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8D Problem Solving Report Template with Guidance

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This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.

Published in: Leadership & Management
  • Slide 14 IPO Analysis, in listing the parameters, I have found it helpful to list the risks (root cause) and the controls. Often, root cause is nothing more than a slippage on a specific control, so I tend to first check the controls and then look for new causes (saves a lot of time and effort if this is done up front during the Immediate Action - Slide 3.
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  • Just some OFI's: Slide 5 (D2) Re-occurrence?; I like to look at identifying the Real People, Real Place and Real Part of the problem, If "Owner" drills down to actual people involved where the potential break-out (Real Place = Location) occurred and "Process" allows for the real problem (part) to be viewed, then I am in agreement.
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8D Problem Solving Report Template with Guidance

  1. 1. 8D REPORT A Step by Step Problem Solving Process Written by: Siu Wai Au ASQ CSSBB, CQA, CMQ/OE, LBC-Sensei, PMP 1
  2. 2. DOCUMENTATIONDOCUMENTATION 2 Document Detail Case Number: Case Title: Opened Date: Prepared by: Reviewed by: Closed Date: Verified by: Approved by:
  3. 3. D1: Team Formation 建立團隊 D2: Problem Description 問題描述 D3: Immediate Action 即時行動 D4: Root Cause Analysis 原因分析 D5: Corrective Action 糾正行動 D6: Implement and Validate 執行及驗證 D7: Prevention 預防措施 D8: Closure 總結 3 TABLE OF CONTENTTABLE OF CONTENT
  4. 4.  Name 1, Process Engineer, Leader  Name 2, Project Manager  Name 3, Electrical Engineer  Name 4, Electrical Engineer  Name 5, Quality Engineer  Name 6 , Production Officer A cross-functional team shall be formed in order to tackle the problem, the team should include subject matter expert (who has relevant process knowledge), as well as the people who familiar with the problem solving tools. 4 D1: TEAM FORMATIOND1: TEAM FORMATION 建立建立 團隊團隊
  5. 5. DateDate 發生日期發生日期 LocationLocation 發生地點發生地點 // 場所場所 ProcessProcess 制程制程 CustomerCustomer 客戶客戶 Product P/NProduct P/N 品產品產 Failure RateFailure Rate 不良率不良率 OwnerOwner 責任人責任人 Problem StatementProblem Statement 問題陳述問題陳述 ImpactImpact 影响影响 Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) for the problem. 5 D2: PROBLEMD2: PROBLEM DESCRIPTIONDESCRIPTION 問題描述問題描述
  6. 6. D2: PROBLEM DESCRIPTIOND2: PROBLEM DESCRIPTION 問題描述問題描述 Illustrate the problem with Defects Pictures / Flow Chart / Process Mapping / Pareto Chart according to its nature. 6
  7. 7. D3D3 D3 Guideline 7 Risk AssessmentRisk AssessmentRisk AssessmentRisk Assessment Understanding of the Problem Defective Rate Stop Ship / Stop Build Decision Containment Action(s) Immediate Actions Traceability Data
  8. 8. AffectedAffected P/NP/N Stop ShipStop Ship DateDate ResumeResume DateDate Stop BuildStop Build DateDate Resume Date D3: IMMEDIATE ACTIOND3: IMMEDIATE ACTION 即時行動即時行動 8 Stop Build / Stop Ship Decide whether stop ship / stop build is required
  9. 9. WhereWhere How ManyHow Many DefectivesDefectives What to doWhat to do WhenWhen WIP - Shop Floor FG - Store Materials - Store Hubs/ In Transit Field End Customer D3: IMMEDIATE ACTIOND3: IMMEDIATE ACTION 即時行動即時行動 9 Containment Actions To prevent these problem / defectives from reaching the customer.
  10. 10. D4D4 D4 Guideline 5-Why5-Why Cause & Effect DiagramCause & Effect Diagram Pareto ChartPareto Chart IPO AnalysisIPO Analysis FMEAFMEA Fault Tree AnalysisFault Tree Analysis Statistical MethodStatistical Method 5-Why5-Why Cause & Effect DiagramCause & Effect Diagram Pareto ChartPareto Chart IPO AnalysisIPO Analysis FMEAFMEA Fault Tree AnalysisFault Tree Analysis Statistical MethodStatistical Method Team Knowledge Process Mapping Process Parameter Detection Cause(s) Systemic Cause(s) Direct Root Cause(s) Root Causes Analysis (RCA) Traceability Data 10
  11. 11. D4 Guideline Definition 11
  12. 12. D4: ROOT CAUSE ANALYSISD4: ROOT CAUSE ANALYSIS 根本原因分析根本原因分析 5-Why Analysis 五次為甚麼 Drilling down into a problem, digging out the root cause WHY? WHY? WHY? WHY? Cause of the Problem Cause of the 1st Cause Cause of the 2nd Cause Cause of the 3rd Cause Cause of the 4th Cause ProblemProblem WHY? 12
  13. 13. D4: ROOT CAUSE ANALYSISD4: ROOT CAUSE ANALYSIS 根本原因分析根本原因分析 Cause & Effect Diagram 因果圖 Brainstorm all the possible causes of the problem, circle the critical & controllable items ManMan MaterialMaterialMeasureMeasure PROBLEMPROBLEM MethodMethod MachineMachineEnvironmentEnvironment • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 13
  14. 14. Input Process Output 14 Input-Process-Output (IPO) Analysis Identify all possible causes of the problem by listing all the input parameters throughout the processes D4: ROOT CAUSE ANALYSISD4: ROOT CAUSE ANALYSIS 根本原因分析根本原因分析
  15. 15. D4: ROOT CAUSE ANALYSISD4: ROOT CAUSE ANALYSIS 根本原因分析根本原因分析 TypeType Item#Item# Root CausesRoot Causes Root Cause (Failure Mode) 1 2 Detection 3 4 Systemic 5 6 15 Conclusion of RCA
  16. 16. D5D5 D5 Guideline BrainstormingBrainstorming Benefit-Effort MatrixBenefit-Effort Matrix Mistake-ProofingMistake-Proofing Error-ProofingError-Proofing ChecklistChecklist BrainstormingBrainstorming Benefit-Effort MatrixBenefit-Effort Matrix Mistake-ProofingMistake-Proofing Error-ProofingError-Proofing ChecklistChecklistDetection Cause(s) Direct Root Cause(s) Generation of Corrective Actions Corrective Actions 16
  17. 17. D5: CORRECTIVE ACTIOND5: CORRECTIVE ACTION 糾正行動糾正行動 17 Benefit-Effort Matrix Brainstorm all the possible SOLUTIONS, select the best solution(s) base on the cost-effectiveness. BENEFIT EFFORT • werwe • ewrew • ewrew • erwe • 2fedv • • • • • • • • • • • • • • • • • • • • • • •
  18. 18. D5: CORRECTIVE ACTIOND5: CORRECTIVE ACTION 糾正行動糾正行動 Base on the root causes identified, list the corrective actions that are able to eliminate the root causes permanently. The corrective actions must be feasible and cost-effective. 18 Root Cause # Corrective Action(s) % Effect Est. Completion Date Owner 1
  19. 19. D6D6 D6 Guideline Hypothesis TestsHypothesis Tests Data Collection FormsData Collection Forms Hypothesis TestsHypothesis Tests Data Collection FormsData Collection Forms Sampling Method Deployed Corrective Actions Implement & Validation Process Validated Corrective Actions 19 New Process Sample Size Acceptance Criteria Results
  20. 20. D6: IMPLEMENT & VALIDATED6: IMPLEMENT & VALIDATE 執行及驗證執行及驗證 After the corrective actions are implemented, verify the result to determine the effectiveness of the actions taken. SamplingSampling MethodMethod Sample SizeSample Size CriteriaCriteria Est.Est. CompletionCompletion DateDate ResultResult Criteria Met?Criteria Met? 20
  21. 21. D7: PREVETION 預防措施D7D7 D7 Guideline BrainstormingBrainstorming Benefit-Effort MatrixBenefit-Effort Matrix Mistake-ProofingMistake-Proofing Error-ProofingError-Proofing ChecklistChecklist Control ChartsControl Charts FMEAFMEA Control PlanControl Plan BrainstormingBrainstorming Benefit-Effort MatrixBenefit-Effort Matrix Mistake-ProofingMistake-Proofing Error-ProofingError-Proofing ChecklistChecklist Control ChartsControl Charts FMEAFMEA Control PlanControl Plan Systemic Causes Weakness of Management System Preventive Actions Control Plan 21 New Procedure / Policies History of Similar Cases Corrective Actions
  22. 22. D7: PREVETIOND7: PREVETION 預防措施預防措施 If there are systemic cause identified, modification of the management systems, operation systems, practices, MI, and procedures might required to prevent recurrence of this and all similar problems. 22 RootRoot Cause #Cause # Preventive ActionsPreventive Actions % Effect% Effect Est. CompletionEst. Completion DateDate OwnerOwner
  23. 23. D8: CLOSURED8: CLOSURE 總結總結 State the conclusion, why the project can be closed like what are the objectives achieved, what is gained and in what extent, give your lesson learned, and explore the possibility of horizontal deployment. 23
  24. 24. 24 ATTACHMENTATTACHMENT

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