Structured Problem Solving

8D Method
Week 3
 Week 3 Agenda
• Introduce 8D Framework for Quality
Problem Solving
• 8D vs DMAIC vs PDCA – What’s the
Difference?
Structured Problem Solving
Recurrence
Of Problem

Low Volume Chronic

1-Time
or Occasional Recurring

Do Nothing Fishbone DMAIC

5-Why Is/Is Not 8D

 8D Origins
The origins of this method were
established by the US military and
released as MIL-STD-1520 in 1974. This
specification is still actively maintained.

Ford Motor Company, developed an

internal version for chronic recurring
problems in their Powertrain division,
calling it the “Team Oriented Problem
Solving” or TOPS method (first published
in 1987), later renaming it to “The Eight
Disciplines of Problem Solving” or
simply, 8D.
The current Ford model is called “Global
8D” or G8D.
Image source: http://everyspec.com/MIL-STD/MIL-STD-1500-1599/MIL_STD_1520C_1489/
 8D Origins

Image source: http://everyspec.com/MIL-STD/MIL-STD-1500-1599/MIL_STD_1520C_1489/

 8D Origins

Image source: http://everyspec.com/MIL-STD/MIL-STD-1500-1599/MIL_STD_1520C_1489/

 8D Problem Solving Model
When the US military issues a directive to its suppliers, it
forces hundreds of thousands of companies to adopt this
standard.

As a result, structured problem solving became a contractual

requirement across many different industries. This naturally
multiplied as more industries saw the need and benefit of
eliminating non-conformances.

Interestingly, this standard specifically

excludes computer software. (MIL-STD-1520C para 1.2)
 8D Problem Solving Model 2
The 8D method is more detailed than the DMAIC
process, which makes it more complete, but
perhaps harder to follow

It includes a very important middle step that

DMAIC misses. Can you spot it?

Let’s walk through the 8 steps…

Kumar, 2012, “8D Problem Solving” retrieved from https://www.slideshare.net/senthilkumar_rm/8d-problem-solving
 D0 Plan
• Evaluate the need for a full 8D
• Identify the affected customer(s)
• Prepare an emergency response to the customer* (if
required) – use PDCA to execute that plan quickly
• Begin the 8D process
Note that this is actually a “9th step” – added when Ford
upgraded 8D to Global 8D. Hence “D0”

*This step isn’t explicitly included in DMAIC, since 8D tends to be

applied to emergencies like recalls. DMAIC was developed more
for problems that have gone unresolved for a long period of time,
or when there is zero tolerance for any non-conformance, as in
flight-critical aerospace components
 D1 Team
• Who do you need on the Team?
– Identify what skills or product knowledge is required to
resolve this problem
• How do you obtain these individuals?
– Identify who they report to
– How can they be freed from their daily tasks?

The team is also identified in the DMAIC Project

Chart as part of the “Define” stage
 D2 Define the
Problem
• Develop a clear problem statement*
• What is wrong with what?
(The “Is/Is Not” may be useful here, to narrow down the problem)
• Use measurable terms; dimensions,
specifications, quantifiable features, etc

*We have worked together to understand how to develop a good problem

statement. Get this wrong, and a LOT of time gets wasted. Remember, by the
time you decide you need to launch a problem-solving project, many people will
have already tried to fix the “problem” – and failed – so we need to really make
sure we know what the actual problem is!
= DMAIC “Define”
 1 D2 Define Problem
1. Should be a single issue
2. Should be about a
2 specific thing (object) and
a specific defect
3 3. If we know the cause, then
this doesn’t need 8D!

= DMAIC “Define”
ResultsResults.co.uk, 2015. “Global 8D workbook” retrieved from https://info.resultsresults.co.uk/global-8d/g8d-workbook
 * D2 Define Problem
4. Identify the process where
the defect came from – this
* requires going and seeing
the process run and building
a technical understanding of
it
*
* Note the number of branches
that suspend or question the
use of 8D – because it is a big
commitment!
4

= DMAIC “Define”
ResultsResults.co.uk, 2015. “Global 8D workbook” retrieved from https://info.resultsresults.co.uk/global-8d/g8d-workbook
 When to Apply 8D
Because 8D requires significant time and effort, the 8D
problem solving process is typically used when:

• Safety or Regulatory issues has been discovered

• Customer complaints are received
• Warranty Concerns have indicated greater-than-
expected failure rates
• Internal rejects, waste, scrap, poor performance or test
failures are present at unacceptable levels

Quality One, nd. “Eight Disciplines of Problem Solving” retrieved from https://quality-one.com/
D3 Containment
• This step is unique to the 8D process – but a
really important step!!

Let’s take a moment to make sure you understand

D3.

The is no equivalent step in DMAIC!

 D3 Containment
• Isolate or contain the problem from increasing in size or
moving to another department or your external customer
• Stop all potentially affected shipments
• Quarantine all suspect parts – finished or still in
production – until they are retested and proven ok
Remember that the 8D is typically reserved for
“emergency” situations where a customer is affected – such
as a field failure or product recall.
This step protects the customer, and the company.

The is no equivalent step in DMAIC!

D4 Root Cause
• Study the process – this is critical!
• It will be VERY difficult to facilitate or participate in a
problem-solving effort if you don’t know anything about the
process!
• For a complex process that involves hand-offs from
person to person, such as an assembly sequence -
consider using a SIPOC, Flow Chart or VSM to document
the process (we will cover in our discussion of Tools)
• For a complex operation – like stamping, grinding,
welding, watch it in action and ask the operator questions!
D4 Root Cause
• Identify potential causes that could explain why the
problem occurred. (Ishikawa/Fishbone)
• Test and verify potential root causes
• Identify the “escape point” where the fault originated,
went undetected, and allowed the problem to occur.

One could argue that this is where DMAIC provides better

tools than 8D with its MEASURE and ANALYSE phases.
Specifically, the “Six Sigma” methodology uses very formal
DOE and statistical data analytics to clearly identify and
prove root cause.
D5 Corrective Actions
“Having identified the root cause of the problem under investigation, the
team will have the data and information on hand to determine what
corrective action options might be available to implement. These are all
considered and articulated in such a way as to ensure that all the
necessary steps needed to remove and protect against the root cause
have been considered.”
 D6 Implement & Validate
Corrective Actions & Control
• Define and implement the  Plan for validation of the PCA
 Plan to remove the Interim Containment
permanent corrective Action (ICA)
actions (PCA) to eliminate  Integrate check for side effects
 Plan for continued monitoring of
Root Cause(s)
effectiveness of the PCA’s
• 8D recommends using  Plan for all the necessary resources
PDCA to track the  Plan for all documentation, process
instructions, training and communication
implementation of the for the implementation of the PCA’s
PCA  Define clearly the what, when, how, who
and where (team roles and responsibilities)

ResultsResults.co.uk, 2015. “Global 8D workbook”

= DMAIC “Improve->Control” retrieved from
https://info.resultsresults.co.uk/global-8d/g8d-workbook
 D7 Prevent
Recurrence
This step recognizes that problems occur for a reason. Some
policy or practice allowed it to happen. Now is the time to
address the systems that allowed the root cause.
• Review overarching systems and make necessary
modifications such as;
– Management systems,
– Operation systems,
– Operating practices, and procedures
• Meant to prevent recurrence of this and all similar
problems.
D7 Prevent
Recurrence
The DMAIC “Control” step is often
3X5Why equated with D7, but I would argue D6
effectively covers the Control
Root requirements.
Cause D7 goes further, addressing the
management systems and systemic
Detection practices that allowed the fault to
exist.
This is also seen on the 3rd leg of the 3-
Systemic
Failure leg-5-why Prof. Nelson
 8D Congratulate Report out Report out
Team
• This is the final step. It should never be skipped!
• Recognize the efforts of individuals and the impact
of resolving the problem
It feels very professionally satisfying to be a part of
an 8D or DMAIC team reporting out that a problem
has been solved! (It’s good for career advancement
as well…) DMAIC includes a
formal report-out after
each phase.
 Sample 8D Report

Image Source: https://www.quality-assurance-solutions.com/8D-Eight-Disciplines.html#gallery[pageGallery]/0/

Image Source: https://www.velaction.com/8d-lean-problem-solving-8-disciplines/