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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. 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. 8D has grown to be one of the most popular problem-solving methodologies used for Manufacturing, Assembly and Services around the globe. The 8D methodology offers engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process.

The main stages of the 8D process are: Establish a team, Define problem, Develop Containment Actions, Identify Root Cause, Establish Corrective Action, Implement Corrective Actions, Prevent Recurrence, Recognize Team Effort.

This template contains all the necessary tools to prepare for solving a problem using the 8D process. The first slide is presented in the form of honeycombs, each of which describes one of the stages of the process. You can also provide a short explanation for each step. The slide can be used by engineers when building a model for solving an equipment failure problem. For example, you can specify the sequence of actions in the event of a turbine breakdown and indicate an action plan for each of the participants in the process. The second and third slide of the template are made in the form of a horizontal time line. This slide can be used when building sequential models. Also, these slides will be useful for crisis managers when building a model for a company’s exit from a crisis situation. The third slide is designed as sequential blocks with 8D process. A special feature of this slide is the arrangement of blocks at different levels. This slide will be useful for marketing specialists when building a plan for an advertising campaign for a new product or a plan to solve the problem of a competitor’s launch of a product similar to yours. Team leaders can use this slide in weekly meetings with the development team. The structure of this slide is ideal for testing bugs and discussing new client requirements for a software product.

This template follows the latest design trends with a neutral color scheme. You can also change the color and font sizes so that this template can be used in your other presentations. The 8D process template will be primarily useful for software developers when testing programs. Also, this template can be used by service managers, production workers, specialists of construction organizations.

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Home Collections Strategy / Business Plan Problem Solving 8D Problem Solving PPT

8D Problem Solving PPT Presentation Template & Google Slides

Eight-Noded Problem Solving Presentation Slide

Features of the template:.

• problem solving
• Problem Solving
• Critical Thinking
• Problem Solving Stages
• Problem Solving Process
• Problem Solving Techniques
• Root Cause Analysis
• Problem Solving Infographics
• 4 Options Problem Solving
• 8D Problem Solving
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Training Presentation/Powerpoint:

8D Problem Solving Process & Tools

Description  

The 8D (Eight Disciplines) approach is a systematic problem solving process. Popularized by Ford, the 8D process integrates best practices from various problem-solving methods and is now a standard in the automotive industry. The 8D problem solving process has proven to be highly effective in product and process improvement.

Following the logic of the PDCA cycle, the 8D process enables problem solving teams to identify root causes, develop proper actions to eliminate root causes, and implement permanent corrective action to prevent recurrence. It includes key analytical tools such as Is/Is Not Analysis and Root Cause Analysis using 5 Whys and the Fishbone Diagram.

This highly detailed training presentation will help you to teach employees in your company or organization to better understand team dynamics and solve problems using a disciplined approach. 

Note: This training package includes:

8D Problem Solving PPT training presentation (PowerPoint format)

8D Problem Solving Report Template (PowerPoint format)

8D Report Worksheet (Word format)

8D Is/Is Not Worksheet (Excel format)

FMEA Form (Excel format)

8D Problem Solving poster (PDF format, in color and monochrome, printable in A3/A4 size paper)

Learning Objectives​ 

Acquire knowledge of key concepts and principles in 8D problem solving.

Understand team-based problem solving dynamics and define roles within the 8D problem-solving team.

Familiarize yourself with the step-by-step 8D problem-solving process and the use of analytical tools.

Gain practical insights for achieving success in 8D problem solving.

    Contents

    1.  Key C on cept s and Principles

•  The Blind Men and the Elephant •  The Mindset of a Traditional Problem Solver •  Common Pitfalls in Problem Solving •  What is a Problem? •  What is Problem Solving? •  What Problem Solving is Not •  Impact of Problem Solving •  Problem Solving Funnel •  Problem Solving Philosophy •  Benefits of Problem Solving •  What is 8D problem solving? •  Applying 8D Met hodology to Problem Solving •  Why Use 8D? •  8D Problem Solving Process

    2. Team Approach and Roles

•  What is a Team? •  Types of Teams •  Importance of Team-based Approach to Problem-solving •  Qualities of an Effective Team •  Team Member Ground Rules •  Tuckman's Model of Team Development Stages •  Why is Teamwork Important? •  Problem Solving Team's Maxims •  Ingredients for Problem Solving Team Success •  Keys to Team Success •  What is a Problem Solving Team? •  Key Roles in 8D Problem Solving

   3.  8D Problem Solving Process

•  Popular Problem Solving Methods •  8D Problem Solving Process •  8D Problem Solving Process vs 8D Report •  The Importance of an 8D Report •  D0: Plan ​ •  D1: Initiate Project Team •  D2: Define the Problem •  D3: Implement Containment Actions •  D4: Identify Root Causes •  D5: Develop and Verify Solution •  D6: Implement Corrective Actions •  D7: Prevent Recurrence •  D8: Recognize Project Team •  The 8D report: Capturing Solutions and Progress •  Sample 8D Report / Template •  Key Sections of the 8D Report •  The Role of the 8D Report •  8D Report Templates Included (as part of this training presentation package)

   4.  Analytical Tools in 8D

•  Brainstorming •  Affinity Diagram •  5W2H •  Is / Is Not •  Control Chart •  5 Whys •  Cause and Effect Diagram •  Pareto Chart •  Histogram •  Scatter Diagram •  FMEA

   5.  Practical Tips for Success ​

•  Best Practices for 8D Problem Solving

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Home PowerPoint Templates Strategy 8D Analysis Report Quality System PowerPoint Template

8D Analysis Report Quality System PowerPoint Template

8D root-cause analysis is a problem-solving method, mainly used in the manufacturing industry by quality engineers and operations managers. A proven problem-solving technique successfully applied to several other industries, including healthcare, retail, and government. People in any profession can use the 8D model that helps identify, correct, and eliminate recurring problems.

8D Analysis Report Quality System PowerPoint Template presents a workflow for the root-cause analysis model. It includes eight slides to detail the implementation of 8 disciplines in this problem-solving model. These disciplines are team formation, problem description, containment action, root-cause analysis, corrective actions, Validate, implementation, and recognition.

Taking an example of a faulty engine part in trucks for illustrative purpose. The team formation slide template displays people with product or process knowledge, such as engineers, finance, and procurement. Share a problem statement that clearly defines the problem, area of impact, and cost of not doing anything. Use PowerPoint templates of tabular forms to input data about containment actions, root-cause, corrective actions, and preventive measures. The last part of the 8D analysis report is the appreciation or reward team that motivates staff.

The 8D Analysis Report Quality System PowerPoint Template can make problem analysis complete and concise for team collaboration on an issue. The slides for eight disciplines are pre-design templates to add relevant information and customize it to present.

You can use this PowerPoint presentation as a visual aid for team-oriented problem-solving sessions. The first slide provides an overview of process flow in 8D root cause analysis. Additional table-format slides are used to input data of any process or operation. The 8 steps model diagram in PowerPoint provides a roadmap from the problem to its permanent solution. Alternatively, individuals can download other safety checklist reports and PowerPoint templates on Supplier Corrective Action Report (SCAR templates).

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8D / 7STEP PowerPoint Presentation

The process model for systematic and sustainable problem solving. 8D stands for 8 steps of this process model and contains a guide that guides you through every problem solution in your company in a structured manner. The 8D / 7Step model is used for problems in which, in addition to sustainable problem elimination, the implementation of immediate measures and the elimination of emergencies are also important. 

It is therefore often used to solve customer complaints, but is also suitable for any other situation in the company. Approaches for 8D can also be found in problem solving as part of product tests, as well as in the case of unplanned plant downtimes or work accidents. In all of these areas, the goal is to eliminate the problems quickly and to avoid the occurrence of similar problems in the long term.

8D/ 7STEP PowerPoint Template

A comprehensive set of definitions and working templates for the problem-solving methods of 8D and 7STEP.

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

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

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

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

Until the feedback starts rolling in.

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

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

What is 8D?

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

How do you use the 8D method?

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

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

The eight disciplines of problem-solving

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

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

D0: Prepare and plan

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

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

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

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

D1: Form your team

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

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

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

D2: Identify the problem

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

Who first reported the problem?

What is the problem about?

When did it occur and how often?

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

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

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

Employees feel overwhelmed with their current workload. 

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

Managers have had no training for meetings or innovation settings.

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

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

D3: Develop an interim containment plan

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

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

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

D4: Verify root causes and escape points

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

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

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

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

D5: Choose permanent corrective actions

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

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

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

D6: Implement your corrective actions

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

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

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

D7: Take preventive measures

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

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

D8: Celebrate with your team

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

8D report template and example

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

Benefits of using the 8D method

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

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

Increased familiarity with a problem-solving structure

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

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

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

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

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Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

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

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

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

What is Eight Disciplines of Problem Solving (8D)

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

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

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

Why Apply Eight Disciplines of Problem Solving (8D)

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

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

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

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

The 8D problem solving process is typically required when:

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

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

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

D0: Prepare and Plan for the 8D

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

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

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

D1: Form a Team

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

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

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

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

D2: Describe the Problem

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

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

D3: Interim Containment Action

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

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

D4: Root Cause Analysis (RCA) and Escape Point

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

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

D5: Permanent Corrective Action (PCA)

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

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

D6: Implement and Validate the Permanent Corrective Action

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

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

D7: Prevent Recurrence

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

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

D8: Closure and Team Celebration

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

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

8D and Root Cause Analysis (RCA)

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

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

Example: Multiple Why Technique

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

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

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

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8D (Eight Disciplines) Problem Solving Process

Nov 13, 2022

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

NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives 1. Describe the key concepts and principles of 8D problem solving 2. Understand the dynamics of team-based problem solving 3. Define the roles of the 8D problem solving team 4. Familiarize with the use of analytical tools 5. Describe the objective of each step of the 8D process 6. Define the critical success factors for effective 8D problem solving 2 © Operational Excellence Consulting. All rights reserved.

Contents 1. Key Concepts & Principles of 8D Problem Solving 2. Team Approach to 8D Problem Solving 3. Roles of 8D Problem Solving Team 4. Review of Analytical Tools in 8D 5. 8D Problem Solving Process – The Step by Step Approach 6. Preparing the 8D Report 7. Critical Success Factors 3 © Operational Excellence Consulting. All rights reserved.

The Blind Men and the Elephant It is a wall! It is a snake! It is a branch! Problems are often perceived differently by different people. 4 © Operational Excellence Consulting. All rights reserved.

What Is a Problem? A problem is a deviation from a standard, i.e., a difference between what should be happening and what is actually happening Standard – what should be happening Gap = Problem Current situation – what is actually happening 5 © Operational Excellence Consulting. All rights reserved.

What is Problem Solving? § Elimination of the cause of a nonconformity, potential nonconformity or other undesirable condition in order to prevent its occurrence or recurrence 6 © Operational Excellence Consulting. All rights reserved.

What Problem Solving IS NOT § A kaizen event where people are taken away from their “real jobs” for 3-5 days at a time § An exercise to place blame on a person or department § A project only for the Subject Matter Experts or “high- fliers” § Activities to keep people busy during periods of low demand § Another one of those “extra curricula activities” 7 © Operational Excellence Consulting. All rights reserved.

Impact of Problem Solving Holding the Gain - Control Sporadic Departure from Standard (Process Improvement) Problem Solving Original Zone of Control Performance New Zone of Control Time 8 © Operational Excellence Consulting. All rights reserved.

Benefits of Problem Solving § Increased customer satisfaction § Increased market share § Lower costs § Faster delivery time § Increased profitability § Increased efficiency § Improved morale 9 © Operational Excellence Consulting. All rights reserved.

“The problems that exist in the world cannot be solved by the level of thinking that created them.” Albert Einstein © Operational Excellence Consulting. All rights reserved.

What is 8D Problem Solving? § 8D (8 Disciplines) consist of eight distinct steps of a systematic process for solving problems § Process is derived from the best practices of other problem-solving methods such as Kepner-Tregoe, A3, PDCA, etc. § Developed by the US Department of Defense and popularized by Ford Motor Company § 8D is now a standard in the automotive industry 11 © Operational Excellence Consulting. All rights reserved.

Why Use 8D? Common Approach Provides a Structure Teamwork Provides a common language of understanding. Systematic, yet flexible. Superior to other common methods. More skills and creativity. Team buy-in eases implementation. Quality Methods Based on Facts Documentation Tied to quality management philosophies. Use of statistical tool. Let data do the talking. Eliminates personal biases. Standard format for reporting all actions. Sharing of lessons learned. 12 © Operational Excellence Consulting. All rights reserved.

8D Process Model 8 Recognize Project Team 7 Prevent Recurrence 6 Implement Corrective Actions 5 Develop & Verify Solution 4 Identify Root Causes 3 Implement Containment Actions 2 Define the Problem 1 Initiate Project Team 0 Plan 13 13 © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

What is a Team? § A team is a group of people who perform interdependent tasks to work toward a common mission 14 © Operational Excellence Consulting. All rights reserved.

“Talent wins games, but teamwork wins championships.” Michael Jordan © Operational Excellence Consulting. All rights reserved.

Why Do We Need Team Building? § The need to quickly respond to changes § Demands for continuous improvement § More effective use of resources § Decision-making and problem-solving is better handled by teams 16 © Operational Excellence Consulting. All rights reserved.

Why is Team Building Important? § To discover new solutions to enhance team effectiveness and cohesiveness § Helps bring out the best in individuals in the form of team work § Improves understanding and helps people respect other people’s views even if they don’t agree with them § Helps in exchange of views and ideas which leads to exciting results 17 © Operational Excellence Consulting. All rights reserved.

What is a Problem Solving Team? § Is a group of employees performing similar or related projects, who get together on a regular basis, to discuss a topic or theme affecting their work or workplace § May be set up by management to look into an issue faced by the customer with the aim to resolve it and prevent similar problems from happening in the future 18 © Operational Excellence Consulting. All rights reserved.

“85% of the reasons for failure to meet customer expectations are related to deficiencies in systems and processes… rather than the employee.” Dr. W. E. Deming © Operational Excellence Consulting. All rights reserved.

The PDCA Approach to Problem Solving § A systematic approach to problem solving § Sometimes called the Deming wheel Act Plan § Provides the framework for a team to carry out improvement Check Do § Used together with the common QC tools 20 © Operational Excellence Consulting. All rights reserved.

Problem Solving Funnel Big vague concern Breakdown Grasp the situation § Actual vs. standard § Actual vs. ideal Go See Point of cause § Time and place where events cause abnormality 5 Why Analysis Why? Root cause Countermeasures 21 © Operational Excellence Consulting. All rights reserved.

8D Process 8 Recognize Project Team 7 Prevent Recurrence 6 Implement Corrective Actions 5 Develop & Verify Solution 4 Identify Root Causes 3 Implement Containment Actions 2 Define the Problem 1 Initiate Project Team 0 Plan 22 22 © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Purpose: Describe the internal and external problem by identifying “what is wrong with what” and detailing the problem in quantifiable terms. 23 © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Process Problems can be Visualized with a SIPOC Diagram SIPOC diagram for a ‘Display Definition to Deployment’ process Suppliers Inputs Outputs Customers Process Product specifications Needs definition Product Engineering Display at POS Dealers Demonstration technology Business rationale for investment/use Demonstration & Engineering Group Design & prototyping Country Sales reps Message to be communicated Installation manual Preferred environment in which product should be Installers in stores Development Sales Manager /Merchandiser Key dealer specs and business case End-user Production Corp Product Management Problems include missing components, long waiting time of spare parts, displays that are faulty and don’t work, etc. Set-up for deployment 24 © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Is / Is Not Worksheet IS IS NOT § Who is affected by the problem? § Who first observed the problem? (internal/external) § To whom was the problem reported? § Who is not affected by the problem? § Who did not find the problem? Who § What type of problem is it? § What has the problem? § What is happening? § Do we have physical evidence of the problem in our possession? § What does not have the problem? § What could be happening but is not? § What could be the problem but is not? What § Why is this a problem? § Is the process where the problem occurred stable?§ Why is it not a problem? Why § Where could the problem be located but is not? § Where else could the problem be located but is not? § Where was the problem observed? § Where does the problem occur? Where § When was the problem first noticed? § When has it been noticed since? § When could the problem have been noticed but was not? When § Quantity of problem? § How Much is the problem causing in dollars, people and time? § How many could have the problem but don’t? § How big could the problem be but is not? How Many § What is the trend (continuous, random, cyclical)? § Has the problem occurred previously? (If so attach supporting data/information) How Often § What could the trend be but is not? 25 © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Examples of Problem Description Z1 fibre broadband outage had affected users in the northern and eastern parts of California for over 2 days. Users in the other parts of California were not affected during the same period. 20% of the blue finished lampshades are consistently rejected for paint runs on the top flat. Defects are not seen before the finish coat is applied. Customers in the western region are dissatisfied with the AvengerFood ordering service. During the past 3 months, errors have increased by 25% while complaints from the other regions have remained stable in the same period. Since the rationalization of the patient registration services at the Kent Ridge General Hospital, complaints of long waiting times have increased by 35% when the patient traffic has increased by only 7%. 26 © Operational Excellence Consulting. All rights reserved.

D4: Identify Root Causes Symptoms § Result or outcome of the problem § What you see as a problem (Obvious) Achy, weak, tired Symptoms Problem The Problem § Gap from goal or standard Fever Causes § “The Roots” – system below the surface, bringing about the problem (Not Obvious) Infection Causes 27 © Operational Excellence Consulting. All rights reserved.

D5: Develop & Verify Solution Countermeasures Selection Criteria Matrix Selection Criteria Matrix (1=Bad, 10=Good) Countermeasures M1 M2 M3 M4 M5 Total Score Countermeasure #1 2 8 6 4 2 22 Countermeasure #2 2 3 6 4 6 21 Countermeasure #3 2 5 5 6 2 20 Countermeasure #4 4 8 3 2 2 19 Countermeasure #5 5 8 5 2 2 22 Examples of Selection Criteria: M1 = Easy to Implement M2 = Feasible M3 = Cost Effective M4 = Robust M5 = Risk 28 © Operational Excellence Consulting. All rights reserved.

D6: Implement Corrective Actions Example of FMEA Process or Product Name: Responsible: Prepared by: Page ____ of ____ FMEA Date (Orig) ______________ (Rev) _____________ Action Results S E V O C C D E T R P N Potential Cause(s)/ Mechanism(s) of Failure Current Process Controls Responsibility and Completion Date Process Function Potential Failure Mode Potential Effects of Failure Recommended Action(s) S EVO CCD TR PN Actions Taken E How often does the cause or The highest value process steps from the C&E matrix. In what ways might the process potentially fail to meet the process requirements and/or design intent? What is the effect of each failure mode on the outputs and/or customer requirements? How can the failure occur? Describe in terms of something that can be corrected or controlled. Be specific. What are the existing controls and procedures (inspection and test) that either prevent or detect occurrence? What are the actions for reducing the occurrence, or improving detection, or for identifying the root cause if it is unknown? Should have actions only on high RPN's or easy fixes. Who is responsible for the recommended action? List the completed actions that are included in the recalculated RPN. Include the implementation date for any changes. How Severe is the effect to What is the new process What is the new severity? How well can you detect Are the detection limits Re-compute RPN after actions are complete. failure mode occur? SEV x OCC x DET the cusotmer? cause or FM? capability? improved? Manager completion of change form Not filled out correctly Outdated employee information in current profile No incentive for Manager to comply completely with requirement HR checklist for projects to be completed upon change in employee status Issue delinquency report C.C. Largelist 5/1/00 Procedure changed to include delinquency report 7/15/00 6 7 3 126 5 2 3 30 Communication from Cust Service to Supporting Dept Representative No direct communication Delayed transfer of customer case No formal liaison Customer complaints ID Dept liaison for all supporting Departments Slim Pickins 8/3/00 Procedure changed, Dept liaisons identified 8/31/00 9 4 8 288 9 2 4 72 0 0 0 0 0 0 After Before 29 © Operational Excellence Consulting. All rights reserved.

D7: Prevent Recurrence Examples of Visual Management (1) Labels for product identification Floor markings for trolley Standard work for a manufacturing cell ‘Do Not Disturb’ labels 30 © Operational Excellence Consulting. All rights reserved.

D8: Recognize Project Team § After finalizing all documentation, you and management must finish in style by showing your appreciation to the problem solving team 31 © Operational Excellence Consulting. All rights reserved.

“Continuous effort - not strength or intelligence - is the key to unlocking our potential.” Sir Winston Churchill © Operational Excellence Consulting. All rights reserved.

About Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

About Operational Excellence Consulting § Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. § The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. § OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg 34 © Operational Excellence Consulting. All rights reserved.

Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 35 © Operational Excellence Consulting. All rights reserved.

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