8d problem solving and focus model

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. 

Try Asana’s project management tool to break communication barriers and keep your team on track.

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An overview of the 8D problem-solving method

The 8D problem-solving method is a powerful tool in product management. It’s designed to help product managers tackle issues systematically and enhance product quality. This method follows eight steps in total, hence the name 8D.

The steps range from identifying problems to implementing long-term solutions. Today you’ll explore how you can effectively apply 8D to your products. You’ll also learn about the benefits of using this approach and analyze some real case studies.

What is 8D?

The 8D problem-solving method is designed to address and resolve problems by identifying, correcting, and eliminating recurring issues.

It involves eight different steps:

• Plan — Prepare for the problem-solving process
• Team selection — Assemble a team with the necessary knowledge and skills
• Problem definition — Clearly define the problem and its impact
• Interim containment action — Implement temporary measures to contain the problem
• Root cause identification — Identify the underlying cause(s) of the problem
• Permanent corrective action — Develop and implement a solution to address the root cause
• Preventive measures — Take steps to prevent the recurrence of the problem
• Team recognition — Acknowledge and reward the team’s efforts in resolving the issue

These steps focus on root cause analysis, preventive measures, and long-term solution implementation. The end goal is to improve product quality and operational efficiency.

The eight disciplines of 8D

The eight disciplines of the 8D method represent a comprehensive approach to solve problems within an organization. Each discipline is designed to guide teams through the process at each stage. Here’s a deeper look into each stage:

This initial step involves preparing for the problem-solving process. The goal here is to understand the problem’s magnitude and set up objectives. It’s about getting ready to tackle the issue systematically.

Team selection

In this step, a cross-functional team is formed. The team should consist of individuals with the necessary knowledge, skills, and experience to address the problem effectively. The team works together throughout the 8D process.

Problem definition

Next, the team has to describe the issue in specific terms. The goal here is to understand the impact and scope of the complication. A well-defined problem is easier to solve.

Interim containment

In the process of finding a solution, temporary measures are taken to contain the problem and prevent it from worsening. This reduces further damage or impact to the involved operations.

Root cause identification

In this phase, the team uses various tools and techniques to identify the underlying cause of the problem. An understanding of the root cause is essential for developing an effective, lasting solution.

Permanent corrective action

With the root cause identified, the team moves to develop a permanent corrective action plan to resolve the issue. Now, the team needs to choose the best solution, implement it, and monitor its effectiveness. This analysis will ensure that the problem is truly resolved.

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Preventive measures

With such vast processes, there is always a possibility of the problem recurring. To resolve this, the team identifies and implements measures that address the root cause. There might be a need for changes to different aspects of the overall approach.

Team recognition

The final stage focuses on acknowledging and rewarding the team’s efforts. Recognizing the team’s hard work and success in resolving the issue is important for morale. It also promotes a culture of continuous improvement.

By following these eight disciplines, product managers can solve problems more effectively. The other benefit is that it builds a proactive culture that addresses issues before they escalate.

Applying 8D in product management

Applying the 8D problem-solving method in product management involves leveraging its structured approach. This helps you eliminate problems and process improvement initiatives.

Problem identification

The 8D process begins with gathering data and feedback to quickly identify potential issues. After that, a diverse team from various departments works together to uncover issues. And finally, the team solves the problems efficiently.

Once a problem is spotted, quick fixes are applied to limit its impact. Simultaneously, you explore root causes of an issue using methods like the Five Whys . The final step is to implement the solution based on these insights. Occasionally, redesigns or process upgrades are also used to resolve the issue thoroughly.

Elimination

To eliminate recurring problems, it’s crucial to establish preventive measures. Several steps support the main goal of elimination including process adjustments, quality control improvements, and updates to design standards.

The insights gathered from each 8D cycle help with continuous improvement. It also aids in formulating strategies to avert future issues.

Benefits of the 8D method

The main benefit of using the 8D method is its impact on teamwork and continuous improvement. The more obvious benefits focus on root cause analysis and prevention of issues:

• Enhanced quality control
• Efficient problem resolution
• Systematic and thorough approach
• Teamwork and knowledge sharing
• Focus on root cause analysis
• Reduced recurrence of issues
• Cost reduction
• Improved customer satisfaction

The systematic approach to address issues ensures that no effort goes to waste. Eventually, it helps the teams to quickly propose long-term solutions to a range of problem patterns.

Challenges in implementing 8D

The 8D problem-solving method is extremely valuable when used in the right manner. However, there can be challenges at every stage of this process. Because of this, it’s beneficial for you to have an understanding of how to quickly identify these challenges.

These include:

• Resistance to change among team members
• Insufficient teamwork and collaboration
• Lack of training on the 8D methodology
• Difficulties in data collection and analysis

How to solve them?

• Clearly communicate benefits to overcome resistance
• Foster collaboration and teamwork among participants
• Provide targeted training on the 8D process
• Encourage data analysis for effective problem-solving

For a deeper understanding, let’s take a look at two case studies of how the 8D process can enhance the product management workflow.

Real-life examples of 8D

A leading tech company, (similar to Apple) faced public backlash over smartphones overheating and reduced battery life. In this context, the 8D method helped to quickly identify and contain the issues.

The root cause analysis helped it track the problem back to a battery design flaw. Collaborative efforts with the battery supplier led to a redesigned battery and an update to the operating system. This not only resolved the issue but also restored consumer trust. Eventually, the brand’s reputation for quality was restored.

Similarly, a major automaker found a software glitch in its driver-assistance systems. This issue was risking driver safety. Using the 8D method, it pinpointed outdated algorithms as the root cause. The solution was simple, it issued a software update and enhanced its development processes.

Both of these examples are evidence of how the 8D method can be utilized to prevent complications efficiently.

Key takeaways

In wrapping up, it’s clear that this approach is more than just a procedure. Think of it as a strategic framework designed for the product manager. The 8D method equips you with a robust toolkit for addressing and preempting issues, systematically.

On top of that it helps you to:

• Promote teamwork and continuous improvement
• Reduce problem recurrence through root cause analysis
• Overcome implementation challenges with effective communication

Feel free to comment with any questions you may have!

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8 Disiplines of Problem Solving (8D)

The 8D Problem Solving methodology is commonly known as “Eight Disciplines of Problem Solving” or simply “8D.” It is a structured, team-based approach to identifying, analyzing, and resolving problems, particularly in the areas of product quality and process efficiency.

What is 8D Problem Solving?

8D Problem Solving is a structured, team-oriented methodology that consists of eight steps—known as the Eight Disciplines—to identify, analyze, and resolve complex problems. Originally formalized by Ford Motor Company, this approach is widely used across various industries for its effectiveness in finding and eliminating the root causes of recurring issues. The methodology emphasizes a data-driven, cross-functional approach and is aimed at not only solving the immediate problem but also implementing systemic changes to prevent future recurrence.

Related Posts

8d problem-solving: common mistakes to avoid, the evolution of 8d problem-solving: from basics to excellence, 8d: tools and techniques, 8d problem solving: the key to effective root cause analysis, 8d problem solving check list.

Helpful 8D Problem Solving Resources

8d report template.

Free to download 8D report template for conducting 8D Problem solving in a structured way.

8D Problem Solving Guide

Follow our step-by-step guide to learn how to conduct 8D Problem Solving.

8D Knowledge Test

Assess your’s or your teams understanding of 8D Provlem Solving.

When to use 8D Problem Solving

The 8D Problem-Solving Methodology is particularly well-suited for complex issues where the root cause is not immediately apparent and requires a team-based approach for resolution. It is most effective in scenarios where the problem has a significant impact on quality, safety, reliability, or customer satisfaction. Industries like manufacturing, automotive, aerospace, and healthcare often employ 8D to tackle recurring defects, compliance issues, and systemic failures.

The methodology is not intended for quick fixes or problems that can be resolved by an individual. Instead, it is designed for issues that need a structured, step-by-step approach to identify, correct, and eliminate the root cause permanently. The 8D process also serves as an excellent tool for cross-functional teams, as it brings together experts from various domains, thereby offering a multi-disciplinary perspective on problem-solving.

One of the key advantages of using 8D is its focus on data-driven decision-making, which aligns well with Lean Six Sigma principles. It’s a methodical approach that demands the collection of data at every stage, right from defining the problem to verifying the effectiveness of corrective actions.

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8D Chess: How to Use The 8 Disciplines for Problem Solving

Hospitals have developed something of a reputation for being rife with bad processes . When processes aren’t adequate, the result is an abundance of “workarounds”.

For example, when equipment or supplies are missing, a nurse might waste time running around searching for what is needed, and once the item is found, return to their previous duties.

One study indicates that nurses spend 33 minutes of a 7.5-hour shift completing workarounds that are not part of their job description.

This may well “put out the fire” so-to-speak, but really it is just a hastily applied band-aid that does nothing to treat the root cause of the problem.

More time is wasted and more problems will arise in the future because nothing has been done to prevent the initial problem from happening again.

Individual nurses are not at fault here; workplace culture often values expertise in the form of those who “get the job done”, which tends to pull against the notion of spending time building good processes (time in which the job is perhaps not “getting done”).

So how to approach the problem of problem solving ?

In a lean context, problem solving can be distilled into two simple questions:

• What is the problem and how did it happen?
• How can we make sure that it doesn’t happen again?

The 8D, or eight disciplines methodology, is a problem solving process – most likely one of the most widely used problem solving processes out there. It is used by many different countries, in many different industries, and many different organizations.

8D is designed to help you put out those fires, and make sure they don’t happen again.

In this article, I’ll introduce you to the 8D problem solving methodology and provide you with an outline of the basic process that you can hopefully apply in your own business, plus how you can enhance 8D with other tools and methodologies like Six Sigma , FMEA , and Process Street .

Here’s what I hope you’ll take away after reading:

• An understanding of the basics of 8D
• Advantages of using 8D
• The purpose and objectives of each phase of the 8D process
• An understanding of how to use 8D for problem solving
• How 8D works with other problem solving tools
• How you can use Process Street to maximize the potential of the 8D framework

Let’s begin with the origins of 8D – what is it, and where did it come from?

What is 8D?

8D (sometimes Global 8D or G8D) stands for eight disciplines, and is a problem solving methodology. It’s basically a process for understanding and preventing problems.

Much like how risk management seeks to take a proactive, preventative stance, 8D aims to gain insight into the root causes of why the problems happen, so they won’t happen again.

The 8D process involves eight (sometimes nine) steps to solve difficult, recurring problems. It’s a transparent, team-based approach that will help you solve more problems in your business.

8D origins: Where did it come from?

Despite the popular story that 8D originated at Ford, it was in fact developed in 1974 by the US Department of Defence, ultimately taking the form of the military standard 1520 Corrective Action and Disposition System for Nonconforming Material .

Ford took this military standard, which was essentially a process for quality management , and expanded on it to include more robust problem solving methods.

In 1987, Ford Motor Company published their manual, Team Oriented Problem Solving (TOPS) , which included their first iteration of the 8D methodology.

Initially termed Global 8D (or G8D) standard, it is currently used by Ford and many other companies in the automotive supply chain.

8D, PDSA, & other problem solving processes

The disciplines of 8D follow the same logic as the Deming Cycle (also known as PDSA, and sometimes PDCA).

PDSA stands for Plan, Do, Study, Act (or Check, in the case of PDCA).

The similarity lies in the fact that both PDSA and 8D are designed to be used to improve processes. They’re both examples of cycles of continuous improvement.

Whereas 8D may be painted as a more generic problem-solving framework, structurally speaking both 8D and PDSA share a lot in common.

The simple idea of beginning with a clear objective, or desired output, and then testing, analyzing , and iteratively tweaking in a continuous cycle is the basis for both methodologies.

There are, of course, differences. We’ll cover the different applications of both 8D and PDSA in this article.

8D advantages

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

It’s also an empirical methodology; that is to say that it is a fact-based problem solving process.

A branch of continuous improvement, proper use of 8D will help you coordinate your entire team for effective problem solving and improved implementation of just about all of the processes used in your business.

The 8 disciplines for problem solving

As you may have noticed, we’re starting with zero, which makes nine total disciplines. This “zero” stage was developed as an initial planning step.

D0: Plan adequately

Make comprehensive plans for solving the problem including any prerequisites you might determine.

Be sure to include emergency response actions.

D1: Establish your team

Establish your core team with relevant product or process knowledge. This team will provide you with the perspective and ideas needed for the problem solving process.

The team should consist of about five people, from various cross-functional departments. All individuals should have relevant process knowledge.

A varied group will offer you a variety of different perspectives from which to observe the problem.

It is advisable to establish team structure, roles, and objectives as far ahead in advance as possible so that corrective action can begin as quickly and effectively as possible.

D2: Describe the problem

Have your team gather information and data related to the problem or symptom. Using clear, quantifiable terms, unpack the problem by asking:

D3: Contain the problem (temporary damage control)

Depending on the circumstances, you may need to mobilize some kind of temporary fix, or “firefighting”.

The focus of this stage should be on preventing the problem from getting worse, until a more permanent solution can be identified and implemented.

D4: Identify, describe, and verify root causes

In preparation for permanent corrective action, you must identify, describe, and verify all possible causes that could contribute to the problem happening.

You can use various techniques for this, including a Failure Modes and Effects Analysis , or Ishikawa (fishbone) diagram .

It’s important that the root causes are systematically identified, described in detail, and promptly verified (or proved). How each cause is verified will depend on the data type and the nature of the problem.

Take a look at the section towards the end of this article for some more problem solving tools to help you decide the right approach.

D5: Identify corrective actions

You must verify that the corrective action you identified will in fact solve the problem and prevent it from happening again in the future (or whatever is your desired threshold of recurrence).

The best way to do this is to collect as much data as possible and by performing smaller-scale “pilot” tests to get an idea of the corrective action’s impact.

You can’t begin to identify the optimal corrective action until you have identified the root cause(s) of the problem.

D6: Implement and validate corrective actions

Carry out the corrective actions, and monitor short and long term effects. During this stage, you should assess and validate the corrective actions with empirical evidence.

Discuss and review results with your team.

D7: Take preventative measures (to avoid the problem happening again)

Here is where you make any necessary changes to your processes, standard operating procedures , policies , and anything else to make sure the problem does not happen again.

It may not be possible to completely eliminate any chance of the problem recurring; in that case, efforts should focus on minimizing possibility of recurrence as much as possible.

D8: Congratulate your team

It’s important to recognize the joint contribution of each and every one of the individuals that were involved in the process.

Team members should feel valued and rewarded for their efforts; this is crucial and perhaps the most important step – after all, without the team, the problem would not have been fixed.

Providing positive feedback and expressing appreciation helps to keep motivation high, which in turn improves the sense of process ownership and simply increases the likelihood your team will actually want to improve internal processes in the future.

How to use 8D for problem solving

The 8D method above outlines a proven strategy for identifying and dealing with problems. It’s an effective problem solving and problem prevention process.

In addition to avoiding long-term damage from recurring problems, 8D also helps to mitigate customer impact as much as possible.

More than just a problem-solving methodology, 8D sits alongside Six Sigma and other lean frameworks and can easily be integrated with them to minimize training and maximize efficacy.

8D is definitely a powerful framework on its own, but it really shines when combined with other synergistic concepts of lean and continuous improvement.

More problem solving tools that synergize well with 8D

8D has become a leading framework for process improvement, and in many ways it is more prescriptive and robust than other more simplistic Six Sigma approaches.

However, there are many Six Sigma methodologies, and even more frameworks for problem solving and process improvement .

The following improvement tools are often used within or alongside the 8D methodology.

DMAIC: Lean Six Sigma

DMAIC stands for:

The DMAIC process is a data-driven cycle of process improvement designed for businesses to help identify flaws or inefficiencies in processes.

Simply put, the goal with DMAIC is to improve and optimize existing processes.

Interestingly, the development of the DMAIC framework is credited to Motorola , whose work built upon the systems initially developed by Toyota .

In terms of working alongside 8D, you could use DMAIC to identify root causes as in D4; you could also implement the same techniques to better understand prospects for corrective actions as in D5, and D6.

We have a whole article on the DMAIC process, if you’re interested.

SWOT analysis

Strengths, Weaknesses, Opportunities, and Threats. You can use a SWOT analysis to gain insight into your organization as a whole, or on individual processes.

The main synergy with 8D is in the identification of opportunities, threats, and weaknesses.

These can represent opportunities for process improvements, weaknesses in your process that could produce problems further down the line, and threats, both internal and external, that may be out of your direct control but that could cause problems for you.

Here’s a SWOT analysis checklist you can use to structure your own analysis:

FMEA: Failure Mode and Effects Analysis

FMEA (Failure Mode and Effects Analysis) is a way of understanding the potential for problems and making preemptive preparations in order to avoid them. It is a method of risk management .

It is a type of preventative risk management process, and so works well in the context of identifying causes of problems so you can better deal with them.

FMEA and 8D work well together because:

• 8D can make use of information gathered during an FMEA process, like brainstorming sessions, to identify potential problems and their root causes.
• You can reuse possible cause information gathered during an FMEA process to feed into different representational diagrams like the Ishikawa (fishbone) diagram, which will help in the 8D process.
• 8D brainstorming data is useful for new process design. This allows the FMEA to take actual process failures into account, which produces more effective results.
• FMEA completed in the past can be used as databases of potential root causes of problems to inform 8D process development.

Here’s a free FMEA template for you to get started ASAP:

The Pareto Chart

The Pareto Chart helps us understand the impact of different variations of input on our output.

In relation to 8D, Pareto Charts can help us prioritize which root cause to target, based on which will have the greatest impact on improvement (where improvement is the desired output of the 8D process).

Here’s the Six Sigma Institute’s example Pareto Chart :

Here we have a simple deductive reasoning technique that asks “why?” five times to dig into the root cause of a problem.

The logic here is that by asking the same question five times, you work progressively “deeper” into the complexity of the problem from a single point of focus.

Ideally, by the fifth question you should have something that has a high likelihood of being a root cause.

This example from Wikipedia does a great job of conveying how the process works:

• The vehicle will not start. (the problem)
• Why? – The battery is dead. (First why)
• Why? – The alternator is not functioning. (Second why)
• Why? – The alternator belt has broken. (Third why)
• Why? – The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
• Why? – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

Ishikawa diagrams (fishbone diagrams)

Sometimes called “cause-and-effect diagrams”, they are as such used to visualize the cause and effect of problems.

The approach takes six different categories and places information about the problem into different categories to help you understand what factors could be contributing to the problem.

One advantage over the 5 Whys approach is the way this method forces a more holistic perspective, as opposed to the potentially narrow vantage point offered by zooming in on a single aspect or question.

According to the Six Sigma Institute, the 6 key variables pertaining to root causes of problems are:

• Machine: Root causes related to tools used to execute the process.
• Material: Root causes related to information and forms needed to execute the process.
• Nature: Root causes related to our work environment, market conditions, and regulatory issues.
• Measure: Root causes related to the process measurement.
• Method: Root causes related to procedures, hand-offs, input-output issues.
• People: Root causes related people and organizations.

There’s also this useful illustration of a company using a fishbone diagram to better understand what factors contribute to a company’s high turn around time.

Gap analysis

A gap analysis is concerned with three key elements:

• The current situation, or “performance”
• The ideal situation, or “potential”
• What needs to be done in order to get from performance to potential, or “bridging the gap”

The “gap” is what separates your current situation from your ideal situation.

Businesses that perform a gap analysis can improve their efficiency and better understand how to improve processes and products.

They can help to better optimize how time, money, and human resources are spent in business.

There’s a lot that goes into a gap analysis, and quite a few different ways to approach it. Check out our article for a deeper dive into the gap analysis process.

Superpowered checklists

Checklists can be a great way to simplify a complex process into a series of smaller, easy-to-manage tasks. They’re one of the best ways to start using processes in your business.

By using checklists, you can reduce the amount of error in your workflow , while saving time and money by eliminating confusion and uncertainty.

What’s more, if you’re using Process Street, you have access to advanced features like conditional logic , rich form fields and streamlined template editing .

How to use Process Street for 8D problem solving

Good problem solving relies on good process. If you’re trying to solve problems effectively, the last thing you want is your tools getting in your way.

What you want is a seamless experience from start to finish of the 8D methodology.

The best kinds of processes are actionable. That’s why you should consider using a BPM software like Process Street to streamline recurring tasks and eliminate manual work with automation .

Process Street’s mission statement is to make recurring work fun, fast, and faultless. By breaking down a process into bite-sized tasks , you can get more done and stay on top of your workload.

Sign up today for a free Process Street trial!

Problem solving is an invaluable skill. What’s your go-to process for problem solving? We’d love to know how it compares with the 8D method. Let us know in the comments!

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Oliver Peterson

Oliver Peterson is a content writer for Process Street with an interest in systems and processes, attempting to use them as tools for taking apart problems and gaining insight into building robust, lasting solutions.

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