8d- eight disciplines of problem resolution · 8d- eight disciplines of problem resolution uzair...
TRANSCRIPT
• 8D ensures a comprehensive resolution of an issue
• 8D contains all aspects of other methods e.g. DMAIC and A3
• 8D will help to build a common understanding of the PROCESS of Problem Resolution
• Why re-invent the wheel
• Exceptions: adjustments allowed without cutting out any steps
• 8D is formal Problem Resolution Process
• Was devised in automotive industry
• Has been utilized by Aerospace Industry
• Is being Increasingly adopted by Medical Devices and Healthcare Industry
8 Disciplines
D1: Define Team
D2: Define Problem
D3: ICA and/or
Countermeasures
D4: Root Cause Analysis
D5: Choose and Verify PCA
D6: Implement & Validate PCA
D7: Preventive Action/Prevent
Recurrence D8: Thank Team
Team to :
1.Meet in 8D Work Out Sessions
2.Update Management during scheduled reviews or as needed
3.Attach to CAPA upon completion
D1: Define Team WHY:
1. Multiple people bring multiple perspectives
2. Allows for objective Reviews
HOW: Essentials:
• One Champion: Person with authority
• Responsible to reprioritize required resources
• remove road blocks as needed
• One Lead: Sr. Engineer or a Value Stream Manager
• responsible for administering this process
• accountable for progress
• ensures the pace of progress
• Reaches out to Champion if help is needed.
• One Objective Reviewer / Coach: Usually a QS person
• One Engineer: Could be from outside of area in question
D2: Define Problem
WHY:
1. A well defined problem is half resolved problem
2. To avoid any waste-full application of resources
3. Symptom may not be THE problem
HOW: 1. DO NOT assume you know the problem, make it measureable
2. What internal or external customer REQUIREMENT was not met?
3. How many products are affected?
4. When did the problem start?
5. Basically, use 5W2H approach i.e. (Who, What, When, Where, Why, How
and How many)
6. Map out the process as much as possible
D3: INTERIM CONTAINMENT ACTION
And/or COUNTERMEASURES WHY:
1. It is all about protecting the customer
2. And off course, QSR and ISO require “Control of NC Product”
HOW: 1. Urgently Identify suspect product i.e. BOOKEND the product
Take Action to avoid continual shipping to customer e.g. Hold or
extra-ordinary inspection, etc.
2. Identify suspect process i.e. labeling, assembly, etc.
apply Controls to avoid continual production of
suspect product
D4: ROOT CAUSE ANALYSIS WHY: To ensure effective Corrective Actions
HOW: 1. Never assume, use a method and identify contribution
2. Always analyze why it was not detected
3. Some Methods are:
5-Why: Team to use the judgment when to stop, generally, asking
5 times would reveal THE Root Cause, more explanation in latter
slides
Other Methods:
a.Ishikawa Diagram, also know as Fish Bone Diagram
b.Is or Is Not analysis, etc. etc.
1st Degree 5-WHY (1 RC)
Why 5 Why 4th Why Occurred Why Not Detected
Why 4 Why 3rd Why Occurred Why Not Detected
Why 3 Why 2nd Why Occurred Why Not Detected
Why 2 Why 1st Why Occurred Why Not Detected
Why 1 Why Failure Mode Occurred Why Not Detected
2nd Degree 5-WHY (>1 RCs)
Why 1
Why 2
Why 3
Why 4 Why 4.1 Why 4.2 Why 4.3 Why 4.4 Root Cause
1
Why 4a Why 4.1a
Why 4.2a
Why 4.3a
Why 4.4a
Root Cause 2
Why 4b and So on
Estimated contribution of a root cause towards the issue
Root Cause from Methodical Analysis
Capture here a failure of detectability
Excerpt from a sample 8D Form
D5: Permanent Corrective Actions
CHOOSE AND VERIFY WHY:
1. To ensure PCAs will be effective if implemented
2. Will provide confidence on % Effectiveness
HOW:
1. For the most part “Reversing” the Root Cause would yield a
direction for PCA
2. Brainstorming and List all PCAs
3. Verify against a specific Root Cause, If Action does not
ELIMINATE a Root Cause, it is not 100% effective, IF AT ALL
4. Not all potential CAs identified may need implementation. Choose
the ones that are sufficient to eliminate root cause. Don’t over do!
D6: Permanent Corrective Actions
IMPLEMENT AND VERIFY WHY:
1. To ensure RCs have been removed - Implement
2. PCAs are implemented as intended – Verify
HOW:
1. Plan out the implementation
2. Give yourself reasonable time for stress free implementation
3. Setup some metrics to Verify long term effectiveness
D7: PREVENTIVE or PREVENT
RECURRENCE ACTION
WHY:
1. Improve overall organization – Use Lessons Learnt
HOW:
1. Identify similar processes where this issue might occur
2. Implement Actions in other processes to avoid similar problem
3. Implement process performance metrics/KPIs and review as
leaders’ standardized work