8d training 9-8-2008-root cause analysis

7/29/2019 8d Training 9-8-2008-Root Cause Analysis

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Training Materials For Reference Only Slide 1

Finding and eliminating (forever) the root

cause of a problem.

HBC 8D Process for Problem Solving

Course Duration: 4.0 hours


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Course Objectives

At Completion YOU should:

Understand HBCs 8D process Know when to use the 8D Process

Be able to write an 8D Summary Report

Be comfortable using typical problem solving tools

Know how to get additional help/training

I hear...I forgetI see...and I rememberI do...and I understand

Ancient Chinese Proverb


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Origin of HBCs 8D process Fit with:

Hawker Beechcraft Performance System (HBPS) Initiatives

Existing processes Overview of the 8 Steps

0 - Decide to use the HBC 8D Process1 - Describe the Problem

2 - Assemble a Team3 - Implement Interim Containment4 - Find Root Cause5 - Develop Corrective Action

6 - Implement Permanent Fix7 - Prevent Recurrence8 - Recognize the Team

Additional Information contacts, reference material

Agenda


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Round Robin Introductions

Your Name

Where you work -position/responsibilities

Personal objectives for this course



Root Cause: The very basic reason why, how, & when the conditionoccurred.A Root Cause Mentality: An insatiable desire to understand why things gowrong, why people do what they do, and how things got into their presentstate. (C. Robert Nelms)

This takes persistence

Interim Containment Action: This is the action taken which shouldaddress and correct the actual nonconforming condition.

Permanent Corrective Action: This should address the root cause ofa nonconformance and prevent future occurrences of the problemwhich caused the nonconformance.

Contributing Cause: This factor contributed to the problem, but it is

not the root cause. Keep going to get to Root Cause.

Verification: Making sure that something is going to work prior toimplementation.

Validation: Checking to make sure that the change is working (afterimplementation)

Definitions



A systematic approach to effectively identify the

cause chain of a nonconformance and topermanently eliminate the source(s) of problems.

Directed at reducing, and if possible eliminating,quality system escapes and the costs associated withpoor quality.

Root Cause / Corrective Action (RCCA) is:

More on Root Cause



Origin of HBCs 8D Process

8D (8 Disciplines) first standardized by the U.S.government during World War 2

Military Standard 1520: Corrective action and disposition

system for nonconforming material Popularized by Ford Motor Company in the 1960s and

1970s (called Global 8D or G8D) 8D now a standard in the Auto Industry

8D fills a void we currently have at HBC We reference root cause (internally, with our suppliers and

customers) BUT, we dont provide a standard process to get to root cause

HBC 8D a Structured Process (and Tool Set) for Root Cause Corrective Action



HBPS Initiative Positioning

Goal solve the problem Smooth land (drain the lake,

remove boulders) No leaks in the boats (rental

income while lake is here)

Pick the best fit methodology Drain the lake (remove waste)

use LEAN Six Sigma Remove boulders (variation

reduction) use Lean SIX SIGMA

Leaks (immediate problems thatmust be fixed) use HBC 8D

Use the right tools for the job Common tools will be used by all

methodologies

This Analogy: Bucket can beused to empty the lake, removerubble, and bail out the boat

In general, Lean Six Sigma projects take longer; 8D is for everyday, immediate problems.
http://www.clipart.com/en/close-up?o=898840&a=c&q=lake&k_mode=all&s=286&e=300&show=&c=&cid=&findincat=&g=&cc=4935:17:7083:251:0:4298:6&page=20&k_exc=&pubid=&color=&b=k&date=



Time

Planning

0

40

0

Lessons Learned

Sporadic Spike

(Special Cause: HBC 8D)

Control (During Production)

Significant Shift

AND/ORVariation Reduction(Lean SIX SIGMA)Common cause

(random)variation/waste

(LEAN Six Sigma)

Special cause(assignable) variation

HBPS Initiative Positioning (alt. view)



8D Process Fit

Policy & Procedures 12 0008 Corrective ActionSystem

Quality Assurance Instruction (QAI) -- QAI 03-01-015

Corrective Action Response and Review Requirements

Corrective Action requests resulting from: Nonconforming material

Out of control processes Internal audits Supplier issues Customer complaints Operator self-verification process Other nonconformances in product or process

Via: PCAS - Production Corrective Action System FCAS - Field Corrective Action System IQAG - Internal Quality Audit Group OSV - Operator Self Verification + Management Directive

8D adds structure (defined steps, language) to what we already have.



Changes being made to: WI 04-09-009 Creating and Updating

Corrective Action Records in SAP WI 04-09-014 Responding to the Corrective

Action in SAP

WI 04-14-005 issuing Corrective ActionRequests for Major Noncompliances

Documents Created in SAP: Q1 Customer Complaint Q2 Vendor Product Non-Conformance Q3 HBC Product Non-Conformance

Q4 Vendor Product CA Q5 HBC Product CA Q6 Vendor Audit CA/PA Q7 HBC Audit CA/PA

HBC 8D form will be attached to the

appropriate Q1-Q7 record in SAP Reference Hard Copy of HBC 8D Formhandouts

8D Process Fit (cont.)

Work Instructions are being modified now to incorporate 8D.

Wh t i 8D?



What is 8D?

1. Corporate Standard

2. Standardized Problem Solving

Process

Language, Methodology

3. Reporting Format

8 Di i li (8D )



8 Disciplines (8Ds)

D-0 Decide to use the 8D Process existing processes

D-1 Describe Problem

D-2 Establish TeamD-3 Implement Interim Containment

D-4 Find Root Cause

D-5 Choose Corrective Action

D-6 Implement Permanent Corrective Action

D-7 Prevent Recurrence

D-8 Congratulate Team

Wh t t i 8D l i ?


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What can trigger an 8D analysis?

When do we

use the

8DProcess?

Problem with Cause Unknown

Need to Cure - Not Mask Problem

Justifies a Structured/Team ApproachFactors Severity, Cost, Time, etc.

Examples:

Whenever you open a QN, ask yourself if Root Cause/8D should be done.

Wh i iti t 8D l i ?


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Who can initiate an 8D analysis?

Request for an 8D analysis can be made by: Customer

Current Sales/Support Interface

HBC Employee Initially, by contacting QA reps

Eventually, anyone

Working out details defining when it makes sense

Not all problems need an 8D level of analysis

HBC Supply Chain

Supplier will perform the 8D

Management

Anyone can use the process. Using SAP makes sure we capture/share knowledge.


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Place in 8D Process

D-0 Decide to use the 8D Process

D-1 DESCRIBE THE PROBLEMDESCRIBE THE PROBLEM

Why is it important for a Problem Solving

team to start with Describe the Problem?


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8D Step 1 Describe the Problem

What is the problem?

This should be a short, simple and concise definition.

IF YOU CANNOT SAY IT

SIMPLY, YOU DO NOTUNDERSTAND THE

PROBLEM

REMEMBER:

A problem well stated is aproblem half solved!

Information about the problem


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What is the problem?

Where was it detected? How serious is the problem?

How many occurrences?

Who is affected? When did it surface?

Remember: on the problem.

Information about the problem

Problem Definition/Analysis Prompts


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Who?

Who notified you of the problem?- Manufacturing, Engineering, SAP QN Review, QA

Audit, etc.Who are the people involved with the problem? (for step 2 team formation)

- Supplier, customer, material handlers, assemblers, supervisors,engineers, QA personnel, etc.

High Level information belongs in the Problem Description, Investigate all others in Step 3 & 4.



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What?

What is the part name/number/other identification?What type of product or process?

- Detail, assembly, vendor part- Part manufacturing process, assembly process?

What is the type of nonconformance?- Scratch, Dent, Oversize hole, Fit?

- Lack of communication, waiting too long for info/parts?What characteristic of the part/process is having the failure

- hole radius, linear dimension?

- manufacture of the part, movement, inspection?What method of measurement was used to identify the failure?What are special circumstances surrounding the problem?

- new personnel, equipment move, new tool, etc.?

What environmental conditions existed?- extremely cold/hot, rainy, humidity, lighting, etc.?

What is the design/nonconformance criteria in question?- Drawing, Spec, Task Planning, Policy, Process?

What training has been done or is available?What hardware or software is associated with the issue? Have there been recent administrative, program or equipment changes?



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When in the build process/production schedule/work shift did the problemoccur?

- note: occurrence point and detection point may(and usually arent) at the same time

When in the task did the problem occur? (what step?)When in the functional test did the problem occur (what step?)When in the day, week, month did it/has it occurred (patterns)?


When?



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Where is the part being contained?Where is the part being used?

Where is the geographical location of the failure?What plant/line/station cell? Is the problem in-house or external (supplier) or external (in the field)?Where are similar nonconformance records located?


Where?



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Impact?

How many times and in what period? Cost of nonconformance in dollars? Safety impact? Cost of delay?Warranty cost? Impact to worker morale/productivity? Has this issue been fixed before? Impact on Business processes?

- production- delivery- product use- field reliability

Impact on Customer Satisfaction?

Importance of Problem Description


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Importance of Problem Description

Focuses team on same objective

Direction set here is used throughout the HBC8D process (foundation)

Forces all to agree on the scope and goal

Note: Operational Definitions MUSTaccompany the Problem Description What does failure mean?

What is bad?

What does success look like? Ice-scrapingvideo

Tool: Is / Is Not for Problem Definition


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Reasons to use IS - IS NOT

Establishes points of comparison

Leads to a more complete problem description

Provides a Test base for Root Cause

Gives you a fingerprint of the problemDraws better boundaries around the problem

SCOPE whats in, whats out



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Development of IS:

Identity - What is the problem?

Space - Where is the problem?

Time - When is the problem happening?(also When did it start?)

Mass - How Big is the problem?


Development of IS NOT


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IS IS NOT(What, Where, When, How Big) would you EXPECTEXPECT to..

SEE, HEAR, FEEL, SMELL, OBSERVE . . .

.....but DO NOT?DO NOT? ((close cousinsclose cousins))

>>>>>>>>>>>>>>>>>>>>

Development of IS NOT

(What, Where, When, How Big) IS it?

(What, Where, When, How Big) could it be but it IS NOT ?

Once you have the Problem Defined, get feedback from others

(coworkers, manager, others) who have done 8D/RCCA

Reasons to use IS - IS NOT


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Reasons to use IS IS NOT

Establishes points of comparison

Leads to a more complete problem description

Provides a Test base for Root Cause

Gives you a fingerprint of the problem

Draws better boundaries around the problem SCOPE whats in, whats out

Document Your Work


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1) Open a QN in SAP2) Fill Out Section 1 of the 8D Summary Report

- go to the Quality Forms link on the QA home page

3) Attach the 8D Summary Report file to the QN

Step 2 in the HBC 8D Process


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p

D-0 Decide to use the 8D Process

D-1 Define the Problem

DD--2 Form the Team2 Form the Team

8D - Step 2: Form a Team


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p

A Team may be:

formal (scheduled meetings, for ex.) or

informal (consulted as needed)

Agree on work group guidelines

CustomerComplaint

Advantages/Disadvantages of Teams


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Advantages/Disadvantages of Teams

WHY DO TEAMS FAIL?

WHAT ARE THE BENEFITS

OF A TEAM APPROACH?

What have been your experiences with teams??

Major Problems with Team Problem


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Solving

Problem incorrectly describedProblem incorrectly described ! ! !! ! ! (biggest inhibitor)(biggest inhibitor)

Make sure Problem Description is accurate and team

members agree Problem solving process rushed

Poor team participation

No logical (group) process

Lack of technical skills

Management impatience Permanent Corrective Action Not Implemented

Typical Team Organization


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yp ca ea O ga a o

Champion/Sponsor

Leader

Recorder rotate this role

Team Members(SMEs - Subject Matter Experts)

Facilitator (optional)

Customer/Supplier

Are we having

fun yet?

Recommend: 4-7 members

(10 max.)

10, consider subteams

Ask the initial team: Who else needs to be involved, but isnt here?

Step 3 in the HBC 8D Process


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D-0 Decide to use 8D Process


D-2 Establish a Team

DD--33 CHOOSE, IMPLEMENT AND VERIFYCHOOSE, IMPLEMENT AND VERIFY

INTERIM CONTAINMENT ACTIONINTERIM CONTAINMENT ACTION-- basically youbasically yourere DispositioningDispositioning thethe

QNQN

8D Step 3: Implement Interim

C t i t A ti


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Containment Action

Decide whether you need to use one

Choose the best (benefits vs. risks) Tools

Brainstorming to generate ideas

Pros/Cons lists; Effort (or cost or time) vs.Benefit (or risk) graphic.

Action Plan

Test feasibility of the containment action(Verify it will work)

Commit to it Implement

Validate containment action effectiveness

ActionPlan

ALWAYS +s and s to every decision. BALANCE (and action) are the Keys!

L H

L

H

Ideal

Effort

Benefit

Purpose of Interim Containment


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p

Used to buy time to find root cause whileprotecting your customer (external or

downstream operation) from the problem Authorized first aid, but. . . . .

can be costly

attacks symptoms (not the cause)

has a masking effect

Purpose of this step:Enforce SCOPE and EFFECTIVENESS of customerprotection needed

Its OK to not have containment, its NOT OK to not THINK about it.

Int. Cont. Action vs. Typical BAND AID


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yp

__X__ Attacks Symptoms __X__

__X__ Added Costs __X____X__ Monitored while being used _____

__X__ Documented &Data Collected _____

__X__ Verified for effectiveness _______X__ Replaced by Perm. Correction _____

InterimContainment

Action BANDAID

Key Points of Step 3: Interim Containment


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y p

Act quickly (and carefully) Use the team to come up with the list of potential actions

Minimizes risk, results in better ideas

Pick the best overall Containment Action(s) Consider actions that may be needed to address other areas: Product in the field WIP Work In Process

Product in transit/at the Supplier Spares

Use Action Plan to make sure nothing falls through the cracks Examples:

VERIFICATION and VALIDATION Airworthiness Directives Service Bulletins Kits for field

DONT STOP HERE!!! XX

ActionPlan


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Fill Out Section 3 of the 8D

Summary Report


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BREAK FOR 10 MINUTES

Where are We?


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Place in the HBC 8D Process D-0 Decide to use 8D Process



D-3 Choose, Implement and Verify Interim Containment

Action (I.C.A.)

DD--44 FIND ROOT CAUSEFIND ROOT CAUSE

Root Cause Analysis Common Tools


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Your BrainEspecially the Collective Brain of your team

Data Thought Map Process Map

Brainstorming 5 Whys Cause and Effect (Fishbone) Diagram

Graphical Analysis (misc. graphs) +

What tool to use? Problem ->Questions->Data/Tools ->More QuestionsROOT CAUSE

Thought Map

General Information about Step 4


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Dont try to do solutions before the analysis iscomplete.

It is futile to continue doing things the same way while

expecting different results. Dont fall into the trap of jumping to conclusions.

OUR DESIRE TO ACT, OVERPOWERS OUR NEED TO UNDERSTAND(Brad Baker, CONOCO)

This cant be a part time job. Assign aPoint Of Contact (POC) to focus on closure.

The RCCA response ECD must be basedon a planned list of things to do (Action Item

Lists).

Data Collection


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Types of data to collect:

1. Location: where problem was detected2. Personnel: who found problem

3. Specifications: what are the requirements

4. Environment: noise, lighting, temperature, etc5. Sequence of events

6. Equipment

7. Training8. Other occurrences

9. Recent changes: personnel, process, weather

Insufficient data can result in solving only the specific instance.

Challenge the basis for why its beendetermined to be an isolated eventand why it couldnt potentially be a

systemic problem

Tools: Thought Map


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Once the problem is defined, natural tendency is to rush forward

RESIST THE URGE!!

Take a few minutes to plan your journey to root cause

1) Write your Problem Statement at the top of the page

2) Capture questions that you have Assumptions, potential causes, sources of the problem that dont belong in

the problem statement SHOULD be captured as questions3) Answer each question with data

4) Questions (and data) will lead to more questions

5) Capture dead-ends as well as fruitful paths

1) Why?

NOTE: Review the Problem Definition (Step 1) often!

Used: When? ________________________ Why?__________________

Thought Map example: Drill Bit Quality


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What is the currentbit brand

and quality used?

Is the perceivedbit quality difference

real or just perception?

What specific featuresof the bit performance

are perceived as

the problem?

Is it possible to

attribute QNs and other

sheet metal defects to

bit quality?

Is there a statist ically

significant difference

in the number of holes

drilled before dull?

What other factors

contribute to manual,

hand drilling performance?

How much isthe difference?

What are the bit

performance

indicators?

1 - Penetration Sharpness

2 - Straightness

3 - CenteringWhat is considered

the premium bit?

1 Number of holes dril led

2 - Straightness

3 Centering

4 Penetration

5 QNs Resulting

Precision TwistBrand

Bruckner provides astandard, such asMichigan Twist

LEGEND:

Dashed LinesIndicate Links

What is the difference

in cost for the bits?

Tools: Process Mapping/Value

Stream Mapping


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Stream Mapping

Graphical Depiction of How Its DoneTerminator (start/stop)Process Step

Decision PointConnector (off-page)

General Rules:

Left to Right Yess/Nos consistent

?

??

?

How would you map out the process for 8D so far?

Used: When? ________________________ Why?__________________

Assembly Transport InspectionOutpu

ts

Inputs

Transport Storage Machine Transport

Tools: 5 (OK, maybe just 3) Senses


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Talk to, Listen to, Observe:

People performing the jobSuppliers

(internal/external)

Customers(internal/external)

You are a root cause detective. Use all the tools you can.

Tools: Brainstorming


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When the best solution isnt obvious, one technique forgenerating ideas (possible root causes, potential interimcorrective or permanent actions) is brainstorming.

1. Generates a large number of ideas2. Encourage free-thinking3. Dont criticize4. Encourage everyone to participate

5. Record all ideas. There is no bad idea.6. Let ideas incubate give it a little time

A minimum group of atleast three people to make

this work

Used: When? ________________________ Why?__________________

Tools: 5 Whys


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1. Why? There was oil on the floor.2. Why? The machine in that cell was leaking oil.

3. Why? A pressure fitting on the machine failed.

4. Why? Inspection of hoses and fittings is not part of the preventive

maintenance (PM) schedule.5. Why? The PM system does not consider Equipment Manufacturers

recommendations to develop PM schedules.

6. Why?- Theres check to make sure this is done.

Dont stop with Because we dont have enough people, money, time

its a fact of life.

Solve the problem with the people, money, time you DO HAVE.

An employee in the plant

slipped and fell while

performing their regular duties.

Peel the onion- challenge the basis for root

cause. Most people can only support 1-2layers of questions with their basis for root

cause or corrective action.

Used: When? ________________________ Why?__________________

Tools: Cause and Effect Diagram


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A Cause-and-Effect (fishbone or Ishikawa) diagram an easily applied tool used to analyze possible causes to aproblem.

Non-conforming coating

Manpower

- inexperienced

Methods

- incorrect prep of

metal surface

Machinery

- microscope

Materials

- poor quality of

standards

- microscope setting notoptimized to detect the

smearing

-not following the frozen

coating parameters

- inadequate training

-inadequate technique

MUST BE TESTED ANDVERIFIED!

5 Ms and an E - addMeasures andEnvironment for 6 Bones

Used: When? ________________________ Why?__________________

Tools: Graphical Analysis


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Histogram Used to show patterns/distribution in ordered data

Categories on the x-axis, # of occurrences on they axis.

Pareto Chart (80/20 rule) Used when many problems or causes and you

want to focus on the most significant

Causes on x-axis, Results on the left (primary) y-axis, Cumulative % on the right (secondary) y-axis.

Scatter Diagram

Used to illustrate relationships between 2variables. 1 variable on each axis.

"Correlation does not imply causality." Ex. Shark Bites and Ice Cream

Purpose of Graphical Analysis: ________________________________

Word of Caution: Stay on Track!


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Use Common Sense:

1. The more significant or involvedthe problem, the more detail may

be needed to identify the RootCause

1. Also more advanced tools

2. Avoid data that leads to other

problems.1. Dont get sidetracked

1. Review Step 1 ProblemDescription.

2. Use the Thought Map

Start

GoalSide

Issue

Side

Issue

Side

Issue

Complex problems usually require at least a fishbone diagram of the potential

root causes sorted from the brainstorm list

Define the actions to validate or dismiss each one Technical problems usually require a structured FMEA

Document Your Findings


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Fill Out Section 4 of the 8D

Summary Report

8D Step 5: Choose Corrective Action


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Place in the HBC 8D Process: D-0 Decide to use 8D Process



D-3 Choose, Implement and Verify Interim Containment Action(I.C.A.)

D-4 Find Root Cause

DD--5 DETERMINE PERMANENT CORRECTIVE5 DETERMINE PERMANENT CORRECTIVEACTIONACTION

Decision Making Steps(note: can also be used in Step 3)


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1. Define end result (action verb & object) Eliminating/Preventing/Reducing (verbs) Errors/Safety Incidents/QN/s (objects)

2. List decision criteria

GIVENSGIVENS - Mandatory WANTSWANTS - Desirable

3. Decide relative importance ofwantswants 1-104. Identify the possible choices5. Compare possible choices against the decision criteria6. Analyze risk

IF/THEN terms:If we choose to___________,

Then _________ will happen.

7. Make the final BALANCED choice and VERIFY

NOTE: Use the Action Item Tracking Sheet toCapture and Track Actions

ALWAYS +s and s to every decision. BALANCE (and action) are the Keys!

ActionPlan

Track Action Items to Completionand Summarize Results


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Use the Corrective Action Plan Worksheetin the 8D File and Summarize in Section 5

of the 8D Summary Report

8D - Step 6: Implement the Fix


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Place in the HBC 8D Process:D-0 Decide to use D8 Process

D-1 Choose team members

D-2 Define problem

D-3 Choose Interim Corrective Action(s) & verify

D-4 Find Root Cause

D-5 Choose & verify Permanent Corrective Action

DD--66 IMPLEMENT PERMANENTIMPLEMENT PERMANENT

CORRECTIVE ACTIONCORRECTIVE ACTION

Goals of Permanent Corrective Action


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Permanent Corrective Action MUSTMUST:Address the systemic problem (in addition to this

specific instance)

Eliminate the Root CausePrevent recurrenceBe implemented in a timely manner

Include a detailed plan (especially if it will takeconsiderable time and people)Be comparable to the risk involved

Risk to the customer, employee, organization, public, etc.

Be verified Objectively Three knowledgeable people must agree

Keys to Successful Corrective Action


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Persistence Natural Tendency to slack off once the Fix is determined

and partially implemented

Follow the Action Plan to Completion

Involve Do-It-Level people Key to preventing recurrence

Review Interim Containment Action(s) Remove/discontinue any not needed adds cost, time, etc.

VERIFY IT!!!

VALIDATE IT!!! ActionPlan

More than Just Do It


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Why should we do planning and NEWproblem prevention when considering

implementing a permanent corrective action

forTHIS problem? see next slide.

Why Planning and Problem Prevention?


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Many of our current problems are the result ofnot following through with previous plans

Must allocate limited resources effectivelyOptimize implementation Dont waste Time/$$

Prevent other problems from occurringWith change comes risk of creating NEW

problems

Control Mr. Murphy

Summarize the Key PermanentCorrective Actions


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Fill Out Section 6 of the 8D Form

8D - Step 7: Prevent Recurrence


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D-0 Decide to use D8 ProcessD-1 Choose team members

D-2 Define problem

D-3 Choose Interim Containment Action(s) & verify

D-4 Find Root Cause

D-5 Choose & verify permanent corrective action

D-6 Implement Permanent Corrective Action(s)

DD--77 PREVENT RECURRENCEPREVENT RECURRENCE

Steps to Preventing Recurrence


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Identify what systems, practices, orprocedures allowed the problem to occur

The whys

Identify and implement improvements

VALIDATE the results

Poka yoke is the Japanese term that means fail safing or

Tool: Mistake-Proofing


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Poka-yoke is the Japanese term that means fail-safing or

"mistake-proofing" Examples:

Cant start car until in park, Child-proof caps, laser beam shut-offs for machinery

Others??

One of the best ways to prevent problems fromoccurring/recurring

Use mistake-proofing techniques when there are: Process steps where human intervention is required Decision points in the process Repetitive tasks where physical manipulation of objects

is required Steps where errors are known to occur

Opportunities for predictable errors to occur

Mistake-Proofing Levels of Prevention


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Defect is the

evidence of anerror

More Proactive

Beware of Root cause was HumanError


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HUMAN ERRORS do not make a root causeHow does HBC approach human error?

Positive Defects can be eliminated Create a mistake-proof environmentAsk Why?

Focus on the Process/Product NOT the Person

Apply Mistake-Proofing device for 100% inspection

Negative Defects are inevitable People make mistakes

Place blame Detect at final inspection Sampling inspection Some are bound to reach the customer

Once Root Cause is Determined,Broaden your Thinking


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How Can We Standardize Lessons Learned & SystemImprovements?

Communication Same/similar problem other plants

Same/similar problem different

systems Content Quality

Appropriate Quantity

Effect

Root Cause

Potential Causes

Current/Future Problems in other areas


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Fill Out Section 7 of the 8D Form Prevention of Recurrence

8D - Step 8: Congratulate the Team


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D-0 Decide to use D8 ProcessD-1 Choose team members

D-2 Define problem

D-3 Choose I.C.A., verify

D-4 Find Root Cause

D-5 Choose & verify P.C.A.D-6 Implement P.C.A.(s)

D-7 Prevent recurrence

DD--88 CONGRATULATE THE TEAMCONGRATULATE THE TEAM

How to Congratulate the Team


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Review significance of contribution Provide appropriate recognition for all members

Document the efforts & results

Celebrate successful completion

Celebrations dont have to beelaborate/expensive

Be creative

How Would You Congratulate YourTeam?


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What are some things that have worked well in thepast?

What are some things that didnt?

5 minutes


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Fill Out Section 8 of the 8D Form

(and attach completed file to the

appropriate QN)


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Comments, Suggestions??

Please fill out class/instructor

Evaluation Forms


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Reference Material

QA Intranet Website


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