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Problem Solving - 8disciple Approach (QMS)

The 8D approach is an effective 8-step problem solving methodology. It begins with establishing a cross-functional team [1] to deeply understand and describe the problem [2]. An interim solution contains the issue [3] while the team conducts a root cause analysis [4] to identify permanent corrective actions [5]. The team then implements [6] and validates [7] the solutions to prevent reoccurrence [8], and celebrates their work [8]. When applied systematically, the 8D approach can increase customer satisfaction, market share, and profitability through faster and more effective problem resolution.

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marlou malabanan
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104 views22 pages

Problem Solving - 8disciple Approach (QMS)

The 8D approach is an effective 8-step problem solving methodology. It begins with establishing a cross-functional team [1] to deeply understand and describe the problem [2]. An interim solution contains the issue [3] while the team conducts a root cause analysis [4] to identify permanent corrective actions [5]. The team then implements [6] and validates [7] the solutions to prevent reoccurrence [8], and celebrates their work [8]. When applied systematically, the 8D approach can increase customer satisfaction, market share, and profitability through faster and more effective problem resolution.

Uploaded by

marlou malabanan
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Problem solving:8 discipline approach

What is 8D Approach
• 8D stands for the “8 disciplines” or the 8 critical steps for
solving problems.
• It is a highly disciplined and effective scientific approach
for resolving chronic and recurring problems.
• It was developed by “US dept. of Defense” (DoD) in 1974
and popularized by “Ford Motor Company”
Overview of “8D Process
”0D Or Pre 8D” is called Planning

• This is the preparation step that needs to be done before starting the 8D process
What kind of preparation is done here?
• A deeper understanding of the problem and its history are necessary for solving
the problem.
• Plan your approach –
 You need to Consider:
 Who will be on your team?
 What is your time frame?
 What resources will you require?
 Is it a new problem? Is it chronic/continuing?
 Has it occurred before?
 What is the history of the problem?
 How was it solved before?
Discipline 1: Establish the team:

• This discipline is very important as the 8D is based on the foundation of team


synergy.
• This first discipline will establish a small group of people with the process/product
knowledge, allocated time, authority and skill in the required technical expertise
to solve the problem and implement corrective actions.
• People from Multidisciplinary – that’s mean person with different department: It
comprises of 4 to 8 people who are closely related to the problem.:
 Engineers (designers)
 Technologists (production)
 Rework operator, production staffs (often have the biggest experience)
 Quality Engineers
 Buyers
 Others
Discipline 1: Establish the team:

Why is team approach important?


 A team can perform more effectively than individuals
to solve problems.
 A group of people can communicate and think
creatively.
 Brainstorming as a group can stimulate ideas giving
the team a better perspective of the problem.
Discipline 1: Establish the team:

Who should be on the 8D team and their


responsibilities?
 Champion (i.e. an executive sponsor not a working
team member) that is ultimately responsible for fixing the
problem.
 Team Leader (i.e. Quality engineering or Product
Manager) - The person who coordinates the entire 8D
project through-out all of its disciplines. Scheduling
periodic meetings. Makes sure the team is on track and
all team members are working together to resolve the
problem.
Discipline 2: Describe the Problem

• This is the stage where you need to most accurately


describe the problem. Properly problem description is
the starting point to further step of analysis and
proper understanding of the nature of the problem
for the Team as well as people from outside.
Discipline 3: Containment action

An interim containment action means:


 A “Band-Aid” is put in place to prevent the effect of the
problem from impacting customers and/or employees while
a permanent solution is being developed and implemented.
Example of an interim containment actions are:
 Stoppage of production / shipment
 Additional visual control
 Informing the Customer about the problem (for
verification of the goods at the Customer.)
Discipline 4: Root Cause Analysis:
 Root Cause analysis is a term that describe technical and tools used to
uncover cause of problem.
the symptoms is just like the tip of the ice berg:

 Defining the root causes of a problem is the core of the 8D problem solving
process.
 This is normally the toughest aspect of the problem-solving process
Discipline 4: Root Cause Analysis:

Tools to be used for finding root cause:


 Pareto Charts
 Affinity Diagram
 Brainstorming Session
 5-Whys Process
 Fishbone Diagram
 Fault Tree Analysis
 Statistical Analysis
 Analysis of variance (ANOVA )
Discipline 4: Root Cause Analysis:

 DESIGN OF EXPERIMENTS(DOE)
 Regression Analysis
 Hypothesis Testing
 Gage repeatability and reproducibility(GR&R)
 Flow Charts
 Audits
 FMEA
Discipline 5: Permanent Corrective Actions
• The Team determine which actions/ solution should be introduced in the short
period of time to ensure that the process/product is controlled & will make the
problem go away without leading into other unwanted issues.
Criteria for choosing the best solution:
 Practical - The 8D team should be able to implement the solution practically.
 Feasible - The solution must be feasible.
 Cost effective - Implementing and using the solution must be cost effective.
 Robust - The solution shouldn’t fail when used in production. Robustness of the
solution is an essential characteristic (error proofing, impact-effort matrix)
 Team Champion must have full buy-in to PCA’s and facilitate their
implementation.
Discipline 5: Permanent Corrective Actions
 Principal Components Analysis (PCA)- Sometimes data are collected
on a large number of variables from a single population. As an
example consider the Places Rated dataset below.
Examples of PCA’s:
 Introducing additional control in process.
 Introducing additional other process (e.g. component reworked, test
corrected).
 Rework defective units found inside.
 Rework units returned from Customer.
 Inform the Supplier about defective part delivered and their
Exchange, etc.
Discipline 6: Implement PCA’s:

 Once the solution and its implementation are approved, the


next step is to create an Action Plan.
 The Action Plan outlines what steps are needed to
implement the solution, who will do them, and when they
will be completed.
 Ensure that everyone in the group follows the action plans.
 Make a status of the action plan which would contain actions
to get new tools, to provide training and to write/update
applicable documented procedure.
 Begin tracking results.
Discipline 6: Implement PCA’s:

 Tools to Use : You can use the following tools to


accomplish:
Check sheets
 Run charts
Control charts
Discipline 6: Validate PCA’s:
• Please verify that the corrective actions taken are efficiently. It should
be based on " Real Data" from the process. Action should not be
estimated on the basis of only the same opinion of the persons
interested
Example:
 Less reject % (ppm) in process.
 Test / control results shows improvement.
 Engineering’s measurements (dimension, units appearance ) are
correct (according to tolerance, specification).
 Other proofs shows on Introducing corrective action.
 Supplier delivers goods of better quality.
Discipline 7: Prevent Re-occurrence:

 Next step is to determine what action should be taken to prevent


recurrence of the problem.
 Preventing recurrence is an important part of a problem’s solution. To
prevent recurrence of the problem, the team must verify that the outcome
of their Action Plan works and on-target.
Tools to be used:
Control charts
Control plans
Histogram Capability Analysis
 FMEA
GR&R
Discipline 7: Prevent Re-occurrence:

Examples:
Modified or make proper jig (tooling).
Changing the process parameters in order to prevent
defects.
Changing process / tools by Supplier which make parts.
Changing procedures (organization change).
Changing documentation / specification (if was incorrect).
Preparing systematic and full training for staff.
Discipline 8: Recognize the Team:
 Once a team has completed implementing the solution and ensured that the
solution works, all team members deserve to be congratulated.
 Team members need to know that their efforts are appreciated and that the
organization knows about their accomplishments.
Once the problem has been resolved, the team should publish and release a
final report along with lessons learned.
 The 8D report gives a quick snapshot of what was done in the project and
categorizes them under the 8 Disciplines.
 The report serves as a communication tool showing overall progress of the 8D
project along with actions taken.
 Also, a very useful tool to share is the "Lessons Learned" and project findings.
 Completed 8Ds to be posted on the shared quality site (under 8D reports).
Benefits of 8D:

 Increased customer satisfaction


 Increased market share
 Faster delivery time
 Increased profitability
 Increased efficacy
 Improved morale
Thank you
Group Members:
De Sagun Don Jacob
Macasaet Jedd Gabriel
Malabanan Marlou
Maluping Jhonas
Pedernal Aejimver
Untalan Joem

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