8-D Problem Solving - Xcellus Problem Solving.pdfThe 8 Disciplines of Problem Solving was created at Ford Motor Company in the mid 1980’s. 2 WHEN TO USE 8D This standard introduces

Xcellus, Inc. – Joseph L. Coffman Page 1 of 22 © May/2020

8-D Problem Solving

Executive Summary

The eight disciplines (8-D) of effective problem solving provide a consistent, reliable way for company personnel to react to problems, determine root cause, implement containment, develop and implement permanent solutions and prevent recurrence across the company. 8-D may be employed by production and maintenance associates and salary personnel with equally successful results.

Supporting Documentation:

8-D Containment Actions.docx

8-D IS-IS NOT Table.docx

5 Why Form.docx8-D Action

Register.xlsx

8D Performance

Chart.xlsx

8-D Problem Solving

Xcellus, Inc. – Joseph L. Coffman Page 2 of 22 5/4/2020

TABLE OF CONTENTS

EXECUTIVE SUMMARY ................................................................................................................. 1

SUPPORTING DOCUMENTATION:............................................................................................... 1

1 INTRODUCTION ...................................................................................................................... 3

2 WHEN TO USE 8D .................................................................................................................. 3

3 BENEFIT .................................................................................................................................. 4

4 THE 8 DISCIPLINES OF EFFECTIVE PROBLEM SOLVING ................................................ 4

4.1 Step 1 – Form the Team .............................................................................................. 5

4.2 Step 2 – Describe the Problem .................................................................................... 6

4.3 Step 3 – Implement Containment Actions ................................................................... 7

4.4 Step 4 – Root Cause Determination .......................................................................... 10

4.5 Step 5 – Choose & Implement Corrective Actions ..................................................... 11

4.6 Step 6 – Evaluate Results .......................................................................................... 13

4.7 Step 7 – Prevent Recurrence ..................................................................................... 14

4.8 Step 8 – Celebrate Success ...................................................................................... 15

5 CONCLUSION ....................................................................................................................... 15

6 APPENDIX ............................................................................................................................. 16

8-D Problem Solving


1 INTRODUCTION

This 8-D Problem Solving standard has been developed to help employees solve complex problems for which the cause is unknown. It is designed to help guide problem solving teams through the 8-D process by providing some structure and a detailed explanation of each step to be followed. It is also designed to be a training guide for developing 8-D team leaders.

This standard introduces each of the eight steps, identifies the parts of each step, provides tools that are helpful in completing each step, and provides some best practices in successful 8-D completion. It is intended to be flexible so teams can understand the intent of each step and decide what process or tool is most appropriate for each particular problem.

The 8 Disciplines of Problem Solving was created at Ford Motor Company in the mid 1980’s.

2 WHEN TO USE 8D

This standard introduces the eight disciplines of effective problem solving and gives a general guidance in the application of the technique. 8-D Problem Solving can be described as a group of activities intended to systematically plan, track and document the activities critical to efficient, structured problem solving.

8D is most effective when used on special-cause variation. Special-cause variation, also known as Assignable-cause, is representative of process variation that is not chronic, or common cause.

Special-cause variation means the process in unstable and that an event has an assignable, root cause for the unacceptable condition(s) that have been experienced. The root cause(s) use usually easily discovered by an 8D team.

Common-cause, or chronic, variation has NO assignable root cause that may be identified by passive means. There is no event that causes the variation. The unacceptable, chronic variation is inherent to the existing process. A methodology like Six Sigma is designed to deal with common-cause variation and reduce it through the use of passive analysis and active processes manipulation (experimentation).

Ironically, it is written that Ford developed 8D as a way of dealing with chronic process and manufacturing issues. Xcellus does not recommend 8D for chronic variation, only for special-cause variation for which 8D works beautifully.

The following flowchart shows how to deal with process variation:

8-D Problem Solving


3 BENEFIT

8-D Problem Solving directly supports several strategies as defined by the strategy deployment process. Those strategies include:

Engage management at the worksite through reaction protocols, daily meetings and standardized work

Prevent problem reoccurrence with effective problem solving, Yokoten (Lessons Learned) and Process Focus

Develop processes to promote stop and fix culture

Additionally, 8-D promotes a culture of scientific thinkers and problem solvers identifying and eliminating root causes of problems.

4 THE 8 DISCIPLINES OF EFFECTIVE PROBLEM SOLVING

Before any of the eight steps begin, company personnel will become aware of a problem or potential problem.

The company may become aware of a problem through customer notification of a reject or late shipment or through internal discovery. Problems which require an 8-D include:

A significant safety issue

Nonconformities which could cause a serious incident internally or externally

Customer line rejects involving more than a single unit

A customer line reject which is a recurrence of an earlier problem

8-D Problem Solving


A field issue

Internal issues which are complex and require a team effort

In the case of problems through customer notification, the first response to the problem includes responding to the customer quickly that the company is aware of the problem and has a response team in place to address the issue.

4.1 Step 1 – Form the Team

A small team, usually 4 to 8 people, should be formed with the interest and necessary skills to effectively work through the 8-D Process. The 8-D team should bring in temporary members to perform specific tasks as needed.

Consider the following roles when forming the 8-D team:

Champion

The champion is typically not a member of the 8-D team. This individual would be someone who has an interest in the team’s success, but has delegated the actual problem solution to a group of appropriately skilled and knowledgeable individuals. The role of the champion is to meet at regular intervals with the team leader, monitor progress of the team, garner resources the team does not have authority to assign and utilize, and remove barriers that the team may encounter.

8-D Team Leader The 8-D team leader is the owner of the problem solution and responsible for the process that leads to the solving of the problem. He or she is trained as a team leader in the 8-D process. The team leader is responsible for scheduling most of the meetings, documenting team assignments, tracking action items, leading team meetings and reporting team progress to the Champion. The 8-D team leader, the technical experts and 8-D team members are responsible for the technical aspects of the discussion.

8-D Team Members Team members are involved with the problem-solving process from start to finish. They are usually directly involved in the process where the problem was found and know best how the process actually works.

Technical Resources

Technical resources are often temporary members of the team. They would be consulted during specific discussions and/or investigations and leave the team when the need for their expertise is concluded.

Facilitator

If the 8-D team leader needs help in focusing on the 8-D process, a facilitator can participate on the team. The facilitator’s role is to guide the 8-D team in the understanding of the elements in each of the steps to complete the 8-D problem-solving process. The facilitator focuses on the completion of each of the eight steps in the process, and usually very little on the technical investigation and analysis.

Every team should develop a set of ground rules at the beginning of the process. These rules should reflect procedural and relationship considerations. The ground rules should be reviewed and modified if necessary, at the beginning of each meeting. The ground rules should include the use of a Parking Lot for issues, concerns, or red herrings that could derail the meeting at hand.

8-D Problem Solving


Keys to Success Common Pitfalls

List all team members

The team should be cross-functional and contain subject matter expertise

The team should have a trained problem-solving facilitator

The team should contain a pair of fresh eyes

Wrong people on the team

No ground rules

Ineffective leader/facilitator

No team members

4.2 Step 2 – Describe the Problem

A complete and accurate problem statement is arguably the most important element in determining the root cause. Most teams that have trouble finding a root cause don’t have an adequate problem statement.

Specify the internal/external customer problem by identifying in quantifiable terms the (5W2H) for the problem:

Who (Customer name)

What (Part name & number and serial number)

When (Date, hours of use)

Where (In plant, in field, on machine)

Why (Hypothesized failure of part)

How (How did the failure appear)

How many (Number of claimed parts)

Describe in quantifiable terms the customer expectation. A table that organizes the 5W2H for the problem may be helpful both for ensuring complete information and for communicating the issue effectively.

Part of step 2 is also to confirm the failure claimed by the customer.

Tools useful for this confirmation are: o Cause Map / Failure Tree Analyses o FMEA o Control Plan


Describe, in detail, the problem or potential problem

o Who is the customer? o What do they expect? o How did the process/product deviate

from customer expectations? o What is the metric(s)?

Not being specific enough to capture the essence and scope of the problem at hand

8-D Problem Solving


4.3 Step 3 – Implement Containment Actions

Containment definition

The purpose of containment is to isolate the customer from the effect of the problem. Generally, the sooner the containment is implemented, the smaller the quantity of defective product experienced by the customer and the less expensive the recovery will be. Many teams take action to reduce the likelihood of the effect; this is not truly containment. In some cases, it is very difficult to develop of determine 100% containment. In those cases, it may be necessary to implement several risk reducing containments in series or parallel to reduce risk. Stop the process if necessary

In some cases, it is necessary to stop the process in order to stop the flow of potential problems. Stopping has a tourniquet effect; it stops the bleeding but cannot be kept in place very long.

Stop the production process

Stop orders in packaging and shipping

Stop components in internal or external warehouses Retrieve the defective product and/or output

Product that is suspected of being defective should be captured for analysis. This product can sometimes be used to gather data about the severity and frequency of the problem or problems.

Specific, actionable information about the defect should be requested from the customer:

Detailed description of the problem (call the customer for further information)

Pictures of suspected product can help

Expedite return of suspect product

Confirm problem by analysis of suspect product Retrieve / isolate any defective product

Products that are suspected of being defective should be returned for rework if possible. These products can sometimes be used to gather data about the severity and frequency of the problem. Be sure to consider/check all suspect products including:

Work in progress (WIP)

Finished goods inventory in house

Products in transit to the customer

Products in customer inventory

Products on the customer’s production line

Verify that the system is in control

Verify that the defined processes are being followed and if the defective component followed the production process.

Did the defective component pass the production test?

Is the MRP (Material Resource Planning) system according to specification?

Are work instructions and control plan present and followed?

Is the operator sufficiently trained?

Is the failure identified in FMEA?

Is the failure detected according to control plan?

Is the Gage R&R acceptable and device and method working properly? Develop a list of possible containment actions

8-D Problem Solving


Many ideas should be generated and the team should consider bringing in temporary members for brainstorming. Silent brainstorming is an effective method for this task. Silent Brainstorming Method

Capture ideas o Bring sticky notes and a marker for each team member o Give the team 8 minutes to put one idea per sticky note while the

facilitator posts the ideas o Use a flipchart to capture the team’s ideas in silence

o Sort ideas

o Utilize another flipchart already sectioned off in quarters according to likelihood of successful containment and time to implement

o Have team stand and sort the ideas onto the quad-chart

o Following should be factored into the decision:

Safety issues

Frequency of occurrence (repeated failure, occur in groups or individual)

Customer sensitivity to defectives or defects

Risk of containment compared to problem (contamination) Important containment steps are:

Inform production personnel about the defect and get feedback on possible occurrence of defect and root cause

8-D Problem Solving


Check all parts “upstream” in the supply chain (production, internal stock, in transit, supplier stock, work in progress)

Check at other products/customers if same or similar problem could arise

Make decision about containment marking of parts and/or packaging and for how long time

Consensus on the best possible containment actions

Consensus is reached when a team decides on a solution and all members of the team agree to support the decision. Not all team members have to agree that the solution is the best. Containment examples are:

100% inspection (only 80-95% effective)

Multiple inspections

Reduce acceptance limits

Add additional process detections

Limiting who can perform the action Test the containment

The containment must eliminate the effect of the problem from the customer. The containment can be verified by analytical or experimental methods. Test if possible the containment with a defective component. Implement the containment

Once containment has been decided upon, implement it. This process needs to happen quickly. Maintain the decided actions until a permanent corrective action is in place. Document the containment

One of the most overlooked parts of containment is the proper documentation of what was done. The reason is that it often seems obvious at the time the containment was done. The 5W’s and 2H’s are a good way to ensure that enough documentation has been done. Examples of documentation are written instructions, deviations, and engineering changes. The documentation must be thorough and easily retrieved and understood at a later date when the details of the containment have been long forgotten. Measure the Effectiveness

Develop a method of measuring the effectiveness of the containment. Some problems require weeks or months to determine the root cause and implement corrective actions. During that time, our customers will expect 100% effectiveness of the containment. Measure the containment effectiveness to understand how well we have met our customer’s expectation.


What can be done to protect the Customer and ATK from non-conformances until a permanent solution is implemented?

o Sort o Inspection o Temporary Engineering Change

At the end of Step 3 these questions should be answered:

o What actions were completed?

Failure to stop the process

Failure to stop potentially bad product or service from reaching the customer

Failure to follow up with customers that may have been affected

8-D Problem Solving


o When were they completed? o Who completed each action?

4.4 Step 4 – Root Cause Determination

Identify all potential causes that could theoretically explain why the problem occurred. Isolate and verify the root cause by mental and/or physical test of potential causes against the problem description and data.

A root cause determination of “Operator Training” is unacceptable in every imaginable case. This is a copout for not identifying how the system or process has failed the operator and for not implementing a proper Poka Yoke (mistake proofing) or other engineering solution.

Always use the simplest method that accomplishes the mission of root-cause determination.

Review the problem statement

It is a good idea to review the problem statement at the beginning of each meeting, but it is required at the beginning of Step 4. Update the problem definition with any new facts that have been gathered since Step 2. Identify the failure by analyzing the defective product(s)

If defective product(s) are available, analysis is made to identify the exact problem.

If needed, test the defective product(s) on production equipment, in the laboratory or on the machine itself to experience if performance, function values and dimensions are according to specifications. Use appropriate tools to brainstorm potential root causes and select the real root cause

In order to find the true root cause, it is important to use the appropriate tools. Tools which should be considered during this step are:

Is / Is Not table o Utilize the IS/IS NOT table to help further clarify problems that have random

or misunderstood characteristics

Fishbone / Cause-and-Effect / Ishikawa diagram o Brainstorm many potential causes through cause-and-effect diagram

5-Why o Ask “why” until you truly understand root cause(s) and any timeline effects

Cause Mapping / Failure Tree Analysis o Similar to a 5-Why, but includes branching, evidence and actions

Failure Modes and Effects Analysis o For complicated systems with multiple potential failure modes, an FMEA is

often be the best choice

Statistical methods such as paired comparisons, analysis of variance, multiple regression, statistical process control (SPC), and Design of Experiments (DOE)

o If data exists simple numerical and statistical methods are often useful for narrowing down the list of potential factors

o Once potential factors are reduced to a few potential, DOE should be employed to determine both which factors are significant and by how much the factors impact the process

8-D Problem Solving



Be certain root cause has been determined and documented

Jumping to conclusions

Failure to identify the real root of the problem and addressing a symptom or effect

Mislabeling common-cause problems as if they were special causes and trying to employ special-cause solutions

4.5 Step 5 – Choose & Implement Corrective Actions

Define and implement the best permanent corrective actions. Although the solution often seems obvious once the root cause is determined, it is important for the team to find the best possible solution or solutions, and that is not always so obvious.

Develop a list of possible corrective actions

The team should develop a long list of possible corrective actions. The silent brainstorming technique discussed in step 3 is a good for this task, though it should be modified slightly for step 5. The 8-D team leader should bring in other people for this activity, especially the people who will be affected by the solution. There will be greater ownership if the eventual owners of the implemented solution are part of the solution discovery.

Silent Brainstorming

Just like before, silent brainstorming should be used to capture ideas. Next, the ideas should be sorted to determine the best solutions without having to judge the merits of the ideas, potentially derailing the meeting.

First Sort

The first sorting is designed to take the brainstormed ideas and extract the ideas that the team has the know-how and authority to implement.

8-D Problem Solving


Second Sort

The second sorting is designed to take the Act-Now ideas and extract the big-impact ideas that take a short time to implement.

Verify that the corrective action is effective and that there are no adverse side effects

This is an action that is taken “off line” before the implementation. The permanent corrective action must eliminate the root cause as well as the effect. At the same time, the team must verify that the proposed solution does not cause any other problems. Timing target for corrective actions

The target timing for planning / implementing permanent corrective actions is 2 weeks from problem awareness. Prior to the corrective action being implemented, the customer is only protected by containment. If the permanent corrective action will take several weeks or months to implement, the team should look for some interim corrective action to relieve the pressure on those performing the containment. Always track the corrective actions:

8-D Problem Solving



Brainstorm possible solutions – think out of the box

o Consider anything, regardless of cost

Implement ideas that have the biggest bang for the buck

Break down the activities needed to implement the solution(s)

Identify the person responsible for each action

Make sure the actions are time bound

Use an action register to track idea implementation

Too few alternatives

Unimaginative ideas

Allowing idea killers to infiltrate the team

Jumping to solution without exploring the existence and validity of other options

Spending capital when creativity could be employed

Failing to follow through

Vague assignments for team members

Over commitment by a few number of team members

4.6 Step 6 – Evaluate Results

Once in production, monitor the process and results. Choose controls to ensure the root cause is eliminated. Review the process, design, or system FMEA and control plan

The team should review the appropriate FMEAs and control plans and determine what, if any, changes need to be made to those documents. Teams or individuals affected by the FMEAs and control plans may need to be part of the review process. Monitor the results

Put appropriate controls in place to ensure that the corrective action is functioning as planned. Determine the method and the frequency of these checks. Remove the containment

8-D Problem Solving


The containment that was implemented in Step 3 likely included some inspection or other temporary monitoring process. There should be data generated as a result of the containment. If this is the case, the effectiveness of the corrective action should be measureable and verifiable. If so, remove the containment.


Determine if the process output has changed?

Define how is it measured / verified?

Was the change positive or negative?

Determine if the team has reached the goal.

Not verifying the impact on the process

4.7 Step 7 – Prevent Recurrence

All activities so far have been reactive. This step requires that proactive work be done to share what the team has learned so that this problem and similar problems can be avoided in the future. This step is absolutely critical in preventing repeat problems and improving quality.

Identify the system that allowed the problem to occur

Problems are connected to or influenced by the process or system that contains them, whether that process is manufacturing, administrative, or otherwise. This is an opportunity for the team to impact more than their specific area.

Think beyond this problem to other, similar potential problems

Think about where this problem might show up

Think about other people who might benefit from what was learned

Think global

Utilize communication technology Change the system or systems that allowed this problem to occur

This task may or may not be beyond the scope of the team. It is the role of the Champion to expand the sphere of influence of the team. The team should identify what changes are necessary to prevent this problem from ever occurring again anywhere at ATK or their suppliers, take that knowledge to the Champion, and with his/her help, plan the spread of the new knowledge and actions to leverage that knowledge. Communication through the SQDEC meetings would be an excellent opportunity to implement this step. Also, wherever possible, update the control plans and process FMEAs for similar processes.


Install / institute error proofing device

Share with rest of organization (Yokoten)

Update SOP/JES/MOST and FMEAs of similar products/processes

Failing to communicate (Yokoten)

Failing to look forward in time if potential new processes yet to be implemented may have the problem

Altering a procedure or method adding a step to “check” or “inspect”

8-D Problem Solving


Update Standard Work and Control Plan/Method of similar products/processes

Update process maps

Train on new method/process

Lessons learned

Failing to implement a permanent engineered solution

Failing to update standardized work with the new method

4.8 Step 8 – Celebrate Success

Unfortunately, this is a commonly overlooked step, but it is very important to celebrate and recognize success. The 8-D team leader, in consultation with the Champion, is responsible for ensuring that this activity occurs.


Determine what will be the reward and recognition.

Determine where it will be held.

Determine when it will happen.

Skipping this step

5 CONCLUSION

8-D Problem Solving is the standard to help employees solve complex problems for which the cause is unknown. The 8-D process is designed to help guide problem solving teams to consistent root-cause determination and solution implementation.

The company benefits from having a standardized problem-solving process that anyone can understand. 8-D team leaders may be production or maintenance associates as well as salary personnel.

Xcellus, Inc. – Joseph L. Coffman Page 16 of 22 © May/2020

6 APPENDIX

https://en.wikipedia.org/wiki/Eight_disciplines_problem_solving

https://en.wikipedia.org/wiki/Eight_disciplines_problem_solving

8-D Problem Solving


Example Champion Update

Team Leader:

Area:

Telephone #:

Date:

Distribute to:

Name

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____________________ ________________

____________________ ________________

8-D Meeting #

Completed Actions

Workout Team Pulse-Check

How is your Workout team progressing? (check one box)

What is working with the 8-D process?

Where is the team having problems?

What specific help would you like from your 8-D facilitator / coach?

Champion Action Request

Action Request:

Why Needed:

Date Needed:

Great Ahead of Schedule

Okay On Schedule

Struggling Behind Schedule

8-D Problem Solving


Actions-In-Process Report

Action Idea Owner Champion Support

Requested

Date

Started

Date

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8-D Problem Solving


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8-D Problem Solving


Example Cause Map

8-D Problem Solving


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8-D Problem Solving


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Documents

8-D Problem Solving - Xcellus Problem Solving.pdfThe 8 Disciplines of Problem Solving was created at Ford Motor Company in the mid 1980’s. 2 WHEN TO USE 8D This standard introduces