8D Problem Solving by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
8D:
Eight Disciplines
PROBLEM SOLVING PROCESS

© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
1. Understand the 8D problem solving process
2. Describe the objective of each step of the 8D
process
3. Understand how to use the problem solving
tools in the 8D process
4. Define the roles of the 8D problem solving
team
5. Define the critical success factors for effective
8D problem solving
Copyrights of all the pictures used in this presentation are held by their respective owners.
NOTE: This is a PARTIAL
PREVIEW. To download the
complete presentation, please visit:
http://www.oeconsulting.com.sg

Contents
1. Introduction to 8D Problem Solving
2. Roles of 8D Problem Solving Team
3. 8D Problem Solving Process – The Step by
Step Approach
4. 8D Problem Solving Tools
5. Critical Success Factors

The Blind Men and an Elephant
Problems are often perceived differently
by different people.
It is a
snake!
It is a
wall!
It is a
branch!

What is 8D Problem Solving?
• 8D (8 Disciplines) is a systematic approach for
solving problems.
• It was developed by the US Department of
Defense and popularized by Ford Motor
Company. Ford later renamed the process as
Global 8D or G8D.
• 8D is now a standard in the auto industry.
• Ford uses the 8D Process to help teams deal
with quality control and safety issues
systematically.

Benefits of 8D Problem Solving
• Increased customer satisfaction
• Increased market share
• Lower costs
• Faster delivery time
• Increased profitability
• Increased efficiency
• Improved morale

Overview of the 8D Problem Solving
Process
Plan
Establish the Team
Describe the Problem
Develop an Interim Containment Action
Define & Verify Root Cause
Choose & Verify Permanent Corrective Action
Implement & Validate Permanent Corrective Action
Prevent Recurrence
1
2
3
4
5
6
7
8 Recognize the Team
0

What is a Problem Solving Team?
• A problem solving team is a group of employees
performing similar or related tasks, who get
together on a regular basis, to discuss a topic or
theme affecting their work or workplace.
• A problem solving team may be set up by
management to look into an issue faced by the
customer with the aim to resolve it and prevent
similar problems from happening in the future.

Role of the Champion
• Is the project owner or sponsor
• Selects the team leader
• Has authority to make changes
• Makes resources available to the team
• Removes barriers faced by the team
• Challenges and/or supports team decisions
• Creates an environment for empowerment of the
team

8D Problem Solving Team’s Maxims
• Don’t blame others
• Describe not judge
• Speak with facts and data
• Concentrate on the vital few
and not the trivial many
• Build on proposals or ideas
• Recognize that feelings affect
team meetings
• Treat the next process as your
customer

Importance of an 8D Report
• The 8D report or storyboard serves as a
checklist as well as a means of tracking
improvement measures decided upon by the
team.
• It also ensures that all steps are followed and
completed.
• The 8D report is a fundamental part of the 8D
problem solving methodology and must be
updated at the end of each step.

Discipline 0:
Plan
Plan
Establish the Team
Prevent Recurrence
1
2
3
4
5
6
7
0

“If you fail to plan,
you are planning
to fail.”
Benjamin Franklin

D0: Plan
• Before you start to assemble a
team to solve the problem, it is
important to plan your approach.
• Your 8D project plan is vital to
a successful start to the whole
process.
• You will need to consider:
 who will be on the team
 what your time frame is
 what resources you will require

7
Aug
14
Aug
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Aug
28
Aug
4
Sep
11
Sep
18
Sep
25
Sep
1
Oct
8
Oct
15
Oct
22
Oct
29
Oct
D0: Plan
D1: Establish the team
D2: Describe the problem
D3: Develop interim
containment action
D4: Define & verify root
cause
D5: Choose & verify
permanent corrective action
D6: Implement & validate
permanent corrective action
D7: Prevent recurrence
D8: Recognize the team
D0: Example of Project Plan
8D Project Schedule

Discipline 1:
Establish the
Team
Plan
Establish the Team
Prevent Recurrence
1
2
3
4
5
6
7
0

D1: Establish the Team
• In step 1, the aim is
to form a team with
the right people:
those with knowledge
of the area or
process in question,
those willing, capable
and competent to do
the task.

D1: Establish the Team
• Address the problem with the team.
• Ensure that the team comprise the right people
with the proper know-how of the processes,
technical areas and techniques used.
• You can also nominate extended team members
who could join in the meeting whenever their
inputs are required.

Discipline 2:
Describe the
Problem
Plan
Establish the Team
Prevent Recurrence
1
2
3
4
5
6
7
0

SIPOC diagram for a ‘Display Definition to Deployment’ process
Inputs Outputs
Design & prototyping
Development
Production
Set-up for deployment
Needs definition
Suppliers Customers
Country
Sales reps
Dealers
Product
Engineering
Demonstration &
Engineering
Group
Process
Installers in
storesSales Manager
/Merchandiser
Product
specifications
Demonstration
technology
Message to be
communicated
Preferred
environment in
which product
should be
Key dealer specs
and business case
End-user
Display at POS
Business rationale
for investment/use
Installation manual
Corp Product
Management
Process Problems Can Be Highlighted by a SIPOC
Diagram
D2: Describe the Problem
Problems include missing
components, long waiting time
of spare parts, displays that are faulty
and don’t work, etc.

Problem Description
• Defines the boundaries of the problems in terms of IS
/IS NOT.
• Focuses on “what the problem IS and what the problem
IS NOT but logically could have been” and looks to
provide information on:
 what the defect is/is not but could be
 where it does/does not occur but could
 when it does/does not occur but could
 how big it is/is not but could be
• The IS / IS NOT process also identifies data that needs
to be gathered where necessary to better understand the
problem.

Examples of Problem Description
1. 20% of the blue finished lampshades are consistently
rejected for paint runs on the top flat. Defects are not
seen before the finish coat is applied.
2. Customers in the Northern region are dissatisfied with
the ordering service. During the past three months,
errors have increased by 23% while complaints from
the other regions have remained stable in the same
period.
3. Since the rationalization of the patient registration
services at the St. Andrew’s Hospital, complaints of
long waiting times have increased by 35% when the
patient traffic has increased by only 7%.

D2: Summary of Key Steps
1. Collect and visualize available data.
2. Define the process. Allocate the data or
information to the various steps of the process.
3. Assess if the problem needs to be re-scoped
or broken into smaller components.
4. Define the boundaries of the problem.
5. Carry out a problem analysis.
6. Get confirmation by the customer.
7. Update the 8D report.

Discipline 4:
Define & Verify
Root Cause
Plan
Establish the Team
Prevent Recurrence
1
2
3
4
5
6
7
0

“When we fail to grasp
the systemic source of
problems, we are left
to ‘push on’ symptoms
rather than eliminate
underlying causes.”
Peter Senge
The Fifth Discipline

D4: Define & Verify Root Cause
• Start out by collecting as much data/information
as possible and making it visual in any way
possible.
• Some useful tools for analyzing the problem are:
 Process mapping or flow charting
 Graphs
 Control charts
 Trend or Run charts
 Pareto diagrams

D4: Define & Verify Root Cause
Symptoms
 Result or outcome of the
problem
 What you see as a problem
(Obvious)
Causes
 “The Roots” – system below
the surface, bringing about
the problem (Not Obvious)
Symptoms
Causes
The Problem
 Gap from goal or standard
Problem
Infection
Fever
Achy, weak, tired

D4: Summary of Key Steps
1. Collect and visualize available data.
2. Check the team suitability for the purpose.
3. If further data/information is needed, go back
to D2.
4. Identify possible causes.
5. Identify the most probable cause(s).
6. Verify the root cause(s).
7. Identify possible measures and alternatives.
8. Update the 8D report.

Discipline 7:
Prevent
Recurrence
Plan
Establish the Team
Prevent Recurrence
1
2
3
4
5
6
7
0

D7: Prevent Recurrence
• It is often said that
prevention is better
than cure.
• The aim of step 7 is to
prevent the original
problem from
occurring again.

Examples of Visual Management (2)
Hazardous areas or
equipment
Use a black and yellow striped
marking as a border around any
area or piece of equipment
where employees may be
inadvertently exposed to a
special hazard. The black and
yellow border indicates that
special caution should be
exercised when entering and
working in the area. Source: Brady 50 Lean Visuals Pocketbook
Point-of-need safe work
instructions
Hazard warnings and safe work
instructions should be posted at
the point of need - right where
the hazard exists for your
employees.
Safety and fire protection
equipment floor markings
Use red and white striped floor
tape to mark off the areas in
front of safety equipment and
firefighting equipment that must
be kept clear, per OSHA
requirements.

Examples of Mistake-Proofing (1)
Positive stop
An example of a positive stop is on
machinery that requires operators
to perform a safety task before
starting the machinery. To activate
the power to the machine, the
operator must first close the hood.
Other examples include blenders,
washers and microwaves that stop
when their door is opened to
prevent operator injury or damage
to the equipment.
Go/No-go
Turnstiles are commonly used in
subways to regulate the flow of
human traffic, especially during
peak hours. As a “go/no go” or
“pass/fail” device, it prevents
defects by determining if a
feature is present or not. At
airports, go/no-go luggage
gauges ensure that carry-on
luggage can fit into the overhead
compartments or under the seat.
Tool boards
Missing tools and tools lying
around the workplace are
challenges faced by maintenance
and engineering staff. With a tool
board, available tools can be
easily accessed and tools after
being used can be returned to
their designated locations. As a
visual display, any tool which is
missing, in the wrong slot or being
used can be easily noticed.

Cause & Effect
Diagram

Cause & Effect Diagram
(a.k.a. Ishikawa Diagram, Fish-bone Diagram)
• Purpose
 To identify and structure the causes of a given effect
• When to use
 When investigating a problem, to identify and select
key problem causes to address
 When effect of a problem is known, but possible
causes are unclear
 To find other causal relationships, such as potential
risks or causes of desired effects

Cause & Effect Diagram (Manufacturing)
EffectCauses
cause
Machines
Measurements Materials
Methods
Mother Nature
Manpower
(Environment)
Problem
Statement

How to Construct a Cause & Effect Diagram
1. Develop and agree on a problem statement (effect)
2. Brainstorm a list of possible causes; remove symptoms
and solutions related to the stated effect
3. Identify major categories of causes (e.g. Man,
Machines, Material, Method, Measurement,
Environment)
4. Place each cause in a category (same cause can occur
in several category)
5. Ask “Why does this happen?” for each cause
6. Design data collection strategy to verify and prioritize
main causes

Critical Success Factors
1. Choose the right team
2. Accurate description of the problem
3. Avoid skipping through steps
4. Ensure cooperation within the team
5. Maintain momentum
6. Ensure management support
7. Understand the difference between possible
causes and the real cause

About
Operational Excellence
Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

To download this presentation,
please visit us at:
www.oeconsulting.com.sg
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8D Problem Solving by Operational Excellence Consulting

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