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THE APPLICATION OF 8D METHODOLOGY AS A RECOMMENDATION OF VDA

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 THE APPLICATION OF 8D METHODOLOGY
AS A RECOMMENDATION OF VDA STANDARD

Aleksandra Kokic Arsic, Marko Pantic

Kosovo and Metohija Academy of Applied Studies, Leposavic, Serbia
Mladen Radojkovic
Faculty of Technical Sciences, KosovskaMitrovica, Serbia
Dragan Dzunic
University of Kragujevac, Faculty of Engineering, Kragujevac, Serbia

Summary: After almost twenty-five years since the introduction of the VDA
standard, it can be said without hesitation that the efforts of the German
automobile industry have led to the introduction of a standard that is unique
around the world. This development has also helped close the gap between the car
manufacturer and the end customer. Effective problem solving is the basic task of
management at all levels, and one of the methods that certainly provide continuous
improvement of the organization is the 8D method. In this context, the VDA has
prepared guidelines for the implementation of the 8D method, with a
recommendation to use particular quality tools for each step separately, which will
be the topic of this paper.
Key words: VDA standard, automobile industry, 8D method.

1. INTRODUCTION

The VDA Technical Working Group "Quality Control in the Automotive

Industry" developed a specific standard for services related to the automotive
industry in August 1997. VDA 6 regulations are designed for organizations in the
automotive supply chain to provide a holistic approach to quality management and
the possibility of third-party certification (Industry Forum, 2019).
One of the goals of the VDA is to provide the organization with an efficient
and sustainable approach to problem solving, based on multidisciplinarity and the
inclusion of knowledge and skills of the entire organization. In this context, the
VDA has prepared guidelines for the implementation of the 8D method, with a
recommendation to use particular quality tools for each step separately.

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2. 8D METHODOLOGY

8D methodology involves teamwork to solve a problem using a structured 8-

step approach, whereby the steps are focused on facts instead of opinions (Figure
1).

Figure 1. 8D methodology

2.1 D1 - Problem-Solving Team

Once а problem becomes known, the organization forms а specific team.
The team members are primarily determined based on the underlying problem and
its level of complexity. In this step, the following are stated as the criteria for
achieving "Excellence": Clearly defined and easy-to-follow role description and
department description,Theteam is supported by an independent 8D moderator and
Designation of an independent third party (outside the 8D team) for the assessment.
The VDA also defines risks and opportunities for each step. Therefore, when
forming a team sponsor supports and escalates, where necessary multi-disciplinary
collaboration, improving understanding for problem solving and further
development of employees by acquiring experience and this is considered to be
advantage, and situations when there is no or only insufficient access to relevant
information, members of the team do not have the required skills, team size is not

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suitable, there are difficulties in multi-disciplinary collaboration and
communication paths are not sufficiently defined are considered to be risks.
Methods and tools recommended by VDA for use in this stage are the following:
organizational chart, qualification matrix and responsibility matrix.

2.2 D2 - Problem Description

Spending time finding and recognizing problem and defining it clearly
certainly speeds up the problem-solving process. It is very important to define the
problem as concretely as possible, on the basis of the facts and data, and not on the
basis of feelings or subjective opinion. Also, it is necessary for the whole team to
agree on the description of the problem, which is usually achieved by going to the
site in order to get directly acquainted with the problem and fully understand it.
The following are the criteria for achieving "Excellence" in defining and describing
problems:Supplementary documentation with additional media (images, audio,
video) is attached, Is/Is-Not analysis is documented using other methods and
Potential effects on similar products, processes and locations have been checked.
The following actions could be considered the advantages of organization: in
order to assess comparable 8D cases and identify systemic problems or trends, а
user-specific characterization can be entered (for example, failure/defect location,
failure/defect type, failure/defect coding, problem classification), an efficient root
cause analysis by means of а specific problem description can be carried out and
visualization of figures, data, facts may support the description and understanding
of а problem. The risks predict that an incomplete problem description will result
in an incorrect root cause analysis, ineffective measures or inadequate resource
planning, the user-specific characterization must not be confused with the VDA
failure causes catalog, conclusions must not be drawn as to why the problem has
occurred. Conclusions made within the D2 problem description stage will result in
an incorrect problem description.
The following are the recommended methods and tools for defining
problems:Is/Is-Not facts, Histogram (failure distribution), Failure collection chart,
Pareto analysis, Flow charts (workflows, schematic diagrams, processes,
interfaces), To-do list, АВС analysis.

2.3 D3 - Containment Action

The implementation of this step depends on the nature of things. Its purpose
is to establish, verify and implement temporary measures that will currently curb
the problem, until permanent corrective measures are implemented. The more
details are known about the problem, the better the plan of temporary measures to
solve it. It is very important to clarify when the temporary measures will be
suspended, and when possible, it is necessary to test the activities of the temporary
measures on a smaller scale.
Containment activities are defined within the team based on existing
information - D2 step – Problem description, as well as based on the results of risk

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assessment and thereby they change with each new change or new knowledge. The
most common containment activities are as follows: blocking of critical batches,
selection and finishing: on products in a buyer’s plant, his warehouse, in transport
and in supplier’s plant and warehouse, additional operations/workers and 100%
control.
The following are the criteria for achieving "Excellence": 0ngoing
documentation of the effectiveness of the containment actions after their
introduction until confirmation of the effectiveness of the implemented permanent
corrective measures, methodical investigation of the residual risk and side effects
and documentation, easy-to-follow documentation of the identification and
selection of containment actions based on the Is/Is-Not analysis.
In this phase, failure cost minimization as а result of efficient containment
actions, "protect against impact" with effective containment actions and thus "buy
time" for the later stages of the problem-solving process can be considered to be
advantages. The situations when containment actions do not have а sufficient
effect, or have undesirable "negative" effects, or the containment actions are set
from D6 before the implemented corrective actions are validated are indicated as
the most expected risks.
Applicable methods for establishing measures are ABC analysis,Pareto
analysis, Risk matrix, Before/after comparison. Applicable methods for
validation/implementation are Flow diagram, Histogram, Pareto analysis, Failure
collection chart and Measurement system analysis (MSA).
2.4 D4 - Root Cause Analysis
In process step D4, the actual causes of the underlying problem - the root
causes - are determined and verified based on the problem description (D2), the
Is/ls-Not analysis and taking into consideration the findings from the containment
actions (D3). The objective is to identify both the technical root causes and the
systemic root causes for the occurrence of the failure and the non-detection of the
failure. When determining the main problem, the following should always be kept
in mind:
• There can always be more than one root cause of the problem.
• The cause of non-detection of the problem during the final inspection or
audit of the product must always be considered.
• Contribution of the root causes to the problem should be assessed
whenever it is possible.
• Experts for the process/product/service, customers, suppliers, etc. should
be included in problem solving, if necessary.
• All potential causes should be considered, even those that initially do not
meet the determined conditions for occurrence of the problem.
• To assess the cause, request data, not opinions.
• Consider interactions between potential causes.
• Demonstrate direct links from cause to effect/ the problem.

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 • Ensure that the measuring system is efficient.
• This is a parallel and iterative process.
The following are recognized as the criteria for achieving "Excellence" are
Easy-to-follow documentation; all causes of the occurrence of the problem have
been determined by verification, The consistent description of the procedure for
describing symptoms through to the verification of causes is understandable for
third parties and Effective and efficient identification of the root causes by
correctly using suitable tools and methods could represent an advantage for the
organization, while hastily deciding on а suspected cause without verification, not
recognizing reciprocal effects and not identifying all causes could represent the
risks.
Applicable methods and tools are Cause-effect diagram, Fault Tree Analysis
(FТA), 5 Whys, Continuing Is/Is-Not analysis and Hypotheses test.

2.5 D5 - Selection and Verification of Corrective Action

The objective of process step D5 is the development, selection and
verification of corrective action to eliminate the technical and systemic root causes
for the occurrence and non-detection identified in D4 (Root cause analysis). The
corrective actions are selected on the basis of proven effectiveness while taking
their efficiency into account. Evidence of effectiveness must be documented. On
the basis of results obtained by applying one or more concepts for identification of
the root cause in the previous step, the selection of the most probable results of the
root cause is carried out and their corrective measures are determined. Once the
proposed solution for the problem has been accepted by the relevant stakeholders,
its implementation starts.
The criteria for achieving "Excellence" are Methods are used to verify and
document the selection of corrective actions (e.g. via а decision matrix) and
Verification for the selection of the corrective actions is described in а way that is
understandable for third parties.
The selection of effective and efficient corrective actions, permanent
prevention of reoccurrence of the problem and repeated failures, cost minimization
for the organization and increased robustness of products and processes are
regarded as advantages, while incomplete developed corrective actions or selection
of inappropriate corrective actions (wrong assessment criteria), no relation between
the planned corrective actions and the root causes, reoccurrence of the problem due
to flawed or missing evidence of effectiveness, and emergence of new problems as
а result of the undetected risks associated with corrective actions are considered
risks.
Methods for collecting and defining corrective measures are Creativity
techniques, Poka-yoke approach, Flow charts (workf1ows, schematic diagrams,
processes, interfaces). Methods for assessing and verifying the corrective measures
are Decision matrix, Risk analysis matrix, Experiment plan, Machinery/process

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capabilities, FMEA (Failure Mode and Effects Analysis), Action plan, Resource
plan, Project plan, Product and process approval and Key process indicators.

2.6 D6 - Implementation and Validation of Corrective Action

In this step, it is necessary to confirm that the goal has been achieved by
examining, measuring or observing:
• Whether there are any recurring problems,
• Whether the same problem occurs in other shifts, and
• Whether the problem occurs with the new deliveries.
It is necessary to confirm that the implemented changes did not lead to
adverse events, systematically monitor the results of the measures over time and
return to the analysis phase if the goal was not achieved. The following are the
activities for validation of the implemented corrective measures, that are of great
importance:Testing of the established hypothesis, Regression analysis, Monitoring
of process capability,Application of control charts, Sampling.
The criteria for achieving "Excellence" are the provision of evidence,
particularly for validation, is carried out and documented out by using methods
(e.g. experiments, photos, drawings, etc.), the provision of evidence, particularly
for validation, is described in а way that is understandable for third parties,
permanent incorporation of the corrective actions is documented and described in а
way that is understandable.
The advantages may include cost reduction by eliminating the containment
actions with timely implementation of the corrective actions, process optimization,
and creation of robust processes and products, and the risks may include the fact
that the containment actions may distort the result during validation, the reciprocal
effects are not taken into consideration during validation, the containment actions
are removed too early, the schedule is not adhered to, the containment actions are
not removed, the resources are exceeded, or there is increased demand on
resources. Applicable methods and tools are as follows:
• Realization:Action plan,Resource plan, Project plan, Product and process
approval, Control plan (СР), Flow charts (workflows, schematic diagrams,
processes, interfaces).
• Validation: Pareto chart of failures, histogram, failure collection chart,
IT/software, Machine/process capabilities, Interaction analysis of overall
process/system, Key process indicators, Evaluation of functional safety, Evaluation
of security (access security).
2.7 D7 - Prevention of Reoccurrence
This step includes a modification of the system, operating conditions and
procedures in order to prevent the reoccurrence of the same or a similar problem.
At the same time, recommendations for improvement are defined. The criteria for
achieving "Excellence" are the party responsible for supervising the preventive

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measures and transferring the acquired knowledge/information to the organization
(e.g. into а lessons learned process) is designated, the incorporation of preventive
measures in subsequent processes (e.g. lessons learned) has been confirmed and
documented and the documentation is available and clearly described.
Possible advantages may include greater customer satisfaction, creation of
trust, systemic failure prevention, early identification, cost reduction, competitive
advantages, supplier development of 8D problem solving team as the initiator of
continuous improvement (motivation). The risks in this step would include the
following: the information not being sufficiently structured or adequate, knowledge
is gained here, but the actions are not implemented, not all locations or similar
products and processes are taken into consideration.
Applicable methods and tools are Lessons learned, Knowledge management,
Expert networks (e.g. FMEA moderators).

2.8 D8 - Conclusion and Acknowledgment of the Team’s Success

In the final step, both the team and individuals are acknowledged for their
contribution to the work of the team.
Previously, the Reports of the team are finalized and distributed to all
stakeholders. Thereafter, the contribution of all team members, as well as other
members involved, is assessed. At the very end the lessons learned are highlighted
and the work of the team is formally concluded. The criteria for achieving
"Excellence" in this step are as follows: documentation is available for self-
assessment of the problem solution based on the assessment criteria, team
acknowledgment during а final discussion with а focus on teamwork and
communication with the participation of as many team members as possible, self-
assessment of the problem solution is included in the final discussion with the
sponsor and assessment has been conducted by independent third parties (outside
the 8D team).
Advantages include the fact that team motivation is increased, future 8D
processes will run more efficiently and improvement of problem-solving skills. At
the same time, risks include the possibility that the team success is not sufficiently
acknowledged, only the conclusion of the process is focused on, there was a
premature end to the 8D problem-solving process, without all actions being
implemented, as well as the assessment is not conducted in an objective manner.
Applicable methods and tools are Assessment matrix and Feedback.

3. CONCLUSION

Problem-solving process is an indispensable part of the management system

of every organization. When evaluating a risk, the knowledge and outcomes arising
from the problem-solving process must be continuously taken into consideration. It
is very important for each organization to define the requirements relating to the
organization, including also the 8D Report.

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 Some of the advantages of this method are the following:
• consistency in application by providing a standard format,
• it promotes logical thinking,
• it follows the process,
• clear and concise, standardized method of communication,
• it reduces efforts which do not create added value,
• it promotes teamwork.
The VDA standard emphasizes that before starting the 8D problem-solving
process, а decision must be made regarding its use on the basis of the available
information. If no or only insufficient information about the problem is available,
the use of this method will not be effective. Therefore, the decision criteria for
application of the 8D problem-solving method are a complete and understandable
description of the non-conformity found that is available and solving the problem
exceeds the ability of а single person.

REFERENCES

[1] Đošić A., Miletić K., Đurić M.: Pregled nemačkog standarda VDA 6 za sistem
menadžmenta kvaliteta u auto industriji, 32. Međunarodni kongres o procesnoj
industriji, Beograd, 2019.
[2] Definition of Faliure Case Categories for 8D reporting, 1st Edition, Verband
der Automobil industrieе V. (VDА), 2017.
[3] Heinz-Günter P., Hagen R.: Quality Management Training and Professional
Development, Berlin, VDA QMC. 2014
[4] Kokić Arsić A.: Upravljanje rizicima i metode procene rizika, VTŠSS Zvečan,
2019.
[5] 8D - Рroblem Solving in 8 Disciplines, 1st edition, Verband der
Automobilindustrieе V. (VDА), 2018. Zand Hessami H., Savoji A., Risk
Management in Supply Chain Management, International Journal of Economics
and Management Sciences, Vol. 1, No. 3, 2011.

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