This analytical and problem solving tool is widely used in Western Countries.
2. Welcometo this overview session on Global 8D.. The session
will provide you,
- Necessary analytical and procedural description about G8D
- Necessary inputs to participate in the concern resolution
process using G8D
BACK 3.
- A primary responsibility of every level of an Organisation is
to solve problems.
- Rarely easy, this has been recognised as essential but
challenging work.
- Disciplined and rigorous use of the G8D process within a robust
Quality Operating System managesthe overall problem solving efforts
of an Organisation.
BACK 4.
- Problems in Problem Solving :
- Management Impatient leading to
-
- Quick fixes are appreciated
-
- Incorrect description of the problem
-
- Possible causes become root causes
-
- Corrective actions are not permanent
-
- No / incomplete documentation and storage, hence Corporate
Memory starves
BACK 5. BACK Global 8Dis a Standardised Problem Solving
Technique used by FAO that provides an effective framework through
step-by-step disciplines and integration of different skills, to
resolve concerns and prevent their recurrence. 6. G8DOverview:
Prepare for G8D Establish Team Describe Problem Choose & Verify
PCA Root Cause & Escape Point Develop ICA Implement &
Validate PCA Prevent Recurrence Recognise Contributions BACK D0 D1
D2 D5 D4 D3 D6 D7 D8 7. G8Dhas been proven over time and supports
the Ford 2000 Seven Strategies
- Empowered Peopleto implement corrective actions, prevent
recurrence through right people with right skills at the right
time
- Nimble through Process Leadership:Astandard process, hence,
global communication is faster, Corporate Memory avoids
duplication, helps with replication & assistance facilities for
faster and effective problem solving
- Lead in Customer Satisfaction: Customer protected throughout
the problem solving process - ERA / ICA, Concern Definition,
Verification & Validation
BACK 8. G8Daddresses 3 types of problem solving approaches
- Rational Approach: Fact& Data based
- People Approach: Team Work, Employee Involvement, Participative
Management and Experience Sharing
- Creative Approach: Brain Storming, SIT, etc.
BACK 9.
- G8Dtasks to be carried out throughout the resolution
process
-
- Determine if any additional action / service is required
-
- Address & review the Assessing Questions
BACK 10.
- Assessing Questions - Purpose
- Keep the team and the champion linked, on task and in
agreement
- Provide Quality Assurance Check for each discipline
- Serve as an advance organiser for planning activities and
resources
- Trigger actions that need to be taking place in the
organisation outside the G8D process
BACK 11. BACK D1 Establish Team D2 Describe Problem D5 Choose
& Verify PCA D4 Root Cause & Escape Point D3 Develop ICA D6
Implement & Validate PCA D7 Prevent Recurrence D8 Recognise
Contributions 12. BACK 13. D0: PURPOSE : Prepare for G8D
- In response to a Symptom, evaluate the need for the G8D
process
- If necessary, provide Emergency Response Action to protect the
Customer and initiate the G8D process
BACK 14.
- D0:G8D Application Criteria
-
- The Symptom has been identified and quantified
-
- Customers / Affected Parties who experienced the symptom(s)
have been identified
-
- Performance gaps exist between the symptoms and the desired and
/ or the priority of the symptom warrants initiation of G8D
-
- The Root Cause of the Concern is not known
BACK 15.
- D0:G8D Application Criteria contd.
-
- Symptom complexity exceeds the ability of one person to resolve
the Problem
-
- The Concern (same or similar in nature) was not resolved in the
past
-
- The Management is committed to dedicate the necessary resources
to fix the problem at the root-cause level and prevent its
recurrence
BACK 16.
- D0:G8D Application Criteria contd.
-
- G8D can be applied toChange Induced Situationas well as toNever
Been There Situation
BACK 17. BACK D1 Establish Team D2 Describe Problem D5 Choose
& Verify PCA D4 Root Cause & Escape Point D3 Develop ICA D6
Implement & Validate PCA D7 Prevent Recurrence D8 Recognise
Contributions D0 Prepare for G8D 18. BACK 19.
- Establish a small group of people with
-
- required product / process knowledge
-
- requisite technical skills in respective discipline(s)
-
- to solve the problem(s) and implement corrective action(s)
BACK 20.
-
- a good mix of members with technical skills required for
concern resolution
-
- size should be limited between four & ten members
-
- membership need not be constant throughout and should change
according to the stage within the concern resolution process
BACK 21.
- D1:The TEAM Processcontd..
BACK 22.
- D1:The TEAM Processcontd..
- TEAM Meetings : The 3 phases through
- which any TEAM meeting should go through are,
TASKS OBSERVATIONS MAINTENANCE BACK 23.
- D1:The TEAM Processcontd..
-
- Taskis the Business Plan. Any agenda item that addresses
business occurs in the Task phase. e.g. information, decision,
solution, etc.
-
- Maintenanceinvolves recognition of feelings that affect TEAM
process and addressing them. e.g. attention, respect, sense of
belonging, etc.
-
- Observationrelates to dynamics of the meeting & guiding
back into the Meeting Process Phase. e.g. cautioning about time,
one at a time, 'your attention please, etc.
BACK 24.
- D1:The TEAM Processcontd..
- TEAM Operating Procedures :
- Adopting roles assists the TEAM making guidelines for any TEAM
meeting
-
- follow meeting time disciplines, meet agenda requirements
-
- perform roles - share process oriented roles (Facilitator, Time
Manager)
-
- complete homework - come prepared and do tasks between
meetings
BACK 25.
- D1:The TEAM Processcontd..
- TEAM Operating Procedures(contd):
-
- do not offer opinions, trace them to observations
-
- restate and build on proposals
BACK 26. BACK D2 Describe Problem D1 Establish Team D5 Choose
& Verify PCA D4 Root Cause & Escape Point D3 Develop ICA D6
Implement & Validate PCA D7 Prevent Recurrence D8 Recognise
Contributions D0 Prepare for G8D 27. BACK 28.
- D2:Purpose : Describe Problem
- Describe internal / external problem by
-
- identifying what is wrong with what
-
- detailing the problem in quantifiable terms
- The Goal is to translate Customers Symptoms into a Problem
Statement and Problem Description
BACK 29.
-
- identify the Object and the Defect
-
- describe the problem based on data and observations
-
- define the problem as accurately as possible
-
- drive the rest of the G8D process based on this problem
definition
BACK 30.
- Why Define the Problem???
-
- Any vagueness or inaccuracy at D2 will lead the team to wrong
cause followed by a wrong corrective action
-
- Reexamination of facts is extremely difficult, once
conclusion(s) is/are drawn
BACK 31.
- D2 :Problem Statement to Problem Description
Problem Statement Problem Description BACK 32.
- D2 :Problem Statementcontd..
-
- identify the object and the defect by asking WHAT IS WRONG WITH
WHAT
-
- what is wrong. is the defect
-
- after establishing the object and the defect, ask WHY IS THAT
HAPPENING
BACK 33.
- D2 :Problem Statementcontd..
-
- Continue asking WHY until there is no certain
answer.WHYexcludes illogical possibilities
-
- Refine the statement to get as near as possible to the root
cause using the existing data
- Devise the problem statement following the above steps based on
object - defect - certain reason
BACK 34.
- D2 :Problem Statementcontd..
- In case of complex problems (with multiple defect / multiple
root causes)
-
- Separate : Symptoms are broken down and subdivided according to
complexity
-
- Prioritise : Pareto Charts are used to identify problems that
create difficulties with highest frequency.
- Certain other criteria also can be used such as severity,
urgencybased on Customer Inputs
BACK 35.
- Problem Description narrows down
- the search for concern resolution
- What the problem is and what it is not,but could be
- Where the problem is and where it is not,but could be
- When the problem occurs and when it does not,but could
- How big the problem is and how big it is not,but could be
BACK 36. BACK D3 Develop ICA D2 Describe Problem D1 Establish
Team D5 Choose & Verify PCA D4 Root Cause & Escape Point D6
Implement & Validate PCA D7 Prevent Recurrence D8 Recognise
Contributions D0 Prepare for G8D 37. BACK 38.
- Define, Verify, Validate and Implement Interim Containment
Action (ICA) to isolate the effects of the problem from any
internal / external customer & affected party until a Permanent
Corrective Action (PCA) is implemented
BACK 39.
- D3 is the only optional Step in G8D
-
- buy time to identify the root cause
-
- further protect the Customer from the effects of the
problem
-
- contain the problem from cost, performance & time
perspective
BACK 40.
- Improved derivation of an ERA but must not create other problem
downstream
- Unlike ERA, an ICA is chosen after preliminary investigation
and data collection in D2 (effective ICA makes Is from Is / Is Not
Analysis go away)
- Requires continuous monitoring for effectiveness
BACK 41.
- Develop an Action Plan for implementation & follow-up
-
- What - describe the action
-
- Who - responsibility of the action
-
- When - action completion time
BACK 42. BACK D4 Root Cause & Escape Point D3 Develop ICA D2
Describe Problem D1 Establish Team D5 Choose & Verify PCA D6
Implement & Validate PCA D7 Prevent Recurrence D8 Recognise
Contributions D0 Prepare for G8D 43. BACK 44.
- D4:Purpose : Root Cause and
- Isolate and verify the root cause by testing each Root Cause
Theory against the Problem Description and Test Data
- Isolate and Verify the place in the process where the effects
of the Root Cause could have been detected and contained, but was
not (Escape Point)
BACK 45.
- Identify the Most Likely Cause of the Problem
- Identify the Escape Point of the problem
- Verify Root Cause and Escape Point of the Problem
BACK 46.
- D4:Determining Root Cause
- In cases change induced systems (when thedesiredand
theactualwere same but are now different), the Root Cause will be
aCHANGEof some type.
- Anchor the search based on the thorough defect profile built
around the Problem Statement & Problem Description
BACK 47.
- D4:Determining Root Cause
- Arriving at a Root Cause will be based on deductive logics
-
- A series of questions that yield answers, to which another
question is applied
-
- The result is a steady reduction of the number of possible
causes to be investigated
- Two Methods can be applied
BACK 48.
- D4:Determining Root Cause
- 1.Problem Statement1.Problem Statement
- 2. Problem Description2.Problem Description
- 3. List changes over time3a. List differences
- 3b. List changes in differences
- 4. Develop theories based 4.Develop theories based
- 5. Trial run Theories5.Trial run Theories
- 6. Verify most likely cause6.Verify most likely cause
BACK 49.
- D4:Determining Root Cause
- The Problem solver can use a series of questions to gather
information, as this information, though useful, is not considered
significant by the one who have it.
- STEP 1 : Develop Problem Statement
BACK 50.
- D4:Determining Root Cause
- STEP 2 : Develop Problem Description
-
- What . Is / Is Not the defect
-
- Where . Is / Is Not the defect
-
- When . Is / Is Not the defect
-
- How big . Is / Is Not the defect
BACK 51.
- D4:Determining Root Cause
- STEP 3 (Method A) : List all changes on a time line
-
- What is unique, peculiar, different, distinctive and unusual
about Is
-
- consider features such as people, methods, material, machines
and environment
BACK 52.
- D4:Determining Root Cause
- STEP 3a (Method B) : List Differences
-
- Same as Step 3 of Method A
- STEP 3b (Method B) : List Changes in Differences
-
- What has changed in, on, around or about this difference
-
- consider features such as people, methods, material, machines
and environment
BACK 53.
- D4:Determining Root Cause
- STEP 4 : Develop Root Cause Theories based on Changes
-
- In what ways might this change create the defect on the
object
-
- How could this change create the defect on the object
- During this step be specific and avoid using terms like out of
specs, poor quality, etc.
BACK 54.
- D4:Determining Root Cause
- STEP 5 : Trial Run the theories using Test Matrix
-
- Does this change how theory completely explain Is as well as Is
Not
- Explains Fully : If the data explains fully why the effect
manifests itself in the Is dimension but never manifests itself in
the Is Not dimension, then a plus (+) symbol should be entered in
the Test Matrix for that element.THIS THEORY FULLY EXPLAINS THE
ELEMENT
BACK 55.
- D4:Determining Root Cause
- Cannot Explain : If the data cannot explain why the effect
manifests itself in the Is dimension and / or never manifests
itself in the Is Not dimension, then a minus (-) symbol should be
entered in the Test Matrix for that element.THIS THEORY DEFINITELY
DOES NOT EXPLAIN THIS ELEMENT AND THEREFORE CANNOT BE THE
CAUSE
BACK 56.
- D4:Determining Root Cause
- Insufficient Data : If the theory could explain theeffect but
there are insufficient data to explain fully why the effect
manifests itself in the Is dimension and / or never manifests
itself in the Is Not dimension, then a question mark (?) symbol
should be entered in the Test Matrix for that element and a comment
added at that point to indicate the further data collection /
analysis required.THIS THEORY COULD EXPLAIN THIS ELEMENT ELEMENT
BUT MORE DATA / ANALYSIS ARE REQUIRED
BACK 57.
- D4:Determining Root Cause
- Insufficient Data(contd): In practice, particularly when
multiple root causes are considered, more than one theory may pass
the trial run with a combination of pluses and question marks. In
such cases, and where it is feasible and practical, collect and
analyse the missing data and reexamine the theory to resolve the
question marks to either pluses or minuses. Else, proceed to Step
6, starting with the theory with most pluses.
BACK 58.
- D4:Determining Root Cause
- STEP 6 : Verify Most Likely Cause
-
- Verification has to be done in the real world and not on a
problem solving form
-
- Verification is either Passive (done by observation) or Active
(make the defect come & go)
BACK 59.
- D4:Determining Root Cause
- STEP 7 : Acknowledge the Root Cause
-
- Confirmed root cause is then acknowledged as the as the Root
Cause
BACK 60.
- D4:Determining Root Cause
- For never been there situation, there is a need for process or
design change as the product / service is functioning normal but
the customers or management seeks a higher performance.
- As there is no root cause that created the effect, uncovering
differences unique to the Is when compared to the corresponding Is
Not may help in developing a theory to create desired
improvement
BACK 61.
- Determine where in the process the root cause could have been
detected, but was not. Review the Control System and the Control
Point
BACK 62. BACK D5 Choose & Verify PCA D4 Root Cause &
Escape Point D3 Develop ICA D2 Describe Problem D1 Establish Team
D6 Implement & Validate PCA D7 Prevent Recurrence D8 Recognise
Contributions D0 Prepare for G8D 63. BACK 64.
- D5:Purpose : Choose Verify PCA
- Select the best Permanent Corrective Action (PCA) to eliminate
Root Cause
- Select the best Permanent Corrective Action (PCA) to address
the Escape Point
- Verify that both the decisions will demonstrate success when
implemented and not cause any other undesirable effect
BACK 65.
- Decision Making can be done by
-
- Unilateral: Autocratic approach
-
- Polling: Democratic way, where every one is involved, however,
can result in a wrong decision based on majority psychology
-
- Compromise: Compromise can reduce conflict and allow everyone
to be heard. Necessary when results are not achieved
BACK 66.
- D5:Decision Makingcontd..
-
- Prioritisation: Rational process that weighs the pros &
cons. Though time consuming, it allows for several courses of
alternatives. Criteria can be based on nature of situation which
can influence decision
-
- Consensus:70% approval and 100% supportMost powerful method for
the TEAM process (agreement, force, support, etc.)
BACK 67.
- D5:Decision Makingcontd..
-
- Weighting: Decisions reached analytically through assigning
weightages to various alternatives
-
- Judgement: Alternatives offered for reviews to the subject
matter experts
BACK 68.
- D5:Decision Makingcontd..
- Weighting : Decision Making Process
-
- List the Decision Criteria
-
- Decide the relative importance of the wants
-
- Compare choices against decision criteria
-
- Make a full balanced choice
BACK 69.
- D5:Decision Makingcontd..
- Describe the End Result :
-
- WHAT: End result is brief statement that describes the desired
outcome of the decision
-
- WHY: End result is identified in order to define the scope of
the decision and provide a focus
-
- HOW: Describe the end result by identifying an action and an
object
BACK 70.
- D5:Decision Makingcontd..
- Weighting : Decision Making Process
-
- List the Decision Criteria
-
- Decide the relative importance of the wants
-
- Compare choices against decision criteria
-
- Make a full balanced choice
BACK G8D Problem Solving Methodology 71.
- D5:Decision Makingcontd..
- List the Decision Criteria :
- GIVENS:These are objectively measurable, non-negotiable,
realistic features of the decision. Givens are the constraints
(minimum criteria) and are used as filters. Givens often concern
money, deadlines, company procedures, legislations, etc.
- WANTS:These are desirable (as opposed to essentials) features
of the decision and enable to determine which remaining choices are
preferable
BACK 72.
- D5:Decision Makingcontd..
- Weighting : Decision Making Process
-
- List the Decision Criteria
-
- Decide the relative importance of the wants
-
- Compare choices against decision criteria
-
- Make a full balanced choice
BACK G8D Problem Solving Methodology 73.
- D5:Decision Makingcontd..
- Decide the Relative Importance of Wants
-
- WHAT: Wants have an importance relative to each other when
considered against the end result
-
- WHY: The relative importance enables the performance of each
available option to be evaluated that reflects its relative
merit
-
- HOW: Rate on a 0 to 10 scale, with 10 points to the most
important
BACK 74.
- D5:Decision Makingcontd..
- Weighting : Decision Making Process
-
- List the Decision Criteria
-
- Decide the relative importance of the wants
-
- Compare choices against decision criteria
-
- Make a full balanced choice
BACK G8D Problem Solving Methodology 75.
- D5:Decision Makingcontd..
-
- WHAT: Generate a list of alternatives
-
- WHY: Generate choices to ensure a Quality Decision by having a
range from which to choose
-
- HOW: Devised based on Team Experience, External Information,
Subject Matter Experts, Educational Institutes, Literature,
etc.
BACK 76.
- D5:Decision Makingcontd..
- Weighting : Decision Making Process
-
- List the Decision Criteria
-
- Decide the relative importance of the wants
-
- Compare choices against decision criteria
-
- Make a full balanced choice
BACK G8D Problem Solving Methodology 77.
- D5:Decision Makingcontd..
- Compare choices against Decision Criteria :
-
- WHAT: Comparison allows evaluation of how well each choice
meets the decision criteria in relative terms
-
- WHY: Make comparisons arrive at the most desirable
-
- HOW: Compare the choices against the GIVENs, using a go / no-go
process
BACK 78.
- D5:Decision Makingcontd..
- Compare choices against Decision Criteria :
-
- HOW: Evaluate choices against WANTs. Rate each want on a 0 to
10 scale
-
- Multiply the how good value of choice by the importance value
of each want
-
- Total the scores for each choice
BACK 79.
- D5:Decision Makingcontd..
- Weighting : Decision Making Process
-
- List the Decision Criteria
-
- Decide the relative importance of the wants
-
- Compare choices against decision criteria
-
- Make a full balanced choice
BACK G8D Problem Solving Methodology 80.
- D5:Decision Makingcontd..
-
- WHAT: Look at what can go wrong
-
- WHY: Examine if choices with big benefits have big risks
-
- HOW: Make a Risk Statement - If (an event) happens then .. will
be the consequence
-
- Consider probability and seriousness, and ask does the choice -
just meets GIVENs.. performs poorly against an important want
BACK 81.
- D5:Decision Makingcontd..
- Weighting : Decision Making Process
-
- List the Decision Criteria
-
- Decide the relative importance of the wants
-
- Compare choices against decision criteria
-
- Make a full balanced choice
BACK G8D Problem Solving Methodology 82.
- D5:Decision Makingcontd..
- Make Best Balanced Choice :
-
- WHAT: A balanced choice must be based on information
-
- WHY: Confident that the balanced choice is the best choice
possible
-
- HOW: Balance the Risks & Benefits
BACK 83.
- Once the decision is made
-
- test it practically for feasibility in order to avoid an
expensive failure
-
- include real world usage conditions
-
- examples of verification methods are test bed runs, road tests,
production run, etc.
BACK 84. BACK D6 Implement & Validate PCA D4 Root Cause
& Escape Point D3 Develop ICA D2 Describe Problem D1 Establish
Team D5 Choose & Verify PCA D7 Prevent Recurrence D8 Recognise
Contributions D0 Prepare for G8D 85. BACK 86.
- D6:Purpose : Implement and
- Plan and execute Implementation of the selected PCA
- Plan and execute Validation of the selected PCA
- Monitor Long Term Results
BACK G8D Problem Solving Methodology 87.
-
- What could make anything go wrong
-
- What could be done to prevent it from creating trouble
-
- What needs to be done if it happens anyway
-
- Who needs to initiate Contingent Action
-
- What Information should tell him to proceed with contingency
Actions
BACK G8D Problem Solving Methodology 88.
-
- Identify Standards & Conditions to be met
-
- Identify the Action Plan Steps
-
- Identify Prevention Actions
BACK G8D Problem Solving Methodology 89.
- Planning Steps ( contd..)
-
- Identify Protection Actions
-
- Develop cues (date / event) for Protection Actions
-
- Define who is responsible for initiating the Protection
Action
-
- Review, Revise and Communicate the Final Plan
BACK G8D Problem Solving Methodology 90.
- Key Points : For Planning Implementation, and Validation of
PCA
-
- Evaluate the need of support required from other concerned
departments
-
- Include representatives from the other concerned departments in
the team
BACK G8D Problem Solving Methodology 91.
-
- Collect evidence that implemented action is doing what was
intended, without introducing a new problem
-
- Validation may include tests, inspections, observations and
on-going Customer input data
BACK G8D Problem Solving Methodology 92. BACK D7 Prevent
Recurrence D5 Choose & Verify PCA D3 Develop ICA D2 Describe
Problem D1 Establish Team D4 Root Cause & Escape Point D6
Implement & Validate PCA D8 Recognise Contributions D0 Prepare
for G8D 93. BACK 94.
- D7:Purpose : Prevent Recurrence
- Modify the Systems, Practices and Procedures to prevent
recurrence of the problem and similar ones
- Make recommendations for systemic improvements, if
necessary
BACK G8D Problem Solving Methodology 95.
- Fix the Root Cause of the Root Cause of the Problem -
ASKREPEATEDWHYs
- Address issues that allowed the problem to occur and
escape
- Strengthen Corporate memory to provide database
BACK G8D Problem Solving Methodology 96.
- D7:Possible Responses to the
- D7 output within the scope of the team
- Champion desires the same team to implement D7 actions
- Champion desires to use other resources to implement D7
actions
- Champion carries team recommendations up the chain of
command
- Champion rejects team recommendations
BACK G8D Problem Solving Methodology 97. BACK D8 Recognise
Contributions D5 Choose & Verify PCA D3 Develop ICA D2 Describe
Problem D1 Establish Team D4 Root Cause & Escape Point D6
Implement & Validate PCA D7 Prevent Recurrence D0 Prepare for
G8D 98. BACK 99.
- Finish unfinished Business Activities before disbanding the
team
- Recognise Contributions of the
BACK G8D Problem Solving Methodology 100.
- Finish Team Business Activities
-
- Finalising & archiving documentation
-
- Recognition of Lessons Learned
-
- Making Presentation to the Champion & the Top
Management
-
- Expressing gripes & regrets within the team
-
- Expressing appreciation within the team
-
- Closing the team exercise (call also those who are not in the
team now)
BACK G8D Problem Solving Methodology 101.
- Recognition encourages Team Members and Motivates others
- Recognition shows that the Organisation is result oriented
BACK G8D Problem Solving Methodology 102. G8DRECAP: Prepare for
G8D Establish Team Describe Problem Choose & Verify PCA Root
Cause & Escape Point Develop ICA Implement & Validate PCA
Prevent Recurrence Recognise Contributions BACK D0 D1 D2 D5 D4 D3
D6 D7 D8 103. ANY QUESTIONS BACK G8D Problem Solving
Methodology