8D Problem Solving Process & Tools

8D PROBLEM SOLVING
Your Path to Quality Excellence
© Operational Excellence Consulting. All rights reserved.

© Operational Excellence Consulting
LEARNING OBJECTIVES
2
Acquire knowledge of
key concepts and
principles in 8D problem
solving.
Familiarize yourself with
the step-by-step 8D
problem-solving process
and the use of analytical
tools.
Understand team-based
problem solving
dynamics and define
roles within the 8D
problem-solving team.
Gain practical insights
for achieving success in
8D problem solving.
NOTE: This is a PARTIAL PREVIEW.
To download the complete presentation, please
visit: https://www.oeconsulting.com.sg

CONTENTS
3
KEY CONCEPTS &
PRINCIPLES
TEAM-BASED
APPROACH &
ROLES
STEPS IN 8D
PROBLEM-
SOLVING
ANALYTICAL TOOLS
IN 8D
01 04
03
02
PRACTICAL TIPS
05

Problems are often perceived differently
by different people.
4
THE BLIND MEN AND THE ELEPHANT
It’s a
snake!
It’s a
wall!
It’s a
rope!
It’s a
fan!
It’s a
tree!
It’s a
spear!
Source: Adapted from Mythgyaan
Problems are often perceived differently
by different people.

THE MINDSET OF A TRADITIONAL PROBLEM SOLVER
5
“I have the
solution; other
ideas won’t
work.”
“Who will get
the credit?”
“Why bother
investigating? It’s probably
not that important.”
“Which problem
solving process
should I use?”
“I can’t solve
the problem
alone!”
“This problem is
too big to solve;
there’s no hope.”

COMMON PITFALLS IN PROBLEM SOLVING
6
Overly ambitious
scope
(attempting to
address everything)
Unclear or vague
problem
description
Ineffective team
participation
(lack of cross-
functional expertise)
Rushing through
or skipping
problem-solving
steps
Succumbing to
management
impatience/
pressure, leading
to inadequate
analysis
Superficial
problem analysis
without drilling
down
Failure to
implement
permanent
corrective actions
Permanent
corrective actions
failing to address
root causes
Neglecting a
disciplined
process to
prioritize, analyze,
and review
data/information
Lack of familiarity
with statistical and
problem-solving
methods among
team members
(lack of technical
skills)

WHAT IS A PROBLEM?
A problem is a deviation from a standard, i.e., a difference between
what should be happening and what is actually happening.
Standard – what should
be happening
Current situation – what is
actually happening
Gap = Problem
7

PROBLEM SOLVING FUNNEL
8
Big vague concern
Breakdown
Go See
Grasp the situation
§ Actual vs. standard
§ Actual vs. ideal
Point of cause
§ Time and place where
events cause abnormality
5 Why
Analysis Why?
Root cause
Countermeasures
Source: Adapted from Dennis

BENEFITS OF PROBLEM SOLVING
9
Improved customer
satisfaction
Improved culture of
innovation
Increased
profitability
Increased efficiency
Lower costs Faster delivery time
Improved
employee morale
Increased market
share

● 8D is an eight-step systematic
problem-solving approach
● It integrates best practices from
various problem-solving methods
● Developed by the US Department
of Defense and popularized by
Ford
● Widely adopted in the automotive
industry
WHAT IS 8D PROBLEM SOLVING?
● Used to address quality control
and safety issues
● Applicable across various
industries
● A comprehensive and effective
approach
● Suitable for teams and individuals
alike
10

WHY USE 8D?
Provides a common
language of understanding.
Common Approach
More skills and creativity.
Team buy-in eases
implementation.
Teamwork
Systematic, yet flexible.
Superior to other common
methods.
Provides a Structure
Tied to quality management
philosophies. Use of
statistical/quality tools.
Quality Methods
Standard format for reporting
all actions. Sharing of
lessons learned.
Documentation
Let data do the talking.
Eliminates personal biases.
Based on Facts
11

8D PROBLEM SOLVING
PROCESS
Plan
0
Initiate Project Team
1
Define the Problem
2
Implement Containment Actions
3
Identify Root Causes
4
Develop & Verify Solution
5
Implement Corrective Actions
6
Prevent Recurrence
7
Recognize Project Team
8
12

© Operational Excellence Consulting 13
WHAT IS A TEAM?
A team refers to a group of individuals with diverse
skills, knowledge, and expertise who come
together to collaboratively address and resolve a
specific problem or challenge.

IMPORTANCE OF TEAM-BASED APPROACH TO PROBLEM-SOLVING
14
Comprehensive
Analysis
Consider multiple angles
and root causes for a
holistic view.
Diverse Expertise
Tap into various skills
and perspectives for
well-rounded problem
analysis.
Innovation
Collaborative
brainstorming fosters
creative solutions.
Efficiency
Divide tasks for quicker
issue resolution.
Learning and Skill
Development
Teams offer a chance to
develop new problem-
solving skills.
Ownership and
Buy-In
Active participation leads
to commitment and
implementation.
Reduced Bias
Minimize individual
biases through multiple
perspectives.

QUALITIES OF AN EFFECTIVE TEAM
● Trust and accountability within the team
for results
● Each member’s investment in the team
through actions and attitudes
● Respect, care, and cooperation among
team members
● Effective teams serve as the catalyst for
achieving world-class results in
organizations
15

WHAT IS A PROBLEM SOLVING TEAM?
16
A problem-solving team in the context of 8D is a cross-
functional group working together to identify, analyze,
and solve complex issues. Their goal is to address root
causes, prevent recurrence, and improve product
quality and customer satisfaction using the 8D
methodology.

KEY ROLES IN 8D PROBLEM SOLVING
17
Team Leader
§ Guides the problem-solving
team
§ Organizes and facilitates
meetings
§ Ensures process adherence
§ Collaborates with the champion
Champion
§ Provides support and resources
§ Acts as a sponsor
§ Monitors progress
§ Approves key decisions

“
W. EDWARDS DEMING
18
85% of the reasons for failure
to meet customer expectations
are related to deficiencies in
systems and processes…
rather than the employee.”

D2: DEFINE THE PROBLEM
Plan
0
Initiate Project Team
1
Define the Problem
2
Implement Containment Actions
3
Identify Root Causes
4
Develop & Verify Solution
5
Implement Corrective Actions
6
Prevent Recurrence
7
Recognize Project Team
8
19

20
PURPOSE:
Describe the internal and external problem by
identifying “what is wrong with what” and detailing the
problem in quantifiable terms.

21
Define Problem Boundaries (Is/Is Not)
2
Identify and Analyze the Root Causes
of the Problem
3
Gather and Analyze Relevant Data
1
Involve the Customer in Problem
Definition
4
Ensure the Problem Is Well-Defined
6
Use Visual Tools
7
Document Findings in a Problem
Report
5
Focus on Facts and Data
8
Key Activities

PROBLEM STATEMENT vs PROBLEM DESCRIPTION
22
Aspect Problem Statement Problem Description
Definition Clear and concise expression of the
difference between what should have
happened and what actually happened.
In-depth exploration of the boundaries and
context of the problem.
Focus Singular focus on one specific problem. Comprehensive understanding of the overall
problem and its various facets.
Purpose Provides a baseline or benchmark for good
performance.
Supports the analysis of the problem’s
impact and scope.
Uniqueness Each problem is unique and requires clear
understanding for effective resolution.
Allows for a detailed examination of the
problem’s unique characteristics.
Reference in 5W2H Integral part of the 5W2H analysis. Key input for the “What” aspect in the 5W2H
framework.

EXAMPLES: PROBLEM STATEMENTS USING “OBJECT & DEFECT”
FORMAT
23
Our community’s high school graduation
rates have declined over the past five years.
Cracked casings on the XYZ Widget affect
its structural integrity, leading to reduced
product lifespan.
Plastic waste is accumulating in our oceans,
threatening marine life and ecosystems.
Wait times for emergency medical services
in our region have become excessively long,
putting patients at risk.

IS / IS NOT ANALYSIS IN 8D
● Defining Problem Boundaries: To
understand the problem, examine its
boundaries
● Comparative Analysis: Utilize the IS /
IS NOT framework
● Quantify the Gap: Measure the
difference between “what is” and “what
should be”
24
24

ACTION!
1. In your groups, choose a problem or identify an
opportunity for improvement.
2. Craft and quantify the Problem Statement by utilizing
"object" and "defect."
3. Elaborate on the Problem Statement by creating a
Problem Description through Is/Is Not analysis.
4. Showcase both the Problem Statement and Problem
Description to the class.
ACTIVITY: PROBLEM DEFINITION
25
Time: 10 mins

● Root Cause Analysis (RCA) aims
to unveil the initiating cause(s) of a
problem to prevent its recurrence
● RCA delves into the “what, how,
and why” to uncover the
underlying reasons behind events
or failures
● Root causes are identifiable,
manageable, and key to
generating effective solutions
INTRODUCTION TO D4: IDENTIFYING ROOT CAUSES
● Not all causes are equal;
distinguishing the significant ones
is crucial
● Effective RCA tools are available,
with a focus on “5 Whys” and
“Cause & Effect Diagrams” in this
presentation
26

RELATIONSHIP OF PROBLEMS, SYMPTOMS AND CAUSES
27
PROBLEM
(Don’t feel well)
ROOT CAUSES
(Infection)
ANALYSIS
LEADS
TO
AS A RESULT OF THE
PROBLEM
SYMPTOMS
(Aches and fever)

EXAMPLE: ROOT CAUSE ANALYSIS FOR “UNDERSIZED SHAFT DEFECT”
28
72%
6%
80
40
20
Undersized
shaft
%
70
30
10
50
60
Pareto by Defect Type
Main
problem!
2%
20%
Grinder
burn
Others
Scratches
&
dents
Undersized
Shaft
defect
Manual offsets
Grinding wheel setup
Contamination
Man
Grinding wheel
Clamp & locator
Spindle
Machine
Material
Dimensions
Hardness
Surface finish
Method
Grinding conditions
Coolant concentration
Wheel dressing
ILLUSTRATIVE
Source: Adapted from Sobek & Smalley

LEVERAGING POKA-YOKE FOR ESCAPE POINT CONTROL IN 8D
29
● Escape points occur when errors
or mistakes go undetected in the
process
● To address escape points, we
adopt the dual focus of Poka-Yoke
systems:
● Mistake Prevention
● Mistake Detection
● The goal is to safeguard the
process against escape points,
protecting the customer from
latent issues
Defects
Mistakes
Process
Mistake Prevention
Implement Poka-Yoke measures
here that make mistakes
impossible or minimize their
occurrence before they reach the
customer.
Mistake Detection
Apply Poka-Yoke measures
here to detect errors promptly,
ensuring they don’t evolve into
defects.

● Tracks Progress: Keeps
stakeholders informed on the
status of the problem-solving
process
● Communication Tool: Facilitates
clear communication of findings
and solutions
THE ROLE OF THE 8D REPORT
● Accountability: Assigns
responsibilities and deadlines to
team members
● Continuous Improvement: Helps
in learning from each problem-
solving experience
30
Remember, the 8D Report is not just paperwork; embrace it as
your roadmap to quality and continuous improvement.

EXAMPLE OF AFFINITY DIAGRAM
31
Orders Consistently Late Last Quarter
Communications Issues
Sales & Marketing
Fail to alert when price
changes may affect
volume
Inconsistent adherence to
due dates
Fail to check production
schedule before promising
product
Manufacturing
Fail to keep production
schedule updated
Fail to keep inventory
updated
Fail to communicate
unscheduled equipment
down-time
Equipment Issues
Equipment Breakdown
Inconsistent adherence to
maintenance dates
Equipment operated
outside of specifications
Old equipment, due to be
replaced, not operating at
peak capacity
External Factors
Major Supplier Filed
for Bankruptcy
Just-in-time inventory
system failed
Lack of inventory affects
60 orders
New supplier overloaded
with new clients
ILLUSTRATIVE

5W2H: QUESTIONS TO EXPLORE
32
Description
What?
§ Describe the problem adequately.
§ What is the defect and gap from “target”?
§ What part or object is involved?
§ Does the severity of the problem vary?
Why?
§ Define why this is a problem for the Customer or
organization.
§ Translates “how big” into total business impact.
When?
§ Identify the time when the problem started and
past history (trends).
§ Do all production shifts experience the same
frequencies?
§ What time of the year does the problem occur?
§ When did the nonconformance occur?
§ What was operating time?
§ What shift?
§ What season?
Description
Where?
§ If the defect occurs on a part, where is the defect
located? Use a location check sheet.
§ Where was the defect found (geographically)?
§ What is the geographic distribution of
complaints?
Who?
§ Identify who is associated with the problem.
§ Which customer(s) are complaining?
§ Which internal group(s) are complaining?
How?
§ In what mode of operation was the problem
discovered?
§ What procedures were being used?
§ What environmental conditions were present?
How
Much?
§ Quantify the extent and severity of the problem
(quantity, percent, cost, DPMO, etc.)

HOW IS IS / IS NOT ANALYSIS USED?
● Answer, “What the problem
is” and “What else it might
be but is not” for each of
the items on the right.
● Add or remove questions as
appropriate to the specific
project.
33
IS IS NOT
Who
§ Who is affected by the problem?
§ Who first observed the problem?
(internal/external)
§ To whom was the problem reported?
§ Who is not affected by the
problem?
§ Who did not find the problem?
What
§ What type of problem is it?
§ What has the problem?
§ What is happening?
§ Do we have physical evidence of the
problem in our possession?
§ What does not have the problem?
§ What could be happening but is
not?
§ What could be the problem but is
not?
Why
§ Why is this a problem?
§ Is the process where the problem
occurred stable?
§ Why is it not a problem?
Where
§ Where was the problem observed?
§ Where does the problem occur?
§ Where could the problem be
located but is not?
§ Where else could the problem be
located but is not?
When
§ When was the problem first noticed?
§ When has it been noticed since?
§ When could the problem have been
noticed but was not?
How Many
§ Quantity of problem?
§ How Much is the problem causing in
dollars, people and time?
§ How many could have the problem
but don’t?
§ How big could the problem be but is
not?
How Often
§ What is the trend (continuous,
random, cyclical)?
§ Has the problem occurred
previously? (If so attach supporting
data/information)
§ What could the trend be but is not?

5 WHYS – EXAMPLE 1
34
Why? Because…
1 Why is there oil on the floor?
Oil leaks from the cylinder rod when
activated.
2 Why did oil leak? The O-ring was cut.
3 Why was the O-ring cut? The rod was flawed.
4 Why was the rod flawed? Dirt in the oil abrades the rod.
5 Why did dirt get in the oil?
There are holes and gaps on the upper
plate of the tank.
Root Cause
ILLUSTRATIVE

HIGH
SCRAP OF
BARCODE
LABELS
MAN MACHINE
MATERIAL METHOD
Handling
Wrinkled
Torn
Improper
training
Machine
Breakdown
Ineffective
adhesive
Illegible
Smear
Printwheel Dirty
Worn Ribbon
Design of label
Damage
Poor printing
Improper storage
Wrong orientation
Process changes
Improper storage
Size of label
Process changes
EXAMPLE 1: CAUSE AND EFFECT DIAGRAM FOR “HIGH SCRAP OF
BARCODE LABELS” ILLUSTRATIVE

PARETO’S PRINCIPLE (80/20 RULE)
Examples:
● 80% of your business comes from 20%
of your customers
● 80% of your company’s assets are
owned by 20% of investors
● 80% of complaints arise from 20% of
customers
● 80% of your work results from 20% of
your effort
36
Effort Result
20%
20%
80%
80%
Important Not Important

Purpose:
● Identify and prioritize potential
failure modes
● Assess risks and their impact
● Improve processes and prevent
issues
FAILURE MODES AND EFFECTS ANALYSIS (FMEA)
When to Use:
● Product/process design or
changes
● Quality and safety improvement
● Compliance and risk reduction
● Continuous improvement efforts
37

EXAMPLE OF AN FMEA FORM
38
FMEA Form
Process Name: Prepared by: Page: of
Process Owner: FMEA Date (Orig.) Rev.
Process Step/
Input
Potential
Failure Mode
Potential Failure
Effects
SEVERITY
(S)
Potential
Causes
OCCURRENCE
(O)
Current
Controls
DECTECTION
(D)
RPN
Actions
Recommended
Responsibility
& Target
Completion
Date
Actions Taken
SEVERITY
OCCURRENCE
DECTECTION
RPN
What is the
process step or key
input under
investigation?
What can go
wrong with the
process step or
key input?
What is the impact on
the customer or key
output variables?
How
severe
is
the
effect
on
the
customer? What causes
the process
step or key
input to go
wrong?
How
often
does
the
cause
of
the
failure
mode
occur?
What controls
and procedures
exist that either
prevent or
detect the cause
of the failure
mode?
How
well
can
you
detect
cause
or
failure
mode?
S
x
O
x
D
What are the
actions for
eliminating or
reducing the
occurrence of the
cause, or
improving
detection of the
cause or failure
mode?
Who is
responsible for
the action?
When should it
be completed?
What are the
completed
actions taken
with the
recalculated
RPN?
0 0
0 0
0 0
0 0
0 0
Initial development of the FMEA Post-improvement activities
Improvement activities
ILLUSTRATIVE

Celebrate Success and Learn from
Failures
● Recognize and celebrate
successful 8D outcomes to
motivate the team
● Use failures as learning
opportunities for improvement
PRACTICAL TIPS FOR SUCCESS
Engage Top Management
● Involve top management in the 8D
process to show commitment and
set expectations
● Ensure they support resource
allocation and the cultural shift
toward continuous improvement
39

Operational Excellence Consulting is a
management training and consulting firm
that assists organizations in improving
business performance and effectiveness.
Based in Singapore, the firm’s mission is to
create business value for organizations
through innovative design and operational
excellence management training and
consulting solutions. For more information,
please visit www.oeconsulting.com.sg
ABOUT OPERATIONAL EXCELLENCE CONSULTING

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