Welcome

Training/Presentation on 8D.
8D for Suppliers

Introduction to the Role of MSL

Suppliers in the Process of
Systematic Problem Solving
Fundamentals of 8 D.

• 8D or 8Discipline methodology is the analytical &

informative way to understand, describe, analyse &
resolve typical problems faced in the organisation.

• It asks about why the process is operating outside of a

target range & provides a mechanism for identifying the
root cause & implementing appropriate corrective &
preventive actions.
Fundamentals of 8 D.

• Focus is on permanent solution to the problem &

hence, through 8D one can also change processes,
procedures or systems, so that the problem & other
similar to it are prevented from happening again.

• 8D technique requires a knowledge of basic quality

tools, techniques & procedures to succesfully resolve
the problem.
What are the reasons for this training ?

• Technical complaints are filled-out inadequately.

• Improved thinking method for solving problems.

• Incorrect application of 8D, leading to recurring defects.

• Lack of orientation towards TOPS - Team Oriented

Problem Solving.
 Structure of the training programme
• Orientation to 8D
Description of individual steps and
tasks of Team managers and members.
• Creating the appropriate prerequisites for successful
problem-solving.
• Discussion on a case study - Practical example
• Problem solving exercise & 8D report for a hypothetical
problem related to MSL - Supplier.
• Open discussions.
 Purpose of 8 D methodology

• Quick & permanent elimination of internal & external

customer complaints, using a systematic method of
finding and eliminating the real defect cause.
• Preventive transfer of the knowledge gained to
similar processes and products.
• Ongoing and final documentation of the problem
solving process.
 Why 8 D ?

. Quality
QS 9000,
Manual
Demand
By
Necessity
for internal
requirement Customers information

8D
Report
Systematic
Fault
Tracing Verification
Introduction &
by Customers
Documentation of
Determining in case of
Improvements
real fault Complaints
cause
 Any department in which the fault/deviation is detected is entitled to
issue a “ Technical Complaint” for which 8D report can be demanded….

Routing of 8D ...

. QSG5

Technical
Purchase
Sales

Supplier Customer

Workshop 1 Workshop 2 Workshop 3

Recognise
Recogniseproblem
problem D0
D0
Set
Setup
upthe
theProblem
Problemsolving
solvingteam D1

Problem
ProblemDescription
Description
team D1
D2
D2
Overview
Containment
ContainmentAction(s)
Action(s) D3
D3 TOPS / 8D* is a
Define
Definepotential
potentialcauses
causes concept to solve
D4
D4
Occur
OccurRoot
Root cause(s)
cause(s)
recognised, existing
No problems.
Identify
Identifythe
theroot
rootcause
cause
Verify the root cause
Occur
OccurPermanent
PermanentCorrective
Corrective D5
D5
action(s)
action(s)
Escape
EscapePermanent
Permanent corrective
corrective D6
D6
action(s) * Team Oriented Problem
action(s) Solving / 8 Disciplines
Preventive
Preventiveactions
actions&&Systematic
Systematic D7
D7
Recommendations
Recommendations

Congratulate
Congratulatethe
theteam
team D8
D8
 Recognise
Recognise problem
problem D0
D0

Purpose : In response to a symptom,evaluate the need for the

8D process.

If necessary, provide Emergency Response Action to insulate

& protect the customer, & then initiate the 8D process.

Symptom : A quantifiable event or effect experienced by the

customer, that may indicate existence of one or more

problems.
Recognise
Recognise problem
problem D0
D0

Before initiating 8D confirm whether :

•Is it a complex problem justifying approach

according to 8D ?

•No earlier 8D exists for the problem.

•Tasks & situation analysis is done

•Fault assessment / weightage is correct.

•Reasons for customer complaint is

assessed.
Set
Set up
up the
the Problem
Problem solving
solving team
team D1
D1

Purpose :

To establish a small group of people with the process

& / or product knowledge, allocated time, authority &

skills in the required technical disciplines to solve the

problems & implement corrective actions. The group

must have a designated Champion & the Team leader.

The group initiates the team building process.

Set
Set up
up the
the Problem
Problem solving
solving team
team D1
D1

Team Membership :

•Members must have different technical skills required

to resolve the problem. Necessary membership -

person from the affected area/customer.

•Team should be restricted between 4 to 10 members

depending on the complexity of the symptom.

•Membership can change according to the stage

within the process.

Set
Set up
up the
the Problem
Problem solving
solving team
team D1
D1

Role of the Champion :

•Ownership & control over the system or process

under consideration & the team activity.

•Authority to make changes & provide necessary

resources to the team.

•High level support for team decisions.

•Create an environment for empowerment of the team.

Set
Set up
up the
the Problem
Problem solving
solving team
team D1
D1

Role of the Team Leader :

•Teams business manager, spokesman, decision

maker & controller.

•Synergise the teams skills for problem solving.

•Focus on meetings purpose & agenda.

•Visualisation of the complaint on shop floor

•Explicitly give up the leadership role when

participating in discussions.
Set
Set up
up the
the Problem
Problem solving
solving team
team D1
D1
Form the 8D team – use the plant potential for problem solving

- Problem owner has act as leader or to nominate one representative

- Each member has to know - why he’s in the team and his role
- No hierarchy thinking in the team – only the contribution is important
- The boss of team members should be informed about participation
Departments: Manufacturing
Process engineering
Technical functions
Quality
Mr. Customer
Problem
Problem Description
Description D2
D2

Purpose :

•To describe the internal/external problems by :

•identifying “what is wrong with what”

•detailing the problem in quantifiable terms.

Any vagueness or inaccuracy at D2 can lead the

team to the wrong cause, followed by the wrong

corrective actions.
Problem
Problem Description
Description D2
D2

What is the deviation ?

What Object/ which process is affected ?

•Problem precise description

•Problem profile ( KT IS/IS NOT)

•Procure/Collect data as comprehensively as

possible.

•Secure & collect sample parts & pieces of evidence.

Problem
Problem Description
Description
D2
D2
Describe problem in detail - get full clarity about the defect

- Describe the problem as precise as possible

- Define responsibilities and due date for data collection

- Use graphs and charts for data base, Pareto analysis etc.

- Use simple questions like what, when, where, who ?

- One time defect or repeated defect ?

- Could a first inspection confirm the defect ?
Containment
Containment Action(s)
Action(s) D3
D3

Purpose :

To define, verify & implement the Interim

Containment Action (ICA) to isolate the effects of the

problem from any internal/external customer until

Permanent Corrective Actions (PCA) are

implemented. It is also the purpose of D3 to validate

the effectiveness of the containment action.

Note : D3 is the only optional discipline from the 8Ds
Containment
Containment Action(s)
Action(s) D3
D3

•CA is totally temporary in nature.

•It must not create other problems in the subsequent

process chain.
•PDCA principles may be used for deciding the CA.

•It has to be verified, may be through a trial run,

empirical tests, comparison with similar proven actions

or through review by cross functional team

•It has to be validated after implementation.
Containment
Containment Action(s)
Action(s) D3
D3

•How can the problem be tided-over ?

•What replacement measures are feasible ?

•How can the process be sustained ?

•How can it be prevented that defective parts are

further processed or even reach to the customer ?

•Stop delivery ?

•Sort the manufactured parts/stores stock ?

Containment
Containment Action(s)
Action(s) D3
D3
Containment actions –avoid further supply of defective parts

- Find out stocks at customer’s end, in transit, warehouse, & in factory

- Arrange sorting out of available stocks and / or recall from outside
- Check if other types / customers are affected from same defect
- Information and defect discussion with shop operators and setters
- Display the defect and all actions on shop floor
- Implement additional test to ensure 100% detection
–> Firewall or special overchecking (time limitation)
- Take first attempt to find out the source of defect and react immediately

Verify the effectiveness of containment actions - 0 defect to customer !!!

 D4 is the core procedure. Success of 8D lies on finding the
real root cause !!!

Occur
Occur Root
Root cause(s)
cause(s) D4
D4

Purpose :

Isolate & verify the root cause by testing each

possible cause against the problem description &

test data.

Isolate & verify the place in the process where the

effect of the root cause should have been detected &

contained but was not. (Escape point).

 D4 is the core procedure. Success of 8D lies on finding the
real root cause !!!

Occur
Occur Root
Root cause(s)
cause(s) D4
D4

•Possible Cause - Any cause identified on a Cause &

Effect diagram that describes how an effect may

occur.
•Potential Root Cause - Can be multiple. Will turn the

problem on & off and can not be eliminated based on

available data. This requires D7 prevention actions.

•Root Cause - The single verified reason that

accounts for the problem.

 D4 is the core procedure. Success of 8D lies on finding the
real root cause !!!

Occur
Occur Root
Root cause(s)
cause(s) D4
D4

Verification of the root cause is the proof that

confirms proper identification of the root cause. It

should be done in 2 steps - Passive & Active.

Passive verification is done by observations.

Active verification is a process where the variable

element which is thought to be the root cause is

used to make the problem come & go. This is the

important test for ensuring proper root cause.

Special slide by QMM
Root
Root cause(s)
cause(s) D4
D4
Root cause analysis – to know why the defect can occur

- Use analytical tools like Ishikawa Diagram, KT analysis, FMEA etc

- Find out all changes in process, tools, material, organization etc.
- Restrict the problem by grouping or defining margins
- Go into the depth of problem by using the “5 why questions” method
- Involve experts from other areas, RB plants, third parties
- Define further actions - how to continue and complete root
cause analysis
- Identify root causes for “defect not detected” (organization, skills,
technology etc.)
- Verify the probable root cause by tests, simulation, DOE etc.
Occur
Occur Permanent
Permanent Corrective
Corrective
Actions
Actions D5
D5
Purpose :
•Select the best permanent corrective action to

remove the root cause.

•Select the best permanent corrective action to

address the escape point.

•Verify that both decisions will be successful &

implemented.
•Verify that both decisions will not cause undesirable

effects.
Occur
Occur Permanent
Permanent Corrective
Corrective
Action
Action (s)
(s) D5
D5

The decision making process should necessarily be by

involvement of team members, with proper risk & benefit

analysis & weighing of all the alternative choices. PCA

developed thus, should be verified by actual trials

(preferably) so as to ensure that the root cause & the

symptom is totally eliminated.

It should be ensured that no “side- effects” or other

problems crop up on implementing the PCA.

Occur
Occur Permanent
Permanent Corrective
Corrective
action(s)
action(s) D5
D5

•What measures prevent appearance of the cause

which led to the deviation complained ?

•Modification of the product,

•Modification of the production process,

•Modification in the organisation, Quality System etc.

•Evaluate the effectiveness of these permanent

corrective actions & decide further….

Occur
Occur Permanent
Permanent Corrective
Corrective
action(s)
action(s) D6
D6

Purpose -
To plan & implement selected PCA, remove the ICA,
validate the PCA & monitor long-term results.
Key Concepts -
•Plan steps necessary to implement & validate the
PCA
•Planning & problem prevention is applied to each
step of the plan to implement the PCA
Occur
Occur Permanent
Permanent corrective
corrective
action(s)
action(s) D6
D6
In short, it is :
•How can the modifications decided in D5 be
implemented as far as possible without problems ?
•What potential problems are conceivable in
connection with the modifications ?
•Action Plan
•Potential Problem Analysis
•Critical areas ( risks + side effects)
•Preventive measures
•Protection actions
•Information to all concerned..(Work Instructions)
Preventive
Preventive actions
actions to
to avoid
avoid recurrence
recurrence D7
D7
Purpose -
Modify the necessary systems--including the
policies,practices & procedures -- to prevent
recurrence of this & similar problems.
Make recommendations for systematic
improvements, as necessary.
Rationale for completing D7 -
Fix the root cause of the root cause of the problem.
Address the systems, practices,policies &
procedures that allowed the problem to occur &
escape.
Preventive
Preventive actions
actions to
to avoid
avoid recurrence
recurrence D7
D7

How can it be ensured that disturbing influences are

permanently.. Prevented
Detected & Reported at an early stage
Eliminated ?

Constructional Training
Organisational Measures Work Instructions
Information Poka- Yoke

Transfer the knowledge/experience to other areas.

Team
Team &
& Individual
Individual
Recognition
Recognition D8
D8

Purpose -
•Complete the team experience.
•Sincerely recognize both team & individual
contributions.
•Celebrate.
This is where the documentation ends & is archived,
Feedback is given to the affected persons /
departments/ organisation.
 Team
Team &
& Individual
Individual
Recognition
Recognition D8
D8

Completing Unfinished Team Business -

Finalising & archiving documentation.
Recognising technical lessons learnt.
Making the final presentation to the Champion.
Submit to the internal/external customer who has
raised the 8D by raising warning signs through the
symptoms observed by him.
 Team
Team &
& Individual
Individual
Recognition
Recognition D8
D8

Review process success :

•What have we learnt ?
•What was good - what should we improve during
solving problems in future ?
•How can we acknowledge the persons involved ?

Close the 8 D; Report the findings to the

internal/external customers; Congratulate the team &
seek new avenues for improvements
Do‘s
Do‘s &
& Don‘ts
Don‘ts in
in 8D
8D process..
process..

Do’s :
•Involvement of all the team members during the process.
•Ensure defect free supplies in the meanwhile ( Fool proof
containment actions)
•Visualisation on the shop floor.
•Systematic review of each step against the set time frame
& the effectiveness of the actions & the yield thereof.
Do‘s
Do‘s &
& Don‘ts
Don‘ts in
in 8D
8D process..
process..

Do’s :
•Regular information exchange within the team, to &
from the customer, to & from the champion, to & from
the management.
•8D closed only when all the actions are effectively
completed, & the symptoms/problems raised are totally
resolved.
•Presentation by the team to the customer/initiator of
the 8D
Do‘s
Do‘s &
& Don‘ts
Don‘ts in
in 8D
8D process..
process..
Don'ts :
•Do not initiate a fresh 8D if any 8D is initiated for the
same/similar problem. The old 8D is to be revived &
accordingly addressed for preventing recurrence.
•Do not develop the process on only one persons
knowledge & experience. Check & recheck all the
possible hypothesis generated in the brainstorming
process. Synergising the skills of all guarantees
success.
Do‘s
Do‘s &
& Don‘ts
Don‘ts in
in 8D
8D process..
process..
Don'ts :
•Do not start the next step unless the earlier steps are
properly analysed & reviewed. Success of 8D lies in
proper review.
•Do not believe in what is obvious, unless it is properly
tested & confirmed.
•Do not exceed the deadlines set. In case of
contingencies, if it happens, keep the customer & all
the concerned informed , with proper justification.