8D Problem Solving Approach

1
8D Approach to Problem-Solving
BAN SENG Plastic Industries & Assembly Sdn Bhd.
Lot 503, Jln TUDM,
Kg.Baru Subang,
Seksyen U6,
40150, Shah Alam,
Selangor Darul Ehsan.
Tel 603-7846 6866
Fax:603-78468166
NorthernVille Consulting Sdn. Bhd.
Trainer : Mr. Timothy Wooi
Date:
26 Mar 2020

 International Educational & Innovation
Leadership Speaker.
 Provides Consultation on Lean, leads Kaizen,
TPM, Cellular system & Moonshine set up.
 Former Quality Specialist / Engineering Manager
for ACM /Boeing, Malaysia.
 A multi skill Innovator with Mechanical
background that adopts Green Living
 Rode 18,290km thru 24 Countries over 5 months
from Penang to London on a 125 CC Kapcai.
Timothy Wooi
Add: 20C, Taman Bahagia,
06000, Jitra, Kedah
timothywooi2@gmail.com
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
TRAINER’S PROFILE

21st Century: Global Competition
The globalization of trade has exposes
local industries to new Competitive
pressures.
Old View: Cost + Profit = Price
New View: Price – Profit = Target Cost
Order Qualifiers in a Global Market:
Superior Quality, Competitively Priced, Quick Delivery
Order Winners in a Global Market:
Products and Services that are valued by the customer.

The 8D method provides
you with an in-depth
understanding of
analyzing problems to
identify the root causes.
The eight-discipline (8D) Approach to Problem-
Solving is a systematic approach to problem-solving
& documenting of results, developed by Ford Motor
Co. It is an essential step to process improvement.

CONTINOUS IMPROVEMENT = KAIZEN
IMPROVEMENT
WITHOUT
ENDING
In Japanese,
KAI
Change
ZEN
Good
KAI ZEN=
Change for
better
The Small, gradual, incremental changes over a long period
that adds up for a major impact on business in the future.
Qualifiers of 21st Century & Skills

To use the 8D methodology to describe steps to solve
a problem. To implement necessary Tools using the
8D methodology.
To participate in an 8D team
to improve the communication
and documentation of the
problem.
To apply the technique in daily
work problems
Class outlines:

It will strengthen your
understanding on;
what is 8D,
 why Apply 8D,
 when to Apply 8D &
 how to Apply 8D at work.
This workshop provides you with a working
knowledge of 8D effective root cause analysis
and tools to address non conformity.
Benefits

Introduction to 8D
The 8D Process
The 8D Report Format
The 8D Approach
1D: Use team approach
2D: Describe the problem
3D: Implement and verify containment action
4D: Find root cause
5D: Corrective action plan
6D: Preventive action plan
7D: Verify Corrective Action/Preventive Action
8D: Congratulate your team
Corrective & Preventive Action - Guidelines
Contents:

Introduction
What is Problem Solving?
The 8D Process
Why use a structured
process?
The 8D Report Format
8D format
The 8D Approach
Prepare for the Process
Getting started
Problem selection
Pareto charts
D1 Use a Team Approach
Team selection and makeup
Exercise: Form teams, design a check sheet to collect
data and perform initial data collection run
D2 Describe the Problem
The importance of collecting and interpreting data
Problem statements and operational definitions
Flow charts
Exercise: Use an IS/IS NOT worksheet to develop
problem definition
D3 Implement and Verify Containment Activity
Containment strategies -Thinking outside the box
Problems with containment
Exercise: Identify possible containment strategies
Morning

D4 Define Root Cause
Root cause analysis methodology
Structured brainstorming techniques
Cause and Effect (Fishbone)
Diagrams
Repeated Whys (5 Whys)
Cause of Occurrence vs. Cause of
Escape
Exercise: Use structured
brainstorming methods, and
a fishbone diagram to identify and
classify possible root causes
Exercise: Design a simple experiment to isolate
root cause
Run Charts
Exercise: Construct a run chart
D5 Develop Permanent Corrective Actions
Developing an Action Plan
Error Proofing (Poka Yoke)
Nominal Group Technique
Exercise: Use NGT to reach consensus on
Corrective actions - develop PCAs
Noon

Value Stream Mapping (VSM)
Control Charts and Basics Concepts
of SPC
Process Capability
D8 Congratulate Your Team
8D Auditing
Summary and Wrap-up
D6 Implement and Verify Corrective Actions
Putting the Action Plan into place
Action Matrix
Force Field Analysis
Histograms
Scatter diagrams
Exercise: use a scatter diagram
D7 Prevent Recurrence
Identifying recurrence issues
Leveraging your success for maximum ROI
Noon

What does the word ‘Quality’ means to you ?
Delighting .. 1st meet, then exceed and 3rd make you happy!

Quality plays a major role in today’s manufacturing
environment.
Understanding Customer
needs and monitoring
process behaviors and
variation to safe guard
Customer from receiving a
defect is key in assuring
Quality.
Superior Quality, reduce Cost
and on-time Delivery (QCD)

It is also referred to as
“Eight Steps Plan”,
“TOPS” (Team Oriented
Problem-Solving) or
“Post-Mortem”.
8D Problem-Solving is a powerful problem-solving
technique to resolve and eliminate chronic or
problematic issues.
Introduction

What is Problem Solving?
Problem solving is the act of;
defining a problem,
determining the cause of
the problem,
 identifying, prioritizing,
 selecting alternatives for
a solution &
 implementing a solution.

The 8D Process
The 8D is a problem solving methodology designed to
find the root cause, devise short-term fix & implement
long-term solution to prevent recurrence.
When your product is
defective or do not satisfy
your customers, an 8D is
an excellent first step to
improving Quality and
Reliability.

The 8D Report or 8D corrective action report is a problem-
solving approach for product and process improvement.
8D Methodology is used
to implement structural
long-term solutions to
prevent recurring
problems.

The 8D Report was first used in the FORD automotive
industry. During World War II, the 8D Method was used
in Team Oriented Problem Solving (TOPS) in the
United States under Military Standard 1520.
It was later used and
popularized by car
manufacturer Ford.

FORD Automotive Industry for Standardization
• Assembly line - Henry Ford 1920s
• Low skilled labor, simplistic jobs, no pride in work
• Interchangeable parts
• Lower quality
• Affordably priced for the average family
• Billions produced – all identical “ You can choose any color
as long as its Black ”

The 8D Process
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.

The 8D Approach 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.

Why use a structured process?
8D methodology offers a consistent, easy-to-learn and
thorough approach to solve any problems, arising at
various stages in production.
You can expect the following
benefits:
Improved team oriented
problem solving skills
Increased familiarity with a
structure for problem solving

Creation and expansion of a database of past failures
& lessons learned to prevent problems in the future
Better understanding of how to use basic statistical
tools for problem solving
Improved problem solving effectiveness and efficiency
Understanding of Root Cause Analysis (RCA)
 Adoption of Problem solving effort & methods into the
organization processes

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 and efficiency at
problem solving

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

The 8D Report Format What is a 8D Report?
Today, 8D Report is a formal
‘working and thinking method
report’ for smaller problems.
A structured format is used to
document all the 8 disciplines
known as: Global 8D, Ford
8D or TOPS 8D.
In the 1990s Ford continued to develop the 8D process
from its origin in the automotive industry.
8D FORMAT

The 8D Approach
1D: Define the Team
2D: Describe the problem
3D: Implement containment action
4D: Define & Verify root cause
5D: Corrective action plan
6D: Preventive action plan
7D: Verify Corrective / Preventive Action
8D: Congratulate your team
Prepare for the Process, Getting started, Problem
selection and Pareto charts

The 8D problem solving process is required when:
When to Apply (8D) of Problem Solving
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 8D Problem Solving
The 8D process alternates inductive and deductive
problem solving tools to relentlessly move towards a
solution. Use…. The Quality-One approach
 individual core team of three for
inductive activities with data
driven tools.
Subject Matter Expert (SME) group
 deductive activities through
brainstorming, data-gathering
and experimentation.
8D FORMAT

Inductive reasoning
-draw a general conclusion (making a conjecture)
from repeated observations of specific examples.
The conjecture may or may not be true.
Deductive reasoning
is characterized by applying general principles to
specific examples.

Prepare and Plan for the 8D
Before 8D analysis begins, always ask an expert first
for impressions, feedback with the following criteria
applied before 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), to protect
the customer from further
undesired symptoms
8D FORMAT

D1 Use a Team Approach Team selection and makeup
Exercise:
Form teams,
design a check sheet to
collect data and
 perform initial data
collection run

Cross Functional Team
(CFT)
- made up of members
from many disciplines.
Quality-One takes this
principle one step further
by having two levels of
CFT:
D1 Use a Team Approach Team selection and makeup
Core Team
- uses data-driven
approaches (Inductive or
Convergent Techniques)
The Core Team Structure
should involve three
people on the respective
subjects: product, process
and data

SME Team
- members who brainstorm,
study and observe (Deductive
or Divergent Techniques)
Additional Subject Matter
Experts are brought in at
various times to assist with
brainstorming, data collection
and analysis
Teams require proper
preparation and setting
the ground rules.
 Implement disciplines
like checklists,
 forms and techniques
to ensure steady
progress.

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

The importance of collecting & interpreting data
 Problem statements and operational
definitions
 Flow charts
Exercise:
Use an IS/IS NOT worksheet to develop problem
definition

8D method’s focus is to properly describe the
problem,
utilizing the known data &
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.
8D FORMAT

This approach utilizes the following tools:
 5 Why or Repeated Why
(Inductive tool)
Problem Statement
 Affinity Diagram (Deductive tool)
 Fishbone/Ishikawa Diagram
(Deductive tool)
 Is / Is Not (Inductive tool)
Problem Description
8D FORMAT

Exercise:
Use an IS/IS NOT worksheet to develop problem
definition
8D FORMAT

Containment strategies -Thinking outside the box
Problems with containment
Exercise: Identify possible containment strategies
D3: Interim Containment Action
In the interim, before the
permanent corrective action
has been determined, an
action to protect the customer
can be taken.
8D FORMAT

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
8D FORMAT

 Root cause analysis methodology
 Structured brainstorming techniques
 Cause and Effect (Fishbone) Diagrams
 Repeated Whys (5 Whys)
 Cause of Occurrence vs. Cause of Escape
Exercise: Use structured brainstorming methods, and
a fishbone diagram to identify and classify possible root causes.
Exercise: Design a simple experiment to isolate root cause
 Run Charts

Cause and Effect (Fishbone) or (Ishikawa) Diagrams
It look like a fish's
skeleton with the
problem at its head
and the causes for the
problem feeding into
the spine.
-helps to track down the reasons for imperfections,
variations, defects, or failures.

Cause and Effect (Fishbone) or (Ishikawa) Diagrams

Root Cause Analysis (RCA) and Escape Point.
Analyze & identify root cause to take permanent
action to eliminate it. The root cause definition
requires that it can be turned
on or off, at will.
Activities include:
Comparative Analysis listing
differences and changes
between “Is” and “Is Not”
8D FORMAT

Activities of D4 Root Cause
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, (closest
point in process where the root
cause could have been found but
was not)

The steps and techniques of RCA within 8D are as follows:
Problem Symptom is quantified &
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)

Affinity Diagram
A business tool used to organize ideas and data and
grouped them based on their natural relationships
( 7 QC Tools ).
The Affinity process
is often used to group
ideas generated by
Brainstorming.

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

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) the Root Causes

Exercise:
Use structured brainstorming methods,
and fishbone diagram to identify and classify
possible root causes
Exercise: Design a simple experiment to isolate
root cause
Run Charts

Run Charts
-line graph of data plotted over time. By collecting and
charting data over time, you can find trends or patterns
in the process.
Run Charts do not use
control limits thus it is unable
to tell if a process is stable.
However, they can show how
the process is running.

Run Charts

Developing an Action Plan
Error Proofing (Poka Yoke)
Nominal Group Technique (NGT)
Exercise: Use NGT to reach consensus on corrective
actions - develop PCAs
D5 Develop Permanent Corrective Actions (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.

The nominal group technique (NGT)
-a group process involving problem identification,
solution generation, and decision making.
Can be used in groups of many
sizes, to make own decision
quickly, taking everyone's
opinions into account.
(as opposed to traditional voting,
where only the largest group is
considered)

Poka-Yoke:
A Japanese mistakes avoid (poka-yokeru) method to
eliminate product defects by preventing, correcting, or
drawing attention to human errors as they occur.
Applicable in Lean Companies
and now in all manufacturing to
eliminate defects and prevents or
makes it impossible for human to
make an error.

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
8D FORMAT

 Select control-point
improvement for the
Escape Point
 Verification of Effectiveness
for both the PCA and the
Escape Point are required
Based on risk assessment, make a balanced choice
for PCA

Corrective Actions VS Preventive Actions

Exercise:
Use NGT to reach consensus on
corrective actions
- develop PCAs

Putting the Action Plan into place
Action Matrix
Force Field Analysis
Histograms
Scatter diagrams
Exercise: Use a scatter diagram

To successfully implement and Validate PCA for a
permanent change,
a project plan should encompass:
communication, steps to complete, measurement of
success and lessons learned.
Develop Project Plan for Implementation
Communicate the plan to all stakeholders
Validation of improvements using measurement

Exercise:
Use a scatter diagram (scatter plot, scatter graph, or
correlation chart) - a tool for analyzing relationships
between two variables for determining how closely the
two variables are related.
One variable is plotted
on the horizontal axis
and the other is plotted
on the vertical axis.

Identifying recurrence issues
Leveraging your success for maximum ROI
Value Stream Mapping (VSM)
Control Charts and Basics Concepts of SPC
Process Capability

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.

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

8D Auditing
Summary and Wrap-up
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.

8D Auditing, Summary and Wrap-up
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.

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

The Pencil Parable
Take 5!
Relax &
Watch!

Attitude is Everything
Take 5!
Relax &
Watch!

A happy or satisfied customer often
doesn’t say a thing, or just tell a
few friends, but an unhappy or
dissatisfied customer tells a lot of
people to warn them.
“A happy customer tells a friend; an unhappy
customer tells the world”
The exact words and number of people told vary, but that
became popular in the mid-1980s, when the American
Management Association conducted a business study.

Customer satisfaction is the driving force for an
organization to improve its performance to both
Customers: external (clients, government regulatory
bodies, the public) and internal (employees, different
departments)
Both external and internal
Customers have needs.
Quality stresses the
importance of satisfying
those needs.

8D Problem Solving Approach

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