8 D – Problem Solving Process

8D – Problem Solving Process
Using 8 Disciplines - a structured approach (Ford Motor Company) to continuously improve quality, eliminate root causes and prevent their reoccurrence
Anand Subramaniam

2
“An undefined problem has an infinite number of solutions.”
- Robert A. Humphrey

Quality Process - Definition
Vendor / partner management
Corrective & preventative action
Continuous improvement
Review operations results
Customer management / satisfaction
Quality Process
Process targets linked to business results
People performance / training
Cross functional teams along with people & process measures
Non conforming material
3

Problem Solving Challenges
Lack procedures
Poor team participation
No priorities, resources, $, approvals
Management Impatient for a quick fix
No logical thought process
Problem solving steps skipped in order to obtain a quick solution
Challenges
Potential causes misidentified as root cause
No action taken to implement a permanent corrective action
Problem defined incorrectly
Lack of technical skills / knowledge
4

Problem Solving – Why 8D is used ?
Cause(s) unknown
Major non conformances
Special Cause
Continuously improve quality
Reoccurring issues
Why 8D?
Customer complaints
Tackle engineering problems
Cross functional team approach needed
To prevent recurrence
5

8 Discipline – Process
D1. Define Team
D2. Define Problem / Failure
D3. Choose & Verify Interim Containment Action (ICA)
D4. Define & Verify Root Cause(s)
D5. Choose & Verify Permanent Corrective Action(s) (PCA)
D6. Implement & Validate PCA
D7. System Prevention Actions to Prevent Recurrence
D8. Team Recognition / Celebration

D1. Define Team
7
No
Establish team cham-pion
Select cross function-al team members who will partici-pate
Does each member have product / process know-ledge & work experi-ence?
Is the team size correct ?
Define role, scope, schedule etc for each team member
Establish a team leader
Establish advisors who will help the team members with the problem solving
Ensure all areas for technical expertise are represen-ted
Ensure team members are clear on goals, commu-nication, roles & respon-sibilities
Establish a small group of people with the: process / product knowledge, time, authority, technical skills to solve the problem and implement corrective actions
The group must have an actively interested designated champion

D2. Define Problem / Failure
8
No
Identify current data to describe the problem / failure
Define the high level process flow
Collect current & historical data to quantify the problem
Describe the problem in terms of an opera-tional definition
Discuss with customer to ensure the correct-ness / accuracy of the problem descrip-tion
Has the problem scope been defined for all stratifica-tion factors?
Ensure that the 5W2H been done
Define & verify the problem state-ment
Process flow diagram to define the process
Pareto analysis to select priority problems
Control charts to indicate special causes
Check sheets to define 5W2H action plan to coordinate problem definition actions

D3. Interim Containment Action (ICA)
9
No
Establish decision criteria
Define & select key metrics & measure-ments
Test for freasibi-lity and choose the best ICA
Has the not needed effect / problem been isolated from internal / external customer?
Will the ICA create other problems?
Develop action plan & imple-ment ICA
Monitor ICA effective-ness
Is the not needed effect / problem been elimi-nated?
Continue to monitor ICA effecti-ness
Check sheets to evaluate effectiveness of actions
Control charts and histograms with intensive sampling for process monitoring

D4. Define & Verify Root Cause(s)
10
No
No
Develop a Cause & Effect (CE) diagram with all sources of variation
Develop a stratifi-cation CE diagram
Has all team member input been obtained for the CE diagram?
Develop a compari-tive analysis to highlight critical problem & non problem areas
Establish a time line / schedule for analysis
Using the process flow & stratifi-cation CE diagram list the potential causes
Analyse the potential causes
Plan, collect & analyse the data that identifies the potential cause as the root cause
Does the data identify the potential cause as the root cause?
Brainstorm / use FMEA to identify potential causes & use CE diagrams to organise them
Use Check sheet, comparison plots, histograms etc to evaluate stratification factors
Use Scatter plots to evaluate relationships between characteristics
Use Gage studies to evaluate the measurement system

D5. Permanent Corrective Action(s)
11
No
Establish PCA criteria : re-evaluate team structure for capability & compe-tency
Develop and choose the best PCA
Select key metrics & record baseline data
Plan PCA feasibility with ICA removed and with pre-produc-tion test programs
Record verifica-tion data
Has the problem been solved & verified with appro-priate statistical tools?
Does the customer agree that his / her problem has been resolved?
Will the PCA when implemented create new problems for any other customer?
Choose the verified PCA
Control charts and histograms to evaluate process stability and capability
Check sheets to collect product or process evaluation information
FMEA

D6. Implement & Validate PCA
12
Re-evaluate team structure for gover-nance, capability & compe-tency
Develop imple-mentation plan to support , and monitor actions
Develop monitor & control plans including layered audit programs & frequen-cy
Remove ICA (as defined in D3 earlier)
Imple-ment PCA plan
Establish on-going controls and ensure regular verfica-tion
Forma-lise & update the process flows, systems, Eng. Specs, SOP etc with all changes
Notify all parties of the PCA including changes
Control charts and check sheets to monitor process performance
Comparison plots to periodically ensure stratification factors are not influencing process output
Dimensional Control Plan

D7. System Prevention / Recurrence
13
Revise the process flows, systems, & proce-dures
Define & imple-ment plan to co-ordinate the required actions
Make system changes to prevent recurrence
Standadise the new practices
Notify all parties of the resolution (use FMEA)
Docu-ment lessons learned & archive docu-ments
Process flow diagram to define the management system that did not prevent the problem
Action plan to coordinate needed changes
FMEA

D8. Team Recognition / Celebration
14
Deter-mine the appro-priate team recogni-tion process / program (HR policies)
Present case / event for team recogni-tion to the top manage-ment
Investi-gate patent / trade-mark for the designed solution
Celebrate success
Team members disengaged and return to their normal duties
Recognise the collective efforts of the team

8D - Problem Solving Template
15

16
“If the only tool you have is a hammer, you tend to see every problem as a nail.”
- Abraham Maslow

17
Good Luck
http://www.linkedin.com/in/anandsubramaniam

8 D – Problem Solving Process

by Anand Subramaniam

Accessibility

Categories

Upload Details

Usage Rights

1 Embed 4

Statistics

8 D – Problem Solving Process Presentation Transcript