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of any calculations, however no guarantee is expresse
as to its accuracy. If you have suggestions for improve
feel free to contact 6ixSigma.org
 opyrighted and protected by federal law.
e to distribute or share with other Six Sigma
effort has been made to ensure the accuracy
however no guarantee is expressed or implied
you have suggestions for improvement please
free to contact 6ixSigma.org
 8 Disciplines (8D) Problem Solving Process
This Template should only be used by someone trained in the techniques presented

8D, or 8 Disciplines, is an 8 step problem solving methodology for both products and processes. It is best suited to existing prob
defects where the cause is unknown. 8D is not suitable for problem prevention, problems of variation or waste elimination.

Begin by clicking the 'Preliminary Data' hyperlink below. Then proceed sequentially through each Discipline (D0, D1 . . . D8)

The 8 Disciplines
D0 Preliminary Data
D1 Team selection
D2 Problem Definition
D3 Contain problem
D4 Identify Root Cause
D5 Identify Corrective Action
D6 Implement
D7 Prevent Recurrence
D8 Congratulate Team
8D Summary Report
Notes:
1. There are several tabs in this workbook, with at least 1 tab dedicated to each of the eight disciplines.
2. Discipline 1 is D1, Discipline 2 is D2, etc.
3. When more than 1 tab is used for a given discipline, a D4-1, D4-2 . . . format is used.
4. Each tab contains the instructions, templates and decision tools appropriate for that discipline.
esented herein

sting problems involving

nation.

. . D8)
 D0 - Preliminary Data

8D Instructions
Next >>>
Customer:

Customer Address:

Date of Failure:

Time of Failure:

Part Number or Description of Failed Item:

Lot or Batch Number:

Failure Rate:

Tracking Number:

Product Name:
 D1 - Team Selection

8D Instructions
Next >>>
Dept Name Role Responsibilities
Ensure team has required resources. Remove roadblocks experienced
Champion
by the team.
Process Owner Ensure right team members are on the team.

Project Lead Completing the project.

Pro(cess/duct)
Ensure corrective actions do not conflict with required inputs
Supplier
Pro(cess/duct)
Ensure corrective actions do not conflict with required outputs
Customer
SME's Technical or detailed product or process knowledge

QA Ensure tools are used correctly and Root Cause is verified

Other As needed
 D2 - Problem Definition

8D Instructions
Answer the following questions and then summarize the results below.

What the problem What else it might be but

IS IS NOT More Info
Who reported the problem? Who did not report the problem?
WHO

Customer A & B Customer C

Who is affected by the problem? Who is not affected by the problem?

What is the product ID or reference number? What ID's or reference # are not affected?
WHAT

What is (describe) the defect? What is not the defect?

Where does the problem occur? Where is it not occurring but could?
WHERE

Where was the problem first observed? Where else might it occur?

When was the problem first reported? When was the problem not reported?
WHEN

When was the problem last reported? When might it reappear?

Why is this a problem? Why is this not a problem?

WHY

Why should this be fixed now? Why is the problem urgent?

How often is the problem observed? How often is it not observed?

HOW

How is the problem measured? How accurate is the measurement?

Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?
OTHER

Customer: 0 Incident Date: 01/00/00 Part Number: 0

SCOPE

What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?

Lot #: 0 Application: 0 Failure Rate: 0.00%

MISC
ESCRIPTION

Based on answers to the questions above, please describe the problem and/or the opportunity
PROBLEM
 PROBLE
DESCRIPT
Note: the description of the problem should use a noun - verb format and not have any opinions, judgments,
assumptions, presumed causes, solutions, blame or compound problems contained in it.
 Next >>>

More Info

%
Next >>>
 D3 - Contain Problem
Use the Checklist and Risk Assessment below to manage the Containment Action
These actions are temporary until permanent corrective action is taken
8D Instructions
Containment Checklist
Problem Definition Yes

Team selection No

Risk Assessment No

Containment recommendation No

Communication Plan No

Containment agreement No

Containment Action Taken No

Risk Assessment
Severity Occurrence Detection Risk
Failure Containment Action Taken
1-10 1-10 1-10 Number

10 10 10 1000

Rating → 1 5
Severity Nuisance or distraction Loss of primary function
Occurrence Unlikely Moderate frequency
Detection Detectible Difficult to detect

Containment Recommendation (Describe)

Communication Plan
 Delivery
Audience Objective Feedback Measure Key Messag
Method
Person to reach What are we seeking? Telecon, email, meeting, IM, How will we know the message What are we
Awareness, support, decision, Text, Videocon, etc. was received? doing & why?
advocate, advice, assistance

Containment Agreement (Describe - Who, What, Where, When, Why, How)

Containment Action Plan

No. Action Item Deliverable Date Responsible Accountable

Noun + Verb Be Specific The Ultimately

Doer Responsible

1
2
3
4
5
6
7
em
age the Containment Action
rective action is taken

Next >>>

Revised Revised Revised

Risk
nment Action Taken Severity Occurrence Detection
Number
1-10 1-10 1-10

5 5 5 125

5 10
f primary function Loss of life or loss of significant $
erate frequency Almost certain
ficult to detect Cannot detect
 Key Message Assigned Due date Failure
What does it What does the What support Who will Completion
mean to the person need can the person deliver the date
person? to do expect from us? message
differently?

Consult Inform Notes

Advisor or Needs to Know
Consultant

Next >>>
 D4 - 1 Identify Root Cause
Select one or more tools below to help identify Root Cause
8D Instructions
)
a use f use
tc y o
i t y m en
t
r oo c tivit (e ase nct
io
e x r e nd j e ss F u
pl ui fi b e X
C om R eq y to o f su t iv en ir es
ol e ili t el ui qu
Root Cause Tool To Tim Ab Lev Int Re
IS / IS NOT M H H L M M
Fault Tree M M H L L H
Process Map L L L L H L
5 Why's L L M M H L
Multi Vari H M H L L L
FMEA M H M M M M
Pareto L L L L H L
Fish Bone L M L M H M
Inter-relationship Diagram M L H L M M
Current Reality Tree M M M L L M
Scatter Plots L L H L M L
Concentration Chart L L L L H L
Design of Experiments H H H L L M
Tree Diagram L L L L H M
Brainstorming L L L H H M
Regression Analysis L L H L H L
Artificial Neural Networks H M H L L L
Component Search L M H L H L
L = Low M = Medium H = High
se

se) am
fu a l Te
eo on
(e as ncti ied
ess X Fu S tud
es s
uir ac tor
q
Re #F
M
M
L
L
M
H
H
M
H
L
L
L
L
H
L
L
H
H
 D4 - 2 IS / IS NOT

Root Cause List Complete the 'Problem Definition' on tab D2 Before Proceeding
8D Instructions

What the problem What else it might be but

IS IS NOT More Info
Who reported the problem? Who did not report the problem? 0
WHO

Customer A & B Customer C

Who is affected by the problem? Who is not affected by the problem? 0
0 0
What is the product ID or reference number? What ID's or reference # are not affected? 0
WHAT

0 0
What is (describe) the defect? What is not the defect? 0
0 0
Where does the problem occur? Where is it not occurring but could? 0
WHERE

0 0
Where was the problem first observed? Where else might it occur? 0
0 0
When was the problem first reported? When was the problem not reported? 0
WHEN

0 0
When was the problem last reported? When might it reappear? 0
0 0
Why is this a problem? Why is this not a problem? 0
WHY

0 0
Why should this be fixed now? Why is the problem urgent? 0
0 0
How often is the problem observed? How often is it not observed? 0
HOW

0 0
How is the problem measured? How accurate is the measurement? 0
0 0
Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?
0
OTHER

Customer: 0 Incident Date: 0 Part Number: 0

SCOPE

What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?
0 0
Lot #: 0 Application: 0 Failure Rate: 0.00%

0
MISC
CRIPTION

Based on answers to the questions above, please describe the problem and/or the opportunity
OBLEM

0
 PROBLEM
DESCRIPTIO
0
 Highlight the differences between IS and IS NOT and identify possible causes

START HERE
More Info Differences Changes Date & Time Possible Ca
Customer A & B are long time Customer C added in the last 1 month ago New customer onboar
customers, Customer C is not month process
Possible Cause 2

Possible Cause 3

Possible Cause 4

Possible Cause 5

Possible Cause 6

Possible Cause 7

Possible Cause 8

Possible Cause 9

Possible Cause 10

Possible Cause 11

Possible Cause 12

%
 Select "+" when both "IS" and "IS NOT" are expla

auses

s
es
ng er
oc

4
ar tom

e
pr

us

us

us
Ca

Ca

Ca
bo us
di
on w c

le

le

le
ib

ib

ib
Ne

ss

ss

ss
Possible Cause

Po

Po

Po
customer onboarding
ess
+
ble Cause 2

ble Cause 3

ble Cause 4

ble Cause 5

ble Cause 6

ble Cause 7

ble Cause 8

ble Cause 9

ble Cause 10

ble Cause 11

ble Cause 12

∑+ 1 0 0 0
∑- 0 0 0 0
Total 1 0 0 0

RESULTS
Based on IS / IS NOT, the most likely causes(s) are:
Order ∑+ Cause
1 1 New customer onboarding process
2 0 Possible Cause 2
3 0 Possible Cause 3
4 0 Possible Cause 4
5 0 Possible Cause 5
6 0 Possible Cause 6
7 0 Possible Cause 7
8 0 Possible Cause 8
9 0 Possible Cause 9
10 0 Possible Cause 10
11 0 Possible Cause 11
12 0 Possible Cause 12
"IS" and "IS NOT" are explained by the Possible Cause. Select "-" when "IS" or "IS NOT" is explained by the Possible Cause.

10
5

9
e

e
us

us

us

us

us

us
Ca

Ca

Ca

Ca

Ca

Ca
le

le

le

le

le

le
ib

ib

ib

ib

ib

ib
ss

ss

ss

ss

ss

ss
Po

Po

Po

Po

Po

Po

0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
 Po
ss
ib
Possible Cause.

le

0
0
0
Ca
us
e
11

Po
ss
ib
le

0
0
0
Ca
us
e
12
 D4 - 3 Fault Tree

Root Cause List Using the basic fault tree symbols on the left, construct a fault tree here

8D Instructions
Example:
Light Doesn't
Turn On
Event

Logic "AND" Gate

Switch
No
Logic "OR" Gate

Contacts

Basic Event Failure Not Repairman

Equipment
Not

Connector

TOP Event: failure or undesirable state

"AND" Gate: output produced if all inputs co-exist
"OR" Gate: output produced if any input exists
"Basic" Event: initiating event
fault tree here

Instructions:

Step 1: Identify Failure (TOP Event)

Step 2: Identify first level contributors

Step 3: Link contributors to Failure using logic gates

Step 4: Identify second level contributors

Step 5: Link second level contributors to Failure

using logic gates
Bulb

Step 6: Repeat Step 4 and Step 5 for subsequent

level contributors

Step 7: Review all "Basic Events" for likely Root Cause

Bulb Bulb
Burned Not
 D4 - 4 Process Map
Using the basic flow chart symbols on the left, construct a high level process m
Root Cause List
8D Instructions Example: Problem: processing orders takes longer than corporate standard

Start

Start Receive
Match Order
Process Order price to quote
Step 1

Process
Step 2 Yes Enter order in
No Price
system
Match?
Return to
customer
Decision

Confirm order
Stop
with customer
Stop

Possible Root Cause of order delay: cannot find quote to match price
Connector
 a high level process map

orate standard Instructions:

Step 1: Construct process map

Step 2: Identify areas where:

Handoffs occur
Data is transformed
Special attention is required
Inputs are not clear
Outputs are not clear
Instructions are not clear
Specialized training is required
The process is confusing
Spec limits are poorly defined
Unusual behavior is required
Inconsistency exists

Step 3: Identify potential Root Cause

ote to match price

 D4 - 5 Why's
By asking successive 'Why's' the team may be able to identify Root Cause

Root Cause List

8D Instructions

What is the failure?

Therefore The car won't start

Why did this occur? Is Confirmation Necessary? How is this confirmed?

Therefore It ran out of gasoline Yes Fuel gage

No
Why did this occur? How is this confirmed?
Therefore I forgot to fill it up Yes

No
Why did this occur? How is this confirmed?
Therefore The fuel gage is not working Yes Fuel gage testing

No
Why did this occur? How is this confirmed?
Therefore I forgot to have it repaired Yes Maintenance records

No
Why did this occur? How is this confirmed?
I didn't put it on the repair list when it broke Yes

Root Cause
Cause

Instructions:

STEP 1 : Define the problem. What is the product, process or service tha

is this confirmed? STEP 2 : Ask: Why did this occur?

gage
STEP 3 : Answer: Does this reason need to ne confirmed? If No proceed
If Yes, then record how confirmation was made.
is this confirmed?
STEP 4 : Repeat Step 2 & 3 until Root Cause is identified.

STEP 5 : Verify Root Cause by starting at the probable Root Cause and co
is this confirmed? it to the previous cause using 'Therefore'
gage testing
STEP 6 : Repeat Step 5 until you reach the problem

is this confirmed? STEP 7 : If there is a logical connection between each pair of statements
tenance records to the problem then you have likely found the Root Cause

is this confirmed? See D6

ocess or service that has failed.

med? If No proceed to next 'Why?'

e Root Cause and connecting

pair of statements back

he Root Cause
 D4 - 6 Multi Vari

Root Cause List

8D Instructions
STEP 1 : Define the problem. What is the product, process or service that has failed

STEP 2: Using a Families of Variation (FOV) tree, identify the potential root causes to be included in the study - see below

STEP 3: Determine the number of Time-to-Time samples required (Cell: I42)

STEP 4: Determine the number of Unit-to-Unit samples required (Cell: F42)

STEP 5: Determine the number of Within samples required (Cell: C42)

STEP 6: Multiply the results in 3, 4 and 5 to determine the total number of units to be studied (Cell: L42)

STEP 7: Develop the data collection plan (Row 47). This should be automatically created for you.

STEP 8: Collect data (Column H beginning at cell H48) & select alpha risk (Cell: I178)

STEP 9: Analyze results (Cell: I203)

Families of Variation Tree

Failure (Unit)

Within Between
Over Time
Unit Units
Example: Widget to Widget Line to Line Shift to Shift
1. WU1 to WU1 1. BU1 to BU1 1. OT1 to OT1
2. WU2 to WU2 2. BU2 to BU2 2. OT2 to OT2
3. WU3 to WU3 3. BU3 to BU3 3. OT3 to OT3
4. WU4 to WU4 4. BU4 to BU4 4. OT4 to OT4
5. WU5 to WU5 5. BU5 to BU5 5. OT5 to OT5
Sub-Total: 5 Sub-Total: 5 Sub-Total: 5

Data Collection Plan

Time Between Within Data

OT1 BU1 WU1 15.2038
OT1 BU1 WU2 14.5407
OT1 BU1 WU3 17.7464
OT1 BU1 WU4 -5.9591
OT1 BU1 WU5 1.5015
OT1 BU2 WU1 5.085
OT1 BU2 WU2 2.0017
OT1 BU2 WU3 14.327
OT1 BU2 WU4 13.4002
OT1 BU2 WU5 8.4973
OT1 BU3 WU1 10.5661
OT1 BU3 WU2 2.3631
OT1 BU3 WU3 14.3202
OT1 BU3 WU4 11.2544
OT1 BU3 WU5 5.6699
OT1 BU4 WU1 8.2522
OT1 BU4 WU2 6.56
OT1 BU4 WU3 10.6228
OT1 BU4 WU4 10.9
OT1 BU4 WU5 7.6223
OT1 BU5 WU1 12.7573
OT1 BU5 WU2 4.7375
OT1 BU5 WU3 12.5654
OT1 BU5 WU4 12.4333
OT1 BU5 WU5 8.7628
OT2 BU1 WU1 9.9244
OT2 BU1 WU2 0.1141
OT2 BU1 WU3 -1.4824
OT2 BU1 WU4 15.8033
OT2 BU1 WU5 12.5319
OT2 BU2 WU1 -6.1473
OT2 BU2 WU2 6.2406
OT2 BU2 WU3 11.2063
OT2 BU2 WU4 8.9289
OT2 BU2 WU5 9.2612
OT2 BU3 WU1 10.7074
OT2 BU3 WU2 22.8168
OT2 BU3 WU3 1.5132
OT2 BU3 WU4 12.6059
OT2 BU3 WU5 15.3474
OT2 BU4 WU1 0.6442
OT2 BU4 WU2 7.5193
OT2 BU4 WU3 -1.5645
OT2 BU4 WU4 1.1046
OT2 BU4 WU5 15.1475
OT2 BU5 WU1 10.3788
OT2 BU5 WU2 9.0094
OT2 BU5 WU3 11.1262
OT2 BU5 WU4 14.5717
OT2 BU5 WU5 17.9293
OT3 BU1 WU1 6.3712
OT3 BU1 WU2 11.5806
OT3 BU1 WU3 12.0327
OT3 BU1 WU4 9.6751
OT3 BU1 WU5 3.6259
OT3 BU2 WU1 10.6511
OT3 BU2 WU2 19.4126
OT3 BU2 WU3 7.0036
OT3 BU2 WU4 3.0633
OT3 BU2 WU5 8.8978
OT3 BU3 WU1 19.1382
OT3 BU3 WU2 4.8535
OT3 BU3 WU3 16.7445
OT3 BU3 WU4 15.347
OT3 BU3 WU5 4.86
OT3 BU4 WU1 13.5403
OT3 BU4 WU2 9.183
OT3 BU4 WU3 4.6844
OT3 BU4 WU4 10.4372
OT3 BU4 WU5 15.7935
OT3 BU5 WU1 7.7077
OT3 BU5 WU2 11.0995
OT3 BU5 WU3 6.3901
OT3 BU5 WU4 1.4156
OT3 BU5 WU5 9.106
OT4 BU1 WU1 12.138
OT4 BU1 WU2 -0.4652
OT4 BU1 WU3 17.8094
OT4 BU1 WU4 9.6149
OT4 BU1 WU5 3.7846
OT4 BU2 WU1 14.7737
OT4 BU2 WU2 12.027
OT4 BU2 WU3 13.0729
OT4 BU2 WU4 16.7324
OT4 BU2 WU5 16.2477
OT4 BU3 WU1 10.4786
OT4 BU3 WU2 9.1015
OT4 BU3 WU3 14.4461
OT4 BU3 WU4 6.3935
OT4 BU3 WU5 -0.1846
OT4 BU4 WU1 8.2401
OT4 BU4 WU2 14.105
OT4 BU4 WU3 20.253
OT4 BU4 WU4 3.4503
OT4 BU4 WU5 14.7921
OT4 BU5 WU1 7.6012
OT4 BU5 WU2 12.0057
OT4 BU5 WU3 5.6789
OT4 BU5 WU4 9.9809
OT4 BU5 WU5 8.1625
OT5 BU1 WU1 5.8427
OT5 BU1 WU2 7.9791
OT5 BU1 WU3 8.847
OT5 BU1 WU4 9.0764
OT5 BU1 WU5 0.7376
OT5 BU2 WU1 11.3831
OT5 BU2 WU2 15.9762
 OT5 BU2 WU3 13.5327
OT5 BU2 WU4 24.2123
OT5 BU2 WU5 6.8937
OT5 BU3 WU1 15.8558
OT5 BU3 WU2 3.0716
OT5 BU3 WU3 12.708
OT5 BU3 WU4 12.113
OT5 BU3 WU5 18.9813
OT5 BU4 WU1 3.9473
OT5 BU4 WU2 11.3194
OT5 BU4 WU3 17.0748
OT5 BU4 WU4 18.656
OT5 BU4 WU5 15.4013
OT5 BU5 WU1 16.6658
OT5 BU5 WU2 12.9875
OT5 BU5 WU3 11.3974
OT5 BU5 WU4 7.8947
OT5 BU5 WU5 3.0871

Time Between Within

Time [a]: 5 Units [b]: 5 Obs [n]: 5 a= 0.05

Obs [n]: Time [a]: Time [a]: Time [a]: Time [a]: Time [a]:
1 15.2038 9.9244 6.3712 12.138 5.8427
Units [b]: 1

2 14.5407 0.1141 11.5806 -0.4652 7.9791

3 17.7464 -1.4824 12.0327 17.8094 8.847 A=
4 -5.9591 15.8033 9.6751 9.6149 9.0764
5 1.5015 12.5319 3.6259 3.7846 0.7376
∑yk 43.0333 36.8913 43.2855 42.8817 32.4828
∑yk2 1851.865 1360.968 1873.635 1838.84 1055.132 B=

1 5.085 -6.1473 10.6511 14.7737 11.3831

Units [b]: 2

2 2.0017 6.2406 19.4126 12.027 15.9762

3 14.327 11.2063 7.0036 13.0729 13.5327 C=
4 13.4002 8.9289 3.0633 16.7324 24.2123
5 8.4973 9.2612 8.8978 16.2477 6.8937
∑yk 43.3112 29.4897 49.0284 72.8537 71.998 D=
2
∑yk 1875.86 869.6424 2403.784 5307.662 5183.712

1 10.5661 10.7074 19.1382 10.4786 15.8558

Units [b]: 3

2 2.3631 22.8168 4.8535 9.1015 3.0716 Time - Time

3 14.3202 1.5132 16.7445 14.4461 12.708 Between
4 11.2544 12.6059 15.347 6.3935 12.113 Within
5 5.6699 15.3474 4.86 -0.1846 18.9813
∑yk 44.1737 62.9907 60.9432 40.2351 62.7297
∑yk2 1951.316 3967.828 3714.074 1618.863 3935.015 s2within = 32.37
 Contribution 98.2%
Units [b]: 4 1 8.2522 0.6442 13.5403 8.2401 3.9473 Std Dev 5.69
2 6.56 7.5193 9.183 14.105 11.3194
3 10.6228 -1.5645 4.6844 20.253 17.0748
4 10.9 1.1046 10.4372 3.4503 18.656 Note: high % contribution may indicat
5 7.6223 15.1475 15.7935 14.7921 15.4013
∑yk 43.9573 22.8511 53.6384 60.8405 66.3988
2
∑yk 1932.244 522.1728 2877.078 3701.566 4408.801

1 12.7573 10.3788 7.7077 7.6012 16.6658

Units [b]: 5

2 4.7375 9.0094 11.0995 12.0057 12.9875

3 12.5654 11.1262 6.3901 5.6789 11.3974
4 12.4333 14.5717 1.4156 9.9809 7.8947
5 8.7628 17.9293 9.106 8.1625 3.0871
∑yk 51.2563 63.0154 35.7189 43.4292 52.0325
∑yk2 2627.208 3970.941 1275.84 1886.095 2707.381

∑∑yk 225.7318 215.2382 242.6144 260.2402 285.6418

∑∑yk2 50954.85 46327.48 58861.75 67724.96 81591.24
- see below

125 < < < Total Data Points Required

 = 12,092.70

= 12,218.41

= 12,943.50

= 16180.72

SS df MS Fcalc Fcrit Significant

125.71 4 31.43 0.87 2.87 No
725.09 20 36.25 1.12 1.68 No
3,237.21 100 32.37
4,088.02 124 32.97

s2between = 0.78 s2time - time = -0.193

 Contribution 2.4% Contribution -0.6%
Std Dev 0.88 Std Dev #NUM!

ibution may indicate that the family is, or contains, the root cause
 D4 - 7 Failure Modes and Effects Ana
Complete the FMEA (columns A:I) and select the high scoring Risk Priority Number (RPN)'s as p
Root Cause List
8D Instructions

Process Step / Potential Failure Potential Failure Potential O Current Controls D

Input Mode Effects S Causes C
E
E C
T
V U What are the
What is the E R
E R existing controls
What is the impact on the C P
In what ways R What causes the R and procedures
process step or Key Output T N
does the Key I Key Input to go E (inspection and
input under Variables I
Input go wrong? T wrong? N test) that prevent
investigation? (Customer O
Y C either the cause or
Requirements)? N
E the Failure Mode?

Match Order Quote filing not

Cannot find Delay in entering
price to Quote 8 properly 2 None 8 128
correct quote order
price organized

Customer Create new quote

Price doesn't Delay in entering
8 references wrong 4 or return Order to 2 64
match order
quote customer

0
0
0
0
0
0
0
0
0
0

RESULTS
Based on the FMEA, the most likely causes(s) are:
Order RPN Cause
1 128 Quote filing not properly organized
2 64 Customer references wrong quote
3 0 0
4 0 0
5 0 0
6 0 0
7 0 0
8 0 0
9 0 0
10 0 0
11 0 0
12 0 0
Effects Analysis
ber (RPN)'s as potential root causes (refer to Cell A24 in this tab)

Actions O
Resp. Actions Taken D
Recommended S C
E
E C
T
What are the V U
E R
actions for E R
Who is responsible What are the C P
reducing the R R
for the completed actions T N
occurrence of the I E
recommended taken with the I
cause, or T N
action? recalculated RPN? O Rating
improving Y C
N
detection? E

Introduce formal Customer Service

Filing system 8 2 2 32
quote filing system Manager
High
Make all
Online quote
customers quotes IT Dept 8 2 2 32
system
available online

0
0
0 Low
0
0
0
0
0
0
0
Rating Severity Occurance

10 Hazardous without warning Very High and almost inevitable

8 Loss of primary function High repeated failures

6 Loss of secondary function Moderate failures
4 Minor defect Occasional failures
2 No effect Failures unlikely
 Detection

Cannot detect or detection with very low probability

Remote or low chance of detection

Low detection probability
Moderate detection probability
Almost certain detection
 D4 - 8 Pareto
Complete the Pareto and select the high count causes as potential root causes

Root Cause List

8D Instructions
Chart Title: Pareto Chart Example

Count % Count Cume % Cume

Defect 1 26 44% 26 44% 70
Defect 2 15 25% 41 69% 60
Defect 3 6 10% 47 80% 50
Defect 4 3 5% 50 85% 40
Defect 5 2 3% 52 88% 30
Defect 6 2 3% 54 92% 20
Defect 7 2 3% 56 95%
10
Defect 8 1 2% 57 97%
0
Defect 9 1 2% 58 98% Defect 1 Defect 2 Defect 3
Defect 10 1 2% 59 100% Count 26 15
Total 59 100% % Count 44% 25%
Cume 26 41
% Cume 44% 69%

Defects that account for 80% of ob

ential root causes

Pareto Chart Example

Defect
Defect 3 Defect 4 Defect 5 Defect 6 Defect 7 Defect 8 Defect 9
10
6 3 2 2 2 1 1 1
10% 5% 3% 3% 3% 2% 2% 2%
47 50 52 54 56 57 58 59
80% 85% 88% 92% 95% 97% 98% 100%

ount for 80% of observed frequencies are treated as Root Cause

 D4 - 9 Fish Bone
Identify possible causes of the problem and when finished, select all those believed to be potentia
Root Cause List
8D Instructions

Measurement People

Environment Methods
elieved to be potential root causes

Instructions:
Materials
STEP 1 : Define the problem. What is the product, process

STEP 2 : Starting with 'Materials' or any other label, ask: is

might contribute to the problem. Record it next

STEP 3 : Repeat asking "is there anything about materials

Record each result next to an arrow.
Problem
STEP 4 : Repeat Step 2 & 3 for each successive category.

STEP 5 : Identify the candidates that are the most likely Ro

STEP 6 : If further "screening" is necessary, assess the like

and "Implement" matrix, selecting items marked

Machines
he product, process or service that has failed.

y other label, ask: is there anything about materials that

em. Record it next to one of the arrows under Materials.

ng about materials that might contribute to the problem"

arrow.

cessive category.

e the most likely Root Cause

ary, assess the likely Root Causes using the "Impact"

cting items marked 1, then 2 . . . 4 as priorities.
 D4 - 10 Inter - Relationship Diagram
Using the basic Inter-Relationship Diagram Symbols on the left, construct an Inter-Relationship Diagram here
Root Cause List Instructions:
8D Instructions Problem: We don't use a structured methodology to solve difficult problems - why?
Example Step 1: Develop the problem statement

Step 2: Identify issues related to the problem

IN: 0 OUT: 1.5

Step 3: Arrange the issues in a circle

Don't think it
IN: OUT: IN: 0 OUT: 2
will help
Step 4: Identify cause and effect (C&E) relationships:
IN: 3 OUT: 0 A. Use any issue as a starting point
Want to avoid
B. Pair it with any other issue
embarrassment Don't know any C. For every pair of issues determine:
methods i. If there is no cause and effect relationship
ii. If there is a weak cause and effect relationship
Strong (1 point) ii. If there is a strong cause and effect relationship
IN: 1 OUT: 1
Weak (1/2 point) IN: 1 OUT: 0 Step 5: If there is a C&E relationship, identify which is the
Afraid to ask cause and which is the effect
questions Methodology is
too slow Step 6: Draw a 1 headed arrow (only) pointing to the effect

Step 7: For each issue, record the arrows "in" and "out"
Possible Root Causes:
1. Want to avoid embarrassment Step 8: Issues with the highest "out" are possible
2. Don't think it will help Root Causes
 D4 - 11 Current Reality Tree
Using the basic Current Reality Tree symbols on the left, construct a Current Reality Tree h

Root Cause List

8D Instructions
Standard Practices
Undesirable
Effect
UDE

Viewed as a tool for

Connector the inexperienced &

AND"
Competent people People want to be Standard Practices
don't need Standard viewed as

Standard Practices

No system
create and update

Standard Practices
are not valued by the
ree
Current Reality Tree here

Instructions:

Step 1: List the undesirable effects (UDE's) related to

the situation (up to 10)

Step 2: Identify any two UDE's with a relationship

Step 3: Determine which UDE is the cause and which

is the effect
Company doesn't
enforce use of Step 4: Continue connecting the UDE's using "if-then" logic
until all UDE's are connected. Additional causes can
be added using "and" logic
ndard Practices
Step 5: Clarify relationships using adjectives

Step 6: Continue this process until no other causes can be

added to the tree
Standard Practices

Step 7: UDE's with no preceeding entities are the likely

Root Causes
system in place to
reate and update

tandard Practices
e not valued by the
 D4 - 12 Scatter Plot
Follow the directions on the right to complete the Scatter Plot
Root Cause List
8D Instructions
Data Points
X Y 70
38.26 2.081381
91.23 4.706895
60
106.29 3.649935
268.31 9.622546 R
50
470.63 25.962171
216.82 7.124237
307.75 7.199636 40
213.78 9.542106
Y

352.17 16.402771 30
128.26 10.687631
125.44 9.089371 20
185.70 11.430855
119.93 5.731392
10
158.64 7.569877
186.30 9.673238
292.41 17.305745 0
0 100 200 300 400 500 600 700
338.46 19.560302
405.83 27.898421 X
227.94 15.441851
285.26 19.425977
192.43 12.254396
248.85 30.174186
512.06 37.54775
545.07 48.281938
186.95 20.595593
208.56 17.888325
182.72 19.081187
459.35 40.326252
414.24 30.300325
276.57 31.892381
254.89 22.175021
368.50 22.243916
203.20 11.651808
363.92 29.876299
46.60 3.377931
506.60 45.387671
225.27 14.434076
340.61 28.64869
193.25 14.264056
170.16 9.112769
161.13 10.187908
131.80 11.596628
279.55 20.186701
161.96 11.07718
512.89 29.678582
807.69 59.404809
177.67 12.047774
539.72 45.28834
 Instructions:
Step 1. Enter data in columns A & B (Cells: A9 & B9)
Step 2. Position the red lines parallel to the existing 'best fit' line
so that all data points are between the red lines
Step 3. Identify the upper and lower spec for 'Y'
Step 4. Calculate the vertical distance between the red lines: R
Step 5. Conclude: 'X' is a root cause when:
(Upper Spec - Lower Spec) * 0.2 > = R

Upper Spec: 60

Lower Spec: 20

R: 26

X: Not Root Cause

700 800 900

 D4 - 13 Concentration Chart
The Concentration Chart may point to a particularly problematic area
Root Cause List
8D Instructions

STEP 1 : Define the problem. What is the product, process or service that has failed.

STEP 2 : Draw a diagram of the item under consideration. A sketch, engineering drawing or process map works well.

STEP 3 : Plot the frequency and location of errors on the diagram.

STEP 4 : Based on the results, identify potential root causes.

STEP 5 : If additional analysis is needed, try using:

a. FMEA
b. Fault Tree
c. 5 Why's
d. Multi Vari
e. Scatter Plot
orks well.
 D4-14

D4 - 14 Design of Experiments
23 Factorial Design with up to 5 Replicates

Root Cause List

8D Instructions

Factors Interations Response Replications

A B C AB AC BC ABC 1 2 3 4 5 Sum Average
-1 -1 -1 1 1 1 -1 16.3 14.8 15.3 46.40 15.47
1 -1 -1 -1 -1 1 1 29.7 29.6 29.0 88.30 29.43
-1 1 -1 -1 1 -1 1 27.0 27.9 27.6 82.50 27.50
1 1 -1 1 -1 -1 -1 52.3 51.3 51.0 154.60 51.53
-1 -1 1 1 -1 -1 1 20.8 19.8 18.7 59.30 19.77
1 -1 1 -1 1 -1 -1 36.7 37.6 37.6 111.90 37.30
-1 1 1 -1 -1 1 -1 34.0 33.9 33.4 101.30 33.77
1 1 1 1 1 1 1 64.0 63.0 63.7 190.70 63.57

ave - 24.13 25.49 30.98 32.00 33.63 34.03 34.52

ave + 45.46 44.09 38.60 37.58 35.96 35.56 35.07
effect 21.33 18.60 7.62 5.58 2.33 1.53 0.55

A Effect B Effect C Effect

50.00 50.00 50.00

40.00 40.00 40.00
30.00 30.00 30.00
20.00 20.00 20.00
10.00 10.00 10.00
0.00 0.00 0.00
ave - ave + ave - ave + ave - ave +

Page 71
 D4-14

AB Interaction AC Interaction BC Interaction

80.00 60.00 60.00

60.00 40.00 40.00
B- C- C-
40.00
20.00
B+ 20.00 C+ 20.00 C+

0.00 0.00 0.00

A- A+ A- A+ B- B+

REGRESSION MODEL

Y Axis Intercept 34.79 Sources SS df MS F F table Significant

A: 10.67 A 2730.67 1 2730.67 6957.11 4.49 Yes
B: 9.30 B 2075.76 1 2075.76 5288.56 4.49 Yes
C: 3.81 C 348.08 1 348.08 886.83 4.49 Yes a
AB: 2.79 AB 187.04 1 187.04 476.54 4.49 Yes 0.05
AC: 1.17 AC 32.67 1 32.67 83.23 4.49 Yes
BC: 0.77 BC 14.11 1 14.11 35.94 4.49 Yes
ABC: 0.27 ABC 1.81 1 1.81 4.62 4.49 Yes
Error 6.28 16 0.39
CODED VALUES FOR EACH FACTOR Total 5396.42 23
A: 0.55 Predicted Response
B: 1 = 56.86
C: 1

UNCODED CODED TO FIND AN UNCODED FACTOR SETTING REQUIRED TO ACHIEVE A GIVEN RESPONSE:
High Low High ? Low 1. Select factor settings for 2 of the 3 factors and enter them in as "coded values" (Cells B56, B57
A: 180 160 1 0.55 -1 2. From the Excel Ribbon above select Data > What-If Analysis > Goal Seek
3. In the dialogue Box, Set Cell D57 . . .
4. To value = whatever Response value you desire
5. By changing cell B56 or B57 or B58 (whichever one was left blank from 1. above)
6. Select OK then OK
7. Enter the uncoded equivalent of 'High' in cell B63 and the 'Low' in cell C63. See answer in 8. b

Page 72
 D4-14

8. So ... A = 1 coded and A = 175.5 uncoded

Page 73
 D4-14

Instructions:

Step 1: Identify the factors of interest (3 Max)

Step 2: Assign each one as A, B and C

Step 3: Based on the settings of A, B & C beginning in

cells B9, C9 & D9, run the experiment and
record the response in cell I9

Step 4: Repeat step 3 for all A, B & C combnations

Step 5: Repeat the above for each Replicate and

record responses beginning in J9

Step 6: Select the alpha risk level in cell O51

Step 7: Determine Root Cause for Main Effects (A, B, C)

and interactions (AB, AC, BC, etc. beginning
in cell M48 ("Yes" is significant)

Step 8: For Uncoded values see instructions H62

Page 74
 D4-14

HIEVE A GIVEN RESPONSE:

"coded values" (Cells B56, B57 and B58)

nk from 1. above)

in cell C63. See answer in 8. below . . .

Page 75
 D4 - 14 Tree Diagram

Root Cause List

8D Instructions

Problem

Cause Cause

Cause Cause Cause Cause

ee Diagram

Instructions:

Step 1: Define the problem. Place it at the top.

Step 2: Ask: 'What causes this?" or "Why did this happen?"

Brainstorm all possible answers and write each below the problem

Step 3: Determine if all items from Step 2 are sufficient and necessary.
Ask: "are all items at this level necessary for the one on the level above?"

Step 4: Using each item from Step 2, repeat Step 2 & 3. In other words, treat
each response from Step 2 as the new problem and repeat Step 2 & 3

Step 5: Repeat the process until specific actions can be taken

Step 6: Identify Root Cause

h below the problem

t and necessary.
he one on the level above?"

. In other words, treat

m and repeat Step 2 & 3
 D4 - 16 Brainstorming

Root Cause List

8D Instructions

Step 1: Warm up . . . ask each particpant to describe their ideal job. Examples: professional golfer, photographer, travel co

Step 2: Then, describe the problem you are trying to solve to the group

Step 3: Ask "What could be causing this problem?"

Step 4: Have participants write down their suggestions on sticky notes

Step 5: When all suggestions are received, seek clarification so everyone else understands

Step 6: Arrange all ideas into "logical" or "like" groups - use an Affinity Diagram

Step 7: Remove duplicate ideas and infeasible answers

Step 8: Select most likely Root Cause

al golfer, photographer, travel consultant, etc.
 D4 - 17 Regression Analysis

GB Docs
3,000,000
11,528 56,291,839
240 1,172,747 2,500,000
37 256,936
2,000,000
89 671,045

Docs
104 725,230 1,500,000
262 1,540,736
1,000,000
212 863,173
209 792,843 500,000
344 1,315,431
-
125 1,229,587
- 100 200 300
123 1,019,737
181 1,262,217 GB
117 421,386
155 835,398 Regression Equation: Docs = 204486.843 + 4031.443 * GB
2 2
182 1,427,470 R = 0.8164 R adj
286 1,483,527
331 1,835,340 Confidence
396 1,672,662 95% e.g. 95%
223 1,114,091
279 1,608,812 Known Predicted
188 887,604 GB 500 Docs 2,220,208.4
243 1,256,176
183 996,818 Docs 3,000,000 GB 693.4
204 1,014,372
178 1,384,045
449 2,294,320
405 1,988,651
270 1,617,172
249 1,310,009
360 1,759,851
198 616,722
355 1,465,105
46 203,325
220 908,955
333 1,155,898
189 735,376
166 514,246
157 941,943
129 465,914
273 1,099,136
158 666,556
501 2,307,524
174 626,189
378 1,762,608
547 2,109,892
41 182,682
74 262,055
177 1,248,915
538 2,152,805
494 2,281,354
 Regression Analysis

Root Cause List

8D Instructions

Instructions:
Step 1. Enter variable names in cells A1 (X) and B1(Y)
Step 2. Enter data in columns A & B (1000 data points max)
Step 3. Select the Confidence Level of the analysis (Cell D22)
Step 4. Enter a known X (cell D25) and observe the predicted Y
(cell F25) and the prediction interval (cells H25 & I25) or . . .
Step 5. Enter a known Y (cell D27) and observe the predicted X
(cell F27)
400 500 600

Notes:
1. The Regression Equation, R2 and R2adj are located below the plot
4486.843 + 4031.443 * GB
= 0.8124

Prediction Interval
Lower Upper
1,688,920.0 2,751,496.8
 D5 Identify Corrective Action
Describe and summarize the Root Cause and Corrective Actiion
8D Instructions

Likely Root Cause 1:

Corrective Action 1:

Likely Root Cause 2:

Corrective Action 2:

Likely Root Cause 3:

Corrective Action 3:
 Action
nd Corrective Actiion

Next >>>

Next >>>
 D6 Implement and Verify
Implement the Corrective Action and Validate Effectiveness
8D Instructions

STEP 1 STEP 2
The 3 Corrective Actions: Verifying Root Caus
1. 1. Design of Experiem
2. Hypothesis Testin
2. 3. Components Swap
4. Regression Analys
3. 5. On/Off Switching
6. Process Capability
STEP 3 7. Tukey Quick Test
Tukey Quick Test: 8. Control Charts
1: Select a sample of 8 from the process with the defect 9. Sampling
2: Implement the first Corrective Action from the above list
3: Select a second sample of 8 from the process
4: Rank the sample readings from low to high
5: Identify each as either 'good' or 'bad'
6: Verify Root Cause then return to 1. above for next Corrective Action

STEP 4
Sample # Reading Good/Bad
1 1 Good Beginning at Sample 1, # 1 and moving down the list,
1 2 Good the number of consecutive Good units = 8
1 3 Good
1 4 Good
1 5 Good Beginning at Sample 2, # 16 and moving up the list,
1 6 Good the number of consecutive Bad units = 1
1 7 Good
1 8 Good
2 9 Good
2 10 Good Total 'End Count' 9
2 11 Good
2 12 Good
2 13 Good Based on the Total 'End Count of 9, there is 95% confidence
2 14 Good that the likely Root Cause is an actual Root Cause
2 15 Good
2 16 Bad
 Next >>>

ying Root Cause can be accomplished using a variety of tools, such as, but not limited to:
sign of Experiements
pothesis Testing
mponents Swapping
gression Analysis
/Off Switching
ocess Capability
key Quick Test (see Step 3)
ntrol Charts
mpling

in Sample 1

in Sample 2

onfidence

Next >>>
 D7 Prevent Recurre
Ensure Corrective Actions Prevent

8D Instructions
Low Control
Verbal * Written * Visual * SPC * Mistake
Low Effort

All preventive measures must address People, Product, Process

Error Suggested Prevention / CA
People: Misunderstanding 1, 2, 3, 4, 5
Unaware (of task, etc.) 1, 4, 5, 6, 8
Misidentification 7, 14, 17, 22
Inexperience 2, 4
Inadvertent Any Visual CA
Caused by Delay 7
Lack of Standards 5, 6, 9
Malfunction 27
Forgetfulness 7, 9

Process: Incomplete 31
Too complex 30
Difficult to understand 8, 30
Poor Design/sequence 30
Unfamiliar with process 1, 5, 8, 9, 12
No transparency 1, 3, 5, 9
Unaware of process 2, 10
Inputs not understood 5, 7, 9
Outputs not understood 5, 7, 9
Poor Spec Limits 25
Not formalized 11
Inconsistent use 5
Lack of process training 1, 2, 3, 5, 6, 7, 9
Poor/no documentation 5, 6, 7, 8, 9, 12
Variation 5, 23, 24
Poor decision rules 12

Product: Unexpected behavior 5, 9, 36

Incomplete 35
Too complex 29, 34
Misunderstood 1, 5, 7, 8, 9
Poor Design/sequence 34, 36
New 1, 5, 7, 8, 9
Unaware 1
Inputs not understood 5, 7, 29
Outputs not understood 5, 7
Consistency of use 5
Training 1, 2, 3, 8, 9, 12
Documentation 5, 7, 8, 9, 12
 D7 Prevent Recurrence
e Corrective Actions Prevent Recurrence

High Control
Visual * SPC * Mistake Proofing * New Design
High Effort

Typical Prevention Corrective Action (CA)

1
Step 1: Capture error (Root Cause) from D6 2
Verbal
3
Step 2: Locate Root Cause in 'Error' column 4
on the left 5
6
Step 3: Select one or more numbers from 7
'Suggested Prevention' 8
Written
9
Step 4: Look up associated action in 10
columns on the right 11
12
Step 5: Apply these preventions where failure 13
could possibly have occurred but didn't 14
15
Step 6: Document when prevention was put in 16
place and person responsible 17
Visual 18
19
Prevention (document here) 20
21
22
23
24
SPC &
25
VOC
26
27
28
29
Mistake
30
Proofing
31
32
33
34
New
35
Design
 New
Design
36

Next >>>
 Next >>>

Typical Prevention Corrective Action (CA)

Verbal instruction
Shadowing
Audio recording
Mentoring / Coaching
Standard Operating Procedure
Standard Work
Checklist
Technical manuals
Work Instructions
Announcement / Memo
Document Control
Playbook
Andon lights
Status indicators
Transparent containers & dispensers
Layout templates
Orientation
Illustrations
Color
Signage
Pictures/Placards
Observation
Early warning systems
Process Control
Pre-Control
Customer Specifications
Kitting
Go / No-Go
Position Locators
Lock-in's
Lock out's
Shadow Boards
Takt Time
Simplification
Additional features
White Sheet design
 D8 Congratulate Team

8D Instructions

Step 1: Team lead gathers team together

Step 2: Team lead and management summarize achievements

Step 3: Management congratulated team

Step 4: 8D report is signed

Describe Activities

Next >>>
 8D Summary Report
D0 WHO IS EFFECTED BY THE PROBLEM? Tracking Number: 0
Customer: 0 1st Person to report problem: 0
Address: 0 Product Manager: 0
Date of Failure: 0 Value Stream Manager: 0
Time of Failure: 0 Description of use: 0
Part No.: 0 8D Report Number:
Product Name: 0
D1 TEAM MEMBERS D2 PROBLEM DESCRIPTION
Champion: 0 0
Team Leader: 0
Process Owner: 0
Supplier: 0
Customer: 0
SME: 0
QA: 0
Other: 0
PICTURE OR SKETCH OF FAILURE

D3 INTERIM CONTAINMENT ACTIONS

0

D4 ROOT CAUSE
0

D5 CORRECTIVE ACTION
0

D6 CORRECTIVE ACTION IMPLEMENTATION & DATE Date Verified

1.
Yes

2.
Yes

3.
Yes

D7 ACTIONS TAKEN TO PREVENT RECURRENCE

0

D8 TEAM RECOGNITION
0

APPROVAL Name Signature Date