8D

– Eight Disciplines of Problem Solving –

⇓  Introduction to 8D
⇓  What is 8D
⇓  Why Apply 8D
⇓  When to Apply 8D
⇓  How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find
the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent
recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers,
an 8D is an excellent first step to improving Quality and Reliability.
Ford Motor Company developed this problem solving methodology, then known as Team Oriented
Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted
by Ford as the primary method of documenting problem solving efforts, and the company continues
to use 8D today.
8D has become very popular among manufacturers because it is effective and reasonably easy to
teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is
performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in
the production process. The goals of this method are to find the root cause of a problem, develop
containment actions to protect customers and take corrective action to prevent similar problems in
the future.
The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite
methodology, utilizing best practices from various existing approaches. It is a problem solving
method that drives systemic change, improving an entire process in order to avoid not only the
problem at hand but also other issues that may stem from a systemic failure.
8D has grown to be one of the most popular problem solving methodologies used for Manufacturing,
Assembly and Services around the globe. Read on to learn about the reasons why the Eight
Disciplines of Problem Solving may be a good fit for your company.
8D - Problem Solving Format

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-
to-learn and thorough approach to solving whatever problems might arise at various stages in your
production process. When properly applied, you can expect the following benefits:
 Improved team oriented problem solving skills rather than reliance on the individual
 Increased familiarity with a structure for problem solving
 Creation and expansion of a database of past failures and lessons learned to prevent problems
in the future
 Better understanding of how to use basic statistical tools required for problem solving
 Improved effectiveness and efficiency at problem solving
 A practical understanding of Root Cause Analysis (RCA)
 Problem solving effort may be adopted into the processes and methods of the organization
 Improved skills for implementing corrective action
 Better ability to identify necessary systemic changes and subsequent inputs for change
 More candid and open communication in problem solving discussion, increasing effectiveness
 An improvement in management’s understanding of problems and problem resolution
8D was created to represent the best practices in problem solving. When performed correctly, this
methodology not only improves the Quality and Reliability of your products but also prepares your
engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:
 Safety or Regulatory issues has been discovered
 Customer complaints are received
 Warranty Concerns have indicated greater-than-expected failure rates
 Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable
levels

How to Apply Eight Disciplines of Problem Solving (8D)

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

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques
include RCA within their structure. The steps and techniques within 8D which correspond to Root
Cause Analysis are as follows:
1. Problem Symptom is quantified and converted to “Object and Defect”
2. Problem Symptom is converted to Problem Statement using Repeated Whys
3. Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity
Diagram)
4. Problem Statement is converted into Problem Description using Is / Is Not
5. Problem Description reduces the number of items on the deductive tool (from step 3)
6. Comparative Analysis between the Is and Is Not items (note changes and time)
7. Root Cause theories are developed from remaining possible causes on deductive tool and
coupled with changes from Is / Is Not
8. Compare theories with current data and develop experiments for Root Cause Verification
9. Test and confirm the Root Causes
 Is Is Not Example

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required
to proceed to a more detailed level. The steps required to determine problem statement are:
1. Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
2. Why? In every case “SUV’s Roll Over”
3. Why? In every case, it was preceded by a “Blown Tire”
4. Why? Many explanations may be applied, therefore the team cannot continue with another
repeated why past “Blown Tire”
5. Therefore, the Problem Statement is “Blown Tire”
6. Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient)
Temperature
7. Counter measures assigned to low pressure and tire defect
This example uses only 4 of the 5 Whys to determine the root causes without going further into the
systemic reasons that supported the failure. The Repeated Why is one way to depict this failure
chain. Fault Tree Analysis (FTA) could also be used.