8d problem solving method ppt

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The Eight Disciplines of Problem Solving (8D) is a problem-solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability. The 8D problem solving process is a detailed, team-oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future. 8D has grown to be one of the most popular problem-solving methodologies used for Manufacturing, Assembly and Services around the globe. The 8D methodology offers engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process.

The main stages of the 8D process are: Establish a team, Define problem, Develop Containment Actions, Identify Root Cause, Establish Corrective Action, Implement Corrective Actions, Prevent Recurrence, Recognize Team Effort.

This template contains all the necessary tools to prepare for solving a problem using the 8D process. The first slide is presented in the form of honeycombs, each of which describes one of the stages of the process. You can also provide a short explanation for each step. The slide can be used by engineers when building a model for solving an equipment failure problem. For example, you can specify the sequence of actions in the event of a turbine breakdown and indicate an action plan for each of the participants in the process. The second and third slide of the template are made in the form of a horizontal time line. This slide can be used when building sequential models. Also, these slides will be useful for crisis managers when building a model for a company’s exit from a crisis situation. The third slide is designed as sequential blocks with 8D process. A special feature of this slide is the arrangement of blocks at different levels. This slide will be useful for marketing specialists when building a plan for an advertising campaign for a new product or a plan to solve the problem of a competitor’s launch of a product similar to yours. Team leaders can use this slide in weekly meetings with the development team. The structure of this slide is ideal for testing bugs and discussing new client requirements for a software product.

This template follows the latest design trends with a neutral color scheme. You can also change the color and font sizes so that this template can be used in your other presentations. The 8D process template will be primarily useful for software developers when testing programs. Also, this template can be used by service managers, production workers, specialists of construction organizations.

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What is 8D? A template for efficient problem-solving

How you respond when problems arise is one of the most defining qualities of a manager. Luckily, there are tools you can use to master problem-solving. The 8D method of problem-solving combines teamwork and basic statistics to help you reach a logical solution and prevent new issues from arising.

You’ve spent months overseeing the development of your company's newest project. From initiation, planning, and execution, you’re confident this may be your best work yet.

Until the feedback starts rolling in.

There’s no sugar-coating it—things don’t always go as planned. But production or process issues are hardly a signal to throw in the towel. Instead, focus on honing your problem-solving skills to find a solution that keeps it from happening again. 

The 8D method of problem solving emphasizes the importance of teamwork to not only solve your process woes but prevent new ones from occurring. In this guide, we’ll break down what 8D is, how to use this methodology, and the benefits it can give to you and your team. Plus, get an 8D template to make solving your issue easier. 

What is 8D?

The eight disciplines (8D) method is a problem-solving approach that identifies, corrects, and eliminates recurring problems. By determining the root causes of a problem, managers can use this method to establish a permanent corrective action and prevent recurring issues. 

How do you use the 8D method?

The 8D method is a proven strategy for avoiding long-term damage from recurring problems. If you’re noticing issues in your workflow or processes, then it’s a good time to give this problem-solving method a try. 

To complete an 8D analysis, follow “the eight disciplines” to construct a statistical analysis of the problem and determine the best solution.

The eight disciplines of problem-solving

8D stands for the eight disciplines you will use to establish an 8D report. As you may notice, this outline starts with zero, which makes nine total disciplines. The “zero stage” was developed later as an initial planning stage. 

To illustrate these steps, imagine your organization experienced a decline in team innovation and productivity this past year. Your stakeholders have noticed and want to see changes implemented within the next six months. Below, we’ll use the 8D process to uncover a morale-boosting solution.

D0: Prepare and plan

Before starting the problem-solving process, evaluate the problem you want to solve. Understanding the background of the problem will help you identify the root cause in later steps. 

Collect information about how the problem has affected a process or product and what the most severe consequences may be. Planning can include:

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

If we look back at our example, you may want to figure out whether this decline in morale is organization-wide or only applies to a few departments. Consider interviewing a few employees from different departments and levels of management to gain some perspective. Next, determine what knowledge and skills you will need to solve this lapse in productivity. 

D1: Form your team

Create a cross-functional team made up of people who have knowledge of the various products and workflows involved. These team members should have the skills needed to solve the problem and put corrective actions in place. 

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

From our example, a solid team would consist of people with first-hand experience with the issues—like representatives from all departments and key people close to workshop-level work. You may also want to pull someone in from your HR department to help design and implement a solution. Most importantly, make sure the people you choose want to be involved and contribute to the solution.

D2: Identify the problem

You may have a good understanding of your problem by now, but this phase aims to break it down into clear and quantifiable terms by identifying the five W’s a and two H’s (5W2H):

Who first reported the problem?

What is the problem about?

When did it occur and how often?

Where did it occur (relating to the sector, supplier, machine, or production line involved)?

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

Use your team’s insights to answer these questions. From our example, your team may conclude that: 

Employees feel overwhelmed with their current workload. 

There is no real structure or opportunity to share new ideas.

Managers have had no training for meetings or innovation settings.

Disgruntled employees know they can achieve more—and want to achieve more—even if they seem disengaged.

Once you answer these questions, record an official problem statement to describe the issue. If possible, include photos, videos, and diagrams to ensure all parties have a clear understanding of the problem. It may also help to create a flowchart of the process that includes various steps related to the problem description.

D3: Develop an interim containment plan

Much like we can expect speedy first aid after an accident, your team should take immediate actions to ensure you contain the problem—especially if the problem is related to customer safety. 

An interim containment plan will provide a temporary solution to isolate the problem from customers and clients while your team works to develop a permanent corrective action. This band-aid will help keep your customers informed and safe—and your reputation intact.

Because your findings revealed workers were overworked and managers lacked training, your team suggests scheduling a few mandatory training sessions for leaders of each department covering time and stress management and combating burnout . You may also want to have a presentation outlining the topics of this training to get key managers and stakeholders interested and primed for positive upcoming changes. 

D4: Verify root causes and escape points

Refer back to your findings and consult with your team about how the problem may have occurred. The root cause analysis involves mapping each potential root cause against the problem statement and its related test data. Make sure to test all potential causes—fuzzy brainstorming and sloppy analyses may cause you to overlook vital information. 

In our example, focus on the “why” portion of the 5W2H. You and your team identify six root causes:

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

In addition to identifying the root causes, try to pinpoint where you first detected the problem in the process, and why it went unnoticed. This is called the escape point, and there may be more than one. 

D5: Choose permanent corrective actions

Work with your team to determine the most likely solution to remove the root cause of the problem and address the issues with the escape points. Quantitatively confirm that the selected permanent corrective action(s) (PCA) will resolve the problem for the customer. 

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

Your team decides to roll out the training used in the interim plan to all employees, with monthly company-wide workshops on improving well-being. You also plan to implement meetings, innovation sessions, and team-coaching training for managers. Lastly, you suggest adopting software to improve communication and collaboration. 

D6: Implement your corrective actions

Once all parties have agreed on a solution, the next step is to create an action plan to remove the root causes and escape points. Once the solution is in effect, you can remove your interim containment actions.

After seeing success with the training in the interim phase, your stakeholders approve all of your team’s proposed PCAs. Your representative from HR also plans to implement periodic employee wellness checks to track employee morale .

To ensure your corrective action was a success, monitor the results, customer, or employee feedback over a long period of time and take note of any negative effects. Setting up “controls” like employee wellness checks will help you validate whether your solution is working or more needs to be done. 

D7: Take preventive measures

One of the main benefits of using the 8D method is the improved ability to identify necessary systematic changes to prevent future issues from occurring. Look for ways to improve your management systems, operating methods, and procedures to not only eliminate your current problem, but stop similar problems from developing later on.

Based on our example, the training your team suggested is now adopted in the new manager onboarding curriculum. Every manager now has a “meeting system” that all meetings must be guided by, and workloads and projects are managed as a team within your new collaboration software . Innovation is improving, and morale is at an all-time high!

D8: Celebrate with your team

The 8D method of problem-solving is impossible to accomplish without dedicated team members and first-class collaboration. Once notes, lessons, research, and test data are documented and saved, congratulate your teammates on a job well done! Make an effort to recognize each individual for their contribution to uncovering a successful solution.

8D report template and example

Check out our 8D report template below to help you record your findings as you navigate through the eight disciplines of problem solving. This is a formal report that can be used as a means of communication within companies, which makes for transparent problem-solving that you can apply to the entire production or process chain.

Benefits of using the 8D method

The 8D method is one of the most popular problem-solving strategies for good reason. Its strength lies in teamwork and fact-based analyses to create a culture of continuous improvement —making it one of the most effective tools for quality managers. The benefits of using the 8D method include: 

Improved team-oriented problem-solving skills rather than relying on an individual to provide a solution

Increased familiarity with a problem-solving structure

A better understanding of how to use basic statistical tools for problem-solving

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

No matter how good a manager you are, production and process issues are inevitable. It’s how you solve them that separates the good from the great. The 8D method of problem solving allows you to not only solve the problem at hand but improve team collaboration, improve processes, and prevent future issues from arising. 

Try Asana’s project management tool to break communication barriers and keep your team on track.

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Home PowerPoint Templates Strategy 8D Analysis Report Quality System PowerPoint Template

8D Analysis Report Quality System PowerPoint Template

8D root-cause analysis is a problem-solving method, mainly used in the manufacturing industry by quality engineers and operations managers. A proven problem-solving technique successfully applied to several other industries, including healthcare, retail, and government. People in any profession can use the 8D model that helps identify, correct, and eliminate recurring problems.

8D Analysis Report Quality System PowerPoint Template presents a workflow for the root-cause analysis model. It includes eight slides to detail the implementation of 8 disciplines in this problem-solving model. These disciplines are team formation, problem description, containment action, root-cause analysis, corrective actions, Validate, implementation, and recognition.

Taking an example of a faulty engine part in trucks for illustrative purpose. The team formation slide template displays people with product or process knowledge, such as engineers, finance, and procurement. Share a problem statement that clearly defines the problem, area of impact, and cost of not doing anything. Use PowerPoint templates of tabular forms to input data about containment actions, root-cause, corrective actions, and preventive measures. The last part of the 8D analysis report is the appreciation or reward team that motivates staff.

The 8D Analysis Report Quality System PowerPoint Template can make problem analysis complete and concise for team collaboration on an issue. The slides for eight disciplines are pre-design templates to add relevant information and customize it to present.

You can use this PowerPoint presentation as a visual aid for team-oriented problem-solving sessions. The first slide provides an overview of process flow in 8D root cause analysis. Additional table-format slides are used to input data of any process or operation. The 8 steps model diagram in PowerPoint provides a roadmap from the problem to its permanent solution. Alternatively, individuals can download other safety checklist reports and PowerPoint templates on Supplier Corrective Action Report (SCAR templates).

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Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

• Improved team oriented problem solving skills rather than reliance on the individual
• Increased familiarity with a structure for problem solving
• Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
• Better understanding of how to use basic statistical tools required for problem solving
• Improved effectiveness and efficiency at problem solving
• A practical understanding of Root Cause Analysis (RCA)
• Problem solving effort may be adopted into the processes and methods of the organization
• Improved skills for implementing corrective action
• Better ability to identify necessary systemic changes and subsequent inputs for change
• More candid and open communication in problem solving discussion, increasing effectiveness
• An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

• Safety or Regulatory issues has been discovered
• Customer complaints are received
• Warranty Concerns have indicated greater-than-expected failure rates
• Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

• The Core Team Structure should involve three people on the respective subjects: product, process and data
• Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:

• The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
• The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

• Problem Statement
• Affinity Diagram (Deductive tool)
• Fishbone/Ishikawa Diagram (Deductive tool)
• Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

• Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

• Comparative Analysis listing differences and changes between “Is” and “Is Not”
• Development of Root Cause Theories based on remaining items
• Verification of the Root Cause through data collection
• Review Process Flow Diagram for location of the root cause
• Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

• Establish the Acceptance Criteria which include Mandatory Requirements and Wants
• Perform a Risk Assessment /  Failure Mode and Effects Analysis (FMEA) on the PCA choices
• Based on risk assessment, make a balanced choice for PCA
• Select control-point improvement for the Escape Point
• Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

• Develop Project Plan for Implementation
• Communicate the plan to all stakeholders
• Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

• Review Similar Products and Processes for problem prevention
• Develop / Update Procedures and Work Instructions for Systems Prevention
• Capture Standard Work / Practice and reuse
• Assure FMEA updates have been completed
• Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

• Archive the 8D Documents for future reference
• Document Lessons Learned on how to make problem solving better
• Before and After Comparison of issue
• Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

• Problem Symptom is quantified and converted to “Object and Defect”
• Problem Symptom is converted to Problem Statement using Repeated Whys
• Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
• Problem Statement is converted into Problem Description using Is / Is Not
• Problem Description reduces the number of items on the deductive tool (from step 3)
• Comparative Analysis between the Is and Is Not items (note changes and time)
• Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
• Compare theories with current data and develop experiments for Root Cause Verification
• Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

• Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
• Why? In every case “SUV’s Roll Over”
• Why? In every case, it was preceded by a “Blown Tire”
• Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
• Therefore, the Problem Statement is “Blown Tire”
• Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
• Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

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Article • 8 min read

8D Problem Solving Process

Solving major problems in a disciplined way.

By the Mind Tools Content Team

(Also known as Global 8D Problem Solving)

When your company runs into a major problem, you need to address it quickly. However, you also need to deal with it thoroughly and ensure that it doesn't recur – and this can take a lot of effort and elapsed time.

The 8D Problem Solving Process helps you do both of these seemingly-contradictory things, in a professional and controlled way. In this article, we'll look at the 8D Problem Solving Process, and we'll discuss how you can use it to help your team solve major problems.

Origins of the Tool

The Ford Motor Company® developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D.

Ford created the 8D Process to help teams deal with quality control and safety issues; develop customized, permanent solutions to problems; and prevent problems from recurring. Although the 8D Process was initially applied in the manufacturing, engineering, and aerospace industries, it's useful and relevant in any industry.

The eight disciplines are shown in figure 1, below:

Figure 1: The 8D Problem Solving Process

The 8D Process works best in teams tasked with solving a complex problem with identifiable symptoms. However, you can also use this process on an individual level, as well.

Applying the Tool

To use the 8D Process, address each of the disciplines listed below, in order. Take care not to skip steps, even when time is limited; the process is only effective when you follow every step.

Discipline 0: Plan

Before you begin to assemble a team to address the problem, you need to plan your approach. This means thinking about who will be on the team, what your time frame is, and what resources you'll need to address the problem at hand.

Discipline 1: Build the Team

You should aim to put together a team that has the skills needed to solve the problem, and that has the time and energy to commit to the problem solving process.

Keep in mind that a diverse team is more likely to find a creative solution than a team of people with the same outlook (although if outlooks are too diverse, people can spend so much time disagreeing that nothing gets done).

Create a team charter that outlines the team's goal and identifies each person's role. Then, do what you can to build trust and get everyone involved in the process that's about to happen.

If your team is made up of professionals who haven't worked together before, consider beginning with team-building activities to ensure that everyone is comfortable working with one another.

Discipline 2: Describe the Problem

Once your team has settled in, describe the problem in detail. Specify the who, what, when, where, why, how, and how many; and use techniques like CATWOE and the Problem-Definition Process to ensure that you're focusing on the right problem.

Start by doing a Risk Analysis – if the problem is causing serious risks, for example, to people's health or life, then you need to take appropriate action. (This may include stopping people using a product or process until the problem is resolved.)

If the problem is with a process, use a Flow Chart , Swim Lane Diagram , or Storyboard to map each step out; these tools will help your team members understand how the process works, and, later on, think about how they can best fix it.

Discovering the root cause of the problem comes later in the process, so don't spend time on this here. Right now, your goal is to look at what's going wrong and to make sure that your team understands the full extent of the problem.

Discipline 3: Implement a Temporary Fix

Once your team understands the problem, come up with a temporary fix. This is particularly important if the problem is affecting customers, reducing product quality, or slowing down work processes.

Harness the knowledge of everyone on the team. To ensure that each person's ideas are heard, consider using brainstorming techniques such as Round Robin Brainstorming or Crawford's Slip Writing Method , alongside more traditional team problem solving discussions.

Once the group has identified possible temporary fixes, address issues such as cost, implementation time, and relevancy. The short-term solution should be quick, easy to implement, and worth the effort.

Discipline 4: Identify and Eliminate the Root Cause

Once your temporary fix is in place, it's time to discover the root cause of the problem.

Conduct a Cause and Effect Analysis to identify the likely causes of the problem. This tool is useful because it helps you uncover many possible causes, and it can highlight other problems that you might not have been aware of. Next, apply Root Cause Analysis to find the root causes of the problems you've identified.

Once you identify the source of the problem, develop several permanent solutions to it.

If your team members are having trouble coming up with viable permanent solutions, use the Straw Man Concept to generate prototype solutions that you can then discuss, tear apart, and rebuild into stronger solutions.

Discipline 5: Verify the Solution

Once your team agrees on a permanent solution, make sure that you test it thoroughly before you fully implement it, in the next step.

• Conducting a Failure Mode and Effects Analysis (FMEA) to spot any potential problems.
• Using Impact Analysis to make sure that there will be no unexpected future consequences.
• Using Six Thinking Hats to examine the fix from several different emotional perspectives.

Last, conduct a Blind Spot Analysis to confirm that you and your team haven't overlooked a key factor, or made an incorrect assumption about this solution.

Discipline 6: Implement a Permanent Solution

Once your team reaches a consensus on the solution, roll your fix out. Monitor this new solution closely for an appropriate period of time to make sure that it's working correctly, and ensure that there are no unexpected side effects.

Discipline 7: Prevent the Problem From Recurring

When you're sure that the permanent solution has solved the problem, gather your team together again to identify how you'll prevent the problem from recurring in the future.

You might need to update your organization's standards, policies, procedures, or training manual to reflect the new fix. You'll likely also need to train others on the new process or standard. Finally, you'll need to consider whether to change your management practices or procedures to prevent a recurrence.

Discipline 8: Celebrate Team Success

The last step in the process is to celebrate and reward your team's success . Say "thank you" to everyone involved, and be specific about how each person's hard work has made a difference. If appropriate, plan a party or celebration to communicate your appreciation.

Before the team disbands, conduct a Post-Implementation Review to analyze whether your solution is working as you thought, and to improve the way that you solve problems in the future.

In the late 1980s, Ford Motor Company developed the 8D (8 Disciplines) Problem Solving Process to help manufacturing and engineering teams diagnose, treat, and eliminate quality problems. However, teams in any industry can use this problem solving process.

The eight disciplines are:

• Build the Team.
• Describe the Problem.
• Implement a Temporary Fix.
• Identify and Eliminate the Root Cause.
• Verify the Solution.
• Implement a Permanent Solution.
• Prevent the Problem From Recurring.
• Celebrate Team Success.

The 8D Problem Solving Process is best used with a team solving complex problems; however, individuals can also use it to solve problems on their own.

Ford is a registered trademark of the Ford Motor Company: https://www.ford.com/

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8D Problem Solving Process & Tools

Description  

The 8D (Eight Disciplines) approach is a systematic problem solving process. Popularized by Ford, the 8D process integrates best practices from various problem-solving methods and is now a standard in the automotive industry. The 8D problem solving process has proven to be highly effective in product and process improvement.

Following the logic of the PDCA cycle, the 8D process enables problem solving teams to identify root causes, develop proper actions to eliminate root causes, and implement permanent corrective action to prevent recurrence. It includes key analytical tools such as Is/Is Not Analysis and Root Cause Analysis using 5 Whys and the Fishbone Diagram.

This highly detailed training presentation will help you to teach employees in your company or organization to better understand team dynamics and solve problems using a disciplined approach. 

Note: This training package includes:

8D Problem Solving PPT training presentation (PowerPoint format)

8D Problem Solving Report Template (PowerPoint format)

8D Report Worksheet (Word format)

8D Is/Is Not Worksheet (Excel format)

FMEA Form (Excel format)

8D Problem Solving poster (PDF format, in color and monochrome, printable in A3/A4 size paper)

Learning Objectives​ 

Acquire knowledge of key concepts and principles in 8D problem solving.

Understand team-based problem solving dynamics and define roles within the 8D problem-solving team.

Familiarize yourself with the step-by-step 8D problem-solving process and the use of analytical tools.

Gain practical insights for achieving success in 8D problem solving.

    Contents

    1.  Key C on cept s and Principles

•  The Blind Men and the Elephant •  The Mindset of a Traditional Problem Solver •  Common Pitfalls in Problem Solving •  What is a Problem? •  What is Problem Solving? •  What Problem Solving is Not •  Impact of Problem Solving •  Problem Solving Funnel •  Problem Solving Philosophy •  Benefits of Problem Solving •  What is 8D problem solving? •  Applying 8D Met hodology to Problem Solving •  Why Use 8D? •  8D Problem Solving Process

    2. Team Approach and Roles

•  What is a Team? •  Types of Teams •  Importance of Team-based Approach to Problem-solving •  Qualities of an Effective Team •  Team Member Ground Rules •  Tuckman's Model of Team Development Stages •  Why is Teamwork Important? •  Problem Solving Team's Maxims •  Ingredients for Problem Solving Team Success •  Keys to Team Success •  What is a Problem Solving Team? •  Key Roles in 8D Problem Solving

   3.  8D Problem Solving Process

•  Popular Problem Solving Methods •  8D Problem Solving Process •  8D Problem Solving Process vs 8D Report •  The Importance of an 8D Report •  D0: Plan ​ •  D1: Initiate Project Team •  D2: Define the Problem •  D3: Implement Containment Actions •  D4: Identify Root Causes •  D5: Develop and Verify Solution •  D6: Implement Corrective Actions •  D7: Prevent Recurrence •  D8: Recognize Project Team •  The 8D report: Capturing Solutions and Progress •  Sample 8D Report / Template •  Key Sections of the 8D Report •  The Role of the 8D Report •  8D Report Templates Included (as part of this training presentation package)

   4.  Analytical Tools in 8D

•  Brainstorming •  Affinity Diagram •  5W2H •  Is / Is Not •  Control Chart •  5 Whys •  Cause and Effect Diagram •  Pareto Chart •  Histogram •  Scatter Diagram •  FMEA

   5.  Practical Tips for Success ​

•  Best Practices for 8D Problem Solving

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8D (Eight Disciplines) Problem Solving Process

Nov 13, 2022

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Presentation Transcript

8D: Eight Disciplines PROBLEM SOLVING PROCESS © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives 1. Describe the key concepts and principles of 8D problem solving 2. Understand the dynamics of team-based problem solving 3. Define the roles of the 8D problem solving team 4. Familiarize with the use of analytical tools 5. Describe the objective of each step of the 8D process 6. Define the critical success factors for effective 8D problem solving 2 © Operational Excellence Consulting. All rights reserved.

Contents 1. Key Concepts & Principles of 8D Problem Solving 2. Team Approach to 8D Problem Solving 3. Roles of 8D Problem Solving Team 4. Review of Analytical Tools in 8D 5. 8D Problem Solving Process – The Step by Step Approach 6. Preparing the 8D Report 7. Critical Success Factors 3 © Operational Excellence Consulting. All rights reserved.

The Blind Men and the Elephant It is a wall! It is a snake! It is a branch! Problems are often perceived differently by different people. 4 © Operational Excellence Consulting. All rights reserved.

What Is a Problem? A problem is a deviation from a standard, i.e., a difference between what should be happening and what is actually happening Standard – what should be happening Gap = Problem Current situation – what is actually happening 5 © Operational Excellence Consulting. All rights reserved.

What is Problem Solving? § Elimination of the cause of a nonconformity, potential nonconformity or other undesirable condition in order to prevent its occurrence or recurrence 6 © Operational Excellence Consulting. All rights reserved.

What Problem Solving IS NOT § A kaizen event where people are taken away from their “real jobs” for 3-5 days at a time § An exercise to place blame on a person or department § A project only for the Subject Matter Experts or “high- fliers” § Activities to keep people busy during periods of low demand § Another one of those “extra curricula activities” 7 © Operational Excellence Consulting. All rights reserved.

Impact of Problem Solving Holding the Gain - Control Sporadic Departure from Standard (Process Improvement) Problem Solving Original Zone of Control Performance New Zone of Control Time 8 © Operational Excellence Consulting. All rights reserved.

Benefits of Problem Solving § Increased customer satisfaction § Increased market share § Lower costs § Faster delivery time § Increased profitability § Increased efficiency § Improved morale 9 © Operational Excellence Consulting. All rights reserved.

“The problems that exist in the world cannot be solved by the level of thinking that created them.” Albert Einstein © Operational Excellence Consulting. All rights reserved.

What is 8D Problem Solving? § 8D (8 Disciplines) consist of eight distinct steps of a systematic process for solving problems § Process is derived from the best practices of other problem-solving methods such as Kepner-Tregoe, A3, PDCA, etc. § Developed by the US Department of Defense and popularized by Ford Motor Company § 8D is now a standard in the automotive industry 11 © Operational Excellence Consulting. All rights reserved.

Why Use 8D? Common Approach Provides a Structure Teamwork Provides a common language of understanding. Systematic, yet flexible. Superior to other common methods. More skills and creativity. Team buy-in eases implementation. Quality Methods Based on Facts Documentation Tied to quality management philosophies. Use of statistical tool. Let data do the talking. Eliminates personal biases. Standard format for reporting all actions. Sharing of lessons learned. 12 © Operational Excellence Consulting. All rights reserved.

8D Process Model 8 Recognize Project Team 7 Prevent Recurrence 6 Implement Corrective Actions 5 Develop & Verify Solution 4 Identify Root Causes 3 Implement Containment Actions 2 Define the Problem 1 Initiate Project Team 0 Plan 13 13 © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

What is a Team? § A team is a group of people who perform interdependent tasks to work toward a common mission 14 © Operational Excellence Consulting. All rights reserved.

“Talent wins games, but teamwork wins championships.” Michael Jordan © Operational Excellence Consulting. All rights reserved.

Why Do We Need Team Building? § The need to quickly respond to changes § Demands for continuous improvement § More effective use of resources § Decision-making and problem-solving is better handled by teams 16 © Operational Excellence Consulting. All rights reserved.

Why is Team Building Important? § To discover new solutions to enhance team effectiveness and cohesiveness § Helps bring out the best in individuals in the form of team work § Improves understanding and helps people respect other people’s views even if they don’t agree with them § Helps in exchange of views and ideas which leads to exciting results 17 © Operational Excellence Consulting. All rights reserved.

What is a Problem Solving Team? § Is a group of employees performing similar or related projects, who get together on a regular basis, to discuss a topic or theme affecting their work or workplace § May be set up by management to look into an issue faced by the customer with the aim to resolve it and prevent similar problems from happening in the future 18 © Operational Excellence Consulting. All rights reserved.

“85% of the reasons for failure to meet customer expectations are related to deficiencies in systems and processes… rather than the employee.” Dr. W. E. Deming © Operational Excellence Consulting. All rights reserved.

The PDCA Approach to Problem Solving § A systematic approach to problem solving § Sometimes called the Deming wheel Act Plan § Provides the framework for a team to carry out improvement Check Do § Used together with the common QC tools 20 © Operational Excellence Consulting. All rights reserved.

Problem Solving Funnel Big vague concern Breakdown Grasp the situation § Actual vs. standard § Actual vs. ideal Go See Point of cause § Time and place where events cause abnormality 5 Why Analysis Why? Root cause Countermeasures 21 © Operational Excellence Consulting. All rights reserved.

8D Process 8 Recognize Project Team 7 Prevent Recurrence 6 Implement Corrective Actions 5 Develop & Verify Solution 4 Identify Root Causes 3 Implement Containment Actions 2 Define the Problem 1 Initiate Project Team 0 Plan 22 22 © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Purpose: Describe the internal and external problem by identifying “what is wrong with what” and detailing the problem in quantifiable terms. 23 © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Process Problems can be Visualized with a SIPOC Diagram SIPOC diagram for a ‘Display Definition to Deployment’ process Suppliers Inputs Outputs Customers Process Product specifications Needs definition Product Engineering Display at POS Dealers Demonstration technology Business rationale for investment/use Demonstration & Engineering Group Design & prototyping Country Sales reps Message to be communicated Installation manual Preferred environment in which product should be Installers in stores Development Sales Manager /Merchandiser Key dealer specs and business case End-user Production Corp Product Management Problems include missing components, long waiting time of spare parts, displays that are faulty and don’t work, etc. Set-up for deployment 24 © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Is / Is Not Worksheet IS IS NOT § Who is affected by the problem? § Who first observed the problem? (internal/external) § To whom was the problem reported? § Who is not affected by the problem? § Who did not find the problem? Who § What type of problem is it? § What has the problem? § What is happening? § Do we have physical evidence of the problem in our possession? § What does not have the problem? § What could be happening but is not? § What could be the problem but is not? What § Why is this a problem? § Is the process where the problem occurred stable?§ Why is it not a problem? Why § Where could the problem be located but is not? § Where else could the problem be located but is not? § Where was the problem observed? § Where does the problem occur? Where § When was the problem first noticed? § When has it been noticed since? § When could the problem have been noticed but was not? When § Quantity of problem? § How Much is the problem causing in dollars, people and time? § How many could have the problem but don’t? § How big could the problem be but is not? How Many § What is the trend (continuous, random, cyclical)? § Has the problem occurred previously? (If so attach supporting data/information) How Often § What could the trend be but is not? 25 © Operational Excellence Consulting. All rights reserved.

D2: Define the Problem Examples of Problem Description Z1 fibre broadband outage had affected users in the northern and eastern parts of California for over 2 days. Users in the other parts of California were not affected during the same period. 20% of the blue finished lampshades are consistently rejected for paint runs on the top flat. Defects are not seen before the finish coat is applied. Customers in the western region are dissatisfied with the AvengerFood ordering service. During the past 3 months, errors have increased by 25% while complaints from the other regions have remained stable in the same period. Since the rationalization of the patient registration services at the Kent Ridge General Hospital, complaints of long waiting times have increased by 35% when the patient traffic has increased by only 7%. 26 © Operational Excellence Consulting. All rights reserved.

D4: Identify Root Causes Symptoms § Result or outcome of the problem § What you see as a problem (Obvious) Achy, weak, tired Symptoms Problem The Problem § Gap from goal or standard Fever Causes § “The Roots” – system below the surface, bringing about the problem (Not Obvious) Infection Causes 27 © Operational Excellence Consulting. All rights reserved.

D5: Develop & Verify Solution Countermeasures Selection Criteria Matrix Selection Criteria Matrix (1=Bad, 10=Good) Countermeasures M1 M2 M3 M4 M5 Total Score Countermeasure #1 2 8 6 4 2 22 Countermeasure #2 2 3 6 4 6 21 Countermeasure #3 2 5 5 6 2 20 Countermeasure #4 4 8 3 2 2 19 Countermeasure #5 5 8 5 2 2 22 Examples of Selection Criteria: M1 = Easy to Implement M2 = Feasible M3 = Cost Effective M4 = Robust M5 = Risk 28 © Operational Excellence Consulting. All rights reserved.

D6: Implement Corrective Actions Example of FMEA Process or Product Name: Responsible: Prepared by: Page ____ of ____ FMEA Date (Orig) ______________ (Rev) _____________ Action Results S E V O C C D E T R P N Potential Cause(s)/ Mechanism(s) of Failure Current Process Controls Responsibility and Completion Date Process Function Potential Failure Mode Potential Effects of Failure Recommended Action(s) S EVO CCD TR PN Actions Taken E How often does the cause or The highest value process steps from the C&E matrix. In what ways might the process potentially fail to meet the process requirements and/or design intent? What is the effect of each failure mode on the outputs and/or customer requirements? How can the failure occur? Describe in terms of something that can be corrected or controlled. Be specific. What are the existing controls and procedures (inspection and test) that either prevent or detect occurrence? What are the actions for reducing the occurrence, or improving detection, or for identifying the root cause if it is unknown? Should have actions only on high RPN's or easy fixes. Who is responsible for the recommended action? List the completed actions that are included in the recalculated RPN. Include the implementation date for any changes. How Severe is the effect to What is the new process What is the new severity? How well can you detect Are the detection limits Re-compute RPN after actions are complete. failure mode occur? SEV x OCC x DET the cusotmer? cause or FM? capability? improved? Manager completion of change form Not filled out correctly Outdated employee information in current profile No incentive for Manager to comply completely with requirement HR checklist for projects to be completed upon change in employee status Issue delinquency report C.C. Largelist 5/1/00 Procedure changed to include delinquency report 7/15/00 6 7 3 126 5 2 3 30 Communication from Cust Service to Supporting Dept Representative No direct communication Delayed transfer of customer case No formal liaison Customer complaints ID Dept liaison for all supporting Departments Slim Pickins 8/3/00 Procedure changed, Dept liaisons identified 8/31/00 9 4 8 288 9 2 4 72 0 0 0 0 0 0 After Before 29 © Operational Excellence Consulting. All rights reserved.

D7: Prevent Recurrence Examples of Visual Management (1) Labels for product identification Floor markings for trolley Standard work for a manufacturing cell ‘Do Not Disturb’ labels 30 © Operational Excellence Consulting. All rights reserved.

D8: Recognize Project Team § After finalizing all documentation, you and management must finish in style by showing your appreciation to the problem solving team 31 © Operational Excellence Consulting. All rights reserved.

“Continuous effort - not strength or intelligence - is the key to unlocking our potential.” Sir Winston Churchill © Operational Excellence Consulting. All rights reserved.

About Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

About Operational Excellence Consulting § Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. § The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. § OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg 34 © Operational Excellence Consulting. All rights reserved.

Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 35 © Operational Excellence Consulting. All rights reserved.

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Step 2: Describe the Problem

Clarity is vital in the second step, which necessitates delineating the problem with precision. A meticulous description sets the foundation for targeted analysis and actionable solutions. It involves accruing information that is factual, quantifiable, and devoid of assumptions – the cornerstone of an accurate problem portrayal.

Techniques like '5W2H' (who, what, when, where, why, how, how much) can galvanize teams into crafting detailed problem descriptions. An exemplar of a well-articulated problem statement might state, "Machine X has experienced a 15% decline in output quality, resulting in a monthly loss of 200 units of product Y since January due to recurrent mechanical inaccuracies."

Step 3: Develop Interim Containment Actions

Addressing a problem's immediate impact is pivotal to prevent exacerbation as a root cause analysis is conducted. Interim containment actions can be likened to first aid – essential, though not the definitive cure. These measures should be rigorously designed to quell the problem's spread or intensification without creating new issues.

An interim action for the aforementioned issue with Machine X could involve adjusting the production schedule to mitigate output loss while the machine is under examination. This demonstrates a temperate solution, buying time for a comprehensive fix without severely disrupting the production chain.

Step 4: Define and Verify the Root Cause(s)

Singular in its focus yet pluralistic in its approach, this phase is committed to uncovering the underlying reasons for the problem. Root cause identification is a task of surgical precision, necessitating a deep dive into the problem without the constraints of predetermined notions.

Techniques such as the "5 Whys" and "Fishbone Diagram" guide problem solvers through a structured investigation of potential causes. Verification is as crucial as identification, ensuring that purported root causes stand up to scrutiny and testing.

Step 5: Verify Permanent Corrective Action(s)

Once root causes have been established, attention shifts to devising and validating long-term corrective actions. This step traverses the path from theory to practice. It requires a judicious appraisal of potential solutions with a clear-eyed view of their feasibility, effectiveness, and sustainability.

Best practices in this step incorporate piloting solutions on a smaller scale, enabling refinement before full-scale implementation. A well-considered corrective action for Machine X might involve upgrading mechanical components identified as failure points, subject to cost-benefit analysis and potential disruption to the production line.

Step 6: Implementing and Validating Permanent Corrective Actions

This step transitions the plan into reality, pushing the corrective actions beyond the threshold into the operational environment. Careful implementation is the linchpin, with detailed plans and schedules ensuring that actions are well-executed and efficacious.

The validation process is a keystone in affirming that corrective actions deliver the intended improvements. For Machine X, this could entail monitoring post-repair performance metrics over a defined period against pre-issue levels to authenticate the efficacy of the improvements.

Step 7: Preventive Measures

Armed with insights gleaned, the 7th step propels the methodology into preventative mode. Here, the onus is on forestalling a problem’s resurgence by ingraining the lessons learned into the organizational fabric. The aim is to encapsulate these insights in policies, procedures, or system changes.

This could mean revising maintenance schedules or worker training programs for Machine X to include the specific nuances that led to the mechanical inaccuracies, thereby shielding against repeat episodes.

Step 8: Congratulate Your Team

The final step encompasses a human-centered focus on recognition and commendation. Acknowledgment of the team’s efforts reinforces motivation, fosters a positive culture, and encourages engagement in future problem-solving initiatives.

Celebrating the success could manifest in a ceremonious recognition of the team’s achievements, an internal announcement of their contributions, or a tangible expression of appreciation. This not only cements the accomplishment but also propels a sense of camaraderie and collective purpose.

The Importance of the 8D Problem Solving Process

A mature consideration of the 8D problem-solving process corroborates its contributory significance in unraveling complex issues and instituting consequential improvements. The benefits it confers are manifest in enhanced product quality, heightened customer satisfaction, and the stimulation of a proactive problem-solving culture. Challenges do persist, mainly in the form of resistance to change or insufficient training; nevertheless, with a conscientious implementation, these can be navigated.

Moreover, the 8D approach aligns seamlessly with the pursuit of continuous improvement – a cornerstone of many business philosophies such as Lean and Six Sigma. It thus serves not only as a solution framework but also as a catalyst for organizational growth and learning.

In summary, the 8D problem-solving methodology stands out for its disciplined, team-driven, and methodical approach to tackling complex problems. From its historical roots in the automotive industry to its implementation in modern enterprises, its efficacy in achieving sustainable solutions is undoubted. Online certificate programs and problem-solving courses often feature 8D due to its relevance and value across industries.

As this article delineates each step, with practical applications and advice, the message is clear: mastery of 8D is not just for immediate problem resolution – it is a pathway to building a resilient and adaptive organization capable of facing the challenges of an ever-changing business landscape.

What are the key steps involved in the 8D Problem Solving process and how do they interact with each other?

Introduction to the 8d process.

The 8D Problem Solving process stands tall. It is a structured approach. Businesses use it widely. 8D tackles complex problems effectively. It drives teams towards lasting solutions. It also fosters quality and reliability. The "D" denotes eight disciplined steps. These steps guide teams. They identify, correct, and prevent issues.

8D Steps Explained

D1: establish the team.

Form a skilled team first. Diversity matters here. Each member brings insights. Their combined expertise is crucial. Team formation kicks off the process.

D2: Describe the Problem

Articulate the issue clearly. Use quantifiable data here. Understanding the scope matters. Have accurate problem statements ready. They pave the way forward.

D3: Develop Interim Containment Action

Ensure a temporary fix. It limits the problem's impact. Speed is of the essence. However, ensure the action is effective. The goal is to stabilize the situation.

D4: Determine Root Cause

Dig deep into causes. Use data-driven analysis. Techniques include fishbone diagrams. Five Whys is also popular. Root cause analysis is pivotal. It prepares the team for corrective actions.

D5: Design and Verify Permanent Corrective Actions

Choose the best corrective action. Rigorous selection criteria apply. Effectiveness and efficiency matter. Verify through testing. Make certain the solution fits.

D6: Implement and Validate Permanent Corrective Actions

Roll out the solution. Watch closely for results. Validation takes place here. Use performance indicators for this. They must indicate that the solution works.

D7: Prevent Recurrence

Embed the improvement. Update systems and policies. Training may be necessary. Maintain the gains. This step safeguards the future. Documentation is important here.

D8: Congratulate the Team

Never overlook recognition. Acknowledge everyone's efforts. Celebrate the success achieved. It boosts team morale. It also promotes a culture of quality.

Interplay Between Steps

The interdependence is strong. Each step builds on the previous one. For example, a strong team in D1 enhances problem understanding in D2. Similarly, effective interim actions in D3 set the stage for a thorough root cause analysis in D4.

The verification in D5 ensures the solution from D4 is sound. Implementation in D6 then relies on the verified action. To prevent recurrence (D7), one must understand the root cause. The entire process relies on clear communication. Team recognition (D8) closes the loop neatly. It paves the way for future problem-solving success.

In essence, the 8D steps are interlinked. Each step informs the next. Teams achieve the best results by following the sequence. They also adapt as needed. 8D enforces a discipline that leads to high-quality results. The interaction between steps ensures problems do not just disappear. They stay solved. This is the power of an integrated problem-solving approach.

Can you provide some practical examples of the effective application of 8D Problem Solving strategies in real-life settings?

Understanding 8d problem solving.

8D problem solving stands for Eight Disciplines. It involves steps that teams must follow. Starting from identifying problems , it goes until preventing reoccurrences . Companies use 8D to tackle complex issues. Its main goal remains quality improvement.

Here are practical examples where 8D shines.

Example 1: Automotive Industry

D0: Plan - An auto manufacturer formed a team. Their goal was clear: resolve brake failures.

D1: Team Formation - They gathered experts from diverse fields. Collaboration was key here.

D2: Describe the Problem - They identified specific issues. Customers reported brakes failing at high speeds.

D3: Develop Interim Containment - They distributed quick-fix kits to dealerships. This ensured immediate customer safety.

D4: Determine Root Causes - A deep dive ensued. The team discovered a faulty brake fluid line.

D5: Choose and Verify Permanent Corrective Actions (PCAs) - They redesigned the brake line. Then they tested it under rigorous conditions.

D6: Implement and Validate PCAs - The new design went into production. Ongoing assessments confirmed its effectiveness.

D7: Take Preventive Measures - They updated their design guidelines. Thus, they eliminated the possibility of similar failures.

D8: Congratulate Your Team - Management recognized the team's effort. This promoted a culture of problem-solving.

Example 2: Electronics Manufacturer

D0: Plan - A sudden surge in returned gadgets prompted action.

D1: Team Formation - A cross-functional team took charge. They had one aim: find the flaw.

D2: Describe the Problem - Devices were overheating during usage. Anxiety among customers grew.

D3: Develop Interim Containment - They halted the production line. Assessing risks was necessary.

D4: Determine Root Causes - Detailed analysis revealed a substandard battery component.

D5: Choose and Verify PCAs - They sourced a higher quality component. Subsequent tests showed promising results.

D6: Implement and Validate PCAs - They integrated the new component into production. Monitoring phases ensured it was a fix.

D7: Take Preventive Measures - They revamped their quality control protocols. Now they could avoid similar issues.

D8: Congratulate Your Team - The team's innovative approach earned praise. They set new standards in their processes.

Example 3: Food Packaging Company

D0: Plan - Reports of packaging leaks triggered an 8D.

D1: Team Formation - Experts from production to distribution joined forces. They understood the stakes were high.

D2: Describe the Problem - The leaks were sporadic but damaging. Food safety concerns escalated.

D3: Develop Interim Containment - They removed compromised products from shelves. Protecting the consumer was paramount.

D4: Determine Root Causes - Investigation exposed a sealing machine defect.

D5: Choose and Verify PCAs - Engineers redesigned the sealing mechanism. Trials followed, proving success.

D6: Implement and Validate PCAs - The updated machines replaced the old ones. Continuous evaluations followed to assure quality.

D7: Take Preventive Measures - They introduced more rigorous maintenance routines. They aimed to preempt future failures.

D8: Congratulate Your Team - The swift and thorough response earned accolades. They reinforced trust in their brand.

8D's Practical Value

Each example showcases 8D's potential. This problem-solving framework adapts to various scenarios. Through structured teamwork and analysis, it guides toward sustainable solutions. It helps in ensuring the same problem does not occur twice. Businesses across different sectors find 8D crucial for their continuous improvement efforts. It underlines that a methodical approach to problem-solving can yield significant long-term benefits.

How is the effectiveness and success of the 8D Problem Solving approach measured in practical applications?

Introduction to 8d problem solving.

The 8D Problem Solving approach stands as a structured methodology. It aims to address and resolve critical issues within an organization. Rooted in the team-oriented approach, 8D follows eight disciplined steps. These steps ensure a comprehensive and effective resolution process. The process includes identifying the problem, implementing interim controls, defining root causes, developing a corrective action plan, taking corrective actions, validating those actions, preventing recurrence, and finally congratulating the team.

Measuring Effectiveness and Success

Quantitative metrics.

Timeliness of Response

The promptness of the initial response is critical. It alerts stakeholders to the emergence and acknowledgment of the issue.

Problem Recurrence Rates

A key success indicator is the frequency of problem recurrence. A declining trend signifies effective corrective actions.

Financial Impact

Cost savings or avoidance measures the fiscal efficiency of the resolution. It counts both direct and indirect factors.

Cycle Time Reduction

Improvements in processes can lead to shorter cycle times. This reflects efficiency gains from the 8D implementation.

Qualitative Metrics

Quality of Documentation

Comprehensive documentation ensures thorough issue analysis. It captures the nuances of the problem-solving journey.

Stakeholder Satisfaction

Feedback from affected parties gauges the outcome’s acceptability. Satisfaction levels can direct future interventions.

Knowledge Transfer

Disseminating learnings enhances organizational capability. Sharing insights leads to broader, preventive measures.

Team Cohesion and Growth

Personal and team development signal process benefits. Such growth provides intangible value to the organization.

Practical Application and Continuous Improvement

In practical applications, tailoring metrics to contexts is vital. Unique business environments demand specific success criteria. Therefore, adapting the approach and its measurement system is necessary.

Organizations may employ a combination of tangible and intangible metrics. Aligning these to strategic goals ensures relevance. The 8D Process receives fine-tuning through iterative cycles. Each cycle offers an opportunity for enhanced problem-solving efficacy.

The Importance of Measure Standardization

Standardizing the measurement process ensures consistency. It aids in comparing and benchmarking against best practices. Homogeneity in measures facilitates clearer communication. It enhances the understanding of successes and areas for improvement.

Revisiting and Refining the 8D Process

Upon completion, a rigorous review of the 8D process is crucial. It ensures learnings lead to process refinement. Alterations in measures might follow to better reflect evolving business needs. This ongoing evolution drives the sustained value of the 8D methodology.

The 8D Problem Solving approach, with its disciplined steps, delivers a robust framework. Measuring its effectiveness requires a blend of quantitative and qualitative metrics. These metrics, when standardized and continually refined, offer a clear lens to assess the 8D process's success. They help organizations not just to solve problems but to evolve in their problem-solving capabilities.

He is a content producer who specializes in blog content. He has a master's degree in business administration and he lives in the Netherlands.

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Basic 8D Problem Solving Tools & Methods - Part 1

I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 1st of a 3 part presentation. Read less

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• 1. Basic 8D Problem Solving: Tools & Methods A.R. Alvarez ARA TRAINING ARA (Dec 2015)- © 2015 - ARA TRAINING
• 2. Basic Problem Solving ARA (Dec 15)- © 2015 - 2 ARA TRAINING Problem Solving Outline  Part 1: Overview of Methods (Plan)  Problem Solving Principles  Contrasting Different Approaches  PDCA / 4D & 8D Framework  D1 – D2: Form Team & Define Problem  Part 2: Step-By-Step Problem Solving (Do)  D3: Implement Containment  D4: Identify Possible Root Causes  D5: Identify Root Cause Corrective Actions  Part 3: Problem Solving Wrap-Up (Check & Act)  D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team  Appendix
• 3. Basic Problem Solving ARA (Dec 15)- © 2015 - 3 ARA TRAINING Methods For Problem Solving ?
• 4. Basic Problem Solving ARA (Dec 15)- © 2015 - 4 ARA TRAINING No One Way to Problem Solving Success But Some Are Better Than Others Good Ones Have Many Common Elements
• 5. Basic Problem Solving ARA (Dec 15)- © 2015 - 5 ARA TRAINING Integrate Different Perspective Data Driven Knowledge Driven Question Driven Integrate
• 6. Basic Problem Solving ARA (Dec 15)- © 2015 - 6 ARA TRAINING Utilize Simple Tools
• 7. Basic Problem Solving ARA (Dec 15)- © 2015 - 7 ARA TRAINING Ask & Answer Simple Questions  What is The Problem?  Why is it a Problem?  What Are The Goals?  How Long Will it Take to Solve?  How Much Will it Cost to Solve? Get Tracked & Managed Like a Project
• 8. Basic Problem Solving ARA (Dec 15)- © 2015 - 8 ARA TRAINING Avoid Artificial Constraints  Constraints Will Always Exist  Real Constraints Need to Be Respected, But Also Challenged  Where Can Constraints Appear During Problem Solving?  How Do You Become Aware & Overcome Constraints? Sub-Conscious Assumed Very Real Constraints
• 9. Basic Problem Solving ARA (Dec 15)- © 2015 - 9 ARA TRAINING Fit Method to Problem Different Problems May Require Different Approaches Use as Simple an Approach as Possible Be Adaptive
• 10. Basic Problem Solving ARA (Dec 15)- © 2015 - 10 ARA TRAINING PDCA: Problem Solving Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Implementation / Verification) Act (Make Conclusion, Define Next Step)
• 11. Basic Problem Solving ARA (Dec 15)- © 2015 - 11 ARA TRAINING FOCUS Problem Solving Method  Find the Problem (Often the Problem Finds You)  Organize a Team  Clarify Problem  Understand Problem  Select Solution How is It Similar? How Different? How Complete? http://www.mindtools.com/pages/article/focus-model.htm?utm_source=nl&utm_medium=email&utm_campaign=13May14#np
• 12. Basic Problem Solving ARA (Dec 15)- © 2015 - 12 ARA TRAINING Kepner - Tregoe 1. Define the Problem (Situation Appraisal) 2. Describe the Problem (Problem Analysis) 3. Establish Possible Causes (Decision Analysis) 4. Test the Most Probable Cause (Potential Problem Analysis) 5. Verify the True Cause How is It Similar? How Different? How Complete? itSM Solutions “Thinking About Problems: Kepner-Tregoe” May 2015
• 13. Basic Problem Solving ARA (Dec 15)- © 2015 - 13 ARA TRAINING Edmond’s Creative Problem Solving Step 1 - Curious Observation Step 2 - Is There a Problem? Step 3 - Goals & Planning Step 4 - Search, Explore, & Gather the Evidence Step 5 - Generate Creative & Logical Solutions Step 6 - Evaluate the Evidence Step 7 - Make the Educated Guess (Hypothesis) Step 8 - Challenge the Hypothesis Step 9 - Reach a Conclusion Step 10 - Suspend Judgment Step 11 - Take Action How is It Similar? How Different? How Complete? http://www.problemsolving.net/ps9-3of4-fullproblem.html Template in Appendix
• 14. Basic Problem Solving ARA (Dec 15)- © 2015 - 14 ARA TRAINING Problem Solving Concept Map How is It Similar? How Different? How Complete? http://www.studygs.net/problem/problemsolvingo.htm
• 15. Basic Problem Solving ARA (Dec 15)- © 2015 - 15 ARA TRAINING Consensus-Oriented Decision-Making The CODM model was developed by psychologist, Dr. Tim Hartnett, and it was published his 2010 book Consensus-Oriented Decision-Making Consensus-Oriented Problem Solving??  Frame The Problem  Have an Open Discussion  Identify Underlying Concerns  Develop Proposals  Choose Direction  Develop Preferred Solution  Close How is It Similar? How Different? How Complete? http://www.mindtools.com/pages/article/codm.htm?utm_source=nl&utm_medium=email&utm_campaign=13May14#np
• 16. Basic Problem Solving ARA (Dec 15)- © 2015 - 16 ARA TRAINING (4) Identify Possible Root Causes (3) Implement Containment (2) Define Problem (1) Form Team (7) Prevent Recurrence (8) Document Results & Recognize Team (5) Identify Root Cause Corrective Actions (6) Verify Corrective Actions 8D Process 8D Problem Solving Method Adapted From “The 8 Discipline Problem Solving Process, Brenda Roos)
• 17. Basic Problem Solving ARA (Dec 15)- © 2015 - 17 ARA TRAINING 8D Problem Solving Method  Problem Solving Methodology That:  Clearly Defines a Problem  Allows for Appropriate Interim Containment Action  Analyzes Problems Using Data & Basic Statistical Tools  Drives to Find The Root Cause of The Problem  Corrects The Problem By Eliminating The Root Cause  Implements Mistake Proofing to Prevent Reoccurrence  Uses “Lessons Learned” Concepts as Prevention Step Don’t Limit 8D’s Use to Just Customer Related “Quality” Problems It Doesn’t Need to Be 8D, 4D is Fine in Many Situations
• 18. Basic Problem Solving ARA (Dec 15)- © 2015 - 18 ARA TRAINING 8D Project Overview Template Business Impact Revenue $10M Customer Relationship Medium Organization High D1 D2 D3 D4 D5 D6 D7 D8 At D1 3/13/13 3/13/13 3/16/13 3/18/13 3/19/13 3/20/13 3/22/13 3/24/13 Previous Review 3/13/13 3/13/13 3/16/13 3/23/13 3/24/12 3/25/13 3/26/13 3/27/13 Current Plan 3/13/13 3/13/13 3/17/13 3/23/13 3/25/13 3/25/13 3/26/13 3/27/13 Key Requirements Eliminate Customer Line Fallout No Change in Any Product Spec < 3% Increase in Product Cost < 10% Increase in Step Mfg Cycle Time Problem Definition Performance Gap: Actual = Target = Customer Line Fallout 1,000 PPM < 10 PPM Time in Existence 90 Days Time to Solve < 7 Days Product/Service Touch Sensor Customer Apple Organizations PE, TE, Mkt Priority (1 – 5) 4 Team Lead Isabel Team KY, TA, KG, .. Problem Complexity Type (L,M,H) Medium COL Budget (Fcst/Actual) 4 Time Per Cycle 24 Hrs Containment Impact Customer: None Manufacturer: 5% Yield Loss ($0.50) Mfg: 20% Capacity Reduction (1Mu/Mth) Mfg: 10% Increased Cycle Time (6 Hrs) Root Cause / Corrective Action RC Hypothesis/Confirmed: Test Hole at X CA Status: In Progress Note: Add Any Key Customer Delivery Dates / Description Above if Different From Dx
• 19. Basic Problem Solving ARA (Dec 15)- © 2015 - 19 ARA TRAINING 4D Project Overview Template Business Impact Revenue $10M Customer Relationship Medium Organization High Plan Containment Root Cause Identified Root Cause CA Implemented At D1 3/13/13 3/13/13 3/16/13 3/18/13 Previous Review 3/13/13 3/13/13 3/16/13 3/23/13 Current Plan 3/13/13 3/13/13 3/17/13 3/23/13 Key Requirements Eliminate Customer Line Fallout No Change in Any Product Spec < 3% Increase in Product Cost < 10% Increase in Step Mfg Cycle Time Problem Definition Performance Gap: Actual = Target = Customer Line Fallout 1,000 PPM < 10 PPM Time in Existence 90 Days Time to Solve < 7 Days Product/Service Touch Sensor Customer Apple Organizations PE, TE, Mkt Priority (1 – 5) 4 Team Lead Isabel Team KY, TA, KG, .. Problem Complexity Type (L,M,H) Medium COL Budget (Fcst/Actual) 4 Time Per Cycle 24 Hrs Containment Impact Customer: None Manufacturer: 5% Yield Loss ($0.50) Mfg: 20% Capacity Reduction (1Mu/Mth) Mfg: 10% Increased Cycle Time (6 Hrs) Root Cause / Corrective Action RC Hypothesis/Confirmed: Test Hole at X CA Status: In Progress Note: Add Any Key Customer Delivery Dates / Description Above if Different From Above
• 20. Basic Problem Solving ARA (Dec 15)- © 2015 - 20 ARA TRAINING Best Practices in Problem Solving (Don’t Over-Complicate)  Clear, Concise Problem Definition  Starts With Broad Perspective  Gets Alignment Across Organizations  Breaks Down Problem  Questions Data, Knowledge Base, Assumptions  Critically Focuses Data  Eliminates Artificial Constraints  Drives Convergence & Critical Path  Is Self-Correcting  Balances Planning & Doing  Balances Root Cause Fix & Containment  Is Properly Tracked & Progress Communicated  Appropriately Documented Describe Problem (With Data) Propose Hypotheses Test Hypotheses (With Data) Implement Appropriate Fix
• 21. Basic Problem Solving ARA (Dec 15)- © 2015 - 21 ARA TRAINING Pick Your Problems: Pareto Analysis  Vital Few, Trivial Many  Many Things Need Improvement  Where To Start?  Cooperation  Communication
• 22. Basic Problem Solving ARA (Dec 15)- © 2015 - 22 ARA TRAINING
• 23. Basic Problem Solving ARA (Dec 15)- © 2015 - 23 ARA TRAINING PDCA: Problem Solving Plan (Define Problem, Pick Factors, …) Do (Design / Execute Experiments) Check (Analysis / Implementation / Verification) Act (Make Conclusion, Define Next Step)
• 24. Basic Problem Solving ARA (Dec 15)- © 2015 - 24 ARA TRAINING (3) Implement Containment (2) Define Problem (1) Form Team (5) Identify Root Cause Corrective Actions 8D Process 8D Problem Solving Method (4) Identify Possible Root Causes (6) Verify Corrective Actions (7) Prevent Recurrence (8) Document Results & Recognize Team
• 25. Basic Problem Solving ARA (Dec 15)- © 2015 - 25 ARA TRAINING I. Form Team  Who Should Be on the Team?  Start Small, Grow Team as Problem Definition (D2) Evolves  Team Leader  Team Members (Cross-Functional?)  Roles & Responsibilities  “Rapid” Decision Making Process (Recommend, Agree, Performs, Input, Decides)  How to Determine Priority?
• 26. Basic Problem Solving ARA (Dec 15)- © 2015 - 26 ARA TRAINING (3) Implement Containment (2) Define Problem (1) Form Team (5) Identify Root Cause Corrective Actions 8D Process 8D Problem Solving Method (4) Identify Possible Root Causes (6) Verify Corrective Actions (7) Prevent Recurrence (8) Document Results & Recognize Team
• 27. Basic Problem Solving ARA (Dec 15)- © 2015 - 27 ARA TRAINING II. Problem Definition  Arguably The Most Important Step in the Process  But The One Most Often Done Poorly  Insure That Problem (& Size) is Real – Don’t Assume!  Problem Definition Elements:  Products or Service Impacted  Quantified Performance Gap (Scope): Current vs. Target  Temporal: 1) Time in Existence, 2) Time to Solve  Quantified Impact: Both Company and Customer  Priority (Dollarizing Extent of Problem Helps Set Priority)  Specify Both Financial and Non-Financial Impact  Specify Not Just Desired Outcome, But Also By When  Modify Team as Necessary
• 28. Basic Problem Solving ARA (Dec 15)- © 2015 - 28 ARA TRAINING  Crises:  Fast Action, Big Differences  Simple Experiments  Development/Yield Enhancement  More Time, Smaller Differences, Cause & Effect  2 Level Factorials, Blocked Designs  Discovery  Longer Time, Complete Knowledge  Response Surface, Steepest Ascent Problem Landscape: Urgency D. Welter, Motorola U R G E N C Y
• 29. Basic Problem Solving ARA (Dec 15)- © 2015 - 29 ARA TRAINING Problem Landscape: Assumptions  Assumptions Guide Behavior, Affect Thinking and Therefore Problem Solving  Broad Categories: Casual, Prescriptive & Paradigmatic  You Can’t Help But Make Assumptions; Dig Deep Enough & You’ll Always Hit an Assumption  Implicit or Hidden Assumptions Abound  Some are Good, Even Necessary; Some Not So Good  How to Uncover Assumptions?  How to Differentiate “Good” vs. “Bad” Assumptions?
• 30. Basic Problem Solving ARA (Dec 15)- © 2015 - 30 ARA TRAINING Problem Landscape: Data  What Data Do You Need at This Stage?  What Do You Really Know? (Fact, Not Speculation)  How Much Data Do You Need?  How are You Going to Get It?  How Long is It Going to Take You to Get It?
• 31. Basic Problem Solving ARA (Dec 15)- © 2015 - 31 ARA TRAINING Initial Data Gathering IS  What It is:  When It is:  Where It is: IS NOT  What It is Not:  When It is Not:  Where It is Not: 3 Ws: First Order What, When, Where
• 32. Basic Problem Solving ARA (Dec 15)- © 2015 - 32 ARA TRAINING Initial Data Gathering Possible Actions & Questions  5 Whys ( = How ) (Used Both in Problem Definition & Subsequent Steps)  Extent ?  How ?  Does it Interact ?  “Solved” Before ?  What Can Be Done to Clarify Problem?  Preliminary Hypothesis Driven?  Who Can Help?  . . .
• 33. Basic Problem Solving ARA (Dec 15)- © 2015 - 33 ARA TRAINING Expanded Data Gathering IS Who  Who is affected by the problem?  Who first observed the problem?  To whom was the problem reported? What  What type of problem is it?  What has the problem (part id, lot #s, etc)?  What is happening with the process?  What changed?  Do we have physical evidence of problem? Why  Why is this a problem?  Is the process stable (Or Unstable)? IS NOT Who  Who is not affected by the problem?  Who did not find the problem? What  What does not have the problem?  What could be happening but is not?  What could be the problem but is not? Why  Why is it not a problem? After ABB 8D Worksheet 5 Ws . . . and . . . 2 Hs (Who, What, Why, Where, When) (How Many, How Often)
• 34. Basic Problem Solving ARA (Dec 15)- © 2015 - 34 ARA TRAINING Initial Data Gathering: Expanded IS Where  Where was the problem observed?  Where does the problem occur? When  When was the problem first noticed?  When has it been noticed since? How Much/ Many  How well can problem be measured (gauge)?  Quantity of problem (ppm)?  How much is it costing dollars, people, & time? How Often  What is the trend (continuous, random, cyclical)?  Has the problem occurred previously? IS NOT Where  Where is the problem not observed?  Where is the problem not located? When  When could the problem have been noticed but was not? How Much/ Many  How big could the problem be but is not? How Often  What could the trend be but is not?  Why hasn’t the problem been seen before?
• 35. Basic Problem Solving ARA (Dec 15)- © 2015 - 35 ARA TRAINING Initial Data Gathering Data Sources & Analysis Tools  Data Sources:  SPC Charts  Historical (Typically Unstructured) Data Tables  . . .  Analysis Tools:  Simple (Or Even Multivariate) Correlation Analysis  Multi-Vari Charts  Distribution Analysis and Box Plots  . . .
• 36. Basic Problem Solving ARA (Dec 15)- © 2015 - 36 ARA TRAINING Something Change . . . Or . . . “Never Been There” Performance Gap? “Never Been There” Time Desired Actual “Something Changed” Gradual Change Performance Level Time Target Actual Abrupt Change Time Performance Level Target Actual Performance Level
• 37. Basic Problem Solving ARA (Dec 15)- © 2015 - 37 ARA TRAINING Multi-Vari Chart  Variation is Composed of Levels; One Level Typically Contains Most of Variation  What Are Levels of Variation? •Die, Wafer, Lot •Wafer, Run, Shift •Furnace, Bank, Fab •Tester •Shift •Factory / Line  De-Constructing Levels of Variation Provides Insight Into Possible Root Causes Stepper PolyCD Shift 1 2 3 4
• 38. Basic Problem Solving ARA (Dec 15)- © 2015 - 38 ARA TRAINING Integrated Problem Solving Data Driven Knowledge Driven Question Driven Integrate
• 39. Basic Problem Solving ARA (Dec 15)- © 2015 - 39 ARA TRAINING Data Driven: Good Data  When is Data Bad ?  Under- vs. Over- Standing  Causality vs. Correlation  Data (Sample) Bias  Sufficiency  . . . Don’t Take “Data” at Face Value
• 40. Basic Problem Solving ARA (Dec 15)- © 2015 - 40 ARA TRAINING Knowledge Driven: Good Knowledge  When is Knowledge Bad ?  Under- vs. Over- Standing  Applicability  Capturing & Using Knowledge  . . . Don’t Take “Knowledge” at Face Value
• 41. Basic Problem Solving ARA (Dec 15)- © 2015 - 41 ARA TRAINING Question Driven: Good Questions  How do You Know This to Be True?  Response to Information or Descriptive Claim  Why Should I (We/They) Do This?  Response to Action, Suggestion, Recommendation . . .  What is it About ____ That Makes it Good (Bad/OK)?  Response to Value Judgment After Dennis Matthies The Basic Critical Question(s) Get Good at Asking Insightful Questions
• 42. Basic Problem Solving ARA (Dec 15)- © 2015 - 42 ARA TRAINING Matthies’ PQ Basic 7  8  Go/No Go  Clarification  Assumptions  Basic Critical  Causes  Outcomes  Action  Uniqueness  Why Spend Time on This?  What Exactly do you Mean?  What are We Assuming?  How do we Know This is True?  What Caused This?  What will be the Effects?  What Should be Done?  Is This the Only ...? Learn to Use The Full Toolkit After Dennis Matthies
• 43. Basic Problem Solving ARA (Dec 15)- © 2015 - 43 ARA TRAINING Argument Deconstruction Conclusion Reason/Evidence Source Assumption 1 . . . Assumption 2 . . . . . . Assumption n Stay Alert to Implicit Assumptions & Weak Source(s) After Dennis Matthies
• 44. Basic Problem Solving ARA (Dec 15)- © 2015 - 44 ARA TRAINING Assumptions: Breaking Them Down Step 1) Brainstorm / Uncover Assumptions Being Made Step 2) Evaluate: Ask 3 Questions About Each Assumption 1. How Likely is This Assumption to Be False or Mistaken in Some Way & How? 2. What are the Consequences if this Assumption is False or Mistaken? i.e. How Astray Will it Lead Us? How Long Would it Take to Recover? How Much Harm Will Result? 3. If We Don’t Know (or Not Sure) Whether/How Valid This Assumption Is, Would it Be a Good Use of Resources to Investigate Further? Step 3) Actions Based on Assumption’s Validity  Create 2X2 Matrix (Consequence vs. Validity) & Parse Assumptions (Next Pg); i.e. Sort Assumptions Out That Are Highest Uncertainty/Probability of Being Wrong and That If Not Valid Will Have Significant Consequences  Make Action Plan For Investigating Those Assumptions Further to Get Broader View of Risk Inherent in Thought Process After Dennis Matthies
• 45. Basic Problem Solving ARA (Dec 15)- © 2015 - 45 ARA TRAINING Prioritizing Assumption Evaluation Consequence of Assumption Assumption Validity Low High High Low Verify / Double-Check Underlying Support Accept Investigate & Reframe Reframe
• 46. Basic Problem Solving ARA (Dec 15)- © 2015 - 46 ARA TRAINING Assumptions: Basic Questions  What Are You Assuming?  What is The Person Next to You Assuming?  What Inferences Are You Making From Your Assumptions?  What Could Be Assumed Instead?  Why Would Someone Make This Assumption? Reference ??
• 47. Basic Problem Solving ARA (Dec 15)- © 2015 - 47 ARA TRAINING Assumptions: Sample Questions  You Seem to Be Assuming ______. Do I Understand You Correctly?  Your Reasoning Depends on The Assumption That ________. Why Have You Based Your Reasoning on ______ Instead of ______?  What Background Information or Data Are Your Assumptions Based On? Would Knowing ________ Change Your Assumption in Some Fashion? Reference ??
• 48. Basic Problem Solving ARA (Dec 15)- © 2015 - 48 ARA TRAINING Assumptions: Constraints  Assumptions About Constraints Common  Sometimes They are Unconscious  Sometimes They are a Conscious Assumption  How Do You Uncover Them?
• 49. Basic Problem Solving ARA (Dec 15)- © 2015 - 49 ARA TRAINING Matthies’ 9 Assumption Categories  Existence: Assumption That Something Exists When Someone Says, “The Solution to X Is...” They are Assuming That a Problem Exists and That There is a Solution for It.  Uniqueness: There is Only One of Something In The Above Example, It is Assumed That There is One Solution and One Problem; If Statement Started With “A” Rather Than “The” No Uniqueness  Measurement: Assumption That Something Is Measurable Someone Claims That They Have Found The Solution to X. This Assumes That X is Measurable and that There is an Accurate Way of Measuring Changes in X.  Possibility: Something is Possible, or Feasible When Somebody Says That They Are Trying to Solve a Problem, They Are Assuming That Finding a Solution is Possible, or That Under The Circumstances it is Feasible. It Could Be That The Solution is Too Expensive, or Would Take Too Long to Implement, To Be Viable  Value: Assumption That Something Is Good Or Bad When Someone Says, “I Have a Great Solution,” They are Obviously Attaching a Value Assumption – What is The Measure?” After Dennis Matthies
• 50. Basic Problem Solving ARA (Dec 15)- © 2015 - 50 ARA TRAINING Matthies’ 9 Category Assumptions  Audience: In Statements to Others We Make Audience Assumptions These Often About Shared Meanings, Shared Values, Or Shared Background. Ex: Team is Unable to Agree on Which is Solution, X1 or X2 , is Best. Someone Asks, “What Assumptions Are We Making About How Long X1 or X2 Will Take?” Group Realizes That Lack of Agreement Stems From Different Assumptions at About How Long (Or How Hard) X1 or X2 Will Take.  Category: We Have Categorized Something Correctly Team Leader Tells Manager The Proposed Solution is Too Expensive. It Could Be That Solving The Problem is So Critical That Cost is Secondary – Time is the Key Factor.  Similarity: Majority of Thoughts Are Unconscious Analogies Team Lead Says “As We Learned in Project X, If We Do Y … .” This Assumes That Solutions Used In Project X Will Work In a Similar Fashion on the New Project.  Time Constancy: Things Will Stay The Same Over Time Assuming That Current Conditions are Representative of The Past or That Critical Variables Stay Constant Over Time are Examples of High Risk Assumption in Problem Solving After Dennis Matthies
• 51. Basic Problem Solving ARA (Dec 15)- © 2015 - 51 ARA TRAINING Problem Solving Outline  Part 1: Overview of Methods (Plan)  Problem Solving Principles  Contrasting Different Approaches  PDCA / 4D & 8D Framework  D1 – D2: Form Team & Define Problem  Part 2: Step-By-Step Problem Solving (Do)  D3: Implement Containment  D4: Identify Possible Root Causes  D5: Identify Root Cause Corrective Actions  Part 3: Problem Solving Wrap-Up (Check & Act)  D6 – D8: Verify Corrective Actions, Prevent Recurrence, Document Results & Recognize Team  Appendix Part 2 Next
• 52. Basic Problem Solving ARA (Dec 15)- © 2015 - 52 ARA TRAINING (4) Identify Possible Root Causes (3) Implement Containment (2) Define Problem (1) Form Team (7) Prevent Recurrence (8) Document Results & Recognize Team (5) Identify Root Cause Corrective Actions (6) Verify Corrective Actions 8D Process 8D Problem Solving Method