8d Training

HBC 8D Process for Problem Solving
Finding and eliminating (forever) the root

cause of a problem.
Course Duration: 4.0 hours
Training Materials For Reference Only
Slide 1
Course Objectives
At Completion YOU should:

Understand HBCs 8D process
Know when to use the 8D Process
Be able to write an 8D Summary Report
Be comfortable using typical problem solving tools
Know how to get additional help/training
I hear...I forget
I see...and I remember
I do...and I understand
Ancient Chinese Proverb
Slide 2
Agenda
Origin of HBCs 8D process

Fit with:
Hawker Beechcraft Performance System (HBPS) Initiatives

Existing processes
Overview of the 8 Steps

0 - Decide to use the HBC 8D Process
1 - Describe the Problem
2 - Assemble a Team
3 - Implement Interim Containment
4 - Find Root Cause
5 - Develop Corrective Action
6 - Implement Permanent Fix
7 - Prevent Recurrence
8 - Recognize the Team
Additional Information contacts, reference material

Slide 3
Round Robin Introductions

Your Name
Where you work position/responsibilities
Personal objectives for this course
Slide 4
Definitions
Root Cause: The very basic reason why, how, & when the condition
occurred.
A Root Cause Mentality: An insatiable desire to understand why things go
wrong, why people do what they do, and how things got into their present
state. (C. Robert Nelms)
This takes persistence
Interim Containment Action: This is the action taken which should

address and correct the actual nonconforming condition.
Permanent Corrective Action: This should address the root cause of

a nonconformance and prevent future occurrences of the problem
which caused the nonconformance.
Contributing Cause: This factor contributed to the problem, but it is

not the root cause. Keep going to get to Root Cause.
Verification: Making sure that something is going to work prior to

implementation.
Validation: Checking to make sure that the change is working (after

implementation)
Slide 5
More on Root Cause

Root Cause / Corrective Action (RCCA) is:
A systematic approach to effectively identify the
cause chain of a nonconformance and to
permanently eliminate the source(s) of problems.
Directed at reducing, and if possible eliminating,
quality system escapes and the costs associated with
poor quality.
Slide 6
Origin of HBCs 8D Process
8D (8 Disciplines) first standardized by the U.S.

government during World War 2
Military Standard 1520: Corrective action and disposition

system for nonconforming material
Popularized by Ford Motor Company in the 1960s and

1970s (called Global 8D or G8D)
8D now a standard in the Auto Industry
8D fills a void we currently have at HBC
We reference root cause (internally, with our suppliers and

customers)
BUT, we dont provide a standard process to get to root cause
HBC 8D a Structured Process (and Tool Set) for Root Cause Corrective Action
Slide 7
HBPS Initiative Positioning
Goal solve the problem

Smooth land (drain the lake,
remove boulders)
No leaks in the boats (rental
income while lake is here)
Pick the best fit methodology

Drain the lake (remove waste)
use LEAN Six Sigma
Remove boulders (variation
reduction) use Lean SIX SIGMA
Leaks (immediate problems that
must be fixed) use HBC 8D
Use the right tools for the job

Common tools will be used by all
methodologies
This Analogy: Bucket can be
used to empty the lake, remove
rubble, and bail out the boat
In general, Lean Six Sigma projects take longer; 8D is for everyday, immediate problems.
Slide 8
HBPS Initiative Positioning (alt. view)

Control (During Production)
Planning
Sporadic Spike
(Special Cause: HBC 8D)
40
Common cause
(random)
variation/waste
(LEAN Six Sigma)
Special cause
(assignable) variation
Significant Shift
AND/OR
Variation Reduction
(Lean SIX SIGMA)
Time
Lessons Learned
Slide 9
8D Process Fit
Policy & Procedures 12 0008 Corrective Action

System
Quality Assurance Instruction (QAI) -- QAI 03-01-015

Corrective Action Response and Review Requirements
Corrective Action requests resulting from:
Nonconforming material
Out of control processes
Internal audits
Supplier issues
Customer complaints
Operator self-verification process
Other nonconformances in product or process
Via:
PCAS - Production Corrective Action System

FCAS - Field Corrective Action System
IQAG - Internal Quality Audit Group
OSV - Operator Self Verification
+ Management Directive
8D adds structure (defined steps, language) to what we already have.

Slide 10
8D Process Fit (cont.)
Changes being made to:
Documents Created in SAP:
WI 04-09-009 Creating and Updating

Corrective Action Records in SAP
WI 04-09-014 Responding to the Corrective
Action in SAP
WI 04-14-005 issuing Corrective Action
Requests for Major Noncompliances
Q1 Customer Complaint
Q2 Vendor Product Non-Conformance
Q3 HBC Product Non-Conformance
Q4 Vendor Product CA
Q5 HBC Product CA
Q6 Vendor Audit CA/PA
Q7 HBC Audit CA/PA
HBC 8D form will be attached to the

appropriate Q1-Q7 record in SAP
Reference Hard Copy of HBC 8D Form

handouts
Work Instructions are being modified now to incorporate 8D.

Slide 11
What is 8D?
1. Corporate Standard
2. Standardized Problem Solving
Process
3.
Language, Methodology
Reporting Format
Slide 12
8 Disciplines (8Ds)
D-0
D-1
D-2
D-3
D-4
D-5
D-6
D-7
D-8
Decide to use the 8D Process existing processes

Describe Problem
Establish Team
Implement Interim Containment
Find Root Cause
Choose Corrective Action
Implement Permanent Corrective Action
Prevent Recurrence
Congratulate Team
Slide 13
What can trigger an 8D analysis?

Problem with Cause Unknown
Need to Cure - Not Mask Problem
Justifies a Structured/Team Approach
When do we
use the
8D Process?
Factors Severity, Cost, Time, etc.
Examples:
Whenever you open a QN, ask yourself if Root Cause/8D should be done.
Slide 14
Who can initiate an 8D analysis?

Request for an 8D analysis can be made by:
Customer
Current Sales/Support Interface
HBC Employee
Initially, by contacting QA reps
Eventually, anyone
Working out details defining when it makes sense
Not all problems need an 8D level of analysis
HBC Supply Chain

Supplier will perform the 8D
Management
Anyone can use the process. Using SAP makes sure we capture/share knowledge.
Slide 15
Place in 8D Process
D-0 Decide to use the 8D Process
D-1 DESCRIBE THE PROBLEM

Why is it important for a Problem Solving
team to start with Describe the Problem?
Slide 16
8D Step 1 Describe the Problem

A problem well stated is a
problem half solved!
What is the problem?

This should be a short, simple and concise definition.
REMEMBER:
IF YOU CANNOT SAY IT

SIMPLY, YOU DO NOT
UNDERSTAND THE
PROBLEM
Slide 17
Information about the problem
What is the problem?

Where was it detected?
How serious is the problem?
How many occurrences?
Who is affected?
When did it surface?
Remember:
on the problem.
Slide 18
Problem Definition/Analysis Prompts

Who?
Who notified you of the problem?
- Manufacturing, Engineering, SAP QN Review, QA
Audit, etc.
Who are the people involved with the problem? (for step 2 team formation)
- Supplier, customer, material handlers, assemblers, supervisors,
engineers, QA personnel, etc.
High Level information belongs in the Problem Description, Investigate all others in Step 3 & 4.
Slide 19

What?
What is the part name/number/other identification?
What type of product or process?
- Detail, assembly, vendor part
- Part manufacturing process, assembly process?
What is the type of nonconformance?
- Scratch, Dent, Oversize hole, Fit?
- Lack of communication, waiting too long for info/parts?
What characteristic of the part/process is having the failure
- hole radius, linear dimension?
- manufacture of the part, movement, inspection?
What method of measurement was used to identify the failure?
What are special circumstances surrounding the problem?
- new personnel, equipment move, new tool, etc.?
What environmental conditions existed?
- extremely cold/hot, rainy, humidity, lighting, etc.?
What is the design/nonconformance criteria in question?
- Drawing, Spec, Task Planning, Policy, Process?
What training has been done or is available?
What hardware or software is associated with the issue?
Have there been recent administrative, program or equipment changes?
Slide 20

When?
When in the build process/production schedule/work shift did the problem
occur?
- note: occurrence point and detection point may
(and usually arent) at the same time
When in the task did the problem occur? (what step?)
When in the functional test did the problem occur (what step?)
When in the day, week, month did it/has it occurred (patterns)?
Slide 21

Where?
Where is the part being contained?
Where is the part being used?
Where is the geographical location of the failure?
What plant/line/station cell?
Is the problem in-house or external (supplier) or external (in the field)?
Where are similar nonconformance records located?
Slide 22

Impact?
How many times and in what period?
Cost of nonconformance in dollars?
Safety impact?
Cost of delay?
Warranty cost?
Impact to worker morale/productivity?
Has this issue been fixed before?
Impact on Business processes?
- production
- delivery
- product use
- field reliability
Impact on Customer Satisfaction?
Slide 23
Importance of Problem Description
Focuses team on same objective

Direction set here is used throughout the HBC
8D process (foundation)
Forces all to agree on the scope and goal
Note: Operational Definitions MUST
accompany the Problem Description
What does failure mean?
What is bad?
What does success look like?
Ice-scraping
video
Slide 24
Tool: Is/Is Not for Problem Definition
Reasons to use IS - IS NOT
Establishes points of comparison

Leads to a more complete problem description
Provides a Test base for Root Cause
Gives you a fingerprint of the problem
Draws better boundaries around the problem
SCOPE whats in, whats out
Slide 25
Tool: Is/Is Not for Problem Definition

Development of IS:
Identity - What is the problem?
Space - Where is the problem?
Time When is the problem happening?
(also When did it start?)
Mass -
How Big is the problem?
Slide 26
Development of IS NOT
IS
IS NOT
(What, Where, When, How Big) would you EXPECT to..

SEE, HEAR, FEEL, SMELL, OBSERVE . . .
.....but DO NOT? (close cousins)
<<<<<<<<<<<<<<<<>>>>>>>>>>>>>>>>>>>>>>>>>>
(What, Where, When, How Big) IS it?
(What, Where, When, How Big) could it be but it IS NOT?
Once you have the Problem Defined, get feedback from others
(coworkers, manager, others) who have done 8D/RCCA
Slide 27
Reasons to use IS - IS NOT
Establishes points of comparison

Leads to a more complete problem description
Provides a Test base for Root Cause
Gives you a fingerprint of the problem
Draws better boundaries around the problem
SCOPE whats in, whats out
Slide 28
Document Your Work

1) Open a QN in SAP
2) Fill Out Section 1 of the 8D Summary Report
- go to the Quality Forms link on the QA home page
3) Attach the 8D Summary Report file to the QN
Slide 29
Step 2 in the HBC 8D Process
D-0 Decide to use the 8D Process
D-1 Define the Problem
D-2 Form the Team
Slide 30
8D - Step 2: Form a Team

A Team may be:
formal (scheduled meetings, for ex.) or
informal (consulted as needed)
Agree on work group guidelines

Customer
Complaint
Slide 31
Advantages/Disadvantages of Teams
WHAT ARE THE BENEFITS

OF A TEAM APPROACH?
WHY DO TEAMS FAIL?
What have been your experiences with teams??

Slide 32
Major Problems with Team Problem

Solving
Problem incorrectly described ! ! !
(biggest inhibitor)
Make sure Problem Description is accurate and team

members agree
Problem solving process rushed

Poor team participation
No logical (group) process
Lack of technical skills
Management impatience
Permanent Corrective Action Not Implemented
Slide 33
Typical Team Organization

Champion/Sponsor
Leader
Recorder rotate this role
Team Members
Are we having
fun yet?
(SMEs - Subject Matter Experts)
Facilitator (optional)
Customer/Supplier
Recommend: 4-7 members

(10 max.)
<4, consider leader driving
results by consulting with
SMEs
>10, consider subteams
Ask the initial team: Who else needs to be involved, but isnt here?
Slide 34
Step 3 in the HBC 8D Process
D-0 Decide to use 8D Process

D-2 Establish a Team
D-3 CHOOSE, IMPLEMENT AND VERIFY

INTERIM CONTAINMENT ACTION
- basically youre Dispositioning the
QN
Slide 35
8D Step 3: Implement Interim

Containment Action
Tools
Ideal
Effort
Decide whether you need to use one

Choose the best (benefits vs. risks)
Brainstorming to generate ideas
Pros/Cons lists; Effort (or cost or time) vs.
Benefit (or risk) graphic.
Action Plan
Test feasibility of the containment action

(Verify it will work)
Commit to it
Implement
Validate containment action effectiveness
Benefit
Action
Plan
ALWAYS +s and s to every decision. BALANCE (and action) are the Keys!
Slide 36
Purpose of Interim Containment

Used to buy time to find root cause while
protecting your customer (external or
downstream operation) from the problem
Authorized first aid, but. . . . .
can be costly
attacks symptoms (not the cause)
has a masking effect
Purpose of this step:

Enforce SCOPE and EFFECTIVENESS of customer
protection needed
Its OK to not have containment, its NOT OK to not THINK about it.
Slide 37
Int. Cont. Action vs. Typical BAND AID

Interim
Containment
Action
__X__
__X__
__X__
__X__
__X__
__X__
BANDAID
Attacks Symptoms
Added Costs
Monitored while being used
Documented &Data Collected
Verified for effectiveness
Replaced by Perm. Correction
__X__
__X__
_____
_____
_____
_____
Slide 38
Key Points of Step 3: Interim Containment

Act quickly (and carefully)
Use the team to come up with the list of potential actions
Minimizes risk, results in better ideas
Pick the best overall Containment Action(s)

Consider actions that may be needed to address other areas:
Product in the field

WIP Work In Process
Product in transit/at the Supplier
Spares
Use Action Plan to make sure nothing falls through the cracks
Examples:
VERIFICATION and VALIDATION

Airworthiness Directives
Service Bulletins
Kits for field
DONT STOP HERE!!!
Action
Plan
Slide 40
Fill Out Section 3 of the 8D

Summary Report
Slide 41
BREAK FOR 10 MINUTES
Slide 42
Where are We?

Place in the HBC 8D Process

D-3 Choose, Implement and Verify Interim Containment
Action (I.C.A.)
D-4 FIND ROOT CAUSE
Slide 43
Root Cause Analysis Common Tools

Your Brain
Especially the Collective Brain of your team
Data
Thought Map
Process Map
Brainstorming
5 Whys
Cause and Effect (Fishbone) Diagram
Graphical Analysis (misc. graphs)
+
Thought Map
What tool to use? Problem ->Questions->Data/Tools ->More QuestionsROOT CAUSE

Slide 44
General Information about Step 4

OUR DESIRE TO ACT, OVERPOWERS OUR NEED TO UNDERSTAND
(Brad Baker, CONOCO)
Dont try to do solutions before the analysis is

complete.
It is futile to continue doing things the same way while
expecting different results.
Dont fall into the trap of jumping to conclusions.
This cant be a part time job. Assign a

Point Of Contact (POC) to focus on closure.
The RCCA response ECD must be based
on a planned list of things to do (Action Item
Lists).
Slide 45
Data Collection
Insufficient data can result in solving only the specific instance.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Types of data to collect:

Location: where problem was detected
Personnel: who found problem
Specifications: what are the requirements
Environment: noise, lighting, temperature, etc
Sequence of events
Challenge the basis for why its been
Equipment
determined to be an isolated event
and why it couldnt potentially be a
Training
systemic problem
Other occurrences
Recent changes: personnel, process, weather
Slide 46
Tools: Thought Map

Once the problem is defined, natural tendency is to rush forward
RESIST THE URGE!!
Take a few minutes to plan your journey to root cause
1)
2)
Write your Problem Statement at the top of the page

Capture questions that you have
3)
4)
5)
Assumptions, potential causes, sources of the problem that dont belong in

the problem statement SHOULD be captured as questions
Answer each question with data

Questions (and data) will lead to more questions
Capture dead-ends as well as fruitful paths
1) Why?
NOTE: Review the Problem Definition (Step 1) often!

Used: When? ________________________ Why?__________________
Slide 47
Thought Map example: Drill Bit Quality

Is the perceived
bit quality difference
real or just perception?
LEGEND:
Dashed Lines
Indicate Links
What specific features

of the bit performance
are perceived as
the problem?
1 - Penetration Sharpness
2 - Straightness
3 - Centering
What other factors

contribute to manual,
hand drilling performance?
Bruckner provides a
standard, such as
Michigan Twist
What is the current

bit brand
and quality used?
What are the bit

performance
indicators?
What is considered
the premium bit?
Precision Twist
Brand
1 Number of holes drilled

2 - Straightness
3 Centering
4 Penetration
What
5 QNs Resulting
is the difference
in cost for the bits?
Is there a statistically
significant difference
in the number of holes
drilled before dull?
Is it possible to
attribute QNs and other
sheet metal defects to
bit quality?
How much is
the difference?
Slide 48
Transport
Storage
Machine
Transport
Assembly
Transport Inspection
Graphical Depiction of How Its Done

Terminator (start/stop)
Process Step
Decision Point
Connector (off-page)
General Rules:
Outputs
Inputs
Tools: Process Mapping/Value

Stream Mapping
?
?
?
?
Left to Right
Yess/Nos consistent
How would you map out the process for 8D so far?
Used: When? ________________________ Why?__________________
Slide 49
Tools: 5 (OK, maybe just 3) Senses
Talk to, Listen to, Observe:

People performing the job
Suppliers
(internal/external)
Customers
(internal/external)
You are a root cause detective. Use all the tools you can.
Slide 50
Tools: Brainstorming
When the best solution isnt obvious, one technique for
generating ideas (possible root causes, potential interim
corrective or permanent actions) is brainstorming.
1.
2.
3.
4.
5.
6.
Generates a large number of ideas

Encourage free-thinking
Dont criticize
Encourage everyone to participate
Record all ideas. There is no bad idea.
Let ideas incubate give it a little time
A minimum group of at
least three people to make
this work
Used: When? ________________________ Why?__________________

Slide 51
Tools: 5 Whys
An employee in the plant
slipped and fell while
performing their regular duties.
1.
2.
3.
4.
5.
6.
Peel the onion- challenge the basis for root

cause. Most people can only support 1-2
layers of questions with their basis for root
cause or corrective action.
Why? There was oil on the floor.

Why? The machine in that cell was leaking oil.
Why? A pressure fitting on the machine failed.
Why? Inspection of hoses and fittings is not part of the preventive
maintenance (PM) schedule.
Why? The PM system does not consider Equipment Manufacturers
recommendations to develop PM schedules.
Why?- Theres check to make sure this is done.
Dont stop with Because we dont have enough people, money, time
its a fact of life.
Solve the problem with the people, money, time you DO HAVE.
Used: When? ________________________ Why?__________________
Slide 52
Tools: Cause and Effect Diagram

A Cause-and-Effect (fishbone or Ishikawa) diagram
an easily applied tool used to analyze possible causes to a
problem.
Manpower
Methods
- incorrect prep of
metal surface
- inexperienced
-not following the frozen
coating parameters
MUST BE TESTED AND

VERIFIED!
-inadequate technique
- inadequate training
Non-conforming coating
- poor quality of
standards
- microscope
- microscope setting not
optimized to detect the
smearing
Machinery
Materials
5 Ms and an E - add
Measures and
Environment for 6 Bones
Used: When? ________________________ Why?__________________

Slide 53
Tools: Graphical Analysis
Histogram
Used to show patterns/distribution in ordered data

Categories on the x-axis, # of occurrences on the
y axis.
Pareto Chart (80/20 rule)
Used when many problems or causes and you

want to focus on the most significant
Causes on x-axis, Results on the left (primary) yaxis, Cumulative % on the right (secondary) yaxis.
Scatter Diagram
Used to illustrate relationships between 2

variables. 1 variable on each axis.
"Correlation does not imply causality."
Ex. Shark Bites and Ice Cream
Purpose of Graphical Analysis: ________________________________

Slide 54
Word of Caution: Stay on Track!

Side
Issue
Use Common Sense:

1.
The more significant or involved

the problem, the more detail may
be needed to identify the Root
Cause
1.
2.
Goal
Side
Issue
Also more advanced tools
Avoid data that leads to other

problems.
1.
Dont get sidetracked

1.
Side
Issue
Start
Review Step 1 Problem

Description.
2. Use the Thought Map

Complex problems usually require at least a fishbone diagram of the potential
root causes sorted from the brainstorm list
Define the actions to validate or dismiss each one
Technical problems usually require a structured FMEA
Slide 55
Document Your Findings
Fill Out Section 4 of the 8D

Summary Report
Slide 56
8D Step 5: Choose Corrective Action

Place in the HBC 8D Process:

D-3 Choose, Implement and Verify Interim Containment Action
(I.C.A.)
D-4 Find Root Cause
D-5 DETERMINE PERMANENT CORRECTIVE

ACTION
Slide 57
Decision Making Steps

(note: can also be used in Step 3)
1.
Define end result (action verb & object)
2.
List decision criteria
3.
4.
5.
6.
Eliminating/Preventing/Reducing (verbs)
Errors/Safety Incidents/QN/s (objects)
GIVENS - Mandatory
WANTS - Desirable
Decide relative importance of wants 1-10

Identify the possible choices
Compare possible choices against the decision criteria
Analyze risk
IF/THEN terms:
If we choose to___________,
Then _________ will happen.
7.
Make the final BALANCED choice and VERIFY
Action
Plan
NOTE: Use the Action Item Tracking Sheet to

Capture and Track Actions
ALWAYS +s and s to every decision. BALANCE (and action) are the Keys!
Slide 58
Track Action Items to Completion

and Summarize Results
Use the Corrective Action Plan Worksheet

in the 8D File and Summarize in Section 5
of the 8D Summary Report
Slide 59
8D - Step 6: Implement the Fix

Place in the HBC 8D Process:
D-0
D-1
D-2
D-3
D-4
D-5
Decide to use D8 Process

Choose team members
Define problem
Choose Interim Corrective Action(s) & verify
Find Root Cause
Choose & verify Permanent Corrective Action
D-6 IMPLEMENT PERMANENT

CORRECTIVE ACTION
Slide 60
Goals of Permanent Corrective Action

Permanent Corrective Action MUST:
MUST
Address the systemic problem (in addition to this
specific instance)
Eliminate the Root Cause
Prevent recurrence
Be implemented in a timely manner
Include a detailed plan (especially if it will take
considerable time and people)
Be comparable to the risk involved
Risk to the customer, employee, organization, public, etc.
Be verified Objectively
Three knowledgeable people must agree
Slide 61
Keys to Successful Corrective Action
Persistence
Natural Tendency to slack off once the Fix is determined
and partially implemented
Follow the Action Plan to Completion
Involve Do-It-Level people

Key to preventing recurrence
Review Interim Containment Action(s)

Remove/discontinue any not needed adds cost, time, etc.
VERIFY IT!!!
VALIDATE IT!!!
Action
Plan
Slide 62
More than Just Do It

Why should we do planning and NEW
problem prevention when considering
implementing a permanent corrective action
for THIS problem? see next slide.
Slide 63
Why Planning and Problem Prevention?

Many of our current problems are the result of
not following through with previous plans
Must allocate limited resources effectively
Optimize implementation
Dont waste Time/$$
Prevent other problems from occurring

With change comes risk of creating NEW
problems
Control Mr. Murphy
Slide 64
Summarize the Key Permanent

Corrective Actions
Fill Out Section 6 of the 8D Form
Slide 65
8D - Step 7: Prevent Recurrence

D-0
D-1
D-2
D-3
D-4
D-5
D-6

Choose team members
Define problem
Choose Interim Containment Action(s) & verify
Find Root Cause
Choose & verify permanent corrective action
Implement Permanent Corrective Action(s)
D-7 PREVENT RECURRENCE
Slide 66
Steps to Preventing Recurrence

Identify what systems, practices, or
procedures allowed the problem to occur
The whys
Identify and implement improvements

VALIDATE the results
Slide 67
Tool: Mistake-Proofing
Poka-yoke is the Japanese term that means fail-safing or

"mistake-proofing"
Examples:
Cant start car until in park, Child-proof caps, laser beam shutoffs for machinery
Others??
One of the best ways to prevent problems from

occurring/recurring
Use mistake-proofing techniques when there are:
Process steps where human intervention is required
Decision points in the process
Repetitive tasks where physical manipulation of objects
is required
Steps where errors are known to occur
Opportunities for predictable errors to occur
Slide 68
Mistake-Proofing Levels of Prevention
More Proactive
Defect is the
evidence of an
error
Slide 69
Beware of Root cause was Human

Error
HUMAN ERRORS do not make a root cause
How does HBC approach human error?
Positive
Defects can be eliminated
Create a mistake-proof environment
Ask Why?
Focus on the Process/Product NOT the Person
Apply Mistake-Proofing device for 100% inspection
Negative
Defects are inevitable

People make mistakes
Place blame
Detect at final inspection
Sampling inspection
Some are bound to reach the customer
Slide 70
Once Root Cause is Determined,

Broaden your Thinking
How Can We Standardize Lessons Learned & System
Improvements?
Communication
Same/similar problem other plants
Same/similar problem different
systems
Effect
Content Quality
Appropriate Quantity Potential Causes
Root Cause
Current/Future Problems in other areas
Slide 71

Prevention of Recurrence
Slide 72
8D - Step 8: Congratulate the Team

D-0
D-1
D-2
D-3
D-4
D-5
D-6
D-7

Choose team members
Define problem
Choose I.C.A., verify
Find Root Cause
Choose & verify P.C.A.
Implement P.C.A.(s)
Prevent recurrence
D-8 CONGRATULATE THE TEAM

Slide 73
How to Congratulate the Team
Review significance of contribution

Provide appropriate recognition for all members
Document the efforts & results
Celebrate successful completion
Celebrations dont have to be

elaborate/expensive
Be creative
Slide 74
How Would You Congratulate Your

Team?
What are some things that have worked well in the
past?
What are some things that didnt?
5 minutes
Slide 75

(and attach completed file to the
appropriate QN)
Slide 76
Comments, Suggestions??
Please fill out class/instructor
Evaluation Forms
Slide 77
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HBC 8D Process for Problem Solving

Finding and eliminating (forever) the root

Course Duration: 4.0 hours

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At Completion YOU should:

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Origin of HBCs 8D process

Hawker Beechcraft Performance System (HBPS) Initiatives

Overview of the 8 Steps

Additional Information contacts, reference material

Round Robin Introductions

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Interim Containment Action: This is the action taken which should

Permanent Corrective Action: This should address the root cause of

Contributing Cause: This factor contributed to the problem, but it is

Verification: Making sure that something is going to work prior to

Validation: Checking to make sure that the change is working (after

More on Root Cause

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Origin of HBCs 8D Process

8D (8 Disciplines) first standardized by the U.S.

Military Standard 1520: Corrective action and disposition

Popularized by Ford Motor Company in the 1960s and

We reference root cause (internally, with our suppliers and

BUT, we dont provide a standard process to get to root cause

HBPS Initiative Positioning

Goal solve the problem

Pick the best fit methodology

Use the right tools for the job

HBPS Initiative Positioning (alt. view)

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Policy & Procedures 12 0008 Corrective Action

Quality Assurance Instruction (QAI) -- QAI 03-01-015

Corrective Action requests resulting from:

PCAS - Production Corrective Action System

8D adds structure (defined steps, language) to what we already have.

8D Process Fit (cont.)

Changes being made to:

Documents Created in SAP:

WI 04-09-009 Creating and Updating

HBC 8D form will be attached to the

Reference Hard Copy of HBC 8D Form

Work Instructions are being modified now to incorporate 8D.

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Decide to use the 8D Process existing processes

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What can trigger an 8D analysis?

Factors Severity, Cost, Time, etc.

Who can initiate an 8D analysis?

HBC Supply Chain

D-1 DESCRIBE THE PROBLEM

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8D Step 1 Describe the Problem

What is the problem?

IF YOU CANNOT SAY IT

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Information about the problem

What is the problem?

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Problem Definition/Analysis Prompts

Problem Definition/Analysis Prompts

Problem Definition/Analysis Prompts

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