template 8d

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This product is copyrighted and protected by federal law. However, feel free to distribute or share with other Six Sigma

professionals. Every effort has been made to ensure the accuracy of any calculations, however no guarantee is expressed or implied

as to its accuracy.

http://www.youtube.com/playlist?list=PL45DAC8A89E8F91A2

This product is copyrighted and protected by federal law. However, feel free to distribute or share with other Six Sigma

professionals. Every effort has been made to ensure the accuracy of any calculations, however no guarantee is expressed or implied

as to its accuracy.

8 Disciplines (8D) Problem Solving Process

This Template should only be used by someone trained in the techniques presented herein

Begin by clicking the 'Preliminary Data' hyperlink below. Then proceed sequentially through each Discipline (D0, D1 . . . D8)

The 8 DisciplinesD0D1D2D3D4D5D6D7D8

Notes:1. There are several tabs in this workbook, with at least 1 tab dedicated to each of the eight disciplines.2. Discipline 1 is D1, Discipline 2 is D2, etc.3. When more than 1 tab is used for a given discipline, a D4-1, D4-2 . . . format is used.4. Each tab contains the instructions, templates and decision tools appropriate for that discipline.

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8D, or 8 Disciplines, is an 8 step problem solving methodology for both products and processes. It is best suited to existing problems involving defects where the cause is unknown. 8D is not suitable for problem prevention, problems of variation or waste elimination.

Preliminary DataTeam selectionProblem DefinitionContain problemIdentify Root CauseIdentify Corrective ActionImplementPrevent RecurrenceCongratulate Team8D Summary Report


This Template should only be used by someone trained in the techniques presented herein

Begin by clicking the 'Preliminary Data' hyperlink below. Then proceed sequentially through each Discipline (D0, D1 . . . D8)

8D, or 8 Disciplines, is an 8 step problem solving methodology for both products and processes. It is best suited to existing problems involving defects where the cause is unknown. 8D is not suitable for problem prevention, problems of variation or waste elimination.

D0 - Preliminary Data

Customer:

Customer Address:

Date of Failure:

Time of Failure:

Part Number or Description of Failed Item:

Lot or Batch Number:

Failure Rate:

Tracking Number:

Product Name:

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8D InstructionsNext >>>


D1 - Team Selection

Dept Name Role Responsibilities

Champion

Process Owner Ensure right team members are on the team.

Project Lead Completing the project.

Ensure corrective actions do not conflict with required inputs

Ensure corrective actions do not conflict with required outputs

SME's Technical or detailed product or process knowledge

QA Ensure tools are used correctly and Root Cause is verified

Other As needed

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8D InstructionsNext >>>

Ensure team has required resources. Remove roadblocks experienced by the team.

Pro(cess/duct) Supplier

Pro(cess/duct) Customer


E12

Subject Matter Experts

D2 - Problem Definition

Answer the following questions and then summarize the results below.

More Info

WH

O

Who reported the problem? Who did not report the problem?Customer A & B Customer CWho is affected by the problem? Who is not affected by the problem?

WH

AT

What is the product ID or reference number? What ID's or reference # are not affected?

What is (describe) the defect? What is not the defect?

WH

ERE Where does the problem occur? Where is it not occurring but could?

Where was the problem first observed? Where else might it occur?

WH

EN

When was the problem first reported?

When was the problem last reported? When might it reappear?

WH

Y

Why is this a problem?

Why should this be fixed now? Why is the problem urgent?

HO

W

How often is the problem observed? How often is it not observed?

How is the problem measured? How accurate is the measurement?

OTH

ER

Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?

SCO

PE

Customer: 0 Incident Date: 12/30/99 Part Number: 0

What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?

Lot #: 0 Application: 0 Failure Rate: 0.00%

MIS

C

Based on answers to the questions above, please describe the problem and/or the opportunity

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8D Instructions Next >>>

What the problem IS

What else it might be but IS NOT

When was the problem not reported?

Why is this not a problem?

PRO

BLEM

D

ESCR

IPTI

ON


assumptions, presumed causes, solutions, blame or compound problems contained in it.

PRO

BLEM

D

ESCR

IPTI

ON

Note: the description of the problem should use a noun - verb format and not have any opinions, judgments,

Next >>>

D3 - Contain Problem

Use the Checklist and Risk Assessment below to manage the Containment ActionThese actions are temporary until permanent corrective action is taken

Containment ChecklistYes

No

No

No

No

No

No

Risk Assessment

Failure Containment Action Taken

10 10 10 1000

1 5Severity Nuisance or distraction Loss of primary function

Occurrence Unlikely Moderate frequencyDetection Detectible Difficult to detect

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8D Instructions

Problem Definition

Team selection

Risk Assessment

Containment recommendation

Communication Plan

Containment agreement

Containment Action Taken

Severity1-10

Occurrence1-10

Detection1-10

RiskNumber

Rating →

Containment Recommendation (Describe)


Communication Plan

Audience Objective Feedback Measure Key Message

Person to reach

Containment Action Plan

No. Action Item Deliverable Date Responsible Accountable

Noun + Verb Be Specific

1234567

Delivery Method

What are we seeking? Awareness, support, decision, advocate, advice, assistance

Telecon, email, meeting, IM, Text, Videocon, etc.

How will we know the message was received?

What are we doing & why?

Containment Agreement (Describe - Who, What, Where, When, Why, How)

The Doer

Ultimately Responsible

D3 - Contain Problem

Use the Checklist and Risk Assessment below to manage the Containment ActionThese actions are temporary until permanent corrective action is taken

Containment Action Taken

5 5 5 125

5 10Loss of primary function Loss of life or loss of significant $

Moderate frequency Almost certainDifficult to detect Cannot detect

Next >>>

Revised Severity

1-10

Revised Occurrence

1-10

Revised Detection

1-10

RiskNumber

Key Message Assigned Due date Failure

Consult Inform Notes

Needs to Know

What does it mean to the

person?

What does the person need

to do differently?

What support can the person

expect from us?

Who will deliver the message

Completion date

Advisor or Consultant

Next >>>

D4 - 1 Identify Root Cause

Select one or more tools below to help identify Root Cause

Root Cause ToolM H H L M M M

M M H L L H M

L L L L H L L

L L M M H L L

H M H L L L M

M H M M M M H

L L L L H L H

L M L M H M M

M L H L M M H

M M M L L M L

L L H L M L L

L L L L H L L

H H H L L M L

L L L L H M H

L L L H H M L

L L H L H L L

Artificial Neural Networks H M H L L L H

Component Search L M H L H L H

L = Low M = Medium H = High

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8D Instructions

IS / IS NOT

Fault Tree

Process Map

5 Why's

Multi Vari

FMEA

Pareto

Fish Bone

Inter-relationship Diagram

Current Reality Tree

Scatter Plots

Concentration Chart

Design of Experiments

Tree Diagram

Brainstorming

Regression Analysis

Tool Complexity

Time Requirement

Ability to find root cause

Level of subjectivity

Intuitiveness (ease of use)

Requires X Functional Team

# Factors Studied


D4 - 1 Identify Root Cause

Select one or more tools below to help identify Root Cause

# Factors Studied

D4 - 2 IS / IS NOT

Complete the 'Problem Definition' on tab D2 Before Proceeding

More Info

WH

O

Who reported the problem? Who did not report the problem? 0

Customer A & B Customer CWho is affected by the problem? Who is not affected by the problem? 0

0 0

WH

AT

What is the product ID or reference number? What ID's or reference # are not affected? 0

0 0What is (describe) the defect? What is not the defect? 0

0 0

WH

ERE Where does the problem occur? Where is it not occurring but could? 0

0 0Where was the problem first observed? Where else might it occur? 0

0 0

WH

EN

When was the problem first reported? 0

0 0When was the problem last reported? When might it reappear? 0

0 0

WH

Y

Why is this a problem? 0

0 0Why should this be fixed now? Why is the problem urgent? 0

0 0

HO

W

How often is the problem observed? How often is it not observed? 0

0 0How is the problem measured? How accurate is the measurement? 0

0 0

OTH

ER

Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?0

SCO

PE

Customer: 0 Incident Date: 0 Part Number: 0

What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?0 0Lot #: 0 Application: 0 Failure Rate: 0.00%

MIS

C

0

Based on answers to the questions above, please describe the problem and/or the opportunity0

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Root Cause List

8D Instructions

What the problem IS

What else it might be but IS NOT

When was the problem not reported?

Why is this not a problem?

PRO

BLEM

D

ESCR

IPTI

ON


0

PRO

BLEM

D

ESCR

IPTI

ON

Changes Date & Time Possible Cause1 month ago

Possible Cause 2

Possible Cause 3

Possible Cause 4

Possible Cause 5

Possible Cause 6

Possible Cause 7

Possible Cause 8

Possible Cause 9

Possible Cause 10

Possible Cause 11

Possible Cause 12

Highlight the differences between IS and IS NOT and identify possible causes

START HEREDifferences

Customer A & B are long time customers, Customer C is not

Customer C added in the last month

New customer onboarding process

M9

What is unique, different, special when comparing the IS versus the IS NOT. New information only and must be TRUE of the IS

P9

What has changed in, on, around or about the difference?

S9

When did it occur?

U9

How could this change have created the problem? List a hypothesis for each Change.

+

∑ + 1 0 0 0 0 0∑ - 0 0 0 0 0 0

Total 1 0 0 0 0 0

RESULTS

Order ∑ + Cause1 1 New customer onboarding process

2 0 Possible Cause 2








Select "+" when both "IS" and "IS NOT" are explained by the Possible Cause. Select "-" when "IS" or "IS NOT" is explained by the Possible Cause.

Based on IS / IS NOT, the most likely causes(s) are:

New custo

mer

onboarding p

roce

ss

Possible Cause

2

Possible Cause

3

Possible Cause

4

Possible Cause

5

Possible Cause

6

Possible Cause

7

0 0 0 0 0 00 0 0 0 0 00 0 0 0 0 0

he Possible Cause. Select "-" when "IS" or "IS NOT" is explained by the Possible Cause.

Possible Cause

6

Possible Cause

7

Possible Cause

8

Possible Cause

9

Possible Cause

10

Possible Cause

11

Possible Cause

12

D4 - 3 Fault Tree

Using the basic fault tree symbols on the left, construct a fault tree here

Example:

Event

Logic "AND" Gate

Logic "OR" Gate

Basic Event

Connector

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Root Cause List

8D Instructions

TOP Event: failure or undesirable state"AND" Gate: output produced if all inputs co-exist"OR" Gate: output produced if any input exists"Basic" Event: initiating event

Light Doesn't Turn On

Switch Inoperable No

Power

BulbBurned

Out

Contacts Burned

Repairman Not

AvailableEquipment

FailureFailure Not

Visible

Bulb Faulty


D4 - 3 Fault Tree

Using the basic fault tree symbols on the left, construct a fault tree here

Instructions:

Step 1: Identify Failure (TOP Event)

Step 2: Identify first level contributors

Step 3: Link contributors to Failure using logic gates

Step 4: Identify second level contributors

Step 5: Link second level contributors to Failure using logic gates

Step 6: Repeat Step 4 and Step 5 for subsequent level contributors

Step 7: Review all "Basic Events" for likely Root Cause

Bulb Faulty

BulbNot

Replaced

D4 - 4 Process Map

Using the basic flow chart symbols on the left, construct a high level process map

Example: Problem: processing orders takes longer than corporate standard

Possible Root Cause of order delay: cannot find quote to match priceConnector

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Root Cause List

8D Instructions

Start

Stop

Process Step 1

Process Step 2

Decision

Start Receive Order Match Order

price to quote

Enter order in system

Confirm order with customer

Stop

Price Match?

Return to customer

No Yes


D4 - 4 Process Map

Using the basic flow chart symbols on the left, construct a high level process map

Instructions:

Step 1: Construct process map

Step 2: Identify areas where: Handoffs occur Data is transformed Special attention is required Inputs are not clear Outputs are not clear Instructions are not clear Specialized training is required The process is confusing Spec limits are poorly defined Unusual behavior is required Inconsistency exists

Step 3: Identify potential Root Cause

D4 - 5 Why's

By asking successive 'Why's' the team may be able to identify Root Cause

Therefore

Is Confirmation Necessary? How is this confirmed?

Therefore Yes

NoHow is this confirmed?

Therefore Yes

No

Therefore Yes

No

Therefore Yes

NoHow is this confirmed? See D6

Yes

Root Cause

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Root Cause List8D Instructions

What is the failure?The car won't start

Why did this occur?It ran out of gasoline

Why did this occur?I forgot to fill it up

Why did this occur?The fuel gage is not working

How is this confirmed?Fuel gage testing

Why did this occur?I forgot to have it repaired

How is this confirmed?Maintenance records

Why did this occur?I didn't put it on the repair list when it broke


D4 - 5 Why's

By asking successive 'Why's' the team may be able to identify Root Cause

Instructions:

STEP 1 : Define the problem. What is the product, process or service that has failed.

How is this confirmed? STEP 2 : Ask: Why did this occur?

STEP 3 : Answer: Does this reason need to ne confirmed? If No proceed to next 'Why?' If Yes, then record how confirmation was made.

How is this confirmed?

STEP 4 : Repeat Step 2 & 3 until Root Cause is identified.

STEP 5 : Verify Root Cause by starting at the probable Root Cause and connecting it to the previous cause using 'Therefore'

STEP 6 : Repeat Step 5 until you reach the problem

STEP 7 : If there is a logical connection between each pair of statements back to the problem then you have likely found the Root Cause

How is this confirmed? See D6

How is this confirmed?

How is this confirmed?Maintenance records


STEP 3 : Answer: Does this reason need to ne confirmed? If No proceed to next 'Why?'

STEP 5 : Verify Root Cause by starting at the probable Root Cause and connecting

D4 - 6 Multi Vari

STEP 1 : Define the problem. What is the product, process or service that has failed

STEP 3: Determine the number of Time-to-Time samples required (Cell: I42)

STEP 4: Determine the number of Unit-to-Unit samples required (Cell: F42)

STEP 5: Determine the number of Within samples required (Cell: C42)

STEP 6: Multiply the results in 3, 4 and 5 to determine the total number of units to be studied (Cell: L42)

STEP 8: Collect data (Column H beginning at cell H48) & select alpha risk (Cell: I178)

STEP 9: Analyze results (Cell: I203)

Families of Variation Tree

Example: Widget to Widget Line to Line Shift to Shift1. WU1 to WU1 1. BU1 to BU1 1. OT1 to OT12. WU2 to WU2 2. BU2 to BU2 2. OT2 to OT23. WU3 to WU3 3. BU3 to BU3 3. OT3 to OT34. WU4 to WU4 4. BU4 to BU4 4. OT4 to OT45. WU5 to WU5 5. BU5 to BU5 5. OT5 to OT5

Sub-Total: 5 Sub-Total: 5 Sub-Total: 5 125

Data Collection Plan

Time Between Within DataOT1 BU1 WU1 15.2038OT1 BU1 WU2 14.5407OT1 BU1 WU3 17.7464OT1 BU1 WU4 -5.9591

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Root Cause List

8D Instructions

STEP 2: Using a Families of Variation (FOV) tree, identify the potential root causes to be included in the study - see below

STEP 7: Develop the data collection plan (Row 47). This should be automatically created for you.

Failure (Unit)

WithinUnit Over TimeBetween

Units


OT1 BU1 WU5 1.5015OT1 BU2 WU1 5.085OT1 BU2 WU2 2.0017OT1 BU2 WU3 14.327OT1 BU2 WU4 13.4002OT1 BU2 WU5 8.4973OT1 BU3 WU1 10.5661OT1 BU3 WU2 2.3631OT1 BU3 WU3 14.3202OT1 BU3 WU4 11.2544OT1 BU3 WU5 5.6699OT1 BU4 WU1 8.2522OT1 BU4 WU2 6.56OT1 BU4 WU3 10.6228OT1 BU4 WU4 10.9OT1 BU4 WU5 7.6223OT1 BU5 WU1 12.7573OT1 BU5 WU2 4.7375OT1 BU5 WU3 12.5654OT1 BU5 WU4 12.4333OT1 BU5 WU5 8.7628OT2 BU1 WU1 9.9244OT2 BU1 WU2 0.1141OT2 BU1 WU3 -1.4824OT2 BU1 WU4 15.8033OT2 BU1 WU5 12.5319OT2 BU2 WU1 -6.1473OT2 BU2 WU2 6.2406OT2 BU2 WU3 11.2063OT2 BU2 WU4 8.9289OT2 BU2 WU5 9.2612OT2 BU3 WU1 10.7074OT2 BU3 WU2 22.8168OT2 BU3 WU3 1.5132OT2 BU3 WU4 12.6059OT2 BU3 WU5 15.3474OT2 BU4 WU1 0.6442OT2 BU4 WU2 7.5193OT2 BU4 WU3 -1.5645OT2 BU4 WU4 1.1046OT2 BU4 WU5 15.1475OT2 BU5 WU1 10.3788OT2 BU5 WU2 9.0094OT2 BU5 WU3 11.1262OT2 BU5 WU4 14.5717OT2 BU5 WU5 17.9293OT3 BU1 WU1 6.3712OT3 BU1 WU2 11.5806OT3 BU1 WU3 12.0327OT3 BU1 WU4 9.6751OT3 BU1 WU5 3.6259

OT3 BU2 WU1 10.6511OT3 BU2 WU2 19.4126OT3 BU2 WU3 7.0036OT3 BU2 WU4 3.0633OT3 BU2 WU5 8.8978OT3 BU3 WU1 19.1382OT3 BU3 WU2 4.8535OT3 BU3 WU3 16.7445OT3 BU3 WU4 15.347OT3 BU3 WU5 4.86OT3 BU4 WU1 13.5403OT3 BU4 WU2 9.183OT3 BU4 WU3 4.6844OT3 BU4 WU4 10.4372OT3 BU4 WU5 15.7935OT3 BU5 WU1 7.7077OT3 BU5 WU2 11.0995OT3 BU5 WU3 6.3901OT3 BU5 WU4 1.4156OT3 BU5 WU5 9.106OT4 BU1 WU1 12.138OT4 BU1 WU2 -0.4652OT4 BU1 WU3 17.8094OT4 BU1 WU4 9.6149OT4 BU1 WU5 3.7846OT4 BU2 WU1 14.7737OT4 BU2 WU2 12.027OT4 BU2 WU3 13.0729OT4 BU2 WU4 16.7324OT4 BU2 WU5 16.2477OT4 BU3 WU1 10.4786OT4 BU3 WU2 9.1015OT4 BU3 WU3 14.4461OT4 BU3 WU4 6.3935OT4 BU3 WU5 -0.1846OT4 BU4 WU1 8.2401OT4 BU4 WU2 14.105OT4 BU4 WU3 20.253OT4 BU4 WU4 3.4503OT4 BU4 WU5 14.7921OT4 BU5 WU1 7.6012OT4 BU5 WU2 12.0057OT4 BU5 WU3 5.6789OT4 BU5 WU4 9.9809OT4 BU5 WU5 8.1625OT5 BU1 WU1 5.8427OT5 BU1 WU2 7.9791OT5 BU1 WU3 8.847OT5 BU1 WU4 9.0764OT5 BU1 WU5 0.7376OT5 BU2 WU1 11.3831

OT5 BU2 WU2 15.9762OT5 BU2 WU3 13.5327OT5 BU2 WU4 24.2123OT5 BU2 WU5 6.8937OT5 BU3 WU1 15.8558OT5 BU3 WU2 3.0716OT5 BU3 WU3 12.708OT5 BU3 WU4 12.113OT5 BU3 WU5 18.9813OT5 BU4 WU1 3.9473OT5 BU4 WU2 11.3194OT5 BU4 WU3 17.0748OT5 BU4 WU4 18.656OT5 BU4 WU5 15.4013OT5 BU5 WU1 16.6658OT5 BU5 WU2 12.9875OT5 BU5 WU3 11.3974OT5 BU5 WU4 7.8947OT5 BU5 WU5 3.0871

Time Between WithinTime [a]: 5 Units [b]: 5 Obs [n]: 5 0.05

Obs [n]: Time [a]: Time [a]: Time [a]: Time [a]: Time [a]:

Uni

ts [b

]: 1

1 15.2038 9.9244 6.3712 12.138 5.84272 14.5407 0.1141 11.5806 -0.4652 7.97913 17.7464 -1.4824 12.0327 17.8094 8.847 A = =4 -5.9591 15.8033 9.6751 9.6149 9.07645 1.5015 12.5319 3.6259 3.7846 0.7376

43.0333 36.8913 43.2855 42.8817 32.4828

1851.8649 1360.968 1873.6345 1838.8402 1055.1323 B = =

Uni

ts [b

]: 2

1 5.085 -6.1473 10.6511 14.7737 11.38312 2.0017 6.2406 19.4126 12.027 15.97623 14.327 11.2063 7.0036 13.0729 13.5327 C = =4 13.4002 8.9289 3.0633 16.7324 24.21235 8.4973 9.2612 8.8978 16.2477 6.8937

43.3112 29.4897 49.0284 72.8537 71.998 D = =

1875.86 869.64241 2403.784 5307.6616 5183.712

Uni

ts [b

]: 3 1 10.5661 10.7074 19.1382 10.4786 15.8558 SS

2 2.3631 22.8168 4.8535 9.1015 3.0716 Time - Time 125.71 3 14.3202 1.5132 16.7445 14.4461 12.708 Between 725.09 4 11.2544 12.6059 15.347 6.3935 12.113 Within 3,237.21 5 5.6699 15.3474 4.86 -0.1846 18.9813 4,088.02

44.1737 62.9907 60.9432 40.2351 62.7297

a =

∑yk

∑yk2

∑yk

∑yk2

∑yk

1951.3158 3967.8283 3714.0736 1618.8633 3935.0153 32.37 Contribution 98.2%

Uni

ts [b

]: 4

1 8.2522 0.6442 13.5403 8.2401 3.9473 Std Dev 5.692 6.56 7.5193 9.183 14.105 11.31943 10.6228 -1.5645 4.6844 20.253 17.07484 10.9 1.1046 10.4372 3.4503 18.656 Note: high % contribution may indicate that the family is, or contains, the root cause5 7.6223 15.1475 15.7935 14.7921 15.4013

43.9573 22.8511 53.6384 60.8405 66.3988

1932.2442 522.17277 2877.078 3701.5664 4408.8006

Uni

ts [b

]: 5

1 12.7573 10.3788 7.7077 7.6012 16.66582 4.7375 9.0094 11.0995 12.0057 12.98753 12.5654 11.1262 6.3901 5.6789 11.39744 12.4333 14.5717 1.4156 9.9809 7.89475 8.7628 17.9293 9.106 8.1625 3.0871

51.2563 63.0154 35.7189 43.4292 52.0325

2627.2083 3970.9406 1275.8398 1886.0954 2707.3811

225.7318 215.2382 242.6144 260.2402 285.6418

50954.846 46327.483 58861.747 67724.962 81591.238

∑yk2 s2

within =

∑yk

∑yk2

∑yk

∑yk2

∑∑yk

∑∑yk2

D4 - 6 Multi Vari

< < < Total Data Points Required

12,092.70

12,218.41

12,943.50

16180.72

df MS Significant4 31.43 0.87 2.87 No

20 36.25 1.12 1.68 No100 32.37 124 32.97

Fcalc Fcrit

0.78 -0.193Contribution 2.4% Contribution -0.6%Std Dev 0.88 Std Dev Err:502

Note: high % contribution may indicate that the family is, or contains, the root cause

s2between = s2

time - time =

D4 - 7 Failure Modes and Effects Analysis

Complete the FMEA (columns A:I) and select the high scoring Risk Priority Number (RPN)'s as potential root causes (refer to Cell A24 in this tab)

Potential Causes Current Controls

8 2 None 8 128

8 4 2 64

0

0

0

0

0

0

0

0

0

0

RESULTS

Order RPN Cause1 128 Quote filing not properly organized

2 64 Customer references wrong quote

3 0 0

4 0 0

5 0 0

6 0 0

7 0 0

8 0 0

9 0 0

10 0 0

11 0 0

12 0 0

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Process Step / Input

Potential Failure Mode

Potential Failure Effects

SEVERITY

OCCURRENCE

DETECTION

RPN

What is the process step or

input under investigation?

In what ways does the Key

Input go wrong?

What is the impact on the Key Output Variables

(Customer Requirements)?

What causes the Key Input to go

wrong?

What are the existing controls and procedures (inspection and

test) that prevent either the cause or the Failure Mode?

Match Order price to Quote

price

Cannot find correct quote

Delay in entering order

Quote filing not properly

organized

Price doesn't match

Delay in entering order

Customer references wrong

quote

Create new quote or return Order to

customer

Based on the FMEA, the most likely causes(s) are:


D4 - 7 Failure Modes and Effects Analysis

Complete the FMEA (columns A:I) and select the high scoring Risk Priority Number (RPN)'s as potential root causes (refer to Cell A24 in this tab)

Resp. Actions Taken

Filing system 8 2 2 32High 10

IT Dept 8 2 2 32

80 60 4

0 Low 20

0

0

0

0

0

0

Actions Recommended

SEVERITY

OCCURRENCE

DETECTION

RPN

What are the actions for

reducing the occurrence of the

cause, or improving detection?

Who is responsible for the

recommended action?

What are the completed actions

taken with the recalculated RPN?

Introduce formal quote filing system

Customer Service Manager

Make all customers quotes available online

Online quote system

Rating

Hazardous without warning Very High and almost inevitable Cannot detect or detection with very low probability

Loss of primary function High repeated failures Remote or low chance of detection

Loss of secondary function Moderate failures Low detection probability

Minor defect Occasional failures Moderate detection probability

No effect Failures unlikely Almost certain detection

Severity Occurance Detection

D4 - 8 Pareto

Complete the Pareto and select the high count causes as potential root causes

Chart Title: Pareto Chart Example

Count % Count Cume % Cume

Defect 1 26 44% 26 44%

Defect 2 15 25% 41 69%

Defect 3 6 10% 47 80%

Defect 4 3 5% 50 85%

Defect 5 2 3% 52 88%

Defect 6 2 3% 54 92%

Defect 7 2 3% 56 95%

Defect 8 1 2% 57 97%

Defect 9 1 2% 58 98%

Defect 10 1 2% 59 100%

Total 59 100%

Defects that account for 80% of observed frequencies are treated as Root Cause

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Defect 1 Defect 2 Defect 3 Defect 4 Defect 5 Defect 6 Defect 7 Defect 8 Defect 9 Defect 10


Count

26 15 6 3 2 2 2 1 1 1

% Count

44% 25% 10% 5% 3% 3% 3% 2% 2% 2%

Cume

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% Cume

44% 69% 80% 85% 88% 92% 95% 97% 98% 100%

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Pareto Chart Example


D4 - 8 Pareto

Complete the Pareto and select the high count causes as potential root causes

Defects that account for 80% of observed frequencies are treated as Root Cause



Count

26 15 6 3 2 2 2 1 1 1

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44% 25% 10% 5% 3% 3% 3% 2% 2% 2%

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Pareto Chart Example

D4 - 9 Fish Bone

Identify possible causes of the problem and when finished, select all those believed to be potential root causes Watch the Video


Measurement People Materials

Environment Methods Machines


D4 - 9 Fish Bone

Identify possible causes of the problem and when finished, select all those believed to be potential root causes

Instructions:


STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that might contribute to the problem. Record it next to one of the arrows under Materials.

STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"

Problem Record each result next to an arrow.

STEP 4 : Repeat Step 2 & 3 for each successive category.

STEP 5 : Identify the candidates that are the most likely Root Cause

STEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact" and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.

Materials

Machines


STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that might contribute to the problem. Record it next to one of the arrows under Materials.

STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"

STEP 5 : Identify the candidates that are the most likely Root Cause

STEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact" and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.

D4 - 10 Inter - Relationship Diagram

Using the basic Inter-Relationship Diagram Symbols on the left, construct an Inter-Relationship Diagram here

Instructions:We don't use a structured methodology to solve difficult problems - why?

Step 1: Develop the problem statement

Step 2: Identify issues related to the problem

Step 3: Arrange the issues in a circle

Step 4: Identify cause and effect (C&E) relationships: A. Use any issue as a starting point B. Pair it with any other issue

Strong (1 point)

Weak (1/2 point) Step 5: If there is a C&E relationship, identify which is the cause and which is the effect

Step 7: For each issue, record the arrows "in" and "out"Possible Root Causes: 1. Want to avoid embarrassment Step 8: Issues with the highest "out" are possible 2. Don't think it will help Root Causes

Watch the Video

Root Cause List

8D Instructions Problem:Example

C. For every pair of issues determine: i. If there is no cause and effect relationship ii. If there is a weak cause and effect relationship ii. If there is a strong cause and effect relationship

Step 6: Draw a 1 headed arrow (only) pointing to the effect

IN: OUT:

Don't know any methods

IN: 3 OUT: 0

Don't think it will help

IN: 0 OUT: 1.5

Methodology is too slow

IN: 1 OUT: 0

Afraid to ask questions

IN: 1 OUT: 1

Want to avoid embarrassment

IN: 0 OUT: 2


D4 - 11 Current Reality Tree

Using the basic Current Reality Tree symbols on the left, construct a Current Reality Tree here

UDE

Connector

AND"

Watch the Video


Undesirable Effect

Standard PracticesNot Used

Viewed as a tool forthe inexperienced &

incompetent

People want to beviewed ascompetent

Competent people don't need Standard

Practices

Company doesn'tenforce use of

Standard Practices

Standard Practicesare incorrect

Standard Practicesnot updated regularly

Standard Practicesdon't exist for all jobs

No system in place tocreate and updatestandard practices

Standard Practicesare not valued by the

company


D4 - 11 Current Reality Tree

Using the basic Current Reality Tree symbols on the left, construct a Current Reality Tree here

Instructions:

Step 1: List the undesirable effects (UDE's) related to the situation (up to 10)

Step 2: Identify any two UDE's with a relationship

Step 3: Determine which UDE is the cause and which is the effect

Step 4: Continue connecting the UDE's using "if-then" logic until all UDE's are connected. Additional causes can be added using "and" logic

Step 5: Clarify relationships using adjectives

Step 6: Continue this process until no other causes can be added to the tree

Step 7: UDE's with no preceeding entities are the likely Root Causes

Company doesn'tenforce use of

Standard Practices

Standard Practicesnot updated regularly

No system in place tocreate and updatestandard practices

Standard Practicesare not valued by the

company

D4 - 12 Scatter Plot

Follow the directions on the right to complete the Scatter Plot

Data PointsX Y

38.26 2.081381 91.23 4.706895 106.29 3.649935 268.31 9.622546 470.63 25.962171 216.82 7.124237 307.75 7.199636 213.78 9.542106 352.17 16.402771 128.26 10.687631 125.44 9.089371 185.70 11.430855 119.93 5.731392 158.64 7.569877 186.30 9.673238 292.41 17.305745 338.46 19.560302 405.83 27.898421 227.94 15.441851 285.26 19.425977 192.43 12.254396 248.85 30.174186 512.06 37.54775 545.07 48.281938 186.95 20.595593 208.56 17.888325 182.72 19.081187 459.35 40.326252 414.24 30.300325 276.57 31.892381 254.89 22.175021 368.50 22.243916 203.20 11.651808 363.92 29.876299 46.60 3.377931 506.60 45.387671 225.27 14.434076 340.61 28.64869 193.25 14.264056 170.16 9.112769 161.13 10.187908 131.80 11.596628

Watch the Video


0 100 200 300 400 500 600 700 800 9000

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YR


279.55 20.186701 161.96 11.07718 512.89 29.678582 807.69 59.404809 177.67 12.047774 539.72 45.28834

D4 - 12 Scatter Plot

Follow the directions on the right to complete the Scatter Plot

Instructions:Step 1. Enter data in columns A & B (Cells: A9 & B9)Step 2. Position the red lines parallel to the existing 'best fit' line so that all data points are between the red linesStep 3. Identify the upper and lower spec for 'Y'Step 4. Calculate the vertical distance between the red lines: RStep 5. Conclude: 'X' is a root cause when: (Upper Spec - Lower Spec) * 0.2 > = R

Upper Spec: 60

Lower Spec: 20

R: 26

X: Not Root Cause

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D4 - 13 Concentration Chart

The Concentration Chart may point to a particularly problematic area


STEP 2 : Draw a diagram of the item under consideration. A sketch, engineering drawing or process map works well.

STEP 3 : Plot the frequency and location of errors on the diagram.

STEP 4 : Based on the results, identify potential root causes.

STEP 5 : If additional analysis is needed, try using:a. FMEAb. Fault Treec. 5 Why'sd. Multi Varie. Scatter Plot

Watch the Video



The Concentration Chart may point to a particularly problematic area

D4-14

D4 - 14 Design of Experiments

Factors Interations Response Replications

A B C AB AC BC ABC 1 2 3 4 5 Sum Average

-1 -1 -1 1 1 1 -1 16.3 14.8 15.3 46.40 15.47

1 -1 -1 -1 -1 1 1 29.7 29.6 29.0 88.30 29.43

-1 1 -1 -1 1 -1 1 27.0 27.9 27.6 82.50 27.50

1 1 -1 1 -1 -1 -1 52.3 51.3 51.0 154.60 51.53

-1 -1 1 1 -1 -1 1 20.8 19.8 18.7 59.30 19.77

1 -1 1 -1 1 -1 -1 36.7 37.6 37.6 111.90 37.30

-1 1 1 -1 -1 1 -1 34.0 33.9 33.4 101.30 33.77

1 1 1 1 1 1 1 64.0 63.0 63.7 190.70 63.57

ave - 24.13 25.49 30.98 32.00 33.63 34.03 34.52

ave + 45.46 44.09 38.60 37.58 35.96 35.56 35.07

effect 21.33 18.60 7.62 5.58 2.33 1.53 0.55

23 Factorial Design with up to 5 ReplicatesWatch the Video


ave - ave +

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D4-14

REGRESSION MODEL

Y Axis Intercept 34.79 Sources SS df MS F F table SignificantA: 10.67 A 2730.67 1 2730.67 6957.11 4.49 YesB: 9.30 B 2075.76 1 2075.76 5288.56 4.49 YesC: 3.81 C 348.08 1 348.08 886.83 4.49 Yes aAB: 2.79 AB 187.04 1 187.04 476.54 4.49 Yes 0.05AC: 1.17 AC 32.67 1 32.67 83.23 4.49 YesBC: 0.77 BC 14.11 1 14.11 35.94 4.49 YesABC: 0.27 ABC 1.81 1 1.81 4.62 4.49 Yes

Error 6.28 16 0.39CODED VALUES FOR EACH FACTOR Total 5396.42 23

A: 0.55 Predicted ResponseB: 1 = 56.86C: 1

UNCODED CODED TO FIND AN UNCODED FACTOR SETTING REQUIRED TO ACHIEVE A GIVEN RESPONSE:High Low High ? Low 1. Select factor settings for 2 of the 3 factors and enter them in as "coded values" (Cells B56, B57 and B58)

A: 180 160 1 0.55 -1 2. From the Excel Ribbon above select Data > What-If Analysis > Goal Seek3. In the dialogue Box, Set Cell D57 . . .4. To value = whatever Response value you desire

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D4-14

5. By changing cell B56 or B57 or B58 (whichever one was left blank from 1. above)6. Select OK then OK7. Enter the uncoded equivalent of 'High' in cell B63 and the 'Low' in cell C63. See answer in 8. below . . .8. So ... A = 1 coded and A = 175.5 uncoded

D4-14

D4 - 14 Design of Experiments

Instructions:

Step 1: Identify the factors of interest (3 Max)

Step 2: Assign each one as A, B and C

Step 3: Based on the settings of A, B & C beginning in cells B9, C9 & D9, run the experiment and record the response in cell I9

Step 4: Repeat step 3 for all A, B & C combnations

Step 5: Repeat the above for each Replicate and record responses beginning in J9

Step 6: Select the alpha risk level in cell O51

Step 7: Determine Root Cause for Main Effects (A, B, C) and interactions (AB, AC, BC, etc. beginning in cell M48 ("Yes" is significant)

Step 8: For Uncoded values see instructions H62

D4-14

TO FIND AN UNCODED FACTOR SETTING REQUIRED TO ACHIEVE A GIVEN RESPONSE:1. Select factor settings for 2 of the 3 factors and enter them in as "coded values" (Cells B56, B57 and B58)

D4-14

5. By changing cell B56 or B57 or B58 (whichever one was left blank from 1. above)

7. Enter the uncoded equivalent of 'High' in cell B63 and the 'Low' in cell C63. See answer in 8. below . . .

D4 - 14 Tree DiagramWatch the Video


Problem

Cause Cause

CauseCause Cause Cause


D4 - 14 Tree Diagram

Instructions:

Step 1: Define the problem. Place it at the top.

Step 2: Ask: 'What causes this?" or "Why did this happen?" Brainstorm all possible answers and write each below the problem

Step 3: Determine if all items from Step 2 are sufficient and necessary. Ask: "are all items at this level necessary for the one on the level above?"

Step 4: Using each item from Step 2, repeat Step 2 & 3. In other words, treat each response from Step 2 as the new problem and repeat Step 2 & 3

Step 5: Repeat the process until specific actions can be taken

Step 6: Identify Root Cause

Cause

Brainstorm all possible answers and write each below the problem

Step 3: Determine if all items from Step 2 are sufficient and necessary. Ask: "are all items at this level necessary for the one on the level above?"

Step 4: Using each item from Step 2, repeat Step 2 & 3. In other words, treat each response from Step 2 as the new problem and repeat Step 2 & 3

D4 - 16 Brainstorming

Step 1: Warm up . . . ask each particpant to describe their ideal job. Examples: professional golfer, photographer, travel consultant, etc.

Step 2: Then, describe the problem you are trying to solve to the group

Step 3: Ask "What could be causing this problem?"

Step 4: Have participants write down their suggestions on sticky notes

Step 5: When all suggestions are received, seek clarification so everyone else understands

Step 6: Arrange all ideas into "logical" or "like" groups - use an Affinity Diagram

Step 7: Remove duplicate ideas and infeasible answers

Step 8: Select most likely Root Cause

Watch the Video



D4 - 16 Brainstorming

Step 1: Warm up . . . ask each particpant to describe their ideal job. Examples: professional golfer, photographer, travel consultant, etc.

D4 - 17 Regression Analysis

GB Docs 11,528 56,291,839 240 1,172,747

37 256,936

89 671,045

104 725,230

262 1,540,736 212 863,173

209 792,843

344 1,315,431 125 1,229,587 123 1,019,737

181 1,262,217

117 421,386

155 835,398 Regression Equation: Docs = 204486.843 + 4031.443 * GB

182 1,427,470 = 0.8164 = 0.8124 286 1,483,527

331 1,835,340 Confidence

396 1,672,662 95% e.g. 95%

223 1,114,091 Prediction Interval

279 1,608,812 Known Predicted Lower

188 887,604 GB 500 Docs 2,220,208.4 1,688,920.0 243 1,256,176

183 996,818 Docs 3,000,000 GB 693.4 204 1,014,372 178 1,384,045 449 2,294,320 405 1,988,651 270 1,617,172 249 1,310,009 360 1,759,851 198 616,722 355 1,465,105 46 203,325 220 908,955 333 1,155,898 189 735,376 166 514,246 157 941,943

Watch the Video

R2 R2 adj

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Doc

s


129 465,914 273 1,099,136 158 666,556 501 2,307,524 174 626,189 378 1,762,608 547 2,109,892 41 182,682 74 262,055 177 1,248,915 538 2,152,805 494 2,281,354

D4 - 17 Regression Analysis

Instructions: Step 1. Enter variable names in cells A1 (X) and B1(Y)

Step 2. Enter data in columns A & B (1000 data points max)

Step 3. Select the Confidence Level of the analysis (Cell D22)Step 4. Enter a known X (cell D25) and observe the predicted Y

(cell F25) and the prediction interval (cells H25 & I25) or . . .

Step 5. Enter a known Y (cell D27) and observe the predicted X (cell F27)

Notes:

Regression Equation: Docs = 204486.843 + 4031.443 * GB

Prediction Interval

Upper

2,751,496.8


1. The Regression Equation, R2 and R2adj are located below the plot

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s

D5 Identify Corrective ActionDescribe and summarize the Root Cause and Corrective Actiion

Likely Root Cause 1: LRC 1

Corrective Action 1: CA 1





8D Instructions Watch the Video


D5 Identify Corrective ActionDescribe and summarize the Root Cause and Corrective Actiion

LRC 1

CA 1

LRC 2

CA 2

LRC 3

CA 3

Next >>>

Next >>>

Implement the Corrective Action and Validate Effectiveness

STEP 1 STEP 2The 3 Corrective Actions: Verifying Root Cause can be accomplished using a variety of tools, such as, but not limited to:1. CA 1 1. Design of Experiements

2. Hypothesis Testing2. CA 2 3. Components Swapping

4. Regression Analysis3. CA 3 5. On/Off Switching

6. Process CapabilitySTEP 3 7. Tukey Quick Test (see Step 3)Tukey Quick Test: 8. Control Charts1: Select a sample of 8 from the process with the defect 9. Sampling2: Implement the first Corrective Action from the above list3: Select a second sample of 8 from the process4: Rank the sample readings from low to high5: Identify each as either 'good' or 'bad'6: Verify Root Cause then return to 1. above for next Corrective Action

STEP 4Sample Set # Reading Good/Bad

1 1 Bad1 2 Bad the number of consecutive Bad units = 31 3 Bad1 4 Good1 5 Good1 6 Good the number of consecutive Good units = 71 7 Good1 8 Good2 9 Bad2 10 Good Total 'End Count' 102 11 Good2 12 Good2 13 Good Based on the Total 'End Count of 10, there is 99% confidence2 14 Good that the likely Root Cause is an actual Root Cause2 15 Good2 16 Good

D6 Implement and Verify

8D Instructions Watch the Video

Beginning at Sample 1, # 1 and moving down the list,

Beginning at Sample 2, # 16 and moving up the list,


Implement the Corrective Action and Validate Effectiveness

Verifying Root Cause can be accomplished using a variety of tools, such as, but not limited to:1. Design of Experiements2. Hypothesis Testing3. Components Swapping4. Regression Analysis5. On/Off Switching6. Process Capability7. Tukey Quick Test (see Step 3)8. Control Charts9. Sampling

Based on the Total 'End Count of 10, there is 99% confidence

Next >>>

in Sample 1

in Sample 2

Next >>>

D7 Prevent RecurrenceEnsure Corrective Actions Prevent Recurrence

Verbal * Written * Visual * SPC * Mistake Proofing * New Design

Error Suggested Prevention / CA

People: Misunderstanding 1, 2, 3, 4, 5Unaware (of task, etc.) 1, 4, 5, 6, 8Misidentification 7, 14, 17, 22Inexperience 2, 4Inadvertent Any Visual CACaused by Delay 7Lack of Standards 5, 6, 9Malfunction 27Forgetfulness 7, 9

Process: Incomplete 31Too complex 30Difficult to understand 8, 30Poor Design/sequence 30Unfamiliar with process 1, 5, 8, 9, 12No transparency 1, 3, 5, 9Unaware of process 2, 10Inputs not understood 5, 7, 9Outputs not understood 5, 7, 9Poor Spec Limits 25Not formalized 11Inconsistent use 5Lack of process training 1, 2, 3, 5, 6, 7, 9Poor/no documentation 5, 6, 7, 8, 9, 12Variation 5, 23, 24Poor decision rules 12

Product: Unexpected behavior 5, 9, 36Incomplete 35Too complex 29, 34Misunderstood 1, 5, 7, 8, 9Poor Design/sequence 34, 36

Watch the Video8D Instructions

All preventive measures must address People, Product, Process

Low ControlLow Effort


New 1, 5, 7, 8, 9Unaware 1Inputs not understood 5, 7, 29Outputs not understood 5, 7Consistency of use 5Training 1, 2, 3, 8, 9, 12Documentation 5, 7, 8, 9, 12


Verbal * Written * Visual * SPC * Mistake Proofing * New Design

Typical Prevention Corrective Action (CA)

Verbal

1Step 1: Capture error (Root Cause) from D6 2

3Step 2: Locate Root Cause in 'Error' column 4 on the left

Written

56

Step 3: Select one or more numbers from 7 'Suggested Prevention' 8

9Step 4: Look up associated action in 10 columns on the right 11

12Step 5: Apply these preventions where failure

Visual

13 could possibly have occurred but didn't 14

15Step 6: Document when prevention was put in 16 place and person responsible 17

1819

Prevention (document here) 2021222324252627282930313233

Watch the Video

SPC & VOC

MistakeProofing

High ControlHigh Effort


343536

NewDesign

Next >>>


Typical Prevention Corrective Action (CA)Verbal instructionShadowingAudio recordingMentoring / CoachingStandard Operating ProcedureStandard WorkChecklistTechnical manualsWork InstructionsAnnouncement / MemoDocument ControlPlaybookAndon lightsStatus indicatorsTransparent containers & dispensersLayout templatesOrientationIllustrationsColorSignagePictures/PlacardsObservationEarly warning systemsProcess ControlPre-ControlCustomer SpecificationsKittingGo / No-GoPosition LocatorsLock-in'sLock out'sShadow BoardsTakt Time

Next >>>

SimplificationAdditional featuresWhite Sheet design

D8 Congratulate Team

Step 1: Team lead gathers team together

Step 2: Team lead and management summarize achievements

Step 3: Management congratulated team

Step 4: 8D report is signed

Describe Activities

Watch the Video

8D Instructions

Next >>>


D8 Congratulate Team

8D Summary ReportD0 WHO IS EFFECTED BY THE PROBLEM? Tracking Number: 0

Customer: 0 1st Person to report problem: 0Address: 0 Product Manager: 0

Date of Failure: 0 Value Stream Manager: 0Time of Failure: 0 Description of use: 0

Part No.: 0 8D Report Number:Product Name: 0

D1 TEAM MEMBERS D2 PROBLEM DESCRIPTIONChampion: 0 0Team Leader: 0Process Owner: 0Supplier: 0Customer: 0SME: 0QA: 0Other: 0PICTURE OR SKETCH OF FAILURE

D3 INTERIM CONTAINMENT ACTIONS

0

D4 ROOT CAUSE

LRC 1

LRC 2

LRC 3

D5 CORRECTIVE ACTION

CA 1

CA 2

CA 3

D6 CORRECTIVE ACTION IMPLEMENTATION & DATE Date Verified

1.Yes

2.Yes

3.Yes

D7 ACTIONS TAKEN TO PREVENT RECURRENCE0

D8 TEAM RECOGNITION0

APPROVAL Name Signature Date

template 8d

Documents