Clarify the problem D2

8D/Practical Problem Solving Concise Description of Problem D2 Direct Cause Direct Cause Direct Cause Direct Cause Direct Cause

Why? Why? Why? Why? Why?

Why?

Why? Why? Why? Why? Why?

Why? Why? Why? Why?

DateNames of Team D1 List all the members of the problem solving team here

Briefly but concisely explain your problem in this section of the sheet (eg a metric consistently red , a repeated workplace issue (something that annoys you constantly), waste identified in your area or a manager identified project or problem)

Show as much diagramatical evidence as possible here that demonstrates how severely this problem is effecting your business. This may include metrics or charts that clearly show lost time or lost product or cost.There is nothing to stop you putting words in here but a picture speaks a thousand words and if you can show that clearly here, you should be able to use the same diagram/chart to demonstrate later in the process that you have removed the situation. This is also a good opportunity to practice Go Look See.

Place each proven causal factor from the fishbone in the direct cause space at the top of this chart. Now you should ask why until you reach what you consider to be the root cause. This exercise is called the 5 why's. 5 is not a rule it is just a typical amount of times that you need to ask why to reach a root cause. Sometimes you may only ask twice and others seven times, you need to make the distinction of when you have reached your root cause. This exercise sounds simple but it will take practise to master.

WEP ASB918 Issue B 09/07/2009 Page 1 of 1 (Intranet/8D Problem solving A3 BusinessLeaners.xls)

No. Who When

Containment D3

Why?

Root Cause Root Cause Root Cause Root Cause Root Cause

Why? Why? Why? Why?

Countermeasure implementation plan D5 and D6Sequence of events ( If appropriate ) D4 Root Cause Containment Countermeasure

Show as much diagramatical evidence as possible here that demonstrates how severely this problem is effecting your business. This may include metrics or charts that clearly show lost time or lost product or cost.There is nothing to stop you putting words in here but a picture speaks a thousand words and if you can show that clearly here, you should be able to use the same diagram/chart to demonstrate later in the process that you have removed the situation. This is also a good opportunity to practice Go Look See.

What have you done to ensure that your internal/external customer and ultimately your business is protected from this issue. This will be a temporary fix that will buy you some time until a more permanent fix can be found

Trace back through the process to establish where the problem first occurred and therefore the process responsible for the problem.

Place each proven causal factor from the fishbone in the direct cause space at the top of this chart. Now you should ask why until you reach what you consider to be the root cause. This exercise is called the 5 why's. 5 is not a rule it is just a typical amount of times that you need to ask why to reach a root cause. Sometimes you may only ask twice and others seven times, you need to make the distinction of when you have reached your root cause. This exercise sounds simple but it will take practise to master.

Brainstorm ( Fishbone diagram ) D4 Cont.

Gather together a team of a representative of each area that this issue effects plus anyone who could have an influence on the resolution. Use an Ishikawa diagram here to gather ideas on what could possibly be causing this issue. Ensure that this process continues until all participants have stopped generating ideas. The trick here is to ensure that no idea, no matter how absurd it sounds, is sidelined. Often what seems absurd to one person will spark a fresh idea in someone else.

Facilitate carefully as you only want contributory factors at this point and not answers.

Once everyone has exhausted their ideas have the team decide on which 4 or 5 or maybe 6 of them are the largest or most likely contributors to the problem and carry those down into the causal factors column below.

More than 6 will be unmanagable and you can always come back and revisit here if your efforts prove unsuccessful the first time.

Now that you have identified your root causes you need to decide what you can do quickly yo protect your customer and also what you will do to remove the root cause for good. Ensure you have people and times allocated for each countermeasure action.

Symbol

Chart Results D7 Congratulate the team and share Information D8

Causal Factor Investigation D4 cont.Causal Factors Investigation Results

Show a metric here that demonstrates how the problem is reduced as the countermeasures are implemented and begin to work. You should be able to just continue with your original metric from clarifying the problem

Gather together a team of a representative of each area that this issue effects plus anyone who could have an influence on the resolution. Use an Ishikawa diagram here to gather ideas on what could possibly be causing this issue. Ensure that this process continues until all participants have stopped generating ideas. The trick here is to ensure that no idea, no matter how absurd it sounds, is sidelined. Often what seems absurd to one person will spark a fresh idea in someone else.

Facilitate carefully as you only want contributory factors at this point and not answers.

Once everyone has exhausted their ideas have the team decide on which 4 or 5 or maybe 6 of them are the largest or most likely contributors to the problem and carry those down into the causal factors column below.

More than 6 will be unmanagable and you can always come back and revisit here if your efforts prove unsuccessful the first time.

As what you gathered through your fishbone exercise were only peoples ideas and opinions, you now need to decide what investigation can be undertaken to prove or disprove each of the chosen ideas. Once you have proved those that are true to be direct causes you can transfer them to the 5 why investigation opposite.

Sign off - Manager Sign off - Lean Champ. Sign off - Team Lead

As what you gathered through your fishbone exercise were only peoples ideas and opinions, you now need to decide what investigation can be undertaken to prove or disprove each of the chosen ideas. Once you have proved those that are true to be direct causes you can transfer them to the 5 why investigation opposite.

WEP ASB918 Issue B 09/07/2009 Page 1 of 1 (Intranet/8D Problem solving A3 BusinessLeaners.xls)