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8D Problem Solving Template by Operational Excellence Consulting

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This is a simple PowerPoint template to compile an Eight Disciplines (8D) problem solving report.

Simply follow the guidelines in the slides and insert your own content. Illustrations are provided so that you will quickly know at a glance what is required under each discipline or step of the 8D process. There is a list of deliverables at the end of each step which is helpful in guiding you what to include in the report.

Published in: Business

8D Problem Solving Template by Operational Excellence Consulting

  1. 1. 8D Problem Solving Template Template for compiling a Problem Solving report based on the Eight Disciplines process © Operational Excellence Consulting. All rights reserved.
  2. 2. NOTE: This is a PARTIAL PREVIEW. To download the complete template, please visit: http://www.oeconsulting.com.sg <Title of 8D Problem Solving Project>
  3. 3. 3 8D Problem Solving Steps Plan Establish the Team Describe the Problem Develop an Interim Containment Action Define & Verify Root Cause Choose & Verify Permanent Corrective Action Implement & Validate Permanent Corrective Action Prevent Recurrence 0 1 2 3 4 5 6 7 8 Recognize the Team
  4. 4. D0: Plan 1
  5. 5. 5 D0: Plan Plan Establish the Team Describe the Problem Develop an Interim Containment Action Define & Verify Root Cause Choose & Verify Permanent Corrective Action Implement & Validate Permanent Corrective Action Prevent Recurrence 0 1 2 3 4 5 6 7 8 Recognize the Team
  6. 6. 6 D0: Step Deliverables 1. Detailed information of customer complaint or problem. 2. Emergency response action (if appropriate) to protect customer. 3. Management approval to carry out 8D problem solving process. 4. High level project plan. 5. Create and update the 8D report.
  7. 7. 7 Project Schedule (Gantt Chart) 7 Aug 14 Aug 21 Aug 28 Aug 4 Sep 11 Sep 18 Sep 25 Sep 1 Oct 8 Oct 15 Oct 22 Oct 29 Oct D0: Plan D1: Establish the team D2: Describe the problem D3: Develop interim containment action D4: Define & verify root cause D5: Choose & verify permanent corrective action D6: Implement & validate permanent corrective action D7: Prevent recurrence D8: Recognize the team Define the schedule for problem solving using the 8D process.
  8. 8. D1: Establish the Team 2
  9. 9. 9 D1: Establish the Team Plan Establish the Team Describe the Problem Develop an Interim Containment Action Define & Verify Root Cause Choose & Verify Permanent Corrective Action Implement & Validate Permanent Corrective Action Prevent Recurrence 0 1 2 3 4 5 6 7 8 Recognize the Team
  10. 10. 10 Name of Project Team (e.g. Problem Busters) Insert your team photo here.
  11. 11. 11 Project Team Team Leader Enter Name Team Member 1 Enter Name Team Member 2 Enter Name Team Member 3 Enter Name Team Member 4 Enter Name Project Sponsor Enter Name Project Champion Enter Name
  12. 12. D2: Describe the Problem 3
  13. 13. 13 D2: Describe the Problem Plan Establish the Team Describe the Problem Develop an Interim Containment Action Define & Verify Root Cause Choose & Verify Permanent Corrective Action Implement & Validate Permanent Corrective Action Prevent Recurrence 0 1 2 3 4 5 6 7 8 Recognize the Team
  14. 14. 14 D2: Step Deliverables 1. Process definition and scope. 2. Data / SPC analysis. 3. Problem description. 4. Confirmation by the customer. 5. Update the 8D report.
  15. 15. 15 Process Map Map out the current process. Use a flowchart or a process map. ILLUSTRATIVE
  16. 16. 16 60 50 40 30 20 10 0 Types of Scrap in XT3120 Production Labels form the largest group of scrap. Labels Balance Weight Gasket Screws Others Percent of Scrap Type of Part Scrapped Construct a Pareto chart to highlight the main problem(s). If necessary, drill down further by splitting the highest bar(s) with another Pareto chart. Pareto Chart ILLUSTRATIVE
  17. 17. 17 “Is / Is Not” Worksheet IS / IS NOT WORKSHEET Problem Statement (What is wrong with what?) IS IS NOT DISTINCTIONS CHANGES TEST FOR MOST LIKELY CAUSES (+) (-) (?) Describe what does occur Describe what does not occur, but could occur What could explain the IS-IS NOT? (People, Methods, Materials, Machines, Environment) What has changed in, on, around or about this distinction? When did it change? Define possible root cause theory What? Object: Defect: Where? Where is the object when the defect is observed? Where is the defect on the object? Are there any pattern or trends identifiable? When? When was the defect observed first? Can or was the defect be observed before, during or after other events? When since has the defect occurred? Are there any pattern or trends identifiable? How Big? How many objects have the defect? What is the size of a single defect? How many defects are on each object? Are there any pattern or trends identifiable?
  18. 18. 18 Examples of Problem Description 1. 20% of the blue finished lampshades are consistently rejected for paint runs on the top flat. Defects are not seen before the finish coat is applied. 2. Customers in the Northern region are dissatisfied with the ordering service. During the past three months, errors have increased by 23% while complaints from the other regions have remained stable in the same period. 3. Since the rationalization of the patient registration services at the St. Andrew’s Hospital, complaints of long waiting times have increased by 35% when the patient traffic has increased by only 7%.
  19. 19. 5 D4: Define & Verify Root Cause
  20. 20. 20 Identification of Root Causes HIGH SCRAP OF BARCODE LABEL MAN MACHINE Torn MATERIAL METHOD Handling Wrinkled 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 Legend Suspected root causes Use the fishbone diagram or 5 whys analysis to identify the possible root causes. ILLUSTRATIVE
  21. 21. 21 Identify Countermeasures No. Causes Solution 1 Wrong orientation / To change the label roll stock dimensions so that it process change is symmetrical from either edge. 2 Printwheel dirty Establish maintenance schedule, proper cleaning agent and cleaning method. 3 Worn print ribbon Establish maintenance and replacement schedules. 4 Damage/torn Establish proper handling procedures. For each root cause, identify the best solution to correct the problem. ILLUSTRATIVE
  22. 22. D5: Choose & Verify Permanent Corrective Action 6
  23. 23. 23 Countermeasures Selection Criteria Matrix Selection Criteria Matrix (1=Bad, 10=Good) Countermeasures M1 M2 M3 M4 M5 Total Score Countermeasure #1 2 8 6 4 2 22 Countermeasure #2 2 3 6 4 6 21 Countermeasure #3 2 5 5 6 2 20 Countermeasure #4 4 8 3 2 2 19 Countermeasure #5 5 8 5 2 2 22 Examples of Selection Criteria: M1 = Easy to Implement M2 = Feasible M3 = Cost Effective M4 = Robust M5 = Risk ILLUSTRATIVE
  24. 24. 7 D6: Implement & Validate Permanent Corrective Action
  25. 25. 25 60 50 40 30 20 10 0 40% improvement Barcode Label 1 Label 2 Label 3 Label 4 Label 5 Types of Part Scrapped Before After Pareto Chart Comparison Use a Pareto chart to compare the ‘Before’ and ‘After’. Highlight the improvement made in %. ILLUSTRATIVE
  26. 26. 26 Risk Assessment Process or Product Name: Prepared by: Page ____ of ____ Responsible: FMEA Date (Orig) ______________ (Rev) _____________ Process Function Potential Failure Mode Potential Effects of Failure S E V Potential Cause(s)/ Mechanism(s) of Failure O C C Current Process Controls D E T R P N Recommended Action(s) Responsibility and Completion Date Action Results Actions Taken S E V O C C D E T R P N The highest value process steps from the C&E matrix. In what ways might the process potentially fail to meet the process requirements and/or design intent? What is the effect of each failure mode on the outputs and/or customer requirements? How Severe is the effect to the cusotmer? How can the failure occur? Describe in terms of something that can be corrected or controlled. Be specific. How often does the cause or failure mode occur? What are the existing controls and procedures (inspection and test) that either prevent or detect occurrence? How well can you detect cause or FM? SEV x OCC x DET What are the actions for reducing the occurrence, or improving detection, or for identifying the root cause if it is unknown? Should have actions only on high RPN's or easy fixes. Who is responsible for the recommended action? List the completed actions that are included in the recalculated RPN. Include the implementation date for any changes. What is the new severity? What is the new process capability? Are the detection limits improved? Re-compute RPN after actions are complete. Manager completion of change form Not filled out correctly Outdated employee information in current profile 6 No incentive for Manager to comply completely with requirement 7 HR checklist for projects to be completed upon change in employee status 3 126 Issue delinquency report C.C. Largelist 5/1/00 Procedure changed to include delinquency report 7/15/00 5 2 3 30 Communication from Cust Service to Supporting Dept Representative No direct communication Delayed transfer of customer case 9 No formal liaison 4 Customer complaints 8 288 ID Dept liaison for all supporting Departments Slim Pickins 8/3/00 Procedure changed, Dept liaisons identified 8/31/00 9 2 4 72 0 0 0 0 0 0 Perform an FMEA on the proposed solutions. ILLUSTRATIVE
  27. 27. ILLUSTRATIVE 27 Update SOP & Work Instructions; Set up monitoring system Internal Quality Checklist 3. Monitoring Regular Monitoring of Process  Weekly Compliance Audit by Quality Team  Weekly Return Rate Monitoring Work Instruction & New Quote Process Define SOPs, work instructions or standard work for the improved process. Set up a simple monitoring system.
  28. 28. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  29. 29. 29 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  30. 30. END OF PARTIAL PREVIEW To download this presentation, please visit us at: www.oeconsulting.com.sg © Operational Excellence Consulting. All rights reserved.

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