SMS SAG Management & Problem Solving using 8D PSP/M

Introduction & Scope

The Safety Review Board (SRB) and the Safety Action Group (SAG) are inseparable from the Safety Management System.

The SRB the high-level committee allocates the necessary resources and provides strategic direction to the SAG, the SAG encourages all elements of the organization to become directly involved in the management of the SMS and the resolution of safety problems, the monitoring of safety level ?and perform ?risk assessments regarding organizational changes and conduct analyzes regarding potential costs and risks.

Below is an approach to creating a SAG and implementing safety issues solving within the SAG using the 8D method (The Eight Disciplines of Problem Solving)

What is Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem-solving methodology designed to find the root cause of a problem, design a short-term solution, and implement a long-term solution to prevent recurring problems.

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

8D and SMS/SAG

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

By projection of 8D on SMS, considered as a team-oriented approach, this team can therefore be the SAG, since 8D uses a composite methodology, using the best practices of the various existing approaches. It is a method of problem solving that results in systemic change, improving an entire process to avoid not only the problem?at hand, but also other problems that may result from a particalair failure of the organization safety process.?

How Can SAG Apply Eight Disciplines of Problem Solving (8D)

???????I.???????????D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start, it's always a good idea to ask experts for their impressions. After receiving feedback, the SRB, Accountable manager, and Safety manager should apply the following criteria before forming the SAG team:

1.??????Make a Gather information on the organization context?

2.??????Refer to the organization's strategy, policy and Safety objectives

3.??????Identify real current and future safety level needs

?????II.???????????D1: Form a team

A Cross Functional Team (CFT) is made up of members from many disciplines.:

1.??????A Core Team uses data-driven approaches ?should involve three people on the respective subjects: product, process and data

2.??????SME Team comprised of members who brainstorm, study and observe (Deductive or Divergent Techniques)

3.??????Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

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

1.??????The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)

2.??????The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

?????III.???????????D2: Describe the Problem

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

1.??????5 Why or Repeated Why (Inductive tool)?: Problem Statement

2.??????Affinity Diagram (Deductive tool)

3.??????Fishbone/Ishikawa Diagram (Deductive tool)

4.??????Is / Is Not (Inductive tool)?: Problem Description

?????IV.???????????D3: Interim Containment Action

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

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

?????V.???????????D4: Root Cause Analysis (RCA) and Escape Point

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

1.??????Comparative Analysis listing differences and changes between “Is” and “Is Not”

2.??????Development of Root Cause Theories based on remaining items

3.??????Verification of the Root Cause through data collection

4.??????Review Process Flow Diagram for location of the root cause

5.??????Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

?????VI.???????????D5: Permanent Corrective Action (PCA)

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

1.??????Establish the Acceptance Criteria which include Mandatory Requirements and Wants

2.??????Perform a Risk Assessment / Failure Mode and Effects Analysis (FMEA) on the PCA choices

3.??????Based on risk assessment, make a balanced choice for PCA

4.??????Select control-point improvement for the Escape Point

5.??????Verification of Effectiveness for both the PCA and the Escape Point are required

?????VII.???????????D6: Implement and Validate the Permanent Corrective Action

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

1.??????Develop Project Plan for Implementation

2.??????Communicate the plan to all stakeholders

3.??????Validation of improvements using measurement

?????VIII.???????????D7: Prevent Recurrence

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

1.??????Review Similar Products and Processes for problem prevention

2.??????Develop / Update Procedures and Work Instructions for Systems Prevention

3.??????Capture Standard Work / Practice and reuse

4.??????Assure FMEA updates have been completed

5.??????Assure Control Plans have been updated

???IX.???????????D8: Closure and Team Celebration

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

1.??????Archive the 8D Documents for future reference

2.??????Document Lessons Learned on how to make problem solving better

3.??????Before and After Comparison of issue

4.??????Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

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

1.??????Problem Symptom is quantified and converted to “Object and Defect”

2.??????Problem Symptom is converted to Problem Statement using Repeated Whys

3.??????Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)

4.??????Problem Statement is converted into Problem Description using Is / Is Not

5.??????Problem Description reduces the number of items on the deductive tool (from step 3)

6.??????Comparative Analysis between the Is and Is Not items (note changes and time)

7.??????Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not

8.??????Compare theories with current data and develop experiments for Root Cause Verification

9.??????Test and confirm the Root Causes

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