The document provides an overview of the 8D problem solving process, outlining the key activities and tools used in each phase to define and solve problems. It discusses establishing a problem solving team, describing the problem through a problem statement and analysis tools, developing interim containment actions, and defining and verifying root causes. A case study example is used throughout to demonstrate how to apply the concepts and tools.
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Operational Management Problem Solving Techniques which must be practiced in Industry for any problem solving.
Ahsan Saleem
Assistant Manager
Honda Atlas Cars Pakistan Ltd.
+92-301-4872771
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Operational Management Problem Solving Techniques which must be practiced in Industry for any problem solving.
Ahsan Saleem
Assistant Manager
Honda Atlas Cars Pakistan Ltd.
+92-301-4872771
The TWI program has proven to be effective in providing shopfloor supervisors and team leaders with the skills they need to engage people in Lean activities.
This presentation is a collection of PowerPoint diagrams, tools and templates used to convey various Training Within Industry (TWI) frameworks/models. They include:
Job Instruction Breakdown Sheet
Job Instruction Training Timetable
Job Methods Breakdown Sheet (simple)
Job Methods Breakdown Sheet (8.5x11)
Job Methods Breakdown Sheet (8.5x14)
Job Methods Improvement Proposal Sheet
Job Relations Situation Analysis Sheet
Job Safety Breakdown Sheet
Problem Solving Problem Analysis Sheet
Problem Solving Causation Analysis Sheet
JI Pocket Card
JM Pocket Card
JR Pocket Card
JS Pocket Card
Introduction
Definition of Root Cause Analysis(RCA).
Benefits of RCA
Techniques and tools of RCA
Examples
Corrective Action (CA)
Preventive Action (PA)
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.
Learn more about it in following slides.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-global-8d-problem-solving-process/
“If I had an hour to save the world I would spend 59 minutes defining the problem and one minute finding solutions .” – Albert Einstein
The 8D (Eight Disciplines) Problem Solving Process is a team oriented and structured problem solving methodology that is mainly used to identify, correct and eliminate recurring problems.
The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishes corrective and preventive actions.
The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later popularized by the Ford Motor Company in the ‘60s and ‘70s.
Today, the 8D Problem Solving Process has become a standard in many industries as problem solving or improvement process, as internal Corrective Action Request (CAR) Process or as Supplier Corrective Action Request (SCAR) Process. The 8D Problem Solving Process can be an integral part of an Operational and Process Excellence initiative.
The benefits of a systematic Problem Solving Process are obvious.
• Create a shared understanding about how to systematically solve problems.
• Strengthen cross-functional teamwork, problem solving and collaboration capabilities.
• Reduce defects, lead times and costs through effective problem solving.
• Identify the underlying root cause(s) by applying effective problem solving tools.
• Develop effective process controls to prevent recurrence of known problems.
• Establish a systematic documentation of the Problem Solving Process.
The 8D Problem Solving Process follows a systematic methodology using eight step or disciplines.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide 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.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center 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 this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
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.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
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 (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
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 (degraded performance)?
Is the process 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 .
Learn about, the problem solving method, problem definition, generating solutions, analysing and selecting solutions, planning your next steps, recording lessons learned,
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Project management
A Project is a temporary attempt undertaken to create, adapt or stop a unique product or service. There is a clear definition of what needs to be delivered. It has a start and an end, it is temporary, and it is resulting in something unique and is outside of normal operations.
A project life cycle is a collection of generally sequential and sometimes overlapping project phases.
Feasibility study of the project
Budget Range and estimations
High level planning
High level scope
High level requirements
Start of project management :
Project management plan is the project baseline (budget baseline, scope baseline, schedule baseline). Progress will be measured against the baseline (are we on track ? time? budget?).
Quality assurance on budget, scheduling/timing, governance, risks, reporting, communication, resources, documents, outsourcing, change
If it is not a one-time project, then the procedure must be standardized.
Performance indicators
Lessons learned
Steps for the project manager:
Understanding the context. What is the strategy behind this project. What is the need or business problem/issue? What are the objectives and the success criteria of the project? When can we say that we have reached our goal ? What is the relation between the objectives and the means at your disposal (what is needed to do the project and what is the action plan to develop the missing skills or knowledge) ? What is the level of hostility of the environment?
Setting up logs of the business problem/issue to measure the problem
Defining the scope by gathering data via interviews or brainstorming
Define a project plan with phases (1) analysis phase of current situation “as-is”, (2) proposed solutions phase for the “to-be” situation, (3) implementation phase, and with room for uncertainties (contingency)
Setting up early warning systems (KPI)
What are the risks ? What is the action plan against it? Risk is a feared event that is not predictable. Every risk has a level of probability and a level of impact.
Carrying out the project : making the deliverables (e.g. coding, development, definition of parameters, interface, documentations, testing, prototype, end to end test), communication of it and provide feedback to client.
Project closing: handover, presentation, training.
Problem solving techniques :
Understand the business situation and make a list of the issues with the current situation in well defined activities (organizational issues, cultural issues, personal issues) “as is situation”
Define the most feasible solution or the requirements for the solution “to be situation”
Requirements describe how to develop and specify pieces of work in enough detail to allow them to be successfully implemented by a project team (work breakdown structure)
8D report, is a tool to identify the root cause of any failure or complaint raised by customer. the customer can be internal or external. this tool is very useful to find in depth root cause of the failure. For more details, download the tool and try it yourself.
The format is self explanatory.
The TWI program has proven to be effective in providing shopfloor supervisors and team leaders with the skills they need to engage people in Lean activities.
This presentation is a collection of PowerPoint diagrams, tools and templates used to convey various Training Within Industry (TWI) frameworks/models. They include:
Job Instruction Breakdown Sheet
Job Instruction Training Timetable
Job Methods Breakdown Sheet (simple)
Job Methods Breakdown Sheet (8.5x11)
Job Methods Breakdown Sheet (8.5x14)
Job Methods Improvement Proposal Sheet
Job Relations Situation Analysis Sheet
Job Safety Breakdown Sheet
Problem Solving Problem Analysis Sheet
Problem Solving Causation Analysis Sheet
JI Pocket Card
JM Pocket Card
JR Pocket Card
JS Pocket Card
Introduction
Definition of Root Cause Analysis(RCA).
Benefits of RCA
Techniques and tools of RCA
Examples
Corrective Action (CA)
Preventive Action (PA)
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.
Learn more about it in following slides.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-global-8d-problem-solving-process/
“If I had an hour to save the world I would spend 59 minutes defining the problem and one minute finding solutions .” – Albert Einstein
The 8D (Eight Disciplines) Problem Solving Process is a team oriented and structured problem solving methodology that is mainly used to identify, correct and eliminate recurring problems.
The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishes corrective and preventive actions.
The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later popularized by the Ford Motor Company in the ‘60s and ‘70s.
Today, the 8D Problem Solving Process has become a standard in many industries as problem solving or improvement process, as internal Corrective Action Request (CAR) Process or as Supplier Corrective Action Request (SCAR) Process. The 8D Problem Solving Process can be an integral part of an Operational and Process Excellence initiative.
The benefits of a systematic Problem Solving Process are obvious.
• Create a shared understanding about how to systematically solve problems.
• Strengthen cross-functional teamwork, problem solving and collaboration capabilities.
• Reduce defects, lead times and costs through effective problem solving.
• Identify the underlying root cause(s) by applying effective problem solving tools.
• Develop effective process controls to prevent recurrence of known problems.
• Establish a systematic documentation of the Problem Solving Process.
The 8D Problem Solving Process follows a systematic methodology using eight step or disciplines.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide 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.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center 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 this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
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.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
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 (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
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 (degraded performance)?
Is the process 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 .
Learn about, the problem solving method, problem definition, generating solutions, analysing and selecting solutions, planning your next steps, recording lessons learned,
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Project management
A Project is a temporary attempt undertaken to create, adapt or stop a unique product or service. There is a clear definition of what needs to be delivered. It has a start and an end, it is temporary, and it is resulting in something unique and is outside of normal operations.
A project life cycle is a collection of generally sequential and sometimes overlapping project phases.
Feasibility study of the project
Budget Range and estimations
High level planning
High level scope
High level requirements
Start of project management :
Project management plan is the project baseline (budget baseline, scope baseline, schedule baseline). Progress will be measured against the baseline (are we on track ? time? budget?).
Quality assurance on budget, scheduling/timing, governance, risks, reporting, communication, resources, documents, outsourcing, change
If it is not a one-time project, then the procedure must be standardized.
Performance indicators
Lessons learned
Steps for the project manager:
Understanding the context. What is the strategy behind this project. What is the need or business problem/issue? What are the objectives and the success criteria of the project? When can we say that we have reached our goal ? What is the relation between the objectives and the means at your disposal (what is needed to do the project and what is the action plan to develop the missing skills or knowledge) ? What is the level of hostility of the environment?
Setting up logs of the business problem/issue to measure the problem
Defining the scope by gathering data via interviews or brainstorming
Define a project plan with phases (1) analysis phase of current situation “as-is”, (2) proposed solutions phase for the “to-be” situation, (3) implementation phase, and with room for uncertainties (contingency)
Setting up early warning systems (KPI)
What are the risks ? What is the action plan against it? Risk is a feared event that is not predictable. Every risk has a level of probability and a level of impact.
Carrying out the project : making the deliverables (e.g. coding, development, definition of parameters, interface, documentations, testing, prototype, end to end test), communication of it and provide feedback to client.
Project closing: handover, presentation, training.
Problem solving techniques :
Understand the business situation and make a list of the issues with the current situation in well defined activities (organizational issues, cultural issues, personal issues) “as is situation”
Define the most feasible solution or the requirements for the solution “to be situation”
Requirements describe how to develop and specify pieces of work in enough detail to allow them to be successfully implemented by a project team (work breakdown structure)
8D report, is a tool to identify the root cause of any failure or complaint raised by customer. the customer can be internal or external. this tool is very useful to find in depth root cause of the failure. For more details, download the tool and try it yourself.
The format is self explanatory.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
1. 1 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Welcome to
8D Problem Solving Process - An Overview
Clinic #2
ASQ Orange Empire Monthly Dinner Meeting
February 12, 2013
Frank G. Adler, Ph.D.
Principal & Managing Partner
Operational Excellence Consulting LLC
info@operational-excellence-consulting.com
www.operational-excellence-consulting.com
2. 2 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
8D Problem Solving Process - An Overview
Presenter: Frank G. Adler
Operational Excellence Consulting
“People and their managers are working so
hard to be sure things are done right, that they
hardly have time to decide if they are doing the
right things.”
Stephen R. Covey
3. 3 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Learning Outcomes:
understand the purpose and objectives of each phase of the
8D Problem Solving Process
learn how to utilize key problem solving tools in each phase
of the 8D Problem Solving Process
use assessing questions effectively at the end of each phase
of the 8D Problem Solving Process
be able to apply some of the problem solving tools and
key learning points on a simple case study
Case Study: We will have a case study throughout the presentation
so that you can apply and practice some of the key learning points.
Purpose Key Learning Points
4. 4 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Problem Solving Process - The Terminology
Symptom – A quantifiable event or effect, experienced by a Customer
(internal external), that may indicate the existence of one or more problems.
Problem – A deviation from an expectation, standard, or status quo; a
perceived gap between the existing state and a desired state. In the context of
the 8D Problem Solving Process the cause(s) of the problem is not known.
Possible Cause – Any cause, identified through Process Mapping and C E
Matrix, Why-Why Diagram or Fishbone Diagram, that describes how an effect
may occur.
Most Likely Cause – A theory, based on available or collected data, that
best explains the problem description.
Root Cause – A verified cause that convincingly supports and explains
ALL facts available and thus accounts for the problem; verified passively and
actively, by making the problem come and go. Root causes are the
fundamental, underlying reasons for a problem, e.g. management policies,
product design, system design, process capabilities, technology constraints,
standard operating procedures and human errors.
5. 5 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Problem Solving Process - The Tool Box
If you only have a hammer, everything looks like a nail.
→ You need the right tools for the right tasks.
6. 6 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
The 8D Problem Solving Process
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
7. 7 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Purpose: Establish a small group of people with the process and/or product
knowledge, allocated time, authority, and skills in the required technical
disciplines to solve the problem and implement corrective actions. Review
and scope the problem or improvement opportunity.
Review priorities, scope and complexity
Identify if a team is needed
Identify team members and establish the team
Nominate a team leader, project champion and facilitator
Establish roles and responsibilities
Establish basic team guidelines
Consider team building exercises
“Establish the Team” Key Activities
8. 8 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
The Problem Solving Team:
Are the people affected by the problem represented?
Does each person have a reason for being on the team?
Do the team members agree on membership?
Is the team large enough to include all necessary input, but small
enough to act effectively?
The Team Leader has been identified?
The Champion of the team has been identified?
Need for a Facilitator to coach the process has been
considered?
Have the roles and responsibilities been reviewed?
“Phase 1” Checklist Questionnaire
9. 9 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
The 8D Problem Solving Process
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
10. 10 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Purpose: Describe the internal or external problem by identifying “what is wrong
with what” and detailing the problem in quantifiable terms.
Develop a Problem Statement
Develop a Problem Description using the “IS – IS NOT Matrix”
Develop a flowchart of the process and identify critical process steps with
respect to the Problem Description and Escape Point(s)
Determine whether the problem describes a “something changed” or a
“never been there” situation
Develop a Cause Effect Matrix, Why-Why Diagram or Fishbone Diagram
to identify “all” possible causes?
Establish a high-level project plan, including milestones,
project goals and objectives
“Describe the Problem” Key Activities
11. 11 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
There are two steps to develop a good Problem Statement.
The first step is used to identify the object and the defect and develop the
initial Problem Statement.
The object and the defect are defined by asking “What is wrong with what?”
“What is wrong?” is the defect
The defect is an unwanted characteristic present in a product or
process – broken, missing, wrong, too short, …
“… with what?” is the object
The object is the name given to a specific product or process that
exhibits the defect
The Problem Statement (Step 1)
12. 12 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
The 5 Why’s
Description: The 5 Why’s Analysis helps to identify the final problem
statement or in some cases even the root cause.
Step 1: Develop an initial problem statement of the specific problem to be
solved. Write it in the upper left corner of a piece of paper, flip chart or white
board.
Step 2: Ask “Why?” this problem does or could occur. Write the cause (object
defect) underneath the initial problem statement.
Step 3: The cause identified in Step 2 now becomes a new problem statement.
Repeat Step 2 and ask “Why?”, e.g. “Why would this situation occur?, again.
Step 4: Continue Step 2 and Step 3 until you cannot for certain answer the
question or reach an answer that is fundamental and actionable.
13. 13 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Once the initial problem statement (object defect) is established, the second step
is to use the “5 Why’s” and ask “Why would this situation occur?” or “Why is
that happening to that object?”
The objective of this step is to refine the initial problem statement to
determine the problem, rather than the symptom of the problem
focus efforts on a single problem with a single root cause
get as near as possible to the root cause using existing knowledge
information
check if the root cause of the problem is really unknown
If you are certain that you have found the root cause, then you can immediately go
to Phase 4 “Define and Verify Root Cause” and test your root cause theory.
However, if the cause is unknown and there is a need to find the root cause, then
the last object and defect with an unknown cause is the final Problem Statement.
The Problem Statement (Step 2)
14. 14 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Problem Statement - Example
What is the Problem Statement (Object Defect)?
WHY? → The tool was not in inventory.
WHY? → The Supplier did not deliver the replacement tools.
WHY? → The Supplier did not receive our Purchase Order on-time.
WHY? → We did not submit the Purchase Order on time.
WHY? → We did not have the “right” rework tool.
WHY? → We don’t know.
Initial Problem
Statement
Final Problem
Statement
15. 15 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Case Study Group Work 1
The Task:
Read the introduction to the “Felt Tip Marker” Case Study
Develop the Problem Statement for the Case Study
5 Minutes
16. 16 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Process Flowchart
Most problem solving projects will require a process flowchart as the problem is
associated with a process that is failing. The team needs to understand how
that process works or at least is intended to work.
A Process Flowchart is a graphical process description of the work flow or
activities using standard symbols for each of the activities.
Different types of activities are described with standard symbols. The problem
areas in the process are often relatively easy to discover when assessing the
flowchart.
An ellipse shows the start and the end point of the process.
A box describes an activity or process step.
A diamond shows a decision making step.
An arrow shows the direction from one activity to another.
17. 17 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Change-Induced” vs. “Day-One-Deviation”
Change
Performance SHOULD
Past Present
DEVIATION
When the process performance once met
the SHOULD and no longer does, then
you have a “Change-Induced” problem.
Performance ACTUAL
Performance SHOULD
Present
DEVIATION
Day One
When a condition required for achieving the
SHOULD never existed, then you have a
“Day-One-Deviation” problem.
18. 18 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
The Problem Description
The Problem Description defines the boundaries of the problem, in terms of what it is
and what it is not but could be.
Scientific description of any event can be made by providing information on
What the problem is and what it is not but could be?
IS - The long brackets are missing
IS NOT - The short brackets are not missing (but could be)
Where the problem is and where it is not but could be?
IS - The order entry defects are in direct ship orders
IS NOT - The order entry defects are not in stock orders (but could be)
When the problem occurs and when it does not but could?
IS - The clips started breaking in early 2010
IS NOT – The clips did not break before early 2010 (but could have)
How big the problem is and how big it is not but could be?
IS - About 50% of the paychecks are incorrect
IS NOT – Not all paychecks are incorrect (but could be)
19. 19 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
The “IS – IS NOT” Matrix
PROBLEM SOLVING PROCESS WORKSHEET
Problem Statement
(What is wrong with what?):
Red Felt Tip Marker Leaks
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, Material,
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?
1
2
3
4
5
2
3
4
5
20. 20 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Case Study Group Work 2
The Task:
Study the “Felt Tip Marker” Case Study (Part 1) thoroughly
Develop the Problem Description for the Case Study
30 Minutes
21. 21 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Case Study - Problem Description
PROBLEM SOLVING PROCESS WORKSHEET
Problem Statement
(What is wrong with what?):
Red Felt Tip Marker Leaks
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, Material,
Machines, Environment)
What has changed in, on, around or
about this distinction? When
did it change?
Define Possible Root Cause
Theory
What?
Object: Red felt tip marker Blue, black or green marker
Defect: Leaks Totally dry
Where? Tip Barrel (side or base)
Where is the object when the
defect is observed? Where is the
defect on the object? Are there
any pattern or trends identifiable?
Both our place and next door Just us or just next door
All other places/customers No other places/customers
When? First seen two weeks ago Before two weeks ago
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?
Daily Just some days
Continuing Stopped
Last ten days shipments Just some daily shipments
Upon arrival
Develops later (on shelf) in supply
room
How Big? All red felt tip markers (100%)
Just some red felt tip markers (less
than 100%)
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?
All shipments Just some shipments
All ten per day Less than 10 per days
Slow drip Steady or pressurized stream
22. 22 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Identifying Possible Causes
To learn more about a specific problem and identify “all” possible
causes, the following tools are often very helpful and widely used.
Process Flowchart and Cause Effect Matrix or
Why – Why Diagram or
Fishbone Diagram
These tools work really great in a team environment to ensure that
everyone has a voice and every voice is being heard.
Select the Cause Effect Matrix, the Why-Why Diagram or the
Fishbone Diagram based on the problem you try to solve and/or your
personal or team’s preference.
23. 23 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Cause-and-Effect or Ishikawa Diagram is another way of looking at the possible
causes of a problem. It organizes large numbers of possible causes into pre-
defined categories, e.g. 4Ms 1 E or 4 Ps, or team-defined categories.
Fishbone Diagram - Phase 1
4M’s = MEN
METHODS
MATERIALS
MACHINES
+ ENVIRONMENT
4P’s = PEOPLE
PRODUCT
PRICE
PROMOTION
Machines
Materials Methods
Environment
Trunk
Primary Possible Cause Category
Main Branch
Minor Branch
Second-Level
Possible Causes
Men/People
Problem
Statement
24. 24 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Problem Statement:
The initial question “What’s wrong with what?” has been answered?
The “5 Why’s” were used to asking questions “Do we know for certain
why this is occurring?”
A final problem statement (or specific root cause) has been defined
(object and defect) and documented?
Problem Description:
A thorough “IS – IS NOT” Analysis has been performed (what, where,
when, how big) and documented?
The problem description has been confirmed as to what
the Customer and/or affected party(s) are experiencing?
Physical evidence of the problem has been obtained?
“Phase 2” Checklist Questionnaire
25. 25 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 2” Checklist Questionnaire
Problem Description (cont.):
Determination has been made as to whether this problem describes
a “Change-Induced” or a “Day-One-Deviation” situation?
The current process flow has been identified and documented (if
applicable)?
Process detail has been reviewed to determine where this problem
first appears?
Problem pattern(s) has been considered / evaluated?
Similar components and/or parts have been reviewed for the same
problem?
All required data has been collected and analyzed?
A Cause Effect Matrix, Why-Why Diagram or Fishbone
Diagram has been developed to identify possible causes?
26. 26 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
The 8D Problem Solving Process
27. 27 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Develop Interim Containment Actions” Key Activities
Purpose: Define, verify and implement Interim Containment Action to isolate
the effects of the problem from any internal and/or external Customer until
Permanent Corrective (Preventive) Action are implemented.
Define potential Interim Containment Action
Verify effectiveness of potential Interim Containment Action
Select and implement Interim Containment Action
Validate effectiveness of implemented Interim Containment Action with
the Customer
28. 28 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 3” Checklist Questionnaire
Planning:
Appropriate departments have been involved in the planning of the
Interim Containment Action
Plans, including action steps, have been developed considering who
needs to do what by when?
The Customer’s viewpoint has been considered for the Interim
Containment Action
The Customer’s approval has been obtained?
A validation method for the Interim Containment Action has been
determined?
Post Implementation:
The validation data indicates that the Customer is being
protected from the symptom of the problem?
29. 29 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
The 8D Problem Solving Process
30. 30 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Define and Verify Root Causes” Key Activities
Purpose: Isolate and verify the root cause by testing each root cause theory
against the Problem Description and supporting data. Isolate and verify the
place in the process where the effect of the root cause could have been
detected and contained but was not (escape point).
Establish any additional data collection plans needed to learn more about
the problem and/or possible causes.
Utilize the Cause Effect Matrix, Why-Why Diagram or Fishbone Diagram
created earlier to identify the most likely cause(s).
Isolate and verify the most likely cause(s) by testing each Root Cause
Theory against the Problem Description and the
collected data.
Isolate and verify the place in the process where the
effect of the root cause could have been detected
and contained but was not (escape point).
31. 31 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Comparative Analysis
The Comparative Analysis is the third part of the 8D Problem Solving
Process Worksheet.
The Comparative Analysis connects the facts from the Problem Description
(“IS – IS NOT” Matrix) with the analysis of possible causes using the Process
Flowchart and the CE Matrix or Why-Why Diagram or Fishbone Diagram.
Step 1: Compare each “IS” with its corresponding/contrasting “IS NOT”. List
any known distinctions and uncommon factors that could explain the “IS”
and “IS NOT”.
Ask: What is unique, odd, different, distinctive, unusual about the “IS”?
Consider the possible causes identified so far.
Step 2: List all known changes in distinctions and uncommon factors.
Ask: What has changed in, on, around or about this distinction and
uncommon factors?
32. 32 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Comparative Analysis - Example
Problem Description:
“WHAT” IS – The Red Makers leak
“WHAT” IS NOT – The Blue Markers could leak, but are not
Comparative Analysis:
Distinctions
1. Different Color Plastic
2. Different Color Ink
3. Strawberry Scent in Red Marker
Changes
1. New Plastic Supplier (5 weeks ago)
2. Added Powder to Red Marker (2.5 weeks ago)
33. 33 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Comparative Analysis
PROBLEM SOLVING PROCESS WORKSHEET
Problem Statement
(What is wrong with what?):
Red Felt Tip Marker Leaks
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, Material,
Machines, Environment)
What has changed in, on, around
or about this distinction?
When did it change?
Define Possible Root Cause
Theory
What?
Object: Red felt tip marker Blue, black or green marker
Defect: Leaks Totally dry
Where? Tip Barrel (side or base)
Where is the object when the
defect is observed? Where is the
defect on the object? Are there
any pattern or trends
identifiable?
… …
When? First seen two weeks ago Before two weeks ago
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?
All red felt tip markers
(100%)
Just some red felt tip markers (less
than 100%)
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?
… …
1
1
1
1
2
2
2
2
34. 34 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Case Study Group Work 3
The Task:
Study the “Felt Tip Marker” Case Study (Part 2) thoroughly
Perform a Comparative Analysis on the “Felt Tip Marker” Case Study
30 Minutes
35. 35 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Case Study - Comparative Analysis
PROBLEM SOLVING PROCESS WORKSHEET
Problem Statement
(What is wrong with what?):
Red Felt Tip Marker Leaks
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, Material,
Machines, Environment)
What has changed in, on, around or
about this distinction?
When did it change?
Define Possible Root Cause
Theory
What?
Object: Red felt tip marker Blue, black or green marker
Red Plastic - Red Ink - Strawberry
Scent (2.5 weeks ago)
New Plastic Supplier (5 weeks ago) -
Added Powder (2.5 weeks ago)
Defect: Leaks Totally dry
Where? Tip Barrel (side or base) Felt Material New Felt Supplier (1 Week ago)
Where is the object when the
defect is observed? Where is the
defect on the object? Are there
any pattern or trends identifiable?
Both our place and next door Just us or just next door
All other places/customers No other places/customers
When? First seen two weeks ago Before two weeks ago
New Outside Sleeve Packaging (2
Weeks ago)
New Outside Sleeve Packaging (2
Weeks ago)
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?
Daily Just some days
Continuing Stopped
Last ten days shipments Just some daily shipments
Upon arrival
Develops later (on shelf) in supply
room
How Big? All red felt tip markers (100)
Just some red felt tip markers (less
than 100)
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?
All shipments Just some shipments
All ten per day Less than 10 per days
Slow drip Steady or pressurized stream
36. 36 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Fishbone Diagram - Phase 2
In Phase 2 of the Fishbone Diagram, the team tries to reduce the large number of
possible causes to a short list of most likely causes, using the Problem Description,
Comparative Analysis, data analysis and the team’s combined process knowledge
and experience.
Remember, the root cause(s) convincingly supports and explains ALL facts available
and thus accounts for the problem. So, you need to ask yourself “If this would be
the root cause of the problem, would it explain the Problem Description?”
Machines
Materials Methods
Environment
Trunk
Primary Possible Cause Category
Main Branch
Minor Branch
Second-Level
Possible Causes
Men/People
Problem
Statement
Most Likely
Cause #1
Most Likely
Cause #3
Most Likely
Cause #2
37. 37 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Root Cause Theory Testing
Step 1: Use the 8D Problem Solving Process Worksheet, supported by the CE
Matrix or Why-Why Diagram or Fishbone Diagram, to formulate Root Cause
Theories based on the identified most likely cause(s) of the problem.
Step 2: Enter a short description of a Root Cause Theory as header into the last
column of the 8D Problem Solving Process Worksheet.
Step 3: Assess the Root Cause Theory against each “IS” – “IS-NOT” statement.
Enter a “+” if the theory explains or does not conflict with the “IS”–“IS-NOT”
statement.
Enter a “-” if the theory conflicts with the “IS”–“IS-NOT” statement.
Enter a “?” if you are not sure and further investigation may be necessary.
The Root Cause(s) convincingly supports and explains ALL “IS”–“IS-NOT”
statements and thus accounts for the problem.
38. 38 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Root Cause Theory Testing
PROBLEM SOLVING PROCESS WORKSHEET
Problem Statement
(What is wrong with what?):
Red Felt Tip Marker Leaks
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, Material,
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?
2
3
3
3
3
+ - ?
39. 39 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Root Cause Theory Testing - Example
PROBLEM SOLVING PROCESS WORKSHEET
Problem Statement
(What is wrong with what?):
Red Felt Tip Marker Leaks
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, Material,
Machines, Environment)
What has changed in, on, around or
about this distinction? When
did it change?
New Plastic Supplier - Plastic is
too porous … ink leaks through.
What?
Object: Red felt tip marker Blue, black or green marker
Red Plastic - Red Ink - Strawberry
Scent (2.5 weeks ago)
New Plastic Supplier (5 weeks ago) -
Added Powder (2.5 weeks ago)
(-)
Defect: Leaks Totally dry …
Where? Tip Barrel (side or base) (-)
Where is the object when the
defect is observed? Where is the
defect on the object? Are there
any pattern or trends
identifiable?
… … …
When? First seen two weeks ago Before two weeks ago (-)
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? All red felt tip markers (100)
Just some red felt tip markers (less
than 100)
(+)
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?
… … …
40. 40 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Root Cause Verification
Active Verification is a process where …
… the problem solver uses the variable thought to be the root cause to
make the effect come and go. Both coming and going are important tests
to confirm root causes.
Passive Verification is done by observation.
With passive verification, you look for the presence of the root cause
without changing anything. If you cannot prove the presence of the root
cause, then chances are great that this most likely cause is not the root
cause.
Step 1: Identify, document and perform a passive and/or active
root cause verification method.
Step 2: Continue with the 8D Problem Solving Process if the
passive and/or active root cause verification was successful.
Otherwise, develop and test additional Root Cause Theories.
41. 41 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Escape Point Identification
Step 1: Using the Process Flowchart, identify Escape Point(s)
for the verified root cause(s).
Step 2: Determine if Control Points were missing or ineffective
to detect the root cause of the problem at the escape point.
Control System: A control system is a system deployed to monitor the product
or process and ensure compliance to Customer requirements. It consists of
responsibilities, procedures and resources.
Control Point: A control point is a location within the control system where the
product or process is checked for compliance to certain specified requirements.
There may be multiple locations within a control system.
Escape Point: The escape point is the earliest location in the process, closest
to the root cause, where the problem could have been detected, but was not.
42. 42 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 4” Checklist Questionnaire
Root Cause(s):
The factual information in the Problem Description has been updated?
Differences unique to the “IS” when compared to the “IS NOT” have
been identified?
For a “Change-Induced” problem, changes in or around the differences
have been uncovered?
The root cause theories developed have been tested against each “IS”
- “IS NOT” statement?
The final root cause theory accounts for all “IS” - “IS NOT” statements?
For multiple root causes, the causes were reviewed to
determine if, collectively, they account for all of the problem
description?
The root cause(s) was/were verified passively and actively?
43. 43 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 4” Checklist Questionnaire
Escape Points:
The process flow was reviewed and control points associated with the
root cause(s) identified.
A determination was made as to the existence of a control system to
detect the problem?
If a control system exists, changes from its original design (if any) have
been identified?
Project Management:
The Project Champion has reviewed and supports the
analysis, findings and conclusions?
8D Problem Solving Process Worksheet Project
Documentation has been updated?
44. 44 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
The 8D Problem Solving Process
45. 45 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Choose Permanent Corrective Actions” Key Activities
Purpose: Select the best Permanent Corrective Actions to remove the root
cause and to address the escape point in the process. Verify that both decisions
will be successful when implemented and not cause any undesirable effects.
Develop solution(s) to remove the root cause(s)
Develop solution(s) to address the escape point(s)
Select the best solution(s) to remove the root cause(s)
Select the best solution(s) to address the escape point(s)
Verify that effectiveness of the selected solutions
Verify that selected solutions do not cause any
undesirable effects
46. 46 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Mistake-Proofing Principles, Methods Devices
Six Mistake-Proofing
Principles
1. Elimination
2. Prevention
3. Replacement
4. Facilitation
5. Detection
6. Mitigation
Five Mistake-Proofing
Methods
1. Variation Control
2. Workplace Organization
3. Identification
4. Process Checks
5. Poka-Yoke Devices
Seven Mistake-Proofing
Devices
1. Guide “Pins”
2. Error Detection Alarms
3. Limit Switches
4. Sensors
5. Vision Systems
6. Counters Timers
7. Checklists
47. 47 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Human Errors → Mistake-Proofing Examples
SIM cards only fit one way.
The right way.
Expose your team to (simple) everyday Mistake-Proofing devices and
examples and make them think about how they could use these concepts
in their own work area.
48. 48 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Double-Team Multivoting
3 - 5 Solutions
Three Solutions from
the 1. Double Team
3 - 5 Solutions
3 - 5 Solutions
Three Solutions from
the 2. Double Team
3 - 5 Solutions
Board
1 2 3
4 5 6
|||| || ||||
| |||| | |||
Selection of the
2-3 most voted
solutions
5 3 1
49. 49 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Double-Team Multivoting
1. Present the problem statement Team Leader ~ 2 min
2. Create ideas (3-5 ideas per person) All Individually ~ 10 min
3. Discussion of ideas in double teams Double Teams ~ 15 min
choose the 3 best ideas
hang on the wall
4. Present ideas to the entire team Double Teams ~ 5 min
no discussion
5. Place similar solutions into groups Team ~ 5 min
6. Voting All Individually ~ 5 min
5 votes per person
max 2 votes per solution
max 1 vote for own solutions
7. Counting the votes Team Leader ~ 5 min
8. Choose the solution(s) with most votes Team ~ 2 min
Double team (“22”) is a team working technique which ensures everybody’s
contribution in creating ideas.
50. 50 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 5” Checklist Questionnaire
Solution Selection:
Criteria have been established for selecting solutions for root cause(s)
and escape points?
Project Champion agrees with selection criteria?
The right experience is on the team to choose the best solutions?
Full range of alternatives have been considered for the solutions?
The features and benefits for the perfect choice have been preserved?
A risk analysis was performed on the solutions selected?
All affected parties were consulted on the selected solutions?
Consideration has been given to the resources required for
the implementation and ongoing support or maintenance of
the solutions?
51. 51 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 5” Checklist Questionnaire
Solution Verification:
Evidence (proof) exists that these solutions will resolve the problems
at the root cause level?
Variables measured during the verification step ensure sound
verification?
Verification methods evaluated the solutions over the full range of
operating conditions?
Project Management:
8D Problem Solving Process Worksheet Project
Documentation has been updated?
52. 52 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
The 8D Problem Solving Process
53. 53 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Purpose: Plan and implement selected Permanent Corrective Actions,
remove the Interim Containment Action. Monitor long-term results.
Implement the best solution(s) to remove the root cause(s)
Implement the best solution(s) to address the escape point(s)
Validate the effectiveness of the implemented solutions from the
Customer perspective
Monitor the effectiveness of the implemented solutions and assure that
they do not cause any undesirable effects
Remove Interim Containment Action(s)
“Implement Permanent Corrective Actions” Key Activities
54. 54 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 6” Checklist Questionnaire
Planning:
Need for Permanent Corrective Actions implementation support from
other departments has been evaluated?
Consideration was made to the need of Customer and Supplier
involvement?
An action plan has been defined (responsibilities, timelines, financial
resources, support requirements, …)?
The plan has been communicated to those that have a need to know?
The Champion agrees with the plan?
Measurables have been identified for the validating the
outcome of the Permanent Corrective Actions?
55. 55 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 6” Checklist Questionnaire
Validation:
The Interim Containment Action has been discontinued?
Validation measurables have been proven that the unwanted effect
has been totally eliminated?
Long-term results are continuing to be monitored?
The Customer has provided confirmation that the Permanent
Corrective Actions are effective?
Project Management:
8D Problem Solving Process Worksheet Project
Documentation has been updated?
56. 56 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
The 8D Problem Solving Process
57. 57 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Purpose: Modify the necessary systems, including policies, methods,
and procedures, to prevent recurrence of the problem and similar ones.
Identify opportunities to improve systems, policies, methods and
procedures for the present problem
Identify opportunities to improve systems, policies, methods and
procedures for similar problems
“Prevent Recurrence” Key Activities
58. 58 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Process Control Plan
A Control Plan is a written statement of an organization’s quality planning
actions for a specific process, product, or service.
The Objective of an effective Process Control Plan is to
operate processes consistently on target with minimum variation,
which results in minimum waste and rework
assure that product and process improvements that have been
identified and implemented become institutionalized
provide for adequate training in all standard operating procedures,
work instructions and tools
Customer
Requirements
Product Part
Characteristics
Process
Input Output
Characteristics
Process
Controls
Process
Control
Plan
59. 59 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
Start
Checkpoints
Activators
Corrective Actions
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
End
No
No
Out-of-Control-Action-Plans (OCAP)
The OCAP is a systematic and ideal problem-solving tool for process problems because it reacts to
out-of-control situations in real time.
OCAPs standardize the best problem-solving approaches from the most skilled and successful
problem solvers (experts/operators).
The OCAP also allows (and requires) off-line analysis of the terminators to continually improve OCAP
efficiency.
60. 60 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 7” Checklist Questionnaire
Problem History:
How and where the problem entered the process has been identified?
Why the problem occurred there and why it was not detected has been
confirmed?
We have considered whether confusion or lack of knowledge
contributed to the creation of this root cause and escape?
Affected parties have been identified?
Corrective Preventive Solutions:
Policies, methods, procedures, and/or systems have been modified,
documented and implemented to prevent recurrence
of the root cause(s) and/or escape?
Practices needing standardization have been identified,
defined and implemented?
61. 61 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Phase 7” Checklist Questionnaire
Corrective Preventive Solutions (cont.):
Plans have been written to coordinate preventive actions and
standardize the practices?
A method for communicating to those affected by the changes in the
new practices has been determined?
The Champion concurs with the identified corrective preventive
actions and plans?
Project Management:
8D Problem Solving Process Worksheet Project
Documentation has been updated?
62. 62 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
1
• Establish the Team
2
• Describe the Problem
3
• Develop Interim Containment Actions
4
• Define and Verify Root Causes and Escape Points
5
• Choose and Verify Permanent Corrective Actions
6
• Implement and Validate Permanent Corrective Actions
7
• Prevent Recurrence
8
• Recognize Team and Individual Contributions
The 8D Problem Solving Process
63. 63 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
“Recognize the Team” Key Activities
Purpose: Complete the team experience and sincerely recognize both
team and individual contributions. Celebrate success and identify lessons
learned.
Perform a final review of the problem solving project
Finalize and archive project documentation
Recognize the team’s success and individual contributions
Capture lessons learned and integrate findings into the 8D Problem
Solving Process
Reward and celebrate
64. 64 – 2/12/2013 – v1.0
OPERATIONAL EXCELLENCE
C O N S U L T I N G
The End …
“Perfection is not attainable, but if we chase perfection we can catch
excellence.” - Vince Lombardi
Frank G. Adler, Ph.D.
Principal Managing Partner
Operational Excellence Consulting LLC
info@operational-excellence-consulting.com
www.operational-excellence-consulting.com