Eight Disciplines of Problem

Solving (8D)
D1: Form a Team
How to Apply?
A Cross Functional Team (CFT) is made up of members from many
The 8D process alternates inductive and deductive problem solving tools disciplines. Quality-One takes this principle one step further by having
to relentlessly move forward toward a solution. The Quality-One two levels of CFT:
approach uses a core team of three individuals for inductive activities
 A Core Team uses data-driven approaches (Inductive or Convergent
with data driven tools and then a larger Subject Matter Expert (SME) Techniques)
group for the deductive activities through brainstorming, data-gathering  The Core Team Structure should involve three people on the
and experimentation. respective subjects: product, process and data
 SME Team comprised of members who brainstorm, study and observe
(Deductive or Divergent Techniques)
D0: Prepare and Plan for the 8D  Additional Subject Matter Experts are brought in at various times to
assist with brainstorming, data collection and analysis
Proper planning will always translate to a better start. Thus, before 8D
analysis begins, it is always a good idea to ask an expert first for their Teams require proper preparation. Setting the ground rules is
impressions. After receiving feedback, the following criterion should be paramount. Implementation of disciplines like checklists, forms and
applied prior to forming a team: techniques will ensure steady progress. 8D must always have two key
Collect information on the symptoms members: a Leader and a Champion / Sponsor:
Use a Symptoms Checklist to ask the correct questions  The Leader is the person who knows the 8D process and can lead the team
Identify the need for an Emergency Response Action (ERA), which through it (although not always the most knowledgeable about the
protects the customer from further exposure to the undesired problem being studied)
symptoms  The Champion or Sponsor is the one person who can affect change by
agreeing with the findings and can provide final approval on such changes
D2: Describe the Problem D3: Interim Containment Action
The 8D method’s initial focus is to properly describe the problem In the interim, before the permanent corrective action has been
utilizing the known data and placing it into specific categories for determined, an action to protect the customer can be taken. The
future comparisons. The “Is” data supports the facts whereas the “Is Interim Containment Action (ICA) is temporary and is typically
Not” data does not. As the “Is Not” data is collected, many possible removed after the Permanent Correct Action (PCA) is taken.
reasons for failure are able to be eliminated. This approach utilizes the  Verification of effectiveness of the ICA is always recommended to
following tools: prevent any additional customer dissatisfaction calls
 5 Why or Repeated Why (Inductive tool)
 Problem Statement D4: Root Cause Analysis (RCA) and Escape
 Affinity Diagram (Deductive tool)
 Fishbone/Ishikawa Diagram (Deductive tool)
Point
 Is / Is Not (Inductive tool)
 Problem Description The root cause must be identified to take permanent action to
eliminate it. The root cause definition requires that it can be turned on
or off, at will. Activities in D4 include:
 Comparative Analysis listing differences and changes between “Is” and
“Is Not”
 Development of Root Cause Theories based on remaining items
 Verification of the Root Cause through data collection
 Review Process Flow Diagram for location of the root cause
 Determine Escape Point, which is the closest point in the process where
the root cause could have been found but was not
D5: Permanent Corrective Action (PCA) D7: Prevent Recurrence
The PCA is directed toward the root cause and removes / changes the D7 affords the opportunity to preserve and share the knowledge,
conditions of the product or process that was responsible for the preventing problems on similar products, processes, locations or
problem. Activities in D5 include: families. Updating documents and procedures / work instructions are
 Establish the Acceptance Criteria which include Mandatory Requirements expected at this step to improve future use. Activities in D7 include:
and Wants  Review Similar Products and Processes for problem prevention
 Perform a Risk Assessment / Failure Mode and Effects Analysis  Develop / Update Procedures and Work Instructions for Systems
(FMEA) on the PCA choices Prevention
 Based on risk assessment, make a balanced choice for PCA  Capture Standard Work / Practice and reuse
 Select control-point improvement for the Escape Point  Assure FMEA updates have been completed
 Verification of Effectiveness for both the PCA and the Escape Point are  Assure Control Plans have been updated
required
D8: Closure and Team Celebration
D6: Implement and Validate the Permanent
Corrective Action Teams require feedback to allow for satisfactory closure. Recognizing
both team and individual efforts and allowing the team to see the
To successfully implement a permanent change, proper planning is previous and new state solidifies the value of the 8D process. Activities
essential. A project plan should encompass: communication, steps to in D8 include:
complete, measurement of success and lessons learned. Activities in  Archive the 8D Documents for future reference
D6 include:  Document Lessons Learned on how to make problem solving better

 Develop Project Plan for Implementation  Before and After Comparison of issue

 Communicate the plan to all stakeholders  Celebrate Successful Completion

 Validation of improvements using measurement

 Ishikawa Fishbone Diagram DMAIC (define, measure, analyze,
When to use a fishbone diagram improve, control)
a. To identify the possible causes of a problem.
b. To help develop a product that addresses issues within current
market offerings.
c. To reveal bottlenecks or areas of weakness in a business process.
d. To avoid reoccurring issues or employee burnout.
e. To ensure that any corrective actions put into place will resolve the
issue.

1 problem in a statement format

2 Causes
f. Methods
g. Materials
h. Measurement
i. Equipment
j. Environment
k. People (manpower)
i. 5 Whys or the 4P’s (Policies, Procedures, People and Plant)
 Business SWOT Analysis
1. What makes SWOT particularly powerful is that, with a little thought, it can
help you uncover opportunities that you are well-placed to exploit.

2. And by understanding the weaknesses of your business, you can manage and

SWOT Analysis Discover New eliminate threats that would otherwise catch you unawares.

3. More than this, by looking at yourself and your competitors using the SWOT
Opportunities, Manage and framework, you can start to craft a strategy that helps you distinguish
yourself from your competitors, so that you can compete successfully in your
Eliminate Threats market.

SWOT Analysis is a useful technique for understanding your Strengths and

Weaknesses, and for identifying both the Opportunities open to you and the Threats
you face. Used in a business context, it helps you to carve a sustainable niche in your
market. Used in a personal context , it helps you to develop your career in a way
How to Do a SWOT Analysis
that takes best advantage of your talents, abilities and opportunities.
You can use it in two ways – as a simple icebreaker helping people get together to
"kick off" strategy formulation, or in a more sophisticated way as a serious strategy
tool.

Tip:

Strengths and weaknesses are often internal to your organization, while

opportunities and threats generally relate to external factors.

For this reason, SWOT is sometimes called Internal-External Analysis and the SWOT
Matrix is sometimes called an IE Matrix.
Strengths Threats
What advantages does your organization have? What do you do better than anyone What obstacles do you face? What are your competitors doing? Are quality
else? What unique or lowest-cost resources can you draw upon that others can't? standards or specifications for your job, products or services changing? Is changing
What do people in your market see as your strengths? What factors mean that you technology threatening your position?
"get the sale"? What is your organization's Unique Selling Proposition (USP)?
Do you have bad debt or cash-flow problems? Could any of your weaknesses
Consider your strengths from both an internal perspective, and from the point of
seriously threaten your business? Tip: When looking at opportunities and threats,
view of your customers and people in your market. Also, if you're having any
PEST Analysis can help to ensure that you don't overlook external factors, such as
difficulty identifying strengths, try writing down a list of your organization's
new government regulations, or technological changes in your industry. Using SWOT
characteristics. Some of these will hopefully be strengths! When looking at your
Analysis in Project Management and Marketing If you're using SWOT as a serious tool
strengths, think about them in relation to your competitors. For example, if all of
(rather than as a casual "warm up" for strategy formulation), make sure you're
your competitors provide high quality products, then a high quality production
rigorous in the way you apply it: Only accept precise, verifiable statements ("Cost
process is not a strength in your organization's market, it's a necessity.
advantage of $10/ton in sourcing raw material x" , rather than "Good value for
money"). Ruthlessly prune long lists of factors, and prioritize them, so that you
Weaknesses spend your time thinking about most significant factors. Make sure that options
generated are carried through to later stages in the strategy formation process.
What could you improve? What should you avoid? What are people in your market Apply it at the right level – for example, you might need to apply the tool at a
likely to see as weaknesses? What factors lose you sales? Again, consider this from product or product-line level, rather than at the much vaguer whole company level.
an internal and external perspective: do other people seem to perceive weaknesses Use it in conjunction with other strategy tools (for example, USP Analysis and Core
that you don't see? Are your competitors doing any better than you? It's best to be Competence Analysis ) so that you get a comprehensive picture of the situation
realistic now, and face any unpleasant truths as soon as possible. you're dealing with. Note: You could also consider using the TOWS Matrix . This is
quite similar to SWOT in that it also focuses on the same four elements of Strengths,
Opportunities Weaknesses, Opportunities, and Threats. But TOWS can be a helpful alternative
because it emphasizes the external environment, while SWOT focuses on the internal
What good opportunities can you spot? What interesting trends are you aware of? environment.
Useful opportunities can come from such things as:

Changes in technology and markets on both a broad and narrow scale. Changes in
government policy related to your field. Changes in social patterns, population
profiles, lifestyle changes, and so on. Local events. Tip: A useful approach when
looking at opportunities is to look at your strengths and ask yourself whether these
open up any opportunities. Alternatively, look at your weaknesses and ask yourself
whether you could open up opportunities by eliminating them.
SWOT Example SWOT Analysis Infographic
A small start-up consultancy might draw up the following SWOT Analysis: Key Points SWOT Analysis is a simple but useful framework for analyzing your
1. Strengths We are able to respond very quickly as we have no red tape, and organization's strengths and weaknesses, and the opportunities and threats that you
no need for higher management approval. We are able to give really good face. It helPs you focus on your strengths, minimize threats, and take the greatest
customer care, as the current small amount of work means we have plenty of possible advantage of opportunities available to you. It can be used to "kick off"
time to devote to customers. Our lead consultant has a strong reputation in strategy formulation, or in a more sophisticated way as a serious strategy tool. You
the market. We can change direction quickly if we find that our marketing is can also use it to get an understanding of your competitors, which can give you the
not working. We have low overheads, so we can offer good value to insights you need to craft a coherent and successful competitive position. When
customers. carrying out your analysis, be realistic and rigorous. Apply it at the right level, and
2. Weaknesses Our company has little market presence or reputation. We have supplement it with other option-generation tools where appropriate.
a small staff, with a shallow skills base in many areas. We are vulnerable to
vital staff being sick or leaving. Our cash flow will be unreliable in the early
stages.
3. Opportunities Our business sector is expanding, with many future
opportunities for success. Local government wants to encourage local
businesses. Our competitors may be slow to adopt new technologies.
4. Threats Developments in technology may change this market beyond our
ability to adapt. A small change in the focus of a large competitor might wipe
out any market position we achieve. As a result of their analysis, the
consultancy may decide to specialize in rapid response, good value services
local businesses and local government. Marketing would be in selected local
publications to get the greatest possible market presence for a set
advertising budget, and the consultancy should keep upto-date with changes
in technology where possible.