8D

- 8 DISCIPLINES PROBLEM
SOLVING Solving customer quality problems is sometimes a complex task
which requires powerful tools such as 8D.
Lets have a look at 8D content and the key factors for a successful
8D:

1- 8D content
D1: Select the work group Identify customer contact, 8D pilot and
the team who will address the problem using 8D methodology.
D2: Describe the problem Understand the problem using the
appropriate data for analysis with defective samples on hands, with
the
help
of
5W2H
and
IS/IS
not.
D3: Protect the customer and analyze the non-detection causes
Prevent any further complaint by the same customer for the same
defect by implementing a quality firewall within 24 hours; and analyze
the causes which allowed us to transmit the defect to the customer.
D4: Analyze the root causes of occurrence. Identify all potential
causes using a 6M Ishikawa diagram, validate some of them and
eliminate the rest. Run a 5 Why analysis on the validated causes to
find root causes of occurrence.
D5: Implement corrective actions to prevent the root causes from
re-appearing Solve the root causes by implementing corrective
solutions.
D6: Check action effectiveness Ensure, with measurements,
metrics, data sheets and so on, that the problem does not occur
anymore.
D7: Implement preventive actions Modify the process and
procedures in order to keep a similar problem from recurring for
similar
or
future
customers
or
products.
D8: Close the 8D The manager checks that teams have rigorously
followed the methodology and developed a logical thinking. Write a
final report on the basis of the latest observations from the shopfloor
(results, 8D effectiveness, lessons learned, etc.) ; congratulate the 8D
team.

2- Eight key factors for a successful 8D

 D1: The problem solving team must include a group of operators

concerned by the defect that occurred or that was not detected, as
well as the supervisor / shift leader of the area.
D2: Describe the problem from the customers point of view and do
not only settle for a technical description from the manufacturers
point of view. Defective parts must absolutely be available for the
work group.
D3: During the customer containment, do not restrict the actions to
be taken to purely technical ones; also take actions on labor and
organization. Do not hesitate to keep the customer informed on a
regular basis. The point is to turn a quality problem into an
opportunity in order to reinforce the bonds of trust. We should learn
from our inability to detect the defect.
D4: Do not forget that the objective of D4 is to validate possible
causes. To do so, analyses should mainly be carried out on the
shopfloor. Methodology tools such as 6M and 5 Why are only useful to
direct investigation on the shopfloor. Cause validation is the outcome
of a rigorous analysis and a logical thinking, not of assumptions.
D5: Be aware that some actions which have been taken on might be
out of scope. The facilitator should remain vigilant to ensure that the
planned actions will indeed eliminate the validated causes.
D6: Check by going on the shopfloor that corrective actions have
been carried out and that the defect reduction is visible and
sustainable.
D7: Preventive actions should include cause treatment related to
the company processes and organization (ie systemic causes). Not
finding any systemic cause is a sign that analyses have not been
carried out in enough detail.
D8: At 8D closure, managers should draw lessons learned about the
organization that they are responsible for. Key points are to make sure
the methodology and logical thinking have been strictly adhered to
and congratulate the team.