8-D Report Problem Solving and Resolution

Tracking Number:

Customer Number:

Customer:
Customer Problem Description:

Part Number:

Step
Action

0
The Planning Stage

1
Establishing
the Team

2
Problem
Definition /
Statement &
Description

3
Developing
Interim
Containment
Action

The Planning Stage:

5
Identifying
Permanent
Corrective
Actions (PCA)

6
Implementing
&
Va
lid
ati
ng
P
C
A

7
Preventing
Recurrence

8
Recognizing
Team Efforts

Is an Emergency Response Action Needed?

Team Goals:

Establish a small group of people with the process/ product

Knowledge, allocated time, authority and skill in the required
technical disciplines to solve the problem and implement
corrective actions.
Department

Name

Initial Problem Description

2A

4
Identifying &
Verifying Root
Cause

Does this problem warrant/require an 8D? If so comment why and

proceed.

Establishing the Team:

Open Date:
Due Date:
Part Name:

Team Objectives:

Skills

Responsibility

Sketch / Photo of the Problem

Internal Part Number(s): C18

List all of the data and documents that might help you to define
the problem more exactly?
1. Part print
2. Control Plan
3. Inspection Instruction
4. Inspection records
5. CNC adjustment records
Action Plan to collect additional information:
Extensive discussion with customer.
Prepare process Flow Diagram for the problem
Incoming Cans (purchased)

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8-D Report Problem Solving and Resolution

2B
Root Cause thought starters: Ns should be considered in the 5 WHY analysis.

Correct Process?
Y
Y
Y
Y
Y
Y
Y

N
N
N
N
N
N
N

Are the work instructions standardized, correct, current, and legible?

Were the instructions/procedures followed?
Has the operator been on the job 2 weeks or longer?
Is the operator trained and/or received annual refresher training?
Did the operator follow the Reaction Plans?
Was the Control Plan adequate?
Was the Control Plan followed?

Correct Tool?
Y N
Y N
Y N
Y N

Are tools, fixtures, gages, &/or error proofing in place & being used?
Are tools functioning correctly (ie: not broken, bypassed, not worn, set correctly, etc.)?
Are machines functioning correctly (ie: PM done, fixtures/ locators maintained, etc.)?
Was the gage(s) mastered and properly functioning?

1 Correct Parts?
Y
Y
Y

N
N
N

Is the correct part for the application clearly identified & being used?
Is workplace org. effective (ie. part# marked, storage area/racks labeled)?
Is the part storage effective (ie. keep parts free of debris, damage, breakage)?

Parts in Spec?
Y
Y
Y

N
N
N

Is the part within specification?

Is the variation within specification acceptable?
Is the variation acceptable to the customer?

2 Process Variation Acceptable?

If any of diamonds 1-4 are N (NO), 5a is N!

Problem Description

3
2C

4
Developing Interim Containment Actions

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8-D Report Problem Solving and Resolution

4B 5 Why Analysis (Root Cause Identification)
Issue Description: (i.e., What was wrong with the part when received by the customer?)
Issue

Therefore

Specific

Therefore

(special cause)

Why

Therefore
Why

Therefore

Therefore
Why

Therefore

Detection
Therefore

Why

Why
Therefore
Why

Root Cause
Therefore

Why

Therefore
Why
Root Cause

Therefore

Systemic

Therefore

(common cause)

Why

Therefore
Why

Therefore

Why

Therefore
Why
Root Cause

Action Plan

4C

Identify Permanent Corrective Actions .

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8-D Report Problem Solving and Resolution

Implementing & Validating the PCA

6
7A

Address Similar Systems (Read Across / Prevention of Failure Mode Recurrence)

Process / Item

7B

Who Responsible

When

Review the following documents / systems

Document

Completion Date

Who Responsible

Planned

Actual

Management System Manual

Standardized Work Instructions
Inspection Work Instructions
Layered Process Audits
Process Flow Charts
Process Control Plans
Design FMEA / Process FMEA
Packaging Instructions
Gages
PPAP
Engineering Change Approval
Preventive Maintenance System

Congratulate Your Team

Use all forms of employee recognition and document as necessary

Celebrate successful conclusion of the problem solving effort

Formally disengage the team and return to normal duties

Was this problem solving exercise effective? Has it been verified with a follow-up?
Yes
No

Signature / Title / Date

Findings

General Manager
Quality Manager

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8-D Report Problem Solving and Resolution

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8-D Report Problem Solving and Resolution

Action Item Table
Actions
Action #

1.

Implement & Verify Actions

Problem

Containment / Corrective
Action

How Verified

Action

Who Responsible

Planned

Actual

Parts
produced
with no
lead-in
Material
needed
in
pipeline

Contain in house
and at customer

NCR in house
and Customer
notification

Wes
Shepherd

02Aug1
3

02aug
13

Arrange certified
shipments using
PIC group

PIC worksheets

Wes
Shepherd

02Aug1
3

02Aug
13

Understa
nd
problem

Conference calls

Notes, action
plan for
supplying parts

Wes
Shepherd

03Aug1
3,
05Aug1
3

03Aug
13,
05Aug
13

Investiga
te

CFT investigation

Action plan

Jim Traynor,
Danny Brooks

06Aug1
3

06Aug
13

Status

8-D is a quality management tool and is a vehicle for a cross-functional team to articulate thoughts and provides scientific determination to
details of problems and provides solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D
provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing
the symptom, the illness is cured, thus, the same problem is unlikely to recur.

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8-D Report Problem Solving and Resolution

Cause and Effect Diagram
Problem Description

Environment

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Measurement

Material

Method

Machine

Man

Global 8-D Report Problem Solving and Resolution_ January 16,

8-D Report Problem Solving and Resolution

Chrysler Part number 52109333AA
Section Z and A from the print.

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8-D Report Problem Solving and Resolution

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