8DProblemSolvingCourse 1107

The 8 Discipline
8D
Problem Solving
Process
1
Course Objectives
Course Objectives
To enable participants to solve problems by:
Following a discipline problem solving methodology
using the 8 Discipline (8D) Process
Applying the proper quality tools
Identifying true root cause
Implementing Irreversible Corrective Action
Concentrating on Mistake Proofing whenever possible
2
Problem Solving
When do you use a Reactive Problem Solving process?
For high priority problems
When standards and specifications are not being met
When a process is out of control
When formal evidence of problem resolution is required
Important
High
Low
Important and Urgent

8 D Reactive
Problem Solving
Important not Urgent

A Proactive
Improvement Process
(7 Step, Kaizen)
Not Important and

Urgent
Reprioritize Work
Not Important and

Not Urgent
Get a New Job
High
Urgent
Low
3
Problem Solving - Statistical Tools
The formal approach to problem solving

requires that you base your assessment of the
problem and the effectiveness of the solution
on data, not speculation or opinions
Fundamental statistical tools are used

throughout the problem solving process to
ensure measurable results
If the only tool you have is a
hammer everything looks like a nail
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venti
on
idatio
: Val
Step
8
: Pre
: Dia
gn
Caus ose Roo
t
e(s)
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Step
7
: Per
m
Actio anent
n(s)
Step
6
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Step
5
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Step
Actio 4: Imme
di
ns (C
onta ate
inme
nt)
ial A
nalys
is
: Init
Step
3
Flowcharts
Brainstorming
Force Field Analysis
Cause and Effect
Interviewing
Surveying
Market FeedBack Customer Input
Checksheets
Histograms
Pareto Analysis
Run Charts
Pie Charts
Criteria Rating Forms
List Reduction
Weighted Volume
Gantt Chart
PERT Chart
Supplier Input
FMEA
Control Plan
Step
2
Step
1
: De
: Est
fine C
ablis
h Te
once
r
am
Problem Solving - Statistical Tools
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8D Problem Solving
The 8D system is a problem solving process that

Identified problems
Takes interim containment action
Describes problems in measurable terms
Analyzes them using data and basic statistical tools
Finds the true root cause
Corrects the problem by eliminating the root cause
Implements Mistake Proofing to prevent
reoccurrence
Uses Lessons Learned concepts as Prevention
Techniques
6
8D Problem Solving
8
Validation of
Solutions &
Permanent
Control
1
Define concern
2
Establish the
Team
7
Prevent
Recurrence
6
Permanent
Action(s)
8D
Process
5
Diagnose Root
Cause(s)
4
Immediate
Actions
Contain the
Problem
3
Initial
Analysis
8D follows the logic of

the PDCA Cycle
(a.k.a. Shewhart or
Deming Cycle)
7
8D Problem Solving Form (part 1 of 2)

Corrective / Preventive Action Report
Originator:
Brenda Roos, SQD
(252) 246-8460
Brenda.roos@hs.utc.com
Value Stream:
Supplier (area where found
if known)
CAPA Champion:
Supplier #
Name &
Contact Info
Product/Process:
Part Number & Name
IR#
Qty
Report No:
07-
CAPA Type:
CA - Supplier
Origination Date:
Issue/Date:
Due Date:
Initial Response (thru step 4)
Due:
Final Response Due:
Team Member:
Responsibility:
1. BRIEF DESCRIPTION OF PROBLEM
2. ESTABLISH CROSS-FUNCTIONAL TEAM

Team Member:
Responsibility:
3. INITIAL ANALYSIS
4. IMMEDIATE ACTIONS CONTAIN THE PROBLEM

#
1
Task
Owner
Target Date
Status
2
3
4
5
8D Problem Solving Form (part 2 of 2)

5. DIAGNOSE ROOT CAUSE(S)
6. PERMANENT ACTION
#
1
Task
Owner
Target Date
Status
2
3
4
5
Poke Yoke Mistake Proofing Description & Level:
7. PREVENTION
FMEA:
Control Plan:
Work Instructions:
SPC Charts
Reviewed:
Reviewed:
Reviewed:
Reviewed:
Yes
Yes
Yes
Yes
No
No
No
No
Poke Yoke Mistake Proofing Effective: Yes _________
Revised:
Revised:
Revised:
Revised:
Yes
Yes
Yes
Yes
No
No
No
No
No __________
8. VALIDATION OF SOLUTIONS & PERMANENT CONTROL MEASURES

#
1
2
Task
Owner
Target Date
Status
8D Problem Solving Characteristics
Works on problems that are specific,

manageable and well defined
Analyzes all aspects of a problem
Develops rationale for proposed
solutions
Gathers critical data about the
problem and proposed solutions
Team oriented process
Plans how to implement and evaluate
the action successfully
10
8D Process Step 1
1- Define
Concern
8D
11
8D Problem Solving Form Step 1

Originator:
Brenda Roos, SQD
(252) 246-8460
Value Stream:
if known)
CAPA Champion:
Supplier #
Name &
Contact Info
Product/Process:
Part Number & Name
IR#
Qty
Report No:
07-
CAPA Type:
CA - Supplier
Origination Date:
Issue/Date:
Due Date:
Due:
Final Response Due:
Team Member:
Responsibility:

Team Member:
Responsibility:
3. INITIAL ANALYSIS

#
1
Task
Owner
Target Date
Status
2
3
4
5
12
Step 1: Define the Concern

1. Define the issue
2. Identify the problem(s)
3. Analyze and interpret data to narrow down the
problem to be addressed
4. Develop a formal problem statement
13

- The Problem Statement
1. A clear statement of the problem in measurable terms
A.
B.
C.
D.
Based on data, not speculation

No causes - Root cause has not yet been developed
No solutions - Solutions must target the root cause
Not too general
2. The Problem Statement must include:

A. The Current state or as is condition
B. The Desired state or required position
C. The Gap or difference between the current and desired
states
14

- General Process
Develop and Write a Problem Statement
A. Write the Current state statement describing the
present situation.
B. Write the Desired state statement describing the
requirement or specification.
C. Identify the gap.

D. Combine the three to generate the Problem Statement
15
Step 1: Define the Concern - Example

Reported Issues
1. Customer test failure rates are too high
2. Business with this high profile customer is in jeopardy
Problem Topic
Customer test yields are unacceptable
Analysis reflects leads us to the following problem statement

The customers test yield on our product is 75% (current state), the
required yield is 95% minimum (desired state), the customers test yield is
20% less than the acceptable level (gap).
Review of the statement

1. Is it based on data?
2. Are there causes in the statement?
3. Are there solutions in the statement?
4. Is the statement too general?
Yes
No
No
No
Conclusion: The Problem Statement meets the general criteria
16
8D Process Step 2
Define concern
2
Establish
Team
8D
17
8D Problem Solving Form - Step 2

Originator:
Brenda Roos, SQD
(252) 246-8460
Value Stream:
if known)
CAPA Champion:
Supplier #
Name &
Contact Info
Product/Process:
Part Number & Name
IR#
Qty
Report No:
07-
CAPA Type:
CA - Supplier
Origination Date:
Issue/Date:
Due Date:
Due:
Final Response Due:
Team Member:
Responsibility:

Team Member:
Responsibility:
3. INITIAL ANALYSIS

#
1
Task
Owner
Target Date
Status
2
3
4
5
18
Step 2: Establish Team

Membership
Stakeholders
Knowledgeable people / technical experts
People accountable & responsible for problem area
Team Size
Ideally, 4 to 6 members to
Enhance interaction
Promote communication
Drive commitment to the task
Scope, Objective, Roles and Responsibilities
Identify what the team is expected to address

Review the teams availability
Clarify the level of decision-making authority
19
Step 2: Establish Team

- Checklist
Are we on target?
1.
2.
3.
4.
5.
Have we considered is suppliers and/or customers need to

be part of the team?
Do we have the right in-house team members to proceed
to the next step?
Have we considered specific technical expertise needed
for this team?
Have we established the team roles, responsibilities,
scope and objectives?
Have meeting and decision-making processes been
agreed upon?
20
8D Process Step 3
Define concern
Establish the
Team
8D
3
Initial
Analysis
21

Originator:
Brenda Roos, SQD
(252) 246-8460
Value Stream:
if known)
CAPA Champion:
Supplier #
Name &
Contact Info
Product/Process:
Part Number & Name
IR#
Qty
Report No:
07-
CAPA Type:
CA - Supplier
Origination Date:
Issue/Date:
Due Date:
Due:
Final Response Due:
Team Member:
Responsibility:

Team Member:
Responsibility:
3. INITIAL ANALYSIS

#
1
Task
Owner
Target Date
Status
2
3
4
5
22
Step 3: Initial Analysis - Objectives

A. Assure customer focus by protecting customer from
receiving additional defective product.
B. Interpret the initial data collected, obtaining additional
(more specific) data if necessary to clarify the problem
Consider the standard who, what, when, where,
and how elements
Use the basic statistical tools to clarify the data
and display the findings in an appropriate
format
The collected data should be evaluated against
the standard or specification required to be met
C. Compare the data with business objectives, performance
measures, and applicable standards or specifications
23
Step 3: Initial Analysis

- General Process
1. Identify the issue to be addressed
Ensure the issue is defined correctly by confirming it with
data or by personal observation
2. Assess the magnitude of the issue, considering impact on
Business levels
Internal processes
Customers
3. Identify the problem topics that may surround the issue,
and select the problem target area.
24

- General Process
4. Brainstorm and record the teams ideas about the problem area
5. Collect data to determine the extent of the problem
Establish what standard or specification applies to the
situation
Consider all available sources of information that may
relate to the problem (including external sources)
6. Develop and implement a general plan for approaching the
problem
25

- Team Activity
Goals
1. Clarify the issue to be addressed
Review supporting data
Assess the magnitude
2. Brainstorm potential problems surrounding the issue and
ideas related to them
3. Collect supporting data about the problem area(s)
4. Discuss the general plan for approaching the problem(s)
26

- Team Activity
Goals
5. Analyze the problem data to try to confirm the extent of the
problems
6. Compare the data to business objectives, performance
measures, and applicable standards or specifications
7. Use the collected data to establish the current and desired
states, and determine the gap
8. Redefine the Problem Statement if needed in the Initial
Analysis section (not section 1)
27

- Checklist
Are we on target?
1. Has data about the problem been taken and reviewed?
2. Has the problem been identified by What, When, Why, Where,
How, and How Much?
3. Has the extent of the problem been defined in measurable
terms?
4. Has the customer provided input to the problem?
28

- Checklist (continued)
Are we on target?
5. Have the reported issues been identified?
6. Has the problem topic been re-identified in section 3?
7. Have the applicable standards been identified?

8. Has the scope of the problem been defined?
9. Have all in-transit defective materials been identified &
considered (both incoming & outgoing)?
10. Has a general project plan been developed?
29
8D Process Step 4
Define concern
Establish the
Team
8D
Initial Analysis
4
Immediate
Actions
Contain the
Problem
30

Originator:
Brenda Roos, SQD
(252) 246-8460
Value Stream:
if known)
CAPA Champion:
Supplier #
Name &
Contact Info
Product/Process:
Part Number & Name
IR#
Qty
Report No:
07-
CAPA Type:
CA - Supplier
Origination Date:
Issue/Date:
Due Date:
Due:
Final Response Due:
Team Member:
Responsibility:

Team Member:
Responsibility:
3. INITIAL ANALYSIS

#
1
Task
Owner
Target Date
Status
2
3
4
5
31
Step 4: Immediate Actions

- Contain Problem
- Objectives
1. Identify and select containment action (s)
2. Develop and implement a containment plan

3. Analyze the effectiveness of the
containment actions
32

Contain the Problem
Containment
Also
known as short term corrective action
Objective
is to take immediate interim action

to prevent the problem from impacting the
customer while the root cause is being
investigated and corrective action is
established and implemented
Typically,
containment involves sorting,

screening or testing with rework as
required, and sequestering effected product
or materials while awaiting disposition
33

- Contain Problem
- General Process
1. Brainstorm and select interim containment action (s)
2. Verify extent of containment activities encompass
incoming & outgoing in-transit materials.
3. Plan for implementation
4. Implement containment actions
5. Verify interim actions are in place and effective
34
Step 4: Contain Problem Brainstorm (1)

Uses the creative capacity of a group of people to generate ideas
Uses
Identifying problem areas
Finding potential causes of problems
Generating alternative solutions
Guidelines
No evaluation or criticism
Encourage wild ideas
Build on ideas of others
Strive for quantity
Types
Structured
Members participate in sequence verbally (Round Robin)
Members write their ideas down in the session (Slip method)
Unstructured
Random verbal input (Free wheeling)
35
Step 4: Contain Problem Brainstorm (2)

General Approach:
1. Identify a facilitator to guide the session

Keep session moving
Promote a volume of ideas
Prompt and ask questions
2. Identify the recorder of ideas (scribe)

Ideas should be recorded as closely to
what is said as possible
Use a flip-chart to keep ideas visible
3. Define the Problem
4. Define the time period for the brainstorm
session
36
Step 4: Contain Problem

The Implementation Plan
Planning
Objective is to ensure that formal actions are taken in a
systematic fashion
A structured and trackable plan, using a formal tool such as a
Gantt chart is recommended
General Process
1. Break tasks into achievable steps.
2. Assign task responsibilities.
3. Set up time frame and milestones.
4. Create a document for tracking the progress of the
implementation
5. Additional consideration for inclusion in the plan are strategies
for communicating and gaining commitment, contingency
plans, and measures to evaluate the effects
37

- The Implementation Plan
Gantt Chart
ID
1
2
3
Task Name
Locate product
Evaluate product
Screen product
Start
2/15/00
2/16/00
2/17/00
Finish
eb
Resource Names 2/15
2/15/00 Material Handler

2/16/00 Engineering
2/17/00 Production Tester
2/18
2/21
2/24
Material Handler
Engineering
Production Tester
38

- Team Activity
Goals
1. Select the containment action (s) to be taken
2. Develop any necessary plans
3. Implement the action (s)
4. Verify the containment actions are in place and effective
39
Step 4: Contain Problem - Checklist

1. Have potential containment actions been identified?
2. Have containment actions been identified?
3. Have containment actions been implemented?
Are we on target?
4. Are the containment actions effective at protecting the customer

from defects?
5. Have containment actions been verified?
6. Do we have the right team members to proceed to the next step?
7. Have we communicated our Containment plan to our customer?
40
8D Process Step 5
Define concern
Establish the
Team
8D
Initial
Analysis
5
Diagnose
Root Cause
Immediate
Actions
Contain the
Problem
41

6. PERMANENT ACTION
#
1
Task
Owner
Target Date
Status
2
3
4
5
7. PREVENTION
FMEA:
Control Plan:
Work Instructions:
SPC Charts
Reviewed:
Reviewed:
Reviewed:
Reviewed:
Yes
Yes
Yes
Yes
No
No
No
No
Revised:
Revised:
Revised:
Revised:
Yes
Yes
Yes
Yes
No
No
No
No
No __________

#
1
2
Task
Owner
Target Date
Status
42
Step 5: Diagnose True Root Cause

- Objectives
1. Identify the probable cause (s) of the problem
2. Select the root cause
3. Identify and clarify potential corrective actions
43
Step 5: Diagnose True Root Causes

- General Process
1. Identify Probable Causes
A. Review customer requirements
B. Brainstorm and organize possible causes

(e.g., cause and effect diagram)
C. Identify probable causes
D. Rank causes by correlation to effect: Strong, Moderate or Weak

2. Analyze Probable Causes
A. Select probable causes for data collection
B. Determine collection method (e.g., Checksheet)
C. Collect / analyze / display data to identify root causes preventing
the "desired state from being reached
44

- General Process
3. Select Root Causes for Action
A. Prioritize root causes
B. Select root cause(s) to work on
C. Determine if taking action is within the scope
or the team or if additional resources need to
be enlisted
D. Develop and implement experiments to test
and validate root causes
E. Revise problem statement (if required)
45

- Cause and Effect Analysis
Cause and Effect Diagram
A structured form of Brainstorming
Identify, explore, and display a problem (effect) and all
possible causes
Uses
Analysis of a problem
Guide for discussion
Illustrate level of technology
Evaluate knowledge of a process
Collection of data
Education tool
46

Most common cause categories (6-Ms)
Manpower
Machine
Materials
Methods
Milieu (environment)
Measurement
47

Name:
(6-Ms)
Date:
Time-frame:
Causes
Material
Method
Milieu (Environment)
Unavailable
Effect
Didnt Order
Not on bill
(Current State)
Missing
Parts
Training
Manpower
Set Up
Machine
Measurement
48

Name:
(6-Ms)
Date:
Time-frame:
Causes
Material
Method
Milieu (Environment)
Unavailable
Didnt Order
Not on bill
Effect
(Current State)
Missing
Parts
B
Training
Manpower
C
Set Up
Machine
Measurement
Relationship to Effect
A= Strong
B = Moderate
C = Weak
49

- Team Activity
Goals
1. Brainstorm the possible causes of the
problem, using a cause and effect diagram
2. Rank the possible causes and collect
supporting data
3. Select the root cause target(s)
4. Run tests to confirm the root cause(s), if
necessary
5. Revise the problem statement, if necessary
50

- Checklist
1. Has the problem statement been reviewed?
2. Have probable causes been identified?
Are we on target?
3. Has data been collected on the probable causes?

4. Have true root causes been prioritized and selected?
5. Have potential corrective actions / solutions been identified and
clarified?
51

- Checklist
TRUE ROOT CAUSE VERIFICATION QUESTIONS
Or How to tell if you have designated the True Root Cause
Are we on target?
1. Can you ask Why one more time and
get another controllable root cause?
2. Can we turn the problem on and off with this root cause?
3. Is this root cause controllable?
52

- Objectives
1. Evaluate the potential corrective action(s)
2. Select the corrective action(s) to be taken
3. Develop and agree upon a corrective action
implementation plan
53

- Develop Corrective Action Plan
- Objectives
1. Evaluate the potential corrective action(s)
2. Select the corrective action(s) to be taken

3. Develop and agree upon a corrective action
implementation plan
54

- General Process
1. Select the general corrective action criteria considering:
Time
Resource
Control
Cost
2. Use the criteria to select the best corrective action
Get input from all team members
Brainstorm a list of ideas
Assess benefits and drawbacks
Combine ideas
Vote on best potential corrective action(s) - Ideas must be
actionable and within the scope of the team
55

- General Process
3. Develop an implementation plan
Include action items and a schedule
Arrange for resources (including supplier and
customer, if needed)
Assign and review responsibilities
Consider applicable measures, contingency
plans, and pilot tests (if appropriate)
56

- Team Activity
Goals
1. Brainstorm a list of corrective action ideas
2. Decide the best potential corrective action(s)
3. Develop a corrective action plan

57

- Checklist
1. Have potential corrective actions / solutions
been filtered and combined?
2. Have criteria for selection been identified?
Are we on target?
3. Has a corrective action plan been developed?

4. Has the impact of the corrective action on other processes or
customers been evaluated?
5. Based on evaluation, will the corrective action / solution totally

eliminate the defect associated with the root cause?
58
8D Process Step 6
Define concern
Establish the
Team
6
Permanent
Action(s)
Diagnose
True Root
Cause(s)
8D
Initial Analysis
Immediate
Actions
Contain the
Problem
59

6. PERMANENT ACTION
#
1
Task
Owner
Target Date
Status
2
3
4
5
7. PREVENTION
FMEA:
Control Plan:
Work Instructions:
SPC Charts
Reviewed:
Reviewed:
Reviewed:
Reviewed:
Yes
Yes
Yes
Yes
No
No
No
No
Revised:
Revised:
Revised:
Revised:
Yes
Yes
Yes
Yes
No
No
No
No
No __________

#
1
2
Task
Owner
Target Date
Status
60
Step 6: Permanent Actions

- Objectives
1. Test the intended corrective action(s) and
adjust the plan if required
2. Implement the corrective action(s) and
verify that the root cause has been
eliminated
3. Remove the containment action and verify

that the problem does not recur
61

- General Process
1. Prepare for implementation
A. Review the problem statement
B. Restate the root cause
C. Review the corrective action plan
D. Train / review plan with all effected personnel
2. Implement the corrective action
A. Implement the corrective action plan
B. Remove the interim (short term) containment action
C. Track implementation progress
D. Continuously communicate with all effected personnel
62

- General Process
3. Evaluate the effectiveness of the action
A. Collect results data for evaluation of the effectiveness of the
corrective action (s)
Note: Include customer feedback
B. Analyze data in comparison with:
Previous analysis
Business objectives
Desired state
C. Determine if there is still a gap
4. Complete evaluation
A. Address the gap (if any)
B. Identify and address new problem areas created by the
solution(s), if applicable
C. Designate Mistake Proof Method and Level
63
Mistake Proofing
LEVEL I DEVICES (e.g.: Railroad Crossing Signs)
Physical devices that prevent the error at the source.
Designing errors out up front through thorough quality planning.
One way fits, required actions in order to operate equipment, etc.
LEVEL II DEVICES (e.g.: Railroad Crossing Flashing Lights and Bar Across Road)
Warning devices like Control Charts, buzzers, lights, alarms that require a
human response.
Control Chart
Helps to determine if the variation within the measured output is strictly
due to the system (common causes) or if something out of the ordinary
(special causes) has occurred.
Do we need managements involvement to help solve this problem or can
the Operator handle it locally?
LEVEL III DEVICES (e.g.: Bridge Over Railroad Tracks)

Helps prevent a defect from going onto the next operation (i.e.: kick-out
device on a gage checking bushing diameters).
May prevent an unsafe condition from happening even though an unsafe
act has already occurred (i.e., oil drip pan beneath a machine).
64

- General Process
5. Standardize changes
A. List the standard process documentation that needs to
be modified to make the change systemic
Consider practices, procedures, and systems
allowed the initial problem to occur
B. Update applicable documentation to formalize control,
provide a vehicle for training, and ensure ISO
compliance such as:
Inspection plans / Procedures
Process Specifications
Machine Operating Instructions
Work Instructions
Standard Operating Procedures
Product / Component Prints and Specifications
Failure Mode & Effects Analysis (FMEAs)
65

- Class Activity
Goals
1. Review the problem statement, and root cause being
addressed
2. Review the corrective action plan
3. Implement the corrective action plan
4. Evaluate the effectiveness of the corrective action

5. Analyze Mistake Proofing Level (1 2 3)
6. Formalize any system changes
66

- Checklist
1. Have pilot(s) been conducted?
Are we on target?
2. Has data been collected?
3. Has success been achieved based on closing the problem gap
and addressing customer feedback?
4. Have new problems (if any) been identified?
5. Has a Validation Plan Timeline been established?
6. Do we have the right team members to proceed to the next
step?
67
8D Process Step 7
Define
Concern
7
Prevent
Recurrence
Establish the
Team
8D
Permanent
Action (s)
Diagnose Root
Cause (s)
Initial
Analysis
Immediate
Actions
Contain the
Problem
68

6. PERMANENT ACTION
#
1
Task
Owner
Target Date
Status
2
3
4
5
7. PREVENTION
FMEA:
Control Plan:
Work Instructions:
SPC Charts
Reviewed:
Reviewed:
Reviewed:
Reviewed:
Yes
Yes
Yes
Yes
No
No
No
No
Revised:
Revised:
Revised:
Revised:
Yes
Yes
Yes
Yes
No
No
No
No
No __________

#
1
2
Task
Owner
Target Date
Status
69
Step 7: Prevent Recurrence - Objectives
1. Verify that the corrective action implementation

plan is being followed
2. Develop and implement the systemic controls
3. Look for other opportunities to use the action taken
4. Review Poke-Yoke or Mistake Proofing Initiatives
70
Step 7: Prevent Recurrence

- General Process
1. Verify that the implementation plan is complete
If there are incomplete items on the plan or other
issues that need to be addressed as a result of
the action, ensure that they are resolved or there
is a formal plan in place for their resolution
Ensure that there are enough checks performed over
time to establish that the results of the action are consistent
2. Review the control plan
Ensure that the controls to monitor critical parameters
associated with the effected process are in place
Evaluate the plan to ensure that unfavorable trends trigger
action prior to nonconformances occurring
71

- General Process
3. Look for additional applications of the action
Other products, processes, operations, customers, etc.
related to the business may benefit from the same
corrective measures
4. Review and update Work Instructions, SPC Charts, and Associated
Forms
5. Review and revise FMEA based on increased occurrence levels and
newly implemented controls
6. Identify implemented Mistake Proof level (1 2 3)
7. Calculate a timeline for when expected Validation activities can
occur based on production planning and quantities.
72
MISTAKE-PROOFING TYPE
Mistake Proofing
PHYSICAL DEVICES
LEVEL 1
WARNING DEVICES
LEVEL 2
INSTRUCTIONS
LEVEL 3
LOW
MEDIUM
HIGH
MISTAKE-PROOFING EFFECTIVENESS
73

- Class Activity
Goals
1. Make sure the corrective action plan and
any system changes are in place
2. Define Mistake Proof level (1-2-3) and the potential for

improving Mistake Proof level.
3. Develop/Revise FMEA
4. Develop/Revise Control Plan
5. Review other products, processes, operations, customers, etc.
that may benefit from the same corrective measures
74
Step 7: Prevent Recurrence - Checklist

1. Has the problem statement been reviewed?
Are we on target?
2. Has the Corrective Action plan been reviewed and
all the steps implemented?
3. Has all the appropriate paperwork been reviewed
and revised to assure prevention?
4. Have new problems (if any) been formally
addressed?
5. Has the customer confirmed that the problem has
been resolved to their satisfaction?
75
8D Process Step 8
8
Validation of
Solutions &
Permanent
Controls
Define concern
Prevent
Recurrence
Establish the
Team
8D
Permanent
Actions (s)
Diagnose Root
Cause (s)
Initial Analysis
Immediate
Actions Contain
the Problem
76

6. PERMANENT ACTION
#
1
Task
Owner
Target Date
Status
2
3
4
5
7. PREVENTION
FMEA:
Control Plan:
Work Instructions:
SPC Charts
Reviewed:
Reviewed:
Reviewed:
Reviewed:
Yes
Yes
Yes
Yes
No
No
No
No
Revised:
Revised:
Revised:
Revised:
Yes
Yes
Yes
Yes
No
No
No
No
No __________

#
1
2
Task
Owner
Target Date
Status
77
Step 8: Validation of Solutions &

Permanent Control Measures
- Objectives
1. Validate all corrective actions and Mistake Proofing
implementations are still in place and effective over time.
2. Recognize the contributions of everyone involved

3. Communicate the outcome of this validation process to
those effected (both internal & external)
4. Support customer focus by proving that the organization
appreciates & recognizes emphasis on prevention
78

- General Process
1. Ensure that internal personnel effected
by the action taken are aware of it
2. Validate that the original corrective actions are still
effective over time
3. Communicate the action to those outside of the
organization who may benefit from knowledge of it
4. Reward and recognize the success of those involved in
79
the process

- Class Activity (page 1 of 2)
1. This activity cannot take place until after the designated time from
established in Step 6.
2. Validation Criteria: After this time frame - Analyze current data from
the process to validate the effectiveness of the corrective action
implementation
3. Revise Validation timeline if validation criteria has not been met.
4. Return to step 1 if problem reoccurs or if process cannot be
validated as a result of the analyzed data .
80

- Class Activity (page 2 of 2)
5. Ensure that all internal & external personnel effected by the
action (s) are aware of it.
6. Verify customer (internal & exterior) satisfaction
7. Recognize the teams accomplishments
81
Step 8: Validation of Solution

Celebrate & Communicate
Success - Checklist
Are we on target?
1. Have changes been communicated to the customer as required?
2. Have changes been communicated across the organization as
required?
3. Have the changes been communicated to other sites where the
same process is performed?
4. Has the 8D team been recognized?

82
8D Problem Solving
Are we on target?
83
8D Problem Solving
The objective of this

8-D Process
is to
PREVENT
REOCCURANCE
84
8D Problem Solving
8D Problem Solving
follows the logic of
the PDCA Cycle
(a.k.a. Shewhart or Deming Cycle)
85
8D Problem Solving
Validation of
Solutions &
Permanent
Controls
Define Concern
Prevent
Recurrence
2
Establish the
Team
8D
Process
Permanent
Action (s)
Initial Analysis
4
5
Diagnose
Root Cause (s)
Immediate
Actions
Contain the
Problem
86
8D Problem Solving
If you have any questions please contact:
Brenda Roos, SQD
(252) 246-8460
Email: brenda.roos@hs.utc.com
87
The 8 Discipline
8D
Problem Solving
Process
88

8DProblemSolvingCourse 1107

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8DProblemSolvingCourse 1107

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The 8 Discipline

When formal evidence of problem resolution is required

Important and Urgent

Important not Urgent

Not Important and

Not Important and

Problem Solving - Statistical Tools

The formal approach to problem solving

Fundamental statistical tools are used

Problem Solving - Statistical Tools

The 8D system is a problem solving process that

8D follows the logic of

8D Problem Solving Form (part 1 of 2)

1. BRIEF DESCRIPTION OF PROBLEM

2. ESTABLISH CROSS-FUNCTIONAL TEAM

4. IMMEDIATE ACTIONS CONTAIN THE PROBLEM

8D Problem Solving Form (part 2 of 2)

Poke Yoke Mistake Proofing Description & Level:

Poke Yoke Mistake Proofing Effective: Yes _________

8. VALIDATION OF SOLUTIONS & PERMANENT CONTROL MEASURES

8D Problem Solving Characteristics

Works on problems that are specific,

8D Problem Solving Form Step 1

1. BRIEF DESCRIPTION OF PROBLEM

2. ESTABLISH CROSS-FUNCTIONAL TEAM

4. IMMEDIATE ACTIONS CONTAIN THE PROBLEM

Step 1: Define the Concern

Step 1: Define the Concern

Based on data, not speculation

2. The Problem Statement must include:

Step 1: Define the Concern

C. Identify the gap.

Step 1: Define the Concern - Example

Analysis reflects leads us to the following problem statement

Review of the statement

Conclusion: The Problem Statement meets the general criteria

8D Problem Solving Form - Step 2

1. BRIEF DESCRIPTION OF PROBLEM

2. ESTABLISH CROSS-FUNCTIONAL TEAM

4. IMMEDIATE ACTIONS CONTAIN THE PROBLEM

Step 2: Establish Team

Identify what the team is expected to address

Step 2: Establish Team

Have we considered is suppliers and/or customers need to

8D Problem Solving Form - Step 3

1. BRIEF DESCRIPTION OF PROBLEM

2. ESTABLISH CROSS-FUNCTIONAL TEAM

4. IMMEDIATE ACTIONS CONTAIN THE PROBLEM

Step 3: Initial Analysis - Objectives

Step 3: Initial Analysis

Step 3: Initial Analysis

Step 3: Initial Analysis

Step 3: Initial Analysis

Step 3: Initial Analysis

Step 3: Initial Analysis

7. Have the applicable standards been identified?

8D Problem Solving Form - Step 4

1. BRIEF DESCRIPTION OF PROBLEM

2. ESTABLISH CROSS-FUNCTIONAL TEAM

4. IMMEDIATE ACTIONS CONTAIN THE PROBLEM

Step 4: Immediate Actions

2. Develop and implement a containment plan

Step 4: Immediate Actions