Agenda

➢ Overview of 8D
➢ Definitions
➢ Review of 8D steps
➢ Review of examples of 5-Why
➢ Questions
 Training Ground Rules

➢ Please interrupt and ask questions at any time

➢ Please turn off your cell phones

➢ DO NOT place your phone on hold at any time

➢ Please mute your phone if possible to minimize noise

➢ Let us know if you lose the webinar screen during the presentation

➢ Please share personal experiences and questions throughout the training

➢ You will get a copy of this training for reference

3
 What is 8D

➢ 8D is a structured corrective action process; 8D stands for the Eight

Disciplines of Problem Solving
➢ Root Cause Analysis(RCA) is an integral part of the 8D process

➢ This session will:

❑ Define 8D

❑ Demonstrate 8D process

❑ Train in Root Cause Analysis (5 Why’s)

➢ Objectives of this training:

❑ You will become familiar with the 8D steps

❑ You will become more proficient at Root Cause Analysis using 5 Why’s

4
 Vocabulary
➢ Containment – Actions taken to isolate the problem from any internal/external
customer. Usually expected to be completed within a 24hr – 48 hour period.

➢ Corrective Action – The action taken to eliminate the cause of the

nonconformity.

➢ Error proofing – When a process is designed to prevent an error from

occurring.

➢ Preventive Action – The action that is taken to eliminate conditions that could
produce a nonconformity.

➢ Root Cause – At its simplest form, you can turn off and on the problem in a
controlled environment. The root cause should explain 100% of the unwanted
problem/defect and that there are no additional reasons that the problem exists.

5
 Definition – Preventive Action
➢ Preventive Action is the action taken to eliminate the conditions that could
produce a nonconformity.

➢ Kaizen events, FMEA’s, 6S events and similar activities

are types of preventive actions.

➢ This training session will not cover Preventive actions as defined above, but
the concept of Preventing recurrence is a key part of the Corrective Action
process.

In Corrective Action, the money is already gone, Preventive

Action gives you the opportunity to salvage some of it.

6
 8D – Eight Disciplines to Problem Solving
➢ 8D, which was initiated in the automotive industry, is a structured problem
solving method for product and process improvement.

➢ 8D is short for “8 Disciplines”

The steps do not all start with “D”

➢ 8D is structured in 8 steps and emphasizes

Team problem solving

➢ Ford’s Team Oriented Problem Solving (TOPS) systems was the precursor to
8D

Team work and not skipping steps is critical!!!

7
 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

8
Public Location of Form
Supplier Information (8D)

9
 Example of 8D Form

The form steps you through the 8D process

10
 Check your knowledge

What does the “D” in 8d stand for?

A. Degree
B. Discipline
C. Decidedly Bad

The correct answer is B – Disciplines. 8D stands for the Eight

Disciplines of Problem Solving

11
 Check your knowledge

Typically how long is the containment phase

of an 8D?
A. 24 – 48 hours
B. 2 weeks
C. 30 days
D. As long as it takes

The correct answer is A – Containment is typically expected to

be completed within the first 24 – 48 hours after you have
received notification that a defect has been produced.

12
 Check your knowledge

Typically what is the expected time to

complete and close the 8-D?
A. 24 – 48 hours
B. 2 weeks
C. 30 days
D. As long as it takes

The correct answer is c – Closure is typically required within 30

days of the initial notification. This means that a root cause has
been selected and the problem was able to be turned on and
off. Final verification may go on past 30 days depending on the
situation.

13
 D1 Establish The Team

Additional tabs are available in the form for reference

14
 8D – Establish Team (D#1)
➢ Typically the Quality Manager will assign the person
responsible to lead the corrective action. That Team
Leader will then select the team members.

➢ The Team should include all functions with

knowledge of the problem (including “process
owner”).

➢ Team Leader or Quality Manager should train team

members as needed, but leading the team through
the process is the best form of training.

15
 D1 Checklist

D1: Establish the Team

Checklist :
➢ Are the people affected by the problem represented?
➢ Does each individual have a reason for being on the team?
➢ Is the team large enough to include all necessary input, but
small enough to act effectively?
➢ Who is designated Champion?
➢ Who is team leader?
➢ Are all team members responsibility’s clear?

16
 Check your knowledge

What functions are typically on the 8D team?

A. Quality
B. Engineering
C. Manufacturing
D. Process Owner
E. All of the above

The correct answer is E – For best results 8D teams are cross-

functional in nature, not every team will need every function,
but the objective is not to make it a one man or one function
event.

17
 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

18
 D2 Define the Problem

Use pictures when they are available

19
 8D – Define Problem (D#2)
➢ Problem Definition is a positive statement
that describes the “pain”

➢ Good Definition is critical to determining Root Cause

➢ Answers 4W2H – Who, What, When, Where, How, How Many

➢ “Why” is not part of Problem Definition (this is answered in Root Cause

Analysis - RCA)

➢ Good Definition does not place blame

➢ Avoids suggesting solutions (“Problem happened due to…”, or “Lack of

adhesive resulted in…”)
Define what is or what is not

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 8D – Problem Definition (D#2)
➢ Take the time to clearly define the problem, with facts.

➢ Good Problem Definition is the springboard to asking the

right questions on RCA (Why, Why, Why,…)

➢ Poor Problem Definition leads to symptom resolution

rather than Root Cause Solution

➢ “Is/Is Not” is a good method for Clear and Concise

Problem Definitions.

➢ If “lack of”, “insufficient”, “due to”… are in your Problem

Definition…your team is in trouble!

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 8D – Problem Definitions: Good or Bad?
➢ “Lack of parts caused 10% miss in sales for May.”
❖ Bad – Assumes cause of problem

➢ “Marketing delays caused projects to be 2 months

overdue on average.”
❖ Bad – Places blame and assumes cause

➢ “Impulse test coil failures for all 3 phase transformers at

Badger Dr increased from 10,000 ppm in Q1 to 15,000
ppm in Q2.”
❖ Good – Answers 4W2H

Research it first, only record the facts!

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 D2 Checklist
D2: Describe the problem

Checklist:
➢ What type of problem is it?
➢ Can we list any resources and documents which might better quantify
this problem?
➢ Is there any evidence this problem has surfaced before?
➢ What is the extent of the problem
➢ Has the problem been increasing, decreasing or remaining constant?
➢ Do we have physical evidence of the problem in hand?
➢ Have failed parts been analyzed in detail?
➢ Is there an action plan to collect additional data if needed?
➢ Do we have the right team members to proceed to the next step?

23
 Check your knowledge

What does 4W2H stand for?

A. 4 Ways to handle
B. Why, What, When, Who, How, How Many
C. Who, What, When, Where, How, How Many
D. For workers to help

The correct answer is C – Who found the defect, What was the
defect, When was the defect detected, Where was the defect
found/located, How was the defect found, and How Many units
were defective? Why is not part of the equation in Step 1:
Defining the problem. Why comes in during the root cause
analysis stage.

24
 Check your knowledge

A good problem description? (select all that apply)

A. Assigns blame
B. Is based on facts
C. Suggests solutions
D. Positively describes the “pain”

The correct answer is B and D – Problem descriptions detail the

issue in a positive, fact-based way, without assigning blame or
suggesting solutions.

25
 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

26
 D3 Take Short Term Action

Did you get all of them – Include parts at Sup-Suppliers?

27
 8D – Contain Problem (D#3)
➢ Containing the problem and Protecting the Customer must
occur immediately. 24hrs is the industry norm for
containment actions to take place. Max of 48.

➢ Determine the scope (time period, material lot numbers,

parts affected, etc)

➢ Production and/or Shipping Hold to be implemented

➢ 8D system is used to report/track Holds and Containments

➢ “Iron Wall” is a form of Containment (Prevent problems

from shipping to Customers)

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 Definition - Containment
➢ Containment is the systematic search and
quarantine of suspected nonconforming product
throughout the supply/delivery chain. (Warehouse,
in process shelves, supplier stock, …) Make sure
you get it all.

➢ In our Containment step we also include a process

to determine if it’s necessary to notify customers in
the form of a recall, advisory or other
communication.

Did you get all of them?

29
 Definition - Containment
Containment is more than just getting all the
current product contained.
➢ This step also includes what used to be called
“Short Term Corrective Action”.
➢ This could be sorting, layered inspection or rework.
➢ Make sure that implementation of the containment
action will not create other problems? i.e., part
shortages or unchecked rework.
➢ It also has to last until the permanent Corrective
Action is in place.

What can you do until the Permanent Corrective Action is in place?

©
30
 D3 Checklist
D3: Contain the Problem
Checklist:
➢ What containment actions have been identified? (For Parts in stock, Parts In
transit, Parts at the supplier location, Parts in process at the operators work
station, Parts at the Customer location)
➢ Have all quantities been accounted for and quarantined until disposition can
be made? (BE CAREFUL that they do not end up back in stock)
➢ Have we ensured that implementation of the containment action will not
create other problems? i.e. part shortages, unchecked rework.
➢ Will interim actions last long enough until the Corrective Actions are in
place?
➢ Are responsibilities for containment actions clear?
➢ When will the containment actions be complete?
➢ Have the containment actions been documented?
➢ Do we have the right team members to proceed to the next step?

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 24 - 48 Hours to Contain the Problem
➢ Containment is required with in 24 - 48 hrs.
➢ Once the Supplier Corrective Action (SCA) is entered into our database (Q-
PULSE) you will get notification and reminders via e-mail.

32
 Check your knowledge

What does containment mean?

A. A systematic search and quarantine of suspected
nonconforming product throughout the
supply/delivery chain.
B. Stopping the defect from being produced
C. Purging the defect from the warehouse
D. Recalling all potentially defective items

The best answer is A – Containment is a systematic search and

quarantine of suspected nonconforming product throughout the
supply/delivery chain.

33
 Check your knowledge

How long does containment need to be in

place?
A. 24 – 48 hours
B. indefinitely
C. Until corrective action is implemented
D. 90 days

The correct answer is C – Containment starts within 24 – 48

hours of problem notification, but remains in effect until a
permanent corrective action is implemented, ensuring the true
root causes of the defect has been corrected.

34
 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

35
 Detection and Occurrence
When identifying root cause the team should focus on why the issue
occurred first, and then secondly on how the defect was missed.
Therefore you do your 5 Why analysis on both pieces of the failure mode.

Ask: How did the problem occur? Ask: How was it missed?
Why? …. Why? ….
Why? …. Why? ….
Why? …. Why? ….
Why? …. Why? ….
Why = the true root cause (typically) Why = what controls need to be in place to
prevent another escape

36
SCA Template

D4 Determine/Verify the Root Cause

Work through the problem, use your team and don’t skip steps!

37
 8D – Root Cause Analysis (RCA)
➢ The CPSD SCA form includes a 5Why analysis
template as well as “Brainstorming” and
“Cause/Effect” diagrams.
➢ Other techniques (Process Map, DOE, Anova, Pareto,
etc.) are also tools to aid in RCA.
➢ The CPSD 8D process includes SCA for:
➢ Occurrence (Why did the problem occur?)
➢ Detection (Why did the problem escape detection?)

Acronyms:
CPSD – Cooper Power Systems Division SCA – Supplier Corrective Action
DOE – Design of Experiments ANOVA – Analysis of Variance
RCA – Root Cause Analysis

38
 8D – Root Cause Analysis (D#4)
➢ There are many techniques to determine Root
Cause
➢ Asking Why? 5 times is the simplest and most
powerful RCA technique.
➢ This is a simple process that is frequently done
poorly.
➢ The first Why starts directly from the Problem
Definition: “Why did the problem occur as
stated?”
➢ Each Why follows directly from the previous
response.

Keep asking! Don’t skip questions, 5 Is typical.

39
 8D – Root Cause Analysis (D#4)
RCA is the Heart and Soul of the Corrective Action
process

There may be multiple contributing causes but there is

only one
True Root Cause

Actions should be taken to address the contributing

causes if appropriate…

But; The Root Cause must be eliminated

or…
the problem will return!

40
 Definition – Root Cause (RC)
The Root Cause is the most basic reason for a problem or
defect. If this cause is eliminated, the problem would
not occur.

If the cause of a problem is “operator error”, that’s not the

real Root Cause. The Root Cause is more likely that the
process is not “Error Proofed”.

Corrective Actions must address the Root Cause if the

problem is to be eliminated.

You will know it is the Root Cause if you can turn the problem off and on

41
 Root Cause
Immediate causes are NOT root causes. Typical immediate
causes you may see on Corrective Action reports are:
❑ Operator Error
❑ Failure to Follow Procedures/work instructions
❑ Inspection not recorded by the operator
❑ Gage Not turned in for calibration
❑ Operator not trained
❑ Inadvertent omission

These are NOT root causes, they may be a contributing cause but not the
true root cause!

42
 Root Cause
Root causes are weaknesses (ineffective
processes or controls) in the system that cause
or allow (fail to prevent) errors and
nonconformance's.

Effective corrective action will PREVENT

recurrence or REDUCE THE FREQUENCY of
occurrence.

43
 Root Cause
Corrective Action that addresses only the
immediate cause will NOT prevent recurrence.
Example:

Nonconformance: Functional gage past due for

calibration.
Immediate cause: Quality Assurance did not
calibrate the gage before the due date.
Corrective Action: Calibrate the functional gage
(fixes the immediate problem only)

44
 Check your knowledge

What are the two areas of the Problem that

the team wants to focus on during RCA?
A. Detection and Occurrence
B. Severity and Occurrence
C. Detection and Severity

The correct answer is a – Detection and Occurrence. Why did

the issue occur and why was it not detected.

45
 Check your knowledge

All of the following are examples of

immediate root causes except?
A. Operator Error
B. Failure to Follow Work Instructions
C. Use of expired material
D. Gage missing calibration sticker

The correct answer is C – Use of expired material may be an

actual root cause or the final why of the 5Whys assessment.
The other items are symptoms of a systemic issue.

46
 5 Why Review

5 Why

2013 Eaton, All Rights Reserved 47

 5 Why’s
If you continue to ask Why? you will discover the
systemic problem, rather than being satisfied with fixing
a symptom. Symptoms that come from contributing
causes
Review 5 Why
example

48
 The 5 Whys
The stone on the Jefferson Memorial was crumbling

Why #1: Why was it crumbling?

Frequent washings were weakening the stone.

Why #2: Why was it washed so often?

To remove the bird droppings.

Why #3: Why are there so many bird droppi ngs?

Birds were eating the abundant spiders there.
Why #4: Why were there so many spiders?
Spiders were attracted to all the midges.

Why #5: So why were there so many midges ?

Every evening at dusk, midges emerge in a mating frenzy. At
this same time, Park Services turns on its spotlights, which
attracted all of the midges.

Solution: Delay turning on the spot lights until one hour after
sunset, by which time midge population is down 90%. By doing
this, the food chain is broken and less frequent washings are
required.
49
 5 Why
5 WHYS? Analysis
5 Whys? Analysis consists of team members identifying a possible root cause by asking “Why?” until the root cause is
uncovered. It may take more or less than five Whys? To get to the Root Cause: Five is typical in most cases.
Let’s consider the gage calibration nonconformance illustrated on the CA and Root Cause tab:

Nonconformance: Functional gage past due for calibration

Why? Gage Tech did not calibrate the gage before the due date.

Why? Gage didn’t show up on the gage recall list

Why? Calibration interval was not entered on the gage master record

Why? a.) Gage Tech didn’t know the interval when the gage was entered in
the master list
b.) Gage Tech didn’t follow up to enter the interval later.

Why? GageTrak does not force entry of the interval when entering gages in
the master list

Now that a possible Root Cause has been identified, generate a solution, implement it and check for proof that it’s effective.

©
50
 5 Why Summary
What if the team does not identify the Root Cause?

➢ Possibly the problem was not defined well.

➢ Possibly working on symptoms instead of the real problem

(problem definition!)

➢ Possibly some of the “facts” are not true – confirm with data.

➢ Possibly the team doesn’t include the right people to fully

understand the problem.

➢ Possibly skipped a step or two, missing critical information –

better to take “baby steps”.

51
How to get to the 5 Why if your not sure
you have only one

Gather your team, identify the possible causes, select Top 3

52
Now break out the 5 Why

Use one 5 Why worksheet

for each of the top 3
suspect causes

53
 5 Why Review
Each response needs to be confirmed with data:
➢ Run experiments to confirm that the team’s response to each
“why” is accurate.
➢ Don’t allow a dominant team member to state a “fact” without
confirming it.

Read the “why responses” from the bottom to the top of

the problem statement linking them with “therefore”.
➢ All responses should link logically backwards with the word
“therefore”.

54
 D4 Checklist
D4- Define/Verify Root Cause
Checklist:

• What sources/methods have been used to determine root cause?

• Are all the potential caused listed in case at a future date you
need to refer back to them.
• Can the root cause explain all we know about the problem
description?
• Can the root cause be turned off and on?
• Do we have the right team members to proceed to the next step?

55
 Check your knowledge

What are some reasons we might not be able

to identify root cause? (Check all that apply)
A. “Facts” are not true or unconfirmed
B. Problem statement not well defined
C. Working on symptoms only
D. All of the above

The correct answer is D – All of the above. The problem

description needs to be accurately defined or the team can go
down the wrong path. One dominant team member may state
authoritatively “facts” that remain unconfirmed, leading the
team to work on symptoms such as operator error or training,
rather than getting to the systemic issue in play.

56
 Check your knowledge

How to you know when you have reached

true root cause? (Check all that apply)
A. Operator at fault has been named
B. Problem can be turned on and off
C. The selected cause explains all we know about the
issue
D. The issue cannot be recreated

The correct answer is B and C – Root cause is looking for the

reason the event occurs, and when found you should be able to
turn the problem on and off , thus explaining all we know about
the issue.

57
 Call for Backup

If you need help, please ask. We are here to help!

We can assist in:

❖ Facilitation
❖ Training
❖ Review

58
 North American SQE Contact
Information
Patti Morris Desk: 262-524-4421
Supplier Quality
Supplier Quality
Manager
Manager CPSD
CPSD

Charlette Eugenia Dave Chovan Tom Caravella

Mueller Raigoza
Switchgear and
Transformers and QRO and PDD Electrical and EAS
PDD SQE S QE SQ E PRD SQE

Desk: 262-524-4369 Desk: 011-52-442-211-3411 Desk: 414-768-8242 Desk: 414-570-4757

Contact your Business Unit-Division Supplier Quality Engineer with

questions!

59
 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

60
 D5 Develop /Verify the Corrective
Action

List specific action with specific owners and specific dates!

61
 8D – Corrective Action (D#5)
➢ Once the Root Cause is found it’s usually clear
what the Corrective Action needs to be.
➢ The Corrective Action must address the Root
Cause!!!
➢ There may be multiple Corrective Actions and
some actions may address Contributing Causes
– this will make your solution more robust in
case other factors change in the future.
➢ Corrective Action for the problem itself
(Occurrence) plus the “Detection” issues need to
be implemented to address the full dimension of
the issue.

Closing contributing actions is a good thing!

62
 Error Proofing
➢ Error Proofing comes from a
Japanese term “Poka Yoke”.

➢ True Corrective Actions result in

“Error Proofing ” in the Process or
Design to prevent similar problems.

➢ Successive layer Detection

(Inspection) is a form of error
proofing.

63
 8D – Corrective Action (D#5)

“Error Proofing” the process will accomplish both

Corrective Action for the problem “Occurrence” and
Corrective Action for “Detection”.

Error Proofing is an important tool that justifies a separate

training session.

If “Retrained the Operators” is the Corrective Action, the

team hasn’t really found the Root Cause and hasn’t
implemented a Corrective Action that will prevent
recurrence.

Operator Error is not a true root cause!

64
 D5 Checklist
D5 Select and Verify the Corrective Action
Checklist:

❑ Can the action be implemented?

❑ What risks are associated with this choice and how should
they be managed?
❑ Will this create other problems?
❑ What methods will be used to verify the effectiveness in the
short and long term?
❑ Have dates been set to verify the effectiveness?
❑ Has responsibility been assigned to verify the short and long
term effectiveness?
❑ What do you plan to do if this action does not satisfactorily
solve this problem?
❑ Do we have the right team members to proceed to the next
step?

65
 Check your knowledge

When selecting a corrective action what must

it do?
A. Be implemented within 24 hours
B. Address the root cause
C. Be economical
D. Be simple

The correct answer is B – The corrective action must address

the root cause.

66
 Check your knowledge

What does the term Poke-Yoke mean?

A. Perfect
B. A soft boiled egg
C. Error-proof
D. Defect free

The correct answer is C – Error- proof, is the English translation

of the Japanese term Poke-Yoke. It means the part/process has
been designed to prevent defects from being produced and/or
escaping the production cell.

67
 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

68
D6 Implement /Validate the Corrective Action

69
 8D – Corrective Action Verification
➢ It’s necessary that we “maintain the gain”

➢ The Corrective Action has to address the Root Cause, so it’s important
that a follow up audit verifies that the Root Cause was eliminated!

➢ Someone with a vested interest who was not part of the Corrective
Action team is chosen by the Quality Manager to follow up.

➢ In some cases verification should be done soon after implementation

and again after several weeks to verify that the change really is
permanent.

Make sure it’s working long term, not just once!

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 D6 Checklist
D6 Implement/Validate the Corrective Action

Checklist:
• Has an action plan been defined?
• Have responsibilities been assigned to implement the
Corrective Action
• Has timing been established?
• Has required support been identified?
• What indicators will be used to verify the outcome?
• What controls are in place to assure the fix is as intended?
• Do we have the right team members to proceed to the next
step?

71
 Check your knowledge

Why is it important to Verify the Corrective

Action? (Select all that apply)
A. It isn’t
B. To make sure the root cause was addressed
C. To ensure no other issues were caused by the
corrective action
D. To close the form

The correct answer is B and C – The verification step allows the

team to review the implemented corrective action plan for
effectiveness in eliminating the issue and/or preventing it from
escaping to the customer. It also lets the team decide if any
new issues were generated by the selected action plan.

© 2013All Rights Reserved 72

 Check your knowledge

Who should complete the verification step?

A. Independent but vested participant
B. Process Owner
C. Quality Manager
D. Company President

The correct answer is A – the verification process is completed

by an independent but vested participant, not normally part of
the original corrective action team. Fresh Eyes are best.

73
 Check your knowledge

When is verification completed?

A. Immediately after fix is implemented
B. Within 30 days of implementation
C. After 2000 pieces are produced
D. As determined by the team based on volume and
criticality of defect

The correct answer is D – verification timing flexes depending

on the criticality of the defect and the time it takes to
determine based on product volume if the root cause was
eliminated. Normally a qauntity of pieces must be produced,
and depending on how often the part is ordered this may take a
couple of shifts or a couple of months.

74
 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

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D7 Prevent recurrence/Share the
Solution

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 8D – Prevent Recurrence & Share the
Solution (D#7)
➢ Addressing the Systemic issues is key to Preventing Recurrence (usually
the 5th Why reveals the systemic problem) Follow up. i.e. did the
implementation of the corrective action require any changes to other
documents such as work instructions or control plans? Is the corrective
action sustaining?
➢ We need to share these best practice solutions, so others can learn from
our work.
➢ Our 8D includes a “systemic action” section as part of the CA close out
process – this is a part of the “Solution Sharing” and “Prevention”
process.
➢ We need to continue developing means to share best practices

Others can learn from our work, share the information!

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 D7 Checklist
D7 Prevent reoccurrence/Share the solution

Checklist:

• Has the practice been standardized?

• Have all appropriate personnel been notified of the changes?
• Have all changes been integrated to our existing system (work
instructions, procedures, FMEA, Control Plans etc.)?
• How will the practices be shared?

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 Check your knowledge

Which of the following items may require

updates to prevent future occurrences?
A. Employee Roster
B. Control Documentation (Control plans, pFMEA, Flow
charts, Work instructions)
C. Quality Manager
D. Vendor Master

The correct answer is B – essentially all documentation that

controls the production process needs to be reviewed for
updates to incorporate any actions that resulted from the
corrective action plan, to allow the fix to be sustainable.

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 Check your knowledge

During the prevent recurrence step which of

the following items are completed?
A. Containment
B. Root Cause Identification
C. Sharing Lessons Learned
D. Problem Definition

The correct answer is C – During the prevent recurrence step

the team takes the opportunity to complete a left-to-right look
across the portfolio and share lessons learned with the
organization, recording best practices.

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 Steps in an 8D

The steps in 8D:

Day 1 • D#1 Establish the team
• D#2 Define the problem
24 – 48hrs
• D#3 Take Short Term Action (Containment)
• D#4 Determine Root Cause
2 weeks • D#5 Develop/Verify Corrective Action
• D#6 Implement/Validate Corrective Action
• D#7 Prevent Recurrence/Share the Solution
30 days • D#8 Recognize the Team

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 8D Recognize the Team

2013 Eaton, All Rights Reserved 82

 8D – Recognize the Team (D#8)
➢ Permanently eliminating problems is extremely satisfying in
itself

➢ CA Team members are providing a very important service

to us all, so everyone should recognize the efforts of the
people participating in Corrective Actions

➢ The Person Responsible for Closure Approval thanks and

congratulates the members of the Team

Your team has done a lot of hard work, recognize this!

E-Star!

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 Summary of 8D
➢ 8D in the automotive industry has been very effective in driving
improvements
➢ Our 8D format must be utilized for all Corrective Actions
Submitted to Cooper Power Systems:
➢ Quick Containment – Within 48 hours!
➢ True Root Cause determination
❑ Use Effective Tools
❑ Utilized the 5 Why
❑ Address both Detection and Occurrenc e
➢ Implement Systemic Corrective Actions to drive
improvements!

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 8D Checklist

D8 Recognize the Team

Checklist:

• Have we recorded the teams work appropriately so that others facing

similar problems in the future may refer to them?
• What unfinished Business remains?
• Have individual team members been informed that it is now
complete?

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 Check your knowledge

Who holds the primary responsibility to

complete the Recognize the Team Stage?
A. Quality Manager
B. OPEX VP
C. Person responsible for closure approval
D. Value Stream Manager

The correct answer is C – the person responsible for closure

approval is the primary cheerleader for the team and expected
to acknowledge the efforts of all involved. In Eaton, a good
method for team recognition is the E-Star program.

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 Check your knowledge

During the Recognize the Team step which of

the following items are completed?
A. All paperwork is completed
B. Root Cause Identification
C. Sharing Lessons Learned
D. Problem Definition

The correct answer is A – In addition to recognizing the team

and their efforts it is vital that all associated documentation is
captured and stored for future reference during this step.

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 Summary
➢ We’ve covered:
✓ All steps of 8D
✓ Detailed discussion of RCA
✓ Training in 5 Why Analysis

➢ The 8D Corrective Action process is necessary for continual

improvement – immediate need is to drive reduction in Customer
Complaints!

➢ Everyone needs to use these tools – 8D needs to become part of our

culture.

8D needs to become part of our culture, ingrained into our DNA!

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Review
Down load the form from the link

89
Review

Q-Pulse will send an

automatic email notifying
you an 8D is required.

90
Review

Q-Pulse will send you reminders every other day until

you summit your Corrective Action to your SQE and
your SQE closes out the Corrective Action in the Q-
Pulse system

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 System Maintenance
➢ Make sure we have the right contact's in our system

➢ The Quality Contact is the person who will be getting the email
notification.

➢ If you need to change a contact information you will need to GO to the

same Cooper Supplier web site and open a “Change of Contact”
information form

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4W2H – Who, When, Where, What, How, How Many
ANOVA – Analysis of Variation
CPSD – Copper Power System Division
DOE – Design of Experiments
FMEA – Failure Mode and Effects Analysis
RCA – Root Cause Analysis
SCA – Supplier Corrective Action