2. 15/2/2012
Gap between existing state and the desired state
Quality
problems
Design
Product Processes
Performance
Conformance
Problem
Efficiency
problem
Unstructured
performance
problem
Source: Quality management journal, Fall 1994
Figure 1: Problem in Quality management
Problem
Problem Problem solving 8D Conclusion 8D-template
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3. Low risk High risk
Simple
When do we apply structured problem solving methods??
Highly Complex
Buying Bread
Baking Bread
Playing Blackjack
Deciding where to
build a factory
Figure 2: Risk and complexity analysis
Problem Solving
Problem Problem solving 8D Conclusion
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4. Figure 3: Shewhart Cycle or Deming’s Cycle
Source: Quality management handbook, pg. 41, Dec . 2005
Problem Solving steps
Problem Problem solving 8D Conclusion
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5. Source: Quality management, 2nd edition, Pearson education, upper saddle river, NJ
Figure 4: Deming’s cycle with tools
Problem Solving steps with tools
Problem Problem solving 8D Conclusion
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6. 1974: Used by US Defence Department in a military standard.
1987: Ford company popularised the 8D concepts
• Preliminary data of the problemD0
• Establishing the TeamD1
• Problem descriptionD2
• Containment actionD3
• Identify the root causeD4
• Identify Permanent Corrective actionD5
• Validating the corrective actionD6
• Prevent recurrenceD7
• Verify and congratulate teamD8
Figure 5: 8D Methodology
Problem Solving Methodology8D
Problem Problem solving 8D Conclusion
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7. D1
Interdisciplinary team with:-
• Right skills
• Experience
• Authority
Objective of team Captain:
• Common goal
Establishing the team
Picture: The zenith of enthusiasm: The strength of team work
Figure 6: Team formation
Problem Problem solving 8D Conclusion
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8. D2 Problem Description
“ A problem well described is half solved”
Problem must be:
• Clearly described
• Scale of problem
• Place of occurrence
• Measurable
• Well communicated
• Tools -WWWWWH, Pareto & control charts
• Mapping out the process with a sketch
Figure 7: Pareto chart
Figure 8: WWWWWH
Problem Problem solving 8D Conclusion
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9. D3 Containment action
Implement containment actions to prevent non-conformance products.
• Company’s end of the line
• Customer side of the line
• Customer stock
• Company’s stock.
D4 Root cause analysis
Why?
To ensure effective corrective action aimed at permanent solution.
How?
Using appropriate systematic approach:-
brainstorming, FMEA, 5 why’s, CE , Is or Is not analysis etc. to identify root cause
Check sheet, histogram, comparison plots etc. to evaluate stratification factors
Problem Problem solving 8D Conclusion
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10. Figure 10: Fishbone diagram
Figure 9: 5 Why tool
Root cause analysis tools: 5 why’s, Fishbone diagram etc.
Problem Problem solving 8D Conclusion
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11. • Project management schedule
• Validation of PCA using SPC and FMEA under real test condition.
• If not, revisit step D2-D5.
D5 Identify permanent corrective action (PCA)
• Identify PCA on basis of the root cause analysis.
• Preparation of feasibility study for the PCA
How?
• Solution on basis of root cause.
• Statistical process control (SPC)
• FMEA
D6 Implement & Validating corrective action
Problem Problem solving 8D Conclusion
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12. D7 Prevent recurrence
• Revise the system flow and procedures
• Make system changes to prevent recurrence
• Standardize the new practices
• Notify all departments of the resolution
• Document lesson learnt and archive the document
D8 Congratulate team
• Celebrate your team success
Problem Problem solving 8D Conclusion
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13. Conclusion
•8D methodology is a structured approach of problem solving for quality problems.
•Model can used to solve problems in business operations, Customer complaint,
internal complaints, complaints lodged on the supplier.
• Model raises the level of quality thus reducing the costs of defects.
8D
Problem Problem solving 8D Conclusion
8D Methodology 13
8D-template
Figure 11: 8D methodology
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14. 8D Methodology 14
8D template of company ABB
Problem Problem solving 8D Conclusion 8D-template
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15. Problem Problem solving 8D Conclusion
8D Methodology 15
References
• Gerald F Smith, Quality problem solving, American society of quality, 1998.
• 6ixsigma.org, 8D book,
Available at: http://6ixsigma.org/8d-book.aspx [Accessed: 25 Apr 2013]
• Problem solving, Quality Management handbook, December 2005.
• Uzair Rajput, 8D- problem solving method, Quality management handbook
• Fideltronik, 8D-problem solving methodology
• Marjanca Krajnc, 8D-methodology, Journal of universal excellence, October 2012.
• Bill Arnott, 8D-problem solving methodology, Canada.
• ABB, 8D problem solving template, http://www05.abb.com/global[Accessed: 25 Apr 2013]
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sing the PDCA method, your company will discover what processes need to improve..... from what we “think” are the problems to what we “know” are the problems. Through use of flowcharts and root cause analysis you will determine where the waste is, implement the changes, and set up measurement systems to create greater efficiencies and reduce the areas of waste.
Standard defined problem solving methodology should be applied on the basis of the complexity of the task since it requires high amount of manpower and time.
PDCA has a laid a systematical background to the problem solving but there are many problem solving tools :8DDMAICTRIZ ( German Standard for inventive problem solving) Rapid problem resolution (IT)Grow ( Goal, reality, obstacles and way forward) Math approachKepner-TregoeDMADV- Define, measure, Analyse, Design and VerifyLean Kaizen Six sigma tool box: Kano Model-customer requirement structuring
The PDCA Cycle (figure 4) was originally conceived by Walter Shewhart(1930), and is often referred to as "the Shewhart Cycle". It was lateradopted and promoted for quality purposes very effectively by the famousQuality Management authority, W. Edwards Deming. The model provides aframework for the improvement of a process or system and is shaped byfours main steps: plan, do, check and act.
D0-Gathered very shortly after defect was found ( info lost with time) like: m/c, operator, batch details, time of failure, processing conditions and special circumstances. 8D is extensively used when there is a defect. Application: AutoManfHealth careData processingSoftware developmentFinancial Services
Gemba is a japanese word means the real place or job floor or production floor where the value addition activity wrt the customer takes place.
