Problem Solving
and
Continuous Improvement
8D
Purpose. Review the 8D methodology used to address the
root causes in order to eliminate the source(s) of the
problem.
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p1
Problem Solving and Continuous Improvement
Find
PoC
!
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p2
Problem Solving and Continuous Improvement
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p3
Practical Problem Solving
Application Questions
> What do you think is a problem?
> What is actually happening?
What do you actually know?
Do you know enough to decide what it makes sense to do?
Can you see what is happening?
What should be happening?
Can you break the problem down into smaller problems.
> Can you see the point/area of cause?
Do you need to track back to the point/area of cause?
What is the pattern/tendency of the problem?
• Where, When is it happening?
• Who, What is involved?
• How Much, How Long, How Often is it happening?
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p4
Practical Problem Solving
Application Questions
> Why is this problem occurring?/What is its root cause?
Can you find and confirm the direct cause of the problem?
Can you find and confirm the next level of cause?
Can you prevent recurrence of the problem by addressing the next level of
cause?
…..If not, continue asking Why? And conducting Cause Investigation until you
find the root cause
> What action(s) should you take to address the problem?
What temporary measures will eliminate the problem until you can address
the root cause?
What countermeasures are needed to address root cause and prevent
recurrence of the problem?
> How will you check when you follow up to confirm results?
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p5
“5 Why” Cause Investigation Questions
(to find root cause)
> Why is this problem occurring?
Can you see the direct cause of the problem?
If not, what do you suspect as potential causes?
How can you check the most likely potential causes?
How can you confirm the direct cause?
> Do you need to ask Why? And continue Cause Investigation?
Will addressing the direct cause prevent recurrence?
If not, can you see the next level of cause?
If not, what do you suspect as the next level of cause?
How can you check and confirm the next level of cause?
Will addressing this level of cause prevent recurrence?
….If not, continue asking WHY? Until you find Root Cause
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p6
“5 Why” Cause Investigation Questions
(to find root cause) – cont.
> Have you found the Root Cause of the problem?
Can you prevent recurrence by addressing this cause?
Is this cause linked to the problem by a chain of cause/effect relationships
that are based on fact?
Does the chain pass the “Therefore” test?
If you ask “Why?” again, will you be into another problem?
Can you turn the problem on and then off?
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Fundamental Principles of
Practical Problem Solving

*Set aside pre-conceived ideas
*See the abnormal occurrence and point of cause first
 hand

*Delay cause analysis until you have a thorough grasp of
 what is actually happening


*Establish cause/effect relationships based on fact not assumption

*Continue asking Why? Until you can prevent recurrence of
problem by addressing its root cause

*Can the problem be turned on and then off?
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the
p8
Grasp Situation
Initial
Problem
Perception
WHERE?
WHAT?
Trackback
P*
PoC
direct cause
next level of cause
P* =
The real
problem
WHY?
next level of cause
next level of cause
ROOT CAUSE
CAUSE INVESTIGATION
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p9
“5 Why?” Cause Investigation
Abnormal Occurrence
WHY?
X
(cause/effect relationship)
Direct Cause
C
X
WHY?
X
X
(cause/effect relationship)
X
C
Cause
WHY?
X
(cause/effect relationship)
X
X
C
Cause
WHY?
X
X
(cause/effect relationship)
Cause
X
C
WHY?
X
X
C
ROOT CAUSE
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How to Locate PoC
- Exhaust System Case (1) Problem perception
George feels the
Design is an
Obstacle!
“This is a big
Problem for me!”
George
(2) Grasp the Situation
• What is actually happening?
• What should be happening?
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How to Locate PoC
(3) Locate the Point of Cause
• He feels this is a problem. But he can’t see the PoC.
• To find the PoC, let’s track back this assembly line!
George first picked up
problem here
Assembly flow
1
Observe
Can see the
Same abnormal
occurrence
2
Trackback
Observe
Can see
3
Trackback
Observe
Can see
Process 4 is the point of cause!
Go back to
4 and observe
4
Trackback
Observe
5
CAN NOT SEE
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6
p 12
How to Locate PoC
1.1.
Problem Perception
2.2. Grasp the Situation

….draw the work flow to produce the report
1
2
3
4
5
7
10
6
11
8
9
Workflow
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p 13
How to Locate PoC
3) Locate the Point of Cause (PoC) by Tracking Back from
Final Product
1
2
3
4
5
7
10
6
11
8
9
Track back
… look for points in process where mistakes first appear
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8D Problem Solving Methodology
8D
Supplier
Training
Purpose. Review the 8D methodology used to address the
root causes in order to eliminate the source(s) of the
problem. Follow step by step the 8D format and Prism 8D
template to document the 8D and DO processes.
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8D Process steps
D0- Symptom &
Response
D8
Recognitions
D7 Prevent
Reoccurrence
D1- Team
8 D
D6i Implement
Corrections
D2- Problem
D3- Containment
D5- Define
corrections
D4- Cause
and Escape
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What is 8D?
>8D is eight disciplines of Problem Solving
>A disciplined process which addresses problem solving in:
- A methodical and analytical method addressing root causes to
eliminate the source(s) of the concern.
>8D also refers to the form that is used to document the
problem and resolution
- Also called 8-D Report
- Corrective Action Report
- EW8D Report – East-West-8D
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8D General Information
- General Information
- Supplier Material Rejection
Information
- Target Dates
- Default Team Members
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D0. Prepare for 8D
D0- Symptom &
Response
D8
Recognition
D7 Prevent
Reoccurrence
D6 Implement
Corrections
D1 Team
D0
D5 Define
Corrections
D2 Problem
D3 Containment
D4 Cause &
Escape
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DO
D0 Preliminary Data & ERA Generation
>Collect information very shortly after defect was reported
 Using preliminary assessments to determine who, where, what , when . . .
 Look for the symptoms and generate the ERA
> ERA: Emergency Response Actions
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D1 Form the Team
D0 Symptom
and Response
D8
Recognition
D7 Prevent
Reoccurrence
D1 Team
D1
D6 Implement
Corrections
D2 Problem
D3 Containment
D5 Define
Corrections
D4 Cause
and Escape
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Why use a team?
> Working as an individual is often less proficient
> Working in a group maximizes the potential output
> Opportunity to select people with process and product knowledge.
> Working in a group maximizes the potential output
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Team Selection
Forming the team:
>Select the member based on their skills
 Process knowledge
 Product Knowledge
 Communication skills
 Data analysis skills
>Select multidisciplinary team
 Engineering
 Production
 Quality
 Maintenance
It’s your team pick the best people!
 Others
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D1 - Steps to follow
>Define team members role
 Champion ( Assigned person or Supplier)
 Leader ( Regal)
D1
 Team Members
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D2 Problem Definition
D0 Symptom &
Response
D8
Recognition
D7 Prevent
Reoccurrence
D1 Team
D2
D6 Implement
Corrections
D2 Problem
D3
Containment
D5 Define
Corrections
D4 Cause
and Escape
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D2 - Describe the problem
D2
An adequate problem description = at least 50% of its solution
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D3 Containment actions
D0 Symptom &
Response
D8
Recognitions
D7 Prevent
Reoccurrence
D1 Team
D3
D6 Implement
Corrections
D2 Problem
D3 Containment
D5 Define
Corrections
D4 Cause
and Escape
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D3
D3 - Interim Containment Action
> Actions to contains the effects of the problem must be done
> Urgent Actions to avoid customer dissatisfaction must be carried
out
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D3 Interim Containment Action
This is stage where containment actions are taken to
prevent the escalation of the problem.
>The containment action could include:
100% inspection
Stoppage of production / shipment
Substitute process
Rework
Field service action
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D4 Root cause
D0 Symptom &
Response
D8
Recognition
D7 Prevent
Reoccurrence
D1 Team
D4
D6 Implement
Corrections
D2 Problem
D3 Containment
D5 Define
Corrections
D4 Cause
and Escape
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Root Cause Analysis
D4
When root cause is identified, the problem can be turned off
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Verification & Validation
> Verification and Validation are often not well understood. Verification and
Validation work together as a sort of ‘before’ (Verification) and ‘after’
(Validation) proof.
 Verification provides ‘insurance’ at a point in time that the action will do
what it is intended to do without causing another problem. Predictive.
 Validation provides measurable ‘evidence’ over time that the action
worked properly.
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Verification & Validation
Step
Process
Purpose
Verification That the “containment action” will stop the symptom from reaching
the customer.
D3
Validation
D4
Verification That the real root cause is identified
D5
Verification That the corrective action will eliminate the problem
D6
Validation
That the containment action has satisfactorily stopped the
symptom from reaching the customer according to the same
indicator that found it.
That the corrective action has eliminated the problem according to
the same indicator that found the issue.
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D5 - Define Corrections
D0
Symptom &
Response
D8 Recognition
D7 Prevent
Reoccurrence
D1 Team
D5
D6 Implement
Corrections
D2 Problem
D3 Containment
D5 Define
Corrections
D4 Cause and
Escape
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Permanent Corrective Actions
>For this activity we have to consider two levels of need:
 Given: those criterion that must be met and that are measurable and
realistic to achieve.
D5
 Wants: Those criterion that are nice to have but not necessary critical.
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Permanent Corrective Actions MUST:
> Eliminate the root cause
> Prevent recurrence
> Be implemented in a timely manner
> Be objectively verified
> Be effective
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D6 - Implement & Validate C/As
D0
Symptom &
Response
D8 Recognition
D7 Prevent
Reoccurrence
D1 Team
D6
D6 Implement
Corrections
D2 Problem
D3 Containment
D5 Define
Corrections
D4 Cause and
Escape
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D6 Validate Permanent Corrective
Actions (PCA)
>For this activity we have to consider:
D6
Verify the permanent corrective actions as they were documented
 Measure the effectivenesss of the permanent corrective actions
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Validation Tools
Trend Chart
Pareto Chart
Is / Is Not
PFMEA
Chi Square
3 Leg 5 Why
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D6 Implement Permanent Corrective
Actions (PDCA)
Choose and implement PDCA use the Deming Cycle.
>Plan:
• The implementation of the PDCA.
• Plan for validation
• Plan to continue monitoring the effectiveness.
>DO: Initiate the implementation
>CHECK: Check the PCA has been fully implemented
>ACT: Take actions on any variation from the plan
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D7 Prevent Reoccurrence
D0 Symptom &
Response
D8
Recognition
D7 Prevent
Reoccurrence
D1 Team
D7
D6 Implement
Corrections
D2 Problem
D3 Containment
D5 Define
Corrections
D4 Cause &
Escape
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p 41
D7 - Prevent Reoccurrence
D7
You can consider apply the permanent corrective actions to other
processes, area or products.
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D7 Prevent Reoccurrence
Identify and implement steps that need to be taken to prevent the
same or similar problem from occurring in the future.
> Modify specifications, PFMEA, Control Plan, etc.
> Update training
> Review workflow & process flow
> Improve management system, operating system, practices and
procedures
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D8 Congratulate the Team
D0 Symptom &
Response
D8
Recognition
D7 Prevent
Reoccurrence
D1 Team
D8
D6 Implement
Corrections
D2 Problem
D3
Containment
D5 Define
Corrections
D4 Cause
and Escape
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p 44
8D - Formal Closure
D5
Team members efforts grow with the recognition
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Congratulate Team
The final step in a team oriented problem solving effort is to
recognize the teams
>How to congratulate the team
• Review significance of contribution
• Provide appropriate recognition
• Celebrate successful completion
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8D Closure Check Points
Supplier must ensure the changes in following documentswherever required
> Photographs of the evidences (Preferably Before & After
Photographs)
> Process Flow Diagram
> SOP’s
> FMEA
> Control Plans
> Update PPAP documents, PSW Approvals (Wherever applicable)
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8D - Shipping Instructions
Product/Process Changes
> Product/Process changes for corrective actions/improvements due to
8D, Quality issue or Engineering change:
> Shipping Requirements:
Supplier must ensure that all material skids/bins must be tagged before shipment
with Bright Green Tags on (2) sides as “Certified Material”.
The shipping documentation and or certification tags must contain at a minimum;
part number, revision level and mfg. date. and change(s) made
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p 48