Team Problem Solving

The 8-D Problem Solving Process

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As a Problem Solving Process, it is a sequences of that should be followed

from the moment a problem or improvement opportunity becomes evident.

Facilitates Timely Solutions

When correctly followed, it helps to facilitate a timely resolution to a problem.

Provides A Reporting Format

The 8-D Report is a living Document

Progress to date.

An action plan for completion.

The 8-D Report is used to communicate progress on resolving a problem. It may serve as a
reference for future efforts.
efforts

Establishes A Standard Practice

1.An emphasis on facts, where problem solving, decision making,
planning
are driven and monitored by hard factual data.
2.A commitment to solve the origin of the problem, not just masking
the effects of the problem.
3.An enforced discipline.

GKN Driveline

D1. Describe the problem / failure

D2. Establish the team
D3 Develop the interim containment.

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Solving
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D4 Define and verify the root cause.

D5 Establish the best corrective/preventive action
D6 Verify the corrective/preventive action
D7 Prevent recurrence
D8 Recognise individual and team contribution .

1.Describe the Problem

Specify the internal/external customer problem by identifying in
quantifiable terms the
Who
What
When
Where
Why
How
How many (5 W2H) for the problem

PROBLEM

Problem Statement Guidelines

Use the Customers Voice : Define the problem using Customers voice.
Use the 5W / 2H Questions : Specify the problem by identifying in Quantifiable terms
Go Beyond Symptoms : Ask the Five Why Questions.
Assemble the needed inputs
Use Problem Solving Pack for the same.
Example Problem description
Example Problem description
Three sample hardness readings for the Speedo gear part #50062 in Assembly at Ford
Three sample hardness readings for the Speedo gear part #50062 in Assembly at Ford
India on July 6, 1992 were below the blueprint specification of 30 Rockwell C. The readings
India on July 6, 1992 were below the blueprint specification of 30 Rockwell C. The readings
Were 26 , 24 ,29 Rockwell C. After further inspection , all 2000 parts shipped in the lot were
Were 26 , 24 ,29 Rockwell C. After further inspection , all 2000 parts shipped in the lot were
Determined to be defective and returned.
Determined to be defective and returned.

2.Establish the Team

Establish a small group of people with the process/product
knowledge,allocated time, authority, and skill in the required
technical disciplines to solve the problem and implement corrective
actions. The group must have a designated champion.
T The team should not be selected until there is a clear improvement
objective (or problem statement).

Establish Group Rules and Discipline

Review Group Guidelines
. No criticism- everyones opinion is important
. Everyone contributes- it is OK to pass occasionally, but everyone participates.
. Everyone attends meetings
. Stick to the 8-D process for success
. Start and end meeting on time
.

Document the Process

Determine Decision Making Rules

. Decision by consensus
. If consensus fails, then majority rules

Establish Meeting Discipline

. Team Roster
. Meeting Calendar
. Meeting Agenda

3.Implement and Verify Interim (Containment)

Actions
Define and implement containment actions to isolate the effect
of a problem from any internal/external customer until corrective
action is implemented. Verify the effectiveness of the
containment action

Implement and verify Interim Actions

Isolate and Contain Problem
Containment actions must extend to.
. Internal Operations
. Fixed and Mobile Storage
. Subcontractors
. Service Centers
. Work in Progress
. Customer Locations
.

All Shipping, Transmittal, and Service Locations (in transit)

4.Find and Verify Root Causes

Identify all potential causes which could explain why the problem
occurred. Isolate and verify the root cause by testing each
potential cause against the problem description and test data.
Identify alternatives corrective actions to eliminate root cause.

5.Select Permanent Corrective Actions

Through test programs quantitatively confirm that the selected
corrective actions will resolve the problem for the customer, and
will not cause undesirable side effects.

6.Implement Permanent Corrective Actions

Define and implement the best permanent corrective actions.
Choose on-going controls to ensure the root cause is eliminated.
Once in effect, monitors the long-term impact and implement
contingency actions, if necessary.

7.Prevent System Problems

Modify the management systems, operating systems,
practices, and procedures to prevent recurrence of this and all
similar problems.

8.Congratulate the Team

Recognize the collective efforts of the team and learn from what
they did.

Inhibitors to Effective Problem Solving

Problem described Incorrectly : A clear , thorough description of the problem is necessary. A

problem must be adequately described and the definition must be narrow enough in scope for the team
to solve problem effectively.

Problem- Solving Effort Expedited: Problem solving steps are skipped in order to obtain a
quick solution . Conventional wisdom often drives this.

Poor Team Participation:Not all team members participate effectively , so the team fails to
consider all possible causes of the problem.

No Logical Thought Process: The team lacks a disciplined system for analyzing problems.
Lack of Technical Skills : Team members are not adequately Trained
Potential Cause Misidentified as a Root Cause: Sometimes a potential cause is quickly
identified as a root cause and the problem investigation is concluded. However , the problem often
reoccurs because the root cause was not eliminated.

Permanent Corrective Actions not Implemented : A root cause may be identified , but no
action is taken to implement permanent corrective action.