eight disciplines problem solving japanese

Mastering the 8D Problem Solving Method: A Comprehensive Guide

It is often said that “a stitch in time saves nine.” Efficient problem-solving is an essential skill , especially in a professional environment.

When it comes to addressing complex issues, the 8D Problem Solving method has gained significant traction across various industries. In this comprehensive guide, we will explore the 8D Problem Solving method, its history, and its application across multiple sectors.

History of the 8D Problem Solving Method

The 8D Problem Solving approach has its origins in World War II when the American military was under intense pressure to produce reliable weapons as quickly as feasible.

The military established a methodical approach to problem-solving, focusing on quality control and continual improvement, to ensure that resources were used effectively.

This was the first instance of what would later develop into the 8D technique.

The writings of Walter Shewhart , W. Edwards Deming , and Joseph M. Juran , who set the groundwork for contemporary quality control and continuous improvement ideas, had a substantial impact on the development of the 8D Problem Solving approach.

These guidelines stress the value of data-driven decision-making and the necessity for businesses to take a pro-active approach to problem-solving.

The Ford Motor Company faced intense competition from Japanese automakers in the 1980s, which caused it to struggle.

Ford used quality control and continuous improvement as its guiding principles and included the 8D Problem Solving process into its business practices to regain its footing.

The automobile sector adopted the 8D methodology widely as a result of the initiative’s success.

The 8D Problem Solving approach gained popularity outside of the automobile industry as it showed continuous promise.

The 8D methodology is now being used by businesses in a variety of industries, such as manufacturing, healthcare, and technology, to solve complicated issues, enhance their operations, and guarantee customer happiness.

The 8D Problem Solving approach has attained widespread acceptance throughout a number of industries.

It is a potent tool for businesses looking to improve their problem-solving skills and promote long-term success due to its systematic approach, emphasis on teamwork, and emphasis on continual improvement.

The Eight Disciplines of 8D Problem Solving

D1: Form a Team

Assembling a diverse team with relevant expertise

The first phase in the 8D process is to put together a varied team of people with the necessary knowledge, making sure that all viewpoints and skill sets are represented. This multidisciplinary approach makes it easier to recognize problems and produce creative solutions.

Defining roles and responsibilities

The tasks and responsibilities of each team member must be established once the team has been constituted. Team members can work cooperatively and effectively by setting clear expectations, ensuring that everyone’s abilities are utilized to the utmost extent. It keeps the problem-solving process on track and upholds accountability.

D2: Define the Problem

Accurate problem description

Accurately characterizing the current problem is the second discipline of the 8D technique. In order to do this, the team must acquire pertinent data, analyze it, and create a clear, succinct statement describing the problem. A focused and efficient problem-solving approach is built on a well identified problem.

Gathering data and identifying root causes

To create long-lasting solutions, the problem’s underlying causes must be determined. The team must gather information from a variety of sources, such as consumer feedback, product testing, or process performance measurements, in order to accomplish this. The team is able to uncover patterns, trends, and potential fundamental causes thanks to this data-driven approach, which also ensures that the problem-solving procedure is unbiased and grounded in facts.

D3: Develop an Interim Containment Plan

Quick, temporary solutions

Minimizing the effects of a problem is crucial in the field of problem solving. Creating an interim containment strategy, which offers quick, temporary solutions to the issue, is the third discipline in the 8D technique. These quick fixes aid in limiting the harm, stopping more problems, and buying the team some time while they produce a more long-term fix.

Mitigating damage and preventing further issues

It is essential to keep an eye on the interim containment plan’s efficacy and adjust as necessary as you go. This guarantees that the short-term fix works to contain the harm and stop the issue from getting worse. Any lessons learnt during this phase should also be recorded by the team because they will be helpful in creating the ultimate corrective action.

D4: Identify Root Causes

Root cause analysis techniques

The fourth discipline of the 8D technique entails examining the issue more closely in order to determine its underlying causes. Various root cause analysis methods, including the Five Whys, Fishbone Diagram, and Fault Tree Analysis, must be used in this situation. The team may create focused solutions that address the issue at its source rather than just treating its symptoms by determining the fundamental causes of the problem.

Verifying root causes through data

Verifying potential root causes with data is crucial after the team has discovered them. Taking this step, the team can avoid being misled by assumptions or unrelated elements and instead concentrate on the real core cause. The team may be confident that their suggested remedies will be successful in tackling the problem by validating the main causes using data.

D5: Choose and Verify Permanent Corrective Actions

Developing and evaluating potential solutions

The team can now consider various solutions after determining the root reasons. “Two heads are better than one,” as the saying goes, and this collaborative process frequently produces innovative and useful ideas. The team should assess each alternative after producing a list of potential corrective actions based on elements including feasibility, cost, and potential impact. This makes it more likely that the selected solution will be both workable and efficient.

Implementing and verifying chosen solution

It’s crucial to assess the effectiveness of the chosen solution before fully applying it. A small-scale trial or a pilot program can be used to accomplish this. The team may be certain that their selected corrective action will be successful when used on a bigger scale by confirming the solution’s success in resolving the issue.

D6: Implement Permanent Corrective Actions

Developing a detailed action plan

The team must create a thorough action plan for putting the selected solution into practice when it has been verified. This strategy should specify the actions, materials, and timetable required for a full integration of the solution into the organization’s operations. A comprehensive action plan makes for an effective implementation that minimizes any hiccups or setbacks.

Monitoring implementation and adjusting as needed

It’s essential to keep an eye on the permanent remedial action’s development and adjust, as necessary. The team may make sure that the solution is properly integrated and produces the required results by remaining alert and reacting to any unforeseen obstacles.

D7: Prevent Recurrence

Identifying potential future issues

The 8D method’s seventh discipline focuses on predicting prospective problems that might develop in the future from comparable underlying causes. The team can help to prevent repeat incidences and continuously enhance the organization’s procedures by foreseeing and addressing these possible issues.

Adjusting processes and procedures to prevent recurrence

The team should analyze and make any necessary modifications to the organization’s systems and procedures to stop the issue from happening again. This can entail creating new quality control procedures, updating the documentation, or changing the training materials. Implementing these changes, the company can promote a climate of continuous development and make sure that the lessons discovered throughout the problem-solving procedure are incorporated into every aspect of its day-to-day work.

D8: Congratulate the Team

Recognizing team achievements

It’s important to acknowledge the team’s effort and commitment when the 8D technique has been implemented successfully. Celebrating their accomplishments promotes a sense of ownership, boosts morale, and encourages continuing commitment to ongoing growth.

Sharing lessons learned with the organization

The team should share their lessons learned with the broader organization. Doing so, they can help to disseminate the knowledge gained during the problem-solving process, fostering a culture of learning and improvement throughout the company.

Practical Application of the 8D Problem Solving Method

Numerous industries, including aerospace, automotive, healthcare, manufacturing, and technology, have successfully used the 8D Problem Solving method. These actual instances show how adaptable and successful the system is at solving a variety of challenging issues .

Although the 8D method offers a structured approach to problem-solving, it is crucial to customize the procedure to the particular requirements and context of the current problem.

This could entail modifying the chronology, modifying the root cause analysis methods, or adding new data sources.

The team can ensure the most efficient problem-solving procedure by continuing to be adaptable and flexible.

Tips for Successful 8D Problem Solving Implementation

Emphasizing clear communication

Clear communication is the lifeblood of effective problem-solving.

Throughout the 8D process, the team should prioritize open and honest communication, ensuring that all members have a thorough understanding of the problem, the chosen solution, and their individual responsibilities.

Fostering a culture of collaboration and continuous improvement

A collaborative and improvement-focused culture is key to the success of the 8D method.

Encouraging open dialogue, mutual support, and ongoing learning, the organization can create an environment in which the 8D method can thrive.

Employing project management tools and techniques

Project management tools and techniques can be invaluable in facilitating the 8D process.

Using tools such as Gantt charts, project management software, or Kanban boards, the team can better track progress, allocate resources, and manage timelines.

These tools can help to keep the problem-solving process organized and efficient, ensuring that the team stays on track and achieves their goals.

Final Thoughts

The 8D Problem Solving method is an effective and adaptable way for tackling complicated challenges in a variety of industries.

Organizations may methodically identify and address problems, stop them from happening again, and promote a culture of continuous improvement and adhering to the eight disciplines.

As we’ve seen, the 8D method’s effectiveness depends on putting together a varied team, upholding clear communication, customizing the procedure for particular circumstances, and using efficient project management tools and approaches.

We urge you to use the 8D Problem Solving method inside your organization now that you have a thorough understanding of it.

Doing this, you may not only address issues more quickly, but also unleash the long-term growth potential of your company.

If you can master the 8D approach, your business will have a better future and you’ll be well-equipped to traverse the waters of problem-solving.

Q: What is the 8D Problem Solving method?

A : A systematic strategy for addressing complicated challenges across multiple industries is the 8D Problem Solving method. It consists of eight disciplines that help firms recognize problems, find solutions, stop them from happening again, and promote a continuous improvement culture.

Q: What are the origins of the 8D Problem Solving method?

A : The United States military created a systematic approach to problem-solving during World War II that was centered on quality control and continual improvement, and this is where the 8D technique got its start. The Ford Motor Company later adopted and promoted the technique in the 1980s.

Q: What are the eight disciplines of the 8D Problem Solving method?

A : The eight disciplines of the 8D method are

• Form a Team
• Define the Problem
• Develop an Interim Containment Plan
• Identify Root Causes
• Choose and Verify Permanent Corrective Actions
• Implement Permanent Corrective Actions
• Prevent Recurrence
• Congratulate the Team

Q: How can the 8D method be applied across different industries?

A : The 8D method is adaptable and may be used to solve a wide variety of complicated problems in a number of different industries, including manufacturing, aerospace, automotive, healthcare, and technology. Organizations should modify the process to match the particular requirements and context of the current challenge in order to utilize the 8D technique effectively.

Q : What are some tips for successfully implementing the 8D Problem Solving method?

A : To ensure the success of the 8D method, organizations should

• Emphasize clear communication.
• Foster a culture of collaboration and continuous improvement.
• Employ effective project management tools and techniques .

Q: What is the role of root cause analysis in the 8D method?

A : The 8D method’s key element is root cause analysis, which identifies the root reasons of an issue. Organizations can create focused solutions that solve the issue at its foundation rather than just masking the symptoms by addressing the root causes.

Q: How can the 8D method help prevent the recurrence of problems?

A : By recognizing potential future issues that may result from comparable root causes and modifying processes and procedures accordingly, the 8D technique aids in preventing the recurrence of problems. This proactive strategy assists companies in making continuous improvements and reducing the possibility that similar issues will arise again.

Ronnie Patterson

Ronnie Patterson, founder of MagnÜron, is a multifaceted entrepreneur with a diverse background in music, electronics engineering, and engineering management. Drawing on experience across various industries, He offers expertise in SEO, operations, and strategy to help businesses thrive. Possessing a unique perspective and unwavering commitment to collaboration, and ideal partner for growth and success.

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An overview of the 8D problem-solving method

The 8D problem-solving method is a powerful tool in product management. It’s designed to help product managers tackle issues systematically and enhance product quality. This method follows eight steps in total, hence the name 8D.

The steps range from identifying problems to implementing long-term solutions. Today you’ll explore how you can effectively apply 8D to your products. You’ll also learn about the benefits of using this approach and analyze some real case studies.

What is 8D?

The 8D problem-solving method is designed to address and resolve problems by identifying, correcting, and eliminating recurring issues.

It involves eight different steps:

• Plan — Prepare for the problem-solving process
• Team selection — Assemble a team with the necessary knowledge and skills
• Problem definition — Clearly define the problem and its impact
• Interim containment action — Implement temporary measures to contain the problem
• Root cause identification — Identify the underlying cause(s) of the problem
• Permanent corrective action — Develop and implement a solution to address the root cause
• Preventive measures — Take steps to prevent the recurrence of the problem
• Team recognition — Acknowledge and reward the team’s efforts in resolving the issue

These steps focus on root cause analysis, preventive measures, and long-term solution implementation. The end goal is to improve product quality and operational efficiency.

The eight disciplines of 8D

The eight disciplines of the 8D method represent a comprehensive approach to solve problems within an organization. Each discipline is designed to guide teams through the process at each stage. Here’s a deeper look into each stage:

This initial step involves preparing for the problem-solving process. The goal here is to understand the problem’s magnitude and set up objectives. It’s about getting ready to tackle the issue systematically.

Team selection

In this step, a cross-functional team is formed. The team should consist of individuals with the necessary knowledge, skills, and experience to address the problem effectively. The team works together throughout the 8D process.

Problem definition

Next, the team has to describe the issue in specific terms. The goal here is to understand the impact and scope of the complication. A well-defined problem is easier to solve.

Interim containment

In the process of finding a solution, temporary measures are taken to contain the problem and prevent it from worsening. This reduces further damage or impact to the involved operations.

Root cause identification

In this phase, the team uses various tools and techniques to identify the underlying cause of the problem. An understanding of the root cause is essential for developing an effective, lasting solution.

Permanent corrective action

With the root cause identified, the team moves to develop a permanent corrective action plan to resolve the issue. Now, the team needs to choose the best solution, implement it, and monitor its effectiveness. This analysis will ensure that the problem is truly resolved.

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Preventive measures

With such vast processes, there is always a possibility of the problem recurring. To resolve this, the team identifies and implements measures that address the root cause. There might be a need for changes to different aspects of the overall approach.

Team recognition

The final stage focuses on acknowledging and rewarding the team’s efforts. Recognizing the team’s hard work and success in resolving the issue is important for morale. It also promotes a culture of continuous improvement.

By following these eight disciplines, product managers can solve problems more effectively. The other benefit is that it builds a proactive culture that addresses issues before they escalate.

Applying 8D in product management

Applying the 8D problem-solving method in product management involves leveraging its structured approach. This helps you eliminate problems and process improvement initiatives.

Problem identification

The 8D process begins with gathering data and feedback to quickly identify potential issues. After that, a diverse team from various departments works together to uncover issues. And finally, the team solves the problems efficiently.

Once a problem is spotted, quick fixes are applied to limit its impact. Simultaneously, you explore root causes of an issue using methods like the Five Whys . The final step is to implement the solution based on these insights. Occasionally, redesigns or process upgrades are also used to resolve the issue thoroughly.

Elimination

To eliminate recurring problems, it’s crucial to establish preventive measures. Several steps support the main goal of elimination including process adjustments, quality control improvements, and updates to design standards.

The insights gathered from each 8D cycle help with continuous improvement. It also aids in formulating strategies to avert future issues.

Benefits of the 8D method

The main benefit of using the 8D method is its impact on teamwork and continuous improvement. The more obvious benefits focus on root cause analysis and prevention of issues:

• Enhanced quality control
• Efficient problem resolution
• Systematic and thorough approach
• Teamwork and knowledge sharing
• Focus on root cause analysis
• Reduced recurrence of issues
• Cost reduction
• Improved customer satisfaction

The systematic approach to address issues ensures that no effort goes to waste. Eventually, it helps the teams to quickly propose long-term solutions to a range of problem patterns.

Challenges in implementing 8D

The 8D problem-solving method is extremely valuable when used in the right manner. However, there can be challenges at every stage of this process. Because of this, it’s beneficial for you to have an understanding of how to quickly identify these challenges.

These include:

• Resistance to change among team members
• Insufficient teamwork and collaboration
• Lack of training on the 8D methodology
• Difficulties in data collection and analysis

How to solve them?

• Clearly communicate benefits to overcome resistance
• Foster collaboration and teamwork among participants
• Provide targeted training on the 8D process
• Encourage data analysis for effective problem-solving

For a deeper understanding, let’s take a look at two case studies of how the 8D process can enhance the product management workflow.

Real-life examples of 8D

A leading tech company, (similar to Apple) faced public backlash over smartphones overheating and reduced battery life. In this context, the 8D method helped to quickly identify and contain the issues.

The root cause analysis helped it track the problem back to a battery design flaw. Collaborative efforts with the battery supplier led to a redesigned battery and an update to the operating system. This not only resolved the issue but also restored consumer trust. Eventually, the brand’s reputation for quality was restored.

Similarly, a major automaker found a software glitch in its driver-assistance systems. This issue was risking driver safety. Using the 8D method, it pinpointed outdated algorithms as the root cause. The solution was simple, it issued a software update and enhanced its development processes.

Both of these examples are evidence of how the 8D method can be utilized to prevent complications efficiently.

Key takeaways

In wrapping up, it’s clear that this approach is more than just a procedure. Think of it as a strategic framework designed for the product manager. The 8D method equips you with a robust toolkit for addressing and preempting issues, systematically.

On top of that it helps you to:

• Promote teamwork and continuous improvement
• Reduce problem recurrence through root cause analysis
• Overcome implementation challenges with effective communication

Feel free to comment with any questions you may have!

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8D (Eight Disciplines) – The problem Solving tool

In this modern era, to sustain products in the market needs to use advanced manufacturing processes. Modern machinery and cost effective processes for produce quality products with low cost. but as you all know that. It’s difficult to constant manufacturing processes and sustain product quality. Because it is natural that, during the working time unexpected problems can be occurred and that kind of problems must be resolved in respective manner. Some organizations are used outmoded technique that solve the issues on temporary basis. As well those problems can be possible reoccur in processes in future.

So, needs to efficient system that eliminate the possibility of reoccur issues as well as smooth the manufacturing processes. Fortunately, we have some problem solving tools can solve the issue permanently. 8D (Eight disciplines) is one of the popular problem solving tool that in now days, organizations are adopting pleasurably. OK, so let’s see how to implement 8D in organization.

What is 8D (Eight Disciplines)?

“8D (Eight Disciplines) is problem solving tool / methodology used for correctly identified the cause of the problem, fixed and dissipate possibility of recurrence of quality problems.”

8D model is systematic approach popularly used in responding to manufacturing issues. Generally, quality team conduct eight disciplines processes for identify root causes of problem and eliminate it by appropriate actions. The 8D (Eight Discipline) model is correctly identify the cause of the problem. And apply such actions to prevent recurrence of the problem. 8D is perform as preventive and corrective action system by implement step by step process to identify potential and actual problems in processes.

Benefits of 8D (Eight Disciplines)

• The 8D method is very easy for implement in workplace as well as logical method that clearly indicate required steps of problem solution.
• The method is very popular in automotive industry, mean your customer may ask for 8D report for its own application implementation. Because it is reliable and well know problem solving tool for automotive industry.
• An excellent way of reporting non conformance to suppliers and their corrective actions.
• 8D helps to eliminate complicated issues at appropriate locations where defined the causes of the problem incorrect, lack of consequences in implementation and same problem appear again.
• The team approach works best when the problem, and its associated information is labyrinthine. Because 8D is designed and capable for special cause of problems identification and elimination.

8D (Eight Disciplines) Process Chart: Table

8d (eight disciplines) methodology.

• D1: Team Establishment
• D2: Problem Description
• D3: Containment Action
• D4: Root cause
• D5: Corrective Action
• D6: Implement and validation corrective actions
• D7: Prevent recurrence
• D8: Verify and congratulate team

The 8D (eight Disciplines) is a process for systematic introduction of quality perfection, improvement and elimination of problems. Here in this article I will show you step by step approach and using several examples of the problem solving tools . When we involve in 8D methodology and its processes using a structured method, we become very effective at identifying cause of problems, defining problems and mistakes. As well as easily establish root causes and taking actions that solve and prevent problem identifying in processes.

So, let’s see 8D (Eight Disciplines) in deep:

As you well know, whenever any problem occurring in the manufacturing processes before you must see some warning sign that indicate the problem. Which is being experience in terms of an undesirable results and can be describe using data to identify the variation as expected and actual results.

Actually, this is the preparation stage that require to be complete before starting the eight disciplines processes in organization. Generally, peoples asking what type of preparation required before 8D process? –

A deep analysis and empathetic of the issues and problems, previous experience with same issues or related issues are necessary to determine. If the eight disciplines (8D) is the correct method to be used for solving the issues.

You have to ask the questions as below as recognizing the problem:

• Describe it is new problem in organization / division? If same problem, occur previously at where? If it is new how long from it were being in process. Or it is unknown cause?
• Has it occurred before? where? and what solutions / actions are applied at on it? What is the history of this problem?
• Why it’s happened again? is there proper solutions are not applied? what causes behind it is occur again?
• What problem solving method was used? It was joint method for one or more problem? if it is separately performed what was defects remained in method?
• To consider warning sign of problems is it really looks very complex to one person cannot resolve the problem?
• To consider above points, does the problem warrant required an eight Disciplines (8D) method? if yes, why and proceed it.

The 8D (eight disciplines) process is a team based problem solving methodology. Hence the team members must be involve for identify, action plan and eliminate issues of appropriate problem. A deeper understanding of the problem & its previous records are required to ensure if the 8D solved issues for raise issue.

D1 »  Team Establishment

The team establishment is first step of the 8D (Eight Disciplines) approach. This discipline is significant stage as the eight disciplines is based on the substance of team cooperation. Establishment group of peoples called CFT (Cross Functional Team) where must each one from different department is selected by management, with the production process knowledge, product knowledge, and skill in the required technical disciplines to solve the problem and implement corrective actions.

Why team approach is important?

• CFT (Cross Functional team) build by group of peoples from different department and expertise. So any technical issues can be possible to identify, fix and eliminate problem through it.
• A Cross functional team can perform more effectively than individuals trying to solve problems.
• Cross functional team may have adequate capability to introduce proper solution of the problem.
• A group of people can discuss, focus on negative effects of actions, and can think creatively.
• Brainstorming as a group can stimulate ideas giving the team a better perspective of the problem.

A Cross functional team for eight disciplines consists of more than two people who are closely concern to the problem. Generally, involves peoples form different departments in the organization coming together to solve a problem. The skills that the team members require for this discipline to ensure the proper solution are:

• (A). Team member must knowledge of product / part / item (manufacturing processes, assembly etc.)
• (B). Team member must know the process where the problem has showed itself.
• (C). Team member must have knowledge of the customer application, technical use and end application requirements.
• (D). Team member must have skill about decision making, communication skill , and analysis of the processes and data related to manufacturing processes.

How to define team role & responsibility?

Usually, every team must have leader, here the same team leader has an important role to establish procedures and implement actions accordingly. The team leader must prepare a list defining the team structure as eight disciplines concern. the list is also important to establish role & responsibility in 8D processes. Every team member has its own importance in 8D methodology. Because every single member comes with different expertise. Hence to solve problem multifunction conception and views helpful for appropriate issues.

The role and responsibilities of the individual team member must have allocate by the team and will involve some of the points are:

Data collection and analysis, experimentation, decision making processes, modelling managing resources, planning and implementation of action plans, action plan verification and validation, communications etc.

The common processes and requirements for the 8D processes needed to contribute to the problem solving effort.

D2 »  Problem Description

Problem description is a second stage designate for deep into the problem & getting a more complete information and sophisticated understanding of the problem. The problem description indicates, problem clearly identify and the eight discipline problem solving planner activities to take as much actual information as possible. Which organizes the first analysis perform in the problem solving process. You have to describe problem accurately in this stage, clear designed information is foundation to further steps of analysis.

The process of this discipline as below:

Describe The Problem Process Flow: Table

A problem description is the results of a practice that uses the is / is not method to magnify the problem statement. The location and nature of the problem have to be describe along with its impacts. Another very important analyzing results of information. To ensure that the problem involves is recurrent or whether it could occur on particular process or product.

See table below help for better understanding:

Describe the problem with Is / Is Not Method: Table

When the describing the problem with 5W + 2H (Who, What, Why, Where, When, how, how many / much) method should be use. Where you get the answered thoroughly and systematically by the questions.

See picture below for problem analysis worksheet:

Remember that, you have to specified problem statement been defined, and you have get to know for certain why that is occurring. So Is / Is not analysis must been perform for it. You have to also verify that the similar parts / components displayed the same problem? current process flow identified? does this process flow represent a change.

Once you get the answer you can collect the data and analyze it. The information you collected are evaluated for potential root causes, and identify physical evidence of the problem. The problem description been reviewed for completeness with 8D (Eight disciplines) customer and affected parties, and document the activities.

D3 »  Containment Action

This is the stage where are taken correct containment action to prevent escalation of the problem. Or at the worst delivering non-conforming product to the customer. You have to describe the containment action plan to put in place in order to eliminate the effects of the problem. In this stage, immediate correction action should be carrying out in the shortest time possible. The main objective of the implement interim actions / containment actions to isolate issues from parties while a permanent solution is being develop and implement.

Why containment action required?

• When the cross functional team working on identification of the root causes of problem , collecting information and other related processes might possible some defective product produced by manufacturing in tenure. So, it is extremely important containment actions on this condition at appropriate locations.
• To ensure the customer has minimal or no impact felt as a results of the problem identified, as well prevent these defective products from getting the customer.
• In case of any defective lot / product reached to customer, it may not comply requirements to end application, hence customer will claim and complaints as results customer dissatisfaction.
• Due to immediate actions, the similar products and processes must be verified and ensure the risk levels are minimum or not evident.

Through PDCA Cycle

Plan »  Prepare the most effective containment action plan and implementation including verifying the containment action effectiveness and concerned activities such as work instructions , resources and equipment available.

Do »  The plan must execute as containment action plan prepared, and ensure that the actions should be clearly communicated at processes and management levels.

Check » It is cross function team responsibility that every containment actions prepared during the planning section must be implemented exactly accordingly and ensure that it may continue to be effective. One of the important activity of this section is to verify and ensure that. The activities must not any other side effects raise as a result of the containment actions.

Act » Take the actions to ensure containment action are effective and sustained with all manufacturing and supporting processes. Take the questioners and get the feedback from internal and external customers to implement and make sure is there further containment actions or correction required to rectify other issues.

8D – Containment actions checklist

8D containment action points:

D4 »  root cause.

On this stage in Eight disciplines (8D) problem solving process, needs to establish and describing the root causes of a problem is the core of this disciplines. And you will have appraise the team structure and configuration to ensure that all the right skills and experience is available for the upcoming phases or processes in the problem solving effort.

Elimination of the problem should be detecting the real cause of the problem. The objective of the explain and verify root causes is to identify all significant causes which could clarify why this problem happens. An eliminate and confirm the root cause by examine each significant cause against the describe problem and results of tested data.

For define and verify root causes you have to step out as below:

• Establish a process flow and Cause and Effect Diagram to include all the sources of variations.
• Develop a stratification cause and effect diagram, but remember that, the cause and effect diagrams used input from all team members, lack of the information of remains any points or data left, you will not get real cause.
• Establish comparative analysis, by determine critical differences between problem location and non-problem locations.
• You can also use time line analysis. Graphical / visual charts give you better understanding in most cases.
• Index the potential causes of problems by use both the process flow and cause and effect diagram.
• By using the both the tool, you can analyze the potential cause for the most likely cause.
• Determine slot of data, identify the potential cause as a root cause.
• Collect and analyze the appropriate information to identify the potential cause as a root cause.
• Specify causes that permitted the apparent warning sign to occur, are the root causes and often repressed deep in the processes. You can use the tools to help in the whole processes that is problem solving techniques are : (1)  Pareto charts  (2) 5 Whys analysis (3) Statistical analysis (4)  Flow charts  (5) Fishbone diagram (6) GR & R study (7)  FMEA  (8) Frequent audits (9) Fault tree Analysis (10) Brainstorming etc..

The time line is one of the important and useful tool that manage the records at time line of all events in and around the problem.

A company making steel tubes is experiencing a pits on tubes problem identified.

The significant processes / event are recorded on a time line are:

The time line helps to draw processes and events on time. Though it you can get the answer when actually the problem was first seen at which location. Now you can filter out possible causal theories later in the process by identifying what could possibly have caused the problem and what could not have caused the problem.

There are more three important stages you have to concentrate are:

(1) Develop possible causal theories (2) Establish possible root causes (3) Verify possible root causes and define and verify escape point.

You must do deeply thought about the possible causes and documents on separate media. For each of the cause you have to prepare a proper theory that describe how that the possible cause would result in the problem being experienced. You have to do write note of each ideas for develop causal theory for possible root causes.

Ask the simple question to each causal points that answered in “IS” / “IS NOT”. Does this explain the reason why the problem exists on the “IS” and not on the “IS NOT”. For separately of the possible root causes, there now requirements to be useful action to validate the possible root cause. This should be carried out in practical terms wherever possible.

D5 »  Corrective Action

On the fifth stage of eight disciplines, the cross functional team must determine which corrective actions should be establishing and implement in the short period of time to ensure that the processes and product quality maintained and controlled. The corrective actions must be requirements that satisfy both the parties internal and external customers. Once the root causes are known, team concentrate on the permanent solutions, by systematic approach is needed to use the root cause analysis to establish actions for proper solution. The points that you need to focused on:

• Empathetic and defining the problem, the eight disciplines (8D) team must be able to defining the problems and implement the solution practically.
• Enclosing the effects of the problem, please note that implementation and using the program for solution must be cost effective.
• Identifying and verifying the root cause of the problem.
• Need to permanently solve the problem, and the solution must be feasible.
• Confirm the potential solutions through testing programs, and remember that the implementation program should not fail during the implement in production so, it is important the solution is a test and essential characteristic such as mistake proof and affordable.
• Verify that the solution eliminates the problem and its effects;

In fifth stage of eight disciplines, the team can introduce the additional control in the processes, and ensure that the solution is properly validated that during the implementation in running production it will not raise any unwanted issues, so trail on the small quantities first to verify the solution is effective is necessary. To ensure that the permanent corrective actions need to establish proper process flow for it, see the example process flow:

Verify Corrective Actions Process Flow: Table

Verify the corrective actions.

It is extremely important that all the established actions and implementation plans for fix the issues must be performed to not leading any further problems. So, cross functional team must well aware of this kind of technicality and must should try out the implementation program with small part of production or small quantities first to verify its effectiveness.

Corrective actions test with pre-production with small quantity can confirm that the identified corrective actions will resolve the problem of the customer, and ensure that will do not any undesirable side effects.

Check points

Somethings that still need to confirm and ensure that corrective action is will properly works at real production. Some points that help you to re-verify the condition such as:

• (1) List and measure all of the indicators related to the program.
• (2) identify which of the indicators are most direct relation to the program.
• (3) Determine intervals to measure the problem.
• (4) identify what cross fictional team prioritized the customer / end user evaluation after the implementation.
• (5) confirm the scientific methods used to verify effectiveness etc.

D6 »  Implement and validation corrective actions

On the stage of validation corrective actions, the cross functional team consists of measuring the long term effectiveness of the corrective actions. The purpose of verification of the corrective action is ensure that the actions are implemented are efficient and these are eliminated permanently through effective controls and activities that are embedded in the tasks of the process. Some indicators that you can ensure that the corrective actions are properly works:

• Test and control results display improvement
• Less Rejection or reject ppm (%) in process.
• Measurements such as dimension, units’ appearance are correct according to tolerance and specifications.
• Controls on incoming raw materials for quality improvement.
• Increased satisfaction ratio and feedbacks from customers.

The statistical tools such as process capability, histograms, control charts etc. can used to measured and verify the effectiveness of the implemented corrective actions. The cross functional team must have informed to customer about the results achieved, if the process capability submitted with the requirements the customer validates the corrective measures functional. The 8D team confirms whether the capability complies with internal manufacturing requirements, if the process capability complied the team validates the corrective action.

Checkpoints:

You can use PDCA cycle for implement this stage in manufacturing processes. The implementation of the permanent corrective action conduct to implement to verify the plan for validation of the corrective action. You can plan to withdraw containment (immediate) action as part of implementation of the corrective actions.

There is also important that each resources used in processes must be properly planned as well as all documentation, process instructions and communication implementation for corrective actions. Check that the corrective actions have been implemented and integrated into the appropriate tasks and manufacturing processes. Take the actions on any variation from the plan or expected results.

D7 »  Prevent recurrence

On this stage, the cross functional team have to determine what action should be taken to prevent recurrence of the problem. You have to amend those operating systems, regular practices, management system as well as procedures to prevent recurrence of this problem and all similar issues. Because preventing recurrence is a one of the important task of problem’s solution. The general process flow of the prevent recurrent is:

• Input implemented corrective actions and validation
• Review the history / previous record of the problem.
• Analyze how this problem occurred and escaped.
• Identify affected parties and opportunities for similar problems to occur and escape
• Identify the system’s policies, practices and procedures that allowed this problem to occur and escape to the customer.
• Revise the process flow of the management or operating system.
• Analyze how similar problems could be addressed.
• Develop plans to coordinate necessary actions. And verify prevent actions.
• Develop systematic prevent recommendations to process owner.
• Identify and choose prevent actions. And implement preventive actions.
• Make the system changes to prevent recurrence.
• Verify the preventive actions are effectives? If yes, Standardize the new practices.
• Notify all personnel of the resolution actions by using failure mode effects analysis.

In this stage of the 8D (eight disciplines) cross functional team analyses whether the corrective action implemented would prevent or improve the quality of similar products and processes. To ensure the prevent recurrent of the problem, you should verify results of their actions and must validate that the results is on target. To verify the actions, you must check out below points:

D8 »  Verify and congratulate team

The last stage of the 8D (Eight Disciplines) Is verification of the introduced actions in previous stages are effective. It is highly recommended that verification be made by comparing the measures of the problem with outcomes from upcoming actions of material or outcomes from rejecting of next lot. Once cross functional team has complete implementation all previous stages and ensure that the actions taken in previous stages are works. All team member deserve to be congratulate as well to know that their efforts are appreciate and that the organization knows about their accomplishments.

The cross functional team must have skills and experience to be able to make progress toward as satisfactory problem resolution, and skills and experiences are base reasons for individual selection. Different skills and experiences will support to be drafted in at various stages throughout the process to get the deep understanding about the symptom of problem, root causes and resolution.

The 8D report

From beginning to end of all 8D (Eight Disciplines) processes, the single document calls 8D report is essential part once complete. Team assume that all things are complete and fix as appropriate actions for appropriate issues. This report serves as a communication tool displaying overall process of the 8D (Eight Disciplines) processes along with actions taken. So, let’s see example format of 8D report:

Conclusion:

When the problem has been resolve. The cross functional team should release a final document with stage wise brief description about its experiences. The 8D report give quick and better explanation of how the whole process had handling by team and also 8D serves report as a communication tool displaying overall progress of process.

We can assume that, the successful corrective actions have eliminated repetition of problems and prevention of similar issues. Further, team must ensure that corrective actions will be assess on their ability to help avoiding future problems. If we do not distinguish between major and minor problems, any issue will hold the delivery of customer and that is the reason we must have to categorize by identify systematic issues to eliminate appropriate problems.

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Saihatsu Boshi – Key to Japanese problem-solving

The Japanese are well-known to be perfectionists in various aspects of their work. Non-Japanese who work with them, either as employees or suppliers, need to be familiar with one of the key techniques they use for pursuing perfection, “ saihatsu boshi .”    

Translated literally, this means “prevention of reoccurrence.”   But the simplicity of this phrase belies the deep significance it has for many Japanese.   Of course, people everywhere can agree that making sure problems don’t happen again is a good thing.   However, the Japanese have developed a structured process for doing this.   And they often express frustration when working with people from other cultures who do not take this approach and thus run the risk of the same problems cropping up again.   In Japan, saihatsu boshi is simply accepted standard behavior, and anything else would suggest unprofessionalism or lack of commitment.   Thus, in order to optimize their relationships with Japanese, it’s useful for non-Japanese to adopt this technique.

The first step in saihatsu boshi is “ genin wo mitsukeru “, which translates as getting to the root of the problem, or discovering the root cause.   This process is what Americans might refer to as a detailed post-mortem analysis.   It involves looking at all the possible reasons why something went wrong, and identifying specifically what factors led to the failure, mistake, problem, or defect.   A vague answer like “it was human error” or “it was a random glitch” are deemed unacceptable.

In many non-Japanese cultures, this root cause analysis is difficult because individuals are not comfortable being forthright about their errors that led to a problem.   This is because in many cultures, admitting a mistake can be viewed as a weakness, be acutely embarrassing, or cause one to be the target of punishment or even dismissal.   In the Japanese environment, however, people are expected to put aside their pride in the pursuit of perfection and the common good.   The lifetime employment custom also makes it safer for people to be forthright about instances where their performance was not perfect, because they won’t fear being let go as a result.

Once the root cause has been identified, “ taisaku ” – countermeasures – need to be put in place.   This is true no matter how difficult to control or rarely-occurring a root cause might be.   For example, if you have identified your root cause as a simple mistake made by someone on the production line, your countermeasure might involve instituting double-check procedures, adding additional inspection staff at the end of the line, or altering the operator’s job so that fatigue or distractions are reduced.

As an example of the Japanese demand for countermeasures even in situations where they might seem impossible, one of my clients lost a boatload of product headed toward the U.S. when the ship carrying it hit a typhoon and sank to the bottom of the Pacific.   The company was infuriated when the shipping firm seemed unable to come up with a countermeasure.   From the shipping company’s perspective, typhoons are not something that humans can do anything about.   But from the Japanese perspective, anything can be countermeasured.   Perhaps the shipping company could build ships with thicker hulls, or buy more accurate weather forecasting equipment.   When the shipping company did not produce a countermeasure, it irreparably damaged its relationship with its Japanese client.

And here lies one of the morals of this story: in Japanese eyes, any mistake or failure is of course a huge negative.   But if you can produce a good root cause analysis and corresponding countermeasures, you can often get a second chance.   The damage from not doing this kind of saihatsu boshi can be worse than from the initial mistake or problem.   Japanese feel that although having a problem is a bad thing, letting the same problem happen again is even worse.

In this sense , saihatsu boshi is all about organizational learning – the ability for a company to absorb the lessons of its own experience.   Saihatsu boshi is a way of ensuring that individuals and the entire organization will learn from things that go wrong, and change its ways of doing things so that they will never be repeated.   The countermeasures created in the saihatsu boshi process usually consist of improvements in processes and procedures.   Thus, saihatsu boshi is really the backbone of the vaunted Japanese ability to do kaizen (continuous improvement.)

Here’s one more example of saihatsu boshi .   I was using a Japanese-owned translation company as a subcontractor.   I had asked them to prepare a translation for a client, and send it to them by Federal Express immediately before leaving on a trip to Japan.   When I returned from Japan, I called the client to discuss the document, which they were supposed to have been reviewing while I was gone, only to discover that they had never received it.   Upon investigation, it turned out that the Federal Express had been duly delivered to the company, but was misrouted by the mailroom staff and had never made it to my counterpart’s desk.   In this situation, many American suppliers would have said “it wasn’t our fault” and the case would be closed.   However, I received a phone call from the Japanese who runs the translation company, saying how he didn’t want me to have to worry about a repeat of this kind of problem.   So he would institute a new procedure: anytime they sent a Federal Express to one of my clients in the future, they would always make a follow-up call the next day to make sure that they had received it.   From my perspective, this was customer service above-and-beyond the call of duty, but when I told him so, he was surprised that I thought so.   From his point of view, implementing a countermeasure when something had gone wrong was standard operating procedure.   Imagine the consternation of a Japanese who is used to being dealt with in this way when faced with a “it’s out of our hands” kind of approach.

So, let’s say that something has gone wrong or there is some problem in the work you have been doing with Japanese.   What’s the best way to address it using the saihatsu boshi technique?   First, show your intention to do saihatsu boshi by saying something like “we want to make sure this doesn’t happen again”, “we want to prevent a reoccurrence of this problem”, or “we want to be sure to avoid this kind of problem in the future.”   Then, describe in detail the root cause or causes.   Even when dealing with someone of higher rank than you or a client, being honest about the root causes is extremely important.   This willingness to be forthright, even about your own mistakes or failures, will be valued.   Then, for each root cause, describe in detail what countermeasure or countermeasures you plan to adopt.   Finally, finish with a reaffirmation of your commitment to avoiding having this same problem happen again, and your desire for a continued good working relationship.

Other articles you may be interested in:

HORENSO – (REPORT, CONTACT AND CONSULT)

GENIN TSUIKYU – JAPANESE BUSINESS GETS TO THE ROOT OF THE MATTER

SAIHATSU BOSHI – “THOSE WHO FORGET THE MISTAKES OF THE PAST ARE DOOMED TO REPEAT THEM”

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Published: November 7, 2018 by Ken Feldman

It’s easy to feel overwhelmed by the number of different approaches to problem solving. Some of the most common ones are PDCA , DMAIC , A3, 6S , Agile , 5 Whys , fishbone diagrams , and others. In this article, we’ll look at the 8D process for problem-solving and process improvement. We will present the benefits of 8D along with some best practices and an example of how to use it. This will provide you with some practical applications for use in your own organization.

Overview: What is the 8D process? 

The history of 8D is somewhat controversial. While everyone seems to agree that the popularity of the approach can be credited to Ford Motor company, the basis of the process is a little less clear. Senior leadership at Ford saw the need for the Powertrain division to have a methodology where teams could work on recurring problems. 

In 1986, work began to develop a manual and training course that would create a new approach to solving engineering design and manufacturing problems. The title of this manual was Team Oriented Problem Solving (TOPS), and it was first published in 1987. But where did the original idea come from?

Many give credit to the U.S. War Production Board, which developed a simple, four-step approach in 1945 for improving job methods. Here’s what they looked like.

Image source: allaboutlean.com .

In reality, the 8D process is officially known as the Eight Disciplines of Problem-Solving. To make things a little more confusing, it’s really nine steps. While originally developed as 8 steps or disciplines, it was subsequently revised to include a step zero, which was to plan and prepare for solving the problem.

Image source: ASQ.org .

Let’s provide a little more detail for each step.

• D0 — Plan: Collect information and data on the problem symptoms. Decide what preparations will be needed to complete the 8D process. Decide whether you will need an Emergency Response Plan to minimize or mitigate the immediate impact of your problem on the customer.
• D1 — Create a team: Put together a cross-functional team consisting of a core group plus a selection of subject matter experts ( SMEs ). Be sure to provide everything the team will need to be successful, including any training needed to properly execute the process.
• D2 — Define and describe the problem: Using relevant data, describe the problem in as detail as possible. Be sure to focus on your problem at this point, not your solution.
• D3 — Contain the problem: Protect your customer by creating containment actions to prevent any further negative impact to them.
• D4 — Identify, describe, and verify root causes: You can use a multitude of tools such as the 5 Whys, fishbone diagrams, brainstorming , and others to identify potential root causes. Use data to validate your root causes.
• D5 — Choose corrective actions: Select the most appropriate actions to resolve and eliminate the root causes of your problem. 
• D6 — Implement and validate your corrective actions: Implement your recommended solutions and corrective actions, and continue to monitor to assure yourself that they actually solved your problem.
• D7 — Take preventative measures: Revise your systems to proactively try to prevent these and similar problems from arising in the future.
• D8 — Congratulate your team: Communicate the work of the team and celebrate their efforts.

3 benefits of the 8D process 

It goes without saying that removing problems, improving your process, and preventing future problems will provide many benefits to your organization. Here are a few.

1. Simple and effective 

The 8D process has been compared to the PDCA model. Like PDCA, 8D is structured, organized, and simple in concept. 

2. Drives you to the root cause 

By following the sequential steps, this process should lead you to the elimination of your problem and prevent it from arising again. 

3. Team approach 

The use of a cross-functional team composed of a core group of people working in the problem area as well as subject matter experts contributing on an as needed basis will give you the synergy of combined knowledge and experience that should lead you to a solution. 

Why is the 8D process important to understand? 

While simple in concept, there are a number of things you should understand that will make this process both effective and efficient.

Elimination of the root cause

If you understand and follow the 8D steps, you will be able to eliminate — or at least mitigate — the negative impact of your problem.

Discipline 

The 8D steps are sequential and build on each other. If you have the discipline to stay on track, you will optimize the use of the 8D process. 

Problem-solving tools 

8D is a process and methodology. You will need to understand the purpose of each step so you can apply the proper problem-solving tools in each step.  

An industry example of 8D

A consumer product company located in Mexico City was experiencing an increase in its delivery trucks returning without having made product deliveries to its customers. There did not seem to be an obvious reason or solution, so the president of the company chartered a team to look into the problem. He assigned the company’s Lean Six Sigma Master Black Belt to put together and facilitate a team and chose to use the 8D problem-solving methodology.

He followed the process by first having a planning and preparation meeting to lay out the plan for analyzing the problem. He suggested that some of the delivery supervisors go out into the field to see if they can observe any unusual conditions. They also collected some data and recorded their observations.

A vigorous brainstorming session ensued in which the team listed all the possible reasons the problem was occuring. These potential root causes were validated by the data that was collected and the observations of the supervisors. They discovered the trucks were coming back without delivering all of the product because the customers didn’t have enough money to pay for the product. These were very small customers who had to pay cash on delivery.

The question then became: Why didn’t they have enough money? The next root cause was that the trucks were arriving later in the day, after the customer had already paid for most of their other deliveries and thus had no money left. Why were the trucks arriving so late? Because they got stuck in traffic because they left the yard too late. Why were they leaving so late? Because they were loading the trucks and doing the paperwork in the morning.

Eventually, the team arrived at a solution that had the trucks loaded, prepped, and ready to go when the drivers arrived early in the morning. The result was a dramatic reduction in returned goods and a significant increase in cash flow. The president was confident that the use of the 8D process got them to the right solution quickly and efficiently.

3 best practices when thinking about the 8D process

Like most of the other problem-solving approaches, there are some recommended practices that will help you and your team be successful. Here are a few that will help you stay on track. 

1. Pick the best team that you can 

Don’t seek volunteers, but hand-select the best team members that are available. It will be their knowledge and expertise that will make the team successful. Likewise for the team facilitator or leader.

2. Take your time 

Don’t rush to solutions or what you think is the root cause of your problem. Thoroughly explore your problem so that the solutions that you eventually come up with will resolve the problem and prevent future occurrences. Think creatively.

3. Be specific about what your problem is

Use data to help you understand your problem. Don’t just rely on anecdotal stories or assumptions to decide the root cause of your problem.

Frequently Asked Questions (FAQ) about 8D

1. when should i use the 8d process.

Use this process when you’re trying to solve for safety or regulatory issues, increasing customer complaints, warranty costs (which indicate greater-than-expected failure rates), internal rejects, waste, scrap, and poor performance or test results.

2. Can the 8D process be used in non-manufacturing processes?

Yes. While the 8D process was developed in the manufacturing function of Ford Motor Company, it can just as easily be applied in any type of process or function where you are experiencing problems.

3. What is the difference between the 8D and 5D process? 

For a less complex problem, you may decide to use a 5D process. This simplified process will have you form a team, identify your problem, implement containment actions, identify the root cause, and implement corrective actions to eliminate the problem.

So, what is the 8D process? 

The 8D process, also known as the Eight Disciplines of Problem Solving, is a method developed at Ford Motor Company used to resolve problems. It is focused on product and process improvement. 

The purpose of 8D is to identify, correct, and eliminate recurring problems. It establishes a permanent corrective action based on a problem analysis and determination of the root causes. Although it was originally comprised of eight stages, or “disciplines,” it was later revised to nine to include a planning and preparation stage.

About the Author

Ken Feldman

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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.

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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Understanding 8D: A Guide to the 8 Disciplines of Problem Solving

• Ossian Muscad
• March 23, 2022
• No Comments

Last Updated on March 13, 2024 by Ossian Muscad

Exploring the 8 Disciplines (8D) of problem-solving unveils a systematic approach designed to address and resolve issues in a structured manner. This method, developed by Ford Motor Company, is now widely adopted across various industries to promote better product quality, efficiency, and satisfaction. By following the 8D process, teams can effectively pinpoint the root causes of problems, develop interim and permanent solutions, and ensure issues do not recur. This guide aims to offer a comprehensive overview of each discipline, illustrating how they collectively forge a path toward sustainable problem resolution and continuous improvement.

What is the 8D Methodology?

The 8D Methodology is a rigorous and structured problem-solving process that emphasizes not just identifying and solving problems but also preventing them from reoccurring. It was initially developed in the automotive industry but has since been adopted by various sectors to enhance product quality and operational efficiency. This eight-step process is meticulously designed to find the root cause of a problem, implement a temporary fix, and then develop a long-term solution to ensure the issue does not recur.

The beauty of the 8D process lies in its comprehensive approach. It’s not about quickly patching up issues but thoroughly understanding them, addressing their causes, and implementing preventive measures to foster continuous improvement in any operational environment. By utilizing the 8D methodology, companies can achieve sustainable problem resolution and enhance their overall performance.

The 8 Disciplines of Problem Solving

The 8 Disciplines (8D) of problem-solving form a comprehensive process aimed at identifying, correcting, and eliminating recurring issues within any organization. This methodology encourages teams to take collective responsibility for problem resolution, fostering a culture of continuous improvement and collaboration.

Through its structured approach, the 8D process not only addresses immediate concerns but also implements strategies to prevent future occurrences, ensuring long-term solutions and improved operational efficiency. The following are the 8 disciplines that make up this process:

D1: Create a Team

The first discipline, Create a Team , involves assembling a group of individuals tasked with addressing the problem at hand. This foundational step stresses the importance of diversity within the team, advocating for the inclusion of members with varied roles, backgrounds, and areas of expertise.

Such diversity is crucial as it ensures a holistic understanding of the issue, enabling the team to explore different perspectives and solutions that might not be evident to those with similar skills and experiences. By leveraging each team member’s unique strengths and knowledge, the team is better equipped to tackle complex problems comprehensively and effectively.

This initial stage sets the tone for the collaborative effort required in subsequent disciplines, emphasizing teamwork and collective responsibility in the problem-solving process. Make sure to select a team leader who has strong communication skills and can facilitate the smooth functioning of the team.

D2: Describe the Problem

In the second discipline, Describe the Problem , the focus shifts to clearly defining the issue at hand. This crucial step is accomplished by creating a comprehensive problem statement. A well-crafted problem statement acts as a guiding light for the team, outlining the nature of the problem in a manner that is both succinct and straightforward. The statement must be clear, concise, and easy to understand, enabling every team member to grasp the essence of the problem without ambiguity.

This clarity helps ensure that all efforts are directed towards addressing the actual issue, thereby preventing the misallocation of resources and efforts on misidentified or peripheral concerns. Essentially, the problem statement sets the stage for targeted and effective problem-solving activities in the subsequent stages of the 8D process.

D3: Develop a Containment Plan

The third discipline within the 8D problem-solving process is developing a Containment Plan . This critical step involves devising and implementing immediate actions to contain the problem and prevent it from further impacting operations or quality. The containment plan is designed to be a temporary yet effective measure to control the situation until a permanent solution is put in place.

It’s essential for this plan to be specific and meticulously tailored to the nuances of the problem at hand. The effectiveness of a containment plan hinges on its ability to precisely address the immediate effects of the issue, ensuring they are isolated and managed effectively without causing additional complications. This step underscores the importance of swift and decisive action in safeguarding quality and operational stability while the team works on identifying and implementing a long-term resolution.

D4: Determine/Verify Root Causes

The fourth step of the 8D problem-solving process, Determine/Verify Root Causes , focuses on identifying the primary cause(s) of the issue at hand. This essential phase employs various analytical tools and techniques to drill down to the root of the problem. Among the most effective tools are cause and effect diagrams, also known as fishbone diagrams and the Five Whys Analysis. Cause and effect diagrams assist teams in visually mapping out the potential causes of a problem across different categories, leading to a comprehensive understanding of the issue.

The Five Whys Analysis, on the other hand, encourages a deeper inquiry into the problem by asking “why” repeatedly until the fundamental cause is uncovered. By leveraging these techniques, teams can pinpoint the exact factors contributing to the problem, setting the stage for developing targeted and effective solutions in the subsequent disciplines. This step is crucial as it ensures the problem-solving efforts are accurately focused, preventing the recurrence of the issue by addressing its root cause.

D5: Verify Permanent Solutions

The fifth discipline in the 8D Problem-Solving process is Verify Permanent Solutions . This pivotal stage involves implementing and rigorously testing the proposed solutions to ensure their efficacy. It’s not enough for a solution to appear effective in theory; it must demonstrate its ability to resolve the issue in the real-world environment where the problem occurs. To accomplish this, the team enacts the solution on a trial basis, monitoring its performance and impact closely.

Additionally, a critical aspect of this discipline is creating a plan for ongoing monitoring and sustainability of the solution’s results. This plan outlines how the solution will be integrated into regular operations and the measures that will be put in place to ensure the problem does not recur. It may include routine checks, performance metrics, and feedback loops designed to catch any signs of the issue re-emerging, allowing for timely adjustments.

Through thorough verification and a clear plan for sustainability, the team can confidently move forward, knowing their solution is not just a temporary fix but a permanent improvement to the problem at hand.

D6: Define and Implement Corrective Actions

The sixth discipline of the 8D Problem-Solving process, Define and Implement Corrective Actions , is a critical phase where the focus shifts to identifying and enacting measures to prevent the recurrence of the problem. This entails developing a corrective action plan that embodies the principles of specificity, measurability, achievability, relevance, and a clear timeline.

Such a plan ensures that the solution not only addresses the immediate issue but also fortifies the process against similar future problems. Actions may include changes to processes, training or retraining of staff, modifications to equipment, or any number of other interventions designed to correct the root cause identified in Discipline D4.

Key to this discipline is not just the identification and implementation of these corrective measures but also the establishment of clear metrics for success and timelines, ensuring the actions taken are grounded in scalability and sustainability. Through careful planning and execution, this step helps to guarantee that the solution has a lasting impact, safeguarding the quality and efficiency of operations long-term.

D7: Prevent Recurrence

The seventh discipline in the 8D Problem-Solving process is Prevent Recurrence . This crucial step ensures that the root causes of the issue, once identified and addressed, do not lead to the same or similar problems in the future.

Preventing recurrence involves a comprehensive approach that may include the creation or revision of standard operating procedures (SOPs), ensuring these guidelines are clear, detailed, and accessible to all relevant parties. Equally important is the training or retraining of employees to familiarize them with the new or updated procedures, thus equipping them with the knowledge and skills necessary to maintain the improvements over time.

Additionally, conducting regular audits of the processes and systems involved can help in identifying potential weaknesses before they result in further issues. Through these proactive measures, an organization can secure a more resilient and reliable operational process, effectively reducing the likelihood of problem recurrence and promoting continuous improvement.

D8: Celebrate Success

The eighth and final discipline of the 8D Problem-Solving process, Celebrate Success , emphasizes the importance of acknowledging and appreciating the team’s hard work and dedication throughout the problem-solving endeavor. This step is crucial as it not only serves to recognize the individuals and groups who contributed significantly to resolving the issue but also reinforces the value of collaborative effort and continuous improvement within the organization.

Celebrating success can take various forms, from formal recognition in company meetings or newsletters to informal team gatherings or rewards. It’s a moment to reflect on the lessons learned, the obstacles overcome, and the positive impact of the implemented solution on the company’s operations. By celebrating these achievements, organizations foster a culture of appreciation and motivation, encouraging teams to engage proactively in future problem-solving efforts with enthusiasm and commitment.

Why Should You 8D in Your Business?

Employing 8D methodology in your business operations can significantly benefit problem-solving, quality control, and process improvement. This is especially pertinent in industries where inconsistencies can lead to substantial repercussions. Below are the key reasons why businesses should adopt the 8D approach.

• Efficient Problem-Solving: The 8D methodology offers a systematic and comprehensive approach to problem-solving. By dissecting the issue into manageable parts and tackling each part methodically, businesses can efficiently address problems while minimizing the risk of oversight.
• Enhanced Quality Control: Incorporating 8D into your business processes promotes a culture of quality. The methodology focuses on identifying root causes and implementing permanent solutions, thereby preventing recurring issues and fostering continuous improvement.
• Effective Team Collaboration: 8D encourages collaboration and team engagement. By assembling a team of diverse expertise to tackle each problem, businesses can leverage a wider range of perspectives and insights to reach an optimal solution.
• Proactive Prevention: The 8D process emphasizes solving the current problem and preventing future recurrences. This proactive approach assists businesses in staying ahead of potential issues, saving time and resources, and fostering a proactive mindset within the team.
• Improves Customer Satisfaction: By enabling businesses to identify and eliminate product or process defects, 8D ultimately contributes to improving customer satisfaction. A robust, efficient problem-solving process can enhance a company’s reputation for quality and reliability, strengthening customer trust and loyalty.

The 8D methodology, when applied correctly, can be a powerful tool for improving business processes, enhancing product quality, and driving customer satisfaction. It fosters a proactive, systematic approach to problem-solving that can benefit businesses across various industries.

Tips to Maximize Your 8D Process

Maximizing the effectiveness of your 8D Process can lead to remarkable improvements in problem-solving efficiency, quality control, and overall operational excellence. By adopting key strategies and integrating them into every step of the 8D methodology, organizations can ensure a more thorough, actionable, and sustainable solution to any challenge. Here are five essential tips to enhance your 8D Process.

Prioritize Team Training

Investing in comprehensive training for your 8D teams is crucial. Team members should possess a deep understanding of the 8D methodology and skills in problem identification, root cause analysis, and solution implementation. Regular training sessions will keep these skills sharp and ensure all team members are on the same page, fostering a more efficient and effective problem-solving process.

Establish Clear Communication Channels

Clear, consistent communication among team members and across departments is fundamental to the 8D Process. Utilizing digital tools and platforms for collaboration can facilitate the sharing of updates, ideas, and feedback in real time. Ensuring that everyone involved has access to relevant information and can communicate effectively will prevent misunderstandings and speed up the problem-solving process.

Utilize Data and Technology

Harnessing the power of data analytics and technological advancements can significantly boost the efficiency and accuracy of your 8D Process. Implement tools for data collection and analysis to identify trends, predict potential issues, and support decision-making. Technology can also streamline documentation, tracking, and reporting, making every step of the process more manageable and transparent.

Foster a Culture of Continuous Improvement

Encouraging a mindset of continuous improvement and open-mindedness toward change is vital. The 8D Process should not be seen as a one-time task but as part of an ongoing effort to enhance all aspects of the organization. Reward innovation, celebrate successes, and learn from setbacks to build a resilient and proactive team culture.

Regularly Review and Adapt the Process

The business environment is dynamic, and processes that worked yesterday may not be as effective today. Regularly reviewing and analyzing the effectiveness of your 8D Process, including feedback from team members and outcome assessments, enables you to make necessary adjustments. Adaptability ensures that your process remains aligned with current challenges and business goals, sustaining its relevance and impact over time.

Frequently Asked Questions (FAQs)

Q1: what does the “8d” in 8d problem solving stand for.

The “8D” stands for the eight disciplines or steps of the problem-solving process, which are designed to address and resolve issues, improving overall business performance. The eight disciplines mentioned are the foundation that helps guide the 8D methodology and make it a structured, systematic problem-solving approach.

Q2: Who should be involved in the 8D Process?

The 8D Process should involve a cross-functional team that includes members from different departments and expertise areas. This ensures a comprehensive approach to problem-solving, leveraging various perspectives and skills. Some key roles in the 8D Process may include team leader, problem owner, data analyst, and solution implementer.

Q3: Can 8D be applied to any industry or business?

Yes, the 8D methodology is versatile and can be adapted to virtually any industry or business sector. Its principles of problem identification, analysis, and resolution are universally applicable to any organization looking to improve its operations.

Q4: How long does it typically take to complete an 8D Process?

The duration of an 8D Process can vary significantly depending on the complexity of the problem, the effectiveness of the team, and the solutions implemented. Some problems may be resolved in a matter of weeks, while others might take several months.

Q5: Is documentation important in the 8D Process?

Documentation is critical in the 8D Process. Thorough documentation ensures that every step is recorded, facilitates communication among team members, and provides a reference point for future problem-solving efforts.

Q6: How does the 8D Methodology integrate with other quality improvement processes?

The 8D Methodology can complement and enhance other quality improvement processes, such as Six Sigma and Lean Manufacturing. By focusing on problem-solving and root cause analysis, the 8D Process can be incorporated into broader quality initiatives, driving continuous improvement across all operations.

Streamline Your 8D Process with DATAMYTE

DATAMYTE is a quality management platform with low-code capabilities. Our Digital Clipboard , in particular, is a low-code workflow automation software that features a workflow, checklist, and smart form builder. This tool lets you quickly create templates for the 8D Process, making it easier to standardize and streamline your problem-solving efforts.

DATAMYTE also lets you conduct layered process audits, a high-frequency evaluation of critical process steps, focusing on areas with the highest failure risk or non-compliance. Conducting LPA with DATAMYTE lets you effectively identify and correct potential defects before they become major quality issues.

With DATAMYTE , you have an all-in-one solution for managing quality and continuous improvement initiatives, including the 8D Process. Our platform offers everything from data collection and analytics to corrective action workflows, facilitating a seamless and efficient problem-solving process. Book a demo now to learn more.

If you’re going to solve problems, doing it systematically with an established process like the 8D Methodology can significantly enhance your problem-solving efficiency and effectiveness. By fostering clear communication, utilizing data, promoting a culture of continuous improvement, and being open to adapting the process as needed, organizations can tackle challenges head-on and prevent them from recurring.

The 8D Process is not limited to addressing immediate problems; it is a tool for achieving long-term, sustainable improvement across all aspects of an organization. Implementing these strategies will not only solve the current issues more effectively but also equip your team with the skills and mindset to face future challenges with confidence.

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Article • 8 min read

8D Problem Solving Process

Solving major problems in a disciplined way.

By the Mind Tools Content Team

(Also known as Global 8D Problem Solving)

When your company runs into a major problem, you need to address it quickly. However, you also need to deal with it thoroughly and ensure that it doesn't recur – and this can take a lot of effort and elapsed time.

The 8D Problem Solving Process helps you do both of these seemingly-contradictory things, in a professional and controlled way. In this article, we'll look at the 8D Problem Solving Process, and we'll discuss how you can use it to help your team solve major problems.

Origins of the Tool

The Ford Motor Company® developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D.

Ford created the 8D Process to help teams deal with quality control and safety issues; develop customized, permanent solutions to problems; and prevent problems from recurring. Although the 8D Process was initially applied in the manufacturing, engineering, and aerospace industries, it's useful and relevant in any industry.

The eight disciplines are shown in figure 1, below:

Figure 1: The 8D Problem Solving Process

The 8D Process works best in teams tasked with solving a complex problem with identifiable symptoms. However, you can also use this process on an individual level, as well.

Applying the Tool

To use the 8D Process, address each of the disciplines listed below, in order. Take care not to skip steps, even when time is limited; the process is only effective when you follow every step.

Discipline 0: Plan

Before you begin to assemble a team to address the problem, you need to plan your approach. This means thinking about who will be on the team, what your time frame is, and what resources you'll need to address the problem at hand.

Discipline 1: Build the Team

You should aim to put together a team that has the skills needed to solve the problem, and that has the time and energy to commit to the problem solving process.

Keep in mind that a diverse team is more likely to find a creative solution than a team of people with the same outlook (although if outlooks are too diverse, people can spend so much time disagreeing that nothing gets done).

Create a team charter that outlines the team's goal and identifies each person's role. Then, do what you can to build trust and get everyone involved in the process that's about to happen.

If your team is made up of professionals who haven't worked together before, consider beginning with team-building activities to ensure that everyone is comfortable working with one another.

Discipline 2: Describe the Problem

Once your team has settled in, describe the problem in detail. Specify the who, what, when, where, why, how, and how many; and use techniques like CATWOE and the Problem-Definition Process to ensure that you're focusing on the right problem.

Start by doing a Risk Analysis – if the problem is causing serious risks, for example, to people's health or life, then you need to take appropriate action. (This may include stopping people using a product or process until the problem is resolved.)

If the problem is with a process, use a Flow Chart , Swim Lane Diagram , or Storyboard to map each step out; these tools will help your team members understand how the process works, and, later on, think about how they can best fix it.

Discovering the root cause of the problem comes later in the process, so don't spend time on this here. Right now, your goal is to look at what's going wrong and to make sure that your team understands the full extent of the problem.

Discipline 3: Implement a Temporary Fix

Once your team understands the problem, come up with a temporary fix. This is particularly important if the problem is affecting customers, reducing product quality, or slowing down work processes.

Harness the knowledge of everyone on the team. To ensure that each person's ideas are heard, consider using brainstorming techniques such as Round Robin Brainstorming or Crawford's Slip Writing Method , alongside more traditional team problem solving discussions.

Once the group has identified possible temporary fixes, address issues such as cost, implementation time, and relevancy. The short-term solution should be quick, easy to implement, and worth the effort.

Discipline 4: Identify and Eliminate the Root Cause

Once your temporary fix is in place, it's time to discover the root cause of the problem.

Conduct a Cause and Effect Analysis to identify the likely causes of the problem. This tool is useful because it helps you uncover many possible causes, and it can highlight other problems that you might not have been aware of. Next, apply Root Cause Analysis to find the root causes of the problems you've identified.

Once you identify the source of the problem, develop several permanent solutions to it.

If your team members are having trouble coming up with viable permanent solutions, use the Straw Man Concept to generate prototype solutions that you can then discuss, tear apart, and rebuild into stronger solutions.

Discipline 5: Verify the Solution

Once your team agrees on a permanent solution, make sure that you test it thoroughly before you fully implement it, in the next step.

• Conducting a Failure Mode and Effects Analysis (FMEA) to spot any potential problems.
• Using Impact Analysis to make sure that there will be no unexpected future consequences.
• Using Six Thinking Hats to examine the fix from several different emotional perspectives.

Last, conduct a Blind Spot Analysis to confirm that you and your team haven't overlooked a key factor, or made an incorrect assumption about this solution.

Discipline 6: Implement a Permanent Solution

Once your team reaches a consensus on the solution, roll your fix out. Monitor this new solution closely for an appropriate period of time to make sure that it's working correctly, and ensure that there are no unexpected side effects.

Discipline 7: Prevent the Problem From Recurring

When you're sure that the permanent solution has solved the problem, gather your team together again to identify how you'll prevent the problem from recurring in the future.

You might need to update your organization's standards, policies, procedures, or training manual to reflect the new fix. You'll likely also need to train others on the new process or standard. Finally, you'll need to consider whether to change your management practices or procedures to prevent a recurrence.

Discipline 8: Celebrate Team Success

The last step in the process is to celebrate and reward your team's success . Say "thank you" to everyone involved, and be specific about how each person's hard work has made a difference. If appropriate, plan a party or celebration to communicate your appreciation.

Before the team disbands, conduct a Post-Implementation Review to analyze whether your solution is working as you thought, and to improve the way that you solve problems in the future.

In the late 1980s, Ford Motor Company developed the 8D (8 Disciplines) Problem Solving Process to help manufacturing and engineering teams diagnose, treat, and eliminate quality problems. However, teams in any industry can use this problem solving process.

The eight disciplines are:

• Build the Team.
• Describe the Problem.
• Implement a Temporary Fix.
• Identify and Eliminate the Root Cause.
• Verify the Solution.
• Implement a Permanent Solution.
• Prevent the Problem From Recurring.
• Celebrate Team Success.

The 8D Problem Solving Process is best used with a team solving complex problems; however, individuals can also use it to solve problems on their own.

Ford is a registered trademark of the Ford Motor Company: https://www.ford.com/

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• 8 Disiplines of Problem Solving (8D)

The 8D Problem Solving methodology is commonly known as “Eight Disciplines of Problem Solving” or simply “8D.” It is a structured, team-based approach to identifying, analyzing, and resolving problems, particularly in the areas of product quality and process efficiency.

• Learn Lean Sigma

What is 8D Problem Solving?

8D Problem Solving is a structured, team-oriented methodology that consists of eight steps—known as the Eight Disciplines—to identify, analyze, and resolve complex problems. Originally formalized by Ford Motor Company, this approach is widely used across various industries for its effectiveness in finding and eliminating the root causes of recurring issues. The methodology emphasizes a data-driven, cross-functional approach and is aimed at not only solving the immediate problem but also implementing systemic changes to prevent future recurrence.

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8d problem-solving: common mistakes to avoid, the evolution of 8d problem-solving: from basics to excellence, 8d: tools and techniques, 8d problem solving: the key to effective root cause analysis, 8d problem solving check list, helpful 8d problem solving resources, 8d report template.

Free to download 8D report template for conducting 8D Problem solving in a structured way.

8D Problem Solving Guide

Follow our step-by-step guide to learn how to conduct 8D Problem Solving.

8D Knowledge Test

Assess your’s or your teams understanding of 8D Provlem Solving.

When to use 8D Problem Solving

The 8D Problem-Solving Methodology is particularly well-suited for complex issues where the root cause is not immediately apparent and requires a team-based approach for resolution. It is most effective in scenarios where the problem has a significant impact on quality, safety, reliability, or customer satisfaction. Industries like manufacturing, automotive, aerospace, and healthcare often employ 8D to tackle recurring defects, compliance issues, and systemic failures.

The methodology is not intended for quick fixes or problems that can be resolved by an individual. Instead, it is designed for issues that need a structured, step-by-step approach to identify, correct, and eliminate the root cause permanently. The 8D process also serves as an excellent tool for cross-functional teams, as it brings together experts from various domains, thereby offering a multi-disciplinary perspective on problem-solving.

One of the key advantages of using 8D is its focus on data-driven decision-making, which aligns well with Lean Six Sigma principles. It’s a methodical approach that demands the collection of data at every stage, right from defining the problem to verifying the effectiveness of corrective actions.

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ASQ — Problem Solving Tools Resources: Eight Disciplines (8D) Model (3)

By jean-pierre amiel posted 03/07/23 03:18 pm.

This third article introduces the eight disciplines (8D) model , an approach typically employed by quality engineers or other professionals, most commonly used by the automotive industry but also been successfully applied in healthcare, retail, finance, government, and manufacturing. It's purpose: to identify, correct, and eliminate recurring problems. The model establishes a permanent corrective action based on statistical analysis of a problem and focuses on its origin by determining its root causes. It originally comprised eight stages (disciplines) but later an initial planning stage was added.

This series of articles presents techniques to identify a "problem", identify its most likely cause (root cause) and then resolve the situation. These articles are also extracted from ASQ's Quality Resources library which showcases information related to the quality world's Body of knowledge (BOK) and compiled from more than 75 years’ worth of content for all experience levels. It is only meant to be a starting point.

Article adapted from: Modular Kaizen: Continuous and Breakthrough Improvement , ASQ Quality Press. Book: Introduction To 8D Problem Solving , ASQ Quality Press.

§ This News post was adapted by J.P. Amiel , ASQ Senior, CQA ret., Web committee Chair , from content at ASQ's Quality Resources pages, which is excerpted and adapted from various publications in the ASQ Quality Press.

ASQ References:

► Quality tools   ► Quality tools A to Z   ► Download quality templates and Excel tools   ► Quality tools resources   ► Quality glossary

Related Content

Asq — problem solving tools resources: problem concentration diagram (2), asq — problem solving tools resources: problem solving (1), asq — member only monthly gift package (february 2023), asq — problem solving tools resources: five whys and five hows (4), asq — basic (and not so basic) problem solving tools resources.

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8D Training

8d training (onsite).

– Training at Your Facility –

⇓   8D Training Course Details

⇓   8D Training Course Description

⇓   8D Training Course Objectives

⇓   8D Training Course Outline

⇓   Learn More About 8D Training

8D Course Details (Onsite)

When you choose onsite Eight Disciplines of Problem Solving (8D) Training, Quality-One brings the knowledge to you, resulting in immediate benefits for your team. The convenience of Onsite Technical Training has made it a popular option for many of our clients who require five or more participants to be trained.  Expenses are minimal compared to having the whole team travel.

8D Course Description (Onsite)

The Quality-One 8D problem solving training course follows the steps of 8D in a dynamic, instructor-led environment. The course describes to participants the methodologies that have proven to be best practices for effective 8D development. Each participant will be able to interact with all of the elements of the 8D process, including the use of tools such as: Ishikawa/ Fishbone, Affinity Diagrams, Is / Is Not, Process Flow and Comparative Analysis. All activities will include industry-specific examples and terminology.

Participants will learn how to follow the 8D process steps while working in a Cross Functional Team (CFT). They will also practice problem solving tools to support a root cause and eliminate it through permanent corrective action. Participants can expect team activities and relevant exercises in a workshop format. The Quality-One 8D training materials and examples also provide an invaluable resource for review time after time.

8D Course Objectives (Onsite)

Participants can expect to learn and develop skills to confidently:

• Perform 8D step by step
• Link 8D to Failure Mode and Effects Analysis (FMEA) , Product Development Process and Advanced Product Quality Planning (APQP)
• Facilitate an effective 8D
• Participate in 8D exercises
• Define root causes and mechanisms of failure
• Set up a Cross Functional Team (CFT)
• Determine effective Interim Containment Action
• Manage and store 8D content (Lessons Learned) for future use
• Ishikawa/Fishbone
• Is / Is Not
• Statistical Process Control (SPC)
• Poka Yoke (Error Proofing)
• Understand links to Control Plan Methodology
• Complete the 8D format correctly

8D Course Outline (Onsite)

Section 1 – 8D Overview

• Team Problem Solving Principles
• Process Description (9 Step Process)
• Team Structure (Cross Functional Team)
• Inductive vs. Deductive Problem Solving
• Change-Induced Problems
• Never-Achieved Problems

Section 2 – Review of Analytical Tools in 8D

• Brainstorming Rules
• Ishikawa / Fishbone
• Affinity Diagram
• Control Chart
• Relationship between 8D and FMEA
• 5 Why (3-Legged Approach)
• Interfaces and Noise Factors
• Error Proofing

Section 3 – 8D Process Step by Step

• Problem Symptom
• Quantified Symptom
• Criteria for 8D Continuance
• Roles and Responsibilities
• Team Preparation
• Agenda and Rules
• Core Team and SMEs
• Repeated Why
• Workshop on Problem Statements and Brainstorming
• Workshop on Problem Description Development
• D3 – Interim Containment Action (ICA)
• Human Factors (Operator Error)
• Comparative Analysis
• Root Cause Theories
• Root Cause Verification
• Escape Point
• Workshop on Root Cause Theories
• Methods for Selecting PCA
• Verification of PCA
• Plan, Do, Study, Act (PDSA) Implementation Plan
• Change Management
• Stakeholders
• Validation Criteria and Sample Size
• Processes and Procedures
• Lessons Learned
• Archive of Documents

8D Training (Offsite)

– Training at Our Facility –

8D Course Details (Offsite)

8D Training in a Quality-One Technical Training Center provides participants with a learning environment that is free from interruption from daily activities. This type of course is recommended for individuals or organizations with less than 5 people who require training. Our offsite Eight Disciplines of Problem Solving (8D) Training activities are developed around principles that all participants can relate to. Offsite training also allows participants from different backgrounds and industries to share their viewpoints and experiences. This discussion often helps participants from one industry take advantage of best practices that are used in another.

8D Course Description (Offsite)

This engaging, instructor-led 8D problem solving training course takes participants through each step of the 8D problem solving process. The course offers each participant the knowledge of methodologies which have proven to be the best practices for 8D development. Each participant will be able to interact with all of the elements of the 8D process, including the use of tools such as: Ishikawa / Fishbone, Affinity Diagrams, Is / Is Not, Process Flow and Comparative Analysis.

Participants will learn how to follow the 8D process steps while working in a Cross Functional Team (CFT). They will also practice problem solving tools to support a root cause and eliminate it through permanent corrective action. Participants can expect team activities and relevant exercises in a workshop format. The Quality-One reference materials and examples also provide an invaluable resource for review time after time.

8D Course Objectives (Offsite)

8d course outline (offsite).

• Ishakawa / Fishbone
• 5 Why (3-Legged 5 Why Approach)
• D0 – Prepare (Plan) for the 8D

8D Training (Online)

– Technical Training Overview –

8D Course Details (Online)

The Quality-One Online Eight Disciplines of Problem Solving (8D) Training Overview is an excellent introduction to the 8D methodology. The course is completely interactive, featuring audio, video, animation and downloadable reference materials. Online training gives you immediate access to 8D process content and is available 24 hours a day.

8D Course Description (Online)

Quality-One Online 8D Training Overview introduces participants to the basic principles of 8D, including each step required in the 8D format. Participants will also be able to understand the sequence of the 8D process and receive guidance on what tools are involved with each step. This course follows a structured approach for defining problems and identifying root causes. The participant will have 30 days to complete this course and can access it at any time.

8D Course Objectives (Online)

Upon completion of this overview, the participant will acquire the knowledge to:

• Understand the 8D process and describe each step
• Describe the tools and methods used in support of 8D
• Explain how 8D teams are structured
• Identify Symptoms, Problem Statements, Problem Descriptions, Possible Causes, Most Likely Causes and Root Causes
• Describe Interim Containment and Permanent Corrective Actions
• Explain how Preventative Analysis benefits organizations
• Explain verification vs. validation during problem solving
• Explain how the escape points link to control plans

8D Course Outline (Online)

• Change Induced Problems
• Never Achieved Problems
• Ishakawa Fishbone
• 5 Why (3-legged Approach)
• D3 – Interim Containment Action
• Root Cause theories
• PDSA Implementation Plan
• D8 – Closure and Congratulate the Team

Learn More About 8D Training

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 .

Contact Us | Discover the Value!

(248) 280-4800 | [email protected]

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What Is Eight Disciplines Problem Solving? The Eight Disciplines Problem Solving In A Nutshell

Eight disciplines problem solving was initially developed by the Ford Motor Company to solve problems associated with engineering design and manufacturing. Management wanted to develop a system where key personnel could work on recurring or chronic issues. Eight disciplines problem solving (8D) is a problem resolution method focused on product and process improvement.

Table of Contents

Understanding eight disciplines problem solving

Eight disciplines problem solving was initially developed by the Ford Motor Company to solve problems associated with engineering design and manufacturing. Management wanted to develop a system where key personnel could work on recurring or chronic issues.

A manual and subsequent course material was later developed and incorporated into Ford’s Team Oriented Problem Solving (TOPS) system in 1987. Today, Ford’s 8Ds manual is extensive and features chapters on addressing, quantifying, and resolving engineering issues. 

Though common in the automotive industry , eight disciplines problem solving has also been used in retail, finance, healthcare, and government. Generally speaking, the method is useful in any industry where a product or process improvement is desired. It has achieved relative success because it is easy to teach and utilizes the best practices from various existing approaches.

Ultimately, 8D is designed to find the root cause of a problem and devise a short-term fix. Then, a longer-term solution is found to prevent problem recurrence.  

Implementing the 8D approach

The model typically includes eight disciplines, or stages, that the problem solving team must work through:

• Form a team (D1) – the problem-solving team should only include competent persons actively involved in the process. Smaller teams are more efficient and should be made up of members from different disciplines. Teams must also be led by an individual familiar with the 8D process.
• Describe the problem (D2) – the problem must then be described in detail and supported by data. In other words, it should not be based on opinion. What went wrong? How did it happen? Who was involved? How many times has it happened and what is the extent of the failure? 
• Interim Containment Action (D3) – during the third stage, a short-term (interim) solution is devised before a more permanent action is developed. The Interim Containment Action (ICA) must prevent additional customer dissatisfaction. Examples of ICAs include customer complaint awareness training or the segregation of defective materials or equipment.
• Root cause analysis (D4) – then, identify every root cause that could explain why the problem occurred. Teams may choose to use the 5 Whys , Affinity Diagram, or Fishbone Diagram tool to identify problem root causes. Each root cause must be validated through data collection and its location identified on a process flow diagram.
• Permanent Corrective Action (PCA) (D5) – the goal of the fifth stage is to permanently remove a root cause to prevent problem recurrence. Acceptance criteria should be established, including mandatory requirements and wants. Each PCA should also undergo a risk assessment or Failure Mode and Effects Analysis (FMEA) to identify potential vulnerabilities. 
• Implement and validate the PCA (D6) – successful implementation of a PCA requires proper planning. The plan should detail implementation steps, clarify success standards, and reflect on the lessons learned. Lastly, the efficacy of the PDA should be measured.
• Prevent recurrence (D7) – to prevent a recurrence, standard operating procedures must be modified. Horizontal deployment can also be utilized to ensure a similar type of problem does not occur in other products, services, or machines.
• Closure and team celebration (D8) – in the final stage, team and individual efforts should be recognized and celebrated. The lessons the team has learned should also be reflected upon, as should the “before and after” comparison of the original problem. All of these measures allow for closure and solidifies the 8D approach as a habitual practice. 

Key takeaways:

• Eight disciplines problem solving (8D) is a problem resolution method focused on product and process improvement. It was originally developed by the Ford Motor Company to identify and solve engineering and manufacturing problems.
• While synonymous with the automotive industry , eight disciplines problem solving has also been successfully used in healthcare, finance, and government.
• Eight disciplines problem solving requires teams to move through eight disciplines or stages. The 8D approach is relatively easy to teach and understand and combines the best practices of other similar tools.

Key Highlights of Eight Disciplines Problem Solving (8D):

• Developed by the Ford Motor Company, 8D was designed to address recurring or chronic issues in engineering design and manufacturing.
• It aims to find the root cause of a problem and implement both short-term and long-term solutions for product and process improvement.
• While initially used in the automotive industry , 8D has found success in various sectors, including retail, finance, healthcare, and government, wherever product or process improvement is needed.
• D1: Form a competent team with members from different disciplines, led by someone familiar with the 8D process.
• D2: Describe the problem in detail, relying on data rather than opinions.
• D3: Implement an Interim Containment Action (ICA) to prevent further customer dissatisfaction.
• D4: Conduct a Root Cause Analysis (RCA) using tools like the 5 Whys, Affinity Diagram, or Fishbone Diagram to identify and validate root causes.
• D5: Develop Permanent Corrective Actions (PCA) to permanently remove root causes and conduct risk assessments.
• D6: Implement and validate the PCAs, measuring their effectiveness.
• D7: Prevent recurrence by modifying standard operating procedures and using horizontal deployment to prevent similar issues.
• D8: Celebrate the team’s efforts, reflect on lessons learned, and ensure the 8D approach becomes a habitual practice.
• 8D emphasizes the use of data to understand problems and their root causes.
• It focuses on both short-term containment and long-term prevention to improve product and process quality .

Case Studies

Connected brainstorming frameworks, starbusting.

Appreciative Inquiry

Round-robin Brainstorming

Constructive Controversy

Affinity Grouping

The Fishbone Diagram

Rolestorming

Reverse Brainstorming

Lotus Diagram

Futures Wheel

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