The 8D Problem-Solving Methodology

Introduction

Problem solvers are a very important resource in any organization. These are the people who are able to creatively identify and remove barriers that keep the organization from accomplishing its mission. All personnel should understand that part of their job is to solve problems, that is, identify and overcome barriers to improvement. Some organizations find it useful to require periodic written reports detailing problems identified and progress toward their resolution. Many problems can be solved by an individual working alone. Other problems require a group effort involving people with various skills and knowledge bases.

Before exploring the 8D process, let us review a practice called the quality circle (QC), which was popular beginning in the 1970s. The QC worked as follows:

? A team of volunteers was assembled

? The team members worked in the same area

? The team members selected their own project/problem to work on

? Almost all of the projects were related to the area they worked in

? Typical projects addressed safety, human resources, and other area-related issues

? On most projects, the team used very basic analysis tools to solve problems

? Once the problem was solved, the team reported its findings to management

? The team selected another project and started working on it

? Eventually the team ran out of meaningful projects

? The team failed to receive managerial support and the QC died

Overview of the 8D Problem-Solving Methodology

8D stands for eight discipline problem-solving methodology. The 8Ds are:

1. Select an appropriate team

2. Formulate the problem definition

3. Activate interim containment

4. Find root cause(s)

5. Select and verify correction(s)

6. Implement and validate corrective action(s)

7. Take preventive steps

8. Congratulate the team

D1

A Team Approach Management is responsible for assembling a team that has relevant knowledge and experience to address the issue. Management needs to allow time for the team to go through the four phases of team development forming, norming, storming, and performing to be effective. In some organizations a senior manager is assigned as champion for the team to provide additional support and remove barriers for the team. It is very important that management assign a team leader for the project. The team leader should be experienced (subject matter expert) and should have completed a few 8D projects. 

D2

Define and Explain the Problem The team will precisely detail the problem. It is extremely important that the problem be described in measurable terms. It is important to remember that it is difficult to improve something that can’t be measured. A nice tool available to define the problem is called the 5W & 2H. It is defined as follows:

? Who? Who is complaining?

? What? What are they complaining about?

? When? When did it start?

? Where? Where is the problem occurring?

? Why? Why is this problem occurring (an educated guess)?

? How? How did this problem occur (an educated guess)?

? How? How many problems (measurable and magnitude)?

D3

Interim Containment Action All nonconforming material must be isolated from the customer. This step is typically already in progress as discussed in step D0. An open and honest line of communication is required in this step between producer and recipient of the problem. Every effort is taken to isolate the problem from the customer. It may involve 100% inspection of the product in house and in the customer’s warehouse and additional steps in the process to ensure that the integrity of the product being produced is maintained. It is the team’s responsibility to review whether the containment action taken already is appropriate and to modify the action plan if needed.

D4

Root Cause Analysis Finding the root cause is the most difficult part of the 8D process. If this problem were simple and easily solved, it would be resolved already. Two types of variability exist that should be considered: special cause and random cause. Naturally, we are interested in finding the special cause that is deeply hidden in the process. The main reason teams with subject matter experts are formed is to find the special cause. Problem-solving tools are sometimes categorized as soft or hard. The term “hard” here refers to those using statistical analysis. In this book we concentrate on the following soft tools: ? Team brainstorming event

? Five whys process

? Flowchart

? Checklists and check sheets

? Fishbone diagram

D5

Develop Permanent Corrective Action Once the root cause of the problem has been identified, a number of corrections may be discussed. Scientific methods should be utilized to screen for the best solution. It is essential that the correction(s) be realistic, practical, cost-effective, and robust against process variability. Error proofing the process is a preferred method. The team must ensure that the correction does not create unintended consequences. At this stage, the correction should be implemented on a small scale to verify its effectiveness.

D6

Implement Permanent Corrective Actions At this stage a permanent correction has been verified. The next step is to validate the correction on a large production scale. Again the team needs to ensure the correction does not create other issues. All changes need to be documented and all procedures updated. As the team implements the permanent solution, other people will be affected and need to be made aware and trained. An environment needs to be created so that the user(s) of the new method will have an opportunity to participate and be encouraged to do so. All suggestions from other groups need to be reviewed and, if valid, be incorporated into the total change process.

D7

Prevent Future Reoccurrence For a reasonable time, the team should monitor whether the improved process is meeting all team goals set at the onset, and should ensure that the ongoing performance metrics are not negatively affected and are meeting all requirements. The lessons learned from this effort should now be leveraged on similar processes. All quality control systems should now be in place and validated.

D8

Recognizing the Team Once the team task is completed and results meet all customer requirements, the team needs to be formally recognized and thanked by the management. The team members should thank all others who helped them to succeed, and they should complete all relevant paperwork and publish their work for future use. Team focus should especially be on lessons learned and application to similar processes.

Concluding Thoughts

As noted earlier, 8D is one of many similar problem-solving protocols. We have found the formalism of the 8D steps to be a value-added feature. In summary, a significant effect of a well-run effort is a greater emphasis on anticipating potential process failures and the installation of corrections before these failures occur.