I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 3rd of a 3 part presentation.

1. Basic 8D Problem Solving:
Tools & Methods
A.R. Alvarez
ARA TRAINING
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Problem Solving Outline
 Part 1: Overview of Methods (Plan)
 Problem Solving Principles
 Contrasting Different Approaches
 PDCA / 4D & 8D Framework
 D1 – D2: Form Team & Define Problem
 Part 2: Step-By-Step Problem Solving (Do)
 D3: Implement Containment
 D4: Identify Possible Root Causes
 D5: Identify Root Cause Corrective Actions
 Part 3: Problem Solving Wrap-Up (Check & Act)
 D6 – D8: Verify Corrective Actions, Prevent Recurrence,
Document Results & Recognize Team
 Appendix

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No One Way to Problem Solving
Success
But Some Are Better Than Others
Good Ones Have Many Common
Elements

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Integrate Different Perspective
Data
Driven
Knowledge
Driven
Question
Driven
Integrate

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Utilize Simple Tools

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Ask & Answer Simple Questions
 What is The Problem?
 Why is it a Problem?
 What Are The Goals?
 How Long Will it Take to Solve?
 How Much Will it Cost to Solve?
Get Tracked & Managed Like a Project

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Avoid Artificial Constraints
 Constraints Will Always Exist
 Real Constraints Need to Be Respected, But Also
Challenged
 Where Can Constraints Appear During Problem
Solving?
 How Do You Become Aware & Overcome Constraints?
Sub-Conscious Assumed Very Real
Constraints

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Fit Method to Problem
Different Problems May Require Different
Approaches
Use as Simple an Approach as Possible
Be
Adaptive

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PDCA: Problem Solving
Plan
(Define Problem, Pick Factors, …)
Do
(Design / Execute Experiments)
Check
(Analysis / Verification)
Act
(Make Conclusion, Define Next Step)

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(2)
Define
Problem
(1)
Form Team
(6)
Verify
Corrective
Actions
8D
Process
8D Problem Solving Method
(3)
Implement
Containment
(5)
Identify Root
Cause Corrective
Actions
(4)
Identify
Possible Root
Causes
(7)
Prevent
Recurrence
(8)
Document
Results &
Recognize
Team

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VI. Verify Corrective Actions
 Demonstrate Effectiveness of Root Cause Fix (Data)
 Validate Effectiveness
 Other Actions to Ensure Solution Stability: Equip Mod,
Spec Change, PM, Inspection, Audits . . .
 Monitor Implementation (SPC Control as Appropriate)
 Eliminate Containment Actions (If Used)
 Update Specs or Procedures?

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Analysis
 Simple Graphics
 Statistical Tests
 Engineering Interpretation
 SPC

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Data Presentation:
Problems & Results
 What Does This Mean?
 ….
 ….
 What Should We Do?
 ….
 ….
0
10
20
30
40
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Fab
Test
Assembly

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Data Presentation: Plans
Actual Projected
Time
Metric
Plan
Entitlement
AIP 1
AIP 2
AIP 3
?

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Putting It Together
Actual Projected
Plan
Entitlement
AIP 1
AIP 2
AIP 3
?
Pareto
Time-Phased Plan
W3s
Problem
D1
D2
.
.
DX
What
(Soln)
AIP 1.1
AIP 1.2
AIP 2.1
AIP 2.2
AIP X.1
Who When
OS CS
39 43
44
43
32 41
51
D1 D2 D3

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SPC Overview
 Process Flow Documentation (Use and/or Expand
Flowchart From Problem Solving Work)
 Critical Process Node Matrix  Prioritized Nodes
 Gauge Capability Study  Capable & Controlled Gauges
 Process Capability Study  Capable & Controlled
Process Steps
 Control Chart & Decision Rule Implementation 
Optimized SPC Charts With Appropriate Responses
 Maintenance & Feedback System  ROI Driven
Continuous Improvement

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Capability & Critical Node Matrices
Nodal Criticality
Capable
(Cpk, Z)
No Yes
In-
Control
(RV1-X)
No
Yes
Continuous
Improvement
as Required
Reduce
Variation
and/or Center
Reduce Time
Dependence
Reduce Time
Dependence &
Excess
Variation
Nodal Capability
Process Robustness
Financial
Criticality
Unstable Stable
CriticalNon-Critical
1st Priority
Fix ASAP
2nd Priority
Continuous
Improvement
Per ROI
3rd Priority
Fix Per ROI
4th Priority
Maintain

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Control Charts
 Run Chart with Statistically Determined Control Limits
 Reflects Ability of Monitored Process to Remain in
State of Statistical Control; i.e. Aids in Identification of
Assignable (Special) or Excess Variation
 Process Can Be in Control, But Not Capable
 If Set Up Properly, What Can Be Said About Points
Falling Outside Limits?
Measurement,
#Defective,Etc.
UCL
LCL
Mean
UWL
LWL

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PDCA: Problem Solving
Plan
(Define Problem, Pick Factors, …)
Do
(Design / Execute Experiments)
Check
(Analysis / Verification)
Act
(Make Conclusion, Define Next Step)

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(2)
Define
Problem
(1)
Form Team
(7)
Prevent
Recurrence
8D
Process
8D Problem Solving Method
(3)
Implement
Containment
(5)
Identify Root
Cause Corrective
Actions
(4)
Identify
Possible Root
Causes
(6)
Verify
Corrective
Actions
(8)
Document
Results &
Recognize
Team

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VII. Prevent Re-Occurrence
 Verify That Corrective Action Was Implemented
Correctly & is Being Used
 Insure Proper Control Systems are In Place
 Would Self-Audit Discover Similar Problems?
 Is an Audit Team Necessary?
Fix Not Just The Root Cause of The Problem, But Also The
Practices That Led to The Problem in The First Place
 What Modification to Business Process: Systems,
Specs, . . . Are Required?

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Prevention Checklist
 Application to Other Areas?
 Audit Work Procedures, SPC Charts, etc.
 Update FMEA
 Upgrade Mistake Proof System as Appropriate
 Track Results Closely For Appropriate Time
Period to Insure Remains in control
 Document / Specification Update

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FMEA
 Planning / Prevention Tool:
 Systematic Method of Identifying & Preventing System, Product and/ or Process
Problems Before They Occur
 Focused on Preventing Problems, Enhancing Safety, & Increasing Customer
Satisfaction
 Ideally Conducted in Product Design or Process Development Stages, Although
Can Be Applicable to Existing Products or Processes
 Applications:
 Product Development: Design, Software, Technology, Test/Product Eng, …
 Manufacturing: Operations, Process, Equipment, Quality, . . .
 Specific Types:
 System FMEA: Applied to Interaction of Parts
 Design FMEA: Applied to Product Design/Development
 Process FMEA: Applied to Process Design/Operations
 Machinery FMEA: Applied to Machinery / Equipment (Ref: Sematech Guide)
Use Judiciously, It’s Easy to Overdo FMEA
Optional
Topic

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FMEA Implementation
Utilize The Basic Problem Solving Tools in
FMEA Process
 List Potential Failure Modes
 Identify Effects of Failure Modes
 Severity of Failure
 List Potential Causes of Failure
 Occurrence: How Many, Where, . . .
 Recommendation Actions (Capture W3s) & Results
 Controls
Note: In All Cases Important to Document Assumptions

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FMEA Process Flow
DfR Solutions 2011

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FMEA Form
Identify Failure Modes
&Their Effects
Identify Causes of Failure
Modes & Controls Prioritize
Determine &
Assess Actions
RPN = Severity X Occurrence X Detection

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FMEA Resource Matrix
 What Might Go Wrong?
 How Bad Might The
Effect Be?
 How Might Effect be
Prevented, Mitigate or
Detected at Earliest
Possible Moment …
 With Lowest Possible
Cost & Risk

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Mistake Proofing
Low Medium High
Level 1
Level 2
Level 3
Physical
Devices
Warning
Devices
Instructions
Mistake-ProofingType
Mistake-Proofing Effectiveness

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Mistake Proof Principles & Tools
After F.G. Adler, Operational Excellence Consulting, “8D Problem Solving Process ASQ Clinic Feb 2013
Mistake Proofing Principles
1. Elimination
2. Prevention
3. Replacement
4. Facilitation
5. Detection
6. Mitigation
Mistake Proofing Methods
1. Variation Control
2. Workplace Organization
3. Identification
4. Process Checks
5. Poka-Yoke Devices
Mistake Proofing Devices
1. Guide Pins
2. Error Detection & Alarms
3. Limit Switches
4. Sensors
5. Vision Systems
6. Counters & Timers
7. Checklists

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Document Mgt Systems
Who is
Responsible
Completion Date
Planned Actual
Management System Manual
Mfg Work Instructions
Inspection Work Instructions
Process Flow Charts
Process Control Plans
Design FMEA
Process FMEA
Gages & Gate Study/Capability Doc
Production Part Approval Process (PPAP)
Engineering Change Approval
Which Document Systems are Appropriate for Situation?

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(2)
Define
Problem
(1)
Form Team
Document Results
& Recognize Team
(8)
8D
Process
8D Problem Solving Method
(3)
Implement
Containment
(5)
Identify Root
Cause Corrective
Actions
(4)
Identify
Possible Root
Causes
(6)
Verify
Corrective
Actions
(7)
Prevent
Recurrence

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VIII. Summary / Conclusion
 Final Report
 Communicate Results (Internal & External)
 Preserve Organizational Learning
 Learning Post-Mortem?
 Celebrate Success

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Technical (or Quality or …) Report Template
I. Problem Definition:
Performance Gap, Temporal Effects, “Geography”, Impact, Priority, …
Objective of Current Step/Report
II. Summary / Conclusion:
What Was Done: (Containment vs. Root Cause, Did we fix problem?)
What It Means / Impact:
• Technical Implications:
• Business Implications:
What We’re Going to Do About It: (Include Appropriate ARs/W3s)
• Containment:
• Root Cause:
What is Left:
• How Much More Work Required:
• How Much Longer it Will Take
• How Much it Will Cost (as Appropriate):

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III. Schedule (Cycle of Learning, Time/Cycle, Calendar Time)
IV. Background
History: (As Appropriate)
Alternatives Considered: (Which ones were tried, not tried, why; tradeoffs)
Solution Path: (As Appropriate)
Etc.:
V. Experimental Description: (As required; Design, Execution, Expectation)
VI. Results & Discussion:
VII. Appendix: (Data as Appropriate)
Technical (or Quality or …) Report Template

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(4)
Identify
Possible Root
Causes
(3)
Implement
Containment
(2)
Define
Problem
(1)
Form Team
(7)
Prevent
Recurrence
(8)
Document
Results &
Recognize
Team
(5)
Identify Root
Cause Corrective
Actions
(6)
Verify
Corrective
Actions
8D
Process
8D Problem Solving Method

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Best Practices in Problem Solving
(It Really Isn’t That Complicated)
Describe Problem
(With Data)
Propose
Hypotheses
Test Hypotheses
(With Data)
Implement
Appropriate Fix
 Clear, Concise Problem Definition
 Starts With Broad Perspective
 Gets Alignment Across Organizations
 Breaks Down Problem
 Questions Data, Knowledge Base, Assumptions
 Critically Focuses Data
 Eliminates Artificial Constraints
 Drives Convergence & Critical Path
 Is Self-Correcting
 Balances Planning & Doing
 Balances Root Cause Fix & Containment
 Is Properly Tracked & Progress Communicated
 Appropriately Documented

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Appendix
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Plans That Get Approved
 What is The Plan?
 Why is it Recommended?
 What Alternatives Were Considered?
 What are The Goals?
 How Long Will it Take?
 How Much Will it Cost?

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CATWOE
 Clients: Who Are The Beneficiaries or Victims of This Particular
System/Problem? (Who Benefits or Suffer From its Operation/Solution?)
 Actors: Who Are Responsible For Implementation? (Who Would Carry
Out The Activities Which Make The System Work / Solve the Problem?)
 Transformation: What Transformation Does This System Bring About?
(What Are The Inputs & What Transformation Do They Go Through to
Become Outputs?)
 Worldview: What Particular Worldview Justifies The Existence of This
System/Problem? (What Point of View Makes This System Meaningful?)
 Owner: Who Has The Authority to Abolish This System or Change Its
Measures of Performance or Owns the Problem?
 Environmental Constraints: Which External Constraints Does This
System Take as a Given?
http://en.wikipedia.org/wiki/CATWOE#CATWOE

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Edmond’s Creative Problem Solving Checklist
http://www.problemsolving.net/wrksheet.html
One of
Three

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Edmond’s Creative Problem Solving Checklist
http://www.problemsolving.net/wrksheet.html
Two of
Three

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Edmond’s Creative Problem Solving Checklist
Three
of
Three

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Concept Map For Concept Maps
http://cmap.ihmc.us/docs/images/Theory/Fig1CmapAboutCmaps-large.png

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Paynter Chart Analysis Guidelines

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What If
Have So Many Problems,
Not Sure Which
To Work on First?

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Different Type of Pareto Charts
 Fit Measurement Scale to Problem
 Get the Time Scale Right
 Break Down Broad Causes Into Specific Parts
 Analyze Groupings: Product, Machine, Shift, etc.
 Measure Impact of Changes: Before & After
What Do Different Charts Tell?

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Pareto & Learning Rates
Actual
Projected
Defect
Rate
D1 D2 D3 D4
Time
Log
Defect
Learning Rate 6 - 10%/Mth
Half Life ?

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Consensus Criteria Prioritization Method
I. Agree Upon Goal to Be Achieved
 Confirmation Step if Using Tree Diagram
 Clarify: Prioritizing Problem to Work On or Solution to Problem
II. Create List of Criteria to Be Applied to Options
 Each criterion should reflect desired outcome:
• Low Cost To Implement • Resources
• Quick Implementation • Pain
• Impact $ • ROI
• Self- Contained • Effectiveness (Complete?)
• Low Risk • Sustainable
• Others ???
III. Construct Matrix
 Record Options on Matrix Y, Criteria on X

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Consensus Criteria Method
IV. Prioritize Criteria (X-Axis)
 Determine Scale: 10X, 2x, etc.; High Being “Important” or “Good”
 Determine Weight For Each Criteria (Insure High = “Good”)
 Review For Consistency of Criteria Weights
V. Score Options Based on a Criteria (Y-Axis)
 Determine Scale: 10X, 2x, etc.; High Being “Important” or “Good”
 Determine Weight For Each Option (Insure High = “Good”)
 Review For Consistency of Option Rankings
VI. Compute Option Score
 Multiply Option Score By Criteria Weight
VII. Compute Total Option Ranking Scores
 Repeat Steps V and VI For Each Criteria
 Sum Scores for Each Option
 Review For Consistency of Option Rankings

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COL: Handling Multiple Tasks
Temporal Budget Per Task
0
2
4
6
8
L H M M M H L L H M
T1 T2 T3 T4 T5 T6 T7 T8 T9 T10
0
5
10
15
20
L H M M M H L L H M
T1 T2 T3 T4 T5 T6 T7 T8 T9 T10
0
20
40
60
80
L H M M M H L L H M
T1 T2 T3 T4 T5 T6 T7 T8 T9 T10
Ten Tasks – Ten COLs Days Per Cycle Per Task
10 Sub-Tasks (or Threads) Require Resolution to Complete Task
Batting
Average?

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COL: Multi-Level Problem
Two Tasks in Final Level
Six Tasks in 1st Level Four Tasks in 2nd Level
Three Level Problem, Multiple Tasks Per Level
0
5
10
15
L H M M M L
T1 T2 T3 T4 T5 T6
COL
Days/Cycle
Total Days
0
2
4
6
8
10
M L H M
T1 T2 T3 T4
COL
Days/Cycle
Total Days
0
2
4
6
8
10
12
M L
T1 T2
COL
Days/Cycle
Total Days
‘Knowledge Gap’
Reduced Incrementally
at Each level