8D Training
By Vishwas Mokashi
Mail Id- vsm_97@rediffmail.com
Course Objectives
Introduction of 8D
Benefits of 8D
Review of 8D steps
Step wise description of 8D
Good CAPA vs BAD CAPA
We see CAPA report almost everyday, can you tell a good CAPA versus a bad CAPA?
A good CAPA can find the root cause of a problem, while a bad CAPA only identify the
direct cause, will never get to the root cause.
Example:
Bad CAPA - Root cause: Operator mistake / Human error
Good CAPA will think about why the operator made the mistake? Why the training not
work? Is there any system problem?
A good CAPA will solve the problem at a system level, while a bad CAPA only address the
direct cause, but not eliminate the root cause.
Example:
Bad CAPA - Corrective action: Retraining the operator
Good CAPA will think about what if retraining still not work? What is an effective action to
solve the problem from system level?
A good CAPA can prevent the problem repeating in a same and similar situation, while a
bad CAPA only solve the problem for a moment and the problem will come back.
Example:
Bad CAPA - Preventative action: More frequent inspection
Good CAPA will think that inspection only can find the fail, but how to stop the fail and
reduce loss? Will this problem happen in other place?
When is an 8D used?
The 8D approach is used to solve critical, major,
chronic and recurring problems.
The 8D use is typical when:
The problem complexity exceeds the ability of one
person (an expert) to resolve the problem.
Cause(s) unknown, special cause.
Reoccurring issues.
Major non conformances.
Cross functional team approach needed.
The customer or management requests 8-D.
Advantages of 8D problem
solving
Easy and logically method, clearly shows next steps of
problem solution.
The method is known and used by all companies from
the automotive industry.
Increase Customer Satisfaction
Increase Market Share
Increase Profitability
Increase Efficiency
Improve Morale
Fix Quality Issues
8D – Introduction
It was developed by “US dept. of Defense” (DoD) in 1974 and
popularized by “Ford Motor Company”
8 Disciplines Problem Solving (8D) is a method used to
approach and to resolve problems, typically employed by
quality engineers or other professionals.
Its purpose is to identify, correct and eliminate recurring
problems, and it is useful in product and process
improvement
It establishes a permanent corrective action based on
statistical analysis of the problem and focuses on the origin of
the problem by determining its Root Cause.
The 8D follows the logic of the PDCA Cycle.
8D Problem Solving-PDCA
8D follows the logic of the PDCA Cycle
8 1
Final meeting Problem Solving
Team
7
Prevention 2
of recurrence Problem
of the non- Description
conformity
8D
6.Corrective Process 3
actions Containment
effectiveness 4 Action
validation Root Cause
5.Corrective
Analysis
actions and
tracking of
effectiveness
8D Steps
D1 Problem solving team
D2 Problem description
D3 Containment actions
D4 Root cause analysis
D5 Corrective actions
D6 Corrective actions effectiveness validation
D7 Prevention of recurrence of the non-conformity
D8 Congratulate your team/Problem Closure
D1 Problem Solving Team
D1 D D D D D D D
1 3 4 5 6 7 8
This first step will establish a small group of people with the
process/product knowledge, allocated time, authority and skill in the
required technical expertise to solve the problem and implement
corrective actions.
Determine a champion -(i.e. an executive sponsor not a working
team member) that is ultimately responsible for fixing the
problem.
Determine Team Leader - The person who coordinates the entire
8D project through-out all of its disciplines. Makes sure the team is
on track and all team members are working together to resolve the
problem.
Select team members -Team members must from multi
department's – It comprises of 4 to 8 people who are closely
related to the problem A) Engineers (designers) B) Technologists
(production) C) Rework operator, production staffs (often have the
biggest experience) D) Quality Engineers E) Buyers F) Others
D1 Problem Solving Team
D1 D D D D D D D
1 3 4 5 6 7 8
D2 Problem Description
D D2 D D D D D D
1 3 4 5 6 7 8
Collect Information, data, facts and figures
Describe the problem (defect/deviation) as accurately as possible
giving quantitative details. Properly problem description is the
starting point to further step of analysis and proper
understanding of the nature of the problem for the Team as well
as people from outside.
Following aspects have to be considered:
Exact failure description according to customer complaint
Place of defect discovery
Production
Quantity of rejected parts
D2 Problem Description
D D2 D D D D D D
1 3 4 5 6 7 8
CAPA initiator describes the problem using 5 W and 2 H. This could help the team to
understand the problem better.
What: Describe the problem For product related issues, product information includes
part number/assembly number, serials number, failure symptom (defect image for issue),
and quantity of defect should be defined here.
Why:
Who: who is associated with the problems
When: when the problem occurred and or detected
Where: where the problem occurred and or detected
How much: To describe the scope impacted e.g. Number of batch quantity affected.
How frequently: how frequently the issue occurred
D3 Containment Actions
D D D3 D D D D D
1 3 4 5 6 7 8
Determine the most suitable containment actions
Containment actions must be taken to safeguard the situation, in
order to prevent a recurrence of the problem at the customer.
Containment actions therefore serve only as a safeguard and often
bear no relation to the cause of the problem.
A schedule for implementing the containment actions must be
developed and the effectiveness of the measures must be assessed.
D4 Root Cause Analysis
D D D D4 D D D D
1 4 3 5 6 7 8
Determination of the root cause This first step
will establish a small group of people with the
process/product knowledge, allocated time,
authority and skill in the required technical
expertise to solve the problem and implement
corrective actions.
All possible causes of the defect must be
considered.
All possible causes should be determined
and compared with the problem profile
through systematic application of valid
procedures, based on the physical,
chemical and technical relationships and
application of appropriate quality tools.(e.g.
5M, 5Why, FMEA, Fishbone Diagram
Hypothesis Testing etc.)
D4 Root Cause Analysis
D D D D4 D D D D
1 4 3 5 6 7 8
Investigation requirements : The purpose of investigation is identifying
potential cause through gather, review and evaluates related information.
The investigation scope: Should cover man, machine, material, method, and
environment and so on. Consider the cause of the occurrence as well as the
non-detection of the issue
Investigation tools include: Flow chart, fish bone, Control Chart, Pareto charts,
five whys
Root Cause Identification
1. List all the potential causes using:Fishbone Diagram; Process Maps;
2. Narrow or eliminate potential causes using:Pareto Chart ;Scatter Diagram;
3. Get to root cause using: 5 Whys; Pareto Chart;
4. Verify Root cause using(if appropriate): Simulation testing ; Control Char
D4 Root Cause Analysis
D D D D4 D D D D
1 4 3 5 6 7 8
D5 Corrective actions
D D D D D5 D D D
1 4 3 5 6 7 8
Confirm "optimum" corrective actions
All measures that can solve and ultimately eliminate the
problem must be compiled.
The effectiveness of the measures must be verified and side-
effects must be assessed.
“Optimum" corrective action must be determined and confirmed.
Action plan with introduction timing and responsibilities must be
determined and released.
Choose corrective action(s) (e.g. Poka Yoke) that reliably avoid
reoccurrence of the determined root cause(s)[D4]
D5 Corrective actions
D D D D D5 D D D
1 4 3 5 6 7 8
D6 Corrective actions effectiveness
validation
D D D D D D6 D D
1 4 3 5 6 7 8
Implementation of the planned actions [D5]
Determine degree of completion(%) for planned actions.
Decision about the need to continue containment actions.
Determination of process monitoring requirements and need of
documentation.
How to check the effectiveness should be specified. At least
should be more strict than normal check method.
D7 Prevention of recurrence of
the non-conformity
D D D D D D D7 D
1 4 3 5 6 7 8
Use the knowledge of D3-D6 to prevent reoccurrence.
Update product and process relevant documents.(FMEA, Control
plan, work instructions etc.)
Check the assignability of gained know-how on similar products,
processes, and customers [Lessons Learned]
D8 Congratulate your team/
Problem Closure
D D D D D D D D8
1 4 3 5 6 7 8
Final meeting of the 8-D team
During the concluding discussion, the problem solving team
conducts a critical evaluation of all 8-D steps and actions.
The 8-D report is officially closed.
Combined efforts by the team are acknowledged by supervisors
and praised accordingly.
Questions
