The 8D report is a quality management tool designed for cross-functional teams to effectively solve problems by identifying root causes and implementing corrections. It includes eight disciplines: planning, team establishment, problem definition, developing interim actions, root cause analysis, implementing permanent corrections, preventing recurrence, and recognizing team efforts. This structured approach helps organizations address issues comprehensively, ensuring that problems do not recur by documenting processes and solutions.

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What is 8D report?
Author
Nikesh Desai

2. What is 8D Report?
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8-D is a quality management tool and is a vehicle for a cross-functional team to
articulate thoughts and provides scientific determination to details of problems and
provides solutions. Organizations can benefit from the 8-D approach by applying it to
all areas in the company. The 8-D provides excellent guidelines allowing us to get to
the root of a problem and ways to check that the solution actually works. Rather than
healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
The 8 Disciplines:
Planning
Stage
Establishing
team
Problem
Definition
Developing
interim
corrective
action
Identify and
verify root
cause
Identify
PCA
Implement
and
validate
PCA
Preventing
recurrence
Recognizing
Team
Efforts

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Let us understand each discipline and the activities to be carried out in each.
The planning Stage- 0D
The 8-D method of problem solving is appropriate in "cause unknown" situations and
is not the right tool if concerns centre solely on decision-making or problem
prevention. 8-D is especially useful as it results in not just a problem-solving process,
but also a standard and a reporting format.
Does the problem warrant/require an 8D? If so, it is planned by CFT in initial stage.
In this it is also decided whether the supplier should provide any emergency action
or not. Generally emergency actions are always required to stop the multiplication of
error in the production line.
The next step is to form the CFT or in simple language we can say, Problem solving
team.
Establishing Team- 1D
Here you have to establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to
solve the problem and implement corrective actions. The team selection should be
done wisely to reach the root cause.

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What should be considered while establishing a team?
 Team Goals: Goals expected should be clearly identified and mentioned.
These goals help in unilateral thinking of the whole team.
 Team Objectives: Each member of the team should be allotted an objective
so that the process can be completed in shortest span of time and with
maximum accuracy.
 Team description: Team members should be identified by their name,
designation, department and more importantly their responsibility. Experience
should always be the priority.
Once the team is form next step is to explain them the problem definition or the
statement which is delivered by the customer or the external party.
Problem Definition/ Statement/ Description- 2D
This is the starting point of problem solving. In problem definition, you need to have
“correct” problem description to identify causes. You must always use terms that are
understood by all. More complex you write more difficult it would be to solve the
problem.
Always keep it as simple as possible.
Problem definition should consider following details very minutely filled:
A. First part:
 Part number, customer name, reference number, mail reference
 Sketch or the image of the problem (if provide0. If this is not provided you
always have the right to ask for it, as picture are more explanatory than
words.

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 List of all the data and documents that might help you to define the problem
more exactly. Simultaneously prepare a rough process flow diagram for the
problem.
If you have the picture it can be used as a mean to reach the root cause. Other
details are just to trace the part.
B. Second part:
 This part is a brainstorming part. Here you start thinking about the how, when
what and who is responsible for the problem. This is a very important step.
 It should be always preferred to be unbiased while thinking about these
questions.

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C. Third part:
 This is the final stage when you actually define the problem.
 Above two stages are considered while defining the problem.
 By the end of this stage you will feel that many queries are resolved.
Developing Interim Containment Action- 3D
This is the first stage where you actually start the actions. Here you have to decide
the basic action to prevent the passage of defects to customers. These actions might
be temporary, no worries, these are like band aid to the defective system.
Few examples of actions are as follows:
 Stopped all current dispatches
 Rechecking of the ready to go packages
 Quarantining the suspect machine or process.
You need not to worry if these actions are not the permanent actions.
Mention all the action planned in the available space.
Identifying and verifying root cause- 4D
This is the heart of this process. This is the section which needs major attention and
thinking. Root cause identification can be done in phases. We have added two
different methods to find out the root cause. For simplicity you can use either of both

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or both. To start with the root cause, CFT needs to brainstorm on the issue. Now, to
come up with the solution one needs to identify where the problem actually could be.
Hence use Fish Bone Diagram.
While preparing diagram, ask two questions always:
1. How is it made?
2. Why did it get out?
 How is it made?
In this question you have to point out the mode of generation of the defect. It can be
because of machine, method, man, environment, material or measurement.
 Why is it made?
In this question you have to mention the reason due to which the defect could get generated.
Once you have completed answering the about question you have to conduct next analysis
called as Why-Why analysis.

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Why-Why analysis should be carried out for each of the topic identified in the fish
bone diagram. This analysis marks as a tool for reaching depth of the root cause.
Once the last why is achieved, root cause is identified. Now the actions are to be
planned on this root cause. The action plan is to be noted down in the next section
as below:
Once the action plan is prepared, you have to execute them and find out the
permanent corrective actions.
Identifying Permanent Corrective Action- 5D
By the time you reach this stage, you are almost ready with the type of actions you
need to take to prevent the defect. The actions which are most suitable and
appropriate should be mentioned in this section. Each action should be documented
here.
Implementing and validating PCA- 6D
After you have decided the permanent corrective action, now it is the time to
implement and validate whether they are actually working or not. While implementing
each step should be noted in separate paper so that if any problem is faced it can be
identified easily. The results of the implementation and validation should be
maintained for future reference and should also be recorded in the lesson learnt
card.

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Preventing Recurrence- 7D
Once the actions are implemented, it should be ensured that the problem should not
repeat. Thus preventing recurrence is to be done. Here, you have to simply identify
other similar processes where, this problem may exist or get generated. You have to
note down each process and also have to assign the responsibility to a person. It
should be done as the table mentioned below:
Once the similar systems are addressed, it should also be reflected in the system
documents. Documentation is the most important part, as this is the only record
which you can refer in future.
The documents which should be reviewed are:
 Management System manual
 Manufacturing/Inspection Work Instruction
 Process Flow harts
 Process Control plan
 DFMEA/PFMEA
 Gages
 PPAP & engineering Change Approval

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It should be carried out as per following table:
Recognizing team efforts- 8D
Last stage is appreciating the team for their efforts. The simple this exercise looks
but it is not that simple. It is a time consuming task. The team assigned is required to
input their efforts. Thus this step should always be preferred at the end. This
motivates the member to participate in such activities. Simultaneously reviews
should also be recorded.

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Action Item table should at least contain following terms:
I hope you liked this session. Move ahead for more such topics.
Suggestions and corrections are warmly welcomed.