8 Disciplines (8D) Problem Solving Workbook

8 Disciplines (8D) Problem Solving Process
This Template should only be used by someone trained in the techniques presented herein
Begin by clicking the 'Preliminary Data' hyperlink below. Then proceed sequentially through each Discipline (D0, D1 . . . D8)
D0
D1
D2
D3
D4
D5
D6
D7
D8
Notes:
1. There are several tabs in this workbook, with at least 1 tab dedicated to each of the eight disciplines.
2. Discipline 1 is D1, Discipline 2 is D2, etc.
3. When more than 1 tab is used for a given discipline, a D4-1, D4-2 . . . format is used.
4. Each tab contains the instructions, templates and decision tools appropriate for that discipline.
Watch the Video
8D Summary Report
8D, or 8 Disciplines, is an 8 step problem solving methodology for both products and processes. It is best suited to existing problems involving
defects where the cause is unknown. 8D is not suitable for problem prevention, problems of variation or waste elimination.
Implement
Prevent Recurrence
Congratulate Team
The 8 Disciplines
Identify Corrective Action
Preliminary Data
Team selection
Problem Definition
Contain problem
Identify Root Cause

8D Instructions
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Next >>>
D0 - Preliminary Data
Customer:
Date of Failure:
Part Number or Description of Failed Item:
Customer Address:
Tracking Number:
Time of Failure:
Watch the Video
Value Stream Manager:
Cost or Lost Sales:
Lot or Batch Number:
Failure Rate:
Product or Process Manager:
Person who first reported failure:
Application or description of use:
Product Name:
The content on this slide has been partially hidden.
FlevyPro members can download the full document here:
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8D Instructions
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Dept
Next >>>
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Name Role Responsibilities
Champion
Ensure team has required resources. Remove roadblocks experienced
by the team.
Process Owner Ensure right team members are on the team.
Project Lead Completing the project.
Other As needed
D1 - Team Selection
SME's Technical or detailed product or process knowledge
QA Ensure tools are used correctly and Root Cause is verified
Pro(cess/duct)
Supplier
Ensure corrective actions do not conflict with required inputs
Pro(cess/duct)
Customer
Ensure corrective actions do not conflict with required outputs

8D Instructions Next >>>
Who reported the problem? Who did not report the problem?
Who is affected by the problem? Who is not affected by the problem?
What is the product ID or reference number? What ID's or reference # are not affected?
What is (describe) the defect? What is not the defect?
Where does the problem occur? Where is it not occurring but could?
Where was the problem first observed? Where else might it occur?
When was the problem first reported? When was the problem not reported?
When was the problem last reported? When might it reappear?
Why is this a problem? Why is this not a problem?
Why should this be fixed now? Why is the problem urgent?
How often is the problem observed? How often is it not observed?
How is the problem measured? How accurate is the measurement?
Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?
Customer: Incident Date: 01/00/00 Part Number:
What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?
Lot #: Application: 0 Failure Rate:
Based on answers to the questions above, please describe the problem and/or the opportunity
Note: the description of the problem should use a noun - verb format and not have any opinions, judgments,
MISC
PROBLEM
DESCRIPTION
SCOPE
0 0
0 0.00%
OTHERHOWWHEREWHYWHENWHATWHO
Customer A & B Customer C
Answer the following questions and then summarize the results below.
What the problem
IS
What else it might be but
IS NOT More Info
D2 - Problem Definition
Watch the Video

assumptions, presumed causes, solutions, blame or compound problems contained in it.
Next >>>

8D Instructions
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Severity
1-10
Occurrence
1-10
Detection
1-10
Risk
Number
Revised
Severity
1-10
Revised
Occurrence
1-10
Revised
Detection
1-10
Risk
Number
10 10 10 1000 5 5 5 125
Containment Recommendation (Describe)
Communication Plan
Assigned Due date Failure
What are we
doing & why?
What does it
mean to the
person?
What does the
person need
to do
differently?
What support
can the person
expect from
us?
Who will
deliver the
message
Completion
date
10
Loss of life or loss of significant $
Almost certain
Cannot detect
1
Nuisance or distraction
Unlikely
Detectible
5
Failure Containment Action Taken
No
No
No
No
Communication Plan
Containment agreement
Containment recommendation
Containment Action Taken
Risk Assessment
Rating →
Loss of primary function
Moderate frequency
Difficult to detect
Severity
Occurrence
Detection
D3 - Contain Problem
Use the Checklist and Risk Assessment below to manage the Containment Action
Containment Checklist
Problem Definition
These actions are temporary until permanent corrective action is taken
Watch the Video
Team selection
Risk Assessment
Yes
No
No
Audience Objective
Delivery
Method
Feedback Measure
How will we know the message
was received?
Key Message
Person to reach What are we seeking?
Awareness, support, decision,
advocate, advice, assistance
Telecon, email, meeting, IM,
Text, Videocon, etc.

Containment Agreement (Describe - Who, What, Where, When, Why, How)
Containment Action Plan
No. Date Responsible Accountable Consult Inform
The
Doer
Ultimately
Responsible
Advisor or
Consultant
Needs to Know
1
2
3
4
5
6
7
Next >>>
Deliverable NotesAction Item
Noun + Verb Be Specific

8D Instructions
Select one or more tools below to help identify Root Cause
D4 - 1 Identify Root Cause
Watch the Video
Root Cause Tool Tool Complexity
Time Requirement
Ability to find root cause
Level of subjectivity
Intuitiveness (ease of use)
Requires X Functional Team
# Factors Studied
IS / IS NOT M H H L M M M
Fault Tree M M H L L H M
Process Map L L L L H L L
5 Why's L L M M H L L
Multi Vari H M H L L L M
FMEA M H M M M M H
Pareto L L L L H L H
Fish Bone L M L M H M M
Inter-relationship Diagram M L H L M M H
Current Reality Tree M M M L L M L
Scatter Plots L L H L M L L
Concentration Chart L L L L H L L
Design of Experiments H H H L L M L
Tree Diagram L L L L H M H
Brainstorming L L L H H M L
Regression Analysis L L H L H L L
Artificial Neural Networks H M H L L L H
Component Search L M H L H L H
L = Low M = Medium H = High

D4 - 2 IS / IS NOT
Watch the Video
Root Cause List Complete the 'Problem Definition' on tab D2 Before Proceeding
8D Instructions
Who reported the problem? Who did not report the problem?
Who is affected by the problem? Who is not affected by the problem?
What is the product ID or reference number? What ID's or reference # are not affected?
What is (describe) the defect? What is not the defect?
Where does the problem occur? Where is it not occurring but could?
Where was the problem first observed? Where else might it occur?
When was the problem first reported? When was the problem not reported?
When was the problem last reported? When might it reappear?
Why is this a problem? Why is this not a problem?
Why should this be fixed now? Why is the problem urgent?
How often is the problem observed? How often is it not observed?
How is the problem measured? How accurate is the measurement?
Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?
Customer: Incident Date: 0 Part Number:
What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?
Lot #: Application: 0 Failure Rate:
Based on answers to the questions above, please describe the problem and/or the opportunity
0 0
0
0
0
0
0
0
0
0
0
0
Customer C
0
0
0
0
0
MISC
PROBLEM
DESCRIPTION
Customer A & B
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
OTHERSCOPE
0
0
0 0
Possible Cause 12
0.00%
0
HOW
Possible Cause 11
0
0
Possible Cause 10
WHY
Possible Cause 9
Possible Cause 8
WHEN
Possible Cause 7
0
Possible Cause 6
WHERE
Possible Cause 5
Possible Cause 4
WHAT
Possible Cause 3
WHO
0
0 Possible Cause 2
Customer A & B are long time
customers, Customer C is not
Customer C added in the last
month
1 month ago New customer onboarding
process
Highlight the differences between IS and IS NOT and identify possible causes
What the problem
IS
What else it might be but
IS NOT More Info
START HERE
Differences Changes Date & Time Possible Cause

∑ + 1 0 0 0 0 0 0 0 0 0 0 0
∑ - 0 0 0 0 0 0 0 0 0 0 0 0
Total 1 0 0 0 0 0 0 0 0 0 0 0
RESULTS
Based on IS / IS NOT, the most likely causes(s) are:
Order ∑ +
1 1 New customer onboarding process
2 0 Possible Cause 2
Cause
+
New
custom
er
onboarding
process
Possible
Cause
2
Possible
Cause
3
Possible
Cause
4
Possible
Cause
5
Possible
Cause
6
Possible
Cause
7
Possible
Cause
8
Select "+" when both "IS" and "IS NOT" are explained by the Possible Cause. Select "-" when "IS" or "IS NOT" is explained by the Possible Cause.
Possible
Cause
9
Possible
Cause
10
Possible
Cause
11
Possible
Cause
12

Root Cause List
8D Instructions
TOP Event: failure or undesirable state
"AND" Gate: output produced if all inputs co-exist
"OR" Gate: output produced if any input exists
"Basic" Event: initiating event
Example:
D4 - 3 Fault Tree
Using the basic fault tree symbols on the left, construct a fault tree here
Watch the Video
Connector
Event
Logic "AND" Gate
Logic "OR" Gate
Basic Event
Light Doesn't
Turn On
Switch
No
Bulb
Burned
Contacts
Repairman
Not
EquipmentFailure Not
Bulb
Bulb
Not

Step 1: Identify Failure (TOP Event)
Step 2: Identify first level contributors
Step 3: Link contributors to Failure using logic gates
Step 4: Identify second level contributors
Step 5: Link second level contributors to Failure
using logic gates
Step 6: Repeat Step 4 and Step 5 for subsequent
level contributors
Step 7: Review all "Basic Events" for likely Root Cause
Instructions:

Root Cause List
8D Instructions Problem: processing orders takes longer than corporate standard
Possible Root Cause of order delay: cannot find quote to match price
Connector
Using the basic flow chart symbols on the left, construct a high level process map
D4 - 4 Process Map
Example:
Watch the Video
Start
Stop
Process
Step 1
Process
Step 2
Decision
Start Receive
Order
Match Order
price to quote
Enter order in
system
Confirm order
with customer
Stop
Price
Match?Return to
customer
No
Yes

Step 1: Construct process map
Step 2: Identify areas where:
Handoffs occur
Data is transformed
Special attention is required
Inputs are not clear
Outputs are not clear
Instructions are not clear
Specialized training is required
The process is confusing
Spec limits are poorly defined
Unusual behavior is required
Inconsistency exists
Step 3: Identify potential Root Cause
Instructions:

Root Cause List
8D Instructions
Therefore
Is Confirmation Necessary?
Therefore Yes
No
Therefore Yes
No
Therefore Yes
No
Therefore Yes
No
Yes
By asking successive 'Why's' the team may be able to identify Root Cause
D4 - 5 Why's
Watch the Video
Root Cause
How is this confirmed?
Fuel gage testing
Maintenance records
How is this confirmed? See D6
What is the failure?
The car won't start
Why did this occur?
It ran out of gasoline
Why did this occur?
I forgot to fill it up
Why did this occur?
The fuel gage is not working
Why did this occur?
I forgot to have it repaired
Why did this occur?
I didn't put it on the repair list when it broke

STEP 1 : Define the problem. What is the product, process or service that has failed.
STEP 2 : Ask: Why did this occur?
STEP 3 : Answer: Does this reason need to ne confirmed? If No proceed to next 'Why?'
If Yes, then record how confirmation was made.
STEP 4 : Repeat Step 2 & 3 until Root Cause is identified.
STEP 5 : Verify Root Cause by starting at the probable Root Cause and connecting
it to the previous cause using 'Therefore'
STEP 6 : Repeat Step 5 until you reach the problem
STEP 7 : If there is a logical connection between each pair of statements back
to the problem then you have likely found the Root Cause
Instructions:

Root Cause List
8D Instructions
STEP 1 : Define the problem. What is the product, process or service that has failed
STEP 2: Using a Families of Variation (FOV) tree, identify the potential root causes to be included in the study - see below
STEP 3: Determine the number of Time-to-Time samples required (Cell: I42)
STEP 4: Determine the number of Unit-to-Unit samples required (Cell: F42)
STEP 5: Determine the number of Within samples required (Cell: C42)
STEP 6: Multiply the results in 3, 4 and 5 to determine the total number of units to be studied (Cell: L42)
STEP 7: Develop the data collection plan (Row 47). This should be automatically created for you.
STEP 8: Collect data (Column H beginning at cell H48) & select alpha risk (Cell: I178)
STEP 9: Analyze results (Cell: I203)
Example: Widget to Widget Line to Line Shift to Shift
1. WU1 to WU1 1. BU1 to BU1 1. OT1 to OT1
Sub-Total: 5 Sub-Total: 5 Sub-Total: 5 125 < < < Total Data Points Required
Time Between Within Data
OT1 BU1 WU1 15.2038
OT1 BU1 WU2 14.5407
OT1 BU1 WU3 17.7464
OT1 BU1 WU4 -5.9591
OT1 BU1 WU5 1.5015
OT1 BU2 WU1 5.085
OT1 BU2 WU2 2.0017
OT1 BU2 WU3 14.327
OT1 BU2 WU4 13.4002
OT1 BU2 WU5 8.4973
OT1 BU3 WU1 10.5661
OT1 BU3 WU2 2.3631
OT1 BU3 WU3 14.3202
OT1 BU3 WU4 11.2544
OT1 BU3 WU5 5.6699
OT1 BU4 WU1 8.2522
OT1 BU4 WU2 6.56
OT1 BU4 WU3 10.6228
OT1 BU4 WU4 10.9
OT1 BU4 WU5 7.6223
OT1 BU5 WU1 12.7573
OT1 BU5 WU2 4.7375
OT1 BU5 WU3 12.5654
OT1 BU5 WU4 12.4333
OT1 BU5 WU5 8.7628
OT2 BU1 WU1 9.9244
OT2 BU1 WU2 0.1141
D4 - 6 Multi Vari
Families of Variation Tree
Data Collection Plan
Watch the Video
Failure (Unit)
Within
Unit
Over Time
Between
Units

OT2 BU1 WU3 -1.4824
OT2 BU1 WU4 15.8033
OT2 BU1 WU5 12.5319
OT2 BU2 WU1 -6.1473
OT2 BU2 WU2 6.2406
OT2 BU2 WU3 11.2063
OT2 BU2 WU4 8.9289
OT2 BU2 WU5 9.2612
OT2 BU3 WU1 10.7074
OT2 BU3 WU2 22.8168
OT2 BU3 WU3 1.5132
OT2 BU3 WU4 12.6059
OT2 BU3 WU5 15.3474
OT2 BU4 WU1 0.6442
OT2 BU4 WU2 7.5193
OT2 BU4 WU3 -1.5645
OT2 BU4 WU4 1.1046
OT2 BU4 WU5 15.1475
OT2 BU5 WU1 10.3788
OT2 BU5 WU2 9.0094
OT2 BU5 WU3 11.1262
OT2 BU5 WU4 14.5717
OT2 BU5 WU5 17.9293
OT3 BU1 WU1 6.3712
OT3 BU1 WU2 11.5806
OT3 BU1 WU3 12.0327
OT3 BU1 WU4 9.6751
OT3 BU1 WU5 3.6259
OT3 BU2 WU1 10.6511
OT3 BU2 WU2 19.4126
OT3 BU2 WU3 7.0036
OT3 BU2 WU4 3.0633
OT3 BU2 WU5 8.8978
OT3 BU3 WU1 19.1382
OT3 BU3 WU2 4.8535
OT3 BU3 WU3 16.7445
OT3 BU3 WU4 15.347
OT3 BU3 WU5 4.86
OT3 BU4 WU1 13.5403
OT3 BU4 WU2 9.183
OT3 BU4 WU3 4.6844
OT3 BU4 WU4 10.4372
OT3 BU4 WU5 15.7935
OT3 BU5 WU1 7.7077
OT3 BU5 WU2 11.0995
OT3 BU5 WU3 6.3901
OT3 BU5 WU4 1.4156
OT3 BU5 WU5 9.106
OT4 BU1 WU1 12.138
OT4 BU1 WU2 -0.4652
OT4 BU1 WU3 17.8094
OT4 BU1 WU4 9.6149
OT4 BU1 WU5 3.7846
OT4 BU2 WU1 14.7737
OT4 BU2 WU2 12.027
OT4 BU2 WU3 13.0729
OT4 BU2 WU4 16.7324
OT4 BU2 WU5 16.2477
OT4 BU3 WU1 10.4786
OT4 BU3 WU2 9.1015
OT4 BU3 WU3 14.4461
OT4 BU3 WU4 6.3935
OT4 BU3 WU5 -0.1846
OT4 BU4 WU1 8.2401
OT4 BU4 WU2 14.105
OT4 BU4 WU3 20.253
OT4 BU4 WU4 3.4503
OT4 BU4 WU5 14.7921
OT4 BU5 WU1 7.6012
OT4 BU5 WU2 12.0057
OT4 BU5 WU3 5.6789
OT4 BU5 WU4 9.9809
OT4 BU5 WU5 8.1625

OT5 BU1 WU1 5.8427
OT5 BU1 WU2 7.9791
OT5 BU1 WU3 8.847
OT5 BU1 WU4 9.0764
OT5 BU1 WU5 0.7376
OT5 BU2 WU1 11.3831
OT5 BU2 WU2 15.9762
OT5 BU2 WU3 13.5327
OT5 BU2 WU4 24.2123
OT5 BU2 WU5 6.8937
OT5 BU3 WU1 15.8558
OT5 BU3 WU2 3.0716
OT5 BU3 WU3 12.708
OT5 BU3 WU4 12.113
OT5 BU3 WU5 18.9813
OT5 BU4 WU1 3.9473
OT5 BU4 WU2 11.3194
OT5 BU4 WU3 17.0748
OT5 BU4 WU4 18.656
OT5 BU4 WU5 15.4013
OT5 BU5 WU1 16.6658
OT5 BU5 WU2 12.9875
OT5 BU5 WU3 11.3974
OT5 BU5 WU4 7.8947
OT5 BU5 WU5 3.0871
Time Between Within
Time [a]: 5 Units [b]: 5 Obs [n]: 5 α = 0.05
Obs [n]: Time [a]: Time [a]: Time [a]: Time [a]: Time [a]:
1 15.2038 9.9244 6.3712 12.138 5.8427
2 14.5407 0.1141 11.5806 -0.4652 7.9791
3 17.7464 -1.4824 12.0327 17.8094 8.847 A = = 12,092.70
4 -5.9591 15.8033 9.6751 9.6149 9.0764
5 1.5015 12.5319 3.6259 3.7846 0.7376
∑yk 43.0333 36.8913 43.2855 42.8817 32.4828
∑yk
2
1851.865 1360.968 1873.635 1838.84 1055.132 B = = 12,218.41
1 5.085 -6.1473 10.6511 14.7737 11.3831
2 2.0017 6.2406 19.4126 12.027 15.9762
3 14.327 11.2063 7.0036 13.0729 13.5327 C = = 12,943.50
4 13.4002 8.9289 3.0633 16.7324 24.2123
5 8.4973 9.2612 8.8978 16.2477 6.8937
∑yk 43.3112 29.4897 49.0284 72.8537 71.998 D = = 16180.72
∑yk
2
1875.86 869.6424 2403.784 5307.662 5183.712
1 10.5661 10.7074 19.1382 10.4786 15.8558 SS df MS Fcalc Fcrit Significant
2 2.3631 22.8168 4.8535 9.1015 3.0716 125.71 4 31.43 0.87 2.87 No
3 14.3202 1.5132 16.7445 14.4461 12.708 725.09 20 36.25 1.12 1.68 No
4 11.2544 12.6059 15.347 6.3935 12.113 3,237.21 100 32.37
5 5.6699 15.3474 4.86 -0.1846 18.9813 4,088.02 124 32.97
∑yk 44.1737 62.9907 60.9432 40.2351 62.7297
∑yk
2
1951.316 3967.828 3714.074 1618.863 3935.015 σ
2
within = 32.37 σ
2
between = 0.78 σ
2
time - time = -0.193
Contribution 98.2% Contribution 2.4% Contribution -0.6%
1 8.2522 0.6442 13.5403 8.2401 3.9473 Std Dev 5.69 Std Dev 0.88 Std Dev #NUM!
2 6.56 7.5193 9.183 14.105 11.3194
3 10.6228 -1.5645 4.6844 20.253 17.0748
4 10.9 1.1046 10.4372 3.4503 18.656 Note: high % contribution may indicate that the family is, or contains, the root cause
5 7.6223 15.1475 15.7935 14.7921 15.4013
∑yk 43.9573 22.8511 53.6384 60.8405 66.3988
∑yk
2
1932.244 522.1728 2877.078 3701.566 4408.801
1 12.7573 10.3788 7.7077 7.6012 16.6658
2 4.7375 9.0094 11.0995 12.0057 12.9875
3 12.5654 11.1262 6.3901 5.6789 11.3974
4 12.4333 14.5717 1.4156 9.9809 7.8947
5 8.7628 17.9293 9.106 8.1625 3.0871
∑yk 51.2563 63.0154 35.7189 43.4292 52.0325
Units[b]:5Units[b]:2Units[b]:3
Time - Time
Between
Within
Units[b]:4Units[b]:1

∑yk
2
2627.208 3970.941 1275.84 1886.095 2707.381
∑∑yk 225.7318 215.2382 242.6144 260.2402 285.6418
∑∑yk
2
50954.85 46327.48 58861.75 67724.96 81591.24

Root Cause List
8D Instructions
Process Step /
Input
Potential Failure
Mode
Potential Failure
Effects
Potential Causes Current Controls
Actions
Recommended
Resp. Actions Taken
What is the
process step or
input under
investigation?
In what ways
does the Key
Input go wrong?
What is the
impact on the Key
Output Variables
(Customer
Requirements)?
What causes the
Key Input to go
wrong?
What are the
existing controls
and procedures
(inspection and
test) that prevent
either the cause or
the Failure Mode?
What are the
actions for
reducing the
occurrence of the
cause, or
improving
detection?
Who is responsible
for the
recommended
action?
What are the
completed actions
taken with the
recalculated RPN?
Match Order
price to Quote
price
Cannot find
correct quote
Delay in entering
order
8
Quote filing not
properly
organized
2 None 8 128
Introduce formal
quote filing system
Customer Service
Manager
Filing system 8 2 2 32
Price doesn't
match
Delay in entering
order
8
Customer
references wrong
quote
4
Create new quote
or return Order to
customer
2 64
Make all customers
quotes available
online
IT Dept
Online quote
system
8 2 2 32
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
RESULTS
Based on the FMEA, the most likely causes(s) are:
Order RPN
1 128 Quote filing not properly organized
2 64 Customer references wrong quote
3 0 0
4 0 0
5 0 0
6 0 0
7 0 0
8 0 0
9 0 0
10 0 0
11 0 0
12 0 0
Cause
D4 - 7 Failure Modes and Effects Analysis
Complete the FMEA (columns A:I) and select the high scoring Risk Priority Number (RPN)'s as potential root causes (refer to Cell A24 in this tab)
O
C
C
U
R
R
E
N
C
E
D
E
T
E
C
T
I
O
N
R
P
N
S
E
V
E
R
I
T
Y
O
C
C
U
R
R
E
N
C
E
D
E
T
E
C
T
I
O
N
R
P
N
S
E
V
E
R
I
T
Y
Watch the Video

High 10 Hazardous without warning Very High and almost inevitable Cannot detect or detection with very low probability
8 Loss of primary function High repeated failures Remote or low chance of detection
6 Loss of secondary function Moderate failures Low detection probability
4 Minor defect Occasional failures Moderate detection probability
Low 2 No effect Failures unlikely Almost certain detection
Rating Severity Occurance Detection

Root Cause List
8D Instructions
Chart Title:
Count % Count Cume % Cume
Defect 1 26 44% 26 44%
Defect 2 15 25% 41 69%
Defect 3 6 10% 47 80%
Defect 4 3 5% 50 85%
Defect 5 2 3% 52 88%
Defect 6 2 3% 54 92%
Defect 7 2 3% 56 95%
Defect 8 1 2% 57 97%
Defect 9 1 2% 58 98%
Defect 10 1 2% 59 100%
Total 59 100%
Defects that account for 80% of observed frequencies are treated as Root Cause
D4 - 8 Pareto
Pareto Chart Example
Complete the Pareto and select the high count causes as potential root causes
Watch the Video
Defect
1
Defect
2
Defect
3
Defect
4
Defect
5
Defect
6
Defect
7
Defect
8
Defect
9
Defect
10
Count 26 15 6 3 2 2 2 1 1 1
% Count 44% 25% 10% 5% 3% 3% 3% 2% 2% 2%
Cume 26 41 47 50 52 54 56 57 58 59
% Cume 44% 69% 80% 85% 88% 92% 95% 97% 98% 100%
0
10
20
30
40
50
60
70
Pareto Chart Example

Root Cause List
8D Instructions
Problem
D4 - 9 Fish Bone
Identify possible causes of the problem and when finished, select all those believed to be potential root causes
Watch the Video
Measurement People Materials
Environment Methods Machines

STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that
might contribute to the problem. Record it next to one of the arrows under Materials.
STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"
Record each result next to an arrow.
STEP 4 : Repeat Step 2 & 3 for each successive category.
STEP 5 : Identify the candidates that are the most likely Root Cause
STEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact"
and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.
Instructions:

Root Cause List
8D Instructions
Possible Root Causes:
1. Want to avoid embarrassment
2. Don't think it will help
Strong (1 point)
Watch the Video
Weak (1/2 point)
D4 - 10 Inter - Relationship Diagram
We don't use a structured methodology to solve difficult problems - why?Problem:
Example
Using the basic Inter-Relationship Diagram Symbols on the left, construct an Inter-Relationship Diagram here
IN: OUT:
Don't know any
methods
IN: 3 OUT: 0
Don't think it
will help
IN: 0 OUT: 1.5
Methodology is
too slow
IN: 1 OUT: 0
Afraid to ask
questions
IN: 1 OUT: 1
Want to avoid
embarrassment
IN: 0 OUT: 2

Step 1: Develop the problem statement
Step 2: Identify issues related to the problem
Step 3: Arrange the issues in a circle
Step 4: Identify cause and effect (C&E) relationships:
A. Use any issue as a starting point
B. Pair it with any other issue
C. For every pair of issues determine:
i. If there is no cause and effect relationship
ii. If there is a weak cause and effect relationship
ii. If there is a strong cause and effect relationship
Step 5: If there is a C&E relationship, identify which is the
cause and which is the effect
Step 6: Draw a 1 headed arrow (only) pointing to the effect
Step 7: For each issue, record the arrows "in" and "out"
Step 8: Issues with the highest "out" are possible
Root Causes
Instructions:
iagram here

Root Cause List
8D Instructions
D4 - 11 Current Reality Tree
Connector
Watch the Video
AND"
UDE
Using the basic Current Reality Tree symbols on the left, construct a Current Reality Tree here
Undesirable
Effect
Standard Practices
Viewed as a tool for
the inexperienced &
People want to be
viewed as
Competent people
don't need Standard
Company doesn't
enforce use of
Standard Practices
Standard PracticesStandard Practices
No system in place to
create and update
Standard Practices
are not valued by the

Step 1: List the undesirable effects (UDE's) related to
the situation (up to 10)
Step 2: Identify any two UDE's with a relationship
Step 3: Determine which UDE is the cause and which
is the effect
Step 4: Continue connecting the UDE's using "if-then" logic
until all UDE's are connected. Additional causes can
be added using "and" logic
Step 5: Clarify relationships using adjectives
Step 6: Continue this process until no other causes can be
added to the tree
Step 7: UDE's with no preceeding entities are the likely
Root Causes
Instructions:

Root Cause List
8D Instructions
X Y
38.26 2.081381
91.23 4.706895
106.29 3.649935
268.31 9.622546
470.63 25.962171
216.82 7.124237
307.75 7.199636
213.78 9.542106
352.17 16.402771
128.26 10.687631
125.44 9.089371
185.70 11.430855
119.93 5.731392
158.64 7.569877
186.30 9.673238
292.41 17.305745
338.46 19.560302
405.83 27.898421
227.94 15.441851
285.26 19.425977
192.43 12.254396
248.85 30.174186
512.06 37.54775
545.07 48.281938
186.95 20.595593
208.56 17.888325
182.72 19.081187
459.35 40.326252
414.24 30.300325
276.57 31.892381
254.89 22.175021
368.50 22.243916
203.20 11.651808
363.92 29.876299
46.60 3.377931
506.60 45.387671
225.27 14.434076
340.61 28.64869
193.25 14.264056
170.16 9.112769
161.13 10.187908
131.80 11.596628
279.55 20.186701
161.96 11.07718
512.89 29.678582
807.69 59.404809
D4 - 12 Scatter Plot
Follow the directions on the right to complete the Scatter Plot
Data Points
Watch the Video
0
10
20
30
40
50
60
70
0 100 200 300 400 500 600 700 800 900
Y
X
R

Step 1. Enter data in columns A & B (Cells: A9 & B9)
Step 2. Position the red lines parallel to the existing 'best fit' line
so that all data points are between the red lines
Step 3. Identify the upper and lower spec for 'Y'
Step 4. Calculate the vertical distance between the red lines: R
Step 5. Conclude: 'X' is a root cause when:
(Upper Spec - Lower Spec) * 0.2 > = R
Upper Spec: 60
Lower Spec: 20
R: 26
X: Not Root Cause
Instructions:

Root Cause List
8D Instructions
STEP 2 : Draw a diagram of the item under consideration. A sketch, engineering drawing or process map works well.
STEP 3 : Plot the frequency and location of errors on the diagram.
STEP 4 : Based on the results, identify potential root causes.
STEP 5 : If additional analysis is needed, try using:
a. FMEA
b. Fault Tree
c. 5 Why's
d. Multi Vari
e. Scatter Plot
D4 - 13 Concentration Chart
The Concentration Chart may point to a particularly problematic area
Watch the Video

Root Cause List
8D Instructions
A B C AB AC BC ABC 1 2 3 4 5 Sum Average
-1 -1 -1 1 1 1 -1 16.3 14.8 15.3 46.40 15.47
1 -1 -1 -1 -1 1 1 29.7 29.6 29.0 88.30 29.43 Step 1: Identify the factors of interest (3 Max)
-1 1 -1 -1 1 -1 1 27.0 27.9 27.6 82.50 27.50
1 1 -1 1 -1 -1 -1 52.3 51.3 51.0 154.60 51.53 Step 2: Assign each one as A, B and C
-1 -1 1 1 -1 -1 1 20.8 19.8 18.7 59.30 19.77
1 -1 1 -1 1 -1 -1 36.7 37.6 37.6 111.90 37.30 Step 3: Based on the settings of A, B & C beginning in
-1 1 1 -1 -1 1 -1 34.0 33.9 33.4 101.30 33.77 cells B9, C9 & D9, run the experiment and
1 1 1 1 1 1 1 64.0 63.0 63.7 190.70 63.57 record the response in cell I9
ave - 24.13 25.49 30.98 32.00 33.63 34.03 34.52 Step 4: Repeat step 3 for all A, B & C combnations
ave + 45.46 44.09 38.60 37.58 35.96 35.56 35.07
effect 21.33 18.60 7.62 5.58 2.33 1.53 0.55 Step 5: Repeat the above for each Replicate and
record responses beginning in J9
Step 6: Select the alpha risk level in cell O51
Step 7: Determine Root Cause for Main Effects (A, B, C)
and interactions (AB, AC, BC, etc. beginning
in cell M48 ("Yes" is significant)
Step 8: For Uncoded values see instructions H62
Instructions:
D4 - 14 Design of Experiments
23
Factorial Design with up to 5 Replicates
Response ReplicationsFactors Interations
Watch the Video
0.00
10.00
20.00
30.00
40.00
50.00
ave - ave +
A Effect
0.00
10.00
20.00
30.00
40.00
50.00
ave - ave +
B Effect
0.00
20.00
40.00
60.00
80.00
A - A +
AB Interaction
B -
B +
0.00
10.00
20.00
30.00
40.00
50.00
ave - ave +
C Effect
0.00
20.00
40.00
60.00
A - A +
AC Interaction
C-
C+
0.00
20.00
40.00
60.00
B - B +
BC Interaction
C-
C+

REGRESSION MODEL
Y Axis Intercept 34.79 Sources SS df MS F F table Significant
A: 10.67 A 2730.67 1 2730.67 6957.11 4.49
B: 9.30 B 2075.76 1 2075.76 5288.56 4.49
C: 3.81 C 348.08 1 348.08 886.83 4.49 α
AB: 2.79 AB 187.04 1 187.04 476.54 4.49 0.05
AC: 1.17 AC 32.67 1 32.67 83.23 4.49
BC: 0.77 BC 14.11 1 14.11 35.94 4.49
ABC: 0.27 ABC 1.81 1 1.81 4.62 4.49
Error 6.28 16 0.39
CODED VALUES FOR EACH FACTOR Total 5396.42 23
A: 0.55 Predicted Response
B: 1 = 56.86
C: 1
TO FIND AN UNCODED FACTOR SETTING REQUIRED TO ACHIEVE A GIVEN RESPONSE:
High Low High ? Low 1. Select factor settings for 2 of the 3 factors and enter them in as "coded values" (Cells B56, B57 and B58)
A: 180 160 1 0.55 -1 2. From the Excel Ribbon above select Data > What-If Analysis > Goal Seek
3. In the dialogue Box, Set Cell D57 . . .
4. To value = whatever Response value you desire
5. By changing cell B56 or B57 or B58 (whichever one was left blank from 1. above)
6. Select OK then OK
7. Enter the uncoded equivalent of 'High' in cell B63 and the 'Low' in cell C63. See answer in 8. below . . .
8. So ... A = 1 coded and A = 175.5 uncoded
UNCODED CODED
Yes
Yes
Yes
Yes
Yes
Yes
Yes

Root Cause List
8D Instructions
D4 - 14 Tree Diagram
Watch the Video
Problem
Cause Cause
CauseCause Cause Cause

Step 1: Define the problem. Place it at the top.
Step 2: Ask: 'What causes this?" or "Why did this happen?"
Brainstorm all possible answers and write each below the problem
Step 3: Determine if all items from Step 2 are sufficient and necessary.
Ask: "are all items at this level necessary for the one on the level above?"
Step 4: Using each item from Step 2, repeat Step 2 & 3. In other words, treat
each response from Step 2 as the new problem and repeat Step 2 & 3
Step 5: Repeat the process until specific actions can be taken
Step 6: Identify Root Cause
Instructions:

Root Cause List
8D Instructions
Step 1: Warm up . . . ask each particpant to describe their ideal job. Examples: professional golfer, photographer, travel consultant, etc.
Step 2: Then, describe the problem you are trying to solve to the group
Step 3: Ask "What could be causing this problem?"
Step 4: Have participants write down their suggestions on sticky notes
Step 5: When all suggestions are received, seek clarification so everyone else understands
Step 6: Arrange all ideas into "logical" or "like" groups - use an Affinity Diagram
Step 7: Remove duplicate ideas and infeasible answers
Step 8: Select most likely Root Cause
D4 - 16 Brainstorming
Watch the Video

GB Docs
11,528 56,291,839
240 1,172,747
37 256,936
89 671,045
104 725,230
262 1,540,736
212 863,173
209 792,843
344 1,315,431
125 1,229,587
123 1,019,737
181 1,262,217
117 421,386
155 835,398
182 1,427,470 R2
= 0.8164 R2
adj = 0.8124
286 1,483,527
331 1,835,340 Confidence
396 1,672,662 95% e.g. 95%
223 1,114,091
279 1,608,812 Known Predicted Lower Upper
188 887,604 GB 500 Docs 2,220,208.4 1,688,920.0 2,751,496.8
243 1,256,176
183 996,818 Docs 3,000,000 GB 693.4
204 1,014,372
178 1,384,045
449 2,294,320
405 1,988,651
270 1,617,172
249 1,310,009
360 1,759,851
198 616,722
355 1,465,105
46 203,325
220 908,955
333 1,155,898
189 735,376
166 514,246
157 941,943
129 465,914
273 1,099,136
158 666,556
501 2,307,524
174 626,189
378 1,762,608
547 2,109,892
41 182,682
74 262,055
Regression Equation: Docs = 204486.843 + 4031.443 * GB
Prediction Interval
D4 - 17 Regression Analysis
Watch the Video
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
- 100 200 300 400 500 600
Docs
GB

177 1,248,915
538 2,152,805
494 2,281,354

Root Cause List
8D Instructions
Instructions:
Step 1. Enter variable names in cells A1 (X) and B1(Y)
Step 2. Enter data in columns A & B (1000 data points max)
Step 3. Select the Confidence Level of the analysis (Cell D22)
Step 4. Enter a known X (cell D25) and observe the predicted Y
(cell F25) and the prediction interval (cells H25 & I25) or . . .
Step 5. Enter a known Y (cell D27) and observe the predicted X
(cell F27)
Notes:
1. The Regression Equation, R
2
and R
2
adj are located below the plot

8D Instructions
Next >>>
Likely Root Cause 1:
Corrective Action 1:
Next >>>
CA 2
LRC 3
CA 3
D5 Identify Corrective Action
Describe and summarize the Root Cause and Corrective Actiion
LRC 1
CA 1
LRC 2
Watch the Video

8D Instructions Next >>>
STEP 1 STEP 2
The 3 Corrective Actions: Verifying Root Cause can be accomplished using a variety of tools, such as, but not limited to:
1. CA 1 1. Design of Experiements
2. Hypothesis Testing
2. CA 2 3. Components Swapping
4. Regression Analysis
3. CA 3 5. On/Off Switching
6. Process Capability
STEP 3 7. Tukey Quick Test (see Step 3)
Tukey Quick Test: 8. Control Charts
1: Select a sample of 8 from the process with the defect 9. Sampling
2: Implement the first Corrective Action from the above list
3: Select a second sample of 8 from the process
4: Rank the sample readings from low to high
5: Identify each as either 'good' or 'bad'
6: Verify Root Cause then return to 1. above for next Corrective Action
STEP 4
Sample Set # Reading Good/Bad
1 1 Bad Beginning at Sample 1, # 1 and moving down the list,
1 2 Bad the number of consecutive Bad units = 3 in Sample 1
1 3 Bad
1 4 Good
1 5 Good Beginning at Sample 2, # 16 and moving up the list,
1 6 Good the number of consecutive Good units = 7 in Sample 2
1 7 Good
1 8 Good
2 9 Bad
2 10 Good Total 'End Count' 10
2 11 Good
2 12 Good
2 13 Good Based on the Total 'End Count of 10, there is 99% confidence
2 14 Good that the likely Root Cause is an actual Root Cause
2 15 Good
2 16 Good Next >>>
D6 Implement and Verify
Implement the Corrective Action and Validate Effectiveness
Watch the Video

8D Instructions
Verbal * Written * Visual * SPC * Mistake Proofing * New Design
Next >>>
1 Verbal instruction
Step 1: Capture error (Root Cause) from D6 2 Shadowing
3 Audio recording
Step 2: Locate Root Cause in 'Error' column 4 Mentoring / Coaching
on the left 5 Standard Operating Procedure
6 Standard Work
Step 3: Select one or more numbers from 7 Checklist
'Suggested Prevention' 8 Technical manuals
9 Work Instructions
Step 4: Look up associated action in 10 Announcement / Memo
columns on the right 11 Document Control
12 Playbook
Step 5: Apply these preventions where failure 13 Andon lights
could possibly have occurred but didn't 14 Status indicators
15 Transparent containers & dispensers
Step 6: Document when prevention was put in 16 Layout templates
place and person responsible 17 Orientation
18 Illustrations
19 Color
Prevention (document here) 20 Signage
21 Pictures/Placards
22 Observation
23 Early warning systems
24 Process Control
25 Pre-Control
26 Customer Specifications
27 Kitting
28 Go / No-Go
29 Position Locators
30 Lock-in's
31 Lock out's
32 Shadow Boards
33 Takt Time
34 Simplification
35 Additional features
36 White Sheet design
Next >>>
Watch the Video
Product:
D7 Prevent Recurrence
Ensure Corrective Actions Prevent Recurrence
Suggested Prevention / CA
People:
Process:
Poor/no documentation
Variation
Poor decision rules
Inputs not understood
Outputs not understood
Poor Spec Limits
Not formalized
Inconsistent use
Difficult to understand
Training
Documentation
All preventive measures must address People, Product, Process
Mistake
Proofing
Visual
New
Unaware
Inputs not understood
Outputs not understood
Consistency of use
Unexpected behavior
Incomplete
Too complex
Misunderstood
Poor Design/sequence
Lack of process training
1, 5, 7, 8, 9
Unaware of process
5, 7
34, 36
1, 5, 7, 8, 9
1
5, 7, 29
12
5, 9, 36
35
29, 34
11
5
1, 5, 8, 9, 12
5
1, 2, 3, 8, 9, 12
5, 7, 8, 9, 12
Misunderstanding
Unaware (of task, etc.)
Misidentification
Inexperience
Inadvertent
Caused by Delay
Lack of Standards
Malfunction
Forgetfulness
Incomplete
Too complex
No transparency
New
Design
1, 2, 3, 4, 5
1, 4, 5, 6, 8
7, 14, 17, 22
2, 4
Any Visual CA
7
5, 6, 9
27
7, 9
31
30
8, 30
30
Written
SPC &
VOC
Error
Typical Prevention Corrective Action (CA)
Verbal
1, 2, 3, 5, 6, 7, 9
5, 6, 7, 8, 9, 12
5, 23, 24
1, 3, 5, 9
2, 10
5, 7, 9
5, 7, 9
25
Poor Design/sequence
Unfamiliar with process
Low Control
Low Effort
High Control
High Effort

8D Instructions
Step 1: Team lead gathers team together
Step 2: Team lead and management summarize achievements
Step 3: Management congratulated team
Step 4: 8D report is signed
Describe Activities
Next >>>
D8 Congratulate Team
Watch the Video

Tracking Number:
Customer: 0 1st Person to report problem:
Address: 0 Product Manager:
Date of Failure: 0 Value Stream Manager:
Time of Failure: 0 Description of use:
Part No.: 0 8D Report Number:
Product Name: 0
Champion: 0
Team Leader: 0
Process Owner: 0
Supplier: 0
Customer: 0
SME: 0
QA: 0
Other: 0
Date Verified
CA 2
CA 3
Yes
D6 CORRECTIVE ACTION IMPLEMENTATION & DATE
1.
LRC 2
LRC 3
D4 ROOT CAUSE
D5 CORRECTIVE ACTION
CA 1
D1 TEAM MEMBERS D2 PROBLEM DESCRIPTION
0
8D Summary Report
0
0
0
D0 WHO IS EFFECTED BY THE PROBLEM?
0
0
PICTURE OR SKETCH OF FAILURE
Yes
Yes
D7 ACTIONS TAKEN TO PREVENT RECURRENCE
0
0
D8 TEAM RECOGNITION
3.
2.
D3 INTERIM CONTAINMENT ACTIONS
0
LRC 1

APPROVAL Name DateSignature

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