1.0 What is 8D’s Method

The 8D Problem Solving (Eight Disciplines) approach can be used to identify, correct and

eliminate the recurrence of quality problems. It is a methodology for product and process

improvement which is structured into eight disciplines emphasizing team synergy. The team as

a whole is believed to be better and smarter than the quality sum of individuals. 8D is also

known as: Global 8D, Ford 8D or TOPS 8D.

1.1 History of 8D

The development of a team Oriented Problem Solving strategy, based on the use statistical

methods of data analysis, was done at Ford Motor Company. The executives of the Powertrain

Organization ( transmission, chassis, engines) wanted a methodology where teams (design

engineering, manufacturing engineering, and production) could work on recurring problems. In

1986, the assignment was given to develop a manual and a subsequent course that would

achieve a new approach to solving tough engineering design and manufacturing problems.

The manual for this methodology was documented and defined in “ Team Oriented Problem

Solving” (TOPS), first published in 1987. The manual and subsequent course material was

piloted at world Headquarters in Dearborn, Michigan. Many changes and revisions were made

based on feedback from the pilot sessions. This has been Ford’s approach to problem solving

ever since. It was never based on any military standard or other existing problem solving

methodology. The material is extensive and the 8D titles are merely the chapter headings for

each step in the process. Ford also refers to their current variant as G8D (Global 8D)

1.1.1 History of 8D in Military Usage

The US Government first standardized a process during the second World War as Military

Standard 1520 ‘Corrective Action and Disposition System for Nonconforming material and the

disposition of the material. The 8D Problem Solving Process is used to identify, correct and

eliminate recurring problems. The methodology is useful in product and process improvement. It

establishes a permanent corrective action based on statistical analysis of the problem. It

focuses on the origin of the problem by determining Root causes. This determine a root cause’

step is a part of the military usage of the 8D’s problem solving methodology and is not

referenced or included in the tops manual or course.

1.2.1 Usage of the 8 D’s problem solving approach applications

1.2.2 Major non- conformance

1.2.3 Customer complaints

1.2.4 Reoccurring issues

1.2.4 Team approach needed

1.3 Requirement of an 8D report

1.3.1 The 8D report serves as a checklist as well as a means of tracking improvement

measures decided upon, it also ensures that all steps are completed.

1.3.2 The 8D report is a basic part of the 8D problem solving methodology and at the end of

each step must be brought up to date. Any documents completed as a result of actions

done then become part of the report.

1.3.3 Therefore the report mirrors the current status of the problem solving work and is

therefore to be seen as a “living document”.

1.3.4 The completed documentation can be archived as it is a valuable source of knowledge

for the future. With many lessons to be learned from them, they can help solve other

problems that may occur later on.

1.3.5 Important Aspects to be taken into consideration:

The aim of the 8D problem solving process is to increase the likelihood of effectively

solving problems in the production and R&D functions

1.4 Step in 8D’s problem solving process

Prepare and create awareness. First you need to prepare for 8D. Not every problem

warranty or requires as 8D. Also, 8D is a fact-based problem-solving process involving some

specialized skills and a culture that favors continuous improvement. There may be some

education and training required before 8D will work effectively in an organization.

Figure 1.1: The Step of 8D Solving Method

Figure 1.2: Investigation Timeline

1.3.1 Discipline 1: Establish the team

Assemble a cross-functional team (with an effective team leader) that has the knowledge, time,

authority and skill to solve the problem and implement corrective actions and set the structure,

goals, roles, procedures and relationships to establish an effective team.

1.3.2 Discipline 2: Describe the Problem

Define the problem in measurable terms. Specify the internal or external customers problem by

describing it in specific, quantifiable terms who, what, when, where, why, how, how many

(5W2H Analysis).

1.3.3 Discipline 3: Implement and verify Interim Containment Actions. Temporary fixes. Define

and implement these intermediate actions that will protect any customers from the problem until

permanent corrective action is implemented. Verify the effectiveness of the containment actions

with data.

1.3.4 Discipline 4 : Identify and verify Root Causes

Identify all potential causes that could explain why problem occurred. Cause and effect diagram.

Test each potential cause against the problem description and data. Identify alternative

corrective actions to eliminate root cause. Note that here parallel types of root cause exist. A

root cause of event (the system that allowed for the event to occur), and a root cause of escape/

escape point (the system that allowed for the event to escape without detection).

1.3.5 Discipline 5: Choose and verify Corrective Actions

Confirm that the selected corrective action will resolve the problem for the customers and will

not cause undesirable side effect. Define contingency actions, if necessary based on potential

severity of side effects.

1.3.6 Discipline 6: Implement and Validate Permanent Corrective Actions

Choose ongoing controls to insure the rest cause is eliminated. Once in production, monitor the

long-term effect and implement additional controls and contingency actions as necessary.

1.3.7 Discipline 7: Prevent Recurrence

Identify the implement steps that need to be taken to prevent the same or similar problem from

occurring in the future: modify specifications, update training, review workflow, and improve

management systems, practices and procedures.

1.3.8 Discipline 8: Congratulate the team

Recognize the collective efforts of your team. Publicize your achievement. Share your

knowledge and learning throughout the organization.

Table 1.1: 8D’s Problem Solving Process

1.4 strength and Benefit of 8D’s method problem solving

1.4.1 Effective approach at finding a root cause, developing proper actions to eliminate root

causes, and implementing the permanent corrective action

1.4.2 Helps to explore the controls system that allowed the problem to escapes. The escape

point is studied for the purposes of improving the ability of the controls systems to detect

the failure or cause when and if it should occur again.

1.4.3 The prevention loop explores the systems that permitted the condition that allowed the

failure and cause mechanism to exist in the first place.

1.3.1 Limitations of the 8D problem solving framework and disadvantage 8D training can be

time consuming and difficult to develop

1.5.1 8D training can be time consuming and difficult to develop

1.5.2 Requires training in the 8D problem-solving process as well as data collection and

analysis facts such as Pareto diagram, fishbone diagram, and flowchart to name just a

few.

Inhibitors to Effective Problem Solving

Problem described Incorrectly : A clear , through description of the problem is necessary. A

problem must be adequately described and the definition must be narrow enough in scope for

the team to solve problem effectively.

Problem- Solving Effort Expedited: Problem solving steps are skipped in order to obtain a quick

solution . Conventional wisdom often drives this.

Poor Team Participation:Not all team members participate effectively , so the team fails to

consider all possible causes of the problem.

No Logical Thought Process: The team lacks a disciplined system for analyzing problems.

Lack of Technical Skills : Team members are not adequately Trained

Potential Cause Misidentified as a Root Cause: Sometimes a potential cause is quickly

identified as a root cause and the problem investigation is concluded. However , the problem

often reoccurs because the root cause was not eliminated.

Permanent Corrective Actions not Implemented : A root cause may be identified , but no action

is taken to implement permanent corrective action.