8d problem solving explained pdf

Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

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

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

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

What is Eight Disciplines of Problem Solving (8D)

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

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

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

Why Apply Eight Disciplines of Problem Solving (8D)

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

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

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

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

The 8D problem solving process is typically required when:

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

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

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

D0: Prepare and Plan for the 8D

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

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

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

D1: Form a Team

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

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

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

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

D2: Describe the Problem

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

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

D3: Interim Containment Action

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

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

D4: Root Cause Analysis (RCA) and Escape Point

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

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

D5: Permanent Corrective Action (PCA)

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

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

D6: Implement and Validate the Permanent Corrective Action

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

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

D7: Prevent Recurrence

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

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

D8: Closure and Team Celebration

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

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

8D and Root Cause Analysis (RCA)

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

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

Example: Multiple Why Technique

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

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

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

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

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

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

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

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

Until the feedback starts rolling in.

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

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

What is 8D?

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

How do you use the 8D method?

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

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

The eight disciplines of problem-solving

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

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

D0: Prepare and plan

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

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

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

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

D1: Form your team

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

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

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

D2: Identify the problem

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

Who first reported the problem?

What is the problem about?

When did it occur and how often?

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

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

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

Employees feel overwhelmed with their current workload. 

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

Managers have had no training for meetings or innovation settings.

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

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

D3: Develop an interim containment plan

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

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

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

D4: Verify root causes and escape points

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

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

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

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

D5: Choose permanent corrective actions

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

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

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

D6: Implement your corrective actions

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

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

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

D7: Take preventive measures

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

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

D8: Celebrate with your team

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

8D report template and example

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

Benefits of using the 8D method

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

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

Increased familiarity with a problem-solving structure

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

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

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

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

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8D report preparation in Downloadable PPT, Excel and PDF templates| with Example |

Tiago Aparecido Rodrigues Rita

8D report communicates how 8D methodology is used to solve a recurring problem or customer complaints . Most of the customers ask 8D report as a proof of the implementation of solution to their complaints. Hence lets learn how to prepare a 8D report through an easy example. You will also get downloadable and editable 8D report templates with example. You will be able to find 8D templates in Excel, PPT and PDF formats.

Before continuing with this its recommended to learn our article on 8D problem solving in which we have clearly explained the 8 steps in 8D and when to use 8D. In this article we are doing its practical side.

Let’s do it.

An Example for the preparation of 8D report

Let’s imagine that you are a chef at a diner restaurant, and suddenly an order has returned. The customer is complaining that the snack was carried out scorched.

You quickly need to carry out an analysis to understand what actually happened at the time of snack production, take the appropriate actions and prevent this from happening more often in the future.

Then, you decide to use the 8D in order to solve the problem.

let’s see how the resolution of this analogy would be using the 8D methodology .

Check below in 9 steps how to apply it easy with a simple practical example.

Before we begin, download the templates in excel, PPT and PDF to support you in you daily routine. Excel and PPT template are editable, which you can use for other projects.

8D report templates with example (Download)

8d problem solving step 1 – customer complaint.

We need to describe the problem related by the customer , according to customer´s language. Tip: In this step it is very important to faithfully describe what the customer complained about, how the information was passed on.

8D Problem solving STEP 2 – Team Building

We need to build the multifunctional team that will work in the investigation, this can be performed by the responsible persons for the area affected. Tip: Create a strong team that has knowledge on the related subject, if possible, extend participation to everyone who, at some point, has any contact related to the problem

8D Problem solving STEP 3 – Problem Description

Problem description with details, characterize and transform from the customer language to our language. Tip: Be as detailed in the description of the problem as possible, include images, videos if possible to help the understanding the problem.

8D Problem solving STEP 4 – Containment action

In this step we need to develop or propose / containment action in order or Take action so that the customer does not continue to receive products with the same problem. ***Give a destiny to the snack returned. Tip: Try to develop a containment action where the customer is satisfied and safe for that moment, unfortunately the failure has already occurred now we need to restore the image with the customer.

8D Problem solving STEP 5 – Finding the root cause and corrective action

Now we need to find the root cause, using auxiliary tools, if you read our article about 8D , you can find some kind of tools to support the analysis to find and confirm the root cause. Tip: During the analysis you can use the following tools to support the team to solve the problem:

• Tendency Chart
• Brainstorming
• Affinity Diagram
• Cause and Effect Diagram
• Why Why Analysis
• FTA – Fault Tree Analysis
• SIPOC / Flowchart
• Capability Studies

To support us, we´ll use fish bone diagram and the why why analysis:

In conjunction with the multifunctional team, we need to raise the possibilities that may have contributed to the problem having occurred, taking into account the 6M’s After that we score according to the potential using Highly likely / low probability or Improbable. This score will support us on focus just the high potential causes.

After we find the most potential root causes, we use the Why Most analysis in order to confirm if in fact this happened because of the potential cause raised by the team. 

The more common way to use the Why-Why analysis, it´s just asking 5 times the “Why” to the potential root causing, until we no longer have an answer to the 5 Why´s. Normally after that, we´ll find the root cause inside the potential cause. But, to support us on this analysis we´ll use the Why-Why to find 3 kind of root cause:

Occurrence Root Cause

Why did the problem occur?

Detection Root Cause

Why did not detect the problem?

Systematic Root Cause

Why did not prevent the problem?

8D Problem solving STEP 6 – Validation of the proposed root cause and corrective action

The team need to create plan in order to confirm / validate the proposed solutions in step 5º . Depend on the problem you are facing, you can use tests in low scale to get a feedback quickly. Tip: Use short scale tests / use auxiliary tools tools to proof the effectiveness of corrective actions. This step is very important to avoid gap and in the future the problem appear again.

Tools to support the validation of root cause

• Correlation
• Simulations

8D Problem solving STEP 7 – Implementation of Corrective action

According to the results in the step 6º, you can make official what was has been proven during the validations of solutions, this step is very important because is from this topic will you systematize the actions to the future.

8D Problem solving STEP 8 – Preventive action

Now we need implement the actions on the system, and make a plan in order to avoid the re-incidence of the fail. In this step it´s very important that all documentation be update, to ensure that all analysis was implemented to all internal process. Tip: Use preventive actions to avoid recidivism / transform the actions in best practices and update all documentations related with the process.

8D Problem solving STEP 9 – Closure

In the last step we need to present all results, recognition about all participants, lessons learned to Others areas, and 8D Finalization

Bellow you can find the template filled with the example:

We hope you have enjoyed the article on 8D report templates with example.

Thank you. Hope you have noticed downloadable and editable 8D PPT template. Go and download it, present before your team and solve your customer complaints.

You may refer more 8D report preparation example from here .

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

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 a world where efficiency and effectiveness are more than just buzzwords, the need for robust problem-solving methodologies is greater than ever. Among the myriad of approaches that organizations adopt to tackle challenges, the 8D Problem-Solving framework stands as a testament to both versatility and efficacy. Originating from military standards and later popularized by the automotive industry, 8D has evolved to become a universal tool for identifying issues, analyzing root causes, and implementing sustainable solutions.

This blog post aims to guide you through the captivating history and evolution of the 8D Problem-Solving approach. From its early days as a checklist in quality management to its modern adaptation using advanced statistical tools and cross-industry applications, we’ll explore how 8D has transformed into a comprehensive, adaptable, and highly effective method for tackling problems in various sectors. Whether you’re new to 8D or looking to deepen your understanding, this article offers valuable insights into its development and current applications.

The Genesis: Where It All Began

The military origins.

The very first seeds of the 8D Problem-Solving methodology were sown during World War II. It was incorporated into Military Standard 1520, a framework aimed at addressing product and service failures. At the time, the military faced complex challenges that often involved multiple variables and high stakes. These challenges required a disciplined approach to problem-solving that could help identify and eliminate the root causes of failures.

Limited Initial Reach

Despite its structured approach, the method had limited reach and was not extensively used outside military applications. This was primarily due to two reasons:

• Specificity : The original framework was tailored for military applications, which made it less relatable to civilian industries.
• Complexity : The depth of the method often required specialized training, which acted as a barrier for broader adoption.

The Automotive Revolution: Ford Takes the Wheel

Fast forward to the 1980s, and the landscape of quality management began to change. Companies were increasingly focusing on systematic approaches to problem-solving and continuous improvement. It was during this era that the 8D Problem-Solving approach got a second life through its adoption by the Ford Motor Company.

Ford was facing growing competition and realized the need for a structured, repeatable problem-solving methodology. The 8D framework fit the bill perfectly, as it provided a step-by-step approach to identify issues, analyze their root causes, and implement corrective measures.

Standardization and Beyond

Once Ford demonstrated the success of implementing the 8D methodology, it became part of the larger Quality Management Systems. Organizations began to see the value in a disciplined approach to problem-solving, and thus, 8D started its journey towards standardization and broader industrial application.

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

The origin story of 8D Problem-Solving is a compelling tale of adaptation and evolution. From its military roots to its mainstream industrial applications, the methodology has proven its mettle in solving complex problems methodically and effectively.

The 8 Disciplines: A Quick Overview

Understanding the 8 Disciplines that make up the 8D Problem-Solving approach is crucial for comprehending its comprehensive nature. For a comprehensive guide on how to navigate each of the eight disciplines, you can visit Learn Lean Sigma’s 8D Problem Solving Guide .

Here’s a brief rundown:

This is the preparatory stage where you outline the scope of the problem and plan the resources required for the problem-solving process.

D1: Team Formation

A cross-functional team is assembled with individuals who have the skills and knowledge needed to solve the problem effectively.

D2: Problem Description

The issue at hand is clearly defined, often using tools like the 5W2H (Who, What, When, Where, Why, How, How much) to ensure everyone understands it.

D3: Interim Containment Actions

Temporary actions are taken to contain the problem and prevent it from causing immediate harm while the root cause is being investigated.

D4: Root Cause Analysis

Through data collection and analysis, the underlying cause of the problem is identified. Methods like the Fishbone Diagram or 5 Whys are commonly used.

D5: Permanent Corrective Actions

Once the root cause is known, permanent solutions are developed and tested to ensure they effectively solve the problem.

D6: Implement and Validate Solutions

The validated solutions are fully implemented. Metrics are set up to monitor the effectiveness of the solutions over time.

D7: Preventive Measures

Actions are taken to prevent the recurrence of the problem in the future. This often involves updating procedures or training.

D8: Closure and Team Celebrations

The project is formally closed, and the team’s efforts are recognized and celebrated, often leading to increased motivation for future projects.

These eight disciplines provide a structured, step-by-step approach to problem-solving, ensuring that issues are not just solved but also prevented from recurring.

Would you like to know how each of these disciplines integrates with modern tools and methodologies like Lean Six Sigma? Stay tuned for more in-depth articles on this topic.

The Evolutionary Milestones of 8D Problem-Solving

1. initial adoption and standardization, the checklist era.

In its formative years, the 8D methodology was primarily a checklist approach to problem-solving. Organizations used it as a guide to ensure that they didn’t miss critical steps in the problem-solving process. While effective, it lacked the rigor and structure to be universally adopted as a standard.

Integration into Quality Management Systems

The game-changer came when 8D was integrated into Quality Management Systems like ISO 9001. This move provided the methodology with the structure and standardization it needed to be widely accepted. It moved from being a simple checklist to a deeply structured, documented process that required evidence-based actions at every stage.

2. Cross-Industry Application

Breaking industry barriers.

By the late 1990s and early 2000s, the 8D methodology began to show its versatility. What started in the automotive and military sectors soon found applications in healthcare, FMCG, logistics, and even software development.

Universal Principles

The universality of its principles meant that it could provide a structured way to approach problem-solving in different settings. The discipline it instilled in the process made it a favorite across industries, proving that good problem-solving techniques are not confined by industry boundaries.

3. Integration with Other Methodologies

The synergistic approach.

In more recent years, 8D has been combined with other methodologies like Six Sigma, Kaizen, and Lean. This integration has made the process far more robust, marrying the structured approach of 8D with the data-driven and continuous improvement aspects of these methodologies.

Enhanced Problem-Solving

For instance, integrating Six Sigma techniques into the Root Cause Analysis stage (D4) has allowed for a more sophisticated and accurate identification of root causes, making the solutions more effective and sustainable.

4. Technological Enhancements

The data revolution.

The advent of advanced statistical tools and software has significantly impacted the 8D methodology. Data analytics platforms and specialized software have made the data analysis phase far more sophisticated, improving the accuracy and efficiency of the entire process.

5. Adaptation for Smaller Issues

Quick 8d and micro 8d.

Recognizing that not every problem requires a full-blown 8D approach, the methodology has been adapted into “Quick 8D” or “Micro 8D” versions. These are less resource-intensive and can be implemented much quicker, making 8D accessible for smaller issues without sacrificing the integrity of the problem-solving process.

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.

Modern-Day Applications and Case Studies of 8D Problem-Solving

The 8D Problem-Solving methodology has come a long way from its military and automotive roots. Today, it has been adopted by a variety of industries and sectors, demonstrating its versatility and effectiveness in solving a wide range of problems. Below are some noteworthy applications and case studies.

Service Industries

Hospitality sector.

In the hospitality sector, 8D has been employed to improve customer satisfaction and operational efficiency. For example, a hotel chain used 8D to identify the root cause of frequent customer complaints about room cleanliness, eventually implementing new training programs for housekeeping staff.

Hospital Operations

Hospitals have applied 8D to solve problems related to patient safety, medical errors, and operational bottlenecks. One case study from a leading hospital showcased how 8D helped reduce the time required for the emergency room triage process, thus saving lives.

Software Development

Debugging and quality assurance.

In software development, 8D has found a place in debugging and quality assurance phases. It helps teams systematically identify, analyze, and resolve software bugs, leading to more reliable products.

Manufacturing Giants and Their Case Studies

General electric.

GE used the 8D methodology to improve the reliability of their turbine engines. After identifying the root cause of frequent failures, they implemented corrective actions that increased the lifespan of the engines, saving both time and resources.

Toyota, a name synonymous with quality and efficiency, has frequently turned to 8D for solving complex engineering and manufacturing challenges. One documented case study revealed how Toyota used 8D to reduce the defect rate in one of its assembly lines, thus improving productivity and quality.

In the consumer electronics industry, Samsung employed 8D to tackle the battery issues plaguing its Galaxy Note series. By systematically identifying the root cause, Samsung was able to implement corrective actions that restored consumer trust in their products.

The wide-ranging applications of 8D in various industries underscore its flexibility and robustness as a problem-solving methodology. These case studies are not just isolated examples; they are a testament to the adaptability and efficacy of the 8D approach in solving real-world problems.

The 8D Problem-Solving methodology has undergone a remarkable journey, evolving from its origins in military applications to becoming a universally adopted framework across a spectrum of industries. Its structured, step-by-step approach not only solves immediate issues but also lays down preventive measures to avoid future occurrences. This adaptability is evidenced by its successful implementation in sectors as diverse as healthcare, software development, and manufacturing.

Companies like General Electric, Toyota, and Samsung have leveraged 8D to drive impactful changes, highlighting the methodology’s potential for fostering organizational excellence. As we move forward in an increasingly complex and dynamic world, the 8D approach will undoubtedly continue to be a cornerstone for effective problem-solving and continuous improvement.

• 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

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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• Lean Six Sigma

8D Problem Solving Report

8D is a problem solving method used globally, mainly in manufacturing industry by Quality Engineers and Operations managers. The purpose of 8D problem solving method is to identify, correct and prevent problems affecting customers and operational efficiency. It is a problem solving approach similar to PDCA cycle (Plan – Do – Check – Act).

8D stands for 8 Disciplines. It is a methodology that emphasizes “No problem should be repeated but fixed permanently”.

8D Problem Solving Method originally evolved during Second World War. But it became an official methodology in 1974, when it was used by US Government for its Military Operations as ‘Military Standard 1520’. Later it was adapted and popularized by Ford Motors with slight modification in the methodology.

As the name indicates 8D has 8 disciplines that any process or operations should follow to solve the problems occurring. The outcome of 8D is a report called ‘8D Report’ that records the problems, root cause(s) and corrective and preventive actions.

The below are the D’s in 8D approach:

Figure 1: 8D Problem Solving Approach

1D  – Team Formation: The first and foremost step not only in 8D but also in any other initiative or project is Team Formation, for any initiative cannot be successful without a right team. The team selected should be committed, competent, co-ordinated, cross-functional with representation from all teams, and should be knowledgeable in 8D methodology.

2D – Problem Description: After selecting the team, our concentration should be on detailing the problem. The team should collect details about the problem, for completely understanding the depth of the problem. All details should be data and fact based.

3D – Interim Containment Actions: Once the problem is described, before heading up to problem solving, the team should fix the effect of the problem, especially on customers. It might involve actions like isolating the items affected, replacing defective parts, before it reaches the customers. This step is mainly to prevent the problem from reaching the market and customers, which might become a competitive disadvantage and reduce customer loyalty.

4D – Root Cause Analysis: After taking containment actions, the team should involve in identifying the root cause(s) for the problem. Methods and tools like 5-Why Analysis , Fishbone diagram , Pareto Analysis , 7 Old QC tools , New QC tools etc. can be used for identifying the root cause. An important point to be noted is: Whatever method is used for RCA , it should be data & fact based.

5D – Formulate Corrective Actions: After successfully arriving at the root cause, the team should formulate corrective actions to be taken to correct the problem. Tools like Brain storming, Affinity diagram etc. can be used.

6D – Validate Corrective Actions: After arriving at the corrective actions, the team should validate whether the solutions are effective. There are several tools like Accelerated life testing , simulation etc. available for this purpose. Then the solution can be implemented in the process. The solution approach from step 4-6 should be repeated until the problem is completely eliminated.

7D – Preventive Action: Identifying and implementing corrective actions is only a temporary solution that keeps the system running or is like ‘Living with the problem by taking counter measures’. The permanent solution is to identify a potential long term solution that will not allow the problem (similar problems) from occurring into the system again. Sometimes corrective action will be a costly, time being measure. Preventive action makes changes in the system, upstream or downstream processes so that the entire system is modified or aligned for ‘Problem Free’ operations.

8D – Team and Individual Recognition: Once the problem is completely solved, the team and the extra-ordinary contributors must be rewarded and recognized appropriately. This will act as a motivation factor for other employees.

These are the steps of 8D methodology. To summarize, 8D is a holistic, systematic and proven methodology for problem solving.

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