I made an 8D Problem-Solving template and will explain the method.
[Intro Video]
Hi, this is Mike Negami, Lean Sigma, Black Belt. This topic is a request
from one of my viewers: "Please make videos on 8D Problem-Solving procedure and root cause
analysis 5w1h.” Thank you, sekhar for the request. 8D's D stands for ‘discipline’,
and this method has become widely used in process and product improvement, especially
in the manufacturing industry after Ford began using it companywide.
These are the steps of the 8D Problem-Solving method. It’s similar to Lean Sigma’s DMAIC,
but it’s simply and clearly described so it’s easier to use. It’s suitable when
you want to start a problem-solving project immediately.
Compared to DMAIC, up to D2 is the Define Phase. In 8D, there is no content of the Measure
Phase. It’s good for improvement projects of service operations which don’t use the
Measure Phase much. D3 is “Conduct Interim Containment Actions.". This content is not
included in DMAIC. D4 has the same purpose as the Analysis Phase.
Up to D6 is the Improve Phase and the rest are the Control Phase.
Some of you may have noticed that since there are D0 to D8, that is 9 steps, so it should
be 9D. This is because D0 was added later. Preparation and planning are always important.
I made a template for this 8D Problem-Solving method. Let's see each item of 8D on the template.
The first step is “D0: Prepare and Plan for the 8D.” Answer “Why did this project
need to start?” If you write this answer down, you can start again from that point
when you get stuck somewhere in the project. Also, please write drafts for steps D1 and
D2 here. In addition, write a rough plan on how to carry out this project and conduct
necessary preparations. Next is “D1: Form a Team.” Write the team
leader’s and team members’ names here. They are responsible to attend when there
is a meeting. SME, Subject Matter Experts are those who have knowledge and experience
necessary to solve the problem so they will become advisors.
Then, gather the project team members who were selected.
Next is “D2: Describe the Problem.” Please don’t write people’s opinions here, just
write the facts and information based on data if possible.
At this time, 5W2H questions are useful, such as: Who is affected by the problem? What is
the problem? When did the problem start, and any other time-related information? Where
did it happen, and any other location-related information? Why does this happen? How, and
in what situations does the problem occur? How many, or what is the scale and other quantitative
information? Please write these answers here. The problems
will become quite clear. “D3: Conduct Interim Containment Actions.”
In this stage, we’ll look into the issues to see if any important stakeholders, especially
our customers, are getting negatively impacted by the problem. If so, we have to deal with
that quickly to eliminate it or minimize it. Please write what you’ll do here and execute
it. However, this is a temporary solution, so
discontinue this solution later when the permanent solution is implemented.
“D4: Identify the Root Cause.” With surface solutions, the problem will reoccur over time.
Be sure to find the root cause and always deal with it. There are a few useful tools
for this stage. It’s effective to make a Value Stream Map and conduct the 7-Waste analysis.
Using the Ishikawa Diagram and 5-Why Analysis is very common practice for this purpose.
There are videos and templates about these tools. Please utilize them. “D5: Develop
Permanent Corrective Actions.” Since you’ve found the root cause, solutions will come
up naturally. Write them here. Effective tools in this step are Brainstorming,
the 5-How Analysis, FMEA (Failure Mode Effects Analysis), and so on. In the near future,
I’ll make a video about the FMEA and the Control Plan tool.
“D6: Implement and Validate the Permanent Corrective Actions.” In order to transform
the current situation to a permanently solved situation, we’ll make and execute a transition
plan with the Control Plan tool. In this stage, having good communication with stakeholders
is the key to success, and validate that this solution solved the target problem. Usually,
you’ll repeat from D4 to D6 until the problem is solved.
Next is “D7: Take Preventive Measures.” Consider why this problem could not be prevented
beforehand in the current system, and make a preventive action plan and execute it.
Also review the upstream or downstream processes and create a situation where similar problems
can not physically occur in the future. The last step is “D8: Close and Congratulate
the Team.” Summarize all project materials and lessons
learned, in order for other project teams in the company to refer to or reuse them. Lastly,
publicly recognize the project team for their efforts and success. This will not only motivate
them, but also motivate other employees and the entire company.
Once you complete this 8D template, it gives a big picture of the project. You can give
this to your stakeholders and use it as the final report.
This is the end of the explanation. Please utilize this template to start problem solving
or a process improvement project. Thank you very much for viewing. Please click
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