explain 8d problem solving its steep

Designorate

Design thinking, innovation, user experience and healthcare design

What is the 8D Problem Solving? And How to use the 8D Report?

The 8D problem-solving process (also known as the 8 Disciplines) is very different from previous processes we explored previously, such as the Double Diamond process or the IBM Design Thinking. The 8D process works in a rigid standardised nature to address the crisis caused by problems. The 8D process aims to walk with the team to highlight the problem, its root causes and propose a long-term solution. The process is documented in an 8D report which includes details of each of the eight stages. At the end of this article, we will explore an example report, and you can find a free 8D report template to download.

In times of crisis, companies face the challenge of analysing and solving problems efficiently in a short time to save developed projects. Problem-solving techniques such as the  TRIZ method  and  Hurson’s Production Thinking Model  allow companies to overcome crises and solve problems using less effort and time.

• Stage Gate Process: The Complete Practice Guide
• The Double Diamond Design Thinking Process and How to Use it
• A Guide to the SCAMPER Technique for Creative Thinking
• Design Thinking Tools: Reverse Brainstorming

Brief History of the 8D Problem Solving

The 8D method was first implemented by the US government during WW II as a military standard and was referred to as the Army Directive 1520, “Remedies and disposal of nonconforming materials.” In 1987, the demand for a team-oriented problem-solving method increased among the management organisation in the automotive industry to find a way to eliminate recurring issues.

Ford Motor Company published their manual,  Team Oriented Problem Solving (TOPS),  which includes their 8 Disciplines of the problem-solving process. The process was initially used to deal with quality control and safety issues inside the company but later expanded its role to a team approach problem-solving method. The 8D process is employed by engineers and designers to identify, analyse, and correct problems by eliminating the primary source that caused the problem.

So, what are the eight steps in the 8D methodology? The 8D problem solving process includes 8 Disciplines. In the mid-90s, a D0 step for planning was added to the process. The 8D steps include the following:

• D1: Team formation
• D2: Describe the problem
• D3: Develop a temporary containment plan
• D4: Determine and verify root causes
• D5: Verify the permanent solution
• D6: Implement the permanent solution
• D7: Prevent recurrence
• D8: Congratulate your team

The 8 Disciplines aim to achieve the following targets while solving the specified problem:

• Think as a team while solving the problem
• Isolate the situation and understand its causes
• Identify the factors that contribute to the problem
• Provide a temporary solution to halt the impact of the problem
• Eliminate the causes of the problem and the factors contributing to it
• Prevent the problem from recurring

When Should the 8D Problem Solving be Used?

Based on the above targets, the 8D problem solving process is designed for complex problems whose solution exceeds the ability of one expert. Also, it aims to establish communication for problem resolution through different levels inside the company. In some situations, the consumer or the management team requests the application of the 8D process through several forms or documentation.

While 8D problem solving is suitable for recurring problems that may repeatedly occur within a project or company, it is not ideal for simple issues that can be solved quickly by individual efforts. The process is unsuitable for a problem that can be solved with a straightforward solution. The 8D process is designed for complex issues, which require several weeks to solve and the involvement of at least four people.

8D problem solving provides a systematic process to find and solve problems. Therefore, if the situation requires choosing between alternative solutions, 8D acknowledges that other tools may help solve the problem better than the 8D process.

How to Apply the 8D Problem Solving Process?

The steps below form the 8 Discipline process to achieve targeted problem solving through the eight steps.

This discipline is also known as the Pre 8D because it aims to understand the problem and determine if the 8D process is the correct method to use. At this stage, the team aims to answer general questions such as:

• Is this a new problem, or has it happened before?
• Is this a recurring problem?
• What is the history of this issue?
• What was the method used to solve the problem before?

At this stage, the target is to learn about the problem’s history and decide if the 8D process is the best tool to solve the problem.

D1: Team Formation

Thinking as a team can produce more efficient solutions than trying to solve a problem alone. The team includes all the stakeholders involved in the situation. The team communicates with each other and performs brainstorming to solve the problem (check  Design Thinking Tools: Reverse Brainstorming ). If the team does not know each other, the brainstorming time can be used to learn how to teach members to explore ideas together. Methods can be used in brainstorming sessions such as mind mapping , Six Thinking Hats , and  Lego Serious Play.

D2: Describe the Problem

After team formation, the second step is to understand the problem and its risks. This stage starts with a risk analysis to identify the situation and how it can affect the project flow. Several methods can be used to analyse the problem from different perspectives, including  SWOT analysis ,  SCAMPER technique , and similar tools. This stage is essential to building a clear vision of the problem and ensuring all stakeholders have the same understanding of the situation.

D3: Develop a Temporary Containment Plan

While solving the problem, there should be a temporary containment plan to prevent the problem from affecting the rest of the project or the final product. This temporary containment solution is a short-term operation such as adding more labour, increasing the quality measurements, applying a risk plan, etc.

It is essential to understand that the containment action is not the real solution and can only be used for the short term. Therefore, this action can be applied internally and not affect the process of reaching a permanent solution.

D4: Determine and Verify Root Causes

This stage aims to investigate the root causes of the problem; it can be considered the core of the 8D problem solving process. In many problems, what we see as causes are symptoms of other root causes. This misunderstanding can lead to inaccurate attempts at solutions that can have negative consequences in the future and leave the underlying problem unsolved.

An intensive investigation should be implemented because, in many cases, the root cause is hidden inside the process and covered by many symptoms, which is confusing. Some tools can be used to define the root causes of the problem, such as  brainstorming , statistical analysis, flow charts, audits, etc.

D5: Verify the Permanent Solution

Once the root cause is defined, the solution becomes apparent, and the team better understands how to solve the problem. However, the symptoms and other related factors may create difficulties deciding how best to apply the solution. So, these other factors should be considered when determining the permanent solution to the dilemma.

When choosing the permanent solution to the problem, it should meet the following criteria to ensure it is the ideal solution for the problem:

• The solution should be practical
• The solution should be feasible
• The solution should be cost-effective
• The solution should not fail during production
• The solution should be implemented in all affected facilities in the company

D6: Implement the Permanent Solution

Once the solution is approved, this step tends to work as an action plan. This plan aims to outline the steps to implement the solution. It is common to ask questions in this stage: What should be done? Who should be involved in the correction plan?

More documentation and detailed plans should be created if the solution is complex and needs further procedures. The method may include training the team and checking the plan’s progress for further development and improvement.

D7: Prevent Recurrence

Once the action plan is set and ready to be implemented, the team should establish a plan to prevent the problem from occurring in the future. The action plan should be tested and documented as part of the process to avoid the recurrence of the problem. Some of the tools that can achieve this goal are Control Charts, Capabilities Analysis, and Control Plans.

D8: Congratulate the Team

After completing the task and implementing the solution, the team deserves an acknowledgement of their work and a celebration. This event will positively impact the stakeholders and reflect recognition of employees’ efforts from the management inside the company.

How do you Write an 8D Report?

The primary documentation used in the problem solving process is the 8D report. Korenko et al. (2013) presented an example of the 8D problem-solving application, Application 8D Method For Problems Solving . After this example, you can find a free 8D Report template that you can download and use for both commercial and noncommercial applications. The first part of the report, D0, includes information about the problem and the project details related to the project. D1 section contains details of the team involved in the project, roles, titles and contact information. D2 part of the report includes a detailed description of the problem and possible visual images to show the problem clearly. The report can consist of the type of damage of the failure and the function where the problem occurs (Figure 2).  

D3 includes details of the temporary solution for the problem required to stop the damage rapidly. In this part, the temporary remedy is described, particularly the symptoms affect, the responsibility, and the validation of the action. In D4, the team uses a root-cause method such as the 5WHYs or the Cause-Effect analysis (Fish Bone method). These methods help the team to identify the root causes of the problem. In Figure 3, the 5WHYs method is used several times to identify the root cause of the problem. 

D5 of the report provides details about the permanent solution to fix the problem. Unlike the temporary solution, this aims to element the root causes of the problem. This section includes the procedure’s name, the reason to use it, the responsibility, the management approval to apply it and the expected date of completing the utilisation of the solution, as seen in Figure 4. In the following stage, D6, the team provides details on the implementation and validation of the permanent action.

D7 provides details about preventing the recurrent problem, such as the name of the action after the validation process in the previous stage. Also, this stage provides details of the cause behind this action and elements about its responsibility and implementing details. Finally, in D8, the report includes a summary of the procedure and the proper approvals related to the procedure implementation (Figure 5). 

Free 8D Report Template Download

You can download the below 8D report, which you can use for commercial and noncommercial projects. Don’t forget to mention Designorate as the source of this free 8D report.

The 8D Problem Solving process provides a reliable and systematic method that ensures that the problems inside a company or project are solved by eliminating their root causes and preventing recurrence. However, it is most suitable for complex problems that can take weeks or even months to solve. Therefore, the first stage aims to determine if the 8D process is ideal for the problem or if more straightforward tools should be implemented. If the 8D problem solving method is appropriate for your business problem, you have a step-by-step template to guide you through your attempts to find a suitable solution to the obstacle you need to overcome.

Wait, Join my Newsletters!

As always, I try to come to you with design ideas, tips, and tools for design and creative thinking. Subscribe to my newsletters to receive new updated design tools and tips!

Dr Rafiq Elmansy

As an academic and author, I've had the privilege of shaping the design landscape. I teach design at the University of Leeds and am the Programme Leader for the MA Design, focusing on design thinking, design for health, and behavioural design. I've developed and taught several innovative programmes at Wrexham Glyndwr University, Northumbria University, and The American University in Cairo. I'm also a published book author and the proud founder of Designorate.com, a platform that has been instrumental in fostering design innovation. My expertise in design has been recognised by prestigious organizations. I'm a fellow of the Higher Education Academy (HEA), the Design Research Society (FDRS), and an Adobe Education Leader. Over the course of 20 years, I've had the privilege of working with esteemed clients such as the UN, World Bank, Adobe, and Schneider, contributing to their design strategies. For more than 12 years, I collaborated closely with the Adobe team, playing a key role in the development of many Adobe applications.

You May Also Like

How to Apply Paul-Elder Critical Thinking Framework

Design Schools Should Teach Systems Thinking and This is Why

13 Online Design Thinking Tools for Mind Mapping

How to Apply 5 Whys Root Cause Analysis 

Six SWOT Analysis Tools and Applications

Why Brainstorming is a Waste of Time and What is the Alternative

Leave a reply cancel reply.

Your email address will not be published. Required fields are marked *

Sign me up for the newsletter!

8D (Eight Disciplines) – The problem Solving tool

In this modern era, to sustain products in the market needs to use advanced manufacturing processes. Modern machinery and cost effective processes for produce quality products with low cost. but as you all know that. It’s difficult to constant manufacturing processes and sustain product quality. Because it is natural that, during the working time unexpected problems can be occurred and that kind of problems must be resolved in respective manner. Some organizations are used outmoded technique that solve the issues on temporary basis. As well those problems can be possible reoccur in processes in future.

So, needs to efficient system that eliminate the possibility of reoccur issues as well as smooth the manufacturing processes. Fortunately, we have some problem solving tools can solve the issue permanently. 8D (Eight disciplines) is one of the popular problem solving tool that in now days, organizations are adopting pleasurably. OK, so let’s see how to implement 8D in organization.

What is 8D (Eight Disciplines)?

“8D (Eight Disciplines) is problem solving tool / methodology used for correctly identified the cause of the problem, fixed and dissipate possibility of recurrence of quality problems.”

8D model is systematic approach popularly used in responding to manufacturing issues. Generally, quality team conduct eight disciplines processes for identify root causes of problem and eliminate it by appropriate actions. The 8D (Eight Discipline) model is correctly identify the cause of the problem. And apply such actions to prevent recurrence of the problem. 8D is perform as preventive and corrective action system by implement step by step process to identify potential and actual problems in processes.

Benefits of 8D (Eight Disciplines)

• The 8D method is very easy for implement in workplace as well as logical method that clearly indicate required steps of problem solution.
• The method is very popular in automotive industry, mean your customer may ask for 8D report for its own application implementation. Because it is reliable and well know problem solving tool for automotive industry.
• An excellent way of reporting non conformance to suppliers and their corrective actions.
• 8D helps to eliminate complicated issues at appropriate locations where defined the causes of the problem incorrect, lack of consequences in implementation and same problem appear again.
• The team approach works best when the problem, and its associated information is labyrinthine. Because 8D is designed and capable for special cause of problems identification and elimination.

8D (Eight Disciplines) Process Chart: Table

8D (Eight Disciplines) Methodology

• D1: Team Establishment
• D2: Problem Description
• D3: Containment Action
• D4: Root cause
• D5: Corrective Action
• D6: Implement and validation corrective actions
• D7: Prevent recurrence
• D8: Verify and congratulate team

The 8D (eight Disciplines) is a process for systematic introduction of quality perfection, improvement and elimination of problems. Here in this article I will show you step by step approach and using several examples of the problem solving tools . When we involve in 8D methodology and its processes using a structured method, we become very effective at identifying cause of problems, defining problems and mistakes. As well as easily establish root causes and taking actions that solve and prevent problem identifying in processes.

So, let’s see 8D (Eight Disciplines) in deep:

As you well know, whenever any problem occurring in the manufacturing processes before you must see some warning sign that indicate the problem. Which is being experience in terms of an undesirable results and can be describe using data to identify the variation as expected and actual results.

Actually, this is the preparation stage that require to be complete before starting the eight disciplines processes in organization. Generally, peoples asking what type of preparation required before 8D process? –

A deep analysis and empathetic of the issues and problems, previous experience with same issues or related issues are necessary to determine. If the eight disciplines (8D) is the correct method to be used for solving the issues.

You have to ask the questions as below as recognizing the problem:

• Describe it is new problem in organization / division? If same problem, occur previously at where? If it is new how long from it were being in process. Or it is unknown cause?
• Has it occurred before? where? and what solutions / actions are applied at on it? What is the history of this problem?
• Why it’s happened again? is there proper solutions are not applied? what causes behind it is occur again?
• What problem solving method was used? It was joint method for one or more problem? if it is separately performed what was defects remained in method?
• To consider warning sign of problems is it really looks very complex to one person cannot resolve the problem?
• To consider above points, does the problem warrant required an eight Disciplines (8D) method? if yes, why and proceed it.

The 8D (eight disciplines) process is a team based problem solving methodology. Hence the team members must be involve for identify, action plan and eliminate issues of appropriate problem. A deeper understanding of the problem & its previous records are required to ensure if the 8D solved issues for raise issue.

D1 »  Team Establishment

The team establishment is first step of the 8D (Eight Disciplines) approach. This discipline is significant stage as the eight disciplines is based on the substance of team cooperation. Establishment group of peoples called CFT (Cross Functional Team) where must each one from different department is selected by management, with the production process knowledge, product knowledge, and skill in the required technical disciplines to solve the problem and implement corrective actions.

Why team approach is important?

• CFT (Cross Functional team) build by group of peoples from different department and expertise. So any technical issues can be possible to identify, fix and eliminate problem through it.
• A Cross functional team can perform more effectively than individuals trying to solve problems.
• Cross functional team may have adequate capability to introduce proper solution of the problem.
• A group of people can discuss, focus on negative effects of actions, and can think creatively.
• Brainstorming as a group can stimulate ideas giving the team a better perspective of the problem.

A Cross functional team for eight disciplines consists of more than two people who are closely concern to the problem. Generally, involves peoples form different departments in the organization coming together to solve a problem. The skills that the team members require for this discipline to ensure the proper solution are:

• (A). Team member must knowledge of product / part / item (manufacturing processes, assembly etc.)
• (B). Team member must know the process where the problem has showed itself.
• (C). Team member must have knowledge of the customer application, technical use and end application requirements.
• (D). Team member must have skill about decision making, communication skill , and analysis of the processes and data related to manufacturing processes.

How to define team role & responsibility?

Usually, every team must have leader, here the same team leader has an important role to establish procedures and implement actions accordingly. The team leader must prepare a list defining the team structure as eight disciplines concern. the list is also important to establish role & responsibility in 8D processes. Every team member has its own importance in 8D methodology. Because every single member comes with different expertise. Hence to solve problem multifunction conception and views helpful for appropriate issues.

The role and responsibilities of the individual team member must have allocate by the team and will involve some of the points are:

Data collection and analysis, experimentation, decision making processes, modelling managing resources, planning and implementation of action plans, action plan verification and validation, communications etc.

The common processes and requirements for the 8D processes needed to contribute to the problem solving effort.

D2 »  Problem Description

Problem description is a second stage designate for deep into the problem & getting a more complete information and sophisticated understanding of the problem. The problem description indicates, problem clearly identify and the eight discipline problem solving planner activities to take as much actual information as possible. Which organizes the first analysis perform in the problem solving process. You have to describe problem accurately in this stage, clear designed information is foundation to further steps of analysis.

The process of this discipline as below:

Describe The Problem Process Flow: Table

A problem description is the results of a practice that uses the is / is not method to magnify the problem statement. The location and nature of the problem have to be describe along with its impacts. Another very important analyzing results of information. To ensure that the problem involves is recurrent or whether it could occur on particular process or product.

See table below help for better understanding:

Describe the problem with Is / Is Not Method: Table

When the describing the problem with 5W + 2H (Who, What, Why, Where, When, how, how many / much) method should be use. Where you get the answered thoroughly and systematically by the questions.

See picture below for problem analysis worksheet:

Remember that, you have to specified problem statement been defined, and you have get to know for certain why that is occurring. So Is / Is not analysis must been perform for it. You have to also verify that the similar parts / components displayed the same problem? current process flow identified? does this process flow represent a change.

Once you get the answer you can collect the data and analyze it. The information you collected are evaluated for potential root causes, and identify physical evidence of the problem. The problem description been reviewed for completeness with 8D (Eight disciplines) customer and affected parties, and document the activities.

D3 »  Containment Action

This is the stage where are taken correct containment action to prevent escalation of the problem. Or at the worst delivering non-conforming product to the customer. You have to describe the containment action plan to put in place in order to eliminate the effects of the problem. In this stage, immediate correction action should be carrying out in the shortest time possible. The main objective of the implement interim actions / containment actions to isolate issues from parties while a permanent solution is being develop and implement.

Why containment action required?

• When the cross functional team working on identification of the root causes of problem , collecting information and other related processes might possible some defective product produced by manufacturing in tenure. So, it is extremely important containment actions on this condition at appropriate locations.
• To ensure the customer has minimal or no impact felt as a results of the problem identified, as well prevent these defective products from getting the customer.
• In case of any defective lot / product reached to customer, it may not comply requirements to end application, hence customer will claim and complaints as results customer dissatisfaction.
• Due to immediate actions, the similar products and processes must be verified and ensure the risk levels are minimum or not evident.

Through PDCA Cycle

Plan »  Prepare the most effective containment action plan and implementation including verifying the containment action effectiveness and concerned activities such as work instructions , resources and equipment available.

Do »  The plan must execute as containment action plan prepared, and ensure that the actions should be clearly communicated at processes and management levels.

Check » It is cross function team responsibility that every containment actions prepared during the planning section must be implemented exactly accordingly and ensure that it may continue to be effective. One of the important activity of this section is to verify and ensure that. The activities must not any other side effects raise as a result of the containment actions.

Act » Take the actions to ensure containment action are effective and sustained with all manufacturing and supporting processes. Take the questioners and get the feedback from internal and external customers to implement and make sure is there further containment actions or correction required to rectify other issues.

8D – Containment actions checklist

8D containment action points:

D4 »  root cause.

On this stage in Eight disciplines (8D) problem solving process, needs to establish and describing the root causes of a problem is the core of this disciplines. And you will have appraise the team structure and configuration to ensure that all the right skills and experience is available for the upcoming phases or processes in the problem solving effort.

Elimination of the problem should be detecting the real cause of the problem. The objective of the explain and verify root causes is to identify all significant causes which could clarify why this problem happens. An eliminate and confirm the root cause by examine each significant cause against the describe problem and results of tested data.

For define and verify root causes you have to step out as below:

• Establish a process flow and Cause and Effect Diagram to include all the sources of variations.
• Develop a stratification cause and effect diagram, but remember that, the cause and effect diagrams used input from all team members, lack of the information of remains any points or data left, you will not get real cause.
• Establish comparative analysis, by determine critical differences between problem location and non-problem locations.
• You can also use time line analysis. Graphical / visual charts give you better understanding in most cases.
• Index the potential causes of problems by use both the process flow and cause and effect diagram.
• By using the both the tool, you can analyze the potential cause for the most likely cause.
• Determine slot of data, identify the potential cause as a root cause.
• Collect and analyze the appropriate information to identify the potential cause as a root cause.
• Specify causes that permitted the apparent warning sign to occur, are the root causes and often repressed deep in the processes. You can use the tools to help in the whole processes that is problem solving techniques are : (1)  Pareto charts  (2) 5 Whys analysis (3) Statistical analysis (4)  Flow charts  (5) Fishbone diagram (6) GR & R study (7)  FMEA  (8) Frequent audits (9) Fault tree Analysis (10) Brainstorming etc..

The time line is one of the important and useful tool that manage the records at time line of all events in and around the problem.

A company making steel tubes is experiencing a pits on tubes problem identified.

The significant processes / event are recorded on a time line are:

The time line helps to draw processes and events on time. Though it you can get the answer when actually the problem was first seen at which location. Now you can filter out possible causal theories later in the process by identifying what could possibly have caused the problem and what could not have caused the problem.

There are more three important stages you have to concentrate are:

(1) Develop possible causal theories (2) Establish possible root causes (3) Verify possible root causes and define and verify escape point.

You must do deeply thought about the possible causes and documents on separate media. For each of the cause you have to prepare a proper theory that describe how that the possible cause would result in the problem being experienced. You have to do write note of each ideas for develop causal theory for possible root causes.

Ask the simple question to each causal points that answered in “IS” / “IS NOT”. Does this explain the reason why the problem exists on the “IS” and not on the “IS NOT”. For separately of the possible root causes, there now requirements to be useful action to validate the possible root cause. This should be carried out in practical terms wherever possible.

D5 »  Corrective Action

On the fifth stage of eight disciplines, the cross functional team must determine which corrective actions should be establishing and implement in the short period of time to ensure that the processes and product quality maintained and controlled. The corrective actions must be requirements that satisfy both the parties internal and external customers. Once the root causes are known, team concentrate on the permanent solutions, by systematic approach is needed to use the root cause analysis to establish actions for proper solution. The points that you need to focused on:

• Empathetic and defining the problem, the eight disciplines (8D) team must be able to defining the problems and implement the solution practically.
• Enclosing the effects of the problem, please note that implementation and using the program for solution must be cost effective.
• Identifying and verifying the root cause of the problem.
• Need to permanently solve the problem, and the solution must be feasible.
• Confirm the potential solutions through testing programs, and remember that the implementation program should not fail during the implement in production so, it is important the solution is a test and essential characteristic such as mistake proof and affordable.
• Verify that the solution eliminates the problem and its effects;

In fifth stage of eight disciplines, the team can introduce the additional control in the processes, and ensure that the solution is properly validated that during the implementation in running production it will not raise any unwanted issues, so trail on the small quantities first to verify the solution is effective is necessary. To ensure that the permanent corrective actions need to establish proper process flow for it, see the example process flow:

Verify Corrective Actions Process Flow: Table

Verify the corrective actions

It is extremely important that all the established actions and implementation plans for fix the issues must be performed to not leading any further problems. So, cross functional team must well aware of this kind of technicality and must should try out the implementation program with small part of production or small quantities first to verify its effectiveness.

Corrective actions test with pre-production with small quantity can confirm that the identified corrective actions will resolve the problem of the customer, and ensure that will do not any undesirable side effects.

Check points

Somethings that still need to confirm and ensure that corrective action is will properly works at real production. Some points that help you to re-verify the condition such as:

• (1) List and measure all of the indicators related to the program.
• (2) identify which of the indicators are most direct relation to the program.
• (3) Determine intervals to measure the problem.
• (4) identify what cross fictional team prioritized the customer / end user evaluation after the implementation.
• (5) confirm the scientific methods used to verify effectiveness etc.

D6 »  Implement and validation corrective actions

On the stage of validation corrective actions, the cross functional team consists of measuring the long term effectiveness of the corrective actions. The purpose of verification of the corrective action is ensure that the actions are implemented are efficient and these are eliminated permanently through effective controls and activities that are embedded in the tasks of the process. Some indicators that you can ensure that the corrective actions are properly works:

• Test and control results display improvement
• Less Rejection or reject ppm (%) in process.
• Measurements such as dimension, units’ appearance are correct according to tolerance and specifications.
• Controls on incoming raw materials for quality improvement.
• Increased satisfaction ratio and feedbacks from customers.

The statistical tools such as process capability, histograms, control charts etc. can used to measured and verify the effectiveness of the implemented corrective actions. The cross functional team must have informed to customer about the results achieved, if the process capability submitted with the requirements the customer validates the corrective measures functional. The 8D team confirms whether the capability complies with internal manufacturing requirements, if the process capability complied the team validates the corrective action.

Checkpoints:

You can use PDCA cycle for implement this stage in manufacturing processes. The implementation of the permanent corrective action conduct to implement to verify the plan for validation of the corrective action. You can plan to withdraw containment (immediate) action as part of implementation of the corrective actions.

There is also important that each resources used in processes must be properly planned as well as all documentation, process instructions and communication implementation for corrective actions. Check that the corrective actions have been implemented and integrated into the appropriate tasks and manufacturing processes. Take the actions on any variation from the plan or expected results.

D7 »  Prevent recurrence

On this stage, the cross functional team have to determine what action should be taken to prevent recurrence of the problem. You have to amend those operating systems, regular practices, management system as well as procedures to prevent recurrence of this problem and all similar issues. Because preventing recurrence is a one of the important task of problem’s solution. The general process flow of the prevent recurrent is:

• Input implemented corrective actions and validation
• Review the history / previous record of the problem.
• Analyze how this problem occurred and escaped.
• Identify affected parties and opportunities for similar problems to occur and escape
• Identify the system’s policies, practices and procedures that allowed this problem to occur and escape to the customer.
• Revise the process flow of the management or operating system.
• Analyze how similar problems could be addressed.
• Develop plans to coordinate necessary actions. And verify prevent actions.
• Develop systematic prevent recommendations to process owner.
• Identify and choose prevent actions. And implement preventive actions.
• Make the system changes to prevent recurrence.
• Verify the preventive actions are effectives? If yes, Standardize the new practices.
• Notify all personnel of the resolution actions by using failure mode effects analysis.

In this stage of the 8D (eight disciplines) cross functional team analyses whether the corrective action implemented would prevent or improve the quality of similar products and processes. To ensure the prevent recurrent of the problem, you should verify results of their actions and must validate that the results is on target. To verify the actions, you must check out below points:

D8 »  Verify and congratulate team

The last stage of the 8D (Eight Disciplines) Is verification of the introduced actions in previous stages are effective. It is highly recommended that verification be made by comparing the measures of the problem with outcomes from upcoming actions of material or outcomes from rejecting of next lot. Once cross functional team has complete implementation all previous stages and ensure that the actions taken in previous stages are works. All team member deserve to be congratulate as well to know that their efforts are appreciate and that the organization knows about their accomplishments.

The cross functional team must have skills and experience to be able to make progress toward as satisfactory problem resolution, and skills and experiences are base reasons for individual selection. Different skills and experiences will support to be drafted in at various stages throughout the process to get the deep understanding about the symptom of problem, root causes and resolution.

The 8D report

From beginning to end of all 8D (Eight Disciplines) processes, the single document calls 8D report is essential part once complete. Team assume that all things are complete and fix as appropriate actions for appropriate issues. This report serves as a communication tool displaying overall process of the 8D (Eight Disciplines) processes along with actions taken. So, let’s see example format of 8D report:

Conclusion:

When the problem has been resolve. The cross functional team should release a final document with stage wise brief description about its experiences. The 8D report give quick and better explanation of how the whole process had handling by team and also 8D serves report as a communication tool displaying overall progress of process.

We can assume that, the successful corrective actions have eliminated repetition of problems and prevention of similar issues. Further, team must ensure that corrective actions will be assess on their ability to help avoiding future problems. If we do not distinguish between major and minor problems, any issue will hold the delivery of customer and that is the reason we must have to categorize by identify systematic issues to eliminate appropriate problems.

Related Posts

Six sigma does not equal total customer satisfaction, quality control circle [qcc] : basic guide, entrepreneurship: navigating challenges and cultivating success, 7s management, enterprises quality management innovation, pre-control charts | pre-control limits | narrow-limit gauging, cost control in production | efficiency and optimization, lean: kanban tools, lean manufacturing optimises enterprise production.

• Process Improvement

How to Solve Any Problem with the Eight Disciplines (8D)

Problem solving is a critical skill for business success. It involves identifying problems, determining root causes, and implementing effective solutions.

A structured problem solving approach like the 8 Disciplines (8D) methodology can help guide you through the process. Tallyfy provides real-time tracking to monitor the status of problem solving workflows without manual follow-up.

Who is this article for?

• Manufacturing, engineering, and technology companies
• Operations, quality assurance, and product development departments
• Managers, engineers, analysts, and team leaders involved in problem solving

These roles need effective problem solving skills to identify and resolve issues that impact product quality, process efficiency, and customer satisfaction. A structured methodology can help align teams and drive continuous improvement.

A Structured Approach to Problem Solving

Problem solving is the process of identifying problems, determining root causes, prioritizing potential solutions, and implementing corrective actions. While the specific steps may vary, most problem solving methodologies aim to enable faster issue resolution and prevent problem recurrence. For example, the 8 Disciplines (8D) approach, originally developed by Ford, outlines a series of steps:

• D0: Prepare and establish a team
• D1: Use a team approach
• D2: Describe the problem
• D3: Develop interim containment actions
• D4: Determine and verify root causes
• D5: Verify permanent corrections
• D6: Implement and validate corrective actions
• D7: Take preventive measures
• D8: Congratulate the team

Similarly, methodologies like Six Sigma and Lean focus on structured problem solving to eliminate defects and streamline processes. Hippel (1994) notes that the locus of problem solving tends to shift to where needed information resides, as “sticky” information that is costly to transfer often dictates where problems get solved.

Problems are nothing but wake-up calls for creativity.

– Gerhard Gschwandtner

Key Elements of Effective Problem Solving

Assemble a cross-functional team.

Complex problems often span multiple departments and disciplines. Assembling a diverse, cross-functional team ensures you incorporate different perspectives and expertise into the problem solving process. Aarikka-Stenroos and Jaakkola (2012) highlight the importance of supplier-customer collaboration in knowledge-intensive problem solving. Suppliers and customers jointly diagnose needs, design and produce solutions, and manage conflicts through an interactive co-creation process.

Include representatives from affected departments on your problem solving team to get a full picture of the issue and potential solutions. Make sure team roles and responsibilities are clearly defined.

Clearly Define the Problem

Investing time upfront to thoroughly define the problem pays dividends later in the problem solving process. Use frameworks like the 5 Whys and Ishikawa diagrams to dig deeper and uncover the true nature of the problem you’re trying to solve. Be specific in your problem statement. Quantify the issue in terms of defect rates, costs, lost productivity, or other relevant metrics. Clarify the desired target state you want to achieve. Schrader et al. (1993) argue that problem solvers choose the levels of uncertainty and ambiguity to operate under, rather than treating them as exogenous factors. Framing the problem therefore shapes the trajectory of the problem solving process.

On average, employees spend 2.8 hours per week trying to resolve workplace conflicts, costing U.S. companies an estimated $359 billion in paid hours. (CPP Inc.)

Take Interim Containment Actions

Once you’ve defined the problem, take immediate steps to limit further damage. Containment actions like halting production, blocking shipments, or rolling back changes prevent the problem from growing while you investigate root causes and develop permanent solutions. Balance the need for swift action with the potential risks and costs of containment. Consider factors like customer impact, compliance requirements, and resource constraints. Communicate plans with all affected stakeholders.

Quote – Rhonda Toston

Tallyfy provided us with a modern, global platform to automate, maintain, and cascade content to a wide array of stakeholders, effectively eliminating the need for our teams to ask, “Where can I find the latest version of a playbook?”. We’re excited to continue our partnership with Tallyfy and welcome their growth-forward mindset as we deliver on our commitments to our stakeholders.

Jones Lang LaSalle (NYSE:JLL) is a Fortune 500 company with over 100,000 employees across 80 countries. See more quotes

Identify and Verify Root Causes

With containment in place, it’s time to dig into root causes. Resist the urge to jump to conclusions. Gather data, analyze processes, and test hypotheses to identify the underlying factors contributing to the problem. Techniques like the 5 Whys, fishbone diagrams, and statistical analysis help structure your investigation. Look for patterns and trends that point to systemic issues. Validate root causes by seeing if you can turn the problem on and off by removing and reintroducing the suspected cause. MacDuffie (1997) emphasizes the importance of organizational factors in successful root cause analysis. Effective problem solving relies on rich data from multiple perspectives, fluid problem categories, common language, framing problems as learning opportunities, and seeing standardization as a foundation for further improvement.

Implement and Verify Corrective Actions

Armed with validated root causes, generate a range of potential corrective actions. Evaluate options based on criteria like effectiveness, feasibility, cost, and time to implement. Select and execute the solution that best addresses the root causes. Develop a detailed implementation plan with milestones and responsibilities. Provide any necessary training and resources to support the rollout. Verify the effectiveness of corrective actions by measuring results against baseline data and targets. Thomke (2000) advocates “front-loading” the problem solving process by shifting more problem identification and experimentation upstream. Techniques like rapid prototyping, computer simulation, and digital design allow for faster iterations and reduce the cost of downstream changes.

Pilot solutions on a small scale to validate their effectiveness before rolling out more broadly. Have a plan to quickly adjust if initial results aren’t as expected.

Implement Preventive Measures

Corrective actions fix the immediate issue, but preventive measures stop problems from recurring. Based on learnings from the problem solving process, update standards, policies, and procedures to eliminate the root causes. Consider what similar issues could arise in the future. Proactively address potential failure points through process improvements, training, and early detection mechanisms. Document and share knowledge gained to drive organizational learning. Postrel (2002) notes that the degree of knowledge specialization versus mutual understanding shapes problem solving effectiveness. Developing “islands of shared knowledge” in key areas like product development, while allowing specialization elsewhere, optimizes overall performance.

NASA’s “faster, better, cheaper” approach in the 1990s aimed to reduce costs and accelerate project lifecycles. However, it resulted in a higher project failure rate due to reduced testing, poor risk management, and loss of institutional knowledge.

Common Problem Solving Pitfalls to Avoid

• Jumping to conclusions without validating assumptions
• Implementing solutions that don’t address true root causes
• Failing to contain problems, allowing them to grow unchecked
• Not considering the systemic impact of changes
• Declaring victory too soon without verifying long-term results

Hsieh et al. (2007) argue that problem complexity shapes the optimal approach to problem solving. Simpler problems benefit from experiential, trial-and-error learning, while complex problems require more theoretical analysis and knowledge integration. Failing to match your problem solving approach to the problem at hand leads to delays and suboptimal solutions. Liao (2002) cautions against “knowledge inertia” that stems from over-reliance on existing knowledge, routine procedures, and past experiences. While established expertise provides a valuable starting point, it can also inhibit the search for novel solutions. Effective problem solvers balance leveraging current knowledge with exploring new possibilities.

Quote – David Christopher Castillo

Tallyfy is absolutely amazing. It’s perfect for medium to large businesses. They also assure you that they have setup data and security measures which makes it perfect for medium to large businesses as well. 5 stars, no questions asked.

Senior Business Analyst – Voyager. See more quotes

How Tallyfy Enables Effective Problem Solving

Tallyfy is a workflow management platform that digitizes and streamlines business processes, including problem solving. With Tallyfy, you can:

Structure intake

Go from standalone forms to trackable workflows. Structure the intake process to capture all necessary problem information upfront.

Set conditional rules

Use simple if-this-then-that logic to route problems to the right people and automatically set task assignments and deadlines based on problem criteria.

Track real-time status

Monitor problem solving progress in real-time with automatic notifications and audit trails. Quickly identify and address bottlenecks.

Collaborate with customers

Provide secure external access for customers to submit issues, provide input, and track case status without needing a separate login.

Standardize problem solving

Build problem solving templates that codify best practices like 8D. Improve consistency while allowing flexibility to handle case-specific details. By digitizing problem solving workflows, Tallyfy helps you resolve issues faster, increase customer satisfaction, and facilitate continuous improvement. Tallyfy provides the structure and visibility needed to drive effective problem solving across your organization.

Quote – Karen Finnin

Tallyfy is a reliable way to delegate and track tasks with confidence. It has taken the guesswork out of the equation and has helped our team focus on delivering a service within deadlines. Thank you for making my life as a business owner easier!

Physiotherapist & Director – Online Physio. See more quotes

How Is AI Changing the Way We Solve Problems?

Artificial intelligence and related technologies like machine learning are fundamentally transforming how we approach problem solving. Rather than relying solely on human cognition and reasoning abilities, AI allows us to leverage the power of computing to tackle problems in radically new ways.

One of the key shifts is that AI enables a more data-driven approach to problem solving. With machine learning, algorithms can be trained on massive datasets to identify patterns, correlations and insights that would be difficult or impossible for humans to discern. This allows problems to be dissected and understood in much more granular detail.

For example, a study by Brusoni (2005) looked at the impact of modular design and specialization on problem solving in engineering projects. The research found that there are cognitive limits to the division of labor in problem solving. Coordinating increasingly specialized knowledge requires firms with broad in-house capabilities that can integrate knowledge from different domains. AI could potentially expand these limits by enhancing an organization’s ability to manage complexity.

AI is also changing problem solving by enabling much more complex problems to be tackled in the first place. Many real-world issues involve huge numbers of variables interacting in nonlinear ways. These kinds of systems are difficult for humans to model mentally. But with AI and massive computing power, we can build sophisticated models and simulations of complex systems to understand their dynamics. Agent-based models and reinforcement learning are some of the AI tools enabling this.

According to a McKinsey study , organizations that successfully combine human and machine capabilities can reduce their manufacturing costs by up to 30%.

Another impact of AI is in enabling more automated and autonomous problem solving. Rather than just being a tool to augment human intelligence, advanced AI systems can be set up to explore problem spaces and search for solutions on their own, with minimal human intervention. Evolutionary algorithms and generative design powered by AI are examples of this.

A study by Hsieh, Nickerson and Zenger (2007) presents a theory of the entrepreneurial firm based on opportunity discovery via problem solving. They argue that as problems become more complex, experiential “trial-and-error” search becomes less effective compared to cognitive search guided by theories and heuristics. AI could support this kind of cognitive search at scale.

What Are the Potential Future Impacts of AI on Problem Solving?

As AI continues to advance, it is likely to have even more transformative impacts on problem solving in the future:

• AI could enable more proactive and predictive problem solving, identifying and resolving issues before they manifest
• Collaborative human-AI problem solving could become the norm, combining the strengths of human and machine intelligence
• AI may allow us to solve problems that are currently considered intractable, such as curing diseases or reversing climate change
• Automated AI problem solving could handle an increasing share of routine issues, freeing up humans for higher level creative work

Liao (2002) discusses the issue of “knowledge inertia” that can arise from routine problem solving procedures and relying on past experience. AI could potentially help organizations overcome this inertia by dynamically generating novel solutions and approaches.

At the same time, increased reliance on AI in problem solving raises important questions and concerns. There are risks of over-automation leading to brittleness and failures when facing “edge cases”. Potential biases in training data and algorithms could lead to discriminatory or unethical outcomes. And there are challenging questions around transparency and accountability when AI is involved in high-stakes decisions.

Despite these challenges, the overall potential of AI to enhance human problem solving is immense. By expanding our cognitive limits and enabling more complex, data-driven and proactive approaches, AI promises to help us tackle some of the most vexing issues facing organizations and society. Continuing to develop effective human-AI collaboration and interaction will be key to realizing this potential in a beneficial way.

Tallyfy Tango – A cheerful and alternative take

Two coworkers, Zoe and Max, are taking a coffee break in the office kitchen. Zoe looks frustrated as she stirs her latte.

Max: Hey Zoe, why the long face? Did the copier jam on you again?

Zoe: No, it’s this project I’m working on. I’ve hit a wall and can’t seem to find a solution. I feel like I’ve tried everything!

Max: Ah, the dreaded problem solving roadblock. We’ve all been there. Have you tried looking at it from a completely different angle?

Zoe: What do you mean? Like standing on my head while brainstorming ideas?

Max: No, no, nothing that drastic! I mean, try to approach the problem in a way you haven’t considered before. What if you pretended you were explaining the issue to a 5-year-old? Or imagined you were an alien from another planet trying to tackle it?

Zoe: Hmm, I never thought about it like that. Maybe if I break it down into really simple terms, I can see it from a fresh perspective.

Max: Exactly! And don’t forget the power of collaboration. Sometimes just talking it through with someone else can spark new ideas and solutions.

Zoe: You’re right. I’ve been so focused on solving it myself, I forgot I have a whole team of brilliant minds to tap into. Thanks Max, I feel better already!

Max: Anytime! Now let’s put our heads together and show this problem who’s boss. With a little creative problem solving, there’s no challenge we can’t overcome!

Related Questions

What are the 7 steps to problem-solving.

While there are many approaches to problem-solving, a simple 7-step process can often help you work through the issues and find solutions:

• Identify the problem clearly
• Understand everyone’s interests
• List the possible solutions
• Evaluate the options
• Select an option or options
• Document the agreement(s)
• Agree on contingencies, monitoring, and evaluation

How to solve the problem?

Solving problems effectively requires a systematic approach:

• First, analyze the problem to get clear on what exactly the issue is.
• Next, generate potential solutions – get creative and come up with options.
• Then, evaluate the pros and cons of each solution.
• Finally, implement the solution you choose and monitor the results to see if it’s working.

Problem-solving is a process – remain open to trying different approaches until you find one that works.

What are the 4 strategies of problem-solving?

Four key problem-solving strategies are:

• Brainstorming: Generating a list of potential solutions freely without judgment
• Research: Gathering more information to better understand the problem and potential solutions
• Breaking it Down: Separating a large, complex problem into smaller, more manageable sub-problems to solve individually
• Trial and Error: Testing out different solutions to see what works, learning and improving with each attempt

What are the 4 processes of problem-solving?

The problem-solving process can be broken down into four key steps:

• Define the problem – Analyze the situation to identify the specific issue that needs to be resolved
• Generate alternatives – Use strategies like brainstorming to come up with potential solutions
• Evaluate and select – Assess the pros and cons of each option and choose the best solution to implement
• Implement – Put the chosen solution into action and monitor the results to ensure it is effective

Following a step-by-step problem-solving process can help you approach issues in a structured way and increase your chances of finding an optimal solution.

References and Editorial Perspectives

Aarikka‐Stenroos, L., & Jaakkola, E. (2012). Value Co-Creation in Knowledge Intensive Business Services: A Dyadic Perspective on the Joint Problem Solving Process. Industrial marketing management, 41, 15 – 26. https://doi.org/10.1016/j.indmarman.2011.11.008

Summary of this study

This study examines the collaborative process of value co-creation between suppliers and buyers of knowledge intensive business services. It provides a framework depicting the joint problem solving process, including activities like diagnosing needs, designing solutions, managing resources and value conflicts, and implementing the solution. The insights are relevant for understanding how workflow software can facilitate problem-solving between different parties.

Editor perspectives

At Tallyfy, we find this study fascinating because it highlights how a structured joint problem-solving process is key to delivering value in knowledge-based services. A workflow platform like ours is the perfect tool to enable this type of collaborative problem-solving framework between service providers and clients.

Brusoni, S. (2005). The Limits to Specialization: Problem Solving and Coordination in ‘Modular Networks’. Organization studies, 26, 1885 – 1907. https://doi.org/10.1177/0170840605059161

This paper argues there are cognitive limits to the division of labor and specialization of knowledge, even with modular products. It explains why firms with broad in-house capabilities are needed to coordinate specialized suppliers and integrate distributed knowledge to solve complex problems. This highlights the importance of knowledge integration in problem-solving.

We believe the insights from this research are very relevant as more companies rely on specialized external partners. While workflow tools are great for coordinating modular tasks, this study shows you still need strong internal expertise to solve overarching problems that span different knowledge domains. It’s given us food for thought on how Tallyfy can better support this type of knowledge integration.

Gray, P. (2001). A Problem-Solving Perspective on Knowledge Management Practices. Decision support systems, 31, 87 – 102. https://doi.org/10.1016/s0167-9236(00)00121-4

This study develops a framework for categorizing knowledge management practices based on their role in problem-solving and the type of problem addressed. It finds that practices can be grouped into two higher-order factors corresponding to exploration and exploitation. The research emphasizes the importance of focusing knowledge management on enabling problem-solving to drive business value.

At Tallyfy, we’re always looking for ways to make knowledge more actionable for solving real business problems. This problem-solving lens for knowledge management practices really resonates with us. It’s a good reminder that documenting and sharing knowledge is not enough – we need to bake it into the workflows where problems actually get solved to have an impact. This framework has inspired us to think more about how our platform can directly enable problem-solving activities.

Hippel, E., v. (1994). “Sticky Information” and the Locus of Problem Solving: Implications for Innovation. Management science, 40, 429 – 439. https://doi.org/10.1287/mnsc.40.4.429

This influential paper introduces the concept of “sticky information” that is costly to acquire, transfer and use in a new location. It explores how the stickiness of information determines the locus of problem-solving and innovation. Key insights are that problem-solving occurs where sticky information resides, may iterate between multiple sites of sticky information, and can be partitioned or unstuck through investments. This has important implications for understanding patterns of problem-solving.

The concept of information stickiness is so relevant for how we think about workflow design at Tallyfy. Often the reason workflows are inefficient is that the information needed to complete them is stuck in certain people’s heads, legacy systems, or siloed departments. If we can use our platform to make information more fluid and less sticky, we can dramatically streamline and accelerate problem-solving for our users. This research is a great conceptual foundation for that.

Hsieh, C., Nickerson, J., A., & Zenger, T. (2007). Opportunity Discovery, Problem Solving and a Theory of the Entrepreneurial Firm. Journal of management studies, 44, 1255 – 1277. https://doi.org/10.1111/j.1467-6486.2007.00725.x

This paper presents a theory of the entrepreneurial firm grounded in opportunity discovery via problem-solving. It argues that opportunities equate to problem-solution pairings, and that discovery occurs through either trial-and-error experiential search or cognitive search based on theorizing. Cognitive search is more useful for complex problems but requires knowledge sharing, which markets, authority-based hierarchy, and consensus-based hierarchy each facilitate to different degrees. Entrepreneurs with strong opportunity recognition abilities can efficiently adopt authority-based structures for a wider range of complexity.

We love how this research connects organizational structure to problem-solving efficiency – it’s a link we think about a lot at Tallyfy. The distinction between experiential and cognitive search also maps well to different use cases we see for workflow software, from standardizing best practices to facilitating collaboration on novel problems. It would be really interesting to explore how our platform could more directly support these different problem-solving modes for entrepreneurs and innovators.

Liao, S. (2002). Problem Solving and Knowledge Inertia. Expert systems with applications, 22, 21 – 31. https://doi.org/10.1016/s0957-4174(01)00046-x

This study examines how knowledge inertia, the tendency to rely on past routines and knowledge, can both enable and inhibit problem-solving for individuals and organizations. It proposes a knowledge-based architecture incorporating case-based, heuristic, and rule-based knowledge to manage inertia. A case study of a military training institute overcoming inertia to implement training innovations is presented.

At Tallyfy we’ve definitely seen how past processes can become ingrained and hard to change, even when better ways of doing things are available – the “this is how we’ve always done it” mentality. But this research helps explain why that knowledge inertia exists and how it can be overcome. I think workflow software has a big role to play in codifying institutional knowledge while also making processes more visible and agile so they can evolve as needed. The knowledge architecture proposed here gives us a nice blueprint to work from.

MacDuffie, J., P. (1997). The Road to “Root Cause”: Shop-Floor Problem-Solving at Three Auto Assembly Plants. Management science, 43, 479 – 502. https://doi.org/10.1287/mnsc.43.4.479

This paper uses case studies of problem-solving for quality issues at three auto plants to examine organizational factors behind process improvement. Focusing on early problem-solving stages, it finds that improvement is influenced by how the organization shapes members’ cognitive processes. Beneficial factors include: capturing diverse problem perspectives, using “fuzzy” problem categories, having common language, framing problems as learning opportunities, and treating standardization as a starting point for further improvement.

These insights about organizational influences on frontline problem-solving are so relevant for any operational excellence initiative. At Tallyfy we’re always thinking about how to shape users’ interactions with workflows to drive the right problem-solving behaviors. Things like using flexible templates, supporting cross-functional collaboration, and making processes living documents that are easy to optimize are all ways we try to enable the positive dynamics described in this research.

Postrel, S. (2002). Islands of Shared Knowledge: Specialization and Mutual Understanding in Problem-Solving Teams. Organization science, 13, 303 – 320. https://doi.org/10.1287/orsc.13.3.303.2773

This paper examines when it makes sense for specialists to invest in mutual understanding versus remain in mutual ignorance. Using a model of product design, it shows that specialist knowledge and trans-specialist understanding are substitutes, implying that learning across specialties is only sometimes efficient. Situations where cross-specialty learning is valuable are rare in the economy overall but common where key managerial activities occur, making “islands of shared knowledge” important.

This is such an interesting economic perspective on a challenge we see companies grappling with all the time – how to balance specialization and knowledge sharing across functions. The concept of “islands of shared knowledge” is a useful way to prioritize where to focus cross-training and collaboration efforts. As a workflow platform, Tallyfy is well-positioned to facilitate these islands by making it easy to create shared process understanding in pockets where it matters most, like new product development, while letting specialization reign in other areas.

Schrader, S., Riggs, W., M., & Smith, R. (1993). Choice Over Uncertainty and Ambiguity in Technical Problem Solving. Journal of engineering and technology management, 10, 73 – 99. https://doi.org/10.1016/0923-4748(93)90059-r

This paper argues that problem-solving involves choices about how much uncertainty and ambiguity to engage with, which are determined by the problem framing process rather than being entirely external. Uncertainty and ambiguity require different approaches and resources to manage. Problem-solvers select the levels of each to contend with based on factors like past experiences, organizational context, and available resources. The fit between the levels engaged and the supporting context shapes problem-solving efficiency and outcomes.

We spend a lot of time thinking about how to help people make good choices when designing their workflows, so the idea that problem-solvers have some agency in how much uncertainty and ambiguity they take on is really intriguing. It suggests that the way you structure a workflow can actually shape the types of problems you surface and have to solve downstream. There’s an opportunity for Tallyfy to provide more explicit support for navigating ambiguity and uncertainty in workflows, perhaps with branching logic, parallel paths, or low-code flexibility.

Thomke, S. (2000). The Effect of “Front-Loading” Problem-Solving on Product Development Performance. The Journal of product innovation management, 17, 128 – 142. https://doi.org/10.1016/s0737-6782(99)00031-4

This article examines how “front-loading” problem-solving, or shifting more problem identification and solving to earlier stages of product development, can improve development efficiency. Methods for front-loading include transferring knowledge from past projects, using technologies that enable faster iterations, and combining new and traditional technologies optimally. A case study of Toyota demonstrates systematic front-loading in practice.

Front-loading is such a powerful concept – it’s essentially about shifting the curve of when you incur the costs of solving problems to get the benefits sooner. At Tallyfy we’re huge believers in putting in the work upfront to design robust processes that prevent issues downstream. A lot of the techniques described here, like using templates and post-mortems to enable knowledge transfer between projects, are exactly the types of things our platform is great for. We’d love to see more workflow owners adopt this front-loading mindset, and we’re thinking about how to build even more front-loading best practices into the Tallyfy product itself.

Glossary of terms

Ambiguity in problem-solving refers to a lack of clarity about the problem definition, interpretation, or appropriate solution method. It arises from missing, complex, or conflicting information. Ambiguous problems often require more judgment and exploration to solve compared to problems with clear uncertainty.

Front-loading

Front-loading is the strategy of investing more effort in the early stages of a problem-solving or development process to prevent problems and maximize efficiency downstream. Methods can include transferring knowledge from past projects, using technologies to enable faster iterations, and systematically identifying issues as soon as possible.

Knowledge inertia

Knowledge inertia refers to the tendency for individuals and organizations to rely on existing knowledge, routines, and problem-solving approaches even when better alternatives are available. Some degree of inertia is necessary for efficiency, but too much can inhibit innovation and adaptation. Overcoming inertia often requires deliberate unlearning.

Problem framing

Problem framing is the process by which a problem-solver defines a problem and its boundaries. Framing involves determining the scope, variables, constraints, and solution space to consider. The choice of frame influences the level of uncertainty and ambiguity engaged with and the ultimate efficiency and effectiveness of the problem-solving process.

Sticky information

Sticky information refers to knowledge that is difficult and costly to transfer or apply in new contexts. Information can be sticky due to attributes like tacitness, complexity, and context-dependence. The location of sticky information often determines where problem-solving occurs, as it is more efficient to bring the problem to the knowledge than vice versa.

Is this post written for a search engine or for you?

Many B2B cloud software companies invest in blog posts in the hope of ranking high on search engines like Google. What they’re doing is writing articles around keywords, which are terms customers are likely to search for on Google. The posts don’t offer valuable information or make any sense.

But then if you’re reading something that doesn’t make sense, how are you supposed to make informed buying decisions?

We have a lot to say about workflow and we truly believe in continuos improvement. But it’s not really about us. We publish these articles to help you find Tallyfy, and to provide you with information that will help you make informed buying decisions.

Ready to automate your workflows? Check out Tallyfy .

How exactly do we conduct research?

We research topics down to the bone. We nitpick, we argue about what to keep and what to throw out. It’s a lot of work. We consult academic sources for scholarly citations to support our points. We gather data to summarize particular points. At Tallyfy – 3 independent experts validate and edit every article from the draft stage. That includes verifying facts and their sources.

Why did we write this article?

Tallyfy believes in helpful and authoritative content that helps people. Our customers requested us to write about this topic so we attempted to put together the highest quality article available anywhere – that’s our goal. Work like this takes a lot of effort. If you liked this article please share the link with your coworkers via email, or on LinkedIn.

About the author - Amit Kothari

Related Posts

• How to Solve Any Problem With Root Cause Analysis (RCA)
• How to Improve Your Business With the Gemba Walk
• Top 8+ Benefits of Business Process Management
• Quality Assurance Operations – Make Workflow Seamless
• Project Portfolio Management (PPM): Definition and How To
• The Process Collaboration Pair Makes Great Organizational DNA
• Everything You Need to Know About ISO Audit

Tallyfy is Workflow Made Easy ®

Do you have flowcharts and SOP’s that nobody looks at?

Do you need to eliminate manual status updates and reminders for everyday tasks and approvals?

Did you think “Yes” to the above questions? It’s time to digitize the recurring workflows in your business on a proven platform like Tallyfy

Raving fans love it

Discover Tallyfy

Discover your potential savings with our ROI Calculator

8D Management (8 Disciplines Management)

8D Management & The 8D of Problem Solving

Problems are a part of life and a business is no exception. Even with the best of intentions and systems, some errors can creep in and be hard to detect. It may be nothing serious or can have serious repercussions such as reputation damage, heavy fines, product recall, property loss, and so on. It becomes essential to identify the problem, its consequences on the one hand, and causes on the other to be able to not only resolve it for now but also ensure prevention of its recurrence. One of the methodologies, popular amongst engineers and professionals mainly in the automotive industry but now applied across several industries is the eight disciplines (8D) model. It helps to identify, correct, and eliminate recurring problems, affecting improvement in product and process.

Related Assets

Whenever organizations tackle problems and generate solutions based out of root cause analysis, they tend to generate a lot of…

Key Highlights: 8D is an extremely effective, proven problem-solving framework, especially in the manufacturing and automotive sector. However, to truly…

From a quality management standpoint, a problem may be reported in an organization from one of the following processes: Complaints…

What is 8D?

The 8D is a systematic, holistic and proven methodology designed to identify the root cause of a problem, plan a quick fix, and implement corrective actions and preventive actions to avoid their recurrence. If your product is defective or not meeting your customer requirements, then 8D is an excellent first step to improve Quality and Reliability.

One of the core parts of introducing 8D problem solving, greatly accepted by most disciplines of industries, and having huge effectiveness levels in improving product and process quality, would be 8D (Eight Disciplines). Key steps in the 8D methodology are forming a team, defining the problem, identifying and implementing interim containment, identifying the root causes, implementing and verifying permanent corrective actions, and avoiding future recurrence of problems. The 8D process for root cause analysis concludes by highlighting that the team members not only play a vital role but also recognizes them, hence reinforcing that this approach is a collaborative one. 8D has become very popular among manufacturers, assembly, and services around the globe because it is effective and comparatively easy to teach.

Introduction to 8d Problem Solving

The 8D approach to problem-solving, also known as the 8D methodology, is a systematic and comprehensive method used to address and resolve complex issues, particularly in manufacturing and other industries.

This 8D troubleshooting methodology involves a structured process designed to identify, correct, and prevent issues, ensuring that similar problems do not occur in the future.

By following the 8D process steps, teams can effectively perform root cause analysis and implement corrective actions.

The 8D structured problem-solving process is highly valued for its ability to provide a clear framework for identifying and eliminating the root cause of a problem, thereby enhancing overall operational efficiency.

Why to Apply 8D Problem Solving Methodology?

The 8D methodology, developed to represent the best practices in problem solving, provides the engineering teams with an effective and efficient team-oriented problem solving skill, a better understanding of Root Cause Analysis (RCA) and how to use basic statistical tools required for problem solving. 8D helps the management understand and resolve problems better, identify necessary systemic changes and inputs for change, and facilitate a more candid and open communication in problem solving discussions.

8D improves the Quality and Reliability of your products, and if performed correctly, prepares the engineering team for future problems.

When to Apply 8D Problem Solving Process?

The 8D problem solving process is used to solve major, critical, chronic, and recurring problems. The 8D is typically required during safety or regulatory issues, customer complaints , warranty concerns, poor performance or test failures, internal rejects, and to minimize waste and scrap.

How to Use Root Cause Analysis to Transform Your Safety Program

8d problem solving approach.

The 8D is a systematic process for the introduction and improvement of quality, and elimination of problems. Here we will show you the step by step approach of the problem solving tools that can make you proficient at identifying causes of problems, defining problems, and errors. Additionally, it helps identify root causes and take actions to solve and prevent identified problems in processes. So, let’s take a peep inside:

D0: Planning and preparing for the 8D

Proper planning and preparation are always a good start before taking any action. So, you need to consider the following before forming a team:

• Problem description
• Timeframe for the resolution
• The number of resources to accomplish this

D1: Team establishment

Create a team with people who varied backgrounds and experiences which will lead to the best quality inputs and a complete solution. For the team to function smoothly, define clear roles, and responsibilities for your people, and have a team leader.

D2: Problem description

The 8D method’s primary focus is to describe the problem appropriately and objectively such that it captures all the vital information. During this analysis, repeated 5W1H (why, what, who, where, when, and how) are required to be asked to develop a clear description.

D3: Problem containment plan

A temporary problem containment plan is sometimes needed to minimize the impact of the problem until you develop permanent solutions. On developing the plan based on the hypothetical cases, the resources for addressing the main problem can be released. At times, new processes may be required to work around the problem until you have a permanent fix.

D4: Root Cause Analysis (RCA)

With the problem temporarily contained, you can now turn to identify all of the root causes of the nonconformance . There are several tools to identify the actual root cause of an issue including the 5W1H to understand the problem in-depth, Fishbone diagrams to visually categorize causes, and Pareto charts to identify the vital causes.

D5: Permanent Corrective Action

Once the root cause of the problem is determined, the team can start brainstorming permanent corrections to identify what the best long-term solution will be. Brainstorming sessions combined with tools such as affinity diagrams help organize ideas based on their relationships and determine the best course of action.

D6: Implement and Validate the Permanent Corrective Action

Once the solution is identified, the management needs to implement and verify the corrective action using the PDCA (plan-do-check-act) approach for small-scale testing before large-scale rollout. Thus, the outcomes and corrective actions are tracked to ensure expected results. To successfully implement a permanent change, a project plan should incorporate:

• Development of the project plan for implementation
• Communicating the plan to all stakeholders
• Validating improvements using measurement

D7: Prevent Recurrence

A complete solution of problems means preventing them from occurring. Besides, preventative measures should also be implemented for corrective actions in the 8D methodology. This requires reviewing management processes, operating procedures, and training manuals to ensure that best practices are followed.

At this stage, organizations should consider actions including updating process audit questions and regularly verifying them based on corrective actions to reduce risk in other processes, presenting poka-yoke or error-proofing devices to big-risk processes, and conducting red rabbit tests to see how long it takes poka-yoke devices to detect defective product.

D8: Verification and Team Celebration

Once the problem is solved, the ultimate step is to congratulate the team. It’s important to recognize their efforts and share their success across the organization because teams require feedback to allow for satisfactory closure. This facilitates motivation and employee engagement while helping you improve quality control, execute process improvements, and aid change management as you grow.

Create a team with people who are having varied backgrounds and experiences which will lead to the best quality inputs and a complete solution. For the team to function smoothly, define clear roles, and responsibilities for your people, and have a team leader.

A complete solution of problems means preventing them from occurring initially. Besides, preventative measures should also be implemented for corrective actions in the 8D methodology. This requires reviewing management processes, operating procedures, and training manuals to ensure that best practices are followed.

8D Root Cause Analysis (RCA) and 8D Corrective Action Process

The 8D Root Cause Analysis, as well as the 8D Corrective Action process, is a widely systematic approach in quality management , especially concerning 8D in quality control. This method includes eight comprehensive steps that are devised to problem solving by dealing with root causes of the problems comprehensively. The steps of the 8D process start with the formation of a team, a clear definition of the problem, and move on to interim containment actions. This is then followed by detailed root-cause analysis using the 8D RCA process, development and verification of permanent corrective actions, implementation, and recurrence preventing efforts. Encouraging details in the analysis: the 8D methodology steps encompass collaborative efforts and documentation that ensure durable solutions and continuous improvement in organizational processes. Root Cause Analysis (RCA) is embedded within the 8D process and includes the following steps and techniques:

Problem Symptom is measured and transformed to “Object and Defect”

Problem Symptom is reformed to Problem Statement using the 5W1H process

Potential Causes are gathered using the tools like Fishbone or Affinity Diagram

Problem Statement should fit using both the “is” and the “isn’t” sections of the question

Root Cause concepts are developed from remaining possible causes on the tool and related changes from is/is not

Compare theories with recent data and develop experiments for Root Cause Verification

Test and confirm the Root Causes

Customer Success

3 Women Leaders Making a Powerful Impact in Global Quality and Safety Management

How to use the 8d approach.

8D portrays 8 steps of a structured approach to solve difficult, recurring, or critical problems by providing transparency, driving a team approach, and increasing the chances of solving the problem.

Proper plan for solving the problem and identify the prerequisites.

Team creation

Gather a cross-functional team with product/process knowledge.

Problem description and definition

Use the data and information to specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (the 5W1H) for the problem.

Problem Containment Plan development

Develop and implement interim actions to eliminate the problem from any customer in the future.

Specify and assess Root Causes

Identify and review all relevant causes and sources of variation that analyze why the problem has occurred and figure out why the problem was not noticed at first using 5W1H or diagrams.

Verify Permanent Solutions

After collecting data confirm that the possible solutions will actually resolve the problem.

Implement and Validate Corrective Actions

Discuss and review results and develop plans to implement the best solutions or countermeasures.

Preventive measures

Transform the operation systems, management systems, procedures, and practices to avoid the recurrence of similar problems.

Compliment your team

Recognize the collective efforts of your team and formally thank them for their involvement.

8D Problem Solving Tools and Techniques

The 8D problem solving methodology is the set of tools and methods aiming for complex quality issues. 8D problem solving techniques are basically comprised of a fishbone diagram, 5 Whys analysis, Pareto charts, process flowcharts, and Failure Mode and Effects Analysis (FMEA) to come to terms with the 8D framework. Integration with statistical tools and data analysis in every step of 8D analysis is sure to make the most accurate identification of the root cause.

This approach would ensure that cross-functional teams' participation would not only be present in the brainstorming sessions but also in the 8D problem solving process at the problem solving stage.

Training in 8D Methodology

8D training is an inevitable imperative that makes its deployment in organizations effective. The 8D methodology provides all the necessary details that the teams could apply to the skills and knowledge required at every step in 8D of quality control . Training the workforce on 8D methodology will make them able to apply these aspects when dealing with real-world problems, which will better off the quality and efficiency of the entire organization. It ensures that all these measures and strategies have been inducted to make sure that 8D problem solving approaches are not just tools for problem solution but have been inducted to lay down the base for sustainable quality improvement and prevention practices in the organizational processes.

How to Enhance Quality and Efficiency in 8D Manufacturing?

Understand the Basics of the 8D Approach to Problem Solving

• Familiarize yourself with the principles of the 8D methodology.
• Recognize that the 8D process steps include team formation, problem

Form a Cross-Functional Team

• Assemble a team with diverse skills and perspectives.
• Ensure each member understands their role in the 8D structured problem solving process.
• Use precise language to describe the problem.
• Implement tools like the 5 Whys to aid in the root cause analysis 8d problem solving phase.

Implement Interim Containment Actions

• Take immediate steps to prevent the problem from worsening.
• Document these actions as part of the 8D troubleshooting methodology

Identify and Verify Root Causes

• Conduct a thorough root cause analysis to pinpoint the underlying issues.
• Utilize techniques like fishbone diagrams and Pareto charts in the 8D RCA Process.

Develop Permanent Corrective Actions

• Propose solutions that address the root causes identified.
• Ensure these solutions are sustainable and prevent recurrence.

Validate the Corrective Actions

• Test the solutions to ensure they effectively resolve the problem.
• Collect data to confirm the effectiveness of the root cause analysis and the 8Dd corrective action process.

Implement and Monitor Solutions

• Roll out the verified solutions across relevant areas.
• Continuously monitor the impact to ensure long-term success.

Prevent Recurrence

• Update processes and documentation to incorporate the new solutions.
• Train employees on the new procedures to embed them in daily operations.

Recognize and Celebrate Success

• Acknowledge the efforts of the team in solving the problem.
• Use this opportunity to reinforce the importance of the 8D methodology in maintaining quality and efficiency.

Ensuring compliance with FDA regulations is crucial for medical device manufacturers to maintain market access and ensure patient safety. Medical Device Compliance Software plays a pivotal role in helping companies align with these stringent requirements. Here’s how:

Great product, support, and people to work with!

We have rolled-out CQ across our company to automate various elements of QMS requirements such as Document Management, Complaints, Non-conformances, Corrective Action (8D and A3), Supplier Management and Audit Management. We have been using the software for more than 2 years. We are glad to see how well the system is being used across the company. We have several thousand users on the system currently and working to scale the usage further. CQ solution has been configured to meet our needs, works elegantly across languages, across time zones, and business verticals. With integration between CQ and SAP to exchange critical data, the process automation provides a lot of productivity.

CQ configuration team and support have worked hard to ensure that our needs continue to be met. They consistently go above and beyond. We cannot be more pleased with our use of CQ QMS capabilities and would definitely recommend to anyone who is looking for a modern cloud based EQMS solution especially if you want a scalable EQMS solution.

Lia Budiman, Continental Contitech

8D Process Improvement in Different Industries

Automotive Industry

• Application of 8D Methodology : Essential for addressing recurring quality issues and customer complaints.
• Root Cause Analysis 8D Problem Solving : Identifies underlying issues affecting vehicle performance and safety.
• 8D Structured Problem Solving: Used to enhance manufacturing processes and reduce defects.
• 8D Process Steps: Followed rigorously to maintain high safety and quality standards in vehicle production

Aerospace Industry

• 8D Troubleshooting Methodology: Critical for resolving complex technical issues and ensuring compliance with stringent safety regulations.
• 8D RCA Process: Applied to investigate and eliminate root causes of system failures.
• 8D Corrective Action Process: Ensures that preventive measures are implemented to avoid the recurrence of problems.
• 8D Manufacturing: Focuses on precision and reliability in the production of aerospace components.

Electronics Industry

• 8D Approach to Problem Solving: Used to tackle issues related to product design and manufacturing.
• Root Cause Analysis and the 8D Corrective Action Process: Vital for maintaining product quality and reducing warranty claims.
• 8D Process Steps: Helps in identifying and addressing defects in electronic components and assemblies.
• 8D Methodology: Ensures continuous improvement and innovation in electronics manufacturing processes.

Healthcare Industry

• 8D Structured Problem Solving: Applied to improve patient care and operational efficiency in healthcare facilities.
• 8D Problem-Solving Steps: Utilized to address issues related to medical equipment and procedural errors.
• Root Cause Analysis 8D Problem Solving: Enhances patient safety by identifying and eliminating causes of medical errors.
• 8D Troubleshooting Methodology: Ensures that corrective actions are taken to prevent the recurrence of adverse events.

Food and Beverage Industry

• 8D Manufacturing: Ensures product quality and safety throughout the production process.
• 8D Approach to Problem-Solving: Addresses contamination issues and improves production line efficiency.
• Root Cause Analysis and the 8D Corrective Action Process: Essential for maintaining food safety standards.
• 8D Process Steps: Used to investigate and resolve quality issues in food production systematically.

Pharmaceutical Industry

• 8D Methodology: Applied to ensure the consistency and safety of pharmaceutical products.
• 8D RCA Process: Identifies and addresses root causes of deviations in manufacturing processes.
• 8D Corrective Action Process: Implements preventive measures to ensure compliance with regulatory standards.
• 8D Troubleshooting Methodology: Enhances production efficiency and reduces the risk of product recalls.

Consumer Goods Industry

• 8D Structured Problem Solving: Used to resolve product design and manufacturing issues.
• 8D Process Steps: Ensures consistent product quality and customer satisfaction.
• Root Cause Analysis 8D Problem Solving: Identifies and eliminates causes of defects in consumer products.
• 8D Manufacturing: Focuses on improving production processes and reducing waste.

Energy Industry

• 8D Approach to Problem Solving: Applied to address equipment failures and improve operational reliability.
• Root Cause Analysis and the 8D Corrective Action Process: Ensures the continuous improvement of energy production processes.
• 8D Troubleshooting Methodology: Helps resolve complex technical issues in energy plants.
• 8D RCA Process: Identifies and eliminates causes of energy generation and distribution inefficiencies.

8D Process Metrics and KPIs

• Problem Resolution Time: This metric tracks the time taken from problem identification to resolution in the 8D root cause analysis process, ensuring timely corrective actions are implemented to prevent recurrence.
• Recurrence Rate: By measuring how often a similar problem reappears after the 8D corrective action process, this KPI helps assess the effectiveness of the implemented solutions and continuous improvement efforts.
• Root Cause Identification Accuracy: This KPI evaluates the precision and accuracy with which the root causes are identified during the 8D root cause analysis, ensuring that the correct issues are being addressed.
• Corrective Action Implementation Rate: This metric tracks the percentage of corrective actions successfully implemented within the stipulated timeline, indicating the efficiency of the 8D corrective action process.
• Customer Satisfaction Improvement: Monitoring changes in customer satisfaction levels following the 8D corrective action process can highlight the impact of the process on overall product quality and customer perception.

8D Problem Solving Report

8D problem solving reports and templates are useful tools to initiate a problem solving process. These reports are used to explain what 8D is and including information about each step so that one will know what needs to be done by attempting this to solve problems. Keeping these reports easily available can avoid repeating work on the same problems over and over again.

8D reports must be detailed and incorporate information at every step within the 8D process. Those who are working on the problem should provide sufficient information when completing a report so that someone who was not on the current 8D team can pull it out and understand what the problem was and what solutions were implemented.

Improve quality, eliminate problems and identify the root cause of a problem with 8d Methodology

Who can 8d help.

The 8D methodology is universally applicable for every organization that needs solving. Although, there are a few industries and sectors where this 8D approach is successfully used such as manufacturing, the automotive industry , engineering companies that manufacture products or parts, and medium and large-scale enterprises.

Related Checklists

Quality Assurance Checklist – Part A (Project Management)

Checklist | September 7th, 2022

Quality Assurance Checklist – Part B (Project Deliverables)

Quality Control Area Safety Audit Checklist for Pharmaceutical Companies

Checklist | April 22nd, 2022

Implementing the 8D Root Cause Analysis

Establish the Team

• Assemble a cross-functional team: Ensure diverse perspectives and expertise.
• Define roles and responsibilities: Clarify each member's contributions.
• Team leader selection: Choose someone with strong leadership and problem-solving skills.

Describe the Problem

• Problem statement creation: Define the issue clearly and concisely.
• Use of data and evidence: Gather and present data to illustrate the problem.
• Scope and impact: Detail how the problem affects processes, products, or customers.
• Immediate actions: Implement temporary measures to contain the problem.
• Verification of ICAs: Ensure the containment actions are effective.
• Monitoring: Continuously monitor the situation until a permanent solution is found.

Determine Root Causes

• Root cause analysis techniques: Utilize tools like the 5 Whys and Fishbone diagrams.
• Data analysis: Examine data to identify patterns and anomalies.
• Identify multiple root causes: Look beyond the obvious to find all contributing factors.

Develop Permanent Corrective Actions (PCAs)

• Brainstorm solutions: Generate potential corrective actions.
• Evaluate effectiveness: Assess the feasibility and impact of each solution.
• Select the best solution: Choose the most effective and sustainable corrective action.

Implement and Validate PCAs

• Action plan creation: Develop a detailed plan to implement corrective actions.
• Execution: Carry out the corrective actions according to the plan.
• Validation: Verify that the corrective actions resolve the problem effectively.
• Standardization: Update processes, procedures, and documentation to include the new solutions.
• Training: Educate employees on the new procedures to ensure consistent application.
• Monitoring and review: Regularly review the effectiveness of the implemented solutions.

Recognize the Team and Celebrate Success

• Team recognition: Acknowledge the contributions of each team member.
• Celebrate achievements: Celebrate the success of solving the problem.
• Document lessons learned: Record insights and lessons learned for future reference.

Quality-centric Companies Rely on CQ QMS

Frequently Asked Questions

The 8D methodology is often used since it provides a consistent, simple, and thorough approach to solving raised problems at various stages. If properly applied, it gives several advantages such as:

A systematic approach for improving team-oriented problem solving skills

A clear understanding of basic statistical tools needed for problem solving

A practical understanding of the ‘ root cause analysis’ tool

Creating and expanding relative information about past failures and lessons learned to avoid future problems in the organization

Improving skills for corrective action deployment

When the team is trying to find the root cause of the problem and deploy corrective actions, some defective products will continue to be manufactured. To prevent these defective parts from reaching the customer, interim containment ensures that the defects are contained in the facility till the problem is completely solved. If defective parts reach the customer, it may result in warranty claims, field failures, and customer complaints.

To implement the 8D process successfully, the following factors are crucial:

The right team

An accurate description of the problem

Avoiding skipping through steps

Ensuring cooperation within the team and management support

Understanding the difference between real causes and possible causes

Related Insights

5 Dos and Don’ts When Choosing a QMS Solution for Your Enterprise

Every investment a business makes should have a measurable impact. In the case of an EQMS, the ROI is based…

Root Cause Analysis – Definition, Benefits and Process

All Quality and Safety Management Standards emphasize the importance of…

5 Why vs. Pareto Chart vs. Fishbone Diagram – Pros and Cons of Each of These RCA Techniques

All Quality Management Standards emphasize the importance of identifying the…

Automated CAPA with RCA and 5 Why to Make Your Workplace Healthy and Safe

PGT Innovations (PGT), pioneers in the impact-resistant window and door…

Connect with a CQ Expert

Learn about all features of our Product, Quality, Safety, and Supplier suites. Please fill the form below to access our comprehensive demo video.

Please confirm your details

By submitting this form you agree that we can store and process your personal data as per our Privacy Statement. We will never sell your personal information to any third party.

In Need of Smarter Ways Forward? Get in Touch.

Got questions we can help.

Chat with a CQ expert, we will answer all your questions.

Lean Six Sigma Training Certification

• Facebook Instagram Twitter LinkedIn YouTube
• (877) 497-4462

8D Corrective Action: Mastering Problem-Solving for Continuous Improvement

May 13th, 2024

Businesses constantly refine products, services, and workflows to stay ahead. But issues can still pop up, angering customers and jacking costs while hurting a company’s image. This is where the 8D corrective action problem-solving method earns its stripes.

It was developed by Ford in the 80s and has since spread widely across manufacturing, healthcare, aerospace, and more.

The 8D approach is a methodical process combining pros from different parts of the company, analytical tools, and fact-based decision-making.

By following its eight systematic steps, organizations can expertly handle thorny problems. They uncover root causes and implement lasting fixes addressing immediate concerns while fueling constant upgrades to prevent repeat issues.

Key Highlights

• Understanding the origins and history of the 8D corrective action methodology, its benefits, and when to apply it for optimal results.
• Exploring the eight disciplined steps of the 8D corrective action process.
• Integrating the 8D methodology with quality management systems, leveraging Enterprise Quality Management Software (EQMS) to streamline workflows.
• Examining case studies and examples from various industries, including manufacturing, service, healthcare, and the automotive sector.

Understanding the 8D Corrective Action Problem-Solving Methodology

The Eight Disciplines (8D) methodology is a structured, team-based approach to problem-solving that aims to identify the root causes of issues and implement effective corrective actions. 

It is a comprehensive framework that combines analytical tools, cross-functional collaboration, and a disciplined mindset to tackle complex problems systematically.

The 8D process establishes a step-by-step approach that guides organizations through eight distinct disciplines, each building upon the previous one. 

Origins and History of 8D Corrective Action

The origins of the 8D methodology can be traced back to the 1980s when it was developed and pioneered by Ford Motor Company. 

Initially referred to as “ Team Oriented Problem Solving ” (TOPS), this approach was designed to address the recurring quality issues that plagued the automotive industry at the time.

Recognizing the limitations of traditional problem-solving techniques, Ford sought to establish a more robust and effective framework that would not only resolve immediate concerns but also drive continuous improvement and prevent future issues. 

The 8D methodology quickly gained traction within Ford and was subsequently adopted as the company’s primary approach for documenting and addressing problem-solving efforts.

As the benefits of the 8D corrective action process became evident, it rapidly gained popularity among other manufacturers and industries, transcending its automotive roots. 

Today, the 8D methodology is widely employed across various sectors, including manufacturing, healthcare, aerospace, and service industries, among others.

Benefits of Using 8D Corrective Action

Implementing the 8D problem-solving methodology offers numerous benefits to organizations, including:

1. Systematic Approach : The structured nature of the 8D process ensures a consistent and comprehensive approach to problem-solving, reducing the risk of overlooking critical factors or jumping to premature conclusions.

2. Root Cause Identification : By emphasizing root cause analysis , the 8D methodology goes beyond addressing surface-level symptoms and focuses on identifying and eliminating the underlying causes of problems.

3. Cross-Functional Collaboration : The team-based approach fosters cross-functional collaboration, leveraging diverse perspectives and expertise from various departments, leading to more robust and well-rounded solutions.

4. Preventive Measures : The 8D corrective action process incorporates preventive actions to mitigate the recurrence of similar issues, promoting a culture of continuous improvement and proactive problem-solving.

5. Improved Quality and Reliability : By addressing root causes and implementing corrective actions, organizations can enhance the quality and reliability of their products, services, and processes, leading to increased customer satisfaction and cost savings.

6. Knowledge Sharing and Organizational Learning : The documentation and archiving of 8D processes facilitate knowledge sharing and organizational learning, enabling teams to build upon past experiences and lessons learned.

When to Apply 8D Corrective Action

The 8D problem-solving methodology is particularly valuable in situations where:

• Root Cause Analysis is Required: When issues persist despite initial troubleshooting efforts, or when the underlying causes are not immediately apparent, the 8D process can provide a structured approach to root cause analysis.
• Recurring Problems: If an organization experiences recurring problems or quality issues, the 8D methodology can help identify and eliminate the root causes, preventing future occurrences.
• Quality Issues with Significant Impact: When quality issues have a substantial impact on customer satisfaction, safety, regulatory compliance, or financial performance, the rigorous 8D approach can be employed to address the problem comprehensively.
• Complex Problems: For intricate problems involving multiple factors, processes, or departments, the cross-functional nature of the 8D team and the systematic approach can facilitate a thorough investigation and effective solution development.

By understanding the core principles, benefits, and appropriate application scenarios of the 8D problem-solving methodology, organizations can leverage this powerful framework to drive continuous improvement , enhance quality, and maintain a competitive edge in their respective industries.

The Eight Disciplines (8D) Process

At the heart of the 8D corrective action methodology lies a structured, step-by-step approach that guides organizations through eight distinct disciplines. 

Each discipline builds upon the previous one, ensuring a thorough investigation, analysis, and resolution of the problem at hand.

The eight disciplines of the 8D process are designed to facilitate a systematic and disciplined approach to problem-solving, leveraging cross-functional collaboration, analytical tools, and data-driven decision-making. 

D0: Planning and Preparation

Before embarking on the 8D corrective action journey, proper planning and preparation are crucial. This initial step, often referred to as Discipline Zero (D0), lays the foundation for a successful problem-solving effort.

During D0, the team gathers relevant information about the problem, assesses the need for interim containment actions, and establishes the prerequisites for forming an effective cross-functional team. 

This stage involves collecting data on symptoms, identifying potential risks, and ensuring that the necessary resources and support are in place to execute the 8D process effectively.

D1: Team Formation

The first formal discipline of the 8D process focuses on assembling a cross-functional team with the collective knowledge, skills, and expertise required to tackle the problem at hand. 

Effective team formation is critical to the success of the 8D corrective action effort, as it ensures diverse perspectives and a comprehensive understanding of the issue.

During D1, team members are carefully selected from various departments or functions, such as product engineering, process engineering, quality assurance, and data analysis.

Best practices in team formation involve considering factors such as technical expertise, problem-solving skills, interpersonal abilities, and the availability and commitment of potential team members. 

Establishing ground rules, communication protocols, and team-building exercises can further enhance collaboration and effective teamwork.

D2: Problem Description

In Discipline 2, the team focuses on accurately describing the problem, utilizing quantitative data and evidence-based approaches. 

This step is crucial, as it establishes a shared understanding of the issue and guides the subsequent steps of the 8D process.

The problem description involves defining the problem statement in specific, measurable terms, identifying the affected product or process, and quantifying the impact on operations, quality, customer satisfaction, and costs. 

Tools such as the “ 5 Whys ” technique, Ishikawa (fishbone) diagrams , and “ Is/Is Not ” analysis can aid in this process, helping to capture relevant details and categorize information.

D3: Interim Containment Actions

While the team works towards identifying and implementing permanent solutions, Discipline 3 focuses on implementing interim containment actions to mitigate the immediate impact of the problem and protect customers from further exposure.

Interim containment actions are temporary measures designed to isolate the problem and prevent it from causing further harm or spreading to other areas, processes, or products. 

These actions may include segregating defective products, implementing additional inspections or checks, or introducing manual oversight until permanent corrective actions are in place.

It is essential to verify the effectiveness of interim containment actions and monitor their implementation to ensure that they are successful in containing the problem and minimizing its impact on operations and customers.

D4: Root Cause Analysis

At the core of the 8D corrective action process lies Discipline 4, which focuses on identifying the root causes of the problem through rigorous analysis and data-driven investigation. 

This step is crucial, as it lays the foundation for developing effective and sustainable corrective actions.

During root cause analysis, the team employs various analytical tools and techniques, such as comparative analysis , fault tree analysis , and root cause verification experiments. 

These methods help to isolate and verify the underlying causes of the problem, separating symptoms from true root causes.

Thorough documentation and verification of root causes are essential in this discipline, ensuring that the team has a solid foundation for developing effective corrective actions.

D5: Permanent Corrective Actions (PCAs)

Building upon the insights gained from root cause analysis , Discipline 5 focuses on selecting and verifying permanent corrective actions (PCAs) that address the identified root causes and mitigate the risk of future occurrences.

During this stage, the team evaluates potential corrective actions based on their effectiveness in addressing the root causes, as well as their feasibility, cost, and potential impact on other processes or systems. 

Risk assessment tools, such as Failure Mode and Effects Analysis (FMEA), can aid in this evaluation process.

Once the most appropriate corrective actions have been selected, the team verifies their effectiveness through pilot testing , simulations, or other validation methods. 

This step ensures that the proposed solutions will indeed resolve the problem and prevent its recurrence without introducing unintended consequences.

Detailed planning and documentation of the corrective actions, including acceptance criteria, implementation timelines, and responsibilities, are critical components of Discipline 5.

D6: Implementation and Validation

In Discipline 6, the team focuses on implementing the selected permanent corrective actions and validating their effectiveness in resolving the problem and preventing future occurrences.

This stage involves developing a comprehensive project plan that outlines the steps, timelines, and resources required for successful implementation. 

Effective communication and coordination with all relevant stakeholders, including cross-functional teams and management, are essential to ensure a smooth transition and minimize disruptions.

During implementation, the team closely monitors the progress and performance of the corrective actions, gathering data and feedback to validate their effectiveness. 

This validation process may involve conducting simulations, inspections, or collecting performance metrics to assess the impact of the implemented solutions.

If the validation process reveals any shortcomings or unintended consequences, the team may need to revisit the corrective actions, make adjustments, or conduct further root cause analysis to address any remaining issues.

D7: Preventive Actions

Discipline 7 of the 8D process focuses on taking preventive measures to ensure that the lessons learned and improvements made during the problem-solving journey are embedded into the organization’s processes, systems, and culture.

In this stage, the team reviews similar products, processes, or areas that could be affected by the same or similar root causes, identifying opportunities to apply preventive actions more broadly. 

This proactive approach helps to mitigate the risk of future occurrences and promotes a culture of continuous improvement .

Effective implementation of preventive actions requires cross-functional collaboration, clear communication, and ongoing monitoring to ensure their sustained effectiveness.

D8: Closure and Celebration

The final discipline of the 8D process, D8, serves as a critical step in recognizing the team’s efforts, sharing lessons learned, and celebrating the successful resolution of the problem.

During this stage, the team conducts a final review of the problem-solving journey, documenting key lessons and insights that can be applied to future projects. 

This documentation not only preserves institutional knowledge but also facilitates continuous improvement by enabling the organization to build upon past experiences.

Equally important is the recognition and celebration of the team’s achievements. By acknowledging the collective efforts, dedication, and collaboration of team members, organizations can foster a positive and supportive culture that values problem-solving and continuous improvement.

Formal recognition events, such as team presentations or awards ceremonies, can be organized to showcase the team’s accomplishments and highlight the impact of their work on the organization’s quality, customer satisfaction, and overall performance.

By completing the eight disciplines of the 8D process, organizations can effectively navigate complex problems, identify root causes, implement sustainable solutions, and establish a foundation for continuous improvement and organizational learning.

Integrating 8D Corrective Action with Quality Management Systems

While the 8D problem-solving methodology offers a robust framework for addressing quality issues and driving continuous improvement, its effectiveness can be further amplified by integrating it with an organization’s quality management systems . 

Leveraging enterprise-level software solutions can streamline the 8D process, enhance collaboration, and foster a culture of continuous improvement.

The Role of EQMS in 8D Corrective Action

Enterprise Quality Management Software (EQMS) plays a pivotal role in supporting the successful implementation of the 8D corrective action methodology. 

By utilizing an EQMS, teams can benefit from features such as:

• Standardized 8D Workflows: Pre-configured 8D workflows and templates ensure consistency and adherence to best practices, guiding teams through each discipline with clearly defined tasks, responsibilities, and timelines.
• Collaboration and Communication: EQMS platforms facilitate cross-functional collaboration by providing secure document sharing, real-time updates, and centralized communication channels, ensuring that all stakeholders remain informed and engaged throughout the 8D process.
• Data Management and Reporting: Comprehensive data management capabilities within an EQMS enable teams to easily capture, analyze, and report on quality data, facilitating data-driven decision-making and root cause analysis during the 8D process.
• Integration with Quality Systems: EQMS solutions often integrate with other quality management systems, such as corrective and preventive action (CAPA) systems, enabling seamless information sharing and ensuring that the insights gained from the 8D process are incorporated into broader quality improvement initiatives.

Automating 8D Corrective Action Workflows

One of the key advantages of leveraging an EQMS is the ability to automate 8D workflows, streamlining the process and reducing the administrative burden on teams. 

Automated workflows also facilitate consistent documentation and record-keeping, which is essential for maintaining compliance with industry regulations and standards, as well as enabling knowledge sharing and organizational learning.

Data-Driven Decision-making

The 8D corrective action methodology heavily relies on data-driven decision-making, particularly during the root cause analysis and corrective action selection phases. 

An EQMS provides teams with powerful data analysis and reporting capabilities, enabling them to quickly identify trends, patterns, and correlations that can inform their decision-making process.

Continuous Improvement Culture

Ultimately, the integration of the 8D methodology with an EQMS fosters a culture of continuous improvement within an organization. 

The insights gained from the 8D process, coupled with the robust reporting and analytics capabilities of an EQMS, provide organizations with a wealth of data and knowledge that can be leveraged to drive ongoing process optimization and quality enhancement initiatives.

Case Studies and Examples of 8D Corrective Action

To illustrate the practical application and impact of the 8D problem-solving methodology, let us explore a few real-world case studies and examples from various industries. 

These examples will showcase how organizations have successfully leveraged the 8D approach to address quality issues, resolve complex problems, and drive continuous improvement.

Manufacturing Quality Issues

In the manufacturing sector, where quality and reliability are paramount, the 8D methodology has proven invaluable in addressing a wide range of issues. 

One notable example is a leading automotive parts manufacturer that faced recurring quality issues with a critical component, resulting in costly rework and customer dissatisfaction.

By implementing the 8D process, a cross-functional team was assembled to investigate the problem. Through root cause analysis , they identified a flaw in the supplier’s raw material handling processes, leading to inconsistencies in the component’s material properties.

The team implemented interim containment actions to segregate and inspect incoming materials, while also working with the supplier to implement permanent corrective actions, such as upgrading their material handling equipment and revising their quality control procedures.

Service Industry Applications of 8D Corrective Action

While the 8D corrective action approach is often associated with manufacturing, it has also proven valuable in the service industry, where quality and process excellence are equally critical. 

A prominent financial institution faced challenges with excessive customer complaints related to billing errors and account discrepancies.

By implementing the 8D methodology, a cross-functional team analyzed the problem, identifying root causes such as outdated software systems, inadequate training for customer service representatives, and inefficient data entry processes.

The team implemented interim containment actions, including manual account audits and increased customer communication, while also developing permanent corrective actions, such as upgrading their billing software, revising training programs, and streamlining data entry procedures.

Healthcare and Life Sciences

In the healthcare and life sciences industries, where patient safety and regulatory compliance are paramount, the 8D methodology has proven invaluable in addressing quality issues and mitigating risks.

A prominent pharmaceutical company faced a recurring issue with contamination in one of its drug products, posing potential health risks and regulatory concerns.

By implementing the 8D corrective action process, a cross-functional team investigated the issue, identifying root causes related to inadequate environmental controls in the manufacturing facility and inconsistencies in the cleaning and sterilization procedures.

Interim containment actions included quarantining and recalling affected product batches, while permanent corrective actions focused on upgrading the facility’s HVAC systems, revising cleaning and sterilization protocols, and implementing enhanced environmental monitoring.

Automotive Industry (origin of 8D Corrective Action)

It is fitting to revisit the automotive industry, where the 8D methodology originated. In a recent case study, a major automaker faced recurring issues with engine failures in one of their popular vehicle models, leading to costly warranty claims and customer dissatisfaction.

By implementing the 8D process, a cross-functional team investigated the issue, identifying root causes related to a design flaw in the engine’s cooling system and inadequate testing procedures during the product development phase.

Interim containment actions included issuing technical service bulletins and providing temporary cooling system modifications for affected vehicles.

Permanent corrective actions focused on redesigning the engine’s cooling system, implementing more rigorous testing protocols, and enhancing communication between the engineering and manufacturing teams.

Through the 8D process and integration with their quality management practices, the automaker successfully resolved the engine failure issue, regained customer trust, and enhanced their overall product quality and reliability.

The 8D corrective action problem-solving method has proven extremely useful for handling thorny quality issues, continuously upgrading workflows, and cultivating an excellence culture in businesses.

By pairing its structured team approach with analytical tools and fact-based choices, the 8D process empowers companies to uncover root causes. It also helps implement lasting fixes and prevent repeating mistakes through establishing protective measures.

As the case studies and examples show, it’s been put to great use across many industries from manufacturing to healthcare where it originated in automotive.

Its flexibility and power have made 8D valued for boosting quality, improving customer satisfaction and staying ahead competitively no matter the market.

The Eight Disciplines methodology remains a strong tool for companies serious about excellence, innovation, and customer focus.

By wholeheartedly embracing this robust framework and blending it with modern quality practices, businesses can expertly handle complex problems. They can also unlock fresh opportunities and build the foundation for sustainable success.

In other words, don’t sleep on 8D corrective action problem-solving. Its fact-based, team-centric transformation approach strengthens any organization now and into the future.

SixSigma.us offers both Live Virtual classes as well as Online Self-Paced training. Most option includes access to the same great Master Black Belt instructors that teach our World Class in-person sessions. Sign-up today!

Virtual Classroom Training Programs Self-Paced Online Training Programs

SixSigma.us Accreditation & Affiliations

Monthly Management Tips

• Be the first one to receive the latest updates and information from 6Sigma
• Get curated resources from industry-experts
• Gain an edge with complete guides and other exclusive materials
• Become a part of one of the largest Six Sigma community
• Unlock your path to become a Six Sigma professional

" * " indicates required fields

The Evolution of 8D Problem-Solving: From Basics to Excellence

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

In a world where efficiency and effectiveness are more than just buzzwords, the need for robust problem-solving methodologies is greater than ever. Among the myriad of approaches that organizations adopt to tackle challenges, the 8D Problem-Solving framework stands as a testament to both versatility and efficacy. Originating from military standards and later popularized by the automotive industry, 8D has evolved to become a universal tool for identifying issues, analyzing root causes, and implementing sustainable solutions.

This blog post aims to guide you through the captivating history and evolution of the 8D Problem-Solving approach. From its early days as a checklist in quality management to its modern adaptation using advanced statistical tools and cross-industry applications, we’ll explore how 8D has transformed into a comprehensive, adaptable, and highly effective method for tackling problems in various sectors. Whether you’re new to 8D or looking to deepen your understanding, this article offers valuable insights into its development and current applications.

The Genesis: Where It All Began

The military origins.

The very first seeds of the 8D Problem-Solving methodology were sown during World War II. It was incorporated into Military Standard 1520, a framework aimed at addressing product and service failures. At the time, the military faced complex challenges that often involved multiple variables and high stakes. These challenges required a disciplined approach to problem-solving that could help identify and eliminate the root causes of failures.

Limited Initial Reach

Despite its structured approach, the method had limited reach and was not extensively used outside military applications. This was primarily due to two reasons:

• Specificity : The original framework was tailored for military applications, which made it less relatable to civilian industries.
• Complexity : The depth of the method often required specialized training, which acted as a barrier for broader adoption.

The Automotive Revolution: Ford Takes the Wheel

Fast forward to the 1980s, and the landscape of quality management began to change. Companies were increasingly focusing on systematic approaches to problem-solving and continuous improvement. It was during this era that the 8D Problem-Solving approach got a second life through its adoption by the Ford Motor Company.

Ford was facing growing competition and realized the need for a structured, repeatable problem-solving methodology. The 8D framework fit the bill perfectly, as it provided a step-by-step approach to identify issues, analyze their root causes, and implement corrective measures.

Standardization and Beyond

Once Ford demonstrated the success of implementing the 8D methodology, it became part of the larger Quality Management Systems. Organizations began to see the value in a disciplined approach to problem-solving, and thus, 8D started its journey towards standardization and broader industrial application.

By embracing quality management principles like ISO 9001, the 8D approach transformed from a ‘military-specific’ solution to a universally applicable method for problem-solving. This was a pivotal moment in its history, paving the way for the methodology’s future evolutions and its adoption across diverse sectors.

The origin story of 8D Problem-Solving is a compelling tale of adaptation and evolution. From its military roots to its mainstream industrial applications, the methodology has proven its mettle in solving complex problems methodically and effectively.

The 8 Disciplines: A Quick Overview

Understanding the 8 Disciplines that make up the 8D Problem-Solving approach is crucial for comprehending its comprehensive nature. For a comprehensive guide on how to navigate each of the eight disciplines, you can visit Learn Lean Sigma’s 8D Problem Solving Guide .

Here’s a brief rundown:

This is the preparatory stage where you outline the scope of the problem and plan the resources required for the problem-solving process.

D1: Team Formation

A cross-functional team is assembled with individuals who have the skills and knowledge needed to solve the problem effectively.

D2: Problem Description

The issue at hand is clearly defined, often using tools like the 5W2H (Who, What, When, Where, Why, How, How much) to ensure everyone understands it.

D3: Interim Containment Actions

Temporary actions are taken to contain the problem and prevent it from causing immediate harm while the root cause is being investigated.

D4: Root Cause Analysis

Through data collection and analysis, the underlying cause of the problem is identified. Methods like the Fishbone Diagram or 5 Whys are commonly used.

D5: Permanent Corrective Actions

Once the root cause is known, permanent solutions are developed and tested to ensure they effectively solve the problem.

D6: Implement and Validate Solutions

The validated solutions are fully implemented. Metrics are set up to monitor the effectiveness of the solutions over time.

D7: Preventive Measures

Actions are taken to prevent the recurrence of the problem in the future. This often involves updating procedures or training.

D8: Closure and Team Celebrations

The project is formally closed, and the team’s efforts are recognized and celebrated, often leading to increased motivation for future projects.

These eight disciplines provide a structured, step-by-step approach to problem-solving, ensuring that issues are not just solved but also prevented from recurring.

Would you like to know how each of these disciplines integrates with modern tools and methodologies like Lean Six Sigma? Stay tuned for more in-depth articles on this topic.

The Evolutionary Milestones of 8D Problem-Solving

1. initial adoption and standardization, the checklist era.

In its formative years, the 8D methodology was primarily a checklist approach to problem-solving. Organizations used it as a guide to ensure that they didn’t miss critical steps in the problem-solving process. While effective, it lacked the rigor and structure to be universally adopted as a standard.

Integration into Quality Management Systems

The game-changer came when 8D was integrated into Quality Management Systems like ISO 9001. This move provided the methodology with the structure and standardization it needed to be widely accepted. It moved from being a simple checklist to a deeply structured, documented process that required evidence-based actions at every stage.

2. Cross-Industry Application

Breaking industry barriers.

By the late 1990s and early 2000s, the 8D methodology began to show its versatility. What started in the automotive and military sectors soon found applications in healthcare, FMCG, logistics, and even software development.

Universal Principles

The universality of its principles meant that it could provide a structured way to approach problem-solving in different settings. The discipline it instilled in the process made it a favorite across industries, proving that good problem-solving techniques are not confined by industry boundaries.

3. Integration with Other Methodologies

The synergistic approach.

In more recent years, 8D has been combined with other methodologies like Six Sigma, Kaizen, and Lean. This integration has made the process far more robust, marrying the structured approach of 8D with the data-driven and continuous improvement aspects of these methodologies.

Enhanced Problem-Solving

For instance, integrating Six Sigma techniques into the Root Cause Analysis stage (D4) has allowed for a more sophisticated and accurate identification of root causes, making the solutions more effective and sustainable.

4. Technological Enhancements

The data revolution.

The advent of advanced statistical tools and software has significantly impacted the 8D methodology. Data analytics platforms and specialized software have made the data analysis phase far more sophisticated, improving the accuracy and efficiency of the entire process.

5. Adaptation for Smaller Issues

Quick 8d and micro 8d.

Recognizing that not every problem requires a full-blown 8D approach, the methodology has been adapted into “Quick 8D” or “Micro 8D” versions. These are less resource-intensive and can be implemented much quicker, making 8D accessible for smaller issues without sacrificing the integrity of the problem-solving process.

The 8D Problem-Solving methodology has shown remarkable adaptability and resilience, evolving over the years to meet the demands of a rapidly changing industrial landscape. Each evolutionary milestone has added layers of effectiveness, making it a reliable choice for organizations aiming for excellence in problem-solving.

Modern-Day Applications and Case Studies of 8D Problem-Solving

The 8D Problem-Solving methodology has come a long way from its military and automotive roots. Today, it has been adopted by a variety of industries and sectors, demonstrating its versatility and effectiveness in solving a wide range of problems. Below are some noteworthy applications and case studies.

Service Industries

Hospitality sector.

In the hospitality sector, 8D has been employed to improve customer satisfaction and operational efficiency. For example, a hotel chain used 8D to identify the root cause of frequent customer complaints about room cleanliness, eventually implementing new training programs for housekeeping staff.

Hospital Operations

Hospitals have applied 8D to solve problems related to patient safety, medical errors, and operational bottlenecks. One case study from a leading hospital showcased how 8D helped reduce the time required for the emergency room triage process, thus saving lives.

Software Development

Debugging and quality assurance.

In software development, 8D has found a place in debugging and quality assurance phases. It helps teams systematically identify, analyze, and resolve software bugs, leading to more reliable products.

Manufacturing Giants and Their Case Studies

General electric.

GE used the 8D methodology to improve the reliability of their turbine engines. After identifying the root cause of frequent failures, they implemented corrective actions that increased the lifespan of the engines, saving both time and resources.

Toyota, a name synonymous with quality and efficiency, has frequently turned to 8D for solving complex engineering and manufacturing challenges. One documented case study revealed how Toyota used 8D to reduce the defect rate in one of its assembly lines, thus improving productivity and quality.

In the consumer electronics industry, Samsung employed 8D to tackle the battery issues plaguing its Galaxy Note series. By systematically identifying the root cause, Samsung was able to implement corrective actions that restored consumer trust in their products.

The wide-ranging applications of 8D in various industries underscore its flexibility and robustness as a problem-solving methodology. These case studies are not just isolated examples; they are a testament to the adaptability and efficacy of the 8D approach in solving real-world problems.

The 8D Problem-Solving methodology has undergone a remarkable journey, evolving from its origins in military applications to becoming a universally adopted framework across a spectrum of industries. Its structured, step-by-step approach not only solves immediate issues but also lays down preventive measures to avoid future occurrences. This adaptability is evidenced by its successful implementation in sectors as diverse as healthcare, software development, and manufacturing.

Companies like General Electric, Toyota, and Samsung have leveraged 8D to drive impactful changes, highlighting the methodology’s potential for fostering organizational excellence. As we move forward in an increasingly complex and dynamic world, the 8D approach will undoubtedly continue to be a cornerstone for effective problem-solving and continuous improvement.

• Zarghami, A. and Benbow, D.W., 2017.  Introduction to 8D problem solving . Quality Press.
• Camarillo, A., Ríos, J. and Althoff, K.D., 2017.  CBR and PLM applied to diagnosis and technical support during problem solving in the Continuous Improvement Process of manufacturing plants .  Procedia Manufacturing ,  13 , pp.987-994.

Was this helpful?

Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

Scatter Plots

PDCA and OODA: Which is the Better Problem-Solving Method?

Free lean six sigma templates.

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

Understanding Process Performance: Pp and Ppk

Understand Process Performance (Pp) and Process Performance Index (Ppk) to assess and improve manufacturing processes.…

LIFO or FIFO for Stock Management?

Choosing between LIFO and FIFO for stock management depends on factors like product nature, market…

Are There Any Official Standards for Six Sigma?

Are there any official standards for Six Sigma? While Six Sigma is a well-defined methodology…

5S Floor Marking Best Practices

In lean manufacturing, the 5S System is a foundational tool, involving the steps: Sort, Set…

How to Measure the ROI of Continuous Improvement Initiatives

When it comes to business, knowing the value you’re getting for your money is crucial,…

8D Problem-Solving: Common Mistakes to Avoid

In today’s competitive business landscape, effective problem-solving is the cornerstone of organizational success. The 8D…

FlashLearners

Education And Career Blog

8D Problem-Solving Process: How To Apply The 8 Disciplines

Nov 7, 2023 by Chinedu Leave a Comment

Industries ranging from health care and manufacturing to retail often rely on strategic methods for addressing issues. One of the most common is the 8D problem-solving method, which involves identifying the root of the problem and developing preventative measures. Implementing this measure can help teams collaborate in a way that increases efficiency, reduces costs and improves customer satisfaction.

In this article, we explain 8D problem-solving, how to apply the eight disciplines and discuss the benefits and applications of this process.

What is 8D problem-solving?

8D problem-solving is an approach that quality engineers and manufacturers use to identify and address challenges throughout a project. 8D refers to the eight different disciplines, or steps, that the process entails. Note that since its inception, the 8D problem-solving method has added a stage for planning at the beginning of the process.

While the 8D problem-solving method first gained popularity in the automotive industry, industries ranging from health care and manufacturing to finance, government and retail implement it today. 8D works by finding the root cause of a problem and conducting a statistical analysis. Then, it implements interim solutions that can alleviate some of the negative effects of the problem while a team continues searching for and implementing permanent corrective actions.

How to use 8D problem-solving

Here’s how to use 8D problem-solving:

How Sophie Made Learning Fun

1. D0: Prepare and plan

Before starting the 8D process, evaluate the problem you’re trying to solve. Collect information about the different effects of the problem and the most severe issues that may result from the problem. Keep a checklist of these issues to better work to resolve them, including by deciding what resources you may need. Consider seeking feedback from others involved to ensure a well-informed and rational approach. During the 8D process, try to protect the customer from any ongoing negative effects associated with the problem until you’re able to solve it.

2. D1: Form a team

Create a team of people familiar with the various products and processes. Choose people who also have the time and skills in the necessary areas to solve the problem and implement corrective actions. Some of the different actions that comprise this step in the 8D problem-solving process include:

Naming team members and setting up the team

Appointing a team leader

Developing and sharing team guidelines

Going over team goals and priorities

Arranging team-building exercises, if needed

3. D2: Describe the problem

Identify the problem in clear, quantifiable terms by identifying the who, what, where, when, why, how and how many (5W2H) of the problem. Then, clearly describe the problem. Actions for this step include:

Developing a problem statement

Deciding if the problem is caused by a change in something already there or if it’s a new problem

Developing a project plan with goals and objectives

Creating a diagram to pinpoint possible causes

Marking a flowchart of the process, including various steps as related to the problem description

4. D3: Develop interim containment actions

Define and implement actions that can contain the problem within the business and isolate it from any customer. Containing the problem is a temporary solution while the team develops permanent corrective or preventive actions to solve the problem. After defining and implementing an interim containment action, the team also checks with the customer to see if the action has been effective.

5. D4: Define and verify root causes and escape points

Look for causes that may explain why the problem happened. Test each potential root cause against the problem description and related test data. Try to find where the first indications of a problem arose and identify why your team didn’t notice it. This point is called the escape point. Those using the 8D model can consider all potential root causes before verifying or dismissing them. Some people may use the five whys and cause-and-effect diagrams to test the various causes of the problem they’ve identified.

6. D5: Choose and verify permanent corrective actions (PCAs) for the problem

Choose the most likely solution to remove the root cause of the problem, then come up with the most likely solution to the issues with the escape point. Double-check to ensure that both these solutions have a good chance of correcting the problem for the customer without any negative outcomes or unwanted effects.

7. D6: Implement and validate permanent corrective actions

The next step is to plan, define and implement the ideal permanent corrective actions, or CAs, to remove any root causes and escape points. Once you implement these corrective actions, you can remove any interim containment actions. Observe the results over a long period and verify the success of the new solutions by seeing how they affect the customer. Consider identifying the negative effects of these newly implemented solutions.

8. D7: Prevent recurrence

Modify the management systems, operation systems, methods and procedures to ensure that this problem is less likely to happen again. Look for opportunities to improve these systems and procedures to eliminate the current problem you’ve been working to resolve. Additionally, you can look for ways to improve your methods to stop similar problems from developing later.

9. D8: Recognize team and individual contribution

The final step in the 8D process is to review the problem-solving project and the group’s work. Document everything and save all notes, lessons, research and test data. Then, openly acknowledge your appreciation for the team’s collaborative efforts while also recognizing the contributions of team members.

Why apply 8D problem-solving?

8D problem-solving offers many benefits. It can help:

Focus on collaboration and cooperation rather than relying solely on individual contribution

Allow team members to become familiar with an efficient and successful method of problem-solving

Allow the project team to learn from earlier problems or errors

Improve knowledge of problem-solving techniques and tools so that team members can more easily address other problems that they may encounter

Encourage open communication around problematic situations, which can increase teamwork overall

Keep management informed about problems that affect the business so that they can address problems more quickly and effectively

Encourage company-wide improvements

When to apply 8D problem-solving

You might use the 8D problem-solving method in situations such as:

Someone discovers that there are concerns about safety or regulations.

Customers express concerns about a product’s functionality.

Tests and usage reveal above-average failure rates.

Reports reveal high levels of waste, scraps and manufacturing defects.

Product testing reveals high numbers of failed tests or poor performance.

I hope you find this article helpful.

About Chinedu

I'm a student crafting captivating tales as a writer and igniting sparks as a Motivational Speaker.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Home > Quality Management > The 8D Problem-Solving Method: What is it And How To Use It

The 8D Problem-Solving Method: What is it And How To Use It

Free Counselling :

IN +91 9899577620

US +1 2093823469

Table of Contents

The 8D ( 8D Problem-Solving Method ) method, also known as 8 disciplines, first appeared in Ford’s 1987 “Team-Oriented Problem Solving” manual. It is a tool that has stood the test of time and has become the first solution used by the company known today as Global 8D. Although the 8D method has been around for years, many companies still face the problem of low resolution and poor use of fixes.

Eight Laws of Problem-Solving ( 8D Problem-Solving Method ) are an efficient, effective, and proven way to identify the root cause of a problem, plan a quick solution, and prevent a solution, treatment, and recurrence of the problem. If your product is faulty or does not meet customer expectations, the 8D is a great first step toward improving quality and reliability. The 8D has become very popular with manufacturers, installers, and workshops worldwide due to its efficiency and ease.

Organizations can benefit from improving their production processes and preventing problems that can hinder productivity. This approach provides businesses with the necessary and practical tools to increase efficiency and take action when necessary.

The 8D Problem-Solving Method is the process of teaching and improving quality and eliminating problems. Here we will show you a step-by-step troubleshooting tool to help you identify the problem and identify issues and errors. It also helps identify root causes and take steps to resolve and prevent problems identified in the process. So, let us look at the steps:

1. D0: Planning and Preparation-

Planning and proper planning is a good start before taking action. The process begins with devising a plan and analyzing the problems the organization wants to solve. In this step, company leaders combine information from different sources and generate ideas. In general, at this stage, they identify the problem that needs urgent attention, the main resources that can be used to solve the problem, and the parties involved in the resolution process. The planning phase forms the basis for the next step.

Therefore, before building a team, you should consider:

• Problem description
• The time frame for resolution
• Resources needed to complete the job.

2. D1: Formation of a Team-

This process is based on the creation of groups that will be part of the problem-solving process. During teamwork, the team leader will usually select someone with experience on the job and identify areas to consider in hiring professionals with skills in these areas. The group may also choose a leader to lead its efforts in the problem-solving process.

Building teams to do the 8D Problem-Solving Method is a weak spot for many organizations. Collaborating with people from relevant organizations is important because you cannot solve the problem without first-hand knowledge. If a part problem, the engineer responsible for the design should be in the team. If a production problem, it should be walked around by the staff from the special work area. Do not make the mistake of thinking that the 8D is a job only a competent person can do at their desk.

3. D2: Describing Problem-

The main purpose of the 8D approach is to accurately and objectively describe the problem so that all important information is captured. This step involves writing down detailed information and information to describe the problem, and this is another area where people run into a lot of trouble. Problem definition may mean walking the field to observe the problem on the production floor, reviewing quality data, and/or confirming/not validating the problem.

Organizations can further identify and solve the problem by identifying the problem. During this time, the team reviews issues that need fixing, and management maintains good communication with everyone on the team. Describe the situation in meaningful terms to help identify the potential and type of problem. Often, at this stage, the team writes problem statements, gathers information, and creates diagrams and charts to add to the project.

4. D3: Problem Containment Planning-

Sometimes it is necessary to develop a temporary problem management plan to reduce the impact of the problem until a permanent solution is found. New methods are needed to fix the problem until a permanent solution is found. Problem-solving is a process that takes time and goes through many stages. It is important to have a contingency plan when dealing with serious and persistent problems. Issue management can help reduce the immediate impact of an incident on a product or customer. Temporary protection plans often use quick, easy, and inexpensive measures that the team can reverse at a later stage if needed. With advice, it is important to analyze the results and monitor the situation carefully to prevent further damage.

Temporary protection minimizes the impact of the problem during a permanent solution, which is especially important when product quality or safety is at risk. Many automakers make the mistake of stopping at this point and causing confusion and correction. Sorting materials or clearing clutter only fixes the symptoms, not the cause. The result: repeated problems, higher costs, and loss of business.

5. D4: The Root Cause Analysis (RCA)-

There are many tools available to identify the true root cause of a problem. With the issue temporarily resolved, you can now begin to identify the cause of the inconsistency.

Once the interim plan is in effect, the next step will be an in-depth analysis of the root of the problem. The team examines each potential resource through in-depth analysis and testing. They bring in all relevant test data and discuss the unidentifiable details of the method. This issue is common and can help organizations better identify problems and prevent their recurrence in the future. Organizations often use marketing and visualization tools such as Five WHYs, the Fishbone diagram to visualize the cause, and the Pareto charts to identify root cause analysis.

6. D5: Analyzing Permanent Corrective Action-

Once the team has identified the source of the problem, we can decide what the best solution is. Networking with tools such as social mapping can help plan ideas and identify best practices through relationships.

After determining the best solution, the team evaluates corrective action against the root cause of the problem and escape points. With this information, they can compare corrections and write their results. At this stage, they can also make a risk assessment of each solution they create and choose the most appropriate one. Brainstorming combined with tools such as affinity diagrams helps organize ideas based on relationships and determine the best course of action.

7. D6: Implementing & Validating Permanent Corrective Action-

Management should be involved in verifying correct operation and this means that they must be present in the workshop to measure performance and in regular reviews of key performance indicators (KPIs). Leadership should be exemplified by examining the process from the paying customer’s perspective. It is worth noting that the 6 steps of the 8D Problem-Solving Method are when you are finally ready to use the correction, demonstrating the critical role of planning in this process.

Once a solution is identified, management should implement corrective actions using the PDCA (Plan Do Check Act) process with small tests before expansion. So, keep track of the results and tweak the fix to get the desired results. To achieve and implement a permanent change, the strategic plan should include:

• Creating an action plan
• Communicating the plan to all stakeholders
• Recognizing improvement using metrics

8. D7: Preventing Recurrence-

Once the best solutions have been identified and tested, it is important to pursue permanent corrective action to eliminate roots and escapes. Generally, the organization pulls back the management plan from time to time, creates an action plan for the right action, and then communicates it to all stakeholders. To implement the plan, organizations monitor instant results and results over time. It also monitors the effectiveness of permanent fixes.

The organization should decide to take steps such as updating the process of checking questions and performing regular preventive maintenance on them, ensuring defect-free products for high-risk processes, and rejecting to avoid risking other processes.

9. D8: Recognizing Team Contributions-

When the problem is solved, the last step is to congratulate the team. Because teams need feedback to achieve great results, it is important to recognize their efforts and share their success across the organization. This increases motivation and employee engagement while helping you develop quality control, implement process improvements, and manage change as you grow.

At the final stage of the process, the team reviews their work and discusses the project and its achievements. Effective communication and comparison before and after the 8D Problem-Solving Method process helps the team. Awareness of personal effort and feedback is important during this period as it can increase job satisfaction.

About Henry Harvin 8D Analysis Course:

Henry Harvin’s 8D Problem-Solving Method Analysis course is designed to identify the root cause of a problem, develop a short-term solution strategy, and implement long-term solutions to prevent the recurrence of the problem and 8D gives you an understanding of Root Cause Analysis. It’s not just about solving problems. However, it can help prepare your engineering team for the future.

Rating: 9.8/10

Learning Benefits:

• Learn and find clear information on 8D analysis courses.
• Learning various 8D Problem-Solving Method analysis principles.
• Understand government processes and products.
• Design advanced knowledge using project management.
• Manage performance, and understand capacity and growth.

Youtube URL: https://www.youtube.com/watch?v=IX4eMOJC4VE

Other Courses

• LEAN SIX SIGMA IN IT COURSE
• ADVANCED STATISTICS FOR SIX SIGMA COURSE
• POST-GRADUATE PROGRAM IN LEAN SIX SIGMA

Benefits of the 8D Problem-Solving Method include a better way to find the root cause, establish the necessary measures to eliminate the root cause, and apply the right treatment. The 8D method also helps find the control that is causing the problem to escape. The purpose of learning escape points is to improve management’s ability to identify failures or their causes (when and when they occur again). Finally, the prevention cycle examines the sequence of events that allowed the failure and the process that caused it to exist.

The 8D Problem-Solving Method approach is universally applicable to any organization that needs a solution. However, there are some industries and businesses that have been successful using this 8D method, such as manufacturing, the automotive industry, engineering companies that produce products, and large and medium-sized businesses.

Recommended Blogs

• Amazon Lean Management: The Six Sigma Case Study in 2023
• Top 20 Quality Management Tips For Business
• Importance of Six Sigma Quality and Scenarios in 2023
• Quality Function Deployment: An Overview

Youtube URL: https://www.youtube.com/watch?v=-9MUBLT0DjI

To complete the 8D process, the following are important:   i. Good team.   ii. A correct description of the problem.   iii. Not skipping the 8D Problem-Solving Method steps.   iv. Cooperation within the team and management support.

Some errors continued to occur as the team tried to locate the source of the problem and implement the correct solution. To prevent these defective products from reaching consumers, interim containment ensures that the defect remains in place until the problem is completely resolved. If the customer reaches the wrong location, it can lead to liability, failure, and customer dissatisfaction.

The 8D Problem-Solving Method report is a document used to document the 8D process, detailing the implementation of solutions and evaluating the effectiveness of solutions.  

The Future of AI: How Will AI Impact Programming Career?

Top 9 Amazing Tally Courses in Delhi

Related posts.

Top 10 Benefits of Quality Management System

Top 15 Quality Management Interview Questions and Answers

Difference Between Quality Assurance and Quality Control

Quality Management Interview Questions and Answers

What Is Quality Planning And Why Is It Important?

Quality Management Tools: A Complete Guide

Join the discussion cancel reply.

Save my name, email, and website in this browser for the next time I comment.

Our Career Advisor will give you a call shortly

Just purchased a course

Type above and press Enter to search. Press Esc to cancel.

Noida Address:

Henry Harvin House, B-12, Sector 6, Noida, Uttar Pradesh 201301

FREE 15min Course Guidance Session:

Write articles on this platform and Earn. No hidden or account opening charges.

No need of prior article writing experience, we will assist you. Write on any manufacturing or related topics from Your knowledge and experience.

8D Problem solving – 8 Steps, when to use and how to make

Tiago Aparecido Rodrigues Rita

Developed by the Ford Motor Company during the 1960s and 1970s, 8D Problem Solving , is a tool that aims to effectively identify and address recurring problems. (also known as the “8 Disciplines for Problem Solving”) .

It consists of a tool with 8 steps or disciplines to be followed to treat a problem so that it does not occur again.

The tool’s focus is to identify the root cause of the detected problem, plan a short-term fix (including immediate and containment actions) and actually implement a long-term solution (corrective actions) to prevent the problem from happening again in the future.

This is a global platform for manufacturing industry professionals for learning and development, networking, and to earn side gig income, by Factovare ® LLP. Get our membership for full access and benefits.

Over the years, the tool has evolved and in the 90s it gained another “D”: the “D0” that added an initial step in the tool and, as it is a predecessor discipline to the others, the name of the tool remained “8D”.

What all are the disciplines (or steps) of 8D

• D0 – Elaboration of a plan to solve the problem
• D1 – Building a team to work on the problem
• D2 – Description of the problem
• D3 – Development of an provisional plan to contain the problem
• D4 – Identification and elimination of the root cause of the problem
• D5 – Choice of actions and verification of the proposed solution
• D6 – Implementation of a permanent solution
• D7 – Prevention of the reappearance of the problem
• D8 – Celebrating the successful resolution of the problem with the team

When to use the 8D methodology?

8D is a consistent and easy-to-learn tool that, when applied correctly, brings numerous benefits to the organization in addition to effectively and systematically solving a problem that may be affecting the customer and consequently generating waste and inconvenience for both parties.

It is recommended to use 8D in critical situations where the problem is recurrent.

If the problem happens once in a while, or even if it’s just a recurrence of the problem, it’s worth looking at other troubleshooting tools that are simpler and less expensive.

The following are some examples of situations in which 8D is recommended:

• Frequent and recurring customer complaints
• Security or regulatory issues
• Unacceptable test failures
• Recurring waste problems
• Handling of non-conformities

How to make 8D?

Follow the following steps to Make 8D

Fact Finding (Step 0) :

• Assess whether the problem really exists
• Is there a deviation from what it should be?
• Is the customer’s complaint valid?
• Is the claim covered by the product’s warranty, or was it misused?
• Assess who are the people in the company who can contribute to solving the problem (which areas should participate in the discussions?)
• Team Formation
• Problem Description
• Characterize the problem
• Get the first data about the problem (where/when/what?)
• Translate the customer’s language into the company’s language
• Understanding customer dissatisfaction, to bring it to the team
• Immediate Actions / Containment
• Discuss over time what can be done to minimize the effect of the problem
• Take action so that the customer does not continue to receive products with the same problem
• Looking for actions to contain the symptom of the problem (without knowing the cause)
• Find Root Cause of the Problem
• Determine the root cause of the problem (or causes), through the use of auxiliary tools and/or methods ( Ishikawa / 5 Why / FTA / CEP / 5W 2H / etc)
• Confirm of the root cause (or causes): Make sure that the team found the true cause(s) of the problem (Understand the failure mechanism / Seek to simulate the failure)
• Define corrective actions: Look for actions that eliminate the cause(s), through understanding the failure mechanism.

Note : Support Tools or auxiliary tools to find the Root Cause of the Problem •Histogram • Pareto • Tendency Chart • Control Chart – CEP • 5W and 2H • Brainstorming • Affinity Diagram • Cause and Effect Diagram (Ishikawa) • The 5 Whys • FTA – Fault Tree Analysis • Process Mapping ( SIPOC / Flowchart)

• Proof of the Effectiveness of Corrective Actions
• Evaluate each of the actions defined in Step 4, regarding their effectiveness in solving the problem
• Seek to measure the impact of the corrective actions defined in Step 4 , in relation to the resolution of the problem (if it is completely resolved / semi-minimized)
• Perform small-scale tests and evaluate possible side effects.

• Introduction of Corrective Actions
• Definitely adopt the corrective actions that prove to be most effective in Step 5
• Change the way of working / Make changes to the system /Standardizations
• Make the changes official and from the date of implementation only work in this new way
• Monitoring the Effectiveness of Actions
• Remove Containment Actions (Step 3)

• Preventive Actions Against Recidivism Discuss with the team what should be done to:
• Do not allow the failure not to happen in the future (re-incidence)
• Extend as elaborated in Step 6 to similar processes and/or locations that may present the same problem (prevention)
• Transform actions into “best practices”
• FMEA Review
• Lessons Learned / Yokoten
• Presentation of Results and Celebrating the successful resolution of the problem with the team
• Present the actions taken and the results obtained, to the team, to ensure the learning of its members
• Recognize the effort and dedication of the team (involve managers)

8D and PDCA

The 8D follows the PDCA methodology. The table below shows the relationship between each 8D and the stages of the PDCA .

It is important to note that in disciplines from D0 to D5 there are some execution and verification points involved, for example, in discipline D3 , a provisional plan is executed for the immediate containment of the problem and in discipline D5 it is verified whether the proposed solution would be effective in fact. to solve the problem.

However, the execution of the solution that will solve the problem is actually performed only in the D6 discipline as well as the verification and performance in the D7 and D8 disciplines.

Thank you. This is theoretical side of 8D for practical part click here .

Share this:

Interesting article.

A side income opportunity from this platform

Join our community

Earn from this platform

Manufacturing professionals... Earn

• Apr 8, 2023

8D Methodology: An Effective Way to Improve Quality and Efficiency

"In the middle of every difficulty lies opportunity."

Albert einstein, the eight disciplines (8d) problem-solving process is a comprehensive approach for identifying, correcting, and preventing recurring problems. developed by ford motor company in the late 1980s, the 8d method has become a popular problem-solving tool used across various industries. in this blog, we will discuss what 8d is and is not, its history, team-based approach, benefits, comparison with pdca problem-solving, characteristics, step-by-step approach, common mistakes, and best practices., what 8d is and is not, the 8d problem-solving process is a team-based approach to identify the root cause of a problem, develop and implement a corrective action plan, and prevent the issue from recurring. it is not a single technique or tool but a structured methodology to address complex problems., 8d is not a quick fix solution or a method to blame individuals for the problem. it emphasizes collaboration and encourages teams to work together to identify and solve problems., history of 8d methodology, the 8d methodology was developed by the ford motor company in the late 1980s to improve the quality of its products and reduce costs associated with warranty claims. the company's engineers identified eight steps to address quality issues effectively, which later became the 8d problem-solving process., team-based approach to 8d problem solving, the team-based approach is a crucial aspect of the 8d problem-solving process. in 8d, a cross-functional team is assembled, including individuals with diverse skill sets, to bring different perspectives to the problem-solving process., this team-based approach encourages collaboration and communication between team members, fostering an environment of shared responsibility and accountability. the team members work together to define the problem, identify the root cause, and develop and implement the solution, ensuring that all aspects of the problem are thoroughly investigated and addressed., the team-based approach also ensures that the solutions developed are more comprehensive and effective, as the team members contribute their unique knowledge and expertise to the problem-solving process., benefits of 8d problem solving, the 8d methodology offers several benefits to organizations, including:, 1. improved problem-solving skills, the 8d process helps teams develop problem-solving skills and techniques., 2. team collaboration, the 8d process emphasizes teamwork and encourages team members to work together to solve problems., 3. prevents recurring problems, the 8d methodology aims to address the root cause of the problem and prevent it from recurring., 4. increased efficiency, the 8d methodology helps organizations reduce the time and resources required to solve problems., 5. improved customer satisfaction, the 8d process aims to improve the quality of the product or service, leading to higher customer satisfaction., 8d vs pdca problem solving, the pdca (plan-do-check-act) problem-solving process is another popular methodology used to solve problems. while both 8d and pdca are structured approaches, there are some differences., the pdca process is primarily focused on continuous improvement and is used to solve smaller, routine problems. on the other hand, 8d is a more comprehensive problem-solving process that is used to address complex problems and prevent them from recurring., unique characteristics of the 8d methodology, the 8d problem-solving methodology is a comprehensive and structured approach to identify, analyze, and solve problems. the following are some unique characteristics of the 8d methodology compared to other problem-solving processes:, 1. emphasis on team collaboration, 8d methodology emphasizes the importance of team collaboration to solve complex problems. the team comprises individuals with diverse skill sets and expertise, which enables a broad range of perspectives to be considered when identifying root causes and developing solutions., 2. data-driven approach, 8d methodology emphasizes the importance of using data and facts to support problem-solving efforts. data analysis enables the team to identify patterns, trends, and correlations, which can help identify the root cause of the problem., 3. root cause analysis, the 8d methodology emphasizes the importance of identifying and addressing the root cause of the problem rather than just treating the symptoms. addressing the root cause helps prevent the problem from recurring in the future., 4. use of a structured problem-solving process, the 8d methodology provides a structured problem-solving process that comprises eight distinct steps. the structured process ensures that all aspects of the problem are addressed and that no critical steps are missed., 5. focus on prevention, the 8d methodology emphasizes the importance of preventing problems from recurring in the future. this focus on prevention helps organizations to improve quality and efficiency and to save time and resources in the long run., 6. emphasis on documentation, the 8d methodology emphasizes the importance of documenting the problem-solving process and the solutions developed. documenting the process enables organizations to share lessons learned and prevent similar problems from occurring in the future., 8d problem solving: the step-by-step approach.

The 8D Problem Solving Process

The 8d methodology consists of nine steps (including step 0), as follows:, this step involves defining the problem, identifying the scope of the investigation, and assembling a team with the necessary skills and knowledge to solve the problem. the team should also establish a timeline, define their roles and responsibilities, and develop a communication plan. common tools used are project management tools like gantt charts or a project charter., d1 - initiate project team, in this step, the team is assembled and introduced to the problem. the team should be composed of individuals with diverse skill sets, including subject matter experts, stakeholders, and those with technical expertise. a skills matrix can be used to identify the necessary skills for the project., d2 - define the problem, the team defines the problem statement, including its symptoms, magnitude, and impact on the organization. the scope of the investigation is established, including any limitations or constraints that may exist. common tools used are a problem statement template or a process map., d3 - implement containment actions, this step involves implementing temporary measures to contain the problem and prevent further damage or negative impact on the organization. the containment action should be effective, efficient, and not negatively impact other processes. common tools used are a control plan or a fault tree analysis., d4 - identify root causes, in this step, the team investigates the problem's root cause, using problem-solving techniques such as the is/is not analysis, 5 whys, fishbone diagram, or cause-and-effect diagram . the goal is to identify the underlying cause of the problem to develop a permanent solution., d5 - develop and verify solution, the team develops a permanent solution to the problem, taking into account any constraints or limitations identified in the previous steps. the solution is then verified through testing, simulation, or pilot testing to ensure its effectiveness. common tools used are fmea or a cost-benefit analysis., d6 - implement corrective actions, the permanent solution is implemented, and any necessary changes are made to ensure its effectiveness. the team should also establish a plan to monitor the solution's effectiveness to ensure that the problem does not recur. common tools used are a control plan or a process flow diagram., d7 - prevent recurrence, the team develops and implements measures to prevent the problem from recurring. this may include process changes, additional training, or new policies and procedures. common tools used are a process map or a control plan., d8 - recognize project team, the team is recognized for their efforts, and the organization shares the lessons learned from the problem-solving process. this information is shared with other teams or departments to prevent similar problems from occurring in the future. common tools used are a lessons learned document or a project review., common mistakes, the following are common mistakes to avoid when using the 8d methodology:, 1. not involving the right people, ensure that the team includes individuals with the necessary skills and knowledge to solve the problem., 2. jumping to conclusions, avoid jumping to conclusions before fully investigating the problem and determining the root cause., 3. focusing on symptoms rather than the root cause, ensure that the team focuses on identifying and addressing the root cause of the problem rather than just treating the symptoms., 4. not verifying the effectiveness of the solution, after implementing a permanent solution, it is essential to verify its effectiveness to ensure that the problem has been solved., 5. not documenting the process, documenting the process in an 8d report is crucial for sharing the lessons learned and preventing similar issues from occurring in the future., best practices, the following are some best practices to ensure the success of the 8d problem-solving process:, 1. establish clear roles and responsibilities, ensure that each team member understands their role and responsibilities in the problem-solving process., 2. use data-driven analysis, use data to support problem identification, root cause analysis, and solution development., 3. follow the 8d methodology, adhere to the 8d methodology and avoid skipping any of the steps., 4. foster a culture of continuous improvement, encourage a culture of continuous improvement within the organization and use the lessons learned from problem-solving to improve processes and systems., the eight disciplines (8d) problem-solving process is a comprehensive approach that enables teams to identify, solve, and prevent recurring problems. by following the eight steps of the 8d methodology, organizations can improve their problem-solving skills, foster teamwork, prevent recurring issues, and ultimately improve customer satisfaction. by avoiding common mistakes and following best practices, organizations can ensure the success of the 8d process and improve their overall quality and efficiency..

Article by Allan Ung, Principal Consultant at Operational Excellence Consulting, a distinguished management consultancy based in Singapore. Our firm specializes in maximizing customer value and minimizing waste through the strategic adoption of Design Thinking and Lean management practices. For further details, please visit www.oeconsulting.com.sg

Related presentations that you might be interested:

• Problem Solving

• Lean Six Sigma

8D Problem Solving Report

8D is a problem solving method used globally, mainly in manufacturing industry by Quality Engineers and Operations managers. The purpose of 8D problem solving method is to identify, correct and prevent problems affecting customers and operational efficiency. It is a problem solving approach similar to PDCA cycle (Plan – Do – Check – Act).

8D stands for 8 Disciplines. It is a methodology that emphasizes “No problem should be repeated but fixed permanently”.

8D Problem Solving Method originally evolved during Second World War. But it became an official methodology in 1974, when it was used by US Government for its Military Operations as ‘Military Standard 1520’. Later it was adapted and popularized by Ford Motors with slight modification in the methodology.

As the name indicates 8D has 8 disciplines that any process or operations should follow to solve the problems occurring. The outcome of 8D is a report called ‘8D Report’ that records the problems, root cause(s) and corrective and preventive actions.

The below are the D’s in 8D approach:

Figure 1: 8D Problem Solving Approach

1D  – Team Formation: The first and foremost step not only in 8D but also in any other initiative or project is Team Formation, for any initiative cannot be successful without a right team. The team selected should be committed, competent, co-ordinated, cross-functional with representation from all teams, and should be knowledgeable in 8D methodology.

2D – Problem Description: After selecting the team, our concentration should be on detailing the problem. The team should collect details about the problem, for completely understanding the depth of the problem. All details should be data and fact based.

3D – Interim Containment Actions: Once the problem is described, before heading up to problem solving, the team should fix the effect of the problem, especially on customers. It might involve actions like isolating the items affected, replacing defective parts, before it reaches the customers. This step is mainly to prevent the problem from reaching the market and customers, which might become a competitive disadvantage and reduce customer loyalty.

4D – Root Cause Analysis: After taking containment actions, the team should involve in identifying the root cause(s) for the problem. Methods and tools like 5-Why Analysis , Fishbone diagram , Pareto Analysis , 7 Old QC tools , New QC tools etc. can be used for identifying the root cause. An important point to be noted is: Whatever method is used for RCA , it should be data & fact based.

5D – Formulate Corrective Actions: After successfully arriving at the root cause, the team should formulate corrective actions to be taken to correct the problem. Tools like Brain storming, Affinity diagram etc. can be used.

6D – Validate Corrective Actions: After arriving at the corrective actions, the team should validate whether the solutions are effective. There are several tools like Accelerated life testing , simulation etc. available for this purpose. Then the solution can be implemented in the process. The solution approach from step 4-6 should be repeated until the problem is completely eliminated.

7D – Preventive Action: Identifying and implementing corrective actions is only a temporary solution that keeps the system running or is like ‘Living with the problem by taking counter measures’. The permanent solution is to identify a potential long term solution that will not allow the problem (similar problems) from occurring into the system again. Sometimes corrective action will be a costly, time being measure. Preventive action makes changes in the system, upstream or downstream processes so that the entire system is modified or aligned for ‘Problem Free’ operations.

8D – Team and Individual Recognition: Once the problem is completely solved, the team and the extra-ordinary contributors must be rewarded and recognized appropriately. This will act as a motivation factor for other employees.

These are the steps of 8D methodology. To summarize, 8D is a holistic, systematic and proven methodology for problem solving.

Previous post: Change Management

Next post: Project Portfolio Management

• 10 Things You Should Know About Six Sigma
• Famous Six Sigma People
• Six Sigma Software

Recent Posts

• Control System Expansion
• Energy Audit Management
• Industrial Project Management
• Network Diagram
• Supply Chain and Logistics
• Visual Management
• Utilizing Pareto Charts in Business Analysis
• Privacy Policy

8D Training

8d training (onsite).

– Training at Your Facility –

⇓   8D Training Course Details

⇓   8D Training Course Description

⇓   8D Training Course Objectives

⇓   8D Training Course Outline

⇓   Learn More About 8D Training

8D Course Details (Onsite)

When you choose onsite Eight Disciplines of Problem Solving (8D) Training, Quality-One brings the knowledge to you, resulting in immediate benefits for your team. The convenience of Onsite Technical Training has made it a popular option for many of our clients who require five or more participants to be trained.  Expenses are minimal compared to having the whole team travel.

8D Course Description (Onsite)

The Quality-One 8D problem solving training course follows the steps of 8D in a dynamic, instructor-led environment. The course describes to participants the methodologies that have proven to be best practices for effective 8D development. Each participant will be able to interact with all of the elements of the 8D process, including the use of tools such as: Ishikawa/ Fishbone, Affinity Diagrams, Is / Is Not, Process Flow and Comparative Analysis. All activities will include industry-specific examples and terminology.

Participants will learn how to follow the 8D process steps while working in a Cross Functional Team (CFT). They will also practice problem solving tools to support a root cause and eliminate it through permanent corrective action. Participants can expect team activities and relevant exercises in a workshop format. The Quality-One 8D training materials and examples also provide an invaluable resource for review time after time.

8D Course Objectives (Onsite)

Participants can expect to learn and develop skills to confidently:

• Perform 8D step by step
• Link 8D to Failure Mode and Effects Analysis (FMEA) , Product Development Process and Advanced Product Quality Planning (APQP)
• Facilitate an effective 8D
• Participate in 8D exercises
• Define root causes and mechanisms of failure
• Set up a Cross Functional Team (CFT)
• Determine effective Interim Containment Action
• Manage and store 8D content (Lessons Learned) for future use
• Ishikawa/Fishbone
• Is / Is Not
• Statistical Process Control (SPC)
• Poka Yoke (Error Proofing)
• Understand links to Control Plan Methodology
• Complete the 8D format correctly

8D Course Outline (Onsite)

Section 1 – 8D Overview

• Team Problem Solving Principles
• Process Description (9 Step Process)
• Team Structure (Cross Functional Team)
• Inductive vs. Deductive Problem Solving
• Change-Induced Problems
• Never-Achieved Problems

Section 2 – Review of Analytical Tools in 8D

• Brainstorming Rules
• Ishikawa / Fishbone
• Affinity Diagram
• Control Chart
• Relationship between 8D and FMEA
• 5 Why (3-Legged Approach)
• Interfaces and Noise Factors
• Error Proofing

Section 3 – 8D Process Step by Step

• Problem Symptom
• Quantified Symptom
• Criteria for 8D Continuance
• Roles and Responsibilities
• Team Preparation
• Agenda and Rules
• Core Team and SMEs
• Repeated Why
• Workshop on Problem Statements and Brainstorming
• Workshop on Problem Description Development
• D3 – Interim Containment Action (ICA)
• Human Factors (Operator Error)
• Comparative Analysis
• Root Cause Theories
• Root Cause Verification
• Escape Point
• Workshop on Root Cause Theories
• Methods for Selecting PCA
• Verification of PCA
• Plan, Do, Study, Act (PDSA) Implementation Plan
• Change Management
• Stakeholders
• Validation Criteria and Sample Size
• Processes and Procedures
• Lessons Learned
• Archive of Documents

8D Training (Offsite)

– Training at Our Facility –

8D Course Details (Offsite)

8D Training in a Quality-One Technical Training Center provides participants with a learning environment that is free from interruption from daily activities. This type of course is recommended for individuals or organizations with less than 5 people who require training. Our offsite Eight Disciplines of Problem Solving (8D) Training activities are developed around principles that all participants can relate to. Offsite training also allows participants from different backgrounds and industries to share their viewpoints and experiences. This discussion often helps participants from one industry take advantage of best practices that are used in another.

8D Course Description (Offsite)

This engaging, instructor-led 8D problem solving training course takes participants through each step of the 8D problem solving process. The course offers each participant the knowledge of methodologies which have proven to be the best practices for 8D development. Each participant will be able to interact with all of the elements of the 8D process, including the use of tools such as: Ishikawa / Fishbone, Affinity Diagrams, Is / Is Not, Process Flow and Comparative Analysis.

Participants will learn how to follow the 8D process steps while working in a Cross Functional Team (CFT). They will also practice problem solving tools to support a root cause and eliminate it through permanent corrective action. Participants can expect team activities and relevant exercises in a workshop format. The Quality-One reference materials and examples also provide an invaluable resource for review time after time.

8D Course Objectives (Offsite)

8d course outline (offsite).

• Ishakawa / Fishbone
• 5 Why (3-Legged 5 Why Approach)
• D0 – Prepare (Plan) for the 8D

8D Training (Online)

– Technical Training Overview –

8D Course Details (Online)

The Quality-One Online Eight Disciplines of Problem Solving (8D) Training Overview is an excellent introduction to the 8D methodology. The course is completely interactive, featuring audio, video, animation and downloadable reference materials. Online training gives you immediate access to 8D process content and is available 24 hours a day.

8D Course Description (Online)

Quality-One Online 8D Training Overview introduces participants to the basic principles of 8D, including each step required in the 8D format. Participants will also be able to understand the sequence of the 8D process and receive guidance on what tools are involved with each step. This course follows a structured approach for defining problems and identifying root causes. The participant will have 30 days to complete this course and can access it at any time.

8D Course Objectives (Online)

Upon completion of this overview, the participant will acquire the knowledge to:

• Understand the 8D process and describe each step
• Describe the tools and methods used in support of 8D
• Explain how 8D teams are structured
• Identify Symptoms, Problem Statements, Problem Descriptions, Possible Causes, Most Likely Causes and Root Causes
• Describe Interim Containment and Permanent Corrective Actions
• Explain how Preventative Analysis benefits organizations
• Explain verification vs. validation during problem solving
• Explain how the escape points link to control plans

8D Course Outline (Online)

• Change Induced Problems
• Never Achieved Problems
• Ishakawa Fishbone
• 5 Why (3-legged Approach)
• D3 – Interim Containment Action
• Root Cause theories
• PDSA Implementation Plan
• D8 – Closure and Congratulate the Team

Learn More About 8D Training

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of 8D Consulting , 8D Training or 8D Project Support .

Contact Us | Discover the Value!

(248) 280-4800 | [email protected]

Remember Me

Continual Improvement || Quality Management

June 14, 2022.

Written by PS

Solutions || training.

Most problem-solving tools are built on PDCA (Plan-Do-Check-Act) model, and 8D is one of the popular tools in this category.

8D is a structured approach to investigate and solve various problems and provides many benefits for the users, such as identification of permanent positive solutions, increase effectiveness and efficiency of processes and provides a standardized method of addressing the problems.

The 8D acronym comes from a list of 8 Disciplines, and these are:         D1. Use a team approach (8D team)         D2. Problem Description         D3. Interim Containment Actions         D4. Identify the Root Causes         D5. Plan Solutions/Actions         D6. Implement Solutions/Actions         D7. Prevent Recurrence         D8. Team recognition

D1: Problem-Solving Team

The first characteristic of this tool is the team approach, in other words working on the problem in a team. This doesn’t mean that every situation to be addressed will require a large team, or even a team, instead, the size of the team should be commensurate with the complexity of the problem in question. Individuals may solve certain problems, even using this tool, by working alone.

When gathering a team, it is important to consider: • Who will be part of the team? The most successful teams are cross-functional, and a variety of skills, knowledge and expertise may help solve problems faster and find better solutions. • What is the team size? Smaller teams are generally working better and more efficiently. • What roles will be needed in the team? Some of the most common roles in a team are Team leader, Champion, Subject Matter Expert, Sponsor, Records keeper, Timekeeper, Contributor, etc. • What are the team boundaries? Limitations are to be defined to know the boundaries of the team.

After the team is gathered, few start-up elements need to be clearly defined: • Assign a role for each team member • Define the ground rules, like communication methods, meetings, conflicts resolution, decision-making process • Communicate the team boundaries, like deadlines, budgets, team members’ time constraints, compliance to regulations, communication required, activity scope, approvals required, etc.

D2: Problem Description

This second discipline is very important as it may set the team for a successful and efficient resolution of the problem if defined properly. The problem description should: • state the problem to be investigated, • provide details about how and where the problem was detected or can be detected, • highlight the known symptoms • provide any other known information. In this step, the scope of the investigation needs to be clarified, what is included and what is excluded from the investigation of the problem. Problem description focus is to provide initial background data to the problem-solving team to be able to investigate and properly address the problem and not to state any solutions in this step.

D3: Interim Containment Actions

Interim containment actions are those actions, as the name says, defined and implemented to contain the problem temporarily, or in some cases to prevent potential safety issues until root causes are found, and permanent solutions are defined and implemented. In certain situations, it may protect the customer or the organization itself while the problem-solving team works on permanent measures. The need and complexity of the interim containment actions depend on the context of the problem. The interim containment is usually costly and does not add value to the process, but it may prevent further costs caused by the problem. Temporary activities like sorting the goods, stopping deliveries, slowing down the process, adding extra steps in the process, all constitute examples of interim containment actions. Even if these actions are temporary, they still should be validated that they work as intended and do not cause other problems.

D4: Identify the Root Causes

The critical step in this problem-solving tool is the identification of root causes. Most recurrences happen because root causes are not properly identified, and the problems are treated only superficially by addressing the effects of the problems. Usually, the problem we see at the surface is just an effect of the real problem (root cause). Finding the real problem, the root cause of the issue usually involves looking at the effects and identify their causes, as well as use data to dig deeper until the root cause is identified. There is no special unique formula to identify the root cause, and depending on the nature of the problem, one or more tools may be used. Among these tools, there are multiple categories, like: • Process Mapping tools (e.g., Flowcharts, Workflow diagrams, Value Stream Maps, etc.) • Data Collection tools (e.g., Brainstorming, Cause & Effect Diagram / Fishbone, Checklists, Surveys, Tallys Sheet, etc.) • Data Analysis tools (e.g., Pie Charts, Histograms, Trend Charts, Scatter Diagrams, Pareto Charts, Five-Whys, Cost of Quality, What is – What Isn’t, etc.) • Statistical tools (e.g., Control Charts, Anova, Process Capability, Gauge R&R Studies, Design of Experiments, etc.,)

Every problem may have or multiple causes, which can be grouped to form a Cause & Effect Diagram into categories like 6M (Method, Machine/Equipment, Medium/Environment, Material, Manpower/People, Measurement) or Affinity grouping (e.g., 8 Wastes: Motion, Inventory, Waiting, Transportation, Defects, Overproduction, Overprocessing, Underutilized skills).

Cause – Effect Diagram

In general, a cause is an effect of a deeper cause, which also is an effect of another cause, creating this way a chain of causes & effects. Going back to find the cause of each effect, may lead us to the root cause. While collecting the data helps us find answers to questions about “when”, “where”, “how”, “who” and “what” happened, understanding the “why”, can be our root cause. To understand the “why”, investigative tools, as 5-Whys, What Is-What is Not, or Timeline Analysis can be used. How do we know that we found the root cause? If the root cause we found explains all that we know about the problem is and what isn’t, that it is very likely that we identified it properly. However, the root cause should be verified and one method to do so is by running some simulations to see if it triggers expected failures based on the gathered data or by implementing the solutions defined and validating the outputs versus expectations.

D5: Plan Solutions/Actions

To plan the solutions to implement, first it is needed to compile a list of potential solutions which may address the root cause. A solution or multiple potential solutions will become evident once the root cause is found. Then based on pre-established criteria for evaluating these potential solutions, some solutions will be selected. These criteria may include (not exhaustive list): practicability, feasibility, cost-effectiveness, transferability, robustness, sustainability, ability to prevent the problem from recurring, etc. Always, the preventive solutions must be favoured versus detection solutions. When prevention is not possible, the strongest detection solution needs to be chosen. In some cases, depending on the boundaries set in the beginning, certain approvals may be needed before the solutions/actions are implemented.

D6: Implement Solutions/Actions

D7: prevent recurrence.

With the solution in place, before anything else, it is needed to verify and validate the solution. Hard data must be collected and reviewed to ensure that the root cause was properly addressed, and no other problems surfaced. Data analysis and statistical tools may be used in this step. Internal audits may be used to check the effectiveness of the solution. Once this is completed, the interim containment action which is still in place can be removed and any relevant documentation must be updated. Also, it is beneficial to share lessons learned with others in the organization and implement the solution to other similar processes which may be affected by the same root cause.

D8: Team recognition

The team deserves congratulations upon completing the project and eliminating the problem. Letting team members know that their work is important for the organization, is an important part of the recognition process. They are many forms of recognition, and it should match as much as possible the personal style of the team members. This can be done through group celebrations, internal communication, one-on-one acknowledgement, bulletin boards, town halls recognition, “thank you” notes, rewards, etc. But the most important part of the recognition is to be sincere and timely.

Saying or giving a “Thank you” note is easy, but makes a big difference.

Problem-Solving tools

There is a multitude of Problem-Solving tools, some of these listed here above. Some of these tools we will present and provide more details in other articles.

If you or are interested in learning more or even getting a totally FREE template to use related to these tools, subscribe to our newsletter below or send us a message and we will be happy to help you.

Related Articles

• Just-in-Time (JIT): Revolutionizing Efficiency in Modern Business

Jan 14, 2024 | Services , Training

In today's fast-paced business environment, efficiency and agility are paramount. Companies continuously seek ways to streamline operations, reduce costs, and deliver value to customers with minimal waste. One powerful methodology that has gained significant traction...

• Internal Audit for Management Systems as per ISO 19011: Ensuring Quality through Systematic Reviews

Oct 17, 2023 | Services , Training

In the realm of quality management, the ISO 9001 standard stands as a hallmark for ensuring that organizations meet customer and regulatory requirements while continually improving. Integral to this framework is the process of internal auditing, which is crucial for...

• Mastering Effective Communication: Importance, Challenges, and Strategies for Success

Apr 3, 2023 | Coaching , Training

Effective communication is a fundamental aspect of human life that allows individuals to connect with others, build relationships, and achieve personal and professional goals. However, effective communication is not always easy, and there are several challenges that can arise. In this article, we will explore the importance of communication, different forms of communication, the challenges that can arise in communication, and strategies for effective communication.

• Unified Excellence: Harnessing Standard Work Across Every Level of Your Organization
• Transforming Business Efficiency: How Corporate Training, Consulting, and Coaching Drive Profitability and Growth
• January 2024
• October 2023
• February 2023
• November 2021
• September 2021
• January 2021

Business Management Communication Continual Improvement Health & Safety Information Technology Leadership Lean Management Quality Management SharePoint Time Management

Subscribe To Our Newsletter

Join our newsletter mailing list to receive news, updates and useful tips.

We appreciate your time and we understand that these days everyone is receiving many emails, so we will not send you more than a few newsletters per month and you can unsubscribe at any time.

You have Successfully Subscribed!

Pin it on pinterest.

Share this post with your friends!

Montreal Section

• Community Home
• Discussion 11
• Members 189

ASQ — Problem Solving Tools Resources: Eight Disciplines (8D) Model (3)

By jean-pierre amiel posted 03/07/23 03:18 pm.

This third article introduces the eight disciplines (8D) model , an approach typically employed by quality engineers or other professionals, most commonly used by the automotive industry but also been successfully applied in healthcare, retail, finance, government, and manufacturing. It's purpose: to identify, correct, and eliminate recurring problems. The model establishes a permanent corrective action based on statistical analysis of a problem and focuses on its origin by determining its root causes. It originally comprised eight stages (disciplines) but later an initial planning stage was added.

This series of articles presents techniques to identify a "problem", identify its most likely cause (root cause) and then resolve the situation. These articles are also extracted from ASQ's Quality Resources library which showcases information related to the quality world's Body of knowledge (BOK) and compiled from more than 75 years’ worth of content for all experience levels. It is only meant to be a starting point.

Article adapted from: Modular Kaizen: Continuous and Breakthrough Improvement , ASQ Quality Press. Book: Introduction To 8D Problem Solving , ASQ Quality Press.

§ This News post was adapted by J.P. Amiel , ASQ Senior, CQA ret., Web committee Chair , from content at ASQ's Quality Resources pages, which is excerpted and adapted from various publications in the ASQ Quality Press.

ASQ References:

► Quality tools   ► Quality tools A to Z   ► Download quality templates and Excel tools   ► Quality tools resources   ► Quality glossary

Related Content

Asq — problem solving tools resources: problem concentration diagram (2), asq — problem solving tools resources: problem solving (1), asq — member only monthly gift package (february 2023), asq — problem solving tools resources: five whys and five hows (4), asq — basic (and not so basic) problem solving tools resources.

Quick Links

• Privacy & Legal
• Career Center
• Publish with ASQ
• Community Guidelines
• Book & Publications Returns
• Course Cancelations & Refunds
• Advertisers & Sponsors

With members and customers in over 130 countries, ASQ brings together the people, ideas and tools that make our world work better.

ASQ celebrates the unique perspectives of our community of members, staff and those served by our society. Collectively, we are the voice of quality, and we increase the use and impact of quality in response to the diverse needs in the world.

© American Society for Quality. All rights reserved.