method used by Toyota Quality Circles. In fact, the A3 format originated as a tool for quality circles to report their problem-solving work to management.

The biggest difference in how the two methods are used that I see is in the scope of problems they are used to tackle. The 8D process seems to be more frequently used at the operational and staff levels to investigate and resolve problems within their work environments.  

The A3 problem-solving process and the A3 report  — at least as they are done in Toyota — are most often used for management level problems which are often cross-functional or strategic. 

After starting out as a report format for quality circles, the A3 was taught to Toyota managers to level up their PDCA problem-solving thinking and skills. (See the Lean Posts How the  A3 Process Developed to Help Build Better Managers  Parts 1 and 2 by John Shook and Isao Yoshino for more information).

In Toyota, the A3 format is used as a communication and reporting tool in strategy deployment , multi-leveling planning for major projects, cross-functional process improvement initiatives (such Porter’s translation project), and performance improvement efforts at the department, value stream , operating unit, and group levels. It is the primary tool for leading and managing the many organizational change, improvement, and problem-solving processes based on the PDCA cycle.

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An Introduction to A3 Leadership and Problem-Solving.

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About David Verble

A performance improvement consultant and leadership coach since 2000, David has been an LEI faculty member for 17 years. Recognized as one of the first Toyota-trained managers to bring A3 thinking from Japan to the United States, he has conducted A3 problem-solving and leadership programs for 30 years. Overall, his…

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Master the 8D method of problem-solving

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The 8d method was originally the brainchild of the ford motor company. the concept was developed in the 1980s and was initially given the moniker tops (team oriented problem solving) due to its emphasis on a team approach..

This approach proved to be incredibly effective, and the process has now been adopted by other companies to root out their own problems. Now known as Global 8D, the method is ideally suited to manufacturers, but it’s also been effectively used in healthcare, retail, finance and government sectors.

What is the 8D problem-solving method?

‘8D’ stands for the eight disciplines of problem-solving. Each discipline of the tool supports businesses in finding the root cause of a non-conformity and implementing a permanent solution. This detailed and disciplined approach makes it a valuable method for boosting quality and reliability within your business.

Its methodology also puts a great deal of emphasis on what is referred to as the problem-solving team. By bringing different people together, you can take advantage of their diverse experience as well as rapidly develop their individual problem-solving skills.

Other benefits include:

• Greater problem-solving efficiency
• The discovery of any necessary systemic changes
• The creation of a document trail and database outlining non-conformities and their solutions
• Better understanding of non-conformities within the business and their solutions

How do I use the 8D method?

To help you through your problem-solving journey, here is a step-by-step guide through the eight dimensions.

0D: Planning

This stage is not an official part of the eight-step process, but it remains crucial for the method to work.

Before you begin to problem-solve, you need a plan of action. Start gathering evidence on the issue, whether it is a series of customer complaints, a defective product or a process that was not carried out correctly. This will help you decide upon your team and will kick-start the investigation.

1D: Find a team

Now you have an idea of the issue, it’s time to assemble your team.

Try to choose people from different departments within the business but remember to include those who are familiar with the processes linked to the non-conformity/issue. This team can shift as your investigations continue, so be prepared to call in other expertise as you learn more about the events leading up to the issue.

To keep things moving, make sure a leader is elected. Ideally, they should be someone who is familiar with the 8D process.

2D: Problem identification

At this stage you need to set down a description of the problem. This should be fact-based and focused on information taken from business data. By doing this, you can narrow down the issue and start to rule out possible causes of the non-conformity.

To help you create an accurate description, you may like to base it on the 5W2H methodology (who, what, where, when, how and how much?).

3D: Temporary correction

Now that you have a good idea of what the problem is, you may need to put a temporary corrective action in place.

This won’t resolve the root cause of the issue, but it will help to protect your customer from receiving bad products or service from your business.

Interim measures could include stopping production or replacing defective parts, for example.

4D: Root cause analysis

We’re now getting to the business end of this process. At this stage, you can begin to identify the root causes of the non-conformity and verify them using facts gleaned from your data collection.

To help you identify the true cause of the problem, take advantage of other problem-solving techniques, such as the five whys.

The five ways is a very straightforward technique in which you ask the question ‘why’ for every answer you generate.

Here’s an example:

How to use the five whys

Problem: Water spillage in the factory.

1.  First why: The water spillage occurred because the factory pipeline was leaking.

2.  Second why: The factory pipeline leaked because it was damaged.

3.  Third why: The factory pipeline was damaged due to poor maintenance.

4.  Fourth why: The pipeline was poorly maintained because it wasn’t checked regularly.

5.  Fifth why: It wasn’t checked regularly because there isn’t a maintenance schedule for the pipelines.

Root cause: A missing maintenance schedule

Other techniques include the fishbone diagram, which is illustrated below. In this example, the non-conformity was a late delivery. If using the fishbone method, you won’t necessarily fill every section – it will depend on the type and scale of problem you are investigating.

You may also like to walk through your business’ processes to discover the exact location of the root cause. In this case, a process flow diagram may be useful. This is essentially a flowchart that illustrates the relationship between major components.

5D: Permanent correction

Once you are happy that you have found the root cause of your issue, it is time to put together a permanent corrective action. This action will replace the temporary measures you put in place.

In the case of the factory water spillage, the permanent corrective action will be to create a new maintenance schedule to prevent excessive damage.

When you have a plan of what to do, you need to establish its probable effectiveness before you put it into action. Simulations or tools such as Accelerated Life Testing (ALT) can be handy for this. ALT is useful in manufacturing as it tests a product by subjecting it to extreme conditions. Once you’re satisfied that you have found the right solution, it’s time to move to the next stage.

6D: Implementation

It’s now time to implement your chosen permanent corrective action.

To implement it correctly, you need to create a project plan that covers communication to the relevant work teams and overseers as well as the steps to completion. Make sure you also decide how you will measure your success.

7D: Prevention

This stage is dedicated to making sure you prevent the non-conformity from reoccurring.

For example, in the case of the water spillage from the pipeline, the preventative action will be to communicate the new maintenance checks to the relevant team and to issue training on how to check the pipes.

Sharing your knowledge and the lessons learned during the fact-finding process is also key. Make sure the problem and its resolution are communicated to the rest of the business and update documents and your ISO processes.

You may also like to take a look at related products or procedures to see if similar problems are occurring in different parts of the business.

8D: Feedback

The last discipline is dedicated to rewarding your problem-solving team and recognising their efforts. Feed back on their performance and highlight any areas for improvement – this will help them to develop their problem-solving skills and tighten up the process during the next investigation. Once that’s done, it’s time to celebrate!

Need some extra support?

Running a management system and playing detective when it comes to non-conformities can be quite challenging when you’re juggling other business needs.

For more support or guidance, you can reach our team of experts by calling 0333 344 3646 or emailing [email protected] .

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Claire worked for Citation ISO Certification between 2020 and 2022 writing creative and informative content on ISO certification and consultation to help businesses reach their potential.

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5D and 8D as an option, can it be both or one of them in the system?

• Thread starter YAZIDM
• Start date Jul 29, 2010
• Jul 29, 2010

Hi, Our system just practice 5D as for our Corrective Action record. Since most of the customer asking for 8D , should i remove 5D from the procedure and replace it with 8D or is it possible to have both? My boss is asking can it be both in the procedure since he want the 5D to be used internally.  

YAZIDM said: Hi, Our system just practice 5D as for our Corrective Action record. Since most of the customer asking for 8D , should i remove 5D from the procedure and replace it with 8D or is it possible to have both? My boss is asking can it be both in the procedure since he want the 5D to be used internally. Click to expand...

Hi Jane / qusys, Actually this is the first time I saw 5D, fyi, I’m the freshie new guy who taking care the QMS. Our 5D consist; D1: Define the Problem D2: Define & Verify the Root Cause(s) D3: Identify & Verify Proposed Permanent Corrective Action D4: Implement Permanent Corrective Action D5: Action to Prevent Re-occurrence While for 8D ; D1: Identify Team Member/Roles & Responsibilities D2. Define the Problem D3. Implement & Verify Interim Containment Actions(s) D4. Define & Verify Root Cause(s) D5. Identify & Verify Proposed Permanent Corrective Action(s) D6. Implement Permanent Corrective Action(s) D7. Action(s) to Prevent Re-Occurrence D8. Communicate Results & Recognize Team As we all well know, nowadays ALL customers demanding 8D. But my supr. asking me whether is it possible to have them both in the system, reason is 5D for internal use and 8D for external. To me, i will agree with qusys....I’m not sure about this. The procedure only mentions one report that is 5D. My boss wants them both which is ‘as an option’. My concern is will I face any problem in future especially during audits? I believe it’s explainable as what my boss said, but in term of requirement or possibility or necessary maybe logic? Beside "add-in" 8D as an option, should I amend anything on the procedure? Please review attachment. Were gonna arrange Internal audit this coming sept and ISO audit is soon after that. thanks in advance  

Attachments

• QA,PROC-13-01,MAL EDI 1 Corrective Action_.pdf 54.1 KB · Views: 1,271
• QA,PROC-13-03,MAL EDI 1 Customer Complain.pdf 134.9 KB · Views: 786

There's nothing wrong with using multiple models, but as some have pointed out, people need to know which to use when. To me the 5D is simply the 8D without use of a team. Many problems do not require a team.  

YAZIDM said: ................. should i remove 5D from the procedure and replace it with 8D or is it possible to have both?.................... Click to expand...

Duke Okes said: There's nothing wrong with using multiple models, but as some have pointed out, people need to know which to use when. To me the 5D is simply the 8D without use of a team. Many problems do not require a team. Click to expand...

• May 15, 2015

Does anyone know where I can download a thorough 5D CAR form?  

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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.

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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.

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Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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