Process D1: Establish The Team

Process D1 : Objective : To determine the best possible team to
solve the problem & to specify the team rules

Establish the team
No. Input Process Output

1 Decide to use the 8D method Organise a small group of people as a Step "D1" of the 8D report
to solve the problem team. These people should have completed : names and
process and/or product know-how. roles of the team members :
The team members must have the time, - Champion

authority and ability in the technical - Team leader
disciplines to solve the problem and to - Each team member
implement corrective actions. The group
must have a designated champion and a
team leader. The group begins the team-
building process.
If possible the team should have 4 to 10

members (not too big a team).
The make-up of the team can vary during

the process, depending on requirements.
Enter the team members in the 8D report,

ensuring traceability – i.e., first names and
surnames, telephone numbers and e-mail
addresses.
Use the "assessment questions" to

determine whether step "D1" is complete.
2 Champion As champion … Champion is appointed
…you are responsible for the system or

process having the problem to be
solved (the problem owner).
…you have the authority to make

resources available to the team.
…you support team decisions.
…you ask the right questions in order to

drive the progress of the team.
…you are not actually a member of the

team but nevertheless you take part in
team meetings as necessary.
…you are the interface between the team

and the rest of the company.
…you can eliminate organisational

hindrances.
…you ensure the right environment and

the empowerment of the team.
VDA-Volume 4: 8D Method, Long Version 1

3 Team leader As team leader… Team leader
…you are the business manager of the team and

responsible for progress in the technical sphere.
…you must have the technical expertise and

necessary leadership quality.
…you should have mastered the 8D method and

lead your team accordingly.
…you ensure the ordered, organisational running

of the team meeting.
…you draw up the agenda and papers for the team

meeting.
…you are the spokesman for the team and the

interface to the champion.
…you work with the team in setting out targets and

tasks.
…you request a summary of the contributions made

by the team members.
…you focus on the reason for the meeting.
…you provide information to the team.
…you lead the decision-making process.
...you summarize the decisions.
…you quit the role of leader when you take part in

the discussion.
6 Team member As team member… Activities / behaviour as team

member
…you provide technical input.
…you carry out tasks allotted to you.
…you offer information and ideas.
…you provide feedback and clarify

queries.
2 VDA-Volume 4: 8D Method, Long Version

Reference data : Forms :
Assessment questions (Appendix); 8D report
Elementary aids : VDA Volume 4
Rules for decision-making : Activities / behaviour within the team :

Many teams have a problem with decision-making Specify team roles quickly.
because there is always the question of taking Ensure that team meetings start and finish on time.
responsibility.
Define clear objectives for your work, both short-
At the beginning of operations, specify how you wish term and long-term.
to come to decisions. Agree within the team on the "rules of the game"
under which you wish all team tasks to be carried
• If you are the team leader you can set out briefly out in future. Set out these rules in writing.
the various methods for making decisions.
Set out clearly in writing what you consider to be
• If you have decided on a method for decision- acceptable and unacceptable behaviour within the
making you should also decide how you wish to team.
document the decisions and, if appropriate, how
you arrive at them. All team members should be clear that each
individual person is responsible for the progress of
• Within the team, consider whether and when the entire team.
exceptions can be permitted.
• Specify who is responsible for carrying out the
decision-making process.
(in this connection see also D5)
Comments :
The explanations are very comprehensive because

the team process and the way team members work
together are crucial in achieving a constructive
solution.

Process D2 : Objective : Describe the internal / external problem
by identifying "What is wrong with what" and detail
Describe the problem the problem in quantifiable terms.

1 Symptom (measurable) Define the problem Definition of the problem
Positive result of the check on Collect all the information regarding the Statement regarding the
the pre-requisites for using problem. defective product or process.
the 8D method.
Determine as precisely as possible, Statement regarding what the
Available documents based on facts, what defective product defect / failure is.
regarding similar problems, or process is involved :
such as 8D reports, FMEAs,
process flow plans, control What item shows the defect / failure ?
plans, layouts, drawings…)
Arrive at a clear statement of what the
defect / failure is.
What is the defect / failure ?
Look behind the symptom by posing the

question :
“Who noticed what first ?”
Ask the first person who noticed the

symptom to describe exactly what
he/she observed.
Collect all available documents on

similar problems (8D reports, FMEAs,
process flow plans, control plans,…)
Responsible : Team leader

2 Definition of the Develop a definition of the description of the problem Description of the
problem (Problem statement). problem
Statement regarding A problem definition

the defective product - is a simple, precise statement of the item and the defect,
or process. the cause of which is not known.
Statement regarding In the case of complex symptoms, consider breaking down

what the defect / the problem into sections for individual treatment.
failure is.
Draw up a list of "IS / IS NOT" facts.
Describe the occurrence in terms of :

- What ?
- Where ?
- When ?
- How many (how often; how significant ?
Do not draw any conclusions (don't ask why) !!!
The form used for assembling the IS/IS NOT facts Completed "IS / IS
contains precisely those questions necessary in order to NOT FACTS" form
collect comprehensive data : (what, where,
when, how many)
- What is the item revealing the defect ?
- What is the defect / failure ?
- Where on the item can the defect be seen ?
- Where was the defect first observed ? Up-dated 8D report
- Where has the defect been seen since ? “D2”
- How many items are affected ?
- How much of the item is affected ? Up-dated To Do
- How many defects per item can be seen ? List
- Does the occurrence of the defect follow a trend ?
Use the "IS NOT" column to answer what, where, when,

how many) the defect has not occurred.
Does the quality department have data providing important

information : line diagrams, diagrams showing a pattern,
Pareto charts, etc. ?
Draw up a "To Do" list. List of actions with

items outstanding
Evaluate all the aids available, such as SPC data, machine ("To Do" list).
log books, production measurement data, …
Check the make-up of the team.
Document all decisions and changes to the problem or

process.
Agree the results of the collection of "IS/IS NOT" facts with

the customer.
Check whether the collected data show clearly a difference

between specification actual performance, or whether the
product/process was never good.
Character of the
defect. Brief
Complete step "D2" of the 8D report. statement of what
the defect is.

Elementary aids : VDA Volume 4 Collection of "IS / IS NOT" facts (Appendix)
Comments : Tools & techniques :
In D2 the objective is to describe the problem to be Brainstorming (creative methods,…)
processed, clearly and as comprehensively as 8D reports covering similar failures
possible, based on the facts available. Customers' reports
Reports of experience
Collecting data and facts in D2 often appears to
demand a lot of time and effort and it requires trust Dealers' reports
in the system to cause this amount of work within Quality studies
the team. However, once it is seen how much more Rework and repair reports
quickly and effectively all the later stages can be Process, product and system audits
handled, the team members are happy to bring all
the facts together.
Be careful not to draw any conclusions. The sub-

conscious mind will always look for reasons in order
to answer a problem as quickly as possible. Too
many open questions cause stress.

Objective : To define, verify and implement the
immediate containment action(s) (ICA) to isolate the
effects of the problems from any internal / external
Process D3 :
customer until permanent corrective actions (PCA)
Immediate containment action(s) are implemented and are effective.
Validate the effectiveness of the ICA.

1 8D report “D2” with a Define actions which will provide 100% protection for Defined ICA which
current description of the customer. provide 100%
the problem protection for the
Use the quality tools (see elementary aids, VDA Volume customer (the
Current "To Do" list 4) to evaluate which action protects the customer best. customer no longer
from “D2” sees the symptom)
“Buy time“ for the analysis of cause(s).
Service action if
Protect the customer from the effects of the problem. necessary
Restrict the problem in terms of costs, quality and time.
Check whether a service action is necessary (by the

vehicle maker).
2 Defined ICA which Verification of ICA : Verification results,

provide 100% in 8D report (D3)
protection for the Before implementation, demonstrate that the action
customer Approved/released
- achieves what is intended (by comparing data
documents.
before and after) and
(the customer no
- no new problem occurs.
longer sees the ICA implemented.
symptom)
Verification activities may include :
Up-dated 8D report
- Tests and demonstrations
(up to "D3" without
- comparison of the new action with similar, proven
verification)
improvements
- review of newly developed documents before
approval/release :
All documents (procedures, drawings, specifications,

etc.) must be checked for accuracy before they are
released. Verification is a process which evaluates that
the intended change is made without causing a new
problem.
Verification can, for example, be carried out by a cross-

departmental team which assesses the change and its
effect, including any effects on the organisation.
If possible a pilot introduction should be carried out in

order to demonstrate the effects of the change.
There should be team consensus on the decision.
Implement the ICA.

3 Verification results in Validate the ICA. Up-dated 8D report
the 8D report (D3) with :
- Demonstrate continuously that the action has the
Approved/released intended effect without causing a new problem. Verification and
documents. validation data for the
- Although the customer is the last testing point for ICA.
ICA implemented. validation, validation by the customer is not the right
way to carry out validation. Reasons (if applicable)
why an ICA is not
Validation before release to the customer necessary.
- Demonstrate continuously the expected effect of the
Reasons for the
actions before introducing the change to the
selected ICA (decision
customer.
and criteria method).
Action plan for
- The activities may include tests , inspection,
coordinating the ICA
observations and other quality tests.
("to do" list)
Validation by the customer Action plan for the next

steps ("to do" list)
- Demonstrate continuously the expected effect of the
actions after introducing the change to the
customer.
Proof of effectiveness is achieved when improvements

are seen at the same indicators which indicated the
symptom.
The improvements can be observed and demonstrated

with a flow diagram.

Elementary aids : VDA Volume 4 Decision criteria method (Appendix)
Comments :
Characteristics of an immediate containment action

(ICA)
Temporary elimination of the effect / symptom.
An action which prevents symptoms arising from one or

more problems from having any effects on personnel,
organisations or specific vehicle drivers.
An ICA makes use of the data collected at the D2

stage.
An immediate action …
…attacks the symptom.
…is verified for effectiveness before implementation.
…is observed for its effect.
…is not merely a quick solution which is then forgotten.
…is replaced by the selected permanent corrective
action (D6) - not to be forgotten !
…generates costs.

Objective : to determine all possible causes, decide on
Process D4 : and demonstrate the main (root) cause, indicate the point
Root cause(s) where the fault slipped through (the "escape point".

1 8D report completed up to and D4 is the actual analysis of the cause(s). It
including D3 : must be carried out with care and without
allocating blame. Facts are all that count –
Verification and validation data no deductions or subjective assessments.
for the ICA. Make sure that the problem has been caused
by a change – here, "change" means sudden
Reasons (if applicable) why an and continuous and not a problem which
ICA is not necessary. occurred on the first day.
Reasons for the selected ICA Measurements are carried out, which show
(decision and criteria method). that the specified requirements are not met.
Action plan for coordinating Determine all the differences between what
the ICA (decision-making "IS" and what "IS NOT".
work-sheet)
Allocate all the differences to the relevant
Action plan for the next steps changes and date these changes.
(if involved in the management
review) ("to do" list). Within the team, develop all possible theories
regarding potential causes. Use the
experience and creativity of the team
e.g., current problem members.
description, process
sequence, FMEA, work Each theory which might explain how the
instructions, maintenance problem could have occurred is identified as
records, SPC, … a possible cause.
Isolate the root cause by testing all the

theories of causes against ALL the facts
from the "IST / IS NOT" exercise.
Isolate the "escape point" – the point in the

process where some-one could have
recognized the problem and prevent its
effects but did not do so. Use the cause &
effect diagram, the process flow chart and
problem-solving sheets:
Work-sheet :
IS / IS NOT differences / changes.
Write down all the differences: Completed work-sheet :

IS / IS NOT differences /
Ask what is unusual, strange, striking or changes
unique about the "IS" data.
- cause & effect diagram
Consider the influence of personnel, - action plan
methods, materials, machines, measure-
ments and the environment (revise the cause
& effect diagram).
Ask what has changed with regard to the

differences.
Keep asking “Why?” as you work toward the

root cause (the "why" staircase) until there is
no longer a clear answer to the question.

Use the work-sheet :
Testing the theories for causes
2 - cause & effect diagram Verify the cause - Verified cause

- action plan
Verification of the “most probable cause” - Up-dated 8D report
- 8D report
can take place only in the real world,
where the problem occurs.
Verification of the cause is the
confirmation that the cause has actually
caused the problem.
Verification should be carried out in two
stages :
- passive verification
- active verification
Passive verification is carried out by
observation.
With passive verification a check is made
as to whether the cause is present.
If it cannot be demonstrated that the cause
is present, there is every chance that the
"most probable cause” is not the real cause.
Active verification is a process, in which

the effect of the cause can be “switched on
and off”.

Assessment questions (Appendix); 8D report,
IS / IS NOT data collection (appendix)
IS / IS NOT DIFFERENCES / CHANGES (Appendix)
Comments : Problem caused by a change

Terminology regarding causes
“Possible cause"
Each failure which was
identified often (in a cause &
continuous
effect diagram), which
describes how an effect could
occur Expected Expected
Quality
“Most likely cause"
A theory which, after assessing Actual
the data, best explains the
description of the problem.
Time
"Root cause"
A verified cause which explains
the occurrence of the problems
and has been verified both
passively and actively.
Terminology regarding the "escape

point" (the point at which the sudden
problem slipped through)
"Control system"
A system which is established Quality
in order to observe the product
and/or process. It ensures that Actual
the quality requirements are
met. It covers responsibilities,
procedures and resources. The Time
system has one or more control
points, at which the product /
process is checked.
"Control point"
A point in the control system at
which the product / process is
checked for compliance with
defined quality requirements.
"Escape point"
The earliest point in the
process at which the problem
could have been detected but
was not detected.

Tools & techniques : “First-day deviation”
(The actual figure never achieves the required level)
Robust design
Environmental tests and First-day deviation
analyses
Measurement system analysis
Benchmarking Expected
Quality
Actual
Time
Process D5 : Objective : Select the best permanent corrective

Planned permanent corrective action(s) action in order to eliminate the cause of the problem

1 - Cause & effect diagram Select the best corrective action to - Action plan
eliminate the cause of the problem.
- Verified cause - Up-dated 8D report
Select the best corrective action to
prevent the problem from slipping
- Action plan
through at the "escape point".
- Up-dated 8D report Verify that both these decisions are
effective, once they have been
introduced
Ensure that no new causes of
problems have been introduced as
a result of the corrective action.
Eliminate the cause of the problem. Verify

this in D5 and validate it in D6.
Criteria for the permanent corrective action :
• Solve the problem at the level of the

cause.
• Do not generate any new problems.
• Verify the effectiveness of the
action.

2 - Verified cause Use the attached work-sheet :
- Action plan DECIDE ON THE CRITERIA METHOD
- Up-dated 8D report
Essential criteria :
What
Essential criteria are objectively measurable,
non-negotiable, realistic features regarding
the decision.
They often involve money, completion
dates, company regulations and legislation.
Why
Essential criteria are minimum criteria. This
means that some decisions are filtered out.
How
Essential criteria must be objectively
measurable and realistic.
Desirable criteria :
Was
Desirable criteria are features which are
desirable in decision-making.
They are subjectively / objectively
measurable.
Why
Desirable criteria enable you to determine
which of the remaining decisions should be
preferred.
How
Desirable criteria generate the criteria
required to make the ideal decision, taking Criteria entered in the work-
resources into account, in order to reach the sheet : DECISION ON THE
necessary end-result. CRITERIA METHOD.
3 Criteria entered in the Decide on the relative importance of the

work-sheet : DECISION desirable criteria :
ON THE CRITERIA
METHOD What
Desirable criteria have a relative importance
to each other in terms of the end-result. Criteria and importance
entered in the work-sheet :
Why DECISION ON THE
The relative importance enables the effect CRITERIA METHOD
of each available option to be evaluated in
order to determine the relative advantages.
How
Some desirable criteria are more desirable
than others. Award 10 points to the most
important criteria, compare the other criteria
to it and award them points accordingly
(scoring (1-10).

4 Work-sheet : DECISION ON Select a decision : Work-sheet : DECISION ON
THE CRITERIA METHOD THE CRITERIA METHOD
with criteria and importance What with criteria and importance
Generate a list of the alternatives.
Why
The "band-width" gives you a high-value
selection.
How
Some of the alternatives may have
already been suggested – for example,
by the manager. Others may already
have been considered on the basis of
the personal experience of other people.
Some examples may have been taken

from technical magazines, literature, etc.
Bear in mind that this process may

require several team meetings, if data
need to be collected from outside the
team.
5 Work-sheet : DECISION ON Compare the choice against the Work-sheet : DECISION ON

THE CRITERIA METHOD decision-making criteria : THE CRITERIA METHOD
with criteria and importance with criteria, importance and
What totals for the individual
A comparison enables you to determine variants.
how well the possible decision fulfils the
decision-making criteria.
Why
You carry out the comparison so that
you can select the best solution from all
the possible solutions.
How
1. Compare the essential criteria,
checking the solutions (variants) to
see if they are appropriate (yes or
no).
2. Then check the solutions against the

desirable criteria. Award the best
solution 10 points and evaluate the
other solutions in relation to this, with
scores of 1 to 10.
3. Multiply these "how good" values with

the importance of each desirable
criterion. Enter the result of this
multiplication in the “Points” column.
4. Produce total figures for each variant

(solution).
Consider the following :
Write down objective information

regarding the desirable criteria and not
merely “yes, no, good or bad”.
Try to use the entire points band-width,

from 1 to 10.
6 Work-sheet : DECISION ON Analyse the risk Work-sheet : DECISION ON

THE CRITERIA METHOD THE CRITERIA METHOD
with criteria, importance and What with criteria, importance and
totals for the individual In the risk assessment, consider what totals for the individual
variants. can "go wrong". variants.
Why
It is essential to consider the risk. Often
solutions will bring not only advantages
but also negative side-effects (the
"network" theory).
How
Draw up a statement of risk : “If an event
… occurs, it will have the following
consequences…” ("FMEA thinking“)
Examine the probability of occurrence

and the severity of the possible effects.
Relate the results of these

considerations to the essential and
desirable criteria. Is the solution really a
solution ? Or does it also contain a
possible new problem ?
Work-sheet : DECISION ON Come to a fully-weighed decision. Decision

THE CRITERIA METHOD
with criteria, importance and What
totals for the individual A fully-weighed decision is based on all
variants. the information and the conclusions
which have been drawn.
Completed risk analysis
work-sheet. Why
You make the fully-weighed decision in
order to make the best possible decision.
How
When weighing up the advantages and
disadvantages you may find that the
solution initially proposed is no longer the
optimum solution.
7 Decision Verification, feasibility test Justification of the final

decision
Check to make sure that the solution
works in practice. Verification data for the
permanent corrective
Examples : experiments, trial runs, tests. action(s).
Responsible : Team leader Risk analysis, FMEA
Action plan for the next steps.
Up-dated 8D report
8 - Action plan Describe the result of the decision : Brief description of the
decision, including the range,
- Up-dated 8D report What – the result is a brief statement the actions and the item(s)
containing the desired end-result of involved.
the decision.
Up-dated 8D report
Why – the end-result must be known
in order to determine the range, or
scope of the decision and also to
focus thinking and further action on
this.
How – you describe the end-result
by defining the actions and the
item(s) involved.

Assessment questions (Appendix); 8D report,
Elementary aids : VDA Volume 4 Work-sheet : decision criteria method
Tools & techniques Summary
FMEA Important factors in D5 are :
Process capability methods
Take the right decision
Process flow diagram
Weigh the advantages and risks
Design of experiments (DOE)
No hasty introduction
Creativity techniques
Verify that the selected action will be successful
TRIZ
Benchmarking
Organisation charts
Process control checks
Weibull analysis

Process D6 : Objective : Plan and implement the chosen
permanent corrective actions (PCA) and stop the
Implement and validate permanent
immediate containment actions (ICA).
corrective actions (PCAs) Validate the PCA. Observe the long-term results.

1 Brief description of the Plan and implement the selected - Permanent corrective
decision, including the range, permanent corrective action (PCA). action
the actions and the item(s)
involved. The team proceeds on the principles of : - Plan – Do – Check – Act
Plan – Do – Check - Act list
Up-dated 8D report
1. Describe the objective. - Implementation plan
2. Set out the standards and conditions
which must be met.
3. Specify the stages of the action.
Preventing problems regarding the

planned PCA
4. Specify the main stages.

5. Identify barriers.
6. Identify preventive actions.
7. Identify safety/security actions.
8. Look for key words covering safety/ |
security actions.
9. Specify who is responsible for what
action.
2 - Permanent corrective Final plan - Final permanent corrective

action action
- Plan – Do – Check – Act 10. Check, revise and communicate the - Plan – Do – Check – Act
list final plan. list
- Implementation plan Responsible : Team leader - Implementation plan
3 - Final permanent corrective Validation - Confirmation that the

action validation is successful.
The validation is successful if it is
- Plan – Do – Check – Act demonstrated that the problem no - Up-dated 8D report
list longer occurs.
- Implementation plan Proof can be provided using a

performance chart (failure statistics over
a long period).
4 - Confirmation that the Stop the immediate containment ICA are stopped.
validation is successful. action (ICA)
Up-dated 8D report
- Up-dated 8D report Part of "D6" is to conclude and stop the
immediate containment action (ICA)
which was intended to protect the
customer.
The ICA is no longer required because

the permanent action (PCA) has
eliminated the cause of the problem.

Continuing the ICA would use important
resources (causing unnecessary costs).
The ICA would also hinder the validation
Tools & techniques : Forms / information :

Action plan 8D report
Process flow chart
FMEA Elementary aids : VDA Volume 4
Initial sample inspection report (ISIR)
(Production Part Approval Process, PPAP)
Process descriptions Summary :
Work descriptions
SPC If you cannot prove that the problem is solved,
Flow charts it is not solved !
Process capability checks
Process D7 : Objective : Prevent the recurrence of the failure

Prevent recurrence which has been eliminated in the system. Give
recommendations for improvements, also covering
other systems in which the problem might occur.
1 - Confirmation that the Prevent recurrence
validation is successful. This is an action to prevent the
occurrence of current problems,
- Up-dated 8D report. similar problems and systemic
problems.
- Other information sources :
- FMEA The current problem is the problem
- ISO and VDA documents covered by the present 8D process.
- Process flow charts
- Timing plans In "D7" the team examines the same
- Control plans problem from the systemic perspective.
- Report of experience from
the teams (lessons learned) Similar problems are problems of a
- Provisional solutions similar nature to the problem covered
by the present 8D process.
The team leader for the current 8D

process initiates the necessary actions
if appropriate.
Show what practices and procedures

in the system allowed the problem to
occur and to slip through without being
detected.
Identify possible practices and

procedures for preventing the problem
in the current system.
Identify possible practices and

procedures for preventing similar
problems in other systems. Possible improvements to
Modify the necessary systems prevent practices, procedures, etc.
current or similar problems from
occurring. Up-dated FMEA, control plan,
process flow chart (if
Preventive actions fall within the area appropriate) and layout.
of responsibility of the current team
leader !
2 Possible improvements to As a team, give recommendations for Recommendations for

practices, procedures, etc. systemic improvements if necessary / systemic improvements,
possible. procedures, etc.
It may be necessary to appoint a

different team champion in the case of
systemic problems.
3 Recommendations for Possible reaction to improvement Action (1 to 5) by the team

systemic improvements, proposals from the teams : champion, depending on his
procedures, etc. decision.
"D7" results are the area of
responsibility of the current team
champion.
1. The champion authorizes the

current 8D team to implement
appropriate action; or
2. The champion authorizes others to

implement appropriate action; or
3. The champion calls for further

investigations; or
4. The champion rejects the team's

recommendations; or
5. The champion forwards the

recommendations (escalation).

Tools & techniques : Summary :
5 x "why" ? Behind all causes there are systemic errors

Process flow chart which must be eliminated.
FMEA The objective is to modify the system in such

a way that the problem cannot occur.
SWOT
"D7" prevents similar problems from occurring.
QFD
The team also has the opportunity to propose
Interviews with experts fundamental improvements to the system.

Objective : Recognize the team and individual
Process D8 : contributions to what has been achieved.
Congratulate your team Close the project.

1 Completed 8D report, Recognition and praise within the Recognize the team and
stages D1 – D7. team and for individual contributions. individual contributions.
Performance within the team can be
recognized. This does not mean that
there is no recognition outside the
team.
Effective recognition must be targeted
in a measured manner and at the right
time.
Recognition increases self-esteem and
motivates people to work in future 8D
teams.
Recognition and praise should be
tangible.
Responsible : Team champion
2 Recognize the team and Complete any actions and documents Closure of the 8D method.
individual contributions. not yet brought to a conclusion. This
includes : Documentation of the process
Completion and archiving of
Revised list of 8D experience
documentation.
for all solved problems.
Recognition and evaluation of the
experiences in the team process. Complete 8D report.
Presentation of results to the team

champion.
Feedback to team members on their
efforts (praise and criticism).
Responsible : Team champion

Tools & techniques : Summary :
It is important that ...
…individual contributions are recognized as well as

the team's performance.
… incomplete work and documents are brought to a

conclusion before the team is disbanded.
… success is appreciated.
- Optional – Objective : Immediate interim containment action

Prepare to clarify the problem / (IICA) if necessary. Decide on the use of the 8D
method.

immediate interim containment action /
prepare the 8D method

1 The problem or symptom is Ask the first person who noticed the - Proof that an IICA is
reported by an internal or symptom to describe exactly what he/she necessary (2a)
external customer or by the observed.
- Reason for the IICA (for
person affected.
example, a decision-making
Check whether an immediate interim
worksheet)
containment action (IICA) is necessary.
- Action plan to coordinate
Determine whether other internal or the IICA
external customers might be affected by
this or a similar problem and implement - Proof that an IICA is not
necessary (2b)
appropriate actions.
(for example, a decision-
making worksheet)
Check for a reasonable possibility of
making up for a possible loss of
production.
2a - Proof that an IICA is Define and initiate an immediate Immediate interim

necessary interim containment action (IICA) if containment action;
necessary. Inform the customer if information to the customer
- Action plan to coordinate
appropriate. if appropriate
the IICA
Check the way in which the IICA will
operate and ensure that no undesirable
side-effects occur.
2b Immediate interim As a reaction to a symptom of a Decision :

containment action; problem, check whether it makes
information to the customer sense to employ the 8D method
if appropriate (a team solution is necessary). Result of a check on the
pre-requisites for using the
Check the pre-requisites for using 8D method
the 8D method :
1. The symptom is defined and

quantified – e.g. : If the 8D method is not to be
used (3a)
- what has been observed ?
- what parts or products are affected ? If the 8D method is to be
used (3b)
2. You know the customer where the
symptom has occurred and those
affected.
3. The cause is not known.
4. Management provides the resources

required to eliminate the root cause
of the problem and for preventive
actions.
5. The complexity of the symptom
cannot be handled by one person
alone – that is, a solution by a team
is required.
Decide whether or not to use the 8D

method.
3a Decision : Use a different method and justify your

Do not use the 8D method reasons
3b Decision : Start the 8D method.

Use the 8D method
Document all decisions and also each
and every change to the problem or
process.
Reference data : Tools & techniques :

Assessment questions (Appendix) Elementary aids : VDA Volume 4
Comments :
Symptom : An event or effect which has occurred
with a customer which is quantifiable and indicates
that one or more problems exist.
The symptom is an effect of the problem, which is
detected at the customer's premises or in-house.
Problem : A quality deficiency, a deviation from an

expected result (specified value), special causes
within specification limits if the limits are set too
wide, or other unexpected effects.
Immediate interim containment action : An action

which immediately protects the internal and/or
external customer in the short term – for example :
- out-sorting defective parts

- stop production
- stop shipments

Process D1: Establish The Team

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Process D1: Establish The Team

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Process D1 : Objective : To determine the best possible team to

solve the problem & to specify the team rules

No. Input Process Output

The team members must have the time, - Champion

If possible the team should have 4 to 10

The make-up of the team can vary during

Enter the team members in the 8D report,

Use the "assessment questions" to

2 Champion As champion … Champion is appointed

…you are responsible for the system or

…you have the authority to make

…you support team decisions.

…you ask the right questions in order to

…you are not actually a member of the

…you are the interface between the team

…you can eliminate organisational

…you ensure the right environment and

VDA-Volume 4: 8D Method, Long Version 1

…you are the business manager of the team and

…you must have the technical expertise and

…you should have mastered the 8D method and

…you ensure the ordered, organisational running

…you draw up the agenda and papers for the team

…you are the spokesman for the team and the

…you work with the team in setting out targets and

…you request a summary of the contributions made

…you focus on the reason for the meeting.

…you provide information to the team.

…you lead the decision-making process.

...you summarize the decisions.

…you quit the role of leader when you take part in

6 Team member As team member… Activities / behaviour as team

…you carry out tasks allotted to you.

…you offer information and ideas.

…you provide feedback and clarify

2 VDA-Volume 4: 8D Method, Long Version

Rules for decision-making : Activities / behaviour within the team :

(in this connection see also D5)

The explanations are very comprehensive because

VDA-Volume 4: 8D Method, Long Version 3

No. Input Process Output

What is the defect / failure ?

Look behind the symptom by posing the

“Who noticed what first ?”

Ask the first person who noticed the

Collect all available documents on

Responsible : Team leader

4 VDA-Volume 4: 8D Method, Long Version

Statement regarding A problem definition

Statement regarding In the case of complex symptoms, consider breaking down

Describe the occurrence in terms of :

Use the "IS NOT" column to answer what, where, when,

Does the quality department have data providing important

Draw up a "To Do" list. List of actions with

Check the make-up of the team.

Document all decisions and changes to the problem or

Agree the results of the collection of "IS/IS NOT" facts with

Check whether the collected data show clearly a difference

VDA-Volume 4: 8D Method, Long Version 5

Be careful not to draw any conclusions. The sub-

6 VDA-Volume 4: 8D Method, Long Version

Validate the effectiveness of the ICA.

No. Input Process Output