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8 disciplines A problem solving methodology

Conference Paper · September 2014

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 8 disciplines
A problem solving methodology.

Ing. Daniel Uranga

MSM
September 2014
 Why we need to adopt / reinforce
this methodology?
• Lack of an structured approach.

• Lack of team work approach.

• We address effects and symptoms but often the root

cause is not detected / eliminated.

• We need to stop fighter fighting.

• We need to stop solving problems using just our feelings

(Trial-Error approach).

• We need a methodology that helps us to verify

effectiveness of actions

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 8 D’s, an analytical problem solving tool.

• Unfortunately, when we have to use it is because our

prevention system failed.

• Primary use is to solve PROBLEMS not to address

opportunities of improvement.

• Problem: A deviation from a standard.

• Remember SPC terms? : Special causes and Common

Causes. 8D is a very helpful tool in finding the source of
special causes of variability.

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 Intuitive approach to problem solving vs.
Analytical
Intuitive
•Collect information (what the
“expert” recommends).
•Use experience and intuition.
•Generate hypothesis.
•Implement actions.
•If wrong (quite often), generate
another Hypothesis.
•Check out (until problem solves).
•End
Analytical
•Collect all data we can (What,
where, when, how big).
•Start eliminating causes.
•Identify root cause.
•Verify root cause.
•Implement actions.
•Verify actions.
•Prevent occurrence.
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 8 Disciplines.
1.- Create a team.

2.- Describe the problem.

3.- Implement containment action.

4.- Identify and validate root cause.

5.- Identify and choose corrective action.

6.- Implement corrective action.

7.- Identify and implement preventive action.

8.- Closure and congratulate the team.

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1. Identify team
Originator or area leader (where the problem has been
generated) should select team members with expertise
and regular involvement on the activities related to the
problem.

Team work is mandatory.

A team leader should be selected.

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 2. Describe the problem
• “A problem well described is half solved.”

• The very foundation of problem solving efforts is a good

problem description.

• To solve a problem, it must be precisely defined, the

object or part concerned, location of problem
(SPC,Log,SQA), when the problem was dicovered (issue
date), how big is the problem (amount of failues).
• When possible perform a pre-analysis in order to scope
the problem and to facilitate the containment action(s).

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 3. Implement a containment action.

• Team or individual should review installed containment or

come up with inmediate containment actions to protect
customer, assign responsible and date.
• When applicable: Identify actions to take with with
suspected product, assign resposibles and dates.
• Team or individual must verify and validate that
containment actions are effective.
• Remember: The aim of the step is to protect the customer
(it can be internal or external customer) Don’t look for the
best efficiency but for the best effectiveness.

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 4. Identify root cause.
• The objective is to develop hypotheses about what could be
the root cause and test them to verify which one is correct.
• Root Cause: The one that if taken care of, would eliminate all
future concerns of the problem (the problem specified on this
8D).

• Occur & Escape root cause: Team or individual must identify

the Occur root cause (why did the problem occurr) & Escape root
cause (why did the problem escape), with help of quality tools
(brainstorming, affinity, C&E diagrams, check list, DOE's, etc.
Register analysis done.

• Team or individual must verify and validate both root causes,

trough testing, data analysis, etc

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 5. Identify corrective actions.

• Choose & verify corrective action: Team or individual must

analyse, best corrective actions available, choose the ones that
permanantly eliminates both Occur & Escape root causes.
• At this stage there may still be more than one choice for a
best solution. We need a good decision-making skills. Use tools
like: Brainstorming, Payoff matrix, Prioritization matrices….etc.

• Team or individual must verify that the choosen corrective

action eliminates the root causes by testing to failure and the
after conditiontion does not create another effect.

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 6. Implement corrective actions.

• Implement corrective actions: Team or individual must assign

responsibles & dates to implement the choosen corrective actions.
• Do not underestimate, a complete new set of skills is needed:
• Planning skills.
• Influential leadership
• negotiations skills.
• Use tools like: Force Field analysis. (identify driving/restraining
forces).
• Team or individual must verify that corrective actions have been
implemented as defined.

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 7. Define and implement preventive
action.
• Choose & Implement Permanent preventive actions: Team or
individual must identify, find, choose & implement permanent
preventive actions, assign responsibles & dates, Originator must give
follow up so they are implemented.
• Once the root cause is solve, What can be done to avoid that similar
problems occur?
• Review / Update PFMEA.
• Review the system. Update procedures, Control plan, etc..
• Address both causes: Occurrence and escape.
• Validate implementation of actions

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 8. Congratulate the team.

• Official closure of the 8-D has to be done.

• In a real world problems will always show up, instead of finger
pointing we must find solutions and avoid recurrence.
• Recognition to the people that not only solve the problem but also
implemented controls to allow prevention is a must.

Reference:
Haviland, Paul. Analytical problem solving. ASQ’s Annual quality congress proceedings. 2004. pag. 273 – 276.
World Class Quality: Using Design of Experiments To Make It Happen by Keki R. Bhote (Hardcover - 1980).

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 Guide line s for filling an 8-D re port

- Identify the Team (If required, see procedure item 5.5):

Originator (Team leader) should select team members with
1st .- expertice and involvment reg. the problem found.
Discipline

- Problem Description :
To solve a problem, it must be precisely defined, the object
or part concerned (Model), location of problem
(SPC,Log ,SQA), when the problem was dicovered (issue
2nd .- date), how big is the problem (amount of failues).
Discipline

- Immediate Containment Action: Team or individual Plan

should review installed containment or come up with
inmediate containment actions to protect customer, assig n
responsible and date. As well identify actions to take with
with suspected product, assig n resposibles and dates (if
applicable). Do
NO

Team or individual must verify and

3rd.-
validate that containment actions are
Discipline Check
effective.

Act
Containment actions
are Effective?

Yes

- Occur & Escape root cause: Team or individual must Plan

identify the Occur root cause (why did the problem occurr) &
Escape root cause (why did the problem escape), with help of
q uality tools (brainstorming , affinity, C&E diagrams, check list,
DOE's, etc, refer to Philips Quality Memory Jog g er), and
reg ister analysis done. Do
NO

Team or individual must verify and

4th .-
validate both root causes, trough Check
testing, data analysis, etc
Discipline

Act
Root causes verified,
confirmed ?

Yes

A B

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 A B

- Choose & v erify correctiv e action: Team or Plan

individual must analyse, best corrective actions
available, choose the ones that permanantly
eliminates both Occur & Escape root causes.
Do

Tem or individual must verify that the choosen

corrective action eliminates the root causes by
testing to failure and the after conditiontion does
5th .- not create another effect. Check
Discipline

Act
Corrective action are
effective ?

Yes

- Implement corrective actions: Team or individual

must assig n responsibles & dates to implement the
6th .- choosen corrective actions. 8-D originator must give
Discipline follow up so they are implemented.

- Choose & Implement Permanent preventive

actions: Team or individual must identify, find,
7th .- choose & implement permanent preventive actions,
Discipline assig n responsibles & dates, Orig inator must g ive
follow up so they are implemented.

8-D originator must get the CAR signed by the his

department manag er, if we ag rees on all the
actions taken.

8-D report o.k ? No

Yes

Team leader (if applicable) ,

8th .-
congratulates the team , g ive
Discipline
appropiate recognition.

8-D Orig inator must give follow up to the

effectiveness of the corrective actions by
means of the g ate chart (Monthly basis)

YES

Originator,
Effectiveness of NO
C.A.are O.K.

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