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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

Quality and Reliability Support | Quality-One

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.

8D - Problem Solving Format

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 - D0 Reference Card

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

Is Is Not Example

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.

3 Legged 5 Why

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

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Article • 8 min read

8D Problem Solving Process

Solving major problems in a disciplined way.

By the Mind Tools Content Team

(Also known as Global 8D Problem Solving)

8d model problem solving

When your company runs into a major problem, you need to address it quickly. However, you also need to deal with it thoroughly and ensure that it doesn't recur – and this can take a lot of effort and elapsed time.

The 8D Problem Solving Process helps you do both of these seemingly-contradictory things, in a professional and controlled way. In this article, we'll look at the 8D Problem Solving Process, and we'll discuss how you can use it to help your team solve major problems.

Origins of the Tool

The Ford Motor Company® developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D.

Ford created the 8D Process to help teams deal with quality control and safety issues; develop customized, permanent solutions to problems; and prevent problems from recurring. Although the 8D Process was initially applied in the manufacturing, engineering, and aerospace industries, it's useful and relevant in any industry.

The eight disciplines are shown in figure 1, below:

Figure 1: The 8D Problem Solving Process

8d model problem solving

The 8D Process works best in teams tasked with solving a complex problem with identifiable symptoms. However, you can also use this process on an individual level, as well.

Applying the Tool

To use the 8D Process, address each of the disciplines listed below, in order. Take care not to skip steps, even when time is limited; the process is only effective when you follow every step.

Discipline 0: Plan

Before you begin to assemble a team to address the problem, you need to plan your approach. This means thinking about who will be on the team, what your time frame is, and what resources you'll need to address the problem at hand.

Discipline 1: Build the Team

You should aim to put together a team that has the skills needed to solve the problem, and that has the time and energy to commit to the problem solving process.

Keep in mind that a diverse team is more likely to find a creative solution than a team of people with the same outlook (although if outlooks are too diverse, people can spend so much time disagreeing that nothing gets done).

Create a team charter that outlines the team's goal and identifies each person's role. Then, do what you can to build trust and get everyone involved in the process that's about to happen.

If your team is made up of professionals who haven't worked together before, consider beginning with team-building activities to ensure that everyone is comfortable working with one another.

Discipline 2: Describe the Problem

Once your team has settled in, describe the problem in detail. Specify the who, what, when, where, why, how, and how many; and use techniques like CATWOE and the Problem-Definition Process to ensure that you're focusing on the right problem.

Start by doing a Risk Analysis – if the problem is causing serious risks, for example, to people's health or life, then you need to take appropriate action. (This may include stopping people using a product or process until the problem is resolved.)

If the problem is with a process, use a Flow Chart , Swim Lane Diagram , or Storyboard to map each step out; these tools will help your team members understand how the process works, and, later on, think about how they can best fix it.

Discovering the root cause of the problem comes later in the process, so don't spend time on this here. Right now, your goal is to look at what's going wrong and to make sure that your team understands the full extent of the problem.

Discipline 3: Implement a Temporary Fix

Once your team understands the problem, come up with a temporary fix. This is particularly important if the problem is affecting customers, reducing product quality, or slowing down work processes.

Harness the knowledge of everyone on the team. To ensure that each person's ideas are heard, consider using brainstorming techniques such as Round Robin Brainstorming or Crawford's Slip Writing Method , alongside more traditional team problem solving discussions.

Once the group has identified possible temporary fixes, address issues such as cost, implementation time, and relevancy. The short-term solution should be quick, easy to implement, and worth the effort.

Discipline 4: Identify and Eliminate the Root Cause

Once your temporary fix is in place, it's time to discover the root cause of the problem.

Conduct a Cause and Effect Analysis to identify the likely causes of the problem. This tool is useful because it helps you uncover many possible causes, and it can highlight other problems that you might not have been aware of. Next, apply Root Cause Analysis to find the root causes of the problems you've identified.

Once you identify the source of the problem, develop several permanent solutions to it.

If your team members are having trouble coming up with viable permanent solutions, use the Straw Man Concept to generate prototype solutions that you can then discuss, tear apart, and rebuild into stronger solutions.

Discipline 5: Verify the Solution

Once your team agrees on a permanent solution, make sure that you test it thoroughly before you fully implement it, in the next step.

  • Conducting a Failure Mode and Effects Analysis (FMEA) to spot any potential problems.
  • Using Impact Analysis to make sure that there will be no unexpected future consequences.
  • Using Six Thinking Hats to examine the fix from several different emotional perspectives.

Last, conduct a Blind Spot Analysis to confirm that you and your team haven't overlooked a key factor, or made an incorrect assumption about this solution.

Discipline 6: Implement a Permanent Solution

Once your team reaches a consensus on the solution, roll your fix out. Monitor this new solution closely for an appropriate period of time to make sure that it's working correctly, and ensure that there are no unexpected side effects.

Discipline 7: Prevent the Problem From Recurring

When you're sure that the permanent solution has solved the problem, gather your team together again to identify how you'll prevent the problem from recurring in the future.

You might need to update your organization's standards, policies, procedures, or training manual to reflect the new fix. You'll likely also need to train others on the new process or standard. Finally, you'll need to consider whether to change your management practices or procedures to prevent a recurrence.

Discipline 8: Celebrate Team Success

The last step in the process is to celebrate and reward your team's success . Say "thank you" to everyone involved, and be specific about how each person's hard work has made a difference. If appropriate, plan a party or celebration to communicate your appreciation.

Before the team disbands, conduct a Post-Implementation Review to analyze whether your solution is working as you thought, and to improve the way that you solve problems in the future.

In the late 1980s, Ford Motor Company developed the 8D (8 Disciplines) Problem Solving Process to help manufacturing and engineering teams diagnose, treat, and eliminate quality problems. However, teams in any industry can use this problem solving process.

The eight disciplines are:

  • Build the Team.
  • Describe the Problem.
  • Implement a Temporary Fix.
  • Identify and Eliminate the Root Cause.
  • Verify the Solution.
  • Implement a Permanent Solution.
  • Prevent the Problem From Recurring.
  • Celebrate Team Success.

The 8D Problem Solving Process is best used with a team solving complex problems; however, individuals can also use it to solve problems on their own.

Ford is a registered trademark of the Ford Motor Company: https://www.ford.com/

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  • What is 8D? A template for efficient pr ...

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

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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.

[inline illustration] D8 problem solving approach (infographic)

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

[inline illustration] D0 Planning (example)

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

[inline illustration] D1 Team members (example)

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?

[inline illustration] D2 Problem statement & description (example)

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.

[inline illustration] D3 Interim containment action (example)

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. 

[inline illustration] D4 Root cause & escape points (example)

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

[inline illustration] D5 Permanent corrective action (example)

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 .

[inline illustration] D6 PCA implementation plan (example)

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.

[inline illustration] D7 Preventive measure (example)

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.

[inline illustration] 8D Team congratulations & reward (example)

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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What is the 8D Problem Solving? And How to use the 8D Report?

The 8D problem-solving process (also known as the 8 Disciplines) is very different from previous processes we explored previously, such as the Double Diamond process or the IBM Design Thinking. The 8D process works in a rigid standardised nature to address the crisis caused by problems. The 8D process aims to walk with the team to highlight the problem, its root causes and propose a long-term solution. The process is documented in an 8D report which includes details of each of the eight stages. At the end of this article, we will explore an example report, and you can find a free 8D report template to download.

In times of crisis, companies face the challenge of analysing and solving problems efficiently in a short time to save developed projects. Problem-solving techniques such as the  TRIZ method  and  Hurson’s Production Thinking Model  allow companies to overcome crises and solve problems using less effort and time.

  • Stage Gate Process: The Complete Practice Guide
  • The Double Diamond Design Thinking Process and How to Use it
  • A Guide to the SCAMPER Technique for Creative Thinking
  • Design Thinking Tools: Reverse Brainstorming

Brief History of the 8D Problem Solving

The 8D method was first implemented by the US government during WW II as a military standard and was referred to as the Army Directive 1520, “Remedies and disposal of nonconforming materials.” In 1987, the demand for a team-oriented problem-solving method increased among the management organisation in the automotive industry to find a way to eliminate recurring issues.

Ford Motor Company published their manual,  Team Oriented Problem Solving (TOPS),  which includes their 8 Disciplines of the problem-solving process. The process was initially used to deal with quality control and safety issues inside the company but later expanded its role to a team approach problem-solving method. The 8D process is employed by engineers and designers to identify, analyse, and correct problems by eliminating the primary source that caused the problem.

So, what are the eight steps in the 8D methodology? The 8D problem solving process includes 8 Disciplines. In the mid-90s, a D0 step for planning was added to the process. The 8D steps include the following:

  • D1: Team formation
  • D2: Describe the problem
  • D3: Develop a temporary containment plan
  • D4: Determine and verify root causes
  • D5: Verify the permanent solution
  • D6: Implement the permanent solution
  • D7: Prevent recurrence
  • D8: Congratulate your team

The 8 Disciplines aim to achieve the following targets while solving the specified problem:

  • Think as a team while solving the problem
  • Isolate the situation and understand its causes
  • Identify the factors that contribute to the problem
  • Provide a temporary solution to halt the impact of the problem
  • Eliminate the causes of the problem and the factors contributing to it
  • Prevent the problem from recurring

When Should the 8D Problem Solving be Used?

Based on the above targets, the 8D problem solving process is designed for complex problems whose solution exceeds the ability of one expert. Also, it aims to establish communication for problem resolution through different levels inside the company. In some situations, the consumer or the management team requests the application of the 8D process through several forms or documentation.

While 8D problem solving is suitable for recurring problems that may repeatedly occur within a project or company, it is not ideal for simple issues that can be solved quickly by individual efforts. The process is unsuitable for a problem that can be solved with a straightforward solution. The 8D process is designed for complex issues, which require several weeks to solve and the involvement of at least four people.

8D problem solving provides a systematic process to find and solve problems. Therefore, if the situation requires choosing between alternative solutions, 8D acknowledges that other tools may help solve the problem better than the 8D process.

8D problem solving

How to Apply the 8D Problem Solving Process?

The steps below form the 8 Discipline process to achieve targeted problem solving through the eight steps.

This discipline is also known as the Pre 8D because it aims to understand the problem and determine if the 8D process is the correct method to use. At this stage, the team aims to answer general questions such as:

  • Is this a new problem, or has it happened before?
  • Is this a recurring problem?
  • What is the history of this issue?
  • What was the method used to solve the problem before?

At this stage, the target is to learn about the problem’s history and decide if the 8D process is the best tool to solve the problem.

D1: Team Formation

Thinking as a team can produce more efficient solutions than trying to solve a problem alone. The team includes all the stakeholders involved in the situation. The team communicates with each other and performs brainstorming to solve the problem (check  Design Thinking Tools: Reverse Brainstorming ). If the team does not know each other, the brainstorming time can be used to learn how to teach members to explore ideas together. Methods can be used in brainstorming sessions such as mind mapping , Six Thinking Hats , and  Lego Serious Play.

D2: Describe the Problem

After team formation, the second step is to understand the problem and its risks. This stage starts with a risk analysis to identify the situation and how it can affect the project flow. Several methods can be used to analyse the problem from different perspectives, including  SWOT analysis ,  SCAMPER technique , and similar tools. This stage is essential to building a clear vision of the problem and ensuring all stakeholders have the same understanding of the situation.

D3: Develop a Temporary Containment Plan

While solving the problem, there should be a temporary containment plan to prevent the problem from affecting the rest of the project or the final product. This temporary containment solution is a short-term operation such as adding more labour, increasing the quality measurements, applying a risk plan, etc.

It is essential to understand that the containment action is not the real solution and can only be used for the short term. Therefore, this action can be applied internally and not affect the process of reaching a permanent solution.

D4: Determine and Verify Root Causes

This stage aims to investigate the root causes of the problem; it can be considered the core of the 8D problem solving process. In many problems, what we see as causes are symptoms of other root causes. This misunderstanding can lead to inaccurate attempts at solutions that can have negative consequences in the future and leave the underlying problem unsolved.

An intensive investigation should be implemented because, in many cases, the root cause is hidden inside the process and covered by many symptoms, which is confusing. Some tools can be used to define the root causes of the problem, such as  brainstorming , statistical analysis, flow charts, audits, etc.

D5: Verify the Permanent Solution

Once the root cause is defined, the solution becomes apparent, and the team better understands how to solve the problem. However, the symptoms and other related factors may create difficulties deciding how best to apply the solution. So, these other factors should be considered when determining the permanent solution to the dilemma.

When choosing the permanent solution to the problem, it should meet the following criteria to ensure it is the ideal solution for the problem:

  • The solution should be practical
  • The solution should be feasible
  • The solution should be cost-effective
  • The solution should not fail during production
  • The solution should be implemented in all affected facilities in the company

D6: Implement the Permanent Solution

Once the solution is approved, this step tends to work as an action plan. This plan aims to outline the steps to implement the solution. It is common to ask questions in this stage: What should be done? Who should be involved in the correction plan?

More documentation and detailed plans should be created if the solution is complex and needs further procedures. The method may include training the team and checking the plan’s progress for further development and improvement.

D7: Prevent Recurrence

Once the action plan is set and ready to be implemented, the team should establish a plan to prevent the problem from occurring in the future. The action plan should be tested and documented as part of the process to avoid the recurrence of the problem. Some of the tools that can achieve this goal are Control Charts, Capabilities Analysis, and Control Plans.

D8: Congratulate the Team

After completing the task and implementing the solution, the team deserves an acknowledgement of their work and a celebration. This event will positively impact the stakeholders and reflect recognition of employees’ efforts from the management inside the company.

How do you Write an 8D Report?

The primary documentation used in the problem solving process is the 8D report. Korenko et al. (2013) presented an example of the 8D problem-solving application, Application 8D Method For Problems Solving . After this example, you can find a free 8D Report template that you can download and use for both commercial and noncommercial applications. The first part of the report, D0, includes information about the problem and the project details related to the project. D1 section contains details of the team involved in the project, roles, titles and contact information. D2 part of the report includes a detailed description of the problem and possible visual images to show the problem clearly. The report can consist of the type of damage of the failure and the function where the problem occurs (Figure 2).  

8D Report example

D3 includes details of the temporary solution for the problem required to stop the damage rapidly. In this part, the temporary remedy is described, particularly the symptoms affect, the responsibility, and the validation of the action. In D4, the team uses a root-cause method such as the 5WHYs or the Cause-Effect analysis (Fish Bone method). These methods help the team to identify the root causes of the problem. In Figure 3, the 5WHYs method is used several times to identify the root cause of the problem. 

8D Report example

D5 of the report provides details about the permanent solution to fix the problem. Unlike the temporary solution, this aims to element the root causes of the problem. This section includes the procedure’s name, the reason to use it, the responsibility, the management approval to apply it and the expected date of completing the utilisation of the solution, as seen in Figure 4. In the following stage, D6, the team provides details on the implementation and validation of the permanent action.

8D Report example

D7 provides details about preventing the recurrent problem, such as the name of the action after the validation process in the previous stage. Also, this stage provides details of the cause behind this action and elements about its responsibility and implementing details. Finally, in D8, the report includes a summary of the procedure and the proper approvals related to the procedure implementation (Figure 5). 

8D Report example

Free 8D Report Template Download

Free 8D Report Template

You can download the below 8D report, which you can use for commercial and noncommercial projects. Don’t forget to mention Designorate as the source of this free 8D report.

The 8D Problem Solving process provides a reliable and systematic method that ensures that the problems inside a company or project are solved by eliminating their root causes and preventing recurrence. However, it is most suitable for complex problems that can take weeks or even months to solve. Therefore, the first stage aims to determine if the 8D process is ideal for the problem or if more straightforward tools should be implemented. If the 8D problem solving method is appropriate for your business problem, you have a step-by-step template to guide you through your attempts to find a suitable solution to the obstacle you need to overcome.

Dr Rafiq Elmansy

I'm an academic, author and design thinker, currently teaching design at the University of Leeds with a research focus on design thinking, design for health, interaction design and design for behaviour change. I developed and taught design programmes at Wrexham Glyndwr University, Northumbria University and The American University in Cairo. Additionally, I'm a published book author and founder of Designorate.com. I am a fellow for the Higher Education Academy (HEA), the Royal Society of Arts (FRSA), and an Adobe Education Leader. I write Adobe certification exams with Pearson Certiport. My design experience involves 20 years working with clients such as the UN, World Bank, Adobe, and Schneider. I worked with the Adobe team in developing many Adobe applications for more than 12 years.

8d model problem solving

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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

The Eight Disciples (8D) of Problem Solving

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:

8D Problem Solving Discipline Roles and Responsibilities

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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  • 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.

  • Learn Lean Sigma

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.

8D Problem-Solving

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.

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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The  8D  Problem  Solving  Process

The Global 8D Problem Solving Process

The 8D (Eight Disciplines) Problem Solving Process is a team-oriented and structured problem-solving methodology that is mainly used to identify, correct, and eliminate recurring problems.

The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later improved and popularized by the Ford Motor Company in the early ‘90s.

Today, the 8D Problem Solving Process has become a standard in many industries as problem-solving, as an internal Corrective Action Request (CAR) Process, and as a Supplier Corrective Action Request (SCAR) Process.

The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishing permanent corrective and preventive actions. It follows a systematic eight-step process with integrated basic problem-solving tools.

D1 Establish the Team : Establish a small group of people with the process and/or product knowledge, allocated time, authority, and skills in the required technical disciplines to solve the problem and implement corrective actions. Key Deliverables include:

  • Review the problem or improvement opportunity
  • Review priorities, scope, and complexity
  • Identify if a team is needed
  • Identify team members and establish the team
  • Nominate a team leader and project champion
  • Establish basic team guidelines
  • Consider team-building exercises

D2 Describe the Problem : Describe the internal or external problem by identifying “what is wrong with what” and detailing the problem in quantifiable terms. Develop a clear problem statement and problem description.

  • Develop a Problem Statement
  • Develop a Problem Description using the “IS – IS NOT Matrix”
  • Develop a flowchart of the process and identify critical process steps with respect to the Problem Description
  • Develop a Fishbone Diagram or Process Variables Map to identify possible causes?
  • Determine whether this problem describes a “something changed” or a “never been there” situation
  • Establish a high-level project plan, including milestones, project goals, and objectives

D3 Develop Interim Containment Actions : Define, verify and implement interim containment action to isolate the effects of the problem from any internal and/or external Customer until permanent corrective (preventive) actions are implemented.

  • Define potential Interim Containment Action
  • Verify the effectiveness of potential Interim Containment Action
  • Select and implement Interim Containment Action
  • Validate the effectiveness of implemented Interim Containment Action with the Customer

D4 Define and Verify Root Cause(s) and Escape Point(s) : Isolate and verify the root cause by testing each root cause theory against the problem description and test data. Isolate and verify the place in the process where the effect of the root cause could have been detected and contained but was not (escape point).

  • Establish any additional data collection plans needed to learn more about the problem and/or possible causes
  • Utilize the Fishbone Diagram or Process Variables Map created earlier to identify the most likely cause(s)
  • Isolate and verify the most likely cause(s) by testing each Root Cause Theory against the Problem Description and the collected data
  • Isolate and verify the place in the process where the effect of the root cause could have been detected and contained but was not (escape point)

D5 Choose and Verify Permanent Corrective Actions : Select the best permanent corrective actions to remove the root cause and address the escape point in the process. Verify that both decisions will be successful when implemented and not cause any undesirable effects.

  • Develop solution(s) to remove the root cause(s)
  • Develop solution(s) to address the escape point(s)
  • Select the best solution(s) to remove the root cause(s)
  • Select the best solution(s) to address the escape point(s)
  • Verify that effectiveness of the selected solutions
  • Verify that selected solutions do not cause undesirable effects

D6 Implement and Validate Permanent Corrective Actions : Plan and implement selected permanent corrective actions, and remove the interim containment action. Monitor long-term results.

  • Implement the best solution(s) to remove the root cause(s)
  • Implement the best solution(s) to address the escape point(s)
  • Validate the effectiveness of the implemented solutions from the Customer perspective
  • Monitor the effectiveness of the implemented solutions and assure that they do not cause any undesirable effects
  • Remove Interim Containment Action

D7 Prevent Recurrence : Modify the necessary systems, including policies, methods, and procedures, to prevent the recurrence of the problem and similar ones.

  • Identify opportunities to improve and standardize systems, policies, methods, and procedures for the present problem
  • Identify opportunities to improve and standardize systems, policies, methods, and procedures for similar problems

D8 Recognize Team and Individual Contribution : Complete the team experience and sincerely recognize both team and individual contributions. Celebrate success and identify lessons learned.

  • Perform a final review of the problem-solving project
  • Finalize and archive project documentation
  • Recognize the team’s success and individual contributions
  • Capture lessons learned and integrate findings into the 8D Problem Solving Process
  • Reward and celebrate

While some basic problem-solving tools, such as the 5 Whys, Process Flow Charting, Is/Is Not Analysis, Fishbone Diagram, Process Variables Mapping, Comparative Analysis, Root Cause Verification, and Process Control Plans are an integral part of the overall 8D Problem Solving Process, others tools can be added to this process based on the organization’s needs.

Operational Excellence Consulting offers a one- and two-day The 8D Problem Solving Process Workshop . To learn more about our 8D (Eight Disciplines) Problem Solving Process Solution, please Contact Us and visit our OpEx Academy for Training Materials , eLearning Modules , Online Courses , and Public Workshops .

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Home > Quality Management > The 8D Problem-Solving Method: What is it And How To Use It

The 8D Problem-Solving Method: What is it And How To Use It

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The 8D ( 8D Problem-Solving Method ) method, also known as 8 disciplines, first appeared in Ford’s 1987 “Team-Oriented Problem Solving” manual. It is a tool that has stood the test of time and has become the first solution used by the company known today as Global 8D. Although the 8D method has been around for years, many companies still face the problem of low resolution and poor use of fixes.

Eight Laws of Problem-Solving ( 8D Problem-Solving Method ) are an efficient, effective, and proven way to identify the root cause of a problem, plan a quick solution, and prevent a solution, treatment, and recurrence of the problem. If your product is faulty or does not meet customer expectations, the 8D is a great first step toward improving quality and reliability. The 8D has become very popular with manufacturers, installers, and workshops worldwide due to its efficiency and ease.

8D Problem-Solving Method

Organizations can benefit from improving their production processes and preventing problems that can hinder productivity. This approach provides businesses with the necessary and practical tools to increase efficiency and take action when necessary.

The 8D Problem-Solving Method is the process of teaching and improving quality and eliminating problems. Here we will show you a step-by-step troubleshooting tool to help you identify the problem and identify issues and errors. It also helps identify root causes and take steps to resolve and prevent problems identified in the process. So, let us look at the steps:

1. D0: Planning and Preparation-

Planning and proper planning is a good start before taking action. The process begins with devising a plan and analyzing the problems the organization wants to solve. In this step, company leaders combine information from different sources and generate ideas. In general, at this stage, they identify the problem that needs urgent attention, the main resources that can be used to solve the problem, and the parties involved in the resolution process. The planning phase forms the basis for the next step.

Therefore, before building a team, you should consider:

  • Problem description
  • The time frame for resolution
  • Resources needed to complete the job.

2. D1: Formation of a Team-

This process is based on the creation of groups that will be part of the problem-solving process. During teamwork, the team leader will usually select someone with experience on the job and identify areas to consider in hiring professionals with skills in these areas. The group may also choose a leader to lead its efforts in the problem-solving process.

Building teams to do the 8D Problem-Solving Method is a weak spot for many organizations. Collaborating with people from relevant organizations is important because you cannot solve the problem without first-hand knowledge. If a part problem, the engineer responsible for the design should be in the team. If a production problem, it should be walked around by the staff from the special work area. Do not make the mistake of thinking that the 8D is a job only a competent person can do at their desk.

3. D2: Describing Problem-

The main purpose of the 8D approach is to accurately and objectively describe the problem so that all important information is captured. This step involves writing down detailed information and information to describe the problem, and this is another area where people run into a lot of trouble. Problem definition may mean walking the field to observe the problem on the production floor, reviewing quality data, and/or confirming/not validating the problem.

Organizations can further identify and solve the problem by identifying the problem. During this time, the team reviews issues that need fixing, and management maintains good communication with everyone on the team. Describe the situation in meaningful terms to help identify the potential and type of problem. Often, at this stage, the team writes problem statements, gathers information, and creates diagrams and charts to add to the project.

4. D3: Problem Containment Planning-

Sometimes it is necessary to develop a temporary problem management plan to reduce the impact of the problem until a permanent solution is found. New methods are needed to fix the problem until a permanent solution is found. Problem-solving is a process that takes time and goes through many stages. It is important to have a contingency plan when dealing with serious and persistent problems. Issue management can help reduce the immediate impact of an incident on a product or customer. Temporary protection plans often use quick, easy, and inexpensive measures that the team can reverse at a later stage if needed. With advice, it is important to analyze the results and monitor the situation carefully to prevent further damage.

Temporary protection minimizes the impact of the problem during a permanent solution, which is especially important when product quality or safety is at risk. Many automakers make the mistake of stopping at this point and causing confusion and correction. Sorting materials or clearing clutter only fixes the symptoms, not the cause. The result: repeated problems, higher costs, and loss of business.

5. D4: The Root Cause Analysis (RCA)-

There are many tools available to identify the true root cause of a problem. With the issue temporarily resolved, you can now begin to identify the cause of the inconsistency.

Once the interim plan is in effect, the next step will be an in-depth analysis of the root of the problem. The team examines each potential resource through in-depth analysis and testing. They bring in all relevant test data and discuss the unidentifiable details of the method. This issue is common and can help organizations better identify problems and prevent their recurrence in the future. Organizations often use marketing and visualization tools such as Five WHYs, the Fishbone diagram to visualize the cause, and the Pareto charts to identify root cause analysis.

6. D5: Analyzing Permanent Corrective Action-

Once the team has identified the source of the problem, we can decide what the best solution is. Networking with tools such as social mapping can help plan ideas and identify best practices through relationships.

After determining the best solution, the team evaluates corrective action against the root cause of the problem and escape points. With this information, they can compare corrections and write their results. At this stage, they can also make a risk assessment of each solution they create and choose the most appropriate one. Brainstorming combined with tools such as affinity diagrams helps organize ideas based on relationships and determine the best course of action.

7. D6: Implementing & Validating Permanent Corrective Action-

Management should be involved in verifying correct operation and this means that they must be present in the workshop to measure performance and in regular reviews of key performance indicators (KPIs). Leadership should be exemplified by examining the process from the paying customer’s perspective. It is worth noting that the 6 steps of the 8D Problem-Solving Method are when you are finally ready to use the correction, demonstrating the critical role of planning in this process.

Once a solution is identified, management should implement corrective actions using the PDCA (Plan Do Check Act) process with small tests before expansion. So, keep track of the results and tweak the fix to get the desired results. To achieve and implement a permanent change, the strategic plan should include:

  • Creating an action plan
  • Communicating the plan to all stakeholders
  • Recognizing improvement using metrics

8. D7: Preventing Recurrence-

Once the best solutions have been identified and tested, it is important to pursue permanent corrective action to eliminate roots and escapes. Generally, the organization pulls back the management plan from time to time, creates an action plan for the right action, and then communicates it to all stakeholders. To implement the plan, organizations monitor instant results and results over time. It also monitors the effectiveness of permanent fixes.

The organization should decide to take steps such as updating the process of checking questions and performing regular preventive maintenance on them, ensuring defect-free products for high-risk processes, and rejecting to avoid risking other processes.

9. D8: Recognizing Team Contributions-

When the problem is solved, the last step is to congratulate the team. Because teams need feedback to achieve great results, it is important to recognize their efforts and share their success across the organization. This increases motivation and employee engagement while helping you develop quality control, implement process improvements, and manage change as you grow.

At the final stage of the process, the team reviews their work and discusses the project and its achievements. Effective communication and comparison before and after the 8D Problem-Solving Method process helps the team. Awareness of personal effort and feedback is important during this period as it can increase job satisfaction.

About Henry Harvin 8D Analysis Course:

Henry Harvin’s 8D Problem-Solving Method Analysis course is designed to identify the root cause of a problem, develop a short-term solution strategy, and implement long-term solutions to prevent the recurrence of the problem and 8D gives you an understanding of Root Cause Analysis. It’s not just about solving problems. However, it can help prepare your engineering team for the future.

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  • Learn and find clear information on 8D analysis courses.
  • Learning various 8D Problem-Solving Method analysis principles.
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  • Manage performance, and understand capacity and growth.

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Other Courses

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Benefits of the 8D Problem-Solving Method include a better way to find the root cause, establish the necessary measures to eliminate the root cause, and apply the right treatment. The 8D method also helps find the control that is causing the problem to escape. The purpose of learning escape points is to improve management’s ability to identify failures or their causes (when and when they occur again). Finally, the prevention cycle examines the sequence of events that allowed the failure and the process that caused it to exist.

The 8D Problem-Solving Method approach is universally applicable to any organization that needs a solution. However, there are some industries and businesses that have been successful using this 8D method, such as manufacturing, the automotive industry, engineering companies that produce products, and large and medium-sized businesses.

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To complete the 8D process, the following are important:   i. Good team.   ii. A correct description of the problem.   iii. Not skipping the 8D Problem-Solving Method steps.   iv. Cooperation within the team and management support.

Some errors continued to occur as the team tried to locate the source of the problem and implement the correct solution. To prevent these defective products from reaching consumers, interim containment ensures that the defect remains in place until the problem is completely resolved. If the customer reaches the wrong location, it can lead to liability, failure, and customer dissatisfaction.

The 8D Problem-Solving Method report is a document used to document the 8D process, detailing the implementation of solutions and evaluating the effectiveness of solutions.  

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8D (Eight Disciplines) – The problem Solving tool

In this modern era, to sustain products in the market needs to use advanced manufacturing processes. Modern machinery and cost effective processes for produce quality products with low cost. but as you all know that. It’s difficult to constant manufacturing processes and sustain product quality. Because it is natural that, during the working time unexpected problems can be occurred and that kind of problems must be resolved in respective manner. Some organizations are used outmoded technique that solve the issues on temporary basis. As well those problems can be possible reoccur in processes in future.

So, needs to efficient system that eliminate the possibility of reoccur issues as well as smooth the manufacturing processes. Fortunately, we have some problem solving tools can solve the issue permanently. 8D (Eight disciplines) is one of the popular problem solving tool that in now days, organizations are adopting pleasurably. OK, so let’s see how to implement 8D in organization.

What is 8D (Eight Disciplines)?

“8D (Eight Disciplines) is problem solving tool / methodology used for correctly identified the cause of the problem, fixed and dissipate possibility of recurrence of quality problems.”

8D model is systematic approach popularly used in responding to manufacturing issues. Generally, quality team conduct eight disciplines processes for identify root causes of problem and eliminate it by appropriate actions. The 8D (Eight Discipline) model is correctly identify the cause of the problem. And apply such actions to prevent recurrence of the problem. 8D is perform as preventive and corrective action system by implement step by step process to identify potential and actual problems in processes.

Benefits of 8D (Eight Disciplines)

  • The 8D method is very easy for implement in workplace as well as logical method that clearly indicate required steps of problem solution.
  • The method is very popular in automotive industry, mean your customer may ask for 8D report for its own application implementation. Because it is reliable and well know problem solving tool for automotive industry.
  • An excellent way of reporting non conformance to suppliers and their corrective actions.
  • 8D helps to eliminate complicated issues at appropriate locations where defined the causes of the problem incorrect, lack of consequences in implementation and same problem appear again.
  • The team approach works best when the problem, and its associated information is labyrinthine. Because 8D is designed and capable for special cause of problems identification and elimination.

8D (Eight Disciplines) Process Chart: Table

8d (eight disciplines) methodology.

  • D1: Team Establishment
  • D2: Problem Description
  • D3: Containment Action
  • D4: Root cause
  • D5: Corrective Action
  • D6: Implement and validation corrective actions
  • D7: Prevent recurrence
  • D8: Verify and congratulate team

8D Eight Disciplines, 8D process, 8D problem solving, 8D report, 8D problem solving format, 8D methodlogy, 8D model

The 8D (eight Disciplines) is a process for systematic introduction of quality perfection, improvement and elimination of problems. Here in this article I will show you step by step approach and using several examples of the problem solving tools . When we involve in 8D methodology and its processes using a structured method, we become very effective at identifying cause of problems, defining problems and mistakes. As well as easily establish root causes and taking actions that solve and prevent problem identifying in processes.

So, let’s see 8D (Eight Disciplines) in deep:

As you well know, whenever any problem occurring in the manufacturing processes before you must see some warning sign that indicate the problem. Which is being experience in terms of an undesirable results and can be describe using data to identify the variation as expected and actual results.

Actually, this is the preparation stage that require to be complete before starting the eight disciplines processes in organization. Generally, peoples asking what type of preparation required before 8D process? –

A deep analysis and empathetic of the issues and problems, previous experience with same issues or related issues are necessary to determine. If the eight disciplines (8D) is the correct method to be used for solving the issues.

You have to ask the questions as below as recognizing the problem:

  • Describe it is new problem in organization / division? If same problem, occur previously at where? If it is new how long from it were being in process. Or it is unknown cause?
  • Has it occurred before? where? and what solutions / actions are applied at on it? What is the history of this problem?
  • Why it’s happened again? is there proper solutions are not applied? what causes behind it is occur again?
  • What problem solving method was used? It was joint method for one or more problem? if it is separately performed what was defects remained in method?
  • To consider warning sign of problems is it really looks very complex to one person cannot resolve the problem?
  • To consider above points, does the problem warrant required an eight Disciplines (8D) method? if yes, why and proceed it.

8D process steps, 8d process flow chart, 8D template, 8D Planning Process, eight discipline process flow chart

The 8D (eight disciplines) process is a team based problem solving methodology. Hence the team members must be involve for identify, action plan and eliminate issues of appropriate problem. A deeper understanding of the problem & its previous records are required to ensure if the 8D solved issues for raise issue.

D1 »  Team Establishment

The team establishment is first step of the 8D (Eight Disciplines) approach. This discipline is significant stage as the eight disciplines is based on the substance of team cooperation. Establishment group of peoples called CFT (Cross Functional Team) where must each one from different department is selected by management, with the production process knowledge, product knowledge, and skill in the required technical disciplines to solve the problem and implement corrective actions.

Why team approach is important?

  • CFT (Cross Functional team) build by group of peoples from different department and expertise. So any technical issues can be possible to identify, fix and eliminate problem through it.
  • A Cross functional team can perform more effectively than individuals trying to solve problems.
  • Cross functional team may have adequate capability to introduce proper solution of the problem.
  • A group of people can discuss, focus on negative effects of actions, and can think creatively.
  • Brainstorming as a group can stimulate ideas giving the team a better perspective of the problem.

A Cross functional team for eight disciplines consists of more than two people who are closely concern to the problem. Generally, involves peoples form different departments in the organization coming together to solve a problem. The skills that the team members require for this discipline to ensure the proper solution are:

  • (A). Team member must knowledge of product / part / item (manufacturing processes, assembly etc.)
  • (B). Team member must know the process where the problem has showed itself.
  • (C). Team member must have knowledge of the customer application, technical use and end application requirements.
  • (D). Team member must have skill about decision making, communication skill , and analysis of the processes and data related to manufacturing processes.

How to define team role & responsibility?

Usually, every team must have leader, here the same team leader has an important role to establish procedures and implement actions accordingly. The team leader must prepare a list defining the team structure as eight disciplines concern. the list is also important to establish role & responsibility in 8D processes. Every team member has its own importance in 8D methodology. Because every single member comes with different expertise. Hence to solve problem multifunction conception and views helpful for appropriate issues.

The role and responsibilities of the individual team member must have allocate by the team and will involve some of the points are:

Data collection and analysis, experimentation, decision making processes, modelling managing resources, planning and implementation of action plans, action plan verification and validation, communications etc.

The common processes and requirements for the 8D processes needed to contribute to the problem solving effort.

D2 »  Problem Description

Problem description is a second stage designate for deep into the problem & getting a more complete information and sophisticated understanding of the problem. The problem description indicates, problem clearly identify and the eight discipline problem solving planner activities to take as much actual information as possible. Which organizes the first analysis perform in the problem solving process. You have to describe problem accurately in this stage, clear designed information is foundation to further steps of analysis.

The process of this discipline as below:

Describe The Problem Process Flow: Table

A problem description is the results of a practice that uses the is / is not method to magnify the problem statement. The location and nature of the problem have to be describe along with its impacts. Another very important analyzing results of information. To ensure that the problem involves is recurrent or whether it could occur on particular process or product.

See table below help for better understanding:

Describe the problem with Is / Is Not Method: Table

When the describing the problem with 5W + 2H (Who, What, Why, Where, When, how, how many / much) method should be use. Where you get the answered thoroughly and systematically by the questions.

See picture below for problem analysis worksheet:

8D problem analysis worksheet,8D problem analysis report, 8d problem solving analysis, 8D problem analysis template, 8D problem analysis format, 8D problem analysis checklist

Remember that, you have to specified problem statement been defined, and you have get to know for certain why that is occurring. So Is / Is not analysis must been perform for it. You have to also verify that the similar parts / components displayed the same problem? current process flow identified? does this process flow represent a change.

Once you get the answer you can collect the data and analyze it. The information you collected are evaluated for potential root causes, and identify physical evidence of the problem. The problem description been reviewed for completeness with 8D (Eight disciplines) customer and affected parties, and document the activities.

D3 »  Containment Action

This is the stage where are taken correct containment action to prevent escalation of the problem. Or at the worst delivering non-conforming product to the customer. You have to describe the containment action plan to put in place in order to eliminate the effects of the problem. In this stage, immediate correction action should be carrying out in the shortest time possible. The main objective of the implement interim actions / containment actions to isolate issues from parties while a permanent solution is being develop and implement.

Why containment action required?

  • When the cross functional team working on identification of the root causes of problem , collecting information and other related processes might possible some defective product produced by manufacturing in tenure. So, it is extremely important containment actions on this condition at appropriate locations.
  • To ensure the customer has minimal or no impact felt as a results of the problem identified, as well prevent these defective products from getting the customer.
  • In case of any defective lot / product reached to customer, it may not comply requirements to end application, hence customer will claim and complaints as results customer dissatisfaction.
  • Due to immediate actions, the similar products and processes must be verified and ensure the risk levels are minimum or not evident.

Through PDCA Cycle

Plan »  Prepare the most effective containment action plan and implementation including verifying the containment action effectiveness and concerned activities such as work instructions , resources and equipment available.

Do »  The plan must execute as containment action plan prepared, and ensure that the actions should be clearly communicated at processes and management levels.

Check » It is cross function team responsibility that every containment actions prepared during the planning section must be implemented exactly accordingly and ensure that it may continue to be effective. One of the important activity of this section is to verify and ensure that. The activities must not any other side effects raise as a result of the containment actions.

Act » Take the actions to ensure containment action are effective and sustained with all manufacturing and supporting processes. Take the questioners and get the feedback from internal and external customers to implement and make sure is there further containment actions or correction required to rectify other issues.

8D – Containment actions checklist

8D audit checklist,

8D containment action points:

D4 »  root cause.

On this stage in Eight disciplines (8D) problem solving process, needs to establish and describing the root causes of a problem is the core of this disciplines. And you will have appraise the team structure and configuration to ensure that all the right skills and experience is available for the upcoming phases or processes in the problem solving effort.

Elimination of the problem should be detecting the real cause of the problem. The objective of the explain and verify root causes is to identify all significant causes which could clarify why this problem happens. An eliminate and confirm the root cause by examine each significant cause against the describe problem and results of tested data.

For define and verify root causes you have to step out as below:

  • Establish a process flow and Cause and Effect Diagram to include all the sources of variations.
  • Develop a stratification cause and effect diagram, but remember that, the cause and effect diagrams used input from all team members, lack of the information of remains any points or data left, you will not get real cause.
  • Establish comparative analysis, by determine critical differences between problem location and non-problem locations.
  • You can also use time line analysis. Graphical / visual charts give you better understanding in most cases.
  • Index the potential causes of problems by use both the process flow and cause and effect diagram.
  • By using the both the tool, you can analyze the potential cause for the most likely cause.
  • Determine slot of data, identify the potential cause as a root cause.
  • Collect and analyze the appropriate information to identify the potential cause as a root cause.
  • Specify causes that permitted the apparent warning sign to occur, are the root causes and often repressed deep in the processes. You can use the tools to help in the whole processes that is problem solving techniques are : (1)  Pareto charts  (2) 5 Whys analysis (3) Statistical analysis (4)  Flow charts  (5) Fishbone diagram (6) GR & R study (7)  FMEA  (8) Frequent audits (9) Fault tree Analysis (10) Brainstorming etc..

The time line is one of the important and useful tool that manage the records at time line of all events in and around the problem.

A company making steel tubes is experiencing a pits on tubes problem identified.

The significant processes / event are recorded on a time line are:

Time line template, 8D time line, timeline analysis,8D timline format, 8D timeline example, timeline example

The time line helps to draw processes and events on time. Though it you can get the answer when actually the problem was first seen at which location. Now you can filter out possible causal theories later in the process by identifying what could possibly have caused the problem and what could not have caused the problem.

There are more three important stages you have to concentrate are:

(1) Develop possible causal theories (2) Establish possible root causes (3) Verify possible root causes and define and verify escape point.

You must do deeply thought about the possible causes and documents on separate media. For each of the cause you have to prepare a proper theory that describe how that the possible cause would result in the problem being experienced. You have to do write note of each ideas for develop causal theory for possible root causes.

Ask the simple question to each causal points that answered in “IS” / “IS NOT”. Does this explain the reason why the problem exists on the “IS” and not on the “IS NOT”. For separately of the possible root causes, there now requirements to be useful action to validate the possible root cause. This should be carried out in practical terms wherever possible.

D5 »  Corrective Action

On the fifth stage of eight disciplines, the cross functional team must determine which corrective actions should be establishing and implement in the short period of time to ensure that the processes and product quality maintained and controlled. The corrective actions must be requirements that satisfy both the parties internal and external customers. Once the root causes are known, team concentrate on the permanent solutions, by systematic approach is needed to use the root cause analysis to establish actions for proper solution. The points that you need to focused on:

  • Empathetic and defining the problem, the eight disciplines (8D) team must be able to defining the problems and implement the solution practically.
  • Enclosing the effects of the problem, please note that implementation and using the program for solution must be cost effective.
  • Identifying and verifying the root cause of the problem.
  • Need to permanently solve the problem, and the solution must be feasible.
  • Confirm the potential solutions through testing programs, and remember that the implementation program should not fail during the implement in production so, it is important the solution is a test and essential characteristic such as mistake proof and affordable.
  • Verify that the solution eliminates the problem and its effects;

In fifth stage of eight disciplines, the team can introduce the additional control in the processes, and ensure that the solution is properly validated that during the implementation in running production it will not raise any unwanted issues, so trail on the small quantities first to verify the solution is effective is necessary. To ensure that the permanent corrective actions need to establish proper process flow for it, see the example process flow:

Verify Corrective Actions Process Flow: Table

Verify the corrective actions.

It is extremely important that all the established actions and implementation plans for fix the issues must be performed to not leading any further problems. So, cross functional team must well aware of this kind of technicality and must should try out the implementation program with small part of production or small quantities first to verify its effectiveness.

Corrective actions test with pre-production with small quantity can confirm that the identified corrective actions will resolve the problem of the customer, and ensure that will do not any undesirable side effects.

Check points

Somethings that still need to confirm and ensure that corrective action is will properly works at real production. Some points that help you to re-verify the condition such as:

  • (1) List and measure all of the indicators related to the program.
  • (2) identify which of the indicators are most direct relation to the program.
  • (3) Determine intervals to measure the problem.
  • (4) identify what cross fictional team prioritized the customer / end user evaluation after the implementation.
  • (5) confirm the scientific methods used to verify effectiveness etc.

D6 »  Implement and validation corrective actions

On the stage of validation corrective actions, the cross functional team consists of measuring the long term effectiveness of the corrective actions. The purpose of verification of the corrective action is ensure that the actions are implemented are efficient and these are eliminated permanently through effective controls and activities that are embedded in the tasks of the process. Some indicators that you can ensure that the corrective actions are properly works:

  • Test and control results display improvement
  • Less Rejection or reject ppm (%) in process.
  • Measurements such as dimension, units’ appearance are correct according to tolerance and specifications.
  • Controls on incoming raw materials for quality improvement.
  • Increased satisfaction ratio and feedbacks from customers.

The statistical tools such as process capability, histograms, control charts etc. can used to measured and verify the effectiveness of the implemented corrective actions. The cross functional team must have informed to customer about the results achieved, if the process capability submitted with the requirements the customer validates the corrective measures functional. The 8D team confirms whether the capability complies with internal manufacturing requirements, if the process capability complied the team validates the corrective action.

Checkpoints:

You can use PDCA cycle for implement this stage in manufacturing processes. The implementation of the permanent corrective action conduct to implement to verify the plan for validation of the corrective action. You can plan to withdraw containment (immediate) action as part of implementation of the corrective actions.

There is also important that each resources used in processes must be properly planned as well as all documentation, process instructions and communication implementation for corrective actions. Check that the corrective actions have been implemented and integrated into the appropriate tasks and manufacturing processes. Take the actions on any variation from the plan or expected results.

D7 »  Prevent recurrence

On this stage, the cross functional team have to determine what action should be taken to prevent recurrence of the problem. You have to amend those operating systems, regular practices, management system as well as procedures to prevent recurrence of this problem and all similar issues. Because preventing recurrence is a one of the important task of problem’s solution. The general process flow of the prevent recurrent is:

  • Input implemented corrective actions and validation
  • Review the history / previous record of the problem.
  • Analyze how this problem occurred and escaped.
  • Identify affected parties and opportunities for similar problems to occur and escape
  • Identify the system’s policies, practices and procedures that allowed this problem to occur and escape to the customer.
  • Revise the process flow of the management or operating system.
  • Analyze how similar problems could be addressed.
  • Develop plans to coordinate necessary actions. And verify prevent actions.
  • Develop systematic prevent recommendations to process owner.
  • Identify and choose prevent actions. And implement preventive actions.
  • Make the system changes to prevent recurrence.
  • Verify the preventive actions are effectives? If yes, Standardize the new practices.
  • Notify all personnel of the resolution actions by using failure mode effects analysis.

In this stage of the 8D (eight disciplines) cross functional team analyses whether the corrective action implemented would prevent or improve the quality of similar products and processes. To ensure the prevent recurrent of the problem, you should verify results of their actions and must validate that the results is on target. To verify the actions, you must check out below points:

D8 »  Verify and congratulate team

The last stage of the 8D (Eight Disciplines) Is verification of the introduced actions in previous stages are effective. It is highly recommended that verification be made by comparing the measures of the problem with outcomes from upcoming actions of material or outcomes from rejecting of next lot. Once cross functional team has complete implementation all previous stages and ensure that the actions taken in previous stages are works. All team member deserve to be congratulate as well to know that their efforts are appreciate and that the organization knows about their accomplishments.

The cross functional team must have skills and experience to be able to make progress toward as satisfactory problem resolution, and skills and experiences are base reasons for individual selection. Different skills and experiences will support to be drafted in at various stages throughout the process to get the deep understanding about the symptom of problem, root causes and resolution.

The 8D report

From beginning to end of all 8D (Eight Disciplines) processes, the single document calls 8D report is essential part once complete. Team assume that all things are complete and fix as appropriate actions for appropriate issues. This report serves as a communication tool displaying overall process of the 8D (Eight Disciplines) processes along with actions taken. So, let’s see example format of 8D report:

8D report,8D report format, 8D report sample, 8D report ppt, 8D report template, 8D report example, 8D report automotive, 8D report analysis

Conclusion:

When the problem has been resolve. The cross functional team should release a final document with stage wise brief description about its experiences. The 8D report give quick and better explanation of how the whole process had handling by team and also 8D serves report as a communication tool displaying overall progress of process.

We can assume that, the successful corrective actions have eliminated repetition of problems and prevention of similar issues. Further, team must ensure that corrective actions will be assess on their ability to help avoiding future problems. If we do not distinguish between major and minor problems, any issue will hold the delivery of customer and that is the reason we must have to categorize by identify systematic issues to eliminate appropriate problems.

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ASQ — Problem Solving Tools Resources: Eight Disciplines (8D) Model (3)

By jean-pierre amiel posted 03/07/23 03:18 pm.

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This third article introduces the eight disciplines (8D) model , an approach typically employed by quality engineers or other professionals, most commonly used by the automotive industry but also been successfully applied in healthcare, retail, finance, government, and manufacturing. It's purpose: to identify, correct, and eliminate recurring problems. The model establishes a permanent corrective action based on statistical analysis of a problem and focuses on its origin by determining its root causes. It originally comprised eight stages (disciplines) but later an initial planning stage was added.

This series of articles presents techniques to identify a "problem", identify its most likely cause (root cause) and then resolve the situation. These articles are also extracted from ASQ's Quality Resources library which showcases information related to the quality world's Body of knowledge (BOK) and compiled from more than 75 years’ worth of content for all experience levels. It is only meant to be a starting point.

Article adapted from: Modular Kaizen: Continuous and Breakthrough Improvement , ASQ Quality Press. Book: Introduction To 8D Problem Solving , ASQ Quality Press.

§ This News post was adapted by J.P. Amiel , ASQ Senior, CQA ret., Web committee Chair , from content at ASQ's Quality Resources pages, which is excerpted and adapted from various publications in the ASQ Quality Press.

ASQ References:

► Quality tools   ► Quality tools A to Z   ► Download quality templates and Excel tools   ► Quality tools resources   ► Quality glossary

Related Content

Asq — problem solving tools resources: problem concentration diagram (2), asq — problem solving tools resources: problem solving (1), asq — member only monthly gift package (february 2023), asq — problem solving tools resources: five whys and five hows (4), asq — basic (and not so basic) problem solving tools resources.

8d model problem solving

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8d model problem solving

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What Is The Eight Disciplines Model And Why It Matters In Business

The eight disciplines (8D) model is a problem-solving framework that is used to identify, correct, and then eliminate problems. The eight disciplines model was first used by the U.S. Military in the Second World War. In more modern times, it was popularised in a 1987 Ford Motor Company manual on a team-oriented approach to problem-solving, based on eight sequential steps.

Table of Contents

Understanding the eight disciplines model

The model can be used in any industry that experiences difficult, critical, or recurring problems. It is particularly useful in process-oriented businesses that are looking to scale or are suffering growing pains as a result of scaling.

Problems in the model are tackled by addressing eight key disciplines that help identify (and provide corrective actions for) the root cause of a problem.

In the next section, we’ll take a look at each in more detail.

Using the eight disciplines model in practice

Applying the model to a real-world problem involves working through the following steps sequentially. 

Discipline 1 – Assemble a team

The first step is to assemble a team with varying degrees of experience from different departments within the organization. By considering a diverse range of opinions, there is more chance the problem will be solved. A team leader should also be appointed to ensure a collaborative process.

Discipline 2 – Describe the problem

Using data or whatever information necessary, describe and define the problem by way of a problem statement. To arrive at this point, ask questions according to the 5W and 2H method:

  • What is happening? In other words, what is the problem?
  • Who is being affected by the problem?
  • Where is it occurring?
  • When – or how frequently – is the problem occurring?
  • Why is the problem occurring?
  • How does it take place?
  • How much is the problem costing the business ? Quantify in monetary terms where appropriate.

Discipline 3 – Formulate a containment plan

Containment involves isolating the problem from regular operations until permanent preventative action can occur. This step is especially important when customer or employee safety is at risk.

Many businesses stop here and confuse containment with a solution. However, addressing the symptoms of a problem are likely to lead to problem recurrence.

Discipline 4 – Identify the root cause

With the problem in containment, more resources can be devoted to root cause identification. There is a raft of methods available to achieve this, including the 5 Whys , Fishbone diagrams , and Pareto charts .

5-whys-method

Regardless of the method chosen, root causes should wherever possible be backed up by hard quantitative data.

Discipline 5 – Analyse and verify corrective actions

With the data from the previous step, perform small-scale tests to verify whether the solution works in a real-world scenario. If the tests fail, go back to step four.

Discipline 6 – Implement corrective action

Once solutions from small-scale tests have been proven, they can then be implemented on a larger scale. When doing so, corrective actions must be monitored closely to determine their long-term viability.

Discipline 7 – Prevent recurrence

If a solution proves to be a long-term fix, then all systems and associated policies and procedures must be updated to reflect the change. 

It’s also helpful to brainstorm how this solution might be applied to other problems – whether they be pre-existing problems or potential future problems.

Discipline 8 – Evaluate the process

Lastly, it’s important to thank each member of the team for their contribution. If a business is so inclined, it may choose to reward staff with a financial bonus or by mention in company announcements. This builds culture which results in engaged employees working collaboratively to identify and address critical problems.

Drawbacks of the 8D Model

Complexity and time consumption.

The 8D process is thorough and structured, which can make it complex and time-consuming to implement, particularly for smaller or less complex issues.

Overdependence on Team Dynamics

The model relies heavily on effective team collaboration and communication. Any breakdown in team dynamics can significantly hinder the problem-solving process.

Expertise Required

Implementing the 8D Model requires a certain level of expertise in problem-solving methodologies, making it less accessible to teams without this training.

Potential for Over-Analysis

There is a risk of over-analysis or “paralysis by analysis ,” where teams spend too much time on problem analysis and not enough on implementing solutions.

Limited Flexibility

The structured nature of the 8D Model may limit flexibility, making it less suitable for problems that require rapid, adaptive responses.

When to Use the 8D Model

In quality management.

The 8D Model is particularly useful in quality management for systematically addressing and eliminating quality issues.

For Complex Problem Solving

It is ideal for complex problems where a detailed analysis is necessary to identify and address the root causes.

In Manufacturing and Engineering

In manufacturing and engineering sectors, the 8D Model is beneficial for improving products and processes by addressing recurring issues.

When Long-Term Solutions are Required

The model is best suited for situations where long-term, sustainable solutions are needed, rather than quick fixes.

What to Expect from Implementing the 8D Model

Systematic problem resolution.

The 8D Model provides a systematic approach to problem-solving, ensuring thorough analysis and resolution.

Improved Product and Process Quality

Its use can lead to significant improvements in product and process quality by addressing issues at their root.

Enhanced Team Collaboration

The model fosters collaboration and effective communication within teams.

Development of Structured Problem-Solving Skills

Teams develop structured problem-solving skills that can be applied to various situations.

Long-Term Benefits

While time-consuming, the 8D Model offers long-term benefits by preventing the recurrence of problems, leading to more sustainable operations.

Key takeaways

  • The eight disciplines model is a team-oriented problem-solving methodology for addressing recurring, critical, or difficult problems.
  • The eight disciplines model was originally used by the U.S. Military during the Second World War. It was later adopted for use in business by Ford and today, can be used in virtually any industry.
  • The eight disciplines model must be performed in sequential order so that problems can be temporarily isolated while a permanent solution is devised.

Key Highlights

  • Definition : The Eight Disciplines (8D) Model is a problem-solving framework initially used by the U.S. Military in World War II and later popularized by Ford Motor Company in 1987. It is employed to identify, correct, and eliminate problems in various industries.
  • Addresses recurring, critical, or complex problems.
  • Useful in process-oriented businesses undergoing scaling or growth .
  • Consists of eight sequential disciplines to identify and resolve root causes.
  • Assemble a Team : Create a diverse team with varied experience across departments and appoint a team leader.
  • Describe the Problem : Define the problem using the 5W and 2H method (What, Who, Where, When, Why, How, How much).
  • Formulate a Containment Plan : Isolate the problem from regular operations to prevent further impact.
  • Identify the Root Cause : Use methods like 5 Whys, Fishbone diagrams, or Pareto charts to pinpoint root causes.
  • Analyze and Verify Corrective Actions : Test potential solutions through small-scale trials.
  • Implement Corrective Action : Apply proven solutions on a larger scale while closely monitoring progress.
  • Prevent Recurrence : Update systems, policies, and procedures to reflect the change and brainstorm its broader applicability.
  • Evaluate the Process : Acknowledge team members’ contributions, possibly with rewards, fostering a collaborative culture.
  • The 8D Model is a problem-solving methodology to address complex issues.
  • Initially used by the U.S. Military and later adopted by Ford.
  • Follows a sequential approach for isolating, identifying root causes, testing solutions, and preventing recurrence.

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8d model problem solving

Examples Of 8D Problem-Solving

Product defects are not uncommon but an organization must act quickly to eliminate them. This will ensure customers have a…

8D Report Example

Product defects are not uncommon but an organization must act quickly to eliminate them. This will ensure customers have a good experience and the brand doesn’t suffer. In the event of a complaint, an organization can rely on the analysis of an 8D report sample to address errors and improve quality.

The 8D methodology is a structured and systematic approach to problem-solving. From an 8D problem-solving example it’s clear that it not only identifies a problem but also recognizes the weaknesses in the system. Analysis of an 8D report example prevents future occurrences of similar issues.

Examples Of 8D Reports

8d problem-solving report example, 8d problem-solving example.

An 8D problem-solving example shows the strength of this model lies in its methodology, structure and discipline. Organizations can effectively use an 8D report example to analyze defects, its root causes and ways to implement corrective actions.

Let’s have a look at these 8D reports.  

An organization had a problem with holes appearing in its metal cast toy parts. They found that about 3% of their last batch received complaints after operations due to pin-hole defects. An analysis was submitted after the purchase head asked for a full 8D report example . Here’s a look at the 8D report sample that was submitted.

D1 : Names of team members, team leader and manager.

D2 : The problem reported by the customer is described by answering the following questions:

  • What is the problem? A pin-hole defect
  • Who reported it? Tulip Pvt Ltd
  • When did it occur? Seen in the last batch
  • Why did it happen? Due to a defect in the casting base
  • How much production is affected? 3% of the products are defective.

  These questions aim to simplify their approach to problem-solving.

D3 : Once the problem is defined, the defective parts are segregated.

D4 : The root cause of the problem is identified by answering the following questions:

  • Why is there a pin-hole defect?
  • Why are core problems arising?
  • Why wasn’t the core cured properly?
  • Why was drying/curing time not modified?

These questions reveal that curing time was not validated and that was the root cause of the problem.  

D5 : A permanent corrective plan is recommended to the quality assurance engineer. It is proposed that product and process should be validated for new drying time.

D6 : Permanent corrective actions are implemented. 10 samples are collected. Product and process characteristics of each sample are checked.

D7 : Preventive measures are recommended to ensure the problem doesn’t recur.

D8 : Team and individual contributions are recognized by the manager. The team leader and team members are rewarded for their efforts.  

An organization received customer complaints about shrinkage on an automobile part. The management demanded a thorough analysis based on an 8D problem-solving example . Here’s the 8D report sample that was submitted:

D1 : A team is created with supply team members, team leader and manager.

D2 : A customer complaint is used to describe the problem. The problem is established by answering the following questions:

  • What is the complaint? Shrinkage on sump.
  • When was it seen? In the last batch.
  • Why did it happen? Due to a defect in the entrance area.
  • Who reported the problem? Albert D’Souza
  • How much production is affected? Nearly 2%

These questions allow the team to devise a containment plan.  

D3 : As a containment action the team decides to stop consignments and segregate the good parts immediately.

D4 : To identify the root cause, the team has to answer the questions defining the problem. They are:

  • Why was there a shrinkage at the ingate area?
  • Why were high pouring temperatures used?
  • Why was the pyrometer reading incorrect?
  • Why was the pyrometer condition not checked?

The root cause of the problem is revealed to be a faulty pyrometer.

D5 : As a permanent corrective plan, periodic checking of the pyrometer is suggested to the maintenance supervisor.

D6 : Permanent corrective action is implemented and pyrometers are scheduled for weekly checks.

D7 : Periodic checking and proper maintenance of pyrometers are factors to prevent a recurrence.

D8 : The team effort is recognized. The manager and team are praised for solving the problem.

An 8D report example will show that Root Cause Analysis (RCA) is an integral part of the 8D process. It helps managers establish problem statements, identify potential causes, compare theories and confirm the main cause of a problem. You can establish the root cause in an 8D report example by asking the most relevant questions related to the defect.

Harappa’s Structuring Problems course equips learners with frameworks to strengthen problem-solving skills. Explore the various causes behind a problem before solving it. Learn how to simplify problems, manage them better and scrutinize them in depth. The course helps professionals, managers and team leaders master logic trees, impact analysis, MECE principle and PICK framework.  Take the team to newer heights with Harappa.

Explore Harappa Diaries to learn more about topics such as What Is Problem Solving , Different Problem Solving Methods , Common Barriers To Problem Solving , and What are the essential Problem Solving Skills to classify problems and solve them efficiently.

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Developing Structured Procedural and Methodological Engineering Designs pp 213–237 Cite as

Concurrent Problem-Solving Models for Industrial Applications

  • Yohannes Yebabe Tesfay   ORCID: orcid.org/0000-0003-1746-3346 2  
  • First Online: 16 April 2021

The Eight Disciplines (abbreviated as 8D) of Problem-Solving is a problem-solving model intended to find the root cause (RC) of a problem, formulate a short-term fix, and implement a long-term corrective and preventive action (CAPA) solution to prevent recurring issues. The 8D model is a key tool for continuous process improvement. Therefore, this document is prepared to properly implement the 8D problem-solving model for company process operations, including the suppliers and internal operations, procedures, and processes.

Download chapter PDF

1 Introduction

The eight disciplines (8D) model is a problem-solving engineering method characteristically applied by quality professionals. The eight disciplines (8D) model can be used in the automotive industry, aerospace industry, semiconductor industry, healthcare, retail, finance, government, and manufacturing. The 8D refers to the eight essential and critical steps to solving the problem. Although it initially encompassed eight stages (or disciplines), each step may have several substages later augmented by an initial planning stage. The eight disciplines (8D) problem-solving model is an exceedingly well-organized and productive scientific approach for solving enduring and recurrent problems.

The primary aims of the 8D methodology are to identify, correct, and eliminate recurrent problems, making them useful in product and process improvement. The model uses and practices team collaboration and make available excellent guidelines and instructions to recognize and identify the root cause (RC) of the existing problem. Then it guides to apply the best containment actions (CA), advance, and then implement the corrective actions and preventive actions (CAPA) that will make the problem solve eternally.

The 8D problem-solving model helps to separate and encompass the most fundamental causes of any objectionable condition. The model is applied as a tool to recognize the factors that cause the problem into effect. And it eradicates and controls the factors that cause the problem. The 8D problem-solving model launches a permanent corrective action based on a statistical analysis of the problem and emphasises the source of the problem by identifying and determining its root causes.

2 Steps of the 8D is a Problem-Solving Model

The 8D problem-solving model is a problem-solving approach designed to investigate the root cause of a problem. Then it proposes and implements a short-term fix and a long-term solution to prevent the recurring problem. Study the 8D Report in Table 7.1 . The following steps are the major components of the 8D.

2.1 Step 1: Planning and Formation of Team

This step is all about the formulation of a team that will be involved in the problem-solving process. According to Fig. 7.1 , we intended to formulate and establish an efficient and effective operational cross-functional team (CFT) of professionals who have knowledge and experience with the product and process. The Cross-functional team (CFT) is composed up of members from different professional disciplines. So, before we establish the cross-functional team (CFT), we should ask ourselves.

figure 1

Cross-functional team (CFT) task, action, and the required output

Is the champion of the cross-functional team (CFT) selected/identified?

Are the people affected by the problem embodied in the cross-functional team (CFT)?

Does the cross-functional team (CFT ) have the right personnel (technical skills and expertise specialist skills)?

The cross-functional team’s (CFT) goals and membership roles have been segregated, focused, and clarified?

Should the cross-functional team’s (CFT) include customers’ and/or supplier’s expertise?

We will take the principle one step further by having different levels of CFT:

The core team (CT) uses either inductive or deductive (convergent) data-driven techniques. The key difference among the inductive (constructive) and inferential (convergent) data-driven research method is that at the same time as a deductive (convergent) method is proposed to test a model, and an inductive (constructive) approach aims at the innovation of a new model from the data. The Core Team (CT) should subject matters on the product, the process, and the data. The team should know profile compiling, scheduling, cyclic terms, manufacturing volume, tools and capacity availability, parametric measures, and so on. The responsibilities of top authorities are:

A champion is a decision-making sponsor not involved in the team member functions. The champion is ultimately accountable for fixing the issue.

A team leader is an expert who coordinates and manages the whole 8D project through all its disciplines. Usually, the team leader is a quality engineer. However, sometimes a product engineer or other related professional can also be the team leader. The team leader must create a list defining essential team structure and function to certify and confirm that the team was established for the 8D project. This list is also valuable to determine the role each team member will play in the 8D project. The team leader essentially upholds the minutes of the 8D meeting and documents the necessary information in the meeting. The meeting minutes include:

The team functional progress

Planned against actual accomplishment dates for all activities of the team

Important and critical decisions agreed by the team, members in the meeting, and

Decide who will take new tasks? Where? When? How?

The 8D expert is a quality engineer who has substantial knowledge of all the 8D steps. At each step, the 8D Expert must guides the team through the 8D by employing suitable quality tools.

Subject matter experts ( SME) are the team comprised of members who brainstorm, study, and observe (inductive (constructive) and deductive (convergent) techniques). Individuals selected as the subject matter experts (SME) are characteristically leveraging their sole expertise. The SME should use their knowledge and experience to resolve specific problems. Additionally, the subject matter experts (SME) are often fetched to assist with thinking, data collection, and analysis. Examples of subject matter experts (SME):

Manufacturing/industrial engineers are responsible for analyzing current manufacturing processes, producer, tooling, equipment function, and maintenance.

Process engineers are responsible for research projects, design, workflow, and advance processes to optimize output. They are also responsible for investigating and troubleshooting problems.

Product engineers are responsible for selecting materials for manufacturing, creating product design, and testing product prototypes, managing the design of products and their process.

Design engineers are responsible for the research and design of new products, methodologies, and systems. They do several farm duties in the engineering department and draft blueprints, produce test prototypes, and supervise the manufacturing process.

Quality engineers are responsible for reviewing and developing quality specifications and technical design quality documents of the product. They develop thorough, wide-ranging, and well-structured test plans and test prototypes and managing quality test tasks.

Reliability engineers are the components of the engineering department. They are responsible for confirming and validating the new product’s reliability, dependability, and maintainability. Similarly, they are responsible for the reliability of machine installations.

The purchasing/procurement specialist is responsible for crafting operative and effective procurement strategies, searching cost-effective agreements with suppliers from preliminary requisition to invoice payment.

Operations managers are responsible for operational management systems, processes, and best practices to ensure all operations and capacity are carried on suitably and cost-effectively.

The core functional team (CFT ) necessitates proper preparation for the tasks that they are assigned. Here, setting the ground rules is paramount for the core functional team (CFT). Execution and implementation of disciplines like checklists, procedures, forms, and methods will safeguard stable progress.

Two key members are engineering team leader (ETL) and a champion (sponsor). They can affect change by agreeing or disagreeing with the verdicts and can deliver the final approval on the changes.

2.2 Step 2: Define and Describe the Problem

Problem-solving should relay on facts, not thoughts. It is always essential to clarify the nature and type of problem. We should ask what is wrong? When did it occur? How immense is the problem degree? And how many times has it happened? etc. According to Fig. 7.2 , the explanation should be precise and specific, and easy to comprehend.

figure 2

Cross-functional team (CFT ) task, action, and the required output for defining the problem

Employing the inductive tool, lay down the problem in quantifiable, sensible, logical, and understandable terms. The 5W2H technique is one of the most efficient and effective means to recognize the problem. (5W) Who? What? Where? When? and Why (2H) How? and How many?

Here you should ask the following vital questions

Has the problem been adequately described and well-defined?

Are all data included and properly analyzed?

Has the problem description been established against specifications?

The specific or related questions that you will need in the problem analysis are summarized in Table 7.1 .

Pay attention to historical records of the problem. Here is a memorandum of caution! Do not let these mislead. Past issues are just that—previous problems, and they are not essentially the problem that the Core Team is working on right now. Also, please do not take the recorded or issues reported as a fact. Always use them as information and check. For example, after the problem is reported to you, you should go where the problem occurs. You will then look at signs of mechanical or electrical damage, overheating, unusual sounds, smells, and so on.

Most faults make available obvious and apparent clues as to their root cause. Through cautious and careful observation, reasoning, and testing brings the actual problem.

When confronted with equipment, which is not operational appropriately, we must be certain that we comprehend “how the equipment is designed to operate?” It makes it much easier to examine the faulty operation.

Test the operation of the equipment together with all its components, structures, and features. Please make sure we observe these operations and processes very carefully. In the report, you should record notes on any failures that we should follow in its components, structure, or feature that are not operating properly. That gives a lot of valuable information regarding the problems with the parts of the equipment.

2.3 Step 3: Interim Containment Action (ICA)

At this step, we primarily focus on separating the defects and ensuring and safeguarding the customer from receipt of additional parts with the same defect. Interim containment action (ICA) applies different treatability tools to ensure that the defective parts control each operation and warehousing. Interim containment action (ICA) start in Step 2, defining and describing the problem, and it goes until Step 6, which is validating the permanent corrective and preventive actions (CAPA).

Interim containment action (ICA) serves only as a safety measure and habitually accepts no relation to the problem’s root cause. Therefore, describing, verifying, and implementing the interim containment action (ICA) to segregate the problem’s effects while waiting for corrective and preventive actions (CAPA) are implemented.

Primary data and implementation of interim containment actions (ICAs) are done as fast as possible. Before the permanent corrective and preventive action (CAPA) has been determined and implemented, the interim containment action (ICA) will be done as follows:

Prepare cost estimate and schedule for executing the containment actions.

Determine the most appropriate containment actions. At this step, we apply traceability analysis using the production, tooling, equipment, and maintenance data. Analyzing the data will help us to identify or the road map of identifying the problem area.

Note that often when equipment faults, certain parts of the equipment will work properly while others not. Furthermore, the part defect may be random or with some pattern. So, the method of traceability for the tool may differ from the defective part.

Starting with the entire problem area , take each noted observation and remarks and ask yourself, “what does this tell me about the process, parts, and operation?” If the observation designates that a segment gives the impression to be operating properly, we can eliminate it from the problem area.

Use quality specification procedures and apply measurement to narrow the problem area and identify the problem component.

Restrict all parts in the process in the stock. The entire suspicious inventory in all locations should reflect accurately isolated.

Sorting of parts: Identifying the nonconformance parts from the process or the stock. Use a “divide and eliminate” testing approach until the defective component is identified. Ensure the customer receives only conformance parts (certified material) while examining and determining the problem stay.

To ensure the sorting is done correctly, the project manager of the 8D should examine the following questions:

Are the workers accountable for implementing the containment actions adequately instructed?

Do effective and operational containment actions been executed and verified?

Are the containment actions adequate and functional?

Does the containment action provide serviceable parts to deliver to the customer?

Are defective parts being identified and rejected?

Track all our information and record them in the sorting sheet and approve.

2.4 Step 4: Determine, Identify, and Verify Root Causes and Escape Points

In engineering, root cause analysis (RCA) is a problem-solving technique, which applies to recognizing and identifying the root causes of failure. Root cause analysis (RCA) is extensively involved in engineering, manufacturing, the service industry, software development, and so on.

Root cause analysis (RCA) is the technique and process of realizing the causes of the failure (problem) to identify appropriate corrective measures and solutions. Root cause analysis (RCA) adopts an effective way to prevent and solve the primary problem rather than systematically fix peripheral issues.

Defining and describing the root causes of the problem is the essential and critical step of the 8D problem-solving process. Determining the actual root causes is usually the hardest and challenging feature of the problem-solving process. Hence, the causes that give the impression to be the problem are often indications, not the actual root causes. Furthermore, the specific causes that allowable the apparent or deceptive symptoms to arise are the actual root causes and every so often hidden deep in the process.

Root cause analysis (RCA) can be achieved with a collection of methods, principles, techniques, and procedures that can altogether be leveraged to recognize and identify the root causes of the issue. Observing outside apparent cause and effect (CAE), root cause analysis (RCA) can show where systems or processes failed in the first place.

There are three major goals of root cause analysis (RCA).

Effectively and efficiently recognize, identify, and determine the root cause of a given problem.

To comprehend how to fix, compensate, or study any primary issues or issues within the root cause.

We will use what we acquire from the root cause analysis (RCA) to avoid future related issues and problems systematically and scientifically.

2.4.1 The Fundamental Principles of Root Cause Analysis (RCA)

We apply the root cause analysis (RCA) to also adjust the essential process and system matters to avoid future issues and problems. Dealing with the individual warning sign may seem productive. Nonetheless, if we don’t essentially diagnose the actual root cause of a problem, we will probably have several of the same or similar issues in the future. Therefore, the detailed root cause analysis (RCA) will give us a permanent solution to those problems. Thus, the fundamental principles that lead and guide operative and efficient root cause analysis (RCA) are:

Recognize there can be various root causes for a problem.

Emphasis on correcting core root causes rather than adjusting sections of the warning signs.

For short-term solution, never disregard the importance of treating symptoms the warning signs.

Give attention to how and why the problem happens rather than spending your time on who done it.

Be scientific (methodological and technical) and try to find actual cause effect evidence (CEE) to back up for the root cause. Provide adequate evidence to support your analysis.

Give your recommendation to prevent the actual root cause of the problem.

2.4.2 Types of Root Causes

It is essential to take a complete method to provide a framework and evidence produced in the operative decision. Therefore, when we are detecting the root cause, the cross-functional team (CFT) must emphasize why the problem occurred and how the defect was not caught? And finally, why the quality system fails? To answer these questions, we need to see the different types of root causes.

Technical Root Causes (TRC)

Technical root causes (TRC) is when the root cause is the general for the manifestation of the technical issue. Root cause on the technical level comes from the description and picture of functional cause and effect (CAE) relationships. Examples of technical root causes (TRC) are:

The physical (shape, color, density, area, volume, strength, strain, brittleness, absorption, temperature and heat transfer, magnetism) and chemical (reactivity, test, pH value, odor, flammability, ductility, toxicity, oxidizing agent, and reducing agent, malleability) function properties of materials.

In technical, methodological, and producorial process .

Escape Point (EP)

An escape point (EP) is a place somewhere in the process the actual root cause possibly will have been noticed, but then again, it perhaps will pass. Therefore, escape point (EP) is considered as the initial control point in the process of succeeding in the actual root cause of a problem that ought to have recognized and detect that problem but unable to do so. The core idea is to know the exact root cause and figure out what went mistaken with the process control system in letting the problem outflow. This root cause denotes to identification and detection process control system. Examples of escape point (EP) are:

Incorrect calibration cycle, incapable machine, or tool

Inadequate design or drawing

Dimension may not include in the statistical process control chart

Preliminary inspection criteria and procedure

Systemic Root Cause (SRC)

Systemic root cause (SRC) root cause denotes the product’s process quality and manufacturing procedural systems. The systemic root cause (SRC) could originate from either the problem or the escape point (EP) root causes. Examples of escape point (EP) are:

Inadequate process failure mode analysis and control plans

Instructions and procedures for the process may be unclear, inferior, vague, not created, or incomplete

Wrong tooling, or untrained workforce

To know how we can apply the types of root causes, let us see the following illustration.

Problem Description

The customer reported a problem that the HNXE13 machine was wobbly in numerous sensors and spiking to others’ clutch. The solution is given in Fig. 7.3 .

figure 3

Root cause analysis of the HNXE13 machine with loose sensors problem

2.4.3 Techniques of Root Cause Analysis (RCA)

The viewpoint behind the root cause analysis (RCA) suggests that it is finest to solve process problems by removing the root causes when doing so. The minute we try to alleviate the root causes of the problem, we should emphasize that the problem does not appear again. There are several methods, techniques, and procedures involved in the root cause analysis (RCA). So, we will review some of the most important methods.

2.4.4 Comparative Analysis

This technique is just listing and analyzing differences and changes between “Is” and “Is Not.” Arnheiter and Greenland ( 2008 ) have been applied the comparative analysis to determine that management decision-making and corporate fundamental strategy principles adept by automotive companies: Honda, Toyota, and Nissan. The research showed that the US automotive industry’s problems could be reduced if corporations apply their effort to understand their problems’ root causes completely. No matter how big or minor the issues are, the paper suggests that it is beneficial if managers must figure out the root causes of their problems.

Practical Implications

Managers learn that it is beneficial to properly recognize and comprehend the problem’s root cause (RC). No matter how severer (or small) the problem may seem, we must start by questioning all prior assumptions and arguments while focusing on simple fundamental truths.

2.4.5 Pareto Charts

Root cause analysis (RCA) uses several methods to realize to control the problem and accomplishing the goal. Pareto analysis is one of the utmost essential tools of root cause analysis (RCA).

In the late 1800s, after observing 80% of the land was owned by 20% of the people, an Italian Economist Vilfredo Pareto introduced the Pareto Analysis . He called the phenomena the 80/20 rule. Later after analyzing the logarithmic mathematical model, Joseph Juran recognized that the Pareto analysis is applicable in quality management. The model is named the Pareto Principle, which is the rule of “The Vital Few and Trivial Many.” For example, 20% of the time used in each day leads to 80% of the work.

Based on statistical data, the Pareto analysis , also known as the 80/20 rule, provides a vibrant picture of the problem’s core causes. Employing Pareto diagrams, we can recognize, identify, characterize, and elucidate issues, many corporations can make the most important jump on the way to better problem-solving practice.

The Pareto method clarifies that 80% of the problem’s effects originate from 20% of the root causes. It means time and cost management can be improved if working mostly on 20% of the root causes.

The root cause analysis is reinforced by demonstrating data in the Pareto chart and Pareto diagram where the bar’s altitude signifies the amount of a root cause, sorted by the highest impact to the smallest impact (from left to right). That provides a piece of accurate visual information and a clear and letting fast indication of when to invest our thinking exertions and actions in resolving the problem.

The benefits of the Pareto analysis are as follows:

It aids in recognizing the topmost root causes.

It helps to line up the topmost subject matter for the problem and attempt to eradicate it at first.

It gives an awareness of the cumulative effect of the issues.

The corrective and preventive action (CAPA) can be well organized, planned, and efficiently implemented.

It provides a specific, simple, and vibrant way to improve problem-solving and the decision-making process.

Improves and advances the efficiency of quality management systems.

It helps in planning, time management, change management, analysis, and troubleshooting.

Consider the following example: The IT helpdesk’s customer service performance was found insufficient and unsatisfactory by most users. The Pareto Chart is given in Fig. 7.4 .

figure 4

Pareto chart of customer service performance failures of IT helpdesk

Here we can see that almost 80% (79%) of the complaints of the IT department’s poor customer service comes from the lack of training and inadequate pay. Therefore, fixing the proper training capability and improving the IT professional’s salary will reduce the complaint by setting other factors (communication issue, high turnover, and managerial support).

2.4.6 The 5Whys Model

A Japanese industrial engineer Taiichi Ohno invented the 5-Why root cause analysis technique . The 5Whys is very efficient and effective in root cause analysis (RTA). The five whys use a systematic inquiry (the whys) technique to hunt for the problem’s root causes. The central idea behind the 5Why method is investigating a provable, demonstrable, and verifiable interrelationship among the problem and processes. Taiichi started the analysis by asking, “Why did the robot stop?” then let us look at how he reached the root cause of the problem in Fig. 7.5 .

figure 5

Taiichi’s root cause analysis using the 5Why method

Steps of Applying the 5Why Method

Define and describe the issue/problem to be investigated.

Ask “Why” the initial level causes the issue/problem?

Develop a diagram and record the causes of taking place in the diagram.

For every cause, ask “Why” and record the responses in the subsequent column, associated with the previous response.

Continue asking “Why” up until the root cause discover.

2.4.7 The Fishbone Diagram: Cause and Effect (CAE) Diagram

The Fishbone diagram is one of the well-known models of identifying the problem’s possible root causes. The Fishbone analysis, also known as the cause and effect (CAE) diagram. The model sorts thoughts, ideas, and data into useful classes. The fishbone analysis is a highly structured approach to analyze the causes and their effects using a graphic way. The issue, problem, or effect is presented at the head of the fish. As shown in Fig. 7.6 , under different cause categories (people, methods, machines, materials, measurements, and environment), the bones’ possible causes are recorded.

figure 6

Fishbone analysis

Hence, the systematic categorization of the problem areas is the key to the Fishbone analysis . The approach is useful in identifying and recognizing possible causes for the problem that possibly will not be analyzed by other alternative methods (e.g., like the 5Whys method). As shown in Fig. 7.7 , the advantage is that we can use the 5Why model to analyze the root cause in each category.

figure 7

Structured fishbone diagram to apply 5Whys to investigate why a bad part is produced and why it sent to the customer

Man/personnel error : abusing of requirements or procedures, communication problem (both verbal and nonverbal), human error, ignorance, limitation of skills, lack of training provided, insufficient practice.

Material problem : inappropriate material (contamination, misspecification) and bad material handling.

Machine/equipment problem : failed material part , manufacturer error, calibration error, maintenance, electrical noise, contamination.

Procedure problem : inadequate procedure, lack of procedure, lack of systems, inadequate content, inadequate presentation.

Method problem : wrong method, inadequate model, error in equipment, error material selection, Drawing error, specification error.

Management problem : inadequate managerial system, organization, and planning deficiency, inadequate supervision, improper resource allocation, inadequate policy (definition, dissemination, and enforcement).

Measurement/test error : bad gauge , bad reading due to temperature or environment, random error, absolute error.

Figure 7.8 gives the illustration of root cause analysis (RCA) using the fishbone diagram. The problem is those online marketing professionals working for a firm that experiences low-slung website traffic flow. Using the fishbone diagram, let us analyze the root cause of the problem.

figure 8

Fishbone diagram analysis of the low-slung website traffic flow problem

As we have seen from Fig. 7.8 , we can see that the root cause of the diminutive website traffic by the users is analyzed based on the content , search engine optimization (SEO), promotion, and backlinking. Poor content quality, poor promotion, bad backlinking, and technical SEO issues are found to be the root causes of the problem.

2.4.8 Control Charts

Revise Chaps. 4 and 5 to comprehend the uses of control charts in identifying special cause variations.

2.4.9 Design of Experiments (DoE): Analysis of Variance (ANOVA)

Often the Six Sigma practices need data to improve a process, costs, and lead time. Data analysis and interpretation determine the essential decisions that we make.

Therefore, more importantly, the way we analyze the data is the core issue to have the right interpretation and give the right operational and strategic decisions. Researching and experimentation are the basic way to understand the design product and produce the product. Design of experiments (DoE) or analysis of variance (ANOVA) is a well-known and most suitable way to experiment for this purpose.

Design of experiments (DoE) comes to quantify, verify, validate, and confirm the main effects and the interactions of important factors on the product, the process, and engineering performance. The common design of experiments (DoE) application is to identify the factors that have effects on the product or system performance and to define the proper procedure, working window (i.e., specification limits), the process for the tested parameters to get the desired or improved product with adequate performance.

Design of experiments (DoE) is a set of models that statistically analyze the differences between different categories or groups of data. In more naïve terms, the design of experiments (DoE) aids in finding and visualize mean and variance differences in the dataset.

One of the main aims of six-sigma is to find and innovate customs of improving prevailing systems. When doing the root cause analysis (RCA), either DMAIC or DFSS, cannot precisely and accurately show where faults are initiating. However, to assist the Six-Sigma missions, the design of experiments (DoE) has numerous important applications. That helps improve and advance processes and products by Comparing alternatives, reducing variability to increase precision, finding the significant input factors that affect the output, accomplishing an optimum process yield, and extricating the “vital few” from the “trivial many.” Precisely, the model pictures where differences are, which factor correlates to the process or production mistakes. Therefore, the design of experiments (DoE) will be done effectively and efficiently than the DMAIC or DFSS process.

Design of experiments (DoE) method is useful for defining an appropriate process, product, working environment, and developing procedure. So, design of experiments (DoE) is not always the technique of root cause analysis (RCA) due to the following reasons:

Usually, the DoE result demonstrates and verifies that more than a few factors have a comparable response to the outcome. Therefore, the DoE cannot deliver a strong and clear sign for which of the examined factors is the root cause of a specific problem.

The actual root cause may not be among the selected factors in the DoE calculation.

Using the results of the DoE, we adjust the process. The change of the process by itself may create a new problem for the product.

2.5 Step 5: Select and Implement Permanent Corrective and Preventive Action (CAPA)

Once we analyze the root cause of the problem, the next step is selecting and implementing the corrective action to avoid it. Our tasks are planning and applying the carefully chosen permanent disciplinary actions, controlling the plan to eliminate the temporary containment actions, and managing the permanent results.

The corrective action should confirm the effectiveness after executing the corrective actions and ensuring no undesirable, harmful, risky, and negative consequences. Here we need to monitor the corrective actions, any similar significant defect and document the results. Selection and implementation Permanent Corrective and Preventive Action (CAPA) requires the following steps:

Ensure that all the company safety procedures have been applied during the permanent corrective and preventive action (CAPA) process.

Once we detect the root cause, we should essentially verify it before proceeding with the next steps.

Including the mandatory requirements, we need to establish the acceptance criteria.

Perform a comprehensive and complete risk assessment (failure mode and effects analysis FMEA) on the corrective and preventive action (CAPA) choices.

Based on the risk assessment, perform a well-adjusted choice for corrective and preventive action (CAPA).

Choose control point enhancement for the escape point (EP). Here, confirmation of efficiency and effectiveness for both the CAPA and the escape point (EP) is needed.

Complete pre-production programs (quantitatively) should confirm that the selected correction will resolve the problem. Here checklists are required.

2.5.1 Plan–Do–Check–Act (PDCA)

It is known that Plan–Do–Check–Act (PDCA) a good model for continuous improvement. See the Plan–Do–Check–Act (PDCA) in Fig. 7.9 .

figure 9

Plan–Do–Check–Act (PDCA)

The Plan–Do–Check–Act (PDCA) model is a quality management system (QMS) for planning, operation, and continuous improvement tools. By applying the method of the Plan–Do–Check–Act (PDCA) cycle, we can launch and implement effective and operational corrective actions as follows:

The Planning Steps

Depending on the corrective action’s size, the core functional team (CFT ) plans to accomplish the project.

Comprehend corrective action systems and requirements

Here the primary step in generating an effective and operational corrective action system. The corrective action systems and requirements should be correctly evaluated, verified, and documented for the next steps.

Planning and scheduling the Process

Planning is the design phase regarding the corrective action system’s outline and procedure and the requirements and how to integrate the new system into existing operations. Planning should address personnel tasks and responsibilities for the implementation of the corrective action process. Precisely, procedures must be premeditated for the accomplishment of the following vital duties:

Identifying, review, and evaluate nonconformance or problem causes such as customer complaints, inspection and audit verdicts, process failure, and operational parameters.

Apprehending issues into the corrective action implementation process and identifying top priorities.

Check and verify and the root cause of the problem and corrective action implementation mechanisms.

Develop and Document

In the development phase , an organized corrective action system is formed based on the developed plan. Precisely, the teams assign the authority and their duty to implement the program.

The Do Steps

Conduct Training

Training must involve collaborative learning events among the team members to accomplish the new system’s implementation and how it functions. The training must create the opportunity for each team member to acquire the necessary understanding, skill sets, and knowledge that the project needs.

As soon as the training is completed , the corrective action system’s implementation and operation must occur. In this phase, the corrective action measures go alive and need to be fully operational.

The Checking Step: Test the functionality of the corrective action

After implementation in a full circle, the subsequent step is checking the functionality of the corrective action. Checking the corrective action’s functionality is done by taking samples and verifying the specifications of the product design, the adequate functionality of the process, or the issue of interest.

The Action Phase: Adjust and Improve

At this step, we do adjustments to improve the effectiveness and efficiency of the corrective action. The goal of this step is to make the corrective action consistent with the plan and effectively address the issue, and if not, implement continuous improvement to upgrade the quality of the product, the process, or the system of our interest.

2.5.2 Failure Mode and Effects Analysis (FMEA)

We need data to demonstrate and confirm the success and effectiveness of the corrective actions taken. After implementing the corrective actions, we need to recalculate and update the failure mode and effect analysis (FMEA) to perform a risk analysis.

The FMEA is a very powerful qualitative method that is used to recognize, identify, assess, and evaluate the effects of a definite failure mode in the process. Failure mode and effects analysis (FMEA) encompasses the procedure of determining the impact of different faulty operations in the process under certain circumstances.

The FMEA is used:

To detect the potential failure modes and the related risks introduced to the product or process.

To prioritize the most and least important action plans to control and eradicate the process’s possible failures.

Record, track, and evaluate the consequences of the corrective action plans.

The steps to complete the FMEA

Using the process map, review, and label the process sub-steps.

Study the possible failure modes for each process and subprocess and their corresponding purpose (impute–output)

Determine the possible failure effects related to every failure mode and analyze all the potential root causes.

For each root cause, classify up-to-date process controls.

Allot a Severity (S, ranging from 1 to 10, where 10 is the impact is very high and severity leads to a hazard deprived of warning) ranking to every effect that has been known.

Allot the occurrence (O, ranging from 1 to 10, where 10 is the impact is very high) ranking.

Allot the detection (D, ranging from 1 to 10, where 10 is the effect is very high) rankings.

Compute the risk priority number (RPN) = (Severity) × (Occurrence) × (Detection)

RPN = 1 means no risk at all.

RPN = 1000 means the risk is at the level of considering as a hazard.

To reduce RPN by lowering either Severity (S), Occurrence (O), or Detection (D), we need to develop an action plan.

Assign responsibility for the action plan and act (take action).

Recalculate the RPN and evaluate whether the action is reduced or not. To recalculate the risk priority number (RPN), reassess the Severity (S), Occurrence (O), and Detection (D) rankings for each of the failure modes subsequently, the action plan has been done.

Study an example of FMEA in Table 7.2 .

2.6 Step 6: Implement and Validate Corrective Actions

The 8D problem-solving system controls and determines to advance and improve capabilities to meet customer expectations and regulatory requirements. A successful 8D problem-solving problem’s primary accomplishment needs to be evaluated—the success of the project is assessed by the degree of effectiveness and adequacy of addressing the issues.

In step 5, we have seen that appropriate planning is indispensable to successfully implement corrective and preventive actions (CAPA). A project plan must incorporate steps-to-complete, measurement of project success, lessons gained during the project life span, and proof of improvement. So, we will follow the following steps to validate the corrective and preventive actions (CAPA).

Define (or describe), and implement the finest corrective actions done in all the specifications.

Once we have properly identified the faulty operation’s cause, we can proceed to swap the defective component.

After replacing the component, we must test operate all features of the process/operation, be sure we have replaced the proper component, and no other faults in the process/operation.

Be sure that the work environment is safe for the personnel.

2.7 Step 7: Take Preventive Actions

Preventive measures provide the outlook to preserve and share the knowledge, preventing problems on similar products, processes, or families of processes. Bring up-to-date documents, procedures, and work instructions are anticipated to apply in future use.

Double-check that the problem is resolved in the required degree. These actions include:

Check the updated procedures and work instructions for prevention.

Check the implementation of standard operational practices.

Modify or adjust the operation systems, management systems, and techniques to prevent the recurrence of all similar problems.

Check the updated process flow diagram.

Check the updated failure mode effect analysis (FMEA) and complete the documentation.

Assure action control plan (ACP) is updated.

Review and evaluate similar products and processes for problem prevention.

2.8 Step 8: Closure and Team Celebration

One of the key secret of the most successful companies globally is their recognition of their personnel. So, it is recommended that the company should acknowledge the team. Congratulate and give praise to individual and collective Core Functional Team efforts to realize the accomplishments of the 8D process. Such activities include:

Recording and documentation for future reference.

Educations and thought gained on how to make problem-solving realized and how we will make it better.

The before and the after operational comparison of the problem (Fig. 7.10 ).

figure 10

8D problem-solving process flow diagram

3 The 8D Report Form

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Tesfay, Y.Y. (2021). Concurrent Problem-Solving Models for Industrial Applications. In: Developing Structured Procedural and Methodological Engineering Designs. Springer, Cham. https://doi.org/10.1007/978-3-030-68402-0_7

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COMMENTS

  1. What is 8D? Eight Disciplines Problem Solving Process

    The 8D problem solving model establishes a permanent corrective action based on statistical analysis of the problem and focuses on the origin of the problem by determining its root causes. Although it originally comprised eight stages, or disciplines, the eight disciplines system was later augmented by an initial planning stage. ...

  2. 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 ...

  3. Eight disciplines problem solving

    Eight Disciplines Methodology (8D) is a method or model developed at Ford Motor Company used to approach and to resolve problems, typically employed by quality engineers or other professionals. Focused on product and process improvement, its purpose is to identify, correct, and eliminate recurring problems. It establishes a permanent corrective action based on statistical analysis of the ...

  4. 8D Problem Solving Process

    The Ford Motor Company® developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D. Ford created the 8D Process to help teams deal with ...

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

    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. First introduced by Ford, the 8D method offers a consistent way of ...

  6. Guide: 8D Problem Solving

    8D Problem Solving is a systematic and structured approach used to solve business related problems. It names has been given by the fact there are 8 steps or 8 disciplines that are followed to identify, correct and eliminate recurring problems. 8D Problem Solving is regarded as robust methodology that has proven its worth across multiple ...

  7. The Evolution of 8D Problem-Solving: From Basics to Excellence

    By embracing quality management principles like ISO 9001, the 8D approach transformed from a 'military-specific' solution to a universally applicable method for problem-solving. This was a pivotal moment in its history, paving the way for the methodology's future evolutions and its adoption across diverse sectors.

  8. What is the 8D Problem Solving? And How to use the 8D Report

    The primary documentation used in the problem solving process is the 8D report. Korenko et al. (2013) presented an example of the 8D problem-solving application, Application 8D Method For Problems Solving. After this example, you can find a free 8D Report template that you can download and use for both commercial and noncommercial applications.

  9. An Introduction to 8D Problem Solving

    Abstract. The 8D problem solving method is a scientific, systematic approach which has similarities to the DMAIC method. The overlap in the two methods is briefly discussed in this overview of the 8D approach. 8D is usually driven by the customer; as the process is meant to resolve a specific customer complaint.

  10. 8D Problem Solving: A Guide for Businesses

    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 ...

  11. 8 Disiplines Of Problem Solving (8D)

    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 ...

  12. FAQ: What Is 8D? Eight Disciplines Problem-Solving Explained

    Effective problem solving can help mitigate risks, focus teams and improve processes. The eight disciplines (8D) are a systematic, team-based method of problem-solving that seeks to determine the underlying reasons for the problem and to fix reoccurring issues. Learning the eight disciplines problem-solving process can help you discover ...

  13. 8D Problem-Solving Process: How To Apply the 8 Disciplines

    8D problem-solving is an approach that quality engineers and manufacturers use to identify and address challenges throughout a project. 8D refers to the eight different disciplines, or steps, that the process entails. ... Those using the 8D model can consider all potential root causes before verifying or dismissing them. Some people may use the ...

  14. The 8D Problem Solving Process

    The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishing permanent corrective and preventive actions. It follows a systematic eight-step process with integrated basic problem-solving tools. D1 Establish the Team: Establish a small group of people with the process and/or product knowledge ...

  15. The 8D Problem-Solving Method: What It Is And How To Use It

    The 8D (8D Problem-Solving Method) method, also known as 8 disciplines, first appeared in Ford's 1987 "Team-Oriented Problem Solving" manual.It is a tool that has stood the test of time and has become the first solution used by the company known today as Global 8D. Although the 8D method has been around for years, many companies still face the problem of low resolution and poor use of fixes.

  16. 8D (Eight Disciplines)

    The 8D (eight Disciplines) is a process for systematic introduction of quality perfection, improvement and elimination of problems. Here in this article I will show you step by step approach and using several examples of the problem solving tools.When we involve in 8D methodology and its processes using a structured method, we become very effective at identifying cause of problems, defining ...

  17. Problem Solving Tools Resources: Eight Disciplines (8D) Model (3)

    It is only meant to be a starting point. How to Use the 8D Approach: D0: Plan - Plan to solve the problem and determine the prerequisites. D1: Use a team - Select and establish a team with product/process knowledge. D2: Define and describe the problem - Identify in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) of ...

  18. What Is The Eight Disciplines Model And Why It Matters In Business

    The eight disciplines (8D) model is a problem-solving framework that is used to identify, correct, and then eliminate problems. The eight disciplines model was first used by the U.S. Military in the Second World War. In more modern times, it was popularised in a 1987 Ford Motor Company manual on a team-oriented approach to problem-solving, based on eight sequential steps.

  19. 8D Problem Solving

    The 8D problem-solving model is an invaluable tool for when things go wrong or need to be improved. It's a collaborative and methodical approach to addressing critical problems, often used to enhance production processes. It does this by facilitating root cause analysis, containment plan development, and corrective solution implementation. ...

  20. Back to Basics: A Disciplined Approach

    Abstract. Nothing causes anxiety for a team quite like the release of a corrective action preventive action (CAPA) system and accompanying eight disciplines (8D) model. Questions of value come immediately and consistently. The denial phase is inevitable, but the team can accelerate the progression of forming, storming and norming, and emerge ...

  21. Examples Of 8D Problem-Solving

    8D Problem-Solving Example; Examples Of 8D Reports An 8D problem-solving example shows the strength of this model lies in its methodology, structure and discipline. Organizations can effectively use an 8D report example to analyze defects, its root causes and ways to implement corrective actions. Let's have a look at these 8D reports. 8D ...

  22. Concurrent Problem-Solving Models for Industrial Applications

    The 8D problem-solving model is a problem-solving approach designed to investigate the root cause of a problem. Then it proposes and implements a short-term fix and a long-term solution to prevent the recurring problem. Study the 8D Report in Table 7.1. The following steps are the major components of the 8D.