8D PROBLEM SOLVING

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OVERVIEW OF 8D PROBLEM SOLVING

 The eight-step approach to problem solving

that’s covered in this program provides a simple,
straightforward method of addressing problems
or non-conformities.

 However, before you learn the individual steps,

you need to understand some concepts and
terms that are applicable to the full approach.

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OVERVIEW OF 8D PROBLEM SOLVING

Learning Objectives:

 State a definition of PROBLEMS.

 Understand the importance of documentation to

problem solving efforts.

 Recognize the benefits of a structured approach to

problem solving.

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OVERVIEW OF 8D PROBLEM SOLVING

• Problems and non-conformities are inevitable in

any organization, regardless of the products it
makes or services it provides.
• They result in scrap, downtime, customer
dissatisfaction and other negative effects.
• So, it’s important to have an effective way of
addressing problems when they occur.
• In this training program, you’ll learn to use a
practical, eight-step approach to problem
solving.
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 8-STEP METHODOLOGY
 A broad path which many of the other tools of
continuous improvement can be used to:
- define and document the process,
- to collect and analyze data,
- to identify and solve problems, and
- to effect problem solving.

 Provides a step-by-step guide for “ how to get

there”.

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8-STEP METHODOLOGY
 Best applied to detailed activity or task related
problems.
 Used to identify the root causes and “forever”
remove them.
 Functions in any level or any area of the
organization
 Used when a process was working, but now has
an error or defect.
 Used when a process goes out of control.

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 DOCUMENTATION
• Record all decisions, activities and results to:
- keep efforts on track
- keep others informed
- provide reference to others

 You should document your efforts throughout all

eight steps of the problem solving approach.

 Many organizations’ quality management

systems require thorough documentation
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DOCUMENTATION
 Even if that’s not the case in your organization,
the reasons listed above should make it clear
that documentation serves several important
functions.

 In addition to written reports, documentation

can take many forms, such audio or videotapes,
computer files or tags and labels.

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BENEFITS OF PROBLEM SOLVING
 Improved quality

 More satisfied customers

 Less crisis management

 More pro-active thinking

 Greater applicability
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BENEFITS OF PROBLEM SOLVING

 You’re probably already aware of some of the benefits of

problem solving, and may have a few in mind that are
not listed here.
 It’s worth nothing that there are no true disadvantages
to a structured approach to problem solving.
 It may take more time to complete that applying a
“Band-Aid “ solution.
 However, such solutions rarely address a problem’s real
cause, so you’ll end up spending even more time trying
to “solve” the same problem over and over.

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 CAUSES OF VARIATION
Common Causes:
- Produce normal, expected differences
- Are not easily identified or eliminated

Special Causes:
- Produce unusual, expected differences
- Must be identified and eliminated

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CAUSES OF VARIATION
No processes operates in exactly the same way all the
time.
All processes contain at least some degree of variation,
which produces variations among their products or
services.
That’s why most specifications include a range of
acceptable values, such as tolerance limits.
Knowing if a process contains only common causes of
variation or also contains special causes may influence
your problem solving efforts.
When only common causes are present, you will
probably need to take a broad view of the entire process
or system to identify opportunities for positive changes.
When special causes exist, you must focus on identifying
and eliminating the unusual occurrences.

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 TARGET DEFINITION
Describe your goal in numeric terms.

This is a quantifiable measure that lets

you know when you have succeeded.

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THE 8-STEP METHODOLOGY
4. Find The
Awareness Root 5. Choose A
Of Problem Cause Corrective Action

Determine Implement And

1. Select Likely 6. Validate The
Ownership
Causes Corrective Action

Define
2. Prevent
The Problem Is the
Potential
7. Recurrence
Cause a
Root
No Cause?

3. Isolate And
Contain The Yes
Acknowledge
Symptoms 8. The
Identify Possible Improvement
Solutions
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 8-STEP METHODOLOGY
STEP 1

Determine Ownership

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 INDIVIDUAL OWNERSHIP
Appropriate for relatively simple or limited
problems.
Generally produces faster solutions.
 Although individual ownership of a problem
solving is one option, it’s generally not the best
one.
 That’s because most of the problems or
nonconformities that warrant problem solving
are more complex, or require more knowledge
of several operations or departments, than the
scope of one person’s abilities.

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 TEAM OWNERSHIP
Considers all aspects of problems
Leads to more innovative solutions
Provides larger pool of skills
Produces synergy
Team ownership of a problem solving is always the
better choice, simply because members offer a variety of
expertise, backgrounds and opinions.
And, when individuals work together, they produce
synergy, which means that the group’s combined energy
is greater than the sum of its individuals’ energies.

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TEAM MEMBERS’ QUALIFICATIONS
Ability to work in a team.
Knowledge of the problem.
Time and willingness to participate.
Technical ability.
These qualifications should be quite obvious if you’re
trying to assemble a competent, efficient team.
Note that these qualifications span both technical and
interpersonal skills.
It’s not enough for team members to be knowledgeable.
They also must be able to work together in a
constructive, effective manner.

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 EXAMPLES OF STEP 1:
DETERMINE OWNERSHIP
An example of how Step 1 was completed in an actual organization
follow. These examples will be continued through all eight steps of
problem solving.
Background
 SPS Technologies is a worldwide manufacturer of precision
fasteners, cutting and forming tools, metal alloys and superalloys,
magnetic products and metal components.
 Their products are used in aircraft, automobile and turbine engines,
as well as computers. Telecommunications equipment and medical
prosthesis products.
 They are registered to ISO 9001, as well as QS 9000 and are

 long-time practitioners of the 8-step problem solving method.

 Team problem solving is standard practice at SPS, particularly when

a problem has been reported by a customer.
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EXAMPLE OF Step 1:
DETERMINE OWNERSHIP
Example 1: Mixed Batch
 Recently an automotive customer reported finding a different type
of bolt mixed in with the batch of 100,000 flywheel bolts they had
specified.
 SPS quickly assembled a team to investigate.
 The team was made of representatives from all the functional areas
with a connection to the problem. Included were:
*Shipping Manager
*Auto-Inspection Operator
*Manufacturing Manager
*Quality Manager
*Distributor
 The diversity of expertise they possessed would help ensure a
thorough analysis of the problem and an appropriate response.

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 8-STEP METHODOLOGY
STEP 2

DEFINE THE PROBLEM

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STEP 2: DEFINE THE PROBLEM
 This step focuses on describing the problem in
greater detail. In the last step we built the problem
solving team and identified the problem.
 The final outcome of this step is a problem
statement.
 The step is more than simply identifying that a
problem exists.
 You must define what you know about the problem
in clear, specific terms.
 This helps to ensure that everyone involved has a
common understanding of the problem from the
start of the problem solving effort.

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STEP 2:DEFINE THE PROBLEM

If you do not define the problem, you risk:
-Correcting symptoms.
-Implementing temporary solutions.
-”Solving” several possible causes.
-Taking several courses of problem solving.
-Unless you define the problem, you won’t know
how to direct your problem solving efforts.
So, you’re likely to waste time and effort without
accomplishing your objective.

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STEP 2:DEFINE THE PROBLEM

If you define the problem, you will:
-Increase the likelihood of developing an
effective solution.
-Create a common understanding by all
involved.
As you might expect, the reverse is true when
you do define a problem.
You’re much more likely to accomplish your
objective, and do it in less time and with less
effort.

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STEP 2:DEFINE THE PROBLEM

Characteristics of a good problem definition:
Clear, concise and accurate
Descriptive and traceable
Answers the questions:
- What?
- Where?
- When?
- How extensive?

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STEP 2:DEFINE THE PROBLEM

 Don’t necessarily expect that you can write a
good definition without doing some investigation
of the problem.
 Also note that since each problem is different,
the questions you’ll be able to answer in a
definition also will be different.
 Note that a good definition should be traceable.
 This should describe the problem in such
sufficient detail so that someone who’s not
familiar with it could find it.

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STEP 2:DEFINE THE PROBLEM

Characteristics of a good problem definition:
Objective
- Does not place blame
- Does not include causes or solutions
Actionable
A problem statement should simply describe what’s wrong.
It should not mention who or what may be at fault or how
it might be solved.
Placing blame does little or nothing to solve a problem.
And, at this step of the eight-step approach, you haven’t
done the investigation and analysis required to identify a
cause or a solution.

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STEP 2:DEFINE THE PROBLEM

Problem Definition Examples
#1 Poor: People complain about colors not being right.
Better: Last month, one out of ten customers noticed
discoloration on the inside panel of part 515-R.
#2 Due to poor mold closure, flash appeared on
45% of the injection molded parts from line #7
last week.
#3 Poor: The previous shift changes the machine settings.
Better: The setting on machine #9 varied by as much
as 3° between 1st and 2nd shift on Monday.
 Do these examples contain the characteristics of a good problem definition? If not, why?

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STEP 2:DEFINE THE PROBLEM

Goal Statements

Identify what the problem solving will accomplish:

-Problem definition: Last month, one out of ten customers noticed discoloration on
the inside panel of part 515-R.

-Goal statement: Corrective action will eliminate all discolorations on the inside panel
of part 515-R.

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STEP 2:DEFINE THE PROBLEM

Goal Statements – Cont’d
Goal statements can be useful for identifying the desired outcome of the problem solving.
They give the team and others a clear objective for their efforts, and minimize the risk of
misunderstandings about the team’s assignment.
Good goal statements have the same characteristics as good problem definitions:
- They are clear, concise and specific.
- They identify a measurable level of improvement.
- They describe changes in terms of the processes or
systems that will be affected, not in terms of individuals’
responsibilities.

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STEP 2:DEFINE THE PROBLEM

Symptoms vs. Problems
Symptom: Detectable evidence that
problem exists.
Problem: Reason why symptoms appear.

It’s important not to confuse these terms, and to be sure that your
problem solving efforts address the problem, and not one of its
symptoms.

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STEP 2:DEFINE THE PROBLEM

Problem Definition Data
Begins to build the knowledge needed to understand and
correct the problem.
All must be recorded using any appropriate method.
Include:
- Team members and their roles
- Problem definition
- All other data collected so far
The need to document your problem solving efforts is
important enough to reemphasize.
The more information you have, and the easier it is to
retrieve, the more effective and efficient your efforts will be.

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STEP 2:DEFINE THE PROBLEM

Examples of Step 2: Define the Problem
Background (Applicable to both teams)
SPS uses a standard format to document their problem
solving. At the top of the report is a section for recording
basic information about the problem, including
- Individual who registered the complaint
- Date of complaint
- Customer name and plant
- Customer complaint number
- SPS supplier I.D. number
- Customer part number
- SPS part number and description
- Release and lot number.

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STEP 2:DEFINE THE PROBLEM

This is followed by a description of the actions taken for
each of the eight steps in the problem solving process.

Example 1: Mixed Batch

Under Step 2: Define the Problem, the team defined the problem
as simply, “ Additionally parts (Part No. XXXX) found mixed with
batch.
Together with the basic information listed above, they had
enough to go on to contain the problem and then begin looking
for its root cause.

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STEP 2:DEFINE THE PROBLEM

FLOW CHART Prioritize

Do You Have Enough Data

Collect
Data

Write Problem
Statement
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STEP 2:DEFINE THE PROBLEM

PRIORITIZE
 You will frequently have more than one problem
you could solve so decide which one to solve
first. Ask yourself these questions:
- Which problem is most important to the
customer?
- Are there problems that need to be solved first?
- What is the customer most concerned about?

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STEP 2:DEFINE THE PROBLEM

DATA COLLECTION
 Data collection is a looping process. You collect data, analyze and
refine it, and then collect more. Keep doing this until you know
enough about the problem to solve it.
 Start by surveying the customers to see how they perceive the
problem.
 Then create check sheets that break out the top five problem areas
the customer identified.
 Use the check sheets to survey more broadly and generate Pareto
charts to display the results
 If you have not collected enough data yet, take the top 80% of the
Pareto elements and run them back through the loop.

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STEP 2:DEFINE THE PROBLEM

DATA COLLECTION

Collect Data
Variable
Brainstorm
Classify Data
On to next step
Attribute
Create Pareto
Survey Yes
Customers
Focus 80% Have we collected
Pareto Elements enough data to
Create Check sheets solve the problem
No

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STEP 2:DEFINE THE PROBLEM

DATA COLLECTION – Cont’d
 What do you know about the problem? What additional
data do you need?
 What kind of effect will the solution have on the
organization? What adjustments will have to be made?
Example: Increasing efficiency by solving a problem at one station on
an assembly line will effect the timing of other stations.
 Will the solution have a positive impact on the customer
(internal or external)?
 Your goal is to create a list of critical customer
requirements.

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STEP 2:DEFINE THE PROBLEM

Surveys
 Surveys gather information on items you want to
measure and compare. They may be in written format or
gathered verbally. Collecting the data directly from the
customer ensures you are addressing the right issues in
the right ways.

 Designing an effective survey that does not prejudice

your data requires rigorous attention. Remember your
goal is to clarify the critical customer issues. Do not
allow your preconceptions to color your results.

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STEP 2:DEFINE THE PROBLEM

SURVEYS – Cont’d
Ask comparative questions. Don’t ask if something is
satisfactory. Instead ask to compare it to something else.
Use rating scales rather than yes/no or good/bad.
Examine your questions to make certain that they are not
biased.
Ask open-ended questions that can supply paragraph-
type feedback. This will be much more helpful than brief
multi-choice selections.

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STEP 2:DEFINE THE PROBLEM

Attribute vs Variable Data
Attribute data is a yes/no or on/off result.
Example: Q: Is the light bulb working?
A: Yes.
Variable data is more specific and measured along a
range.
Example: Q: How bright is the light bulb?
A: 60 watts.
The different types of data lend themselves to
certain types of analysis.

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STEP 2:DEFINE THE PROBLEM

Refining Data
This graphic shows how charts and data collection increase your
understanding of the problem.
For example: you discover after investigating customer complaints that most
occur on the Optiplex DGX, so you analyze that further.
Next, survey customers and record the number of complaints by creating
complaint subjects and check sheets. In the example shown, we see the
phone system is the major cause for complaints.
Since we have been instructed that our solutions must not include capital
expenditures, we can’t solve the “phone system” complaint.
However, if we analyze further, once again by surveying, creating check
sheets and collecting data, we discover customers are mainly upset because
they are getting passed from one operator to another. We can solve this
problem.

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STEP 2:DEFINE THE PROBLEM

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STEP 2:DEFINE THE PROBLEM

Problem Size
The problem should be small enough to pinpoint
a distinct start and stop point and it must not be
beyond the scope of the team to solve.
The problem is too big when the level of
expertise needed to solve it is not specific.
The deliverable of Step Two is a completed
Problem Statement.

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STEP 2:DEFINE THE PROBLEM

Guidelines
 Problem Statements should be:
- specific
- concise
- observable
 Back them up with:
- the conditions under which the problem occurs
- the problem’s history
- how often the problem occurs
- information on similar problems (current and past) that we
can learn from.
 Critical Customer Requirements
- reveal what the customer needs the solution to be.

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 8-STEP METHODOLOGY
STEP 3
ISOLATE AND CONTAIN THE
SYMPTOMS

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

It takes time to analyze a problem, identify its

root cause, develop appropriate solutions and
evaluate their effectiveness.
However, you can’t just let the problem continue
until then.
You must find a way to contain it in the short-
term, to be sure that it doesn’t reach your
customers or cause any more disruption to your
processes or operations.

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Purpose of Isolating and Containing the

Symptoms

To keep the problem ‘in check’ so it doesn’t

reach customers.
To minimize downtime.

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Effective Short-Term Solutions Are Not:

Increase operator awareness.
Adjust the process.
Notify or visit the supplier.
Wait to find the root cause.

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Effective Short-Term Solutions Are:

Contained at the source and at points

downstream in the process.
Implemented immediately
Proven by evidence.

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Examples of Step 3

Example 1: Mixed Batch

 At SPS Technologies, the goal is to contain a problem within 24 hours of its
discovery.
 So when the customer reported receiving a mixed batch of bolts, the
corrective action team immediately retrieved the lot from the customer and
did a 100% sort.
 They found no further evidence of mixing.
 They also ordered a 100% sort of their of current inventory – more than
32,000 pieces – to determine the extent of the problem and ensure that it
would not affect future shipments.
 The team then checked the inspection process.

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Examples of Step 3

Example 1: Mixed Batch – Cont’d

All bolts are run through an auto-inspection machine that is designed to
detect mixed bolts.
The operator checks the integrity of the machine every hour by purposely
sending through a mixed batch.
Results are recorded on a p chart.
The team checked the p chart results and confirmed that the auto-
inspection machine was, in fact working properly.
Following inspection, the bolts are sent to a vendor who applies a narrow
band of epoxy, called a “patch” to the threads.

\
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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Examples of Step 3

Example 1: Mixed Batch – Cont’d

The patch serves as a locking feature; it secures the bolt in the assembly
and prevents it from slipping out.
The team notified the patch vendor of the mixed batch and reviewed his
process to ensure that the mix was not occurring there.
The vendor’s records indicated that the two types of bolts were not being
processed at the same time.
By taking these precautions, the team was confident that no further mixing
would take place and they could turn their attention to finding the root
cause.

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Invent A
Current Containment No
Containment
Plan Plan

Yes

Evaluate The
Current Plan

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Invent a Containment Plan : Cont’d

Test Possible
Brainstorm Possible Solutions For:
Containment Actions Quick
Cheap
Simple
Implementable
Acceptable

Evaluate
Yes
No
Good

Go to Next Step
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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

The Containment Plan must include:

- Containment Action Plan.
- Responsibilities
- Cost Prediction
- List of People Effected
- Effect of the Corporation
- Effect on the Customer.

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Containment Plan
Project Name:_______________
Project Owner (s):____________
Project Sponsor (s):___________
Containment Plan:
______________________________________________________________________________________________________________________________________________________________

Action Responsibility
_____________________________________________________________________________________________________________________________________________

_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________

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STEP 3: ISOLATE AND CONTAIN THE SYMPTOMS

Containment Plan
Cost Prediction:___________________________________
________________________________________________
Effect on Customer:________________________________
________________________________________________
_________________________________________
People Effected:___________________________________
________________________________________________
Effect on Corporation:______________________________
________________________________________________

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 8-STEP METHODOLOGY

STEP 4
FIND THE ROOT CAUSE

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STEP 4: FIND THE ROOT CAUSE
Now we have protected our
customers and given ourselves a little
breathing room to solve the problem.
But to solve the problem we must
first find its cause.

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STEP 4: DETERMINE THE ROOT CAUSE

Unless you identify the single root cause

of a problem, you cannot permanently or
completely eliminate it.
This session explains the importance of
Step 4 to the entire corrective action
approach and how to identify a root cause
using a variety of tools and techniques.

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STEP 4: DETERMINE THE ROOT CAUSE

Root Cause
 It’s essential to understand that there is only

one root cause of a problem.

 And, the only way to completely and

permanently solve a problem is to identify and

eliminate its root cause.

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STEP 4: DETERMINE THE ROOT CAUSE

Occur Cause Path

What went wrong?
Identifies causes of product nonconformities or process
failures.

Escape Cause Path

How did the problem escape?
Identifies causes for problems being undetected through
successive operations

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STEP 4: DETERMINE THE ROOT CAUSE

The “5 Whys”
 A useful technique for identifying a root cause.
 Ask “Why did the problem occur?”
 To your answer, again ask “Why?”
 Repeat until your only answer is “I don’t know.”

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STEP 4: DETERMINE THE ROOT CAUSE

The “5 Whys” Example

Problem: Surface defects have been discovered on 25 of the car door

panels produced during the last five weeks of production. The defects
were observed after the prime coat spray operation.
Why is the surface marred? - The prime coat spray is contaminated.
Why? - Loose, crumbly paint falls off the booth.
Why? - There’s excess build-up on its wall.
Why? - It’s cleaned only once a week.
Why? - Workers don’t have time to do it more often.
Why? – Don’t know.

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STEP 4: DETERMINE THE ROOT CAUSE

The “5 Whys” Example

Why did defects go undetected? - Inspection plan didn’t

contain instructions .

Why? - Significant characteristics not defined.

Why? - No communication between QA and
Manufacturing.
Why? - Don’t know.

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STEP 4: DETERMINE THE ROOT CAUSE

Brainstorming
A useful technique for gathering ideas and
information.
Involves individuals who are familiar with the
problem.

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STEP 4: DETERMINE THE ROOT CAUSE

Brainstorming
Prepare participants
Conduct the session
Analyze ideas
Select and rank possible
causes

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STEP 4: DETERMINE THE ROOT CAUSE

Cause-and-Effect Analysis
People Equipment Materials

Temperature Speed Quality

Training Vibration
Attitude
Skills Power Age
Nonconforming
Products
Measuremen Dirt
t
Frequency
Oil
Accuracy

Methods Environment

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STEP 4: DETERMINE THE ROOT CAUSE

Cause-and-Effect Analysis
Machine Environment
Drum
Worn Parts Humidity
Maintenance Interval
Time of Year
Weight Limitation
Maintenance Dirt
Interval Copy Glass
Scratches
Rejected
Setup/Reset Paper
Weight Copy
Previous Color
Size Control Thickness
Experience Original
Intensity Type
Darkness
No. of Copies Toner Size
Time of Day Image Alignment
Paper Loading Amount

Operator Materials

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STEP 4: DETERMINE THE ROOT CAUSE

Check Sheet
Department/ Shift: Customer Service Data Collector(s): Team 4 Prepared By: Bill W
Data Source: Reason for Return Forms Sample Size/ Time Period: 180 returns

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STEP 4: DETERMINE THE ROOT CAUSE

Pareto Diagram

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STEP 4: DETERMINE THE ROOT CAUSE

Verifying the Root Cause

 Provides objective proof of
effectiveness.
 Proven by making the problem ‘ come
and go’.

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STEP 4: DETERMINE THE ROOT CAUSE

Examples of Step 4: Determine the Root Cause

Example 1: Mixed Batch
 The fact that a customer was reporting the

problem of the mixed batch meant that the

corrective action team had two problems to
solve:
- How did the mixed batch occur?
- How did it escape detection and reach the customer?

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STEP 4: DETERMINE THE ROOT CAUSE

Examples of Step 4: Determine the Root Cause

Example 1: Mixed Batch – Cont’d
The team began brainstorming the possible causes of the mixed
batch.
There were only two places where the mix could have occurred: at
the auto-inspection machine or during the patch operation.
They had already confirmed with the patch vendor that the two
parts were not there at the same time and therefore could not have
been mixed.
So they turned their attention back to the auto-inspection process.

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STEP 4: DETERMINE THE ROOT CAUSE

Examples of Step 4: Determine the Root Cause

Example 1: Mixed Batch – Cont’d
As mentioned earlier, the integrity of the auto-inspection machine is
checked on an hourly basis by running through a purposely mixed
batch.
The team had already reviewed the p chart results and concluded
that the machine was running properly.
However, there was the possibility that the two parts had run
through the machine in consecutive batches.
When the team checked the production records, they found that
this was indeed the case.

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STEP 4: DETERMINE THE ROOT CAUSE

Examples of Step 4: Determine the Root Cause

Example 1: Mixed Batch – Cont’d
 They concluded that the mixing occurred within the conveyor
system that transfers the parts between the auto-inspection
machine and the packaging tote shuttle , in other words, after the
final inspection.
 The parts from one run had not been purged completely from the
conveyor system prior to running the next job.
 Now that the team had identified the root cause, they were able to
begin developing an appropriate problem solving.

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STEP 4: DETERMINE THE ROOT CAUSE

Examples of Step 4: Determine the Root Cause

Example 2: Incorrect Helix Angle
 The fact that a customer was reporting the
problem meant that the team had two problems
to solve:
- What happened to cause the threads to be at the
wrong angle?
- How did the problem escape detection and reach the
customer?

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 ROOT CAUSE STATEMENT
Project Name:

Root Cause:

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 8-STEP METHODOLOGY
STEP 5
CHOOSE A CORRECTIVE ACTION

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STEP 5: CHOOSE A CORRECTIVE ACTION

Now it is appropriate to start developing

solutions to the problem.
In this step, you’ll learn about some of the
factors to consider when determining possible
solutions
And, you’ll find out how to verify the
effectiveness of a solution before you implement
it on a broad scale.

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STEP 5: CHOOSE A CORRECTIVE ACTION

Guidelines for Developing Solutions

Reconfirm the root cause.
Come up with at least two potential
solutions.
Consider other effects a solution may
have.

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 Cont’d

STEP 5: CHOOSE A CORRECTIVE ACTION

Criteria for Effective Solutions

Impact on
the customer

Cost

Time

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 Cont’d

STEP 5: CHOOSE A CORRECTIVE ACTION

Criteria for Effective Solutions

Ease of Implementation

Scope of Authority

Ability to Mistake-proof

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 Cont’d

STEP 5: CHOOSE A CORRECTIVE ACTION

Consensus Decision Making

Preferred method for choosing an action.
A “collective agreement,” not a
compromise.
Generally produces the most effective
long-term solutions.

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 Cont’d

STEP 5: CHOOSE A CORRECTIVE ACTION

Verifying Corrective Actions

Verify before implementing.
Effectiveness must be measurable
- Produces different before and after conditions.
- “After” condition completely eliminates the
problem.
- “After” condition does not create another
problem.
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 Cont’d

STEP 5: CHOOSE A CORRECTIVE ACTION

Examples of Step 5: Choose A Corrective Action

Example 1: Mixed Batch
 Earlier the team determined that the mixing of product

had occurred within the conveyor system that transfers

parts from the auto-inspection machine to the packaging
tote shuttle.
 They identified the root cause as a failure to purge the

machine completely of the parts from one run before

running the next job.

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STEP 5: CHOOSE A CORRECTIVE ACTION

Examples of Step 5: Choose A Corrective Action

Example 1: Mixed Batch – Cont’d
Three corrective actions were decided on:
- In a change of procedure, the first “tote” of each job is to be
rerun through the machine. This will ensure that any part
remaining in the transfer conveyor from the previous job will be
rejected by the auto-inspection machine and won’t be included in
the current job.
- Clean-out procedures are to be reviewed with all auto-inspection
personnel to be sure everyone understands the procedure and
follows it consistently.
- “Spot” audits are to be conducted to be sure that p chart samples
are being performed on an hourly basis, as required.

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 8-STEP METHODOLOGY
STEP 6
IMPLEMENT AND VALIDATE
THE CORRECTIVE ACTION

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STEP 6: IMPLEMENT AND VALIDATE THE
CORRECTIVE ACTION

Corrective actions always involve making

changes, so their implementation must be
carefully planned to ensure their success.
This session explains how to develop an
implementation plan, carry it out, and
make the changes a permanent part of
the process or system.

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 Cont’d

STEP 6: IMPLEMENT AND VALIDATE THE

CORRECTIVE ACTION

Implementation Plan
Helps to ensure that all aspect of
implementation are considered.
Can be started during Step 5.
May vary according to extent of corrective
action.

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 Cont’d

STEP 6: IMPLEMENT AND VALIDATE

THE CORRECTIVE ACTION

Implementation Plan Elements

Scope of implementation
- Single, comprehensive action?
- Staged roll-outs to multiple areas?

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 Cont’d

STEP 6: IMPLEMENT AND VALIDATE

THE CORRECTIVE ACTION

Implementation Plan Elements

Methods of quantifying results
- How will effects be measured?
- What evidence will indicate success?
Validation period
- How long?
- What periodic checks will be made?

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STEP 6: IMPLEMENT AND VALIDATE

THE CORRECTIVE ACTION

Implementation Plan Elements

Roles and responsibilities
Communication plan
- What will others be told?
- How and when will they be told?

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 Cont’d

STEP 6: IMPLEMENT AND VALIDATE

THE CORRECTIVE ACTION

Executing the Plan

Monitor results to ensure that:
- It’s effective
- No other problems arise.
Keep written records.

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 Cont’d

STEP 6: IMPLEMENT AND VALIDATE

THE CORRECTIVE ACTION

Instituting Changes
Discontinue temporary fixes
Revise, update procedures.
Announce the changes.

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 Cont’d

STEP 6: IMPLEMENT AND VALIDATE

THE CORRECTIVE ACTION
Examples of Step 6: Implement and Validate the Corrective
Action
Example 1: Mixed Batch
 The team implemented and validated the three proposed corrective actions:
- The practice of rerunning the first tote of product has been
initiated to ensure there is no carry-over between jobs.
- All auto-inspection personnel underwent a review of machine
clean-out procedures.
- Spot audits are being performed to verify that p chart samples are
being used.
 So far these actions have proven effective. There have been no more
reports of mixed batches.

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 8-STEP METHODOLOGY
STEP 7
PREVENT RECURRENCE

99
STEP 7: PREVENT RECURRENCE
Corrective action efforts should focus on
more than fixing an identified problem.
To produce the greatest gains, they
should also explore the process or system
in which the problem occurred.
This session explains how to identify ways
to prevent problems from recurring and to
prevent other similar problems from
occurring in the future.
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 Cont’d

STEP 7:PREVENT RECURRENCE

Analyze the System
- Look at the entire system or process.
- Ensure that the corrective action is irreversible.
- Appoint a champion.
- Revaluate team membership.
- Identify critical product characteristics, process
parameters.
- Review error-prevention methods.
- Check quality system.
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 Cont’d

STEP 7:PREVENT RECURRENCE

Improve the System

- Create plan for implementing
improvements.
- Carry out plan.
- Monitor results.
- Institute changes.

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 Cont’d

STEP 7:PREVENT RECURRENCE

Examples of Step 7: Prevent Recurrence

Example 1: Mixed Batch
After implementing the corrective actions, the
team staged a “ Kaizen event” in which they
focused their attention on making whatever
additional changes were needed to improve the
process and material flow in the inspection and
transport area.

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 8-STEP METHODOLOGY

STEP 8
ACKNOWLEDGE THE
IMPROVEMENT

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 STEP 8: ACKNOWLEDGE THE
IMPROVEMENT

During this last step of the eight-step

approach to corrective action, it is
important to formally acknowledge the
success of the effort.
This session discusses various means by
which team members may be
acknowledged for their work.

105
 Cont’d

STEP 8: ACKNOWLEDGE THE

IMPROVEMENT

Benefits of Acknowledgement
- Provides recognition of team’s
contributions.
- Demonstrates organization’s
commitment.
- Proves value of correct action approach.

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 Cont’d

STEP 8: ACKNOWLEDGE THE

IMPROVEMENT

Forms of Acknowledgement
- Recognition within the team
- Recognition outside the team
* Who should receive information?
* How should it be announced?

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 Cont’d

STEP 8: ACKNOWLEDGE THE

IMPROVEMENT

Announcing the Improvement

Use simple, straightforward language.
Avoid technical terms, jargon, acronyms.
Describe in business terms.
Mention those involved.

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 Cont’d

STEP 8: ACKNOWLEDGE THE

IMPROVEMENT
Acknowledge with Rewards
Follow organization’s policies.
Be creative – meaningful rewards don’t
need to be costly.

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 Cont’d

STEP 8: ACKNOWLEDGE THE

IMPROVEMENT
Examples of Step 8: Acknowledge the Improvement
Background
Long term continuous improvements efforts that require
weeks or months of effort are sometimes treated
differently.
Team members may be given special shirts to wear to
signify their association with the project.
Their progress is reported on and discussed within the
company.
And, at the project’s conclusion, there may be a victory
celebration
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 PROJECT DEFINITION WORKSHEET

Project Name:_______________________________________________
Project Owner(s):____________________________________________
Project Sponsor(s):___________________________________________
Stakeholders:________________________________________________
__________________________________________________________
__________________________________________________________
Critical Business Initiative or Metric:_____________________________
__________________________________________________________
__________________________________________________________
Improvement Target Definition:________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________

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 PROJECT DEFINITION WORKSHEET
Problem: (Cost each time it occurs)
___________________________________________________________
___________________________________________________________
Frequency of the Problem: (How often does it occur)
__________________________________________________________
__________________________________________________________
Cost of the Problem Each Year: (Cost of the Problem multiplied by the occurrence per year)
__________________________________________________________
__________________________________________________________
Expected Cost of the Solution: (What is the planned budget for this team?)
__________________________________________________________
__________________________________________________________
Return on Investment: (Yearly cost of the problem minus the cost of the solution)
__________________________________________________________
__________________________________________________________

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 PROJECT DEFINITION WORKSHEET
Has containment been started: (Y/N Describe current containment)
___________________________________________________________
___________________________________________________________
___________________________________________________________
Will this problem go away by itself?: (Y/N and why?)
__________________________________________________________
__________________________________________________________
__________________________________________________________
History of this (and similar) problems:
__________________________________________________________
__________________________________________________________
__________________________________________________________
What is the problem’s future impact?:
__________________________________________________________
__________________________________________________________
__________________________________________________________

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MAKE PERMANENT CORRECTIVE ACTION

Document Your
Solution

Sell Your
Effect the Change
Solution

Monitor the Solution

114
RETURN ON INVESTMENT (ROI)
A ROI calculation shows how much money
was made (or saved) by a project divided
by how much it cost.
RM 14,000 = 700% ROI
RM 2,000
If a project saves RM 14,000 and cost
RM 2,000, then it has a 700% Return on
Investment.

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 CASE STUDY
 The case study is simply a written story of
what your team did and how they did it.
 It serves to give credit to team members
for their contribution.
 It also lets other problem solving teams
learn what you did.
 This includes your mistakes as well as
your successes. Be candid and warn
others of pitfalls along the way.
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 Cont’d

CASE STUDY

Often times your solution will be

translatable to other areas of the
business. A good case study can save
a lot of time and effort.
Add the case study to your Resource
Library. The case study you develop
in class will automatically be added.
But remember to send case studies
you develop on later teams also.
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