8 d problem solving

7/29/2019 8 d Problem Solving

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Team Problem Solving


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The 8-D Problem Solving Process

The Eight Disciplines (8-D) comprise a method for resolving a problem whenthe cause of the problem is unknown.

As a Problem Solving Process, it is a sequences of that should be followedfrom the moment a problem or improvement opportunity becomes evident.

Facilitates Timely Solutions

When correctly followed, it helps to facilitate a timely resolution to a problem


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Provides A Reporting FormatThe 8-D Report is a living Document

Progress to date.

An action plan for completion.

The 8-D Report is used to communicate progress on resolving a problem. It may serve as a

reference for future efforts.

Establishes A Standard Practice

1.An emphasis on facts, where problem solving, decision making, planning are

driven and monitored by hard factual data.

2.A commitment to solve the origin of the problem, not just masking the effects of

the problem.

3.An enforced discipline.


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GKN Driveline

D1. Describe the problem / failure

D2. Establish the teamD3 Develop the interim containment.

D4 Define and verify the root cause.

D5 Establish the best corrective/preventive action

D6 Verify the corrective/preventive action

D7 Prevent recurrenceD8 Recognise individual and team contribution.

EightDisciplines of

ProblemSolvingapproach


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1.Describe the Problem

Specify the internal/external customer problem by identifying inquantifiable terms the

Who

What

When

Where

Why

HowHow many (5 W2H) for the problem

PROBLEM


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Problem Statement Guidelines

Use the Customers Voice : Define the problem using Customers voice.

Use the 5W / 2H Questions: Specify the problem by identifying in Quantifiable terms

Go Beyond Symptoms: Ask the Five Why Questions.

Assemble the needed inputs

Use Problem Solving Pack for the same.

Example Problem description

Three sample hardness readings for the Speedo gear part #50062 in Assembly at FordIndia on July 6, 1992 were below the blueprint specificationof 30 Rockwell C. The readingsWere 26 , 24 ,29 Rockwell C. After further inspection , all 2000 parts shipped in the lot were

Determined to be defective and returned.


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2.Establish the Team

Establish a small group of people with the process/productknowledge,allocated time, authority, and skill in the requiredtechnical disciplines to solve the problem and implement correctivactions. The group must have a designated champion.

T The team should not be selected until there is a clear improvemeobjective (or problem statement).


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Establish Group Rules and Discipline

Review Group Guidelines

. No criticism- everyones opinion is important

. Everyone contributes- it is OK to pass occasionally, but everyone participates.

. Everyone attends meetings

. Stick to the 8-D process for success

. Start and end meeting on time

. Document the Process

Determine Decision Making Rules

. Decision by consensus

. If consensus fails, then majority rules

Establish Meeting Discipline

. Team Roster

. Meeting Calendar

. Meeting Agenda


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3.Implement and Verify Interim (Containment)

ActionsDefine and implement containment actions to isolate the effectof a problem from any internal/external customer until correctiveaction is implemented. Verify the effectiveness of the

containment action


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Implement and verify Interim ActionsIsolate and Contain Problem

Containment actions must extend to.

. Internal Operations

. Fixed and Mobile Storage

. Subcontractors

. Service Centers

. Work in Progress

. Customer Locations

. All Shipping, Transmittal, and Service Locations (in transit)


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4.Find and Verify Root Causes

Identify all potential causes which could explain why the problemoccurred. Isolate and verify the root cause by testing eachpotential cause against the problem description and test data.Identify alternatives corrective actions to eliminate root cause.


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5.Select Permanent Corrective Actions

Through test programs quantitatively confirm that the selectedcorrective actions will resolve the problem for the customer, andwill not cause undesirable side effects.


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6.Implement Permanent Corrective Actions

Define and implement the best permanent corrective actions.Choose on-going controls to ensure the root cause is eliminated.Once in effect, monitors the long-term impact and implementcontingency actions, if necessary.


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7.Prevent System Problems

Modify the management systems, operating systems,practices, and procedures to prevent recurrence of this and allsimilar problems.


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8.Congratulate the Team

Recognize the collective efforts of the team and learn from whatthey did.


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Inhibitors to Effective Problem Solving

Problem described Incorrectly : A clear , thorough description of the problem is necessarproblem must be adequately described and the definition must be narrow enough in scope for the te

to solve problem effectively.

Problem- Solving Effort Expedited:Problem solving steps are skipped in order to obtain quick solution . Conventional wisdom often drives this.

Poor Team Participation:Not all team members participate effectively , so the team fails toconsider all possible causes of the problem.

No Logical Thought Process:The team lacks a disciplined system for analyzing problems.

Lack of Technical Skills : Team members are not adequately Trained

Potential Cause Misidentified as a Root Cause: Sometimes a potential cause is quicklyidentified as a root cause and the problem investigation is concluded. However , the problem often

reoccurs because the root cause was not eliminated.

Permanent Corrective Actions not Implemented : A root cause may be identified , but naction is taken to implement permanent corrective action.

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