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8D Report: Distributed To All Team Members
8D Report: Distributed To All Team Members
DISTRIBUTED TO
CORRECTIVE ACTION:
______ ACCEPTED
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________________________________ ________________________
SIGNED: DATE:
Please return to the Attention of _________ via fax at (?)?? - Thank you!
Quality
Title: Date Opened: Last Updated
D0 Symptom(s):
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D0 Consider emergency response action (ERA); decision to use, and preparation for, this or
the more detailed approach,.
D1 Establish the team and use teamworking approach, if required.
D2 Describe the problem.
D3 Develop, validate and implement the interim containment action (ICA), if required.
D4 Find, define and verify root cause(s) and escape point(s).
D5 Choose and verify permanent corrective actions (PCAs) for root cause and escape point.
D6 Implement and validate permanent corrective actions (PCAs).
D7 Prevent recurrence of this and possible similar failures, also identify systematic
improvement opportunities.
D8 Recognise team and individual contributions, as appropriate.
DISCIPLINE D0
You are aware that something has gone wrong, and you don’t know the reason why. Before you can describe the problem
accurately and thus find root cause(s), you may need to protect the customer (internal or external) from continuing to
experience the symptom, if this has not already been done.
All inventory was accounted for. Lot “1” remaining samples put in quarantine.
WIP on hold
WIP checked
Warehouse stock on hold
Warehouse stock checked
Deliveries in transit identified
Deliveries in transit checked
Deliveries at customer checked
Verify control plan controls are properly working
Review all past inspection data
Other actions
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Use the techniques of “Sub Dividing” and “Stair Stepping” to assist you, to show the relationship of the Problem Statement to
the symptom.
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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)
DISCIPLINE 2 DESCRIBE THE PROBLEM
Before trying to define the root cause or jump to solutions – stop and take time to describe the problem, using as much data
and facts as you can gather. Use the questions below to guide you and, if it helps, draw a diagram on the next page. It is
possible that the problem was not described correctly on the complaint/DMR you received. If so re-state the problem correctly.
PROBLEM PROFILE
DESCRIPTION DATA
DESCRIPTION AREA Be as specific as possible, identifying part numbers, QUESTIONS CHECKLIST
machines, dates, quantities etc.
WHAT
Object? What object has the defect?
WHERE
Seen on object?
. Where specifically on the object do
you see the defect?
WHEN
Operating cycle?
When is the defect seen in the
operating cycle of the object? (i.e.
when the object/system is used)
Life cycle?
When is the defect seen in the life of
the object? (e.g. when new or after
200 hours?)
HOW BIG
How many objects have the How many objects have the defect?
defect?
Similar parts
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IS AN ICA REQUIRED?
IS ERA OK AS AN ICA?
IF YOU PROPOSE CHANGE(S), REPORT TO CHAMPION AND OBTAIN APPROVAL OF CONTROL PLAN, WORK
INSTRUCTIONS AND AUDIT SHEETS.
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DO WE HAVE AN INSPECTION/CONTROL POINT THAT SHOULD HAVE ENSURED THAT NON-CONFORMANCES WERE
FOUND? YES OR NO?
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WHY?
WHY?
WHY?
WHY?
WHY?
UPGRADING THE PROBLEM If you find after these tests that you have not been able to discover cause(s), then take
this workbook to your Champion so that the Champion can get you specialist advice.
WHAT ARE YOUR IDEAS FOR PERMANENT CORRECTIVE ACTIONS? (This is one of the
most important steps in effective problem solving. At this step it is imperative that
appropriate time is alloted to thoroughly prove out the proposed solution(s). It should be
verified on multiple machines, across all production shifts, etc. A rush to conclusion
here can lead to ineffective corrective action and recurrence of the problem).
CHOSEN PCA -
Define the precise actions you will need to take to implement and validate
effectiveness of the PCA (use Key Tasks Action Plan and Monitor.)
Take a moment to look back at this problem. Why did it happen in the first place? What lessons can be learnt? What changes
need to be made to ensure that this and similar problems never happen again? Also note down some specific improvements
that need to be made in areas such as systems, procedures, machinery, maintenance, people and training.
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Make sure that you have completed this workbook, presented it to your Champion to enable communication with others.
Express thanks to those who have helped you in dealing with this problem.
Use this page, as you move through the workbook to make note of actions that you (or others you have asked) have identified.
Use the ‘complete’ section to monitor progress of the tasks.
% Complete
Ref. Task Who When 25 50 75 100
PROBLEM STATEMENT
(See D2)
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