Document ID #

Project Title:
Date Opened:
Date Closed:
8D Summary Report Customer(s):

D0 Emergency Response Actions (EMR)

Symptom(s):

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

Verification / Validation:

D1 Team Members (name / function)

Champion: Team Member 1:
Team Leader: Team Member 2:
Team Member 3:
D2 Problem
Model(s): Component:
Problem Statement:

D3 Temporary Fixes
Interim Containment Action (ICA): % Effective: Date Implemented:

D4 Identify Root Causes

Root Cause(s): % Contribution:

D5 Develop Permanent Solution

Chosen Permanent Corrective Action(s): % Effective:

D6 Implement and Validate Permanent Corrective Action(s)

Validation: Date Implemented:

D7 Prevent Recurrence of the Problem

Prevent Actions: Date Implemented:

D8 Closure and Team Recognition

Audit Plan/Results: Responsible: Audit Date / Timing:

Temporary Fixes Removed?

Document ID#: Customer : Response Due Date:

Problem Solving Workbook

STEP 0 1 2 3 4 5 6 7 8

ACTION

DATE Prepare Team Describe Contain Diagnose Action Validate Prevent Closure
COMPLETE

DISCIPLINE D0 - Preparation & Emergency Response Action

0 A - 8D Checklist - Does the problem warrant/require an 8D?
The symptom has been defined and quantified.

The customers/affected parties have been identified.

Measurements taken to quantify the symptom and/or priority of the symptom warrants initiation of the
process.
The cause is unknown.

Management is committed to dedicate necessary resources to fix the problem at the root cause level.

Symptom complexity exceeds the ability of one person to resolve.

0 B - Emergency Response Action

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

If applicable, what was the emergency response action(s)?:

Possible Actions What did we actually do?

(Use the following as a checklist)

WIP on hold
WIP checked
Warehouse stock on hold
Warehouse stock checked
Deliveries in transit identified
Deliveries as customer checked
Verify control plan controls are working
Review all past inspection data
Other actions
0 C Time Line Of Events / Activity Page
As you proceed through the Disciplines, you will find out information concerning the product and process associated
with the problem. Document any information such as any changes to process, material, methods, machines, people, or
the environment with dates. Keep this time line live through the investigation.
Dates Events (i.e. changes or happenings)
DISCIPLINE D1 – Establish Team
Assemble a small group of people with the process and/or product knowledge, allocated time, authority, and skill in the
required technical disciplines to solve the problem and implement corrective actions.

Role Name Function

Champion
Team Leader
Team Member
Team Member
Team Member

DISCIPLINE D2 – Describe the Problem

Before trying to define the root cause or jump to solutions, stop and take time to describe the problem using as much
data and facts as you can gather. It is possible that the problem was not described correctly on the original complaint
you received. If so, re-state the problem correctly.

2A – Problem Description
Detail of Problem (What exactly do we see, feel, hear and smell?):

Standard / Spec.: Sketch or Picture of Problem

Customer(s) Impacted:

Recurring Issue? If yes, explain.

Problem Impact? (circle all that apply)

Safety / Regulation / Functionality / Appearance

2B – Part/Process History
Part / Process Change Date

2C – Baseline Data
What baseline data is available to demonstrate spikes or trends? (append any charts or reports to this workbook)
Check Data Type Chart or Report Name / Description
Warranty Data
Production Data
Call Center Data
Service Data
Other Data
If applicable, what is your data collection plan to collect any additional needed information? (Think about what data you’ll need
to monitor in order to demonstrate improvement.)
2D - Problem Profile
DESCRIPTION DATA
DESCRIPTION AREA Be as specific as possible, identifying part numbers, QUESTIONS CHECKLIST
machines, dates, quantities, etc.

WHAT
What object has the defect?
Object? (Model #, part #, etc.)

Defect? What is the defect?

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

In manufacturing? What plant? What line? What operation?

Where geographically is the defective object

Geographically? observed?

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

When seen in… When is the defect seen in the process of

- Process flow? making the object?

When is the defect seen in the operating cycle

- Operating cycle? of the object? (i.e. when the object/system is
used)

When is the defect seen in the life of the

- Life cycle? object? (e.g. when new or after 200 hours?)

HOW BIG?
How many units have been confirmed to have
How many objects have the defect? the defect? What is the exposure to the field?

How many defects per object? (i.e. are all bad

How many defects per object? parts defective to the same extent?)

How has the trend developed since the first

What is the trend? observation and what is it now? (e.g.
stable/erratic, getting better/worse)

Could this problem affect other similar parts/models? On other lines, in other plants with the same
CONSIDER SIMILAR PARTS process, other parts with the same with the same materials/process?

Similar Parts?
DISCIPLINE D3 - Interim Containment Action (ICA)
Now that you have completed D2, review the emergency response action to see if it can be used as an ICA or improved in order to allow production to continue while still
detecting and containing all defective output, giving you time to analyze root cause. If it can’t then identify a better containment action. (Do not remove Interim Corrective
Action until permanent corrective action is implemented and verified.)

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

Is an ICA required?

Is ERA ok as an ICA?

If you consider ICA not necessary, why not?

Describe the ICA that you propose in the table below.

How will good parts be identified? –

Is service action required? -

ICA Action Item Table

Actions Implement and Verify Actions
Verify Validate Validate
Action # Fault / Item Containment Action How to Verify Responsible Plan
Status
Date Plan Actual

Action Implemented, Action verified, validation in Action Validated

Action Identified progress
verification in progress

Definitions: VERIFY = Prove intended outcome VALIDATE = Confirm and agree effectiveness over time
DISCIPLINE D4 – Define & Verify Root Cause
Brainstorm all possible causes of the problem and record them using the area headings to guide you. List all your ideas and do not criticize any at this stage. After your first
attempt, take time to think and add any other possible causes. Be sure to consider any changes in the part or process.

4 A – Causes for Occurrence

METHODS/PROCESSES EQUIPMENT List the potential

occurrence causes
cause related to how it was
cause made.

cause cause

cause cause

cause cause

cause cause

cause
cause cause

cause
cause cause PROBLEM STATEMENT
(See D2)
cause
cause cause

cause Instructions
cause cause

1. List all potential causes under

cause each leg of the diagram.
cause cause
2. Circle the most likely causes
(max 3)
3. Analyze the most likely causes
PEOPLE ENVIRONMENT MATERIALS with the 5 Why Study.
4 B – Causes for Escape
Brainstorm all possible causes of the problem and record them using the area headings to guide you. List all you ideas and do not criticize any at this stage. After your first
attempt, take time to think and add any other possible causes. Be sure to consider any changes in the part or process.

METHODS/PROCESSES EQUIPMENT List the potential escape

causes related to why it was
cause shipped without detection.
cause

cause cause

cause cause

cause cause

cause cause

cause
cause cause

cause
cause cause PROBLEM STATEMENT
(See D2)
cause
cause cause

cause Instructions
cause cause

1. List all potential causes under

cause each leg of the diagram.
cause cause
2. Circle the most likely causes
(max 3)
3. Analyze the most likely causes
PEOPLE ENVIRONMENT MATERIALS with the 5 Why Study.
 4 C – 5 Why Study
Analyze the most likely occurrence causes and most likely escape causes identified on the fishbone diagram. Test the root causes by working backwards and asking
“therefore”. Note: It may take more or less than 5 whys to get to root cause level.

Symptom Observed
(See D2)

Most Likely Cause 1

Root Causes Proving The Root Cause
(See Fishbone)
What testing are you going to do to
THEREFORE prove that this is (or these are) the root
causes?
Root Cause A Task(s) Who? /When?
WHY? THEREFORE

WHY? THEREFORE

THEREFORE
WHY?
Most Likely Cause 2
(See Fishbone)
WHY? Outcome Summary

THEREFORE
A
WHY?
Root Cause B Task(s) Who?/When?
THEREFORE

THEREFORE
WHY?

WHY? THEREFORE

Most Likely Cause 3

(See Fishbone) WHY?
Outcome Summary

THEREFORE
B
WHY? THEREFORE Root Cause C Task(S)s Who?/When?

WHY? THEREFORE

WHY? THEREFORE

WHY?
Outcome Summary

UPGRADING THE PROBLEM

If you find after testing that you have not been able to discover cause(s), then meet with your C
Champions so that the Champion can get you specialist advice
DISCIPLINE D5 – Develop the Permanent Corrective Action (PCA)
Brainstorm all possible corrective actions to address the root cause of the problem and reason for escape. Sometimes,
identification of the best corrective actions for the root cause requires preliminary evaluations and studies before they can
be implemented. Therefore, it is imperative that appropriate time is allotted to thoroughly prove out the proposed
solutions. A rush to conclusion here can lead to ineffective corrective action and recurrence of the problem. Be sure to
address solutions for both the problem observed and the reason for escape.

5A – Develop Possible PCA’s

Corrective or Address Occurrence
# Fault / Item Solution Description
Preventive? or Escape?
5B – Ranking PCA’s
Identify the solution Musts (requirements) and Wants (preferences). Consider budget, timing, resources, regulatory, and all other criteria that may need to be satisfied. For the
Musts, determine whether each idea from D5-A(Develop Possible Solutions) meets each Must by placing a Y or N in the Y/N column. If any of the Musts are not met, the idea is
immediately discarded. For the Wants, rate the relative importance of each want. Then rate how well each idea meets each want in the “How Good” column. Cross multiply
the “How Important” rating and “How Good” rating and place the total in the “Score” column. Sum the score columns. The solution with the highest score represents the
solution that best meets the Wants criteria.
Criteria Possible Solutions (from 5A)
MUSTS: (Mandatory, Measureable, Realistic)
Idea #___ Musts Comments Y/N Idea #___ Musts Comments Y/N Idea #___ Musts Comments Y/N

a)

b)

c)

d)

e)

f)

WANTS: (Objective, Subjective, Flexible) How Idea # ___ Wants How Idea # ___ Wants How Idea # ___ Wants How
Important Good Score Good Score Good Score
(1, 4, 9) Comments (0,1,4,9) Comments (0,1,4,9) Comments (0,1,4,9)

a)

b)

c)

d)

e)

f)

g)

h)

Total Score Total Score Total Score

5C – PCA Risks
The highest scoring solutions from 5B are not necessarily the right solutions. Sometimes solutions contain an
unacceptable amount of risk. Analyze the top three solution ideas for all potential risks if implemented. Consider any risks
to safety, people, facilities, equipment, policies, procedures, materials, costs, capacity, quality, timing, delivery, etc. Rate
the severity of the risk (High, Medium, Low), the probability of the risk occurring if the solution is implemented (High,
Medium, Low), and the difficulty level to develop actions that mitigate the risk (High, Medium, Low).

Mitigation
# PCA Description Score Potential Risk(s) Severity Probability
Difficulty

1.

2.

3.

4.

1.

2.

3.

4.

1.

2.

3.

4.
5D – Selecting Permanent Corrective Action (PCA)
In order to select the best solution, the team should consider:
1. the solution score from 5B
2. the impact of any potential risks
3. the ability to mitigate any foreseen risks

Be sure to review your selected solution with your champion

What is the team’s chosen

PCA(s)?

Why was this the selected PCA?

DISCIPLINE D6 – Implement and Validate the PCA(s)

Implement and validate to ensure that the corrective action(s) has the expected effect. Detect and report any undesirable
side effects.

Define the precise actions you will need to take to implement AND validate effectiveness of the PCA (use the Key Tasks
Action Plan on the following page).
D6A - Key Tasks Action Plan
Use this page to document your PCA implementation and validation plan. Use the first column to identify whether the
action is an implementation (I) action or validation (V) action.

Completion % Complete
I/V Task Who Date 25 50 75 100
D6B – Improvement Validation

Data showing that the corrective actions are effective in preventing the root cause of the problem must be presented. This is best shown with before and after improvement
comparisons in the primary metric. When dealing with lagging data, such as warranty information, show the data tied to improvements made to the specific CTQ (Critical To
Quality) measure(s) that was proven to be correlated with the root cause from Discipline D4.

Paste any KEY graphs and/or data in the spaces below that demonstrate a measureable improvement.
Support data and / or secondary data can be pasted in appendix.

Comments on above chart/data: (What is the measureable? What were the conditions? Etc?) Comments on above chart/data: (What is the measureable? What were the conditions? Etc?)

How are we continuing to monitor long-term results? What is the measureable? Is this the best way to prove the root cause is eliminated?
DISCIPLINE D7 – Prevent Recurrence
Prevention of the problem entails the identification of models or components that are similarly vulnerable to the same
problem, even if not affected under the current situation. An important aspect of this discipline is the standardization and
deployment of corrective actions or process improvements to all products that may possibly be subjected to the same issue.

7A – Similar Products / Systems

List similar products / systems with the potential for the same defect. Can the PCA(s) selected be applied across each similar
product and system with the same expected impact? If yes, add your implementation and validation actions for other
products and systems to the Key Tasks Action Document in D6. If no, a new 8D process must be initiated.

PCA Apply? Action

Product / Item Responsible
(Y/N) (If new 8D initiated, list ID #)

7B – Documentation Revisions
Changes in components and processes lead to the need for updating documentation and process controls. Review the
checklist below to identify the necessary documentation updates. Add any actions to the Key Tasks Action Document in D6.

Document Details of Change Required Responsible

Flow Chart / Process Map

FMEA

Control Plan

ECO

BOM

OMS

Inspection Standard

Quality Notification

Engineering Drawing / Spec.

Control Charts:

Other:

Other:
DISCIPLINE D8 – Approval and Recognition
Make sure that you have completed this workbook. This includes the completion of all open action items. Schedule a final
review with your champion. Express thanks to those who have helped you in dealing with this issue.

8A – Follow-up Meetings
Follow-up meetings are scheduled to validate the issue is dead after the team’s work is complete. Four meetings should be
held, scheduled approximately every other week after the PCA has been implemented. Agenda items might include: key
metrics review (warranty data, process data, call center data, etc.), audit planning and scheduling, any lingering open action
items, etc.
Date Time Location Key Points (Data findings, open actions, etc.)

8B – Audit Plan
What will the team’s audit plan consist of? Audit Team: Planned Date: (must
be > 30 working days since
implementation date)

What were the team’s audit findings?

8C – Lessons Learned
Challenge / Topic Lesson Learned and Recommendation

8D – Closure and Sign-off

Signatures can not be obtained until audit has been completed.
Title Signature Date
APPENDIX
Append any other information / data you have collected during the course of this project. This includes updated process
documentation, testing information and results, meeting minutes, other problem solving tools that were used outside the
core 8D worksheet, etc.