8D Report

DISTRIBUTED TO

ALL TEAM MEMBERS

Spec No. / Part No:

CHECK, SIGN, AND DATE BELOW SHOWING APPROVAL ON STATUS OF 8D.
PLEASE FAX BACK TO ME WITHIN 5 DAYS OF RECEIPT.

CORRECTIVE ACTION:

______ ACCEPTED

______ SOME QUESTIONS REMAIN FOR CLARIFICATION

______ NOT ACCEPTED – PLEASE EXPLAIN

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

____________________________________ ________________________
SIGNED: DATE:

Please return to the Attention of _________ via fax at (?)?? - Thank you!

FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 Page 1

PROBLEM SOLVING WORKBOOK Disciplined

Problem Solving
Note; See instruction book for guidance at each discipline.
THE DISCIPLINED PROBLEM SOLVING PROCESS SUMMARY REPORT

Quality
Title: Date Opened: Last Updated

Product/Process Information: Organization Information: Ref. No.:

D0 Symptom(s):

D0 Emergency Response Action(s): % Effective: Date Implemented:

Verification/Validation: Customer Contact:

D1 Team (Name, Dept., Tel) D2 Problem

Champion: Problem Statement:

D3 Interim Containment Action(s): % Effective: Date Implemented:

D4 Root Cause(s) and Escape Point(s) % Contribution:

D5 Chosen Permanent Corrective Action(s) % Effective:

D6 Implemented Permanent Corrective Action(s): Date Implemented:

Validation:

D7 Prevent Actions: Date Implemented:

D7 Systemic Prevent Recommendations: Responsibility:

D8 Team and Individual Recognition: Date Closed: Reported by:

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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 THE DISCIPLINED PROBLEM SOLVING PROCESS
Use this process flow to guide you through the disciplined problem solving process. Also refer to the Instruction Book for
further guidance. If you need any further advice or help seek out someone in the Quality Assurance Department who has been
trained to a more detailed level of problem solving.

D0 Consider emergency response action (ERA); decision to use, and preparation for, this or
the more detailed approach,.

D1 Establish the team and use teamworking approach, if required.

D2 Describe the problem.

D3 Develop, validate and implement the interim containment action (ICA), if required.

D4 Find, define and verify root cause(s) and escape point(s).

D5 Choose and verify permanent corrective actions (PCAs) for root cause and escape point.

D6 Implement and validate permanent corrective actions (PCAs).

D7 Prevent recurrence of this and possible similar failures, also identify systematic
improvement opportunities.

D8 Recognise team and individual contributions, as appropriate.

DISCIPLINE D0
You are aware that something has gone wrong, and you don’t know the reason why. Before you can describe the problem
accurately and thus find root cause(s), you may need to protect the customer (internal or external) from continuing to
experience the symptom, if this has not already been done.

 What was the Emergency Response action(s):

All inventory was accounted for. Lot “1” remaining samples put in quarantine.

Possible Actions What did we actually do (results!)

(Use the following as a check list)

 WIP on hold
 WIP checked
 Warehouse stock on hold
 Warehouse stock checked
 Deliveries in transit identified
 Deliveries in transit checked
 Deliveries at customer checked
 Verify control plan controls are properly working
 Review all past inspection data
 Other actions

Note: See Instruction book for guidance at each Discipline.

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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

TIME LINE OF EVENTS
As you proceed through the Disciplines, you will find out information concerning the product and process associated with the
problem. Document any information such as date of approval of first batches made and any changes to process, material,
methods, machines, people or the environment with dates. Keep this Time Line live through the investigation.

Dates Event(s) i.e. changes or happenings

DISCIPLINE 2 PROBLEM STATEMENT

Define very simply “What is wrong with what” i.e. what object has what defect?

Use the techniques of “Sub Dividing” and “Stair Stepping” to assist you, to show the relationship of the Problem Statement to
the symptom.

Note: See Instruction Book for guidance at each discipline.

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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)
DISCIPLINE 2 DESCRIBE THE PROBLEM
Before trying to define the root cause or jump to solutions – stop and take time to describe the problem, using as much data
and facts as you can gather. Use the questions below to guide you and, if it helps, draw a diagram on the next page. It is
possible that the problem was not described correctly on the complaint/DMR you received. If so re-state the problem correctly.
PROBLEM PROFILE
DESCRIPTION DATA
DESCRIPTION AREA Be as specific as possible, identifying part numbers, QUESTIONS CHECKLIST
machines, dates, quantities etc.
WHAT
Object? What object has the defect?

Defect? What is the defect?

WHERE
Seen on object?
. Where specifically on the object do
you see the defect?

Seen geographically? Where geographically is the

defective object observed?

WHEN

First seen? When in time, was the defect first

observed?
 By the customer?
When were the defectives
 When did we make the part?
made?
When seen since? When, since the first observation,
has the defect been observed? (e.g.
continuously, in patterns, only on
Mondays?)

When seen in When is the defect seen in the

 Process flow?
process of making the object?

 Operating cycle?
When is the defect seen in the
operating cycle of the object? (i.e.
when the object/system is used)

 Life cycle?
When is the defect seen in the life of
the object? (e.g. when new or after
200 hours?)
HOW BIG
How many objects have the How many objects have the defect?
defect?

How many/much defect(s) per How much or how many defect(s)

object? per object? (ie are all bad parts
defective to the same extent?)

What is the trend? How has the trend developed since

Consider Similar Parts
first observation and what is it now?
(e.g. stable/erratic, getting
better/worse)
Could this problem affect other similar parts: on other lines, in other plants with the same
process, other parts with the same materials/process? List those areas or parts you
consider at risk, and inform the Champion to enable communication with others.

Similar parts

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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 D2 Attach a Picture or
D2 continued
Diagram here

Attach any other relevant documents to this workbook as you go.

DISCIPLINE 3 INTERIM CONTAINMENT ACTION (ICA)

Now that you have completed D2, review the emergency response action to see if it can be used as an ICA or improved in
order to allow production to continue while still detecting and containing all defective output, giving you time to analyse root
cause. If it can’t, then identify a better containment action. (Do not remove Interim Corrective Action until permanent
corrective action is implemented and verified)

Note: In some circumstances an ICA may not be needed.

 IS AN ICA REQUIRED?

 IS ERA OK AS AN ICA?

 IF YOU CONSIDER ICA NOT NECESSARY, WHY NOT?

ICA NOT NECESSARYCONTAINMENT ACTION IS PERMENANT.

 DESCRIBE THE ICA THAT YOU PROPOSE –

 WHO WILL DO IT, AND WHEN? –

 HOW WILL OK PARTS BE IDENTIFIED? –

 IF YOU PROPOSE CHANGE(S), REPORT TO CHAMPION AND OBTAIN APPROVAL OF CONTROL PLAN, WORK
INSTRUCTIONS AND AUDIT SHEETS.

Keep the following chart up to date until you complete D8.

EFFECT OF ACTIONS ON CUSTOMER

DATE IN MONTH
ACTION
PLACE 1 2 3 4 5 6 7 8 9 10 11 12
ERA
ICA
PCA

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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 D4 continued ROOT CAUSE THEORIES
Consider the Cause of Effect Diagram. Then create some Root Cause Theories that explain a strong logical link to the Problem
Statement and Problem Profile recorded at D2. Document your theories as complete sentence statements.

ROOT CAUSE THEORY STATEMENTS:

REF. STATEMENT
1
2
3
4
5

D4 continued LOGIC TEST

Consider each theory in turn. Eliminate those which are not logical when you consider the Time Line of Events and/or the
Problem Profile. Record your reasons for elimination.

THEORY REF. REASON(S) FOR ELIMINATION

D4 continued ESCAPE POINT

 DO WE HAVE AN INSPECTION/CONTROL POINT THAT SHOULD HAVE ENSURED THAT NON-CONFORMANCES WERE
FOUND? YES OR NO?

 IF YES, WHY DID THE INSPECTED/CONTROL POINT FAIL?

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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 D4 continued STAIR STEP LOGIC
For the theories which pass through the Logic Test, show the logical links (steps) between the root cause theory, the problem
statement and the symptom. Do this for each theory. Repeatedly ask why? to show the links.

ROOT CAUSE THEORY ROOT CAUSE THEORY

NUMBER 1 NUMBER 2

WHY?

WHY?

WHY?

WHY?

WHY?

PROVING THE ROOT CAUSE – VERIFICATION ACTION PLAN

What testing are you going to do to prove that this is (or these could be) the root cause?
Ref Task Who When Outcome?

UPGRADING THE PROBLEM If you find after these tests that you have not been able to discover cause(s), then take
this workbook to your Champion so that the Champion can get you specialist advice.

FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 Page 10

DISCIPLINE 5 CHOOSE PERMANENT CORRECTIVE ACTIONS

WHAT ARE YOUR IDEAS FOR PERMANENT CORRECTIVE ACTIONS? (This is one of the
most important steps in effective problem solving. At this step it is imperative that
appropriate time is alloted to thoroughly prove out the proposed solution(s). It should be
verified on multiple machines, across all production shifts, etc. A rush to conclusion
here can lead to ineffective corrective action and recurrence of the problem).

 CHOSEN PCA -

 VERIFICATION - How do you know (proof) that it will work?

 APPROVAL - Take the workbook to your Champion for the PCA to be

reviewed and proposal(s) approved.

DISCIPLINE 6 IMPLEMENT PERMANENT CORRECTIVE ACTIONS

 Define the precise actions you will need to take to implement and validate
effectiveness of the PCA (use Key Tasks Action Plan and Monitor.)

 List which documents will need to be formally changed, as a result of these

actions.

DISCIPLINE 7 PREVENT ACTIONS

Take a moment to look back at this problem. Why did it happen in the first place? What lessons can be learnt? What changes
need to be made to ensure that this and similar problems never happen again? Also note down some specific improvements
that need to be made in areas such as systems, procedures, machinery, maintenance, people and training.

Prevent Actions Notes:

Systems etc. Prevent Recommendations Notes:

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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

DISCIPLINE 8 CONGRATULATE THE TEAM (& COMPLETE THE TASK)

Make sure that you have completed this workbook, presented it to your Champion to enable communication with others.
Express thanks to those who have helped you in dealing with this problem.

FINALLY – Thank YOU for all your diligent work

KEY TASKS ACTION PLAN AND MONITOR

Use this page, as you move through the workbook to make note of actions that you (or others you have asked) have identified.
Use the ‘complete’ section to monitor progress of the tasks.

% Complete
Ref. Task Who When 25 50 75 100

FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 Page 12

FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

 DISCIPLINE 4 DEFINE & VERIFY ROOT CAUSE
Brainstorm all possible causes of the problem and record them using the area headings to guide you. List all your ideas and do not criticise any at this stage. After your first
attempt, take time to think and add any other possible cause(s).

METHODS/PROCESSES EQUIPMENT CAUSE AND EFFECT

DIAGRAM

PROBLEM STATEMENT
(See D2)

PEOPLE ENVIRONMENT MATERIALS

Note: If you need any further advice or help, seek out someone in the Quality Assurance Department who has been trained to a more detailed level of problem solving.

FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)

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