case study 5
This excerpt from the
new book describes the
8D problem-solving approach
and application.
Introduction to 8D Problem Solving
Ali Zarghami and Don Benbow
Problem solvers are a very impor-tant resource in any organization. These are the people who are able to identify creatively and remove barri- ers that keep the organization from accomplishing its mission. All person- nel should understand that part of their job is to solve problems, that is, identify and overcome barriers to improvement. Some organizations find it useful to require periodic written reports detailing problems identified and progress toward their resolution.
Many problems can be solved by an individual working alone. Other prob- lems require a group effort involving people with various skills and knowl- edge bases. The purpose of this book is to provide a structure for the problem- solving process.
What does “fad” mean? Merriam- Webster online dictionary defines fad as “a practice or interest followed for a time with exaggerated zeal,”1 Is the 8D process another fad that will fade away in a few years? Before we answer this question, let us review a practice called the quality circle (QC), which was popular begin- ning in the 1970s.
The QC worked as follows:
• A team of volunteers was assembled.
• The team members worked in the same area.
• The team members selected their own project/problem on which to work.
• Almost all of the projects were related to the area where they worked.
• Typical projects addressed safety, human resources, and other area- related issues.
• On most projects, the team used very basic analysis tools to solve problems.
• Once the problem was solved, the team reported its findings to management.
• The team selected another project and started working on it.
• Eventually the team ran out of mean- ingful projects.
• The team failed to receive managerial support and the QC died.
We are not here to judge whether man- agement made a good or bad decision. The bottom line is that management often perceived team projects with a short-term, return-on-investment (ROI) perspective. If the project did not pay back for the time the team was spending on it, the QC was abandoned.
www.asq.org/pub/jqp 23
The Journal for QualiTy & ParTiciPaTion October 201724
There was nothing wrong with the QC team concepts and basic statistical tools that the team used to solve problems. It appears as though the type of project the team selected was not judged to have sufficient return for the time invested, thereby killing the QC. That is exactly why the 8D process will not die. In the current environment, it is not the worker or management selecting projects; it is the customer.
Management and workers have a similar interest in solving the problem. Both parties want to save the job, making it a win-win for everyone.
The customer who pays the bill demands a solution to the problem. The customer wants to know why the quality system in place to protect the customer has failed and perhaps caused pro- duction issues on the customer’s production floor. It is also an issue that could have surfaced after the consumer received the product, which is the worst case. The bottom line is that a solution to the problem is in everyone’s interest. The 8D format itself is not unique. There are dozens of multistep, problem-solving tools around that are very simi- lar. For example, the seven-step method we put together in the 1980s denoted step three “Quick fix: Procedure used to keep alligators at bay during swamp draining.” The 8D process is almost a de facto standard in the manufacturing sector and is unique in its origination with the customer.
In its simplest form, this is how the 8D process works.
• Customer has a very specific problem and requests a solution.
• Producer of problem assembles a team of experts to address the problem.
• Team resolves the issue and reports finding.
• Team disbands.
Of course, the problem could come from any- where, not exclusively from the customer, as long as the project is deemed important enough to assemble a team to work on it.
Overview of the 8D Problem-Solving Methodology 8D stands for eight discipline problem-solving
methodology. The 8Ds are listed below:
D1—Select an appropriate team.
D2—Formulate the problem definition.
D3—Activate interim containment.
D4—Find root cause(s).
D5—Select and verify correction(s).
D6— Implement and validate corrective action(s).
D7—Take preventive steps.
D8—Congratulate the team.
There is some parallelism between the 8D steps and the DMAIC steps used by Six Sigma practitio- ners in that D2 is essentially the DMAIC Define step, D4 is similar to the DMAIC Analyze step, D5 and D6 are like the DMAIC Improve step, and D7 parallels the DMAIC Control step. The 8D objective is to define the problem, implement containment,
Introduction to 8D Problem Solving: Including Practical Applications and Examples Authors: Ali Zarghami and Don Benbow
Abstract: The eight discipline (8D) problem- solving methodology includes these steps—
select an appropriate team, formulate the problem definition, activate interim contain- ment, find root cause(s), select and verify correction(s), implement and validate cor- rective action(s), take preventive steps, and congratulate the team. This unique book pro- vides an overview of the 8D process, gives
guidance on tools for finding root causes, shows the 8D process in action using eight case studies, and gives five unsolved problems on which readers can apply 8D practices. Anyone who wants to improve quality, regardless of industry will benefit from the 8D approach; it has been successfully applied in healthcare, retail, finance, government, and manufacturing.
Publisher: ASQ Quality Press
ISBN: 978-0-87389-955-0
Format/Length: Softcover/60 pages
Price: $21 (ASQ members); $35 (Nonmembers)
www.asq.org/pub/jqp 25
correct and eliminate the concern, improve quality control systems, and document and report findings. It is important to note that the problem could be product or process related, and the 8D process is well equipped to address both. The 8D is a highly struc- tured and scientific approach to problem solving.
More Detail on the Steps The next few paragraphs cover the 8D steps in
more detail. As each step is completed, it should be added to the 8D document (see Figure 1). This docu- ment could be developed internally or specified by a customer.
D0—Initiation We call this step D0 because it precedes the formal
steps D1 to D8. In this phase, a customer or internal
management indicates it has a specific problem that needs to be addressed. At this time, a quality alert is generated and vigorous containment effort is started to isolate the problem from the customer(s). Management will decide whether this problem is simple and can be handled by an individual or whether it is significant enough to launch an 8D problem-solving team.
The 8D effort requires significant time and resources, management support allocating time, and team authorization— all of which are essential for the success of the team.
D1—A Team Approach Management is responsible for assembling a
team that has relevant knowledge and experience to address the issue. Management needs to allow
Figure 1: Sample Form for Documenting 8D Projects
Team 8D Working Document Concern Number:
Date Initiated:
D1—Team Members:
D2—Problem Statement/Description:
D3—Interim Containment Action(s):
D4—Root Cause(s):
D5—Choose and verify permanent correction(s):
D6—Implement and validate corrective actions:
D7—Take preventive actions:
D8—Congratulate your team: Date/Notes
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time for the team to go through the four phases of team development—forming, norming, storming, and performing—to be effective. In some organiza- tions, a senior manager is assigned as champion for the team to provide additional support and remove barriers for the team.
It is very important that management assigns a team leader for the project. The team leader should be experienced (subject-matter expert) and should have completed a few 8D projects. The team leader must have the authority as needed to allocate time and acquire other resources needed for the team.
In manufacturing cases, the team members could be from production, industrial engineering, design engineering, purchasing, programming, human resources, quality, and so forth. In retail cases, the team members could be retail associ- ates, shift supervisors, marketing representatives, maintenance workers, delivery persons, and so forth. For healthcare, the team members could be nurses, nurse supervisors, programmers, doctors, etc. In the food industry, the team members could include hostesses, servers, bus people, cooks, bar- tenders, shift supervisors, dietitians, accountants, and so forth.
Depending on the team’s level of experience, the team leader might facilitate some root cause analy- sis training with the team members. It is the team leader’s responsibility to keep the team on track and provide an open line of communication among all stakeholders. It is also the team leader’s responsi- bility to ensure that all team meeting minutes are kept, including team progress, action plans, and individual assignments and dates.
Documentation of learning is a very important part of the 8D process. A form called the “8D Documentation Form”2 is provided on the Iowa Quality Systems website. It is suggested that as each step is completed, every attempt be made to com- plete and update this form.
D2—Define and Explain the Problem The team will detail the problem precisely. It is
extremely important that the problem is described in measurable terms. It is important to remember that it is difficult to improve something that can’t be measured. A nice tool available to define the problem is called the “Five Ws and Two Hs.” It is defined as follows:
• Who is complaining?
• What are they complaining about?
• When did it start?
• Where is the problem occurring?
• Why is this problem occurring (an educated guess)?
• How did this problem occur (an educated guess)?
• How many problems (measurable and magnitude)?
Document your learning on the 8D documenta- tion form.
D3—Interim Containment Action All nonconforming material must be isolated
from the customer. This step is typically already in progress as discussed in step D0. An open and hon- est line of communication between producer and recipient of the problem is required in this step.
Every effort is taken to isolate the problem from the customer. It may involve 100 percent inspection of the product in-house and in the customer’s warehouse and additional steps in the process to ensure that the integrity of the product produced is maintained. It is the team’s responsi- bility to review whether the containment action taken already is appropriate and to modify the action plan if needed.
Containment action is not a substitute for a permanent solution. Most containment actions are inspection in nature, are temporary Band- Aids™, add cost, and are no substitute for a permanent solution. The containment action plan must be documented on the 8D form and reviewed periodically.
D4—Root Cause Analysis Finding the root cause is the most difficult part
of the 8D process. If this problem was simple and easily solved, it would be resolved already. Two types of variability exist that should be consid- ered—special cause and random cause. Naturally, we are interested in finding the special cause that is deeply hidden in the process. The main reason teams with subject-matter experts are formed is to find the special cause.
Problem-solving tools are sometimes catego- rized as soft or hard. The term “hard” here refers to those using statistical analysis. In this book, we concentrate on the following soft tools:
• Team brainstorming events
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• Five whys process
• Flowcharts
• Checklists and check sheets
• Fishbone diagrams
Fortunately, these simple tools are easy to learn and very effective in solving the majority of problems. If the team is working on a com- plex and more sophisticated problem, statistical tools such as hypothesis testing, analysis of vari- ance, and design of experiments are needed. In these cases, a statistical expert should be engaged with the team. In many situations, sophisticated statistical tools will not be needed to solve the problem. The key is to have all team members engaged and contributing.
The root cause must be documented on the 8D form and reviewed periodically.
D5—Develop Permanent Corrective Action Once the root cause of the problem has been
identified, a number of corrections may be dis- cussed. Scientific methods should be utilized to screen for the best solution.
It is essential that the correction(s) are real- istic, practical, cost-effective, and robust against
process variability. Error proofing the process is a preferred method.
The team must ensure that the correction does not create unintended consequences. At this stage, the correction should be implemented on a small scale to verify its effectiveness.
Permanent corrective action should be docu- mented on the 8D form.
D6—Implement Permanent Corrective Actions At this stage a permanent correction has been
verified. The next step is to validate the correction on a large production scale. Again, the team needs to ensure the correction does not create other issues. All changes need to be documented and all procedures updated. As the team implements the permanent solution, other people will be affected and need to be made aware of it and trained.
An environment needs to be created so that the user(s) of the new method will have an opportu- nity to participate and receive encouragement to do so. All suggestions from other groups need to be reviewed and, if valid, incorporated into the total change process.
Implementation of permanent corrective action should be documented on the 8D form.
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D7—Prevent Future Reoccurrence For a reasonable time, the team should monitor
whether the improved process is meeting all team goals set at the onset and should ensure that the ongoing performance metrics are not negatively affected and are meeting all requirements. The lessons learned from this effort should now be leveraged on similar processes. All quality control systems should now be in place and validated.
Permanent future reoccurrence effort should be documented on the 8D form.
D8—Recognizing the Team Once the team task is completed and results
meet all customer requirements, the team needs to be formally recognized and thanked by the management. The team members should thank all others who helped it to succeed, and the team members should complete all relevant paperwork and publish their work for future use. Team focus should focus on lessons learned and application to similar processes.
At this time, the team is dissolved and members wait for another opportunity to serve.
More Online To examine a case study example, go to www.asq.org/pub/jqp/. The online supplement also demonstrates the application of the 8D documentation form.
References
1. Merriam Webster Online Dictionary, (https://www.merriam-webster.com/dictionary/fad).
2. Iowa Quality Systems, “8D Documentation Form,” http://www.iowaqualitysystems.com/.
Donald W. Benbow
Ali Zarghami
Donald W. Benbow is a principal at Iowa Quality Systems. For nearly 30 years, he has conducted industrial statistics courses for the employees of approximately 100 companies. He previously taught mathematics, statistics, and quality assurance courses at Marshalltown Community College. Benbow is an ASQ Certified Quality Auditor (CQA), Quality Technician (CQT), Quality Engineer (CQE), and Reliability Engineer (CRE). He is co-author of three other books—The Certified Quality Technician Handbook, The Certified Six Sigma Black Belt Handbook, and The Certified Reliability Engineer Handbook. He can be reached at dbenbow@gmail.com.
Ali Zarghami is the CEO of Road Show Logistics LLC. For more than 35 years, he worked in leadership positions in product design and evaluation for a number of industries. He specializes in application of statistics for quality, warranty, regulatory, and agency requirements. Zarghami has taught mathematics and business statistics at William Penn University and has consulted in the application of quality and reliability engineering internationally. He is an ASQ Certified Quality Engineer (CQE), Reliability Engineer (CRE), and Six Sigma Black Belt. For more information on 8D problem solving, he can be contacted at azarghami_2000@yahoo.com.