Fill in the blank. (Hospitality management)

Group Number:

Group Member Names:

Date:

8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.

Step

0

1

2

3

4

5

6

7

8

Action

The Planning Stage

Establishing the Team

Problem Definition / Statement & Description

Developing Interim Containment Action

Identifying & Verifying Root Cause

Identifying Permanent Corrective Actions (PCA)

Implementing & Validating PCA

Preventing Recurrence

Recognizing Team Efforts

0

The Planning Stage:

The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.

Is an Emergency Response Action Needed?

(If needed document actions in Action Item Table)

1

Establishing the Team: (Your group is the team)

Establish a small group of people with the process/ product

knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.

Team Goals:

Team Objectives:

First and Last Name (put an asterisk * after the name of the team leader)

Current Job Position

Skills (related to the problem)

Years of Hospitality Work Experience

2A

Problem Definition

Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.

Sketch / Photo of Problem

Product(s):

Customer(s):

List all of the data and documents that might help you to define the problem more exactly?

Action Plan to collect additional information:

Prepare Process Flow Diagram for problem

use a separate sheet if needed

2B

IS

IS NOT

Who

Who is affected by the problem?

Who first observed the problem?

To whom was the problem reported?

Who is not affected by the problem?

Who did not find the problem?

What

What type of problem is it?

What has the problem (food, service, etc)?

What is happening with the process & with containment?

Do we have physical evidence of the problem?

What does not have the problem?

What could be happening but is not?

What could be the problem but is not?

Why

Why is this a problem (degraded performance)?

Is the process stable?

Why is it not a problem?

Where

Where was the problem observed?

Where does the problem occur?

Where could the problem be located but is not?

Where else could the problem be located but is not?

When

When was the problem first noticed?

When has it been noticed since?

When could the problem have been noticed but was not?

How Much/ Many

Quantity of problem (how many customers affected)?

How much is the problem costing in dollars, people, & time?

How many could have the problem but don’t?

How big could the problem be but is not?

How Often

What is the trend (continuous, random, cyclical)?

Has the problem occurred previously?

What could the trend be but is not?

2C

Problem Description

(based on the information gathered so far, provide a concise problem description)

3

Developing Interim Containment Actions (within 24 - 48 hours) Temporary actions to contain the problem and “fix” until permanent correction is in place - document actions in Action Item Table

4A

Identifying & Verifying Root Cause Analyze for “Root Cause” of the problem.

Brainstorm the possible causes of the problem

4A

Cause and Effect Diagram

Use Fishbone Diagram Template

When to Use a Fishbone Diagram

· When identifying possible causes for a problem.

· Especially when a team’s thinking tends to fall into ruts.

Fishbone Diagram Procedure

1 Agree on a problem statement (effect). Write it at the center right of the flipchart or whiteboard. Draw a box around it and draw a horizontal arrow running to it.

2 Brainstorm the major categories of causes of the problem. If this is difficult use generic headings:

· Tools

· Procedures

· Employees

· Systems

· Process

· Managers

3 Write the categories of causes as branches from the main arrow.

4 Brainstorm all the possible causes of the problem. Ask: “Why does this happen?” As each idea is given, the facilitator writes it as a branch from the appropriate category. Causes can be written in several places if they relate to several categories.

5 Again ask “why does this happen?” about each cause. Write sub–causes branching off the causes. Continue to ask “Why?” and generate deeper levels of causes. Layers of branches indicate causal relationships.

6 By the end of the process, you should have 3-4 common themes

.

4B

Use the 5 Why Analysis for Each of the Top 3 Suspected Causes (from fishbone)

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

Ask – Why did this happen?

4C

Action Plan Based on the team’s discussions. Begin to complete the Root Cause Action Plan to verify and validate the root causes. Document this on the Action Item Table

5

Identify Permanent Corrective Actions solutions that address and correct the root cause. Solutions determined to be the best of all the alternatives. Document and verify the Permanent Corrective Action (PCA) in the Action Item Table

6

Implementing & Validating the PCA Implement and validate to ensure that corrective action does “what it is supposed to do.” Detect any undesirable side effects. Document this on the Action Item Table. Return to root cause analysis, if necessary

7

Preventing Recurrence Determine what improvements in systems and processes would prevent problem from recurring. Ensure that corrective action remains in place and successful

8

Congratulate Your Team

Use all forms of employee recognition and document as necessary

Celebrate successful conclusion of the problem solving effort

Formally disengage the team and return to normal duties

Was this problem solving exercise effective? Has it been verified with a follow-up?

Yes No

Signature / Title / Date

Findings