8D Training

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Training - Effective Problem Solving / 8DAshish Kagdelwar 24-12-2010



What is a Problem?

Perceived gap between the existing state and a desired state, or a deviation from a norm, standard, or status quo (the state in which).



Exercise 1

Prepare 8D for below problem:

Symptom:

Fine-Point Marker Leaks (as reported by Customer)

Duration : 10 minutes



Common Cause

Common- and Special- Causes

Common Cause:

Usual, Historical, Quantifiable Variation in the System

Inherent source of variation that is (1) random, (2) always present, and (3) affects every outcome of the process.

Common cause is traced usually to an element of the system that can be corrected only by the management.

6 Sigma (DMAIC)or

DOE

SpecialCause

8D/ Why-Why/ 7 Steps/

CAPA

These are 2 distinct origins of variation in the process.

Special Cause:

Unusual, Not Previously Observed, Non-Quantifiable Variation.

not an inherent part of a process, but arises out of intermittent, unpredictable, and unstable factors.

These extraordinary causes are indicated by data points that fall outside of the limits of a control chart. Also called assignable cause. See also common cause.



Exerice 2 – Identify Common- and Special- Cause

In-appropriate Procedures

Poor Setting

Operator Negligence

Poor Design

Poor Maintenance of Machines

Lack of Clarity in SOP

Machine Malfunction

Poor Working Conditions

Poor Batch of Raw Material

Sub-standard Raw Material

Variability in Setting

Power Failures



Potential causes mis-identified as root cause

Problem Solving Challenges

Problem defined in-correctly

No priorities,

Resources, Approvals

Problems solving steps

skipped in order to obtain

a quick solution

Lack of technical

skills/ knowledge

No logical thought process

Poor team participation

Lack of Procedures

Management impatient for a

quick fix

Challenges



Why 8D is used?

Why 8D?

Special Cause

Customer Complaint

To prevent recurrence

Causes Unknown

Tackle Engineering

problems

Major non-conformances



The Traditional Way

Event

(Problem)Form Team

Identify Problem

Gather Data

Analyze Data

Determine Causes

Determine Corrective Actions

Implement

(Fix it)



8 Discipline - Process

D1. Define Team

D2. Define

Problems/ Failure

D3. Choose and verify Interim Containment

Action

D4. Define & Verify Root Cause (s)

D5. Choose &

Verify Permanent Corrective Action (s)

D6. Implement & Validate PCA

D7. System

Prevention Actions to

Prevent Recurrence

D8. Team

Recognition/ Celebration



D0 – Preparation of the 8D

Define and Quantify Symptom– Is there a definition of the symptom (s)?– What is the problem definition in customer terms (customer verbatim)?

Select & Verify Emergency Response Action (ERA)– Is an ERA necessary?– Is service action required as part of ERA?– Is ERA verified?– Will ERA create another problem?

Determine if the problem is a new 8D issue?

Emergency Response Action (ERA): Action required to stop internal or external customer from receiving the problem (i.e. quarantine, tagging, segregating, etc) Also known as containment.



D1 – Establish the Team

Identify Champion

Identify Team Leader

Establish Team Goals and Membership Roles

Determine communication internally and externally

How team will track assignments?

Establish regular meeting time and place.



D2 – Problem Description

Has an “Is/Is Not” analysis (in terms of what, where, when, and how big) been performed?

Has this problem appeared before? If yes, what was the pattern?

Are similar parts affected?

What

- Object?

- Defect?

Where

- On vehicle or object?

- First observed

When

- First observed?

- Pattern since

How Big

- Magnitude

- Defects per object

- Trend

Is – Is Not Analysis

“Undefined problem has an infinite number of solutions”- Robert A. Humphrey



D3 – Interim Containment Action (ICA)

Interim Containment Action (ICA): A temporary solution to protect the customer from problem. ICA usually add cost to the process (e.g. 100% inspection, etc) and is used to “buy time” until the root cause can be identified and corrected.

What can we learn from ERA that will help in selection of the best ICA?

Does the ICA protect the customer 100% from the effect?

Is the ICA cost effective and easy to implement?

How ICA verified?

Will ICA last until PCA can be implemented?

Implement ICA

Validate ICA



Verification Vs Validation

Verification:

The act of determining whether products and services conform to specific requirements

Provides insurance at a point in time that action will do what it is intended to do without causing another problem.

Did the action you take to "fix" the problem will permanently correct it.

Validation:

The act of confirming a product or service meets the requirements for which it was intended

Provides measurable evidence over time that action worked properly.

Is this "fix" still working?



D4 – Define and Verify Root Cause and Escape Point

Difference & Changes – What is different or unique about each “is” to its corresponding “is not”?– What is changed in, on around, or about each difference been identified? When did this (these) change (s) occur?

Cause and Effect Diagram (Fish Bone Diagram)/ – Complete Cause and Effect Diagram to assist root cause identification.– Cause & Effect should be done to include all potential causes could arise 5 M’s (Man, Machine, Material, Method & Mother nature)

Test Root Cause Theories

Select Most Likely Root Cause Theory

Verify Root Cause– Implement and remove the root cause variable to make the problem "come and go." – Both “coming” and “going” are essential tests to confirm the root cause.

Identify Escape Point– Where should the problem have first been seen, but was not?

Verify Escape Point



Example – Cause & Effect Diagram

Man



Example – Cause & Effect Diagram (Fish Bone Diagram)



Why – Why Analysis (5 –Why Analysis)

The 5 Whys is a questions-asking method used to explore the cause/effect relationships underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is to determine a root cause of a defect or problem.



Comparative Analysis – Difference & Changes

A comparative analysis helps to identify relevant changes in a change-induced situation.

Ask yourself, “What is unique, peculiar, different, distinctive, or unusual about the symptoms?

Consider each difference listed in “Is-Is Not” analysis.

Ask: “What has changed in, on, around, or about this difference?”

Look at the dates each change occurred. You may be able to eliminate some changes if they occurred after the problem started.

Ask: “How could this change this change have caused the problem?”



Fault Tree Analysis

Fault tree analysis (FTA) is a failure analysis in which an undesired state of a system is analyzed using Boolean Logic to combine a series of lower-level events.



Verification of Potential Root Causes

Sl. No.

Possible Cause Hypotheses Verification Date Result



D5 – Choose and Evaluate PCA

Identify Alternative PCAs.

Select Best PCA, depending upon contribution.

Will PCA once implemented, create other problems.

Does the chosen PCA meets customer expectations?

Verify PCA– What evidence do we have that the PCA will resolve the problem?

Re-evaluate Escape Point with the knowledge of PCA– After implementing the PCA, will the problem still be detected at the escape point identified in D4?



D6 – Implement and Validate PCA

Develop Action Plan for PCA Implementation

Remove ICA

Implement ICA

Validate PCA

Monitor the effectiveness of PCA (both short- & long- term measurables); recommendation to use Paynter Chart

Have systems, practices, procedures, documents, work instructions etc. been updated to take account of the PCA implementation?



D7 – Prevent Recurrence

Analyze How the Problem Occurred and Escaped

Analyze How Similar Problems Might Occur and Escape

Implement Preventative Actions and Validate

Present System Prevent Actions



D8 – Recognize Team and Individuals Contributions Document Team and 8D Lessons Learned

Recognize teams effort in solving problem

Celebrate achievement



8D Formats

8D Format VW 8D Format (External)



Other formats

Other 8D format



Exercise 2

Prepare 8D for below problem:

Symptom:

Fine-Point Marker Leaks (as reported by Customer)

Problem Statement:

Fine-point red marker leaks

Problem Description:

The fine-point red marker leaks at the tip. The leaking was first seen on March 9. All red fine-point markers leak. The leak is a slow drip.



Example – completed 8D

Completed 8D for “Fine-Point Marker Leaks”



Thank You

The only tool you have is a hammer,

you tend to see every problem as a nail.

- Abraham Maslow



The only tool you have is a hammer, you tend to see every problem as a nail



Back-up



Definitions

Emergency Response Action (ERA): Action required to stop internal or external customer from receiving the problem (i.e quarantine, tagging, segregatting, etc) Also known as containment.

Interim Containment Action: A temporary solution to protect the customer from problem. ICA usually add cost to the process (e.g. 100% inspection, etc) and is used to “buy time” until the root cause can be identified and corrected.

Permanent Corrective Action (PCA): Actions applied to prevent a previously identified problem from recurring (e.g. new training, visual aids, poka yoke, etc)

Documents

8D Training