8d problem solving d6

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.

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.

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

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of 8D Consulting , 8D Training or 8D Project Support .

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Design thinking, innovation, user experience and healthcare design

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.

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).

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.

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.

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).

Free 8D Report Template Download

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.

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Dr Rafiq Elmansy

As an academic and author, I've had the privilege of shaping the design landscape. I teach design at the University of Leeds and am the Programme Leader for the MA Design, focusing on design thinking, design for health, and behavioural design. I've developed and taught several innovative programmes at Wrexham Glyndwr University, Northumbria University, and The American University in Cairo. I'm also a published book author and the proud founder of Designorate.com, a platform that has been instrumental in fostering design innovation. My expertise in design has been recognised by prestigious organizations. I'm a fellow of the Higher Education Academy (HEA), the Design Research Society (FDRS), and an Adobe Education Leader. Over the course of 20 years, I've had the privilege of working with esteemed clients such as the UN, World Bank, Adobe, and Schneider, contributing to their design strategies. For more than 12 years, I collaborated closely with the Adobe team, playing a key role in the development of many Adobe applications.

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8D Chess: How to Use The 8 Disciplines for Problem Solving

Hospitals have developed something of a reputation for being rife with bad processes . When processes aren’t adequate, the result is an abundance of “workarounds”.

For example, when equipment or supplies are missing, a nurse might waste time running around searching for what is needed, and once the item is found, return to their previous duties.

One study indicates that nurses spend 33 minutes of a 7.5-hour shift completing workarounds that are not part of their job description.

This may well “put out the fire” so-to-speak, but really it is just a hastily applied band-aid that does nothing to treat the root cause of the problem.

More time is wasted and more problems will arise in the future because nothing has been done to prevent the initial problem from happening again.

Individual nurses are not at fault here; workplace culture often values expertise in the form of those who “get the job done”, which tends to pull against the notion of spending time building good processes (time in which the job is perhaps not “getting done”).

So how to approach the problem of problem solving ?

In a lean context, problem solving can be distilled into two simple questions:

What is the problem and how did it happen?
How can we make sure that it doesn’t happen again?

The 8D, or eight disciplines methodology, is a problem solving process – most likely one of the most widely used problem solving processes out there. It is used by many different countries, in many different industries, and many different organizations.

8D is designed to help you put out those fires, and make sure they don’t happen again.

In this article, I’ll introduce you to the 8D problem solving methodology and provide you with an outline of the basic process that you can hopefully apply in your own business, plus how you can enhance 8D with other tools and methodologies like Six Sigma , FMEA , and Process Street .

Here’s what I hope you’ll take away after reading:

An understanding of the basics of 8D
Advantages of using 8D
The purpose and objectives of each phase of the 8D process
An understanding of how to use 8D for problem solving
How 8D works with other problem solving tools
How you can use Process Street to maximize the potential of the 8D framework

Let’s begin with the origins of 8D – what is it, and where did it come from?

What is 8D?

8D (sometimes Global 8D or G8D) stands for eight disciplines, and is a problem solving methodology. It’s basically a process for understanding and preventing problems.

Much like how risk management seeks to take a proactive, preventative stance, 8D aims to gain insight into the root causes of why the problems happen, so they won’t happen again.

The 8D process involves eight (sometimes nine) steps to solve difficult, recurring problems. It’s a transparent, team-based approach that will help you solve more problems in your business.

8D origins: Where did it come from?

Despite the popular story that 8D originated at Ford, it was in fact developed in 1974 by the US Department of Defence, ultimately taking the form of the military standard 1520 Corrective Action and Disposition System for Nonconforming Material .

Ford took this military standard, which was essentially a process for quality management , and expanded on it to include more robust problem solving methods.

In 1987, Ford Motor Company published their manual, Team Oriented Problem Solving (TOPS) , which included their first iteration of the 8D methodology.

Initially termed Global 8D (or G8D) standard, it is currently used by Ford and many other companies in the automotive supply chain.

8D, PDSA, & other problem solving processes

The disciplines of 8D follow the same logic as the Deming Cycle (also known as PDSA, and sometimes PDCA).

PDSA stands for Plan, Do, Study, Act (or Check, in the case of PDCA).

The similarity lies in the fact that both PDSA and 8D are designed to be used to improve processes. They’re both examples of cycles of continuous improvement.

Whereas 8D may be painted as a more generic problem-solving framework, structurally speaking both 8D and PDSA share a lot in common.

The simple idea of beginning with a clear objective, or desired output, and then testing, analyzing , and iteratively tweaking in a continuous cycle is the basis for both methodologies.

There are, of course, differences. We’ll cover the different applications of both 8D and PDSA in this article.

8D advantages

One of the main strengths of 8D is its focus on teamwork. 8D philosophy encourages the idea that teams, as a whole, are more powerful than the sum of the individual qualities of each team member.

It’s also an empirical methodology; that is to say that it is a fact-based problem solving process.

A branch of continuous improvement, proper use of 8D will help you coordinate your entire team for effective problem solving and improved implementation of just about all of the processes used in your business.

The 8 disciplines for problem solving

As you may have noticed, we’re starting with zero, which makes nine total disciplines. This “zero” stage was developed as an initial planning step.

D0: Plan adequately

Make comprehensive plans for solving the problem including any prerequisites you might determine.

Be sure to include emergency response actions.

D1: Establish your team

Establish your core team with relevant product or process knowledge. This team will provide you with the perspective and ideas needed for the problem solving process.

The team should consist of about five people, from various cross-functional departments. All individuals should have relevant process knowledge.

A varied group will offer you a variety of different perspectives from which to observe the problem.

It is advisable to establish team structure, roles, and objectives as far ahead in advance as possible so that corrective action can begin as quickly and effectively as possible.

D2: Describe the problem

Have your team gather information and data related to the problem or symptom. Using clear, quantifiable terms, unpack the problem by asking:

D3: Contain the problem (temporary damage control)

Depending on the circumstances, you may need to mobilize some kind of temporary fix, or “firefighting”.

The focus of this stage should be on preventing the problem from getting worse, until a more permanent solution can be identified and implemented.

D4: Identify, describe, and verify root causes

In preparation for permanent corrective action, you must identify, describe, and verify all possible causes that could contribute to the problem happening.

You can use various techniques for this, including a Failure Modes and Effects Analysis , or Ishikawa (fishbone) diagram .

It’s important that the root causes are systematically identified, described in detail, and promptly verified (or proved). How each cause is verified will depend on the data type and the nature of the problem.

Take a look at the section towards the end of this article for some more problem solving tools to help you decide the right approach.

D5: Identify corrective actions

You must verify that the corrective action you identified will in fact solve the problem and prevent it from happening again in the future (or whatever is your desired threshold of recurrence).

The best way to do this is to collect as much data as possible and by performing smaller-scale “pilot” tests to get an idea of the corrective action’s impact.

You can’t begin to identify the optimal corrective action until you have identified the root cause(s) of the problem.

D6: Implement and validate corrective actions

Carry out the corrective actions, and monitor short and long term effects. During this stage, you should assess and validate the corrective actions with empirical evidence.

Discuss and review results with your team.

D7: Take preventative measures (to avoid the problem happening again)

Here is where you make any necessary changes to your processes, standard operating procedures , policies , and anything else to make sure the problem does not happen again.

It may not be possible to completely eliminate any chance of the problem recurring; in that case, efforts should focus on minimizing possibility of recurrence as much as possible.

D8: Congratulate your team

It’s important to recognize the joint contribution of each and every one of the individuals that were involved in the process.

Team members should feel valued and rewarded for their efforts; this is crucial and perhaps the most important step – after all, without the team, the problem would not have been fixed.

Providing positive feedback and expressing appreciation helps to keep motivation high, which in turn improves the sense of process ownership and simply increases the likelihood your team will actually want to improve internal processes in the future.

How to use 8D for problem solving

The 8D method above outlines a proven strategy for identifying and dealing with problems. It’s an effective problem solving and problem prevention process.

In addition to avoiding long-term damage from recurring problems, 8D also helps to mitigate customer impact as much as possible.

More than just a problem-solving methodology, 8D sits alongside Six Sigma and other lean frameworks and can easily be integrated with them to minimize training and maximize efficacy.

8D is definitely a powerful framework on its own, but it really shines when combined with other synergistic concepts of lean and continuous improvement.

DMAIC: Lean Six Sigma

DMAIC stands for:

The DMAIC process is a data-driven cycle of process improvement designed for businesses to help identify flaws or inefficiencies in processes.

Simply put, the goal with DMAIC is to improve and optimize existing processes.

Interestingly, the development of the DMAIC framework is credited to Motorola , whose work built upon the systems initially developed by Toyota .

In terms of working alongside 8D, you could use DMAIC to identify root causes as in D4; you could also implement the same techniques to better understand prospects for corrective actions as in D5, and D6.

We have a whole article on the DMAIC process, if you’re interested.

SWOT analysis

Strengths, Weaknesses, Opportunities, and Threats. You can use a SWOT analysis to gain insight into your organization as a whole, or on individual processes.

The main synergy with 8D is in the identification of opportunities, threats, and weaknesses.

These can represent opportunities for process improvements, weaknesses in your process that could produce problems further down the line, and threats, both internal and external, that may be out of your direct control but that could cause problems for you.

Here’s a SWOT analysis checklist you can use to structure your own analysis:

FMEA: Failure Mode and Effects Analysis

FMEA (Failure Mode and Effects Analysis) is a way of understanding the potential for problems and making preemptive preparations in order to avoid them. It is a method of risk management .

It is a type of preventative risk management process, and so works well in the context of identifying causes of problems so you can better deal with them.

FMEA and 8D work well together because:

8D can make use of information gathered during an FMEA process, like brainstorming sessions, to identify potential problems and their root causes.
You can reuse possible cause information gathered during an FMEA process to feed into different representational diagrams like the Ishikawa (fishbone) diagram, which will help in the 8D process.
8D brainstorming data is useful for new process design. This allows the FMEA to take actual process failures into account, which produces more effective results.
FMEA completed in the past can be used as databases of potential root causes of problems to inform 8D process development.

Here’s a free FMEA template for you to get started ASAP:

The Pareto Chart

The Pareto Chart helps us understand the impact of different variations of input on our output.

In relation to 8D, Pareto Charts can help us prioritize which root cause to target, based on which will have the greatest impact on improvement (where improvement is the desired output of the 8D process).

Here’s the Six Sigma Institute’s example Pareto Chart :

Here we have a simple deductive reasoning technique that asks “why?” five times to dig into the root cause of a problem.

The logic here is that by asking the same question five times, you work progressively “deeper” into the complexity of the problem from a single point of focus.

Ideally, by the fifth question you should have something that has a high likelihood of being a root cause.

This example from Wikipedia does a great job of conveying how the process works:

The vehicle will not start. (the problem)
Why? – The battery is dead. (First why)
Why? – The alternator is not functioning. (Second why)
Why? – The alternator belt has broken. (Third why)
Why? – The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
Why? – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

Ishikawa diagrams (fishbone diagrams)

Sometimes called “cause-and-effect diagrams”, they are as such used to visualize the cause and effect of problems.

The approach takes six different categories and places information about the problem into different categories to help you understand what factors could be contributing to the problem.

One advantage over the 5 Whys approach is the way this method forces a more holistic perspective, as opposed to the potentially narrow vantage point offered by zooming in on a single aspect or question.

According to the Six Sigma Institute, the 6 key variables pertaining to root causes of problems are:

Machine: Root causes related to tools used to execute the process.
Material: Root causes related to information and forms needed to execute the process.
Nature: Root causes related to our work environment, market conditions, and regulatory issues.
Measure: Root causes related to the process measurement.
Method: Root causes related to procedures, hand-offs, input-output issues.
People: Root causes related people and organizations.

There’s also this useful illustration of a company using a fishbone diagram to better understand what factors contribute to a company’s high turn around time.

Gap analysis

A gap analysis is concerned with three key elements:

The current situation, or “performance”
The ideal situation, or “potential”
What needs to be done in order to get from performance to potential, or “bridging the gap”

The “gap” is what separates your current situation from your ideal situation.

Businesses that perform a gap analysis can improve their efficiency and better understand how to improve processes and products.

They can help to better optimize how time, money, and human resources are spent in business.

There’s a lot that goes into a gap analysis, and quite a few different ways to approach it. Check out our article for a deeper dive into the gap analysis process.

Superpowered checklists

Checklists can be a great way to simplify a complex process into a series of smaller, easy-to-manage tasks. They’re one of the best ways to start using processes in your business.

By using checklists, you can reduce the amount of error in your workflow , while saving time and money by eliminating confusion and uncertainty.

What’s more, if you’re using Process Street, you have access to advanced features like conditional logic , rich form fields and streamlined template editing .

How to use Process Street for 8D problem solving

Good problem solving relies on good process. If you’re trying to solve problems effectively, the last thing you want is your tools getting in your way.

What you want is a seamless experience from start to finish of the 8D methodology.

The best kinds of processes are actionable. That’s why you should consider using a BPM software like Process Street to streamline recurring tasks and eliminate manual work with automation .

Process Street’s mission statement is to make recurring work fun, fast, and faultless. By breaking down a process into bite-sized tasks , you can get more done and stay on top of your workload.

Problem solving is an invaluable skill. What’s your go-to process for problem solving? We’d love to know how it compares with the 8D method. Let us know in the comments!

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Oliver Peterson

Oliver Peterson is a content writer for Process Street with an interest in systems and processes, attempting to use them as tools for taking apart problems and gaining insight into building robust, lasting solutions.

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The 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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8D Problem Solving

There are many problem-solving methodologies. One that has been used around the world for many years, particularly in automotive-related industries, is 8D Problem-Solving, used by Ford and required internally and of its suppliers.

Ford developed 8D, also known as Team-Oriented Problem-Solving (TOPS) in 1987, which has 8 Steps: D1 – D8.

D1: Form a team with people knowledgeable about the problem

D2: Formally describe the problem

D3: Develop and verify interim containment action(s)

D4: Perform root cause analysis

D5: Determine permanent corrective action(s)

D6: Implement and verify permanent corrective(s)

D7: Take steps to prevent problem recurrence and identify other places to implement solutions.

D8: Close out the 8D process and celebrate the team.

In the latter part of the 1990’s Ford added an initial step D0: Prepare and Plan for 8D Process. This process was known as Global 8D.

A video from Quality Hub India provides basic explanation of the steps D1-D8. You can view the Quality Hub video here.

Another video from The Quality Channel covers the 8D steps with suggested key elements to consider for each step. While not labeled as D0, their first slide details some of the questions to be asked in that step. You can view the Quality Channel video here.

The key output of the 8D problem solving process is an 8D report. The Schaeffler Group (a German manufacturer for automotive, aerospace, and other industries) provides a public example of a Sample 8D Report. You can access that report here .

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KEY Takeaways

The 8D model is a structured approach to problem solving.
The 8D model provides a framework for systematically identifying problems, evaluating options, and taking corrective actions
The 8D method is based on the 8 steps of the problem-solving approach.

8D or Eight Disciplines

The eight disciplines are the eight steps of the problem-solving approach. Later, in the 8D method, step D0 was added to the process. These eight steps (and initial step zero) include:

D0 - Preparation and Emergency Response

- Understand, define and quantify symptoms

- Identify the customer and other affected parties

- Protect the customer (band-aid solution) – Use the PDCA approach

- Determine if an 8D approach is needed

D1 - Establish the Team

This is the first step in creating a disciplined approach to developing solutions. It involves establishing a team that will be responsible for resolving the issue. Typically, the team consists of 3 to 7 members. When selecting a team member, selecting individuals with different skill sets and experience is essential. Each individual should bring something unique to the table.

The team members' roles are clarified and defined during this phase, and the ground rules are set up for the team.

D2 - Describe the Problem

In this step, the team describes the problem they are trying to solve. The problem is defined in quantifiable terms. A problem statement is created that defines the scope of the problem.

The problem boundaries are also established. For example, it may be stated as "the problem is limited to the XYZ application."

The affected party reviews the problem description, and any changes are documented.

D3 - Interim Containment Plan

During this step, the team creates a containment plan. These are temporary actions to isolate the customer from the outcome of this problem. The goal of interim containment is to minimize the impact on the customer while the team works on a permanent fix.

The interim containment plan is reviewed with the appropriate departments or functions in the organization.

When developing the containment plan, consideration is given to the following:

- Benefits vs risks

- What can we do to limit the impact?

- How long does the containment need to be effective?

- Is there anything else we need to consider?

D4 - Root Cause Analysis

Root cause analysis is performed to determine why the problem occurred. The team identifies all possible contributing factors that could have caused the problem. They then analyze each factor and assign a probability to how likely it is to have contributed to the problem.

The most common tools for root cause analysis are brainstorming , five whys and the Cause and Effects Diagram .

D5 - Develop Permanent Corrective Actions

After determining what caused the problem, corrective actions are taken to prevent future occurrences. This includes documenting the action(s), assigning responsibility, and implementing them.

There can be multiple root causes for a problem. Also, for every root cause , there could be multiple corrective actions. Hence the corrective actions might need to be prioritized.

D6 - Implement Permanent Corrective Actions

Once the corrective actions are implemented, the team reviews their effectiveness. If necessary, additional corrective actions are added.

Also, at this stage, evaluate containment actions and decide when these can be removed. If the problem does not disappear, reapply containment actions and revise the Corrective Action plan.

D7 - Prevent Future Recurrence

At this point, modify work processes, systems, methods, equipment and practice to prevent similar problems (in the same work area or other areas in the organization).

D8 - Recognize Contributions (Individual and Team)

This final step recognizes the contributions of individuals and teams involved in the process. It is essential to recognize the contribution of those who helped resolve the problem.

Additional Thoughts on the 8D Approach

In my experience, I've found that the 8D approach provides a good framework for dealing with complex issues. However, it's important to remember that it's just one tool among many others. There are many different ways to approach an issue.

For example, you could use the 5 Whys or the Cause and Effects diagram instead of the 8D approach. You could also use a combination of approaches.

If you're working on a small project, you may want to start by using the 5 Whys . But if you're trying to solve a large problem, you may want to use the 8D approach.

You should choose the right tool based on your situation.

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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.

[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.

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Most problem-solving tools are built on PDCA (Plan-Do-Check-Act) model, and 8D is one of the popular tools in this category.

8D is a structured approach to investigate and solve various problems and provides many benefits for the users, such as identification of permanent positive solutions, increase effectiveness and efficiency of processes and provides a standardized method of addressing the problems.

The 8D acronym comes from a list of 8 Disciplines, and these are: D1. Use a team approach (8D team) D2. Problem Description D3. Interim Containment Actions D4. Identify the Root Causes D5. Plan Solutions/Actions D6. Implement Solutions/Actions D7. Prevent Recurrence D8. Team recognition

D1: Problem-Solving Team

The first characteristic of this tool is the team approach, in other words working on the problem in a team. This doesn’t mean that every situation to be addressed will require a large team, or even a team, instead, the size of the team should be commensurate with the complexity of the problem in question. Individuals may solve certain problems, even using this tool, by working alone.

When gathering a team, it is important to consider: • Who will be part of the team? The most successful teams are cross-functional, and a variety of skills, knowledge and expertise may help solve problems faster and find better solutions. • What is the team size? Smaller teams are generally working better and more efficiently. • What roles will be needed in the team? Some of the most common roles in a team are Team leader, Champion, Subject Matter Expert, Sponsor, Records keeper, Timekeeper, Contributor, etc. • What are the team boundaries? Limitations are to be defined to know the boundaries of the team.

After the team is gathered, few start-up elements need to be clearly defined: • Assign a role for each team member • Define the ground rules, like communication methods, meetings, conflicts resolution, decision-making process • Communicate the team boundaries, like deadlines, budgets, team members’ time constraints, compliance to regulations, communication required, activity scope, approvals required, etc.

D2: Problem Description

This second discipline is very important as it may set the team for a successful and efficient resolution of the problem if defined properly. The problem description should: • state the problem to be investigated, • provide details about how and where the problem was detected or can be detected, • highlight the known symptoms • provide any other known information. In this step, the scope of the investigation needs to be clarified, what is included and what is excluded from the investigation of the problem. Problem description focus is to provide initial background data to the problem-solving team to be able to investigate and properly address the problem and not to state any solutions in this step.

D3: Interim Containment Actions

Interim containment actions are those actions, as the name says, defined and implemented to contain the problem temporarily, or in some cases to prevent potential safety issues until root causes are found, and permanent solutions are defined and implemented. In certain situations, it may protect the customer or the organization itself while the problem-solving team works on permanent measures. The need and complexity of the interim containment actions depend on the context of the problem. The interim containment is usually costly and does not add value to the process, but it may prevent further costs caused by the problem. Temporary activities like sorting the goods, stopping deliveries, slowing down the process, adding extra steps in the process, all constitute examples of interim containment actions. Even if these actions are temporary, they still should be validated that they work as intended and do not cause other problems.

D4: Identify the Root Causes

The critical step in this problem-solving tool is the identification of root causes. Most recurrences happen because root causes are not properly identified, and the problems are treated only superficially by addressing the effects of the problems. Usually, the problem we see at the surface is just an effect of the real problem (root cause). Finding the real problem, the root cause of the issue usually involves looking at the effects and identify their causes, as well as use data to dig deeper until the root cause is identified. There is no special unique formula to identify the root cause, and depending on the nature of the problem, one or more tools may be used. Among these tools, there are multiple categories, like: • Process Mapping tools (e.g., Flowcharts, Workflow diagrams, Value Stream Maps, etc.) • Data Collection tools (e.g., Brainstorming, Cause & Effect Diagram / Fishbone, Checklists, Surveys, Tallys Sheet, etc.) • Data Analysis tools (e.g., Pie Charts, Histograms, Trend Charts, Scatter Diagrams, Pareto Charts, Five-Whys, Cost of Quality, What is – What Isn’t, etc.) • Statistical tools (e.g., Control Charts, Anova, Process Capability, Gauge R&R Studies, Design of Experiments, etc.,)

Every problem may have or multiple causes, which can be grouped to form a Cause & Effect Diagram into categories like 6M (Method, Machine/Equipment, Medium/Environment, Material, Manpower/People, Measurement) or Affinity grouping (e.g., 8 Wastes: Motion, Inventory, Waiting, Transportation, Defects, Overproduction, Overprocessing, Underutilized skills).

Cause – Effect Diagram

In general, a cause is an effect of a deeper cause, which also is an effect of another cause, creating this way a chain of causes & effects. Going back to find the cause of each effect, may lead us to the root cause. While collecting the data helps us find answers to questions about “when”, “where”, “how”, “who” and “what” happened, understanding the “why”, can be our root cause. To understand the “why”, investigative tools, as 5-Whys, What Is-What is Not, or Timeline Analysis can be used. How do we know that we found the root cause? If the root cause we found explains all that we know about the problem is and what isn’t, that it is very likely that we identified it properly. However, the root cause should be verified and one method to do so is by running some simulations to see if it triggers expected failures based on the gathered data or by implementing the solutions defined and validating the outputs versus expectations.

D5: Plan Solutions/Actions

To plan the solutions to implement, first it is needed to compile a list of potential solutions which may address the root cause. A solution or multiple potential solutions will become evident once the root cause is found. Then based on pre-established criteria for evaluating these potential solutions, some solutions will be selected. These criteria may include (not exhaustive list): practicability, feasibility, cost-effectiveness, transferability, robustness, sustainability, ability to prevent the problem from recurring, etc. Always, the preventive solutions must be favoured versus detection solutions. When prevention is not possible, the strongest detection solution needs to be chosen. In some cases, depending on the boundaries set in the beginning, certain approvals may be needed before the solutions/actions are implemented.

D6: Implement Solutions/Actions

D7: prevent recurrence.

With the solution in place, before anything else, it is needed to verify and validate the solution. Hard data must be collected and reviewed to ensure that the root cause was properly addressed, and no other problems surfaced. Data analysis and statistical tools may be used in this step. Internal audits may be used to check the effectiveness of the solution. Once this is completed, the interim containment action which is still in place can be removed and any relevant documentation must be updated. Also, it is beneficial to share lessons learned with others in the organization and implement the solution to other similar processes which may be affected by the same root cause.

D8: Team recognition

The team deserves congratulations upon completing the project and eliminating the problem. Letting team members know that their work is important for the organization, is an important part of the recognition process. They are many forms of recognition, and it should match as much as possible the personal style of the team members. This can be done through group celebrations, internal communication, one-on-one acknowledgement, bulletin boards, town halls recognition, “thank you” notes, rewards, etc. But the most important part of the recognition is to be sincere and timely.

Saying or giving a “Thank you” note is easy, but makes a big difference.

Problem-Solving tools

There is a multitude of Problem-Solving tools, some of these listed here above. Some of these tools we will present and provide more details in other articles.

If you or are interested in learning more or even getting a totally FREE template to use related to these tools, subscribe to our newsletter below or send us a message and we will be happy to help you.

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8D Problem solving – 8 Steps, when to use and how to make

Tiago Aparecido Rodrigues Rita

Developed by the Ford Motor Company during the 1960s and 1970s, 8D Problem Solving , is a tool that aims to effectively identify and address recurring problems. (also known as the “8 Disciplines for Problem Solving”) .

It consists of a tool with 8 steps or disciplines to be followed to treat a problem so that it does not occur again.

The tool’s focus is to identify the root cause of the detected problem, plan a short-term fix (including immediate and containment actions) and actually implement a long-term solution (corrective actions) to prevent the problem from happening again in the future.

Over the years, the tool has evolved and in the 90s it gained another “D”: the “D0” that added an initial step in the tool and, as it is a predecessor discipline to the others, the name of the tool remained “8D”.

What all are the disciplines (or steps) of 8D

D0 – Elaboration of a plan to solve the problem
D1 – Building a team to work on the problem
D2 – Description of the problem
D3 – Development of an provisional plan to contain the problem
D4 – Identification and elimination of the root cause of the problem
D5 – Choice of actions and verification of the proposed solution
D6 – Implementation of a permanent solution
D7 – Prevention of the reappearance of the problem
D8 – Celebrating the successful resolution of the problem with the team

When to use the 8D methodology?

8D is a consistent and easy-to-learn tool that, when applied correctly, brings numerous benefits to the organization in addition to effectively and systematically solving a problem that may be affecting the customer and consequently generating waste and inconvenience for both parties.

It is recommended to use 8D in critical situations where the problem is recurrent.

If the problem happens once in a while, or even if it’s just a recurrence of the problem, it’s worth looking at other troubleshooting tools that are simpler and less expensive.

The following are some examples of situations in which 8D is recommended:

Frequent and recurring customer complaints
Security or regulatory issues
Unacceptable test failures
Recurring waste problems
Handling of non-conformities

How to make 8D?

Follow the following steps to Make 8D

Fact Finding (Step 0) :

Assess whether the problem really exists
Is there a deviation from what it should be?
Is the customer’s complaint valid?
Is the claim covered by the product’s warranty, or was it misused?
Assess who are the people in the company who can contribute to solving the problem (which areas should participate in the discussions?)
Team Formation
Problem Description
Characterize the problem
Get the first data about the problem (where/when/what?)
Translate the customer’s language into the company’s language
Understanding customer dissatisfaction, to bring it to the team
Immediate Actions / Containment
Discuss over time what can be done to minimize the effect of the problem
Take action so that the customer does not continue to receive products with the same problem
Looking for actions to contain the symptom of the problem (without knowing the cause)
Find Root Cause of the Problem
Determine the root cause of the problem (or causes), through the use of auxiliary tools and/or methods ( Ishikawa / 5 Why / FTA / CEP / 5W 2H / etc)
Confirm of the root cause (or causes): Make sure that the team found the true cause(s) of the problem (Understand the failure mechanism / Seek to simulate the failure)
Define corrective actions: Look for actions that eliminate the cause(s), through understanding the failure mechanism.

Note : Support Tools or auxiliary tools to find the Root Cause of the Problem •Histogram • Pareto • Tendency Chart • Control Chart – CEP • 5W and 2H • Brainstorming • Affinity Diagram • Cause and Effect Diagram (Ishikawa) • The 5 Whys • FTA – Fault Tree Analysis • Process Mapping ( SIPOC / Flowchart)

Proof of the Effectiveness of Corrective Actions
Evaluate each of the actions defined in Step 4, regarding their effectiveness in solving the problem
Seek to measure the impact of the corrective actions defined in Step 4 , in relation to the resolution of the problem (if it is completely resolved / semi-minimized)
Perform small-scale tests and evaluate possible side effects.

Introduction of Corrective Actions
Definitely adopt the corrective actions that prove to be most effective in Step 5
Change the way of working / Make changes to the system /Standardizations
Make the changes official and from the date of implementation only work in this new way
Monitoring the Effectiveness of Actions
Remove Containment Actions (Step 3)

Preventive Actions Against Recidivism Discuss with the team what should be done to:
Do not allow the failure not to happen in the future (re-incidence)
Extend as elaborated in Step 6 to similar processes and/or locations that may present the same problem (prevention)
Transform actions into “best practices”
FMEA Review
Lessons Learned / Yokoten
Presentation of Results and Celebrating the successful resolution of the problem with the team
Present the actions taken and the results obtained, to the team, to ensure the learning of its members
Recognize the effort and dedication of the team (involve managers)

8D and PDCA

The 8D follows the PDCA methodology. The table below shows the relationship between each 8D and the stages of the PDCA .

It is important to note that in disciplines from D0 to D5 there are some execution and verification points involved, for example, in discipline D3 , a provisional plan is executed for the immediate containment of the problem and in discipline D5 it is verified whether the proposed solution would be effective in fact. to solve the problem.

However, the execution of the solution that will solve the problem is actually performed only in the D6 discipline as well as the verification and performance in the D7 and D8 disciplines.

Thank you. This is theoretical side of 8D for practical part click here .

What is 8D ? 8D CAPA Report | Eight Disciplines of “Problem Solving”

“ 8D ” Methodology basically uses eight disciplines or principles of “ Problem Solving “. This Problem Solving Technique is widely used by quality engineers and managers of automotive industries.

This approach is also commonly used by other professionals working in Manufacturing, Government, Construction, Healthcare, IT/BPO, and other service sectors.

The objective/purpose of the 8D Methodology is to identify and define the problem statement effectively for necessary Corrective and Preventive actions – CAPA to stop/prevent the recurrence and occurrence of the problem.

The corrective actions are basically taken on the identified root cause to prevent the recurrence of the problem whereas preventive actions are taken in advance on potential causes of failure to prevent the occurrence of the problem.

The horizontal deployment of corrective action i.e. corrective actions implementations in other products, machines, or services sometimes referred to as preventive actions also.

The basic 7 QC Tools are commonly used in 8D Report generation and problem-solving methodology/approach/steps.

And apart from 8D , there are various Problem-Solving techniques or methodologies like PDCA Deming Cycle, Quality Circle , and Six Sigma – DMAIC , etc. that are commonly applied in a variety of organizations to identify and solve work-related quality problems.

8D CAPA Report is mainly demanded by all OEMs and IATF 16949 certified companies from their suppliers ( at least ISO 9001 certified) to solve customer complaints or quality-related issues.

Table of Contents

8D Approach | 8D Problem-Solving Steps

The eight disciplines for process improvement or problem-solving are as follows:

8D Step – D1: Establish the Team

Identify team leader and team members.
Establish a team of competent people with product/process knowledge.
Cross-functional team-CFT members must be related to the concerned problem.
Identify the team’s goals and objectives.

D2: Defining the problem

Define the problem clearly using the 5W2H approach and Process flow diagram-PFD.
Problem definition shall be based on facts, not opinions.

D3: Containment or Interim Actions

Containment action is also known as Interim action or Short term action.
Interim actions are immediate actions/first aid taken against the problem to stop defects/suspected material outflow at the customer end.
Interim actions protect the customer’s production line from the arisen quality problem until we define the root cause and implement necessary countermeasures.
Examples of containment actions are: Displaying of QAN-Quality Alert Note, customer complaint awareness training to all concerned, defective or suspected material/parts segregation at the WIP stage, store location, ready for the dispatch-RFD stage, supplier end, transit, and customer end.

D4: Identifying & Verifying Root Cause

Root Cause Analysis-RCA is a systematic approach to determining and identifying the Root Cause of the problem. We can use 7 QC tools,5 Whys, 4M or 6M factors, and a Fishbone diagram for RCA.

Steps for Root Cause Identification:

Use the Brainstorm technique and Fishbone diagram to identify all possible potential causes related to your problem. Consider all 4M or 6M factors in potential cause identification.
Verify/Validate the identified potential causes.
Now, Select the best potential cause that contributes to the problem/effect.
Drill down the selected potential cause using the 5-Why approach to arrive at the root cause of the problem.
Identify the root cause on both the Occurrence and Detection or Inspection side.
Verify the root cause for necessary measures.

Note: Don’t end the root cause with the operator’s negligence, lack of training, etc. while identifying the root cause using the 5Why tool. The problem always occurred when there is a gap in the system/procedure/standards.

D5: Identify Permanent Corrective Actions-PCA

Identify and Select the permanent corrective actions that address and correct the root cause. In other words, the selected PCA will resolve the problem of the customer.
Solutions/PCA determined to be the best of all the alternatives.
Document and verify the Permanent Corrective Action (PCA).

D6: Implementing the Permanent Corrective Action

Implement the best permanent corrective actions (PCA) and ensure effective monitoring of implemented actions.
Detect any undesirable side effects of implemented corrective actions.
Return to root cause analysis, if necessary. In other words, if a still problem exists, you may need to fine-tune your actions or re-analyze the problem to identify a new root cause.

D7: Preventive Actions

Ensure horizontal deployment of corrective actions, i.e. Ensure similar types of problems will not occur in other machines, products, and services.
Update the Systems, Processes, Procedures, and Documents like PFC , control and FMEA to prevent a recurrence.
Implement Poka-Yoke (mistake-proofing or error-proofing) to make the system or processes safer and more reliable.
Ensure effectiveness/sustenance monitoring of permanent corrective actions.

8D Step – D8: Team Recognition

Congratulations to your team.
Celebrate the successful conclusion of the problem-solving effort.
Organization to express thanks to the team.
Document lesson learned card-LLC and display at all respective areas.

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What is 8D Problem Solving? Complete Guide For 2024

Problem-solving is now becoming essential for companies to stay ahead of the competition. 8D problem solving is one of the most popular methodology used in all industries for solving technical problems at the workplace.

This methodology uses many of the tools from six sigma but focused on identifying, correcting, and preventing a problem. This methodology is not part of six sigma but they do help in many situations to structure the problem-solving process and find its solution.

In this article, we will understand the 8D problem solving methodology in detail along with a case study example so that at the end you will become ready to implement it. Let’s start…

Table of Contents

What is 8D problem solving methodology –

Before getting into this let’s understand the simple question, what is meant by a problem?… A problem is a situation you want to change or it is an opportunity for improvement, right!

In the context of Six Sigma, the problem is nothing but the out-of-control situation, waste in the process or special causes of variation, etc.

Generally, there are two causes of variation which are responsible to disturb any process i.e. Special cause of variation and a common cause of variation. The focus of any problem-solving tool is to reduce these variations as much as possible.

Suppose, If we plot the control chart, in that any data point that is beyond the upper and lower limits indicates that the process has special causes of variation, and when all the data points are within these limits that means our process has only a common cause of variation.

Common causes of variation are an integral part of any process, they cannot be eliminated completely from the process.

We can reduce it up to a certain level so that the process performs effectively and efficiently. Six Sigma methodology is useful to reduce these common causes of variation by using the DMAIC process .

But when there is a special cause of variation in the process, it is an indication of disturbances in the process which then increase the variability of the process beyond acceptable levels.

These causes of variation must be eliminated from the process to make it stable. Here comes the use of 8D problem solving methodology. This 8D methodology is useful to eliminate all the special causes of variation to bring long-term stability to the process.

Six Sigma – Useful in reducing common cause of variation. 8D problem solving – useful in eliminating special cause of variation.

This problem-solving methodology is designed to define the problem in the process and find the root cause of that problem. It focuses on implementing a long-term solution to prevent the reoccurrence of the problem.

History of 8D methodology –

8D has its origins in the united states military and also in the automobile industry but nowadays it is extensively used in all industries like food processing, healthcare, tech manufacturing, services, etc.

In 1980, Ford Motor Company developed team-oriented problem solving which then become an 8D problem solving methodology.

Due to its effectiveness, it was accepted as a primary method of problem-solving at Ford. After it becomes popular at Ford and because of its effective results, 8D methodology was globally accepted as the best problem-solving method to tackle engineering problems.

The name 8D stands for the disciplines covered in this methodology or the 8 steps of problem-solving. These steps are identified as D0 to D8 and it follows the PDCA cycle (Plan – Do – Check – Act).

The goal of this method is to find the root cause of a problem, develop containment action to protect customers, and take corrective action to prevent similar problems in the future.

What are the 8 disciplines of 8D problem solving –

8D methodology is the combination of 8 steps or disciplines starting from D1 to D8 in which professionals work together to solve problems and create effective solutions for that problems.

Initially, it is comprised of 8 stages of problem-solving later it is updated with the initial planning stage D0 so now 8D becomes D0 to D8 steps.

This is a very structured and highly disciplined methodology of problem-solving which drives systematic changes or improvement in the process by preventing problems.

We will discuss how this 8D problem solving works later in this article but for now, Let me list down all the steps of this powerful method.

When to use 8D problem solving –

This powerful problem-solving methodology is required when…

There is a need to find a permanent solution to the problem and prevent the recurrence of that problem.
There is a need to develop containment action to protect customers, and take corrective action to prevent similar problems in the future.
Customer complaints are received (when they are unhappy with product/service performance.)
There is more amount of internal rejection, waste, and scrap in the process which makes process performance poor.
There is a failure in a system or in a process beyond the acceptable levels.
There is safety or regulatory issues that occurred.

How to apply eight disciplines of (8D) problem-solving –

Now let’s get into the depth of each discipline and understand what will happen in each discipline and as problem solvers what you need to do –

D0 – Prepare and plan for 8D –

Proper planning is important to implement 8D problem solving successfully. This stage is all about finding the problems and prioritizing them.

You may find multiple problems and all seem to be urgent hence main task here is to identify the main problem on the basis of its impact or importance and the urgency to resolve it.

We need to properly understand the customer complaint data and then check which complaint needs an emergency response to protect the customer from further consequences.

At this stage, we can use tools like Pareto analysis to select and prioritize the problem. This tool gives us a clear picture of the problem and tells us where we need to do the investigation.

At the time of the planning stage, we need to consider –

Who will be on your team?
What is your time frame?
What resources will you require?
Is it a new problem or already occurred?
What is the history of the problem?
If it occurred before then how it was solved at that time?

D1-Grab a team

To implement this team-oriented problem-solving methodology we need a cross-functional team of quality professionals, process owners, subject matter experts, team leaders, and sponsors. This stage is all about forming a team of people with product or process knowledge.

The team leader should be the person who has the right expertise to solve problems and knows how to implement the 8D process or the person who works close to the process i.e. process owner. Then there is an 8D moderator or SME, the person who is trained in 8D and guides the team by giving them feedback.

On the other hand, the Sponsor is responsible for resources and they support the team in any financial decision-making and give the authority to implement corrective action.

And at last, there are team members who are experts assigned to work on the problem with their specific knowledge. Time and resources are allocated to them so that they can work on the problem as per the 8D problem solving process.

List of team members who are generally part of this project –

Process owner
SME’s
Quality engineers
production staff
Team leader

D2-Understand the problem

A properly defined problem is a half-solved problem. At this stage, describe the problems in such a way that it is easily understood and can highlight the issue faced. While highlighting the problem you need to focus on Where, When, and How.

For Where type questions ask like where did the problem occur? which site of the company? which location in the company or which process line has a problem etc. Is the problem with a single process/product or does the entire batch have a problem? etc.

For when type questions ask like when was the first occurrence of the problem? Is there any time pattern? Does it occur after every cycle, every day, or every shift? Focus on when exactly the problem occurs.

For how type question ask like how many products affected? how many processes have these problems? All the answers to such questions must be based on facts and exact data. This helps to understand the exact problem.

Understanding the problem becomes easy when we focus on these types of questions. We can use tools like cause & effect diagrams, 5 why analysis, or affinity diagrams to get more information about the problems.

D3-Take containment action

At this stage, we need to define and implement the containment action that will protect the customer from the problem.

It is the temporary action implemented till permanent corrective action is implemented and validated. This action will be discontinued after the positive results of the validation of permanent corrective action.

It is the quick fix of a problem for example- S hutdown of the machines that are not working. So that we can stop the production of defective parts. That means the target of this action is to protect customers from future consequences.

During this stage, we need to maintain communication with the customer because of containment action there may be a delay in the delivery of the product so discussion with them helps to maintain trust.

Examples of Containment action-

Stoppage of production.
Informing the customer about the problem.
Informing operators about the problem.
Additional visual control.

D4- Find the Root cause

Identification of the root cause is very important. If it is properly identified, it can be acted upon and recurrence can be prevented from that root cause.

The location of that root cause also needs to be identified. More than one root causes are responsible for the problem.

To identify this we can use tools like root cause analysis, fishbone diagram, 5 why analysis, and Is/Is Not analysis. Well, you are familiar with other tools but Is/Is Not analysis is something new. Let me give you one example to show what this tool is…

For example – If there is a problem and you start assessing the situation with questions starting from Where When etc. we already discussed this.

In this analysis, we look for both sides of the question. Where is the problem and where is not the problem or we can ask when the problem occurs and when it does not occur? This type of questioning helps us to set some boundaries for the problem study.

For example – The problem is in product A and it is not in products B and C these answers we will get and after that, we can only focus on product A for further problem study. That’s how Is/Is not analysis works.

List of tools used for finding root cause-

Pareto charts
Affinity diagram
Brainstorming session
5-why analysis
Fishbone diagram
Fault tree analysis
Statistical analysis
Hypothesis testing
Regression analysis

D5- Choose permanent corrective action

Permanent corrective action is the action that removes product/process/system condition which is responsible for the generation of the problems. The determination of this permanent action is dependent on the root cause identified in the D4 stage.

Basically, at this stage, we want to remove the root cause of the problem by choosing effective permanent action.

There can be more than one permanent action so to choose the best from it we can brainstorm with team members also we can use the affinity diagram tool.

During brainstorming, team members look for acceptance criteria to select the permanent action, they evaluate the risk associated with the particular permanent action and make a balanced choice. Hence the goal of this stage is to remove the cause & effect link completely.

Criteria for choosing the best corrective action or solution for the problem –

Practical – 8D team should be able to implement the solution practically.
Feasible – The solution must be feasible.
Cost-effective – Implementing and using the solution must be cost-effective.
Robust – The solution must be robust so that it should not fail when it is implemented practically.

Examples of permanent corrective action –

Introducing additional control in the process.
Rework defective units found in the process.
Rework units returned from the customers.
Inform the supplier about defective parts delivered and their exchange.
Implement visual control at the workplace.
Implement Poka-Yoke

D6- Implement and validate corrective action

Once the permanent corrective action is determined it is implemented and for effective implementation, we need to focus on proper planning. We need to create an action plan that includes information like what steps are needed to implement the solution, who will do them, and when they will be completed.

Communicate the action plan and all the changes with team members as well as with people who are working in that area and make sure everyone in the team follows the action plan and tracks results.

At this stage, we also need to prove the effectiveness of the permanent action. After its implementation, we have to recollect the response data about that process.

Service or sites to understand how this permanent solution works. That means we have to verify the effectiveness of the solution.

Then accordingly team updates all the documentation plans, work instructions, and failure effect analysis data once the validation of corrective action is done. That’s how this stage completely focuses on the implementation and validation of the solution.

List of tools used during this stage –

Check sheets
Control charts

D7- Learn and define prevention for the future

This stage is more like the control phase of the DMAIC project where we need to control the improvements made on the process and ensure that gains obtained during the project are maintained long after the end of the project.

Similarly, at this stage of 8D problem solving, the team focuses on the active prevention of the reoccurrence of the problem. They review similar services/products or processes in the company to prevent a recurrence.

The team actively presents the 8D methods to experts at other process lines or at other sites of the company so that they can actively work on the prevention of problems.

Process owners and upper management work together to share the learnings of 8D across the company and execute 8D training at different processes or product lines. These learning documents consist of updated procedures and work instructions for the prevention of problems.

Also, the team develops a new set of standard operating procedures that everybody needs to follow who works in that area or at the process line, etc. in order to prevent the recurrence of the problem.

They proactively update the failure mode effect analysis document and control plans because these two tools help us identify the problem area and then prevent its occurrence.

Control plans
Capability analysis

D8- Congratulate and release the team

This stage is one of the most important disciplines of 8D problem solving , here the team leader should recognize the team and individual efforts, recognize those who perform best during the project, and then congratulate all the team members as well as the main contributors to this project.

Recognition is important because we don’t know when we need these team members again so if the team leader appreciates their effort at the end of the project then team members feel motivated and they will be always ready to work with the leader in the future.

After this team leader declares the formal closure of the 8D project by documenting all the lessons learned. Finally, all the documentation is completed in the form of an 8D report which is available for all the employees at the company for learning purposes.

This stage is all about the documenting final 8D report and celebrating the successful completion of the 8D project.

That’s how the 8 disciplines of 8D problem solving methodology work. The most important part of this method is the 8D report which consists of a quick summary of the entire problem-solving project. Now let’s see what the 8D report means…

What is 8D report?

The output of an 8D project is the 8D report and this is first used in the automotive industry. Here we will go through a basic example of the 8D format in order to understand what it includes and its structure. 8D report has 3 parts let’s see them one by one…

In the first part (as per sample 8D report picture), we have to fill in our company information like name and logo. Then, we have to fill in information about the parts/process where we performed this project and the date(when the problem occurred).

After that in the next section, we have to fill in information about the problem basic like whether the problem occurred for the first time or it is repeated and how much severity it has.

Then in the next section, we have to add the team member information like their names and sign. After that in the next section, we have to add detailed information about the problem.

Then there is a section of containment action, in which we have to add what type of containment action we have taken to avoid more damage. Provide details about containment action.

In the second part (as per the sample 8D report picture), initially, we have to add our cause & effect diagram with a detailed analysis that includes all the possible causes classified into different categories.

After that, there is a section on the Root cause, see during cause & effect analysis we found the possible causes and then we segregated potential causes from that. By using tools like 5 why analysis, we found the root causes of all these potential causes, that root cause information we have to add in this section.

Then in the next section, we have to add information about the corrective action which we have taken to prevent the occurrence of the problem.

Next to that section, we have to add validation results of corrective action, after testing the correction action and how it works, that information we have to include here.

In the third part (as per the sample 8D report picture), We have to add a list of the preventive action taken. Next to it, we have to add information about all the documents created during the project like a list of documents and the name of updated documents.

After that, we have to add evidence of the final results like photographs, graphs, control plans, etc. At last, there is a section on problem closure and sign-off, which includes a summary of all 8 disciplines or 8D steps like the start and end date of each step.

Then there is sign-off from all the team members which shows this project successfully completed. At the bottom mention the total time required to complete the 8D project .

This is the basic structure of the 8D report , it is different for different companies so there is no standard for it you can select as per your company. I hope you got the basic idea of the 8D format. (Check out 8D report template )

Benefits of 8D problem solving method-

8D is the structured and highly disciplined methodology of problem-solving. Proper implementation of this methodology can provide the best results. It is easy to learn and applicable to solving any type of engineering problem. Here is the list of benefits of 8D problem solving –

This methodology builds a culture of team-oriented problem-solving instead of individual problem-solving. Inspire the employee to work together in a team to solve any engineering problem.
It improves the awareness amongst the employees as well as management about understanding the problems and ways to find solutions.
It increases customer satisfaction, profitability, and market share of a company.
It increases the practical understanding of Root cause analysis.
It increases the understanding of statistical tools amongst the employee that are used in problem-solving.
It improves the skill of implementing permanent corrective action and validates its results.
This methodology helps to create a proper action plan to prevent the reoccurrence of problems in the future and engage everybody in this process.
This methodology helps in bringing about systematic change rather than just quick fixes.

8D problem solving case study –

Until now we discussed everything about 8D problem solving so it’s time to understand how it works practically. With this case study, we will understand How the 8 disciplines of the 8D methodology work. Lets’ see –

Practical implementation of 8D at car washing center. (Scenario)

“ TATA motors have a car wash service center in Bombay city (Bombay – a popular city in India). TATA motors recently ran into problems with some of their customers which causes damage to their reputation.

Also, they have built over a long period, incurring financial damages from litigation from angry customers and losing their loyal customer base to their competitors.

Recently, the shift operator discovered that some of the cars coming out from one of three car wash machines have scratches on the rear body. The problem was fixed by calling a technician.

But again after two weeks, the problem started re-occurring, and this time the scratches were even more worst. This was discovered by the evening shift operator who notified the supervisor.

TATA motor’s head office sends the quality control supervisor to the car wash center to deal with this problem. After analyzing the situation he came to the conclusion that to properly solve this problem we have to use the 8D problem solving approach.

To prevent further damage to the machine, the quality supervisor immediately instructed the operator to shut down the faulty car washing machines. Customers were already waiting to resolve this problem.

The quality supervisor invited the engineer, operator, car wash center supervisor, and service technician to a brainstorming session. Everybody on the team knows that due to this problem our company facing negative feedback from customers.

During the brainstorming session, they discussed the questions like who discovered the scratches? What did those scratches look like? when it was first noticed? after how much time it re-occurred? etc. Everybody on the team puts their own opinion during the discussion.

At the end of a brainstorming session, they gather the data and the team comes to the conclusion that the problem is due to the malfunctioning of a particular sensor in the machine.

The engineering team looked into this and found that the machine had a sensor calibration problem in which the sensor periodically malfunctioned.

They found the problem and now the team wants to know the reason behind that problem so that they can find a permanent solution for that.

After performing a Root cause analysis they found that this problem happened due to the annual servicing of the machine being 4 months late.

To fix this problem, the 8D problem solving team instructed the car washing center supervisor to call a specialist to do servicing of problematic machines and repair or replace that non-functioning sensor.

After fixing this, the team collected the data of that machine (which had a sensor problem earlier) in order to validate whether that machine working properly or not.

After 9 hrs the machine was continuously tested and as a result, it was found that there were no scratches, and cars were washed from the center there were no new reports regarding the scratches.

In order to address the angry customers, the 8D team suggested a car wash center to give them some concession for car washing and respond to all their feedback.

Then 8D team created an action plan or strict guidelines for the servicing procedure of all the 3 car washing machines to prevent the recurrence of the problem. All the important lessons learned during this project have been documented for future reference.

In the end, the quality supervisor who is the team leader of this 8D project appreciated all the teammate’s efforts and congratulated them on the successful completion of the project.”

This is a complete problem scenario we discussed and now below we documented all these scenarios in the form of 8 disciplines of problem-solving.

OD – Aware of the problem

A Shift operator discovered that a number of cars coming out from one of the three-car washing machines have scratches on the car body.

1D -Grab the team

The quality supervisor invited the engineer, operator, car wash center supervisor, and service technician to a brainstorming session in order to discuss the problem.

2D- Understand the problem

In order to come to this conclusion, they studied questions like who discovered the scratches? What did those scratches look like? when it was first noticed? after how much time it re-occurred? etc.

3D -Take containment action

To prevent further damage to the machine, the quality supervisor immediately instructed the operator to shut down the faulty car washing machines.

4D – Find the root cause

5d – choose corrective action.

To fix this problem, the 8D problem solving team instructed the car washing center supervisor to call a specialist to do servicing of the problematic machine and repair or replace that non-functioning sensor.

6D – Implement Corrective action

The team collected the data of that machine (which had a sensor problem earlier) in order to validate whether that machine working properly or not.

7D – Prevention for the future

8D team created an action plan or strict guidelines for the servicing procedure of all the 3 car washing machines to prevent the recurrence of the problem. All the important lessons learned during this project have been documented for future reference.

8D – Release the team

The quality supervisor who is the team leader of this 8D project appreciated all the teammate’s efforts and congratulated them on the successful completion of the project.

That’s how this problem in the car washing center was permanently solved using 8D problem-solving and in the end, the team created an 8D report for further learning. This example shows how effectively we can apply this methodology to solve technical problems.

Conclusion –

Well, I hope you got the basic idea about the powerful tool called 8D problem solving. We discussed all the concepts related to this methodology and also discussed the eight disciplines of this method along with what happens during each discipline and which tools we need to use.

We also understood when to use this tool and what are its benefits. We also discussed the concept of the 8D report , and what it looks like. In the end, we covered one basic case study to understand how 8D problem solving works to solve real-life problems.

If you found this article useful then please share it in your network and subscribe to this platform to get more such articles every week. We will meet again in the next article!

Frequently asked question

What is 8d problem solving process.

This problem-solving methodology designed to define the problem in the process and finding the root cause of that problem. It focuses on implementing a long-term solution to prevent the reoccurrence of the problem.

What does 8D stand for?

The name 8D stands for the disciplines covered in this methodology or the 8 steps of problem-solving. These steps are identified as a D0 to D8 and it follows the PDCA cycle (Plan - Do - Check - Act).

Is 8D a Six Sigma tool?

8D methodology uses many of the tools from six sigma but focused on identifying, correcting, and preventing a problem. This methodology is not part of six sigma but they do help in many situations to structure the problem-solving process and find its solution.

12 thoughts on “What is 8D Problem Solving? Complete Guide For 2024”

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Additional Resources

8D for Problem Solving – creativesafetysupply.com
Training to Use 8D Problem-Solving Tactics – blog.creativesafetysupply.com
Implementing Six Sigma – hiplogic.com
Eight Steps To Practical Problem Solving – kaizen -news.com
Six Sigma Principles – blog.5stoday.com
A Few Tools for Continuous Improvement – lean -news.com
Design For Six Sigma (DFSS) – iecieeechallenge.org
Failure to Explore Failure – jakegoeslean.com
Top Tips For Process Improvement – 5snews.com
Glossary: A3

Your Project
8 Disciplines Method

What is the 8D Problem Solving Process?

The 8 Disciplines Method is a Problem Solving Process that helps Fixing Issues by following 8 Steps .

It was created by Ford Motor Company to solve Manufacturing Problems.

Its purpose is to offer a Guideline capable of solving the most difficult Problems which anyone can follow.

To do this, it relies on:

Finding Root Causes .
Taking into account Facts , not assumptions.
Differentiate between Short and Long Term Solutions .

Its name is an acronym for the 8 Steps (called Disciplines) proposed .

What are the Steps in 8D?

The Steps of the 8D Methodology are:

D0. Process Preparation.
D1. Team establishment.
D2. Problem Description.
D3. Interim Containment Actions.
D4. Root Cause Definition.
D5. Define a Permanent Solution.
D6. Implement the Permanent Actions.
D7. Prevent Recidivism.
D8. Recognize the Team Members.

Check our “ Planning Templates ” Page.

There, you’ll find an Open and Free 8D Excel Template .

Let’s look at these Steps in more Detail:

D0 Process Preparation

The First Step is to Decide to Start the 8D Process .

As it is a long Process, you must commit to developing it properly .

In this Step:

You Confirm that there is a difficult Issue that needs to be Solved.
You check that an 8D Method is Required.
You communicate to your boss that you need to start an 8D process.

8D Problem Solving example

D0 Step tends to Start as Follows:

You are in a Quality meeting (or similar).
Somebody tells you that they have seen a repetitive Defect.
You check this Problem.
You and your co-workers cannot find an Explanation.
You decide to Start an 8D Process.

D1 Team Establishment

In this Stage, you must define the People that will be involved in the Process .

When Establishing the Team, you must guarantee that :

The one who starts the 8D process.
It doesn’t have to be the one that Started the Process, necessarily.
To assign the right Tasks to the right Member.
Nobody is preventing them when taking any Action.

D1 Step tends to be as Follows:

You analyze the Problem.
You list what Knowledge and Skills are necessary to solve it.
You organize a meeting with the most suitable People for it.
Taking Backgrounds into account.

D2 Problem Description

This Stage is probably the most Important .

Here, you have to Describe the Issue as well as you can .

What exactly occurs?
Its frequency.
Under which circumstances.
Who is involved?
Who is detecting it?
Does it occur suddenly?

A good Description is half a Solution .

D2 Step tends to be as Follows:

When it takes place.
Who detects it.
And, if possible, where it might originate.

D3 Interim Containment Actions

The Next Step is to take the necessary Actions to keep the Problem away from your Clients .

To do this, you have to:

Define the Containment Actions to be taken.
Verify that they Contain the Problem effectively.

D3 Step tends to be as Follows:

You all Localize where this Problem can be detected.
You set aside the Products that have this Defect.
Someone Fixes manually (if possible) these Defects.
You Establish a Verification Inspection at the end of the Manufacturing Line.

D4 Root Cause Definition

This is also a very Important Step.

Here you’ll define what is Causing the Problem .

The Root Cause .

Once identified the Root Cause , you’ll be able to:

Improve the Interim Containment Actions taken.
Start Defining a Permanent Solution .

In our “ Root Cause Analysis ” Page, we explain the best Methodologies to identify Root Causes.

D4 Step tends to be as Follows:

After a Deep Study, you all suspect what the Root Cause may be.
You Check it with Trials and Tests.
You Verify that, there is not other Root Cause.
You Study in Detail Why it Happens.

D5 Define a Permanent Solution

Once you know the Root Cause you must define a Definitive Action that will Fix this Problem forever .

This Action must be a Robust Action such as:

A Design Modification.
Employment of New Procedures .
Employment of New Materials .

D5 Step tends to be as Follows:

After a deep analysis, you all come up with 2 or 3 Solutions.
You choose the most Robust, Feasible and Cost effective one.
Sometimes Permanent Actions don’t involve an investment of money.
You ask your Boss for approval.

D6 Implement the Permanent Actions

In this Stage, you must implement the Permanent Actions .

The actions you defined in the Previous Stage.

This also implies:

Sometimes they can cause New unexpected Problems.
As soon as you Confirm that the Permanent Action works.

D6 Step tends to be as Follows:

Warning everyone so that there are no misunderstandings.
You check that it really works as expected.
You Eliminate the Interim Containment Actions and Inspections.

D7 Prevent Recidivism

In this Stage you should establish new Procedures that will Prevent Similar issues to take place in the future .

This Stage is commonly forgotten because the Problem is already solved.

But, just as important as solving it is learning How it happened .

And how is possible that nobody realized about it.

It is Usually based on:

Introducing Quality Checklists .
How the Product is Assembled or Produced.

D7 Step tends to be as Follows:

The Problem is Solved.
You are Concerned about similar Problems that may occur in the future.
How nobody realized about this Problem.
You adopt New Procedures to Prevent Recidivism.

D8 Recognize the Team Members

This is the final Step.

It consists on Recognizing the Contribution of each Team Member .

Even though this Step may seem trivial, it is not.

If people don’t feel like their work and effort have been recognized, they won’t be willing to help next time .

D8 Step tends to be as Follows:

To let Know the Managers, and in Case other Departments can Learn something about it.
Which is good both for their Reputation and Self-esteem.
The Team Members and your Manager.

8D Presentation

Once this Process has been completed and the Problem has been solved, it is time for a Presentation .

The question is:

How to Make an 8D Presentation?

Following the exact same 8 Steps we have just explained you.

Let us give you an important advice after having prepared and presented many 8D Processes:

Be Concise .

Don’t Prepare a 40-Slide presentation.

Prepare 1 Slide per Discipline (or Step).

Managers don’t want to hear all the details you’ve found.

They want Solutions and feel that their employees can Solve anything.

Summarizing

The 8 Disciplines Method is a Problem Solving Process that helps Fixing Issues by following 8 Steps.

Its purpose is to offer a Guideline capable of solving the most difficult Problems.

The 8 Steps proposed are:

Economies of Scale
Business Plan for Beginners
Business Plan Basics
How to write a Business Plan
Cash Flow Calculation
Raising Funds for a Business
4 C’s of Credit
Business Plan Templates
Customer Insight
Customer Experience
Customer Pain Points
4C Marketing Model
RATER Model
Augmented Product
Product Mix
Unique Selling Proposition
DAGMAR Model
Marketing Storytelling
Content Marketing
Psychographics
Barnum Effect
Market Segmentation
Market Research & Big Data
Marketing to Generation Z
4P Marketing Mix
7P Marketing Mix
Sales Funnel
Loyalty Ladder
RACE Planning
Push and Pull Marketing
Marketing Strategy
Marketing Templates
Starting your own business
From Startup to a Business
Entrepreneur FAQs
Start your Business Idea
Entrepreneur Golden Rules
Innovate or Imitate?
Design Thinking
SCAMPER Model
AAR Process
Work From Home
Growth strategies for Startups
VMOST Analysis
3P Framework
SOAR Analysis
TELOS Analysis
5 C’s of Entrepreneurship
Crowdfunding
BATNA & ZOPA Negotiation
Entrepreneur with no Money
Entrepreneurship Templates
Strategy vs Tactics
Mission and Vision
Business Values
Value Chain
Scenario Planning
Porter 6 Forces
Bowman’s Strategy Clock
GE-McKinsey Matrix
Delta Model
PEST Analysis
PESTEL Analysis
SWOT Analysis
VRIO Framework
Strategy Canvas
Competitive Advantages
Porter’s Four Corners
5 Ps of Strategy
Porter’s Generic Strategies
Porter’s Diamond Model
Wardley Map
Core Competencies
Resource Based View
Bridges Transition Model
CAGE Distance Framework
McKinsey’s 3 Horizons
Vertical Integration
Horizontal Integration
Blue Ocean Strategy
Red Ocean Strategy
Porter 5 Forces
Ansoff Matrix
McKinsey 7S Framework
CATWOE Analysis
Strategy Pyramid
Bain’s RAPID Framework
Balanced Scorecard
Resources and Capabilities
Strategy of Apple
Strategy of Amazon
Strategy of Starbucks
Strategy Templates
Communicate Effectively
COIN Conversation Model
SCARF Model
SBI Feedback Model
CEDAR Feedback Model
How to behave at a meeting
Gibbs’ Reflective Cycle
Bloom’s Taxonomy
5E Learning Model
9-Box Performance Grid
SEEDS Bias Model
Halo Effect
Pygmalion Rosenthal Effect
Dunning-Kruger Effect
How to be an Entrepreneur
How to be a Leader
Mintzberg Managerial Roles
Cog’s Ladder
The Peter Principle
How to Negotiate
Teamwork Skills and Profiles
Gantt Chart
RACI Matrix
Eisenhower Matrix
MoSCoW Method
FMEA Process
Problem Solving
Ishikawa Fishbone diagram
5 Whys Method
ADDIE Model
ORAPAPA Method
Cynefin Framework
Just In Time
SMART Goals
KISS Principle
Birkinshaw’s 4 Dimensions
Parkinson’s Law
OGSM Framework
OKR Methodology
APQP Framework
Theory of Constraints
Success through Organization
ADKAR Model
Lewin’s Change Model
Kotter’s 8-Step Model
The Greiner Curve
GAP Analysis
Planning Templates
Mean, Median and Mode
Define your Data
Pareto Principle 80/20 Rule
Decision Matrix
Decision Tree
TARA Framework
Root Cause Analysis
Simplex Process
Forecasting Methods
Product Life Cycle
How to use Google Trends
Correlation vs Causation

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8D Problem-Solving: Common Mistakes to Avoid

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D Problem-Solving methodology offers a structured, team-based approach to tackle challenges head-on. Yet, while many rush to employ its eight disciplines, few navigate its intricacies without stumbling. Whether you’re a seasoned professional or new to the 8D realm, recognizing and sidestepping common mistakes is pivotal. In this article, we unveil the most frequent blunders that teams unwittingly commit, providing insights to enhance your problem-solving prowess. Dive in to discover these pitfalls and ensure your 8D approach is both efficient and impactful.

The 8D method is a popular way teams solve problems step-by-step. It’s like a roadmap that helps teams figure out what went wrong and how to fix it for good. Many businesses love using it because it’s organized and gets results. But, like anything, there are some common mistakes people make when using this method. In this article, we’ll talk about those mistakes and give tips on how to avoid them. By the end, you’ll know how to use the 8D method even better and make sure your team gets the best results.

1. Skipping Steps

Background:.

The 8D problem-solving process is designed as a step-by-step approach to ensure that teams address problems comprehensively and systematically. Each step plays a crucial role in understanding, diagnosing, and resolving the issue at hand.

One common pitfall is the temptation to skip or rush through certain steps. This often occurs because teams believe they have a grasp of the problem based on preliminary observations or past experiences. Especially in the initial stages—where defining and describing the problem is crucial—this oversight can result in a superficial understanding, leading to ineffective or misaligned solutions.

By not giving each step its due diligence, teams risk:

Misdiagnosing the real issue
Implementing solutions that don’t address the root cause
Wasting resources on ineffective strategies

How to Avoid:

To counteract this, it’s vital to treat each step with equal importance, resisting the urge to jump ahead. A thorough understanding of the problem, achieved by diligently following each step, lays the foundation for effective solutions. Regular checkpoints can also be established to ensure that each step has been comprehensively addressed before progressing.

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2. Not Forming a Diverse Team

The essence of the 8D problem-solving approach is collaborative teamwork. The collective insights, experiences, and skills of a team often lead to more innovative and effective solutions than individual efforts.

A frequent oversight is forming teams where members have similar backgrounds, experiences, or perspectives. Such homogeneity can lead to a narrow viewpoint, where potential solutions or root causes might be overlooked.

A homogeneous team can result in:

Limited creativity and innovation
Overlooking potential solutions or root causes
Confirmation bias, where members validate each other’s perspectives without critical evaluation

To ensure a holistic understanding of the problem and a diverse range of solution options, teams should be multidisciplinary. This means including members from various departments, roles, and, if necessary, external stakeholders. Such diversity brings a plethora of perspectives, fostering rich discussions, challenging established norms, and ensuring that the problem is viewed from all possible angles.

3. Failing to Document Everything

Documentation is the backbone of a structured problem-solving process like 8D. It provides a tangible trail of the team’s journey, from problem identification to solution implementation.

Teams often become so engrossed in discussions, brainstorming sessions, and solution implementation that they forget or deemphasize the importance of documentation. This oversight can stem from a belief that the issue at hand is straightforward or that team members will remember crucial details.

Neglecting documentation can lead to:

Loss of vital information, especially if team members change or are unavailable.
Inconsistencies in understanding or approach, as verbal discussions may be interpreted differently by different members.
Difficulty in tracking progress or revisiting decisions when needed.
Challenges in replicating the solution process for similar problems in the future.

To ensure thoroughness and continuity, teams should maintain detailed records at every stage. This includes documenting:

Problem descriptions
Data gathered
Analysis results
Discussions and brainstorming sessions
Decisions made and their rationale
Implemented solutions and their outcomes

Using collaborative tools or platforms can help streamline this process and provide a centralized repository accessible to all team members.

4. Not Validating Root Causes

Identifying the root cause of a problem is pivotal in the 8D approach. It ensures that solutions address the underlying issue, not just the symptoms.

In their eagerness to resolve the problem, teams sometimes latch onto the first plausible cause they identify. This premature conclusion can stem from confirmation bias, where individuals seek out information that confirms their existing beliefs.

Settling on an unvalidated cause can result in:

Implementing solutions that don’t address the real issue.
Recurrence of the problem, leading to increased costs and wasted resources.
Frustration and reduced morale, as teams feel they are repeatedly addressing the same issues.

Teams should employ a rigorous validation process for identified root causes. This can involve:

Asking “Why?” repeatedly (typically five times) to drill down into the underlying cause—a technique known as the “ 5 Whys .”
Using structured analytical tools like Fishbone diagram s (also known as Ishikawa or Cause and Effect diagrams) to explore all potential causes in a systematic manner.
Testing the hypothesized root cause in real-world scenarios to see if addressing it resolves the problem.

5. Implementing Quick Fixes

In the face of pressing problems, there’s often a natural inclination to find the quickest way to alleviate the immediate pain or visible symptoms. This can lead to teams opting for “band-aid” solutions or quick fixes.

Choosing the path of least resistance or the fastest remedy often means addressing only the surface-level symptoms of a problem, rather than its root cause. This approach can be driven by time constraints, pressure from stakeholders, or a desire for immediate relief.

Relying on quick fixes can lead to:

Recurrence of the problem, as the underlying cause remains unaddressed.
Wasting resources on repetitive, short-term solutions.
Eroding trust and confidence, as stakeholders see the same issues resurface.

To sidestep the pitfalls of quick fixes:

Prioritize solutions that address the root cause of the problem, even if they take longer to implement.
Educate stakeholders on the importance of sustainable solutions, emphasizing the long-term benefits over short-term relief.
Allocate adequate time and resources for comprehensive problem-solving, recognizing that a deeper fix now can prevent repeated issues in the future.

6. Failing to Monitor the Effectiveness of Corrective Actions

The journey of problem-solving doesn’t end with the implementation of a solution. Continuous monitoring is essential to ensure that corrective actions deliver the desired results.

Once a solution is in place, teams might move on to other tasks, assuming that the problem is resolved for good. This complacency can stem from a belief that the implemented solution is foolproof or from a lack of resources dedicated to monitoring.

Not monitoring the effectiveness of corrective actions can result in:

Unnoticed failures or inefficiencies in the implemented solution.
Missed opportunities for improvement or optimization.
Stakeholder dissatisfaction if the problem resurfaces or new issues emerge.

To ensure that corrective actions remain effective:

Set up regular review intervals to assess the performance of the implemented solution.
Define clear metrics or KPIs to objectively measure the success of the corrective actions.
Foster a culture of continuous improvement, where teams are encouraged to iterate and refine solutions based on real-world feedback.
Ensure open channels of communication with stakeholders to gather feedback and address any emerging concerns promptly.

7. Not Preventing Recurrence

Solving a problem doesn’t only involve addressing its current manifestation but also entails preventing its reoccurrence. This proactive approach ensures long-term success and stability.

Teams might focus so intently on resolving the immediate issue that they neglect to consider its potential to resurface. This oversight can be due to time constraints, a lack of comprehensive analysis, or simply underestimating the problem’s complexity.

Failing to prevent recurrence can lead to:

Repeatedly addressing the same issues, leading to wasted time and resources.
Erosion of stakeholder confidence as the problem keeps reappearing.
Additional costs and disruptions associated with recurrent problems.

To ensure problems don’t keep reoccurring:

Conduct a thorough post-mortem analysis to understand the factors that contributed to the problem’s occurrence.
Identify and address any systemic vulnerabilities or gaps that might allow the problem to resurface.
Implement preventive measures, which could include training, system upgrades, or process changes.
Regularly review and update these measures based on new insights or changing circumstances.

8. Forgetting to Recognize the Team’s Efforts

Behind every problem-solving endeavor is a team of dedicated individuals working collaboratively. Recognizing their efforts is not only a sign of gratitude but also an essential component of team dynamics and motivation.

In the rush to move on to the next task or project, teams might forget to pause and acknowledge the hard work that went into solving the problem. This oversight can be unintentional, but its impact on team morale can be significant.

Not recognizing the team’s efforts can result in:

Diminished motivation and engagement among team members.
A feeling of being undervalued or overlooked, which can hamper future collaboration.
Reduced willingness to go the extra mile in future projects or tasks.

To ensure teams feel valued and motivated:

Set aside time at the end of a project or task for reflection and acknowledgment.
Celebrate successes, no matter how small, through team gatherings, awards, or simple words of appreciation.
Foster a culture where team members regularly acknowledge and praise each other’s contributions.
Encourage feedback and provide opportunities for team members to share their experiences and learnings.

In problem-solving, the 8D methodology stands out for its structured and comprehensive approach. However, even within such a robust framework, pitfalls await the unwary. From the temptation of quick fixes to the oversight of not preventing recurrence, these challenges can undermine the effectiveness of solutions. Moreover, the human element—recognizing and valuing the team’s contributions—is just as pivotal as the technical steps. To truly harness the power of 8D, it’s essential to be cognizant of these common mistakes and proactively work to sidestep them. By doing so, teams not only address current issues effectively but also lay the foundation for sustainable success and continuous improvement in their organizations.

Zarghami, A. and Benbow, D.W., 2017. Introduction to 8D problem solving . Quality Press.
Camarillo, A., Ríos, J. and Althoff, K.D., 2017. CBR and PLM applied to diagnosis and technical support during problem solving in the Continuous Improvement Process of manufacturing plants . Procedia Manufacturing , 13 , pp.987-994.

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Daniel croft.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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What is 8D? Eight Disciplines Problem Solving Process
What are the Eight Disciplines (8D)? Quality Glossary Definition: Eight disciplines (8D) model. The eight disciplines (8D) model is a problem solving approach typically employed by quality engineers or other professionals, and is most commonly used by the automotive industry but has also been successfully applied in healthcare, retail, finance, government, and manufacturing.
8D
The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, resolve it, and prevent recurring problems. ... measurement of success and lessons learned. Activities in D6 include: Develop Project Plan for Implementation; Communicate the plan to all stakeholders; Validation of ...
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. [1]
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. ... D6: Implement Permanent Corrective Actions. Once verified, implement the corrective actions across ...
What is the 8D Problem Solving? And How to use the 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.
PDF 8d Process
Figure 1: problem-solving pyramid 8D is one of these systematic methods used to tackle and solve problems. The primary aims of the 8D methodology are to identify the root cause, correct and ... 3 •Interim containment action (until D6) cannot solve the problem! 2 ...
8D: Tools and Techniques
D6: Implement Corrective Actions. Reaching the implementation phase of the 8D Problem-Solving Methodology is a big step. You've formed a team, defined the problem, contained it, identified its root cause, and chosen and verified corrective actions. ... Successfully navigating the 8D Problem-Solving Methodology is a commendable achievement ...
The Evolution of 8D Problem-Solving: From Basics to Excellence
The 8D Problem-Solving methodology has shown remarkable adaptability and resilience, evolving over the years to meet the demands of a rapidly changing industrial landscape. Each evolutionary milestone has added layers of effectiveness, making it a reliable choice for organizations aiming for excellence in problem-solving.
PDF 8D Problem Solving Process
8D Scope • The 8D problem solving (Eight Disciplines) is an approach used to identify, correct and eliminate the reoccurrence of quality problems. ... D6 - Implement and Validate Permanent Corrective Actions D7 - Prevent Recurrence D8 - Recognise Team and Individual Contributions 8D steps.
8D Chess: How to Use The 8 Disciplines for Problem Solving
How to use 8D for problem solving. The 8D method above outlines a proven strategy for identifying and dealing with problems. It's an effective problem solving and problem prevention process. In addition to avoiding long-term damage from recurring problems, 8D also helps to mitigate customer impact as much as possible.
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. ... D6 Implement and Validate Permanent Corrective Actions: Plan and implement selected permanent ...
8D Problem Solving
D6: Implement and verify permanent corrective(s) D7: Take steps to prevent problem recurrence and identify other places to implement solutions. ... The key output of the 8D problem solving process is an 8D report. The Schaeffler Group (a German manufacturer for automotive, aerospace, and other industries) provides a public example of a Sample ...
Eight Disciplines (8D) Problem Solving
The 8D is a team-based, structured approach to problem-solving. The 8D system aims to identify the root causes of the problem and take necessary actions to resolve the recurring issues permanently. ... D6 - Implement Permanent Corrective Actions. Once the corrective actions are implemented, the team reviews their effectiveness. If necessary ...
PDF 8D
8D Method/Process D1: Problem solving team D2: Problem description D4: Root cause analysis D5: Selection and verification of corrective action(s) D6: Implementation and validation of corrective action(s) D7: Prevention of reoccurrence D8: Appreciation of the team success 8D Report Overview D3: immediate measures 8D ? yes*
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 ...
8D Problem-Solving Process: How To Apply the 8 Disciplines
Learn what 8D problem-solving is, discover how to implement the method's eight disciplines and discover its benefits and practical applications.
8 Disciplines (8D) Problem-Solving Tool
8D Problem-Solving method is one of the popular tools built on the PDCA (Plan-Do-Check-Act) model. This article describes which are the 8 disciplines. Problem-solving tools are used to approach to investigate and address various issues and eliminate reoccurrence. ... D6: Implement Solutions/Actions. In this step, a formal action plan needs to ...
8D Problem solving
Developed by the Ford Motor Company during the 1960s and 1970s, 8D Problem Solving, is a tool that aims to effectively identify and address recurring problems. (also known as the "8 Disciplines for Problem Solving"). ... D6 - Implementation of a permanent solution; D7 - Prevention of the reappearance of the problem ...
What is 8D ? 8D CAPA Report
"8D" consist of Eight disciplines of "Problem Solving" and widely used in Engineering, Manufacturing & Service Industries. Find 8D steps with explanations.
What is 8D Problem Solving? Complete Guide For 2024
8D problem solving is one of the most popular methodology used in all industries for solving technical problems at the workplace. This methodology uses many of the tools from six sigma but focused on identifying, correcting, ... D6- Implement and validate corrective action ...
8D
8D stands for the 8 disciplines of problem solving.. They represent 8 steps to take to solve difficult, recurring or critical problems (often customer failures or major cost drivers). The structured approach provides transparency, drives a team approach, and increases the chance of solving the problem.
8 Disciplines Method explained with lots of Helpful Examples.
Find out what the 8D Method is. Discover its 8 Steps and How to use this Problem Solving Method with lots of Examples explained Step by Step.
8D Problem-Solving: Common Mistakes to Avoid
The 8D Problem-Solving methodology offers a structured, team-based approach to tackle challenges head-on. Yet, while many rush to employ its eight disciplines, few navigate its intricacies without stumbling. Whether you're a seasoned professional or new to the 8D realm, recognizing and sidestepping common mistakes is pivotal. ...

Eight Disciplines of Problem Solving (8D)

Introduction to Eight Disciplines of Problem Solving (8D)

What is Eight Disciplines of Problem Solving (8D)

Why Apply Eight Disciplines of Problem Solving (8D)

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

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

8D and Root Cause Analysis (RCA)

Example: Multiple Why Technique

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

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

Brief History of the 8D Problem Solving

When Should the 8D Problem Solving be Used?

How to Apply the 8D Problem Solving Process?

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 the Team

How do you Write an 8D Report?

Free 8D Report Template Download

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8D Chess: How to Use The 8 Disciplines for Problem Solving

What is 8D?

8D origins: Where did it come from?

8D, PDSA, & other problem solving processes

8D advantages

The 8 disciplines for problem solving

D0: Plan adequately

D1: Establish your team

D2: Describe the problem

D3: Contain the problem (temporary damage control)

D4: Identify, describe, and verify root causes

D5: Identify corrective actions

D6: Implement and validate corrective actions

D7: Take preventative measures (to avoid the problem happening again)

D8: Congratulate your team

How to use 8D for problem solving

More problem solving tools that synergize well with 8D

DMAIC: Lean Six Sigma

SWOT analysis

FMEA: Failure Mode and Effects Analysis

The Pareto Chart

Ishikawa diagrams (fishbone diagrams)

Gap analysis

Superpowered checklists

How to use Process Street for 8D problem solving

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The 8D Problem Solving Process

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8D Problem Solving

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KEY Takeaways

8D or Eight Disciplines

D0 - Preparation and Emergency Response

D1 - Establish the Team

D2 - Describe the Problem

D3 - Interim Containment Plan

D4 - Root Cause Analysis

D5 - Develop Permanent Corrective Actions

D6 - Implement Permanent Corrective Actions

D7 - Prevent Future Recurrence

D8 - Recognize Contributions (Individual and Team)

Additional Thoughts on the 8D Approach

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