8d problem solving worksheet example

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• What is 8D? A template for efficient pr ...

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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8D Problem Solving Template

Subject: template.

8D Problem Solving Excel Template

8D Problem solving does not need to be an unstructured problem-solving processes with our 8D Problem Solving Excel Template. This template is designed to streamline your problem-solving journey by providing a structured and systematic approach. With a clear to follow and customizable fields, you can easily track your problem-solving progress and store important information.

Learn More about 8D Problem solving

Requirements

Training information.

User-friendly Design : Easy-to-use interface with clear and concise information flow.

Time-saving: Automates completion of fields from previous sheets so the problem-solving process and saves you time and effort compared to manual methods.

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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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8D Methodology | Problem Solving Method | Example | Excel

What is 8D Methodology?

Eight Disciplines of Problem Solving:

• Establish the team
• Describe the problem
• Develop interim containment actions
• Define and verify root cause & escape points
• Choose and verify permanent corrective actions
• Implement and validate permanent corrective actions
• System prevention actions to prevent a recurrence
• Recognize team contributions

8D Problem Solving Example:

D1: establish the team:.

D2: Describe the Problem:

D3: develop interim containment actions, d4: define and verify root cause & escape points:, d5: choose and verify permanent corrective actions.

• Elimination
• Replacement
• Facilitation

D6: Implement and Validate Permanent Corrective Actions

D7: system prevention action to prevent recurrence, d8: recognize team contributions, related posts, 14 comments.

Very detailed explanation on 8D. Thanks

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Hi, clear and detailed explanation. Thanks for that.Just want to know how to download the excel template. Could you pl support

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How to download all this topic

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Great website! Thank you for sharing your knowledge. This is a great learning source

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Very useful

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8D (Eight Disciplines) – The problem Solving tool

In this modern era, to sustain products in the market needs to use advanced manufacturing processes. Modern machinery and cost effective processes for produce quality products with low cost. but as you all know that. It’s difficult to constant manufacturing processes and sustain product quality. Because it is natural that, during the working time unexpected problems can be occurred and that kind of problems must be resolved in respective manner. Some organizations are used outmoded technique that solve the issues on temporary basis. As well those problems can be possible reoccur in processes in future.

So, needs to efficient system that eliminate the possibility of reoccur issues as well as smooth the manufacturing processes. Fortunately, we have some problem solving tools can solve the issue permanently. 8D (Eight disciplines) is one of the popular problem solving tool that in now days, organizations are adopting pleasurably. OK, so let’s see how to implement 8D in organization.

What is 8D (Eight Disciplines)?

“8D (Eight Disciplines) is problem solving tool / methodology used for correctly identified the cause of the problem, fixed and dissipate possibility of recurrence of quality problems.”

8D model is systematic approach popularly used in responding to manufacturing issues. Generally, quality team conduct eight disciplines processes for identify root causes of problem and eliminate it by appropriate actions. The 8D (Eight Discipline) model is correctly identify the cause of the problem. And apply such actions to prevent recurrence of the problem. 8D is perform as preventive and corrective action system by implement step by step process to identify potential and actual problems in processes.

Benefits of 8D (Eight Disciplines)

• The 8D method is very easy for implement in workplace as well as logical method that clearly indicate required steps of problem solution.
• The method is very popular in automotive industry, mean your customer may ask for 8D report for its own application implementation. Because it is reliable and well know problem solving tool for automotive industry.
• An excellent way of reporting non conformance to suppliers and their corrective actions.
• 8D helps to eliminate complicated issues at appropriate locations where defined the causes of the problem incorrect, lack of consequences in implementation and same problem appear again.
• The team approach works best when the problem, and its associated information is labyrinthine. Because 8D is designed and capable for special cause of problems identification and elimination.

8D (Eight Disciplines) Process Chart: Table

8D (Eight Disciplines) Methodology

• D1: Team Establishment
• D2: Problem Description
• D3: Containment Action
• D4: Root cause
• D5: Corrective Action
• D6: Implement and validation corrective actions
• D7: Prevent recurrence
• D8: Verify and congratulate team

The 8D (eight Disciplines) is a process for systematic introduction of quality perfection, improvement and elimination of problems. Here in this article I will show you step by step approach and using several examples of the problem solving tools . When we involve in 8D methodology and its processes using a structured method, we become very effective at identifying cause of problems, defining problems and mistakes. As well as easily establish root causes and taking actions that solve and prevent problem identifying in processes.

So, let’s see 8D (Eight Disciplines) in deep:

As you well know, whenever any problem occurring in the manufacturing processes before you must see some warning sign that indicate the problem. Which is being experience in terms of an undesirable results and can be describe using data to identify the variation as expected and actual results.

Actually, this is the preparation stage that require to be complete before starting the eight disciplines processes in organization. Generally, peoples asking what type of preparation required before 8D process? –

A deep analysis and empathetic of the issues and problems, previous experience with same issues or related issues are necessary to determine. If the eight disciplines (8D) is the correct method to be used for solving the issues.

You have to ask the questions as below as recognizing the problem:

• Describe it is new problem in organization / division? If same problem, occur previously at where? If it is new how long from it were being in process. Or it is unknown cause?
• Has it occurred before? where? and what solutions / actions are applied at on it? What is the history of this problem?
• Why it’s happened again? is there proper solutions are not applied? what causes behind it is occur again?
• What problem solving method was used? It was joint method for one or more problem? if it is separately performed what was defects remained in method?
• To consider warning sign of problems is it really looks very complex to one person cannot resolve the problem?
• To consider above points, does the problem warrant required an eight Disciplines (8D) method? if yes, why and proceed it.

The 8D (eight disciplines) process is a team based problem solving methodology. Hence the team members must be involve for identify, action plan and eliminate issues of appropriate problem. A deeper understanding of the problem & its previous records are required to ensure if the 8D solved issues for raise issue.

D1 »  Team Establishment

The team establishment is first step of the 8D (Eight Disciplines) approach. This discipline is significant stage as the eight disciplines is based on the substance of team cooperation. Establishment group of peoples called CFT (Cross Functional Team) where must each one from different department is selected by management, with the production process knowledge, product knowledge, and skill in the required technical disciplines to solve the problem and implement corrective actions.

Why team approach is important?

• CFT (Cross Functional team) build by group of peoples from different department and expertise. So any technical issues can be possible to identify, fix and eliminate problem through it.
• A Cross functional team can perform more effectively than individuals trying to solve problems.
• Cross functional team may have adequate capability to introduce proper solution of the problem.
• A group of people can discuss, focus on negative effects of actions, and can think creatively.
• Brainstorming as a group can stimulate ideas giving the team a better perspective of the problem.

A Cross functional team for eight disciplines consists of more than two people who are closely concern to the problem. Generally, involves peoples form different departments in the organization coming together to solve a problem. The skills that the team members require for this discipline to ensure the proper solution are:

• (A). Team member must knowledge of product / part / item (manufacturing processes, assembly etc.)
• (B). Team member must know the process where the problem has showed itself.
• (C). Team member must have knowledge of the customer application, technical use and end application requirements.
• (D). Team member must have skill about decision making, communication skill , and analysis of the processes and data related to manufacturing processes.

How to define team role & responsibility?

Usually, every team must have leader, here the same team leader has an important role to establish procedures and implement actions accordingly. The team leader must prepare a list defining the team structure as eight disciplines concern. the list is also important to establish role & responsibility in 8D processes. Every team member has its own importance in 8D methodology. Because every single member comes with different expertise. Hence to solve problem multifunction conception and views helpful for appropriate issues.

The role and responsibilities of the individual team member must have allocate by the team and will involve some of the points are:

Data collection and analysis, experimentation, decision making processes, modelling managing resources, planning and implementation of action plans, action plan verification and validation, communications etc.

The common processes and requirements for the 8D processes needed to contribute to the problem solving effort.

D2 »  Problem Description

Problem description is a second stage designate for deep into the problem & getting a more complete information and sophisticated understanding of the problem. The problem description indicates, problem clearly identify and the eight discipline problem solving planner activities to take as much actual information as possible. Which organizes the first analysis perform in the problem solving process. You have to describe problem accurately in this stage, clear designed information is foundation to further steps of analysis.

The process of this discipline as below:

Describe The Problem Process Flow: Table

A problem description is the results of a practice that uses the is / is not method to magnify the problem statement. The location and nature of the problem have to be describe along with its impacts. Another very important analyzing results of information. To ensure that the problem involves is recurrent or whether it could occur on particular process or product.

See table below help for better understanding:

Describe the problem with Is / Is Not Method: Table

When the describing the problem with 5W + 2H (Who, What, Why, Where, When, how, how many / much) method should be use. Where you get the answered thoroughly and systematically by the questions.

See picture below for problem analysis worksheet:

Remember that, you have to specified problem statement been defined, and you have get to know for certain why that is occurring. So Is / Is not analysis must been perform for it. You have to also verify that the similar parts / components displayed the same problem? current process flow identified? does this process flow represent a change.

Once you get the answer you can collect the data and analyze it. The information you collected are evaluated for potential root causes, and identify physical evidence of the problem. The problem description been reviewed for completeness with 8D (Eight disciplines) customer and affected parties, and document the activities.

D3 »  Containment Action

This is the stage where are taken correct containment action to prevent escalation of the problem. Or at the worst delivering non-conforming product to the customer. You have to describe the containment action plan to put in place in order to eliminate the effects of the problem. In this stage, immediate correction action should be carrying out in the shortest time possible. The main objective of the implement interim actions / containment actions to isolate issues from parties while a permanent solution is being develop and implement.

Why containment action required?

• When the cross functional team working on identification of the root causes of problem , collecting information and other related processes might possible some defective product produced by manufacturing in tenure. So, it is extremely important containment actions on this condition at appropriate locations.
• To ensure the customer has minimal or no impact felt as a results of the problem identified, as well prevent these defective products from getting the customer.
• In case of any defective lot / product reached to customer, it may not comply requirements to end application, hence customer will claim and complaints as results customer dissatisfaction.
• Due to immediate actions, the similar products and processes must be verified and ensure the risk levels are minimum or not evident.

Through PDCA Cycle

Plan »  Prepare the most effective containment action plan and implementation including verifying the containment action effectiveness and concerned activities such as work instructions , resources and equipment available.

Do »  The plan must execute as containment action plan prepared, and ensure that the actions should be clearly communicated at processes and management levels.

Check » It is cross function team responsibility that every containment actions prepared during the planning section must be implemented exactly accordingly and ensure that it may continue to be effective. One of the important activity of this section is to verify and ensure that. The activities must not any other side effects raise as a result of the containment actions.

Act » Take the actions to ensure containment action are effective and sustained with all manufacturing and supporting processes. Take the questioners and get the feedback from internal and external customers to implement and make sure is there further containment actions or correction required to rectify other issues.

8D – Containment actions checklist

8D containment action points:

D4 »  root cause.

On this stage in Eight disciplines (8D) problem solving process, needs to establish and describing the root causes of a problem is the core of this disciplines. And you will have appraise the team structure and configuration to ensure that all the right skills and experience is available for the upcoming phases or processes in the problem solving effort.

Elimination of the problem should be detecting the real cause of the problem. The objective of the explain and verify root causes is to identify all significant causes which could clarify why this problem happens. An eliminate and confirm the root cause by examine each significant cause against the describe problem and results of tested data.

For define and verify root causes you have to step out as below:

• Establish a process flow and Cause and Effect Diagram to include all the sources of variations.
• Develop a stratification cause and effect diagram, but remember that, the cause and effect diagrams used input from all team members, lack of the information of remains any points or data left, you will not get real cause.
• Establish comparative analysis, by determine critical differences between problem location and non-problem locations.
• You can also use time line analysis. Graphical / visual charts give you better understanding in most cases.
• Index the potential causes of problems by use both the process flow and cause and effect diagram.
• By using the both the tool, you can analyze the potential cause for the most likely cause.
• Determine slot of data, identify the potential cause as a root cause.
• Collect and analyze the appropriate information to identify the potential cause as a root cause.
• Specify causes that permitted the apparent warning sign to occur, are the root causes and often repressed deep in the processes. You can use the tools to help in the whole processes that is problem solving techniques are : (1)  Pareto charts  (2) 5 Whys analysis (3) Statistical analysis (4)  Flow charts  (5) Fishbone diagram (6) GR & R study (7)  FMEA  (8) Frequent audits (9) Fault tree Analysis (10) Brainstorming etc..

The time line is one of the important and useful tool that manage the records at time line of all events in and around the problem.

A company making steel tubes is experiencing a pits on tubes problem identified.

The significant processes / event are recorded on a time line are:

The time line helps to draw processes and events on time. Though it you can get the answer when actually the problem was first seen at which location. Now you can filter out possible causal theories later in the process by identifying what could possibly have caused the problem and what could not have caused the problem.

There are more three important stages you have to concentrate are:

(1) Develop possible causal theories (2) Establish possible root causes (3) Verify possible root causes and define and verify escape point.

You must do deeply thought about the possible causes and documents on separate media. For each of the cause you have to prepare a proper theory that describe how that the possible cause would result in the problem being experienced. You have to do write note of each ideas for develop causal theory for possible root causes.

Ask the simple question to each causal points that answered in “IS” / “IS NOT”. Does this explain the reason why the problem exists on the “IS” and not on the “IS NOT”. For separately of the possible root causes, there now requirements to be useful action to validate the possible root cause. This should be carried out in practical terms wherever possible.

D5 »  Corrective Action

On the fifth stage of eight disciplines, the cross functional team must determine which corrective actions should be establishing and implement in the short period of time to ensure that the processes and product quality maintained and controlled. The corrective actions must be requirements that satisfy both the parties internal and external customers. Once the root causes are known, team concentrate on the permanent solutions, by systematic approach is needed to use the root cause analysis to establish actions for proper solution. The points that you need to focused on:

• Empathetic and defining the problem, the eight disciplines (8D) team must be able to defining the problems and implement the solution practically.
• Enclosing the effects of the problem, please note that implementation and using the program for solution must be cost effective.
• Identifying and verifying the root cause of the problem.
• Need to permanently solve the problem, and the solution must be feasible.
• Confirm the potential solutions through testing programs, and remember that the implementation program should not fail during the implement in production so, it is important the solution is a test and essential characteristic such as mistake proof and affordable.
• Verify that the solution eliminates the problem and its effects;

In fifth stage of eight disciplines, the team can introduce the additional control in the processes, and ensure that the solution is properly validated that during the implementation in running production it will not raise any unwanted issues, so trail on the small quantities first to verify the solution is effective is necessary. To ensure that the permanent corrective actions need to establish proper process flow for it, see the example process flow:

Verify Corrective Actions Process Flow: Table

Verify the corrective actions

It is extremely important that all the established actions and implementation plans for fix the issues must be performed to not leading any further problems. So, cross functional team must well aware of this kind of technicality and must should try out the implementation program with small part of production or small quantities first to verify its effectiveness.

Corrective actions test with pre-production with small quantity can confirm that the identified corrective actions will resolve the problem of the customer, and ensure that will do not any undesirable side effects.

Check points

Somethings that still need to confirm and ensure that corrective action is will properly works at real production. Some points that help you to re-verify the condition such as:

• (1) List and measure all of the indicators related to the program.
• (2) identify which of the indicators are most direct relation to the program.
• (3) Determine intervals to measure the problem.
• (4) identify what cross fictional team prioritized the customer / end user evaluation after the implementation.
• (5) confirm the scientific methods used to verify effectiveness etc.

D6 »  Implement and validation corrective actions

On the stage of validation corrective actions, the cross functional team consists of measuring the long term effectiveness of the corrective actions. The purpose of verification of the corrective action is ensure that the actions are implemented are efficient and these are eliminated permanently through effective controls and activities that are embedded in the tasks of the process. Some indicators that you can ensure that the corrective actions are properly works:

• Test and control results display improvement
• Less Rejection or reject ppm (%) in process.
• Measurements such as dimension, units’ appearance are correct according to tolerance and specifications.
• Controls on incoming raw materials for quality improvement.
• Increased satisfaction ratio and feedbacks from customers.

The statistical tools such as process capability, histograms, control charts etc. can used to measured and verify the effectiveness of the implemented corrective actions. The cross functional team must have informed to customer about the results achieved, if the process capability submitted with the requirements the customer validates the corrective measures functional. The 8D team confirms whether the capability complies with internal manufacturing requirements, if the process capability complied the team validates the corrective action.

Checkpoints:

You can use PDCA cycle for implement this stage in manufacturing processes. The implementation of the permanent corrective action conduct to implement to verify the plan for validation of the corrective action. You can plan to withdraw containment (immediate) action as part of implementation of the corrective actions.

There is also important that each resources used in processes must be properly planned as well as all documentation, process instructions and communication implementation for corrective actions. Check that the corrective actions have been implemented and integrated into the appropriate tasks and manufacturing processes. Take the actions on any variation from the plan or expected results.

D7 »  Prevent recurrence

On this stage, the cross functional team have to determine what action should be taken to prevent recurrence of the problem. You have to amend those operating systems, regular practices, management system as well as procedures to prevent recurrence of this problem and all similar issues. Because preventing recurrence is a one of the important task of problem’s solution. The general process flow of the prevent recurrent is:

• Input implemented corrective actions and validation
• Review the history / previous record of the problem.
• Analyze how this problem occurred and escaped.
• Identify affected parties and opportunities for similar problems to occur and escape
• Identify the system’s policies, practices and procedures that allowed this problem to occur and escape to the customer.
• Revise the process flow of the management or operating system.
• Analyze how similar problems could be addressed.
• Develop plans to coordinate necessary actions. And verify prevent actions.
• Develop systematic prevent recommendations to process owner.
• Identify and choose prevent actions. And implement preventive actions.
• Make the system changes to prevent recurrence.
• Verify the preventive actions are effectives? If yes, Standardize the new practices.
• Notify all personnel of the resolution actions by using failure mode effects analysis.

In this stage of the 8D (eight disciplines) cross functional team analyses whether the corrective action implemented would prevent or improve the quality of similar products and processes. To ensure the prevent recurrent of the problem, you should verify results of their actions and must validate that the results is on target. To verify the actions, you must check out below points:

D8 »  Verify and congratulate team

The last stage of the 8D (Eight Disciplines) Is verification of the introduced actions in previous stages are effective. It is highly recommended that verification be made by comparing the measures of the problem with outcomes from upcoming actions of material or outcomes from rejecting of next lot. Once cross functional team has complete implementation all previous stages and ensure that the actions taken in previous stages are works. All team member deserve to be congratulate as well to know that their efforts are appreciate and that the organization knows about their accomplishments.

The cross functional team must have skills and experience to be able to make progress toward as satisfactory problem resolution, and skills and experiences are base reasons for individual selection. Different skills and experiences will support to be drafted in at various stages throughout the process to get the deep understanding about the symptom of problem, root causes and resolution.

The 8D report

From beginning to end of all 8D (Eight Disciplines) processes, the single document calls 8D report is essential part once complete. Team assume that all things are complete and fix as appropriate actions for appropriate issues. This report serves as a communication tool displaying overall process of the 8D (Eight Disciplines) processes along with actions taken. So, let’s see example format of 8D report:

Conclusion:

When the problem has been resolve. The cross functional team should release a final document with stage wise brief description about its experiences. The 8D report give quick and better explanation of how the whole process had handling by team and also 8D serves report as a communication tool displaying overall progress of process.

We can assume that, the successful corrective actions have eliminated repetition of problems and prevention of similar issues. Further, team must ensure that corrective actions will be assess on their ability to help avoiding future problems. If we do not distinguish between major and minor problems, any issue will hold the delivery of customer and that is the reason we must have to categorize by identify systematic issues to eliminate appropriate problems.

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8D Report and template

8D Report: this article explains the 8D Report in a practical way. Besides the explanation of what this concept is, we also the 8 disciplines and the importance of teamwork. Next to that we also provide a template to get strated. Enjoy reading!

What is an 8D Report? The meaning

The 8D Report or 8d corrective action report is a problem-solving approach for product and process improvement. Furthermore, 8D Methodology is used to implement structural long-term solutions to prevent recurring problems. The 8D Report was first used in the automotive industry.

During World War II the 8D Method was used in Team Oriented Problem Solving (TOPS) in the United States under Military Standard 1520. It was later used and popularized by car manufacturer Ford .

In the 1990s Ford continued to develop the 8D process as a result of which the process is said to have found its origin in the automotive industry. Today, the 8D Method can be used to write formal reports and it can be applied as a working and thinking method for smaller problems.

The 8D Report is also used as a means of communication within companies, which makes the problem solving method transparent and can therefore be applied to the entire production chain. The 8D method is also known as: Global 8D , Ford 8D or TOPS 8D .

8D Report: eight disciplines

The 8D Methodology mainly focuses on solving problems and comprises 8 steps or disciplines. It helps quality control staff find the root cause of problems within a production process in a structured manner so that they can resolve the problem(s).

In addition, it helps implement product or process improvements, which can prevent problems. The 8D Report is about mobilizing a good team that has sufficient expertise and experience to solve or prevent problems. The 8D Report consists of 8 disciplines that describe corrective measures based on the statistical analysis of the problem. This results in the following eight process steps:

Figure 1 – 8D report: the eight disciplines

D1 – Create a team

Mobilizing a good team is essential. The team must preferably be multidisciplinary. Due to a varied combination of knowledge, skills and experience, one can look at a problem from different perspectives.

Besides having an effective team leader, it is also advisable to record team structure, goals, different team roles, procedures and rules in advance so that the team can begin taking action quickly and effectively, and there is no room for misunderstandings.

D2 – Describe the problem

Define the problem as objectively as possible. The 5W2H analysis (who, what, when, where, why, how, how much) is a welcome addition to the problem analysis and can help to arrive at a clear description of the problem.

D3 – Interim containment action

It may be necessary to implement temporary fixes. For example, to help or meet a customer quickly or when a deadline has to be met. It is about preventing a problem from getting worse until a permanent solution is implemented.

D4 – Identify the root cause

Before a permanent solution is found, it is important to identify all possible root causes that could explain why the problem occurred. Various methods can be used for this purpose, such as the fishbone diagram (Ishikawa) which considers factors such as people, equipment, machines and methods or the 5 whys method.

All causes must be checked and/ or proven and it is good to check why the problem was not noticed at the time it occurred.

Take a look at our article on Root Cause Analysis , a method of problem solving that aims at identifying the root causes of problems or incidents.

D5 – Developing permanent corrective actions

As soon as the root cause of the problem has been identified, it is possible to search for the best possible solution. Again various problem solving methods can be used such as value analysis and creative problem solving.

From here, permanent corrective actions can be selected and it must be confirmed that the selected corrective actions will not cause undesirable side effects. It is therefore advisable to define contingency actions that will be useful in unforeseen circumstances.

D6 – Implementing permanent corrective actions

As soon as the permanent corrective actions are identified, they can be implemented. By planning ongoing controls, possible underlying root causes are detected far in advance.

The long term effects should be monitored and unforeseen circumstances should be taken into account.

D7 – Preventive measures

Prevention is the best cure. This is why additional measures need to be taken to prevent similar problems. Preventative measures ensure that the possibility of recurrence is minimised. It is advisable to review management systems, operating systems and procedures, so that they can be improved procedures if necessary.

D8 – Congratulate the team

By congratulating the team on the results realized, all member are rewarded for their joint efforts. This is the most important step within the 8D method; without the team the root cause of the problem would not have been found and fixed.

By putting the team on a pedestal and sharing the knowledge throughout the organization, team motivation will be high to solve a problem the next time it presents itself.

The 8D Report is also about teamwork

A strength of this method is its focus on teamwork. The team as a whole is believed to be better and smarter than the sum of the qualities of the individuals. Not every problem justifies or requires the 8D Report.

Furthermore, the 8D Report is a fact-based problem solving process, which requires a number of specialized skills, as well as a culture of continuous improvement. It could be that training of the team members is required before 8D can work effectively within an organization.

The team must recognize the importance of cooperation in order to arrive at the best possible solution for implementation.

8D Report template

Ready to start with the 8D problem-solving approach? Start describing the different disciplines of 8D with this 8D Report template.

Download the 8D Report template

It’s Your Turn

What do you think? Can you apply the 8D Report in today’s modern business companies? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for problem analysis and problem solving?

Share your experience and knowledge in the comments box below.

More information about the 8D Report

• Behrens, B. A., Wilde, I., & Hoffmann, M. (2007). Complaint management using the extended 8D-method along the automotive supply chain . Production Engineering, 1(1), 91-95.
• Krajnc, M. (2012). With 8D method to excellent quality . RUO. Revija za Univerzalno Odlicnost, 1(3), 118.
• Possley, M. (2016). 8D Team Based Problem Solving – 2nd Edition: An Instructive Example . CreateSpace Independent Publishing Platform

How to cite this article: Kuijk, A. (2017). 8D Report . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/8d-report/

Original publication date: 11/03/2017 | Last update: 05/22/2024

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Anneke Kuijk

Anneke Kuijk is a text writer who has the qualities to analyze information and to extract the core message. This converts them into understandable and readable texts. In addition to writing content, she is also active as a teacher (language) integration and in many ways active with language.

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3 responses to “8d report and template”.

Nice information it is very useful

What stands for D in 8D…?

The D in 8D stands for 8 Disciplines / Eight Disciplines.

Kind regards, Tom

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8D Report Template

Looking to create an 8D report to help you communicate your findings during the problem-solving process? Our 8D worksheet provides a means of communication within companies to allow for  transparent problem-solving  which you can apply to the entire production or process chain.

Use our 8D template to help you navigate through the eight disciplines, and provide a structure for clear and concise collaboration between team members.

Download our free 8D template and discover how you can use it to improve:

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• time and cost management,
• Product efficiency.

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The most valuable aspect about Azumuta is the simplicity with which you can integrate the different applications.

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8D Corrective Action: Mastering Problem-Solving for Continuous Improvement

May 13th, 2024

Businesses constantly refine products, services, and workflows to stay ahead. But issues can still pop up, angering customers and jacking costs while hurting a company’s image. This is where the 8D corrective action problem-solving method earns its stripes.

It was developed by Ford in the 80s and has since spread widely across manufacturing, healthcare, aerospace, and more.

The 8D approach is a methodical process combining pros from different parts of the company, analytical tools, and fact-based decision-making.

By following its eight systematic steps, organizations can expertly handle thorny problems. They uncover root causes and implement lasting fixes addressing immediate concerns while fueling constant upgrades to prevent repeat issues.

Key Highlights

• Understanding the origins and history of the 8D corrective action methodology, its benefits, and when to apply it for optimal results.
• Exploring the eight disciplined steps of the 8D corrective action process.
• Integrating the 8D methodology with quality management systems, leveraging Enterprise Quality Management Software (EQMS) to streamline workflows.
• Examining case studies and examples from various industries, including manufacturing, service, healthcare, and the automotive sector.

Understanding the 8D Corrective Action Problem-Solving Methodology

The Eight Disciplines (8D) methodology is a structured, team-based approach to problem-solving that aims to identify the root causes of issues and implement effective corrective actions. 

It is a comprehensive framework that combines analytical tools, cross-functional collaboration, and a disciplined mindset to tackle complex problems systematically.

The 8D process establishes a step-by-step approach that guides organizations through eight distinct disciplines, each building upon the previous one. 

Origins and History of 8D Corrective Action

The origins of the 8D methodology can be traced back to the 1980s when it was developed and pioneered by Ford Motor Company. 

Initially referred to as “ Team Oriented Problem Solving ” (TOPS), this approach was designed to address the recurring quality issues that plagued the automotive industry at the time.

Recognizing the limitations of traditional problem-solving techniques, Ford sought to establish a more robust and effective framework that would not only resolve immediate concerns but also drive continuous improvement and prevent future issues. 

The 8D methodology quickly gained traction within Ford and was subsequently adopted as the company’s primary approach for documenting and addressing problem-solving efforts.

As the benefits of the 8D corrective action process became evident, it rapidly gained popularity among other manufacturers and industries, transcending its automotive roots. 

Today, the 8D methodology is widely employed across various sectors, including manufacturing, healthcare, aerospace, and service industries, among others.

Benefits of Using 8D Corrective Action

Implementing the 8D problem-solving methodology offers numerous benefits to organizations, including:

1. Systematic Approach : The structured nature of the 8D process ensures a consistent and comprehensive approach to problem-solving, reducing the risk of overlooking critical factors or jumping to premature conclusions.

2. Root Cause Identification : By emphasizing root cause analysis , the 8D methodology goes beyond addressing surface-level symptoms and focuses on identifying and eliminating the underlying causes of problems.

3. Cross-Functional Collaboration : The team-based approach fosters cross-functional collaboration, leveraging diverse perspectives and expertise from various departments, leading to more robust and well-rounded solutions.

4. Preventive Measures : The 8D corrective action process incorporates preventive actions to mitigate the recurrence of similar issues, promoting a culture of continuous improvement and proactive problem-solving.

5. Improved Quality and Reliability : By addressing root causes and implementing corrective actions, organizations can enhance the quality and reliability of their products, services, and processes, leading to increased customer satisfaction and cost savings.

6. Knowledge Sharing and Organizational Learning : The documentation and archiving of 8D processes facilitate knowledge sharing and organizational learning, enabling teams to build upon past experiences and lessons learned.

When to Apply 8D Corrective Action

The 8D problem-solving methodology is particularly valuable in situations where:

• Root Cause Analysis is Required: When issues persist despite initial troubleshooting efforts, or when the underlying causes are not immediately apparent, the 8D process can provide a structured approach to root cause analysis.
• Recurring Problems: If an organization experiences recurring problems or quality issues, the 8D methodology can help identify and eliminate the root causes, preventing future occurrences.
• Quality Issues with Significant Impact: When quality issues have a substantial impact on customer satisfaction, safety, regulatory compliance, or financial performance, the rigorous 8D approach can be employed to address the problem comprehensively.
• Complex Problems: For intricate problems involving multiple factors, processes, or departments, the cross-functional nature of the 8D team and the systematic approach can facilitate a thorough investigation and effective solution development.

By understanding the core principles, benefits, and appropriate application scenarios of the 8D problem-solving methodology, organizations can leverage this powerful framework to drive continuous improvement , enhance quality, and maintain a competitive edge in their respective industries.

The Eight Disciplines (8D) Process

At the heart of the 8D corrective action methodology lies a structured, step-by-step approach that guides organizations through eight distinct disciplines. 

Each discipline builds upon the previous one, ensuring a thorough investigation, analysis, and resolution of the problem at hand.

The eight disciplines of the 8D process are designed to facilitate a systematic and disciplined approach to problem-solving, leveraging cross-functional collaboration, analytical tools, and data-driven decision-making. 

D0: Planning and Preparation

Before embarking on the 8D corrective action journey, proper planning and preparation are crucial. This initial step, often referred to as Discipline Zero (D0), lays the foundation for a successful problem-solving effort.

During D0, the team gathers relevant information about the problem, assesses the need for interim containment actions, and establishes the prerequisites for forming an effective cross-functional team. 

This stage involves collecting data on symptoms, identifying potential risks, and ensuring that the necessary resources and support are in place to execute the 8D process effectively.

D1: Team Formation

The first formal discipline of the 8D process focuses on assembling a cross-functional team with the collective knowledge, skills, and expertise required to tackle the problem at hand. 

Effective team formation is critical to the success of the 8D corrective action effort, as it ensures diverse perspectives and a comprehensive understanding of the issue.

During D1, team members are carefully selected from various departments or functions, such as product engineering, process engineering, quality assurance, and data analysis.

Best practices in team formation involve considering factors such as technical expertise, problem-solving skills, interpersonal abilities, and the availability and commitment of potential team members. 

Establishing ground rules, communication protocols, and team-building exercises can further enhance collaboration and effective teamwork.

D2: Problem Description

In Discipline 2, the team focuses on accurately describing the problem, utilizing quantitative data and evidence-based approaches. 

This step is crucial, as it establishes a shared understanding of the issue and guides the subsequent steps of the 8D process.

The problem description involves defining the problem statement in specific, measurable terms, identifying the affected product or process, and quantifying the impact on operations, quality, customer satisfaction, and costs. 

Tools such as the “ 5 Whys ” technique, Ishikawa (fishbone) diagrams , and “ Is/Is Not ” analysis can aid in this process, helping to capture relevant details and categorize information.

D3: Interim Containment Actions

While the team works towards identifying and implementing permanent solutions, Discipline 3 focuses on implementing interim containment actions to mitigate the immediate impact of the problem and protect customers from further exposure.

Interim containment actions are temporary measures designed to isolate the problem and prevent it from causing further harm or spreading to other areas, processes, or products. 

These actions may include segregating defective products, implementing additional inspections or checks, or introducing manual oversight until permanent corrective actions are in place.

It is essential to verify the effectiveness of interim containment actions and monitor their implementation to ensure that they are successful in containing the problem and minimizing its impact on operations and customers.

D4: Root Cause Analysis

At the core of the 8D corrective action process lies Discipline 4, which focuses on identifying the root causes of the problem through rigorous analysis and data-driven investigation. 

This step is crucial, as it lays the foundation for developing effective and sustainable corrective actions.

During root cause analysis, the team employs various analytical tools and techniques, such as comparative analysis , fault tree analysis , and root cause verification experiments. 

These methods help to isolate and verify the underlying causes of the problem, separating symptoms from true root causes.

Thorough documentation and verification of root causes are essential in this discipline, ensuring that the team has a solid foundation for developing effective corrective actions.

D5: Permanent Corrective Actions (PCAs)

Building upon the insights gained from root cause analysis , Discipline 5 focuses on selecting and verifying permanent corrective actions (PCAs) that address the identified root causes and mitigate the risk of future occurrences.

During this stage, the team evaluates potential corrective actions based on their effectiveness in addressing the root causes, as well as their feasibility, cost, and potential impact on other processes or systems. 

Risk assessment tools, such as Failure Mode and Effects Analysis (FMEA), can aid in this evaluation process.

Once the most appropriate corrective actions have been selected, the team verifies their effectiveness through pilot testing , simulations, or other validation methods. 

This step ensures that the proposed solutions will indeed resolve the problem and prevent its recurrence without introducing unintended consequences.

Detailed planning and documentation of the corrective actions, including acceptance criteria, implementation timelines, and responsibilities, are critical components of Discipline 5.

D6: Implementation and Validation

In Discipline 6, the team focuses on implementing the selected permanent corrective actions and validating their effectiveness in resolving the problem and preventing future occurrences.

This stage involves developing a comprehensive project plan that outlines the steps, timelines, and resources required for successful implementation. 

Effective communication and coordination with all relevant stakeholders, including cross-functional teams and management, are essential to ensure a smooth transition and minimize disruptions.

During implementation, the team closely monitors the progress and performance of the corrective actions, gathering data and feedback to validate their effectiveness. 

This validation process may involve conducting simulations, inspections, or collecting performance metrics to assess the impact of the implemented solutions.

If the validation process reveals any shortcomings or unintended consequences, the team may need to revisit the corrective actions, make adjustments, or conduct further root cause analysis to address any remaining issues.

D7: Preventive Actions

Discipline 7 of the 8D process focuses on taking preventive measures to ensure that the lessons learned and improvements made during the problem-solving journey are embedded into the organization’s processes, systems, and culture.

In this stage, the team reviews similar products, processes, or areas that could be affected by the same or similar root causes, identifying opportunities to apply preventive actions more broadly. 

This proactive approach helps to mitigate the risk of future occurrences and promotes a culture of continuous improvement .

Effective implementation of preventive actions requires cross-functional collaboration, clear communication, and ongoing monitoring to ensure their sustained effectiveness.

D8: Closure and Celebration

The final discipline of the 8D process, D8, serves as a critical step in recognizing the team’s efforts, sharing lessons learned, and celebrating the successful resolution of the problem.

During this stage, the team conducts a final review of the problem-solving journey, documenting key lessons and insights that can be applied to future projects. 

This documentation not only preserves institutional knowledge but also facilitates continuous improvement by enabling the organization to build upon past experiences.

Equally important is the recognition and celebration of the team’s achievements. By acknowledging the collective efforts, dedication, and collaboration of team members, organizations can foster a positive and supportive culture that values problem-solving and continuous improvement.

Formal recognition events, such as team presentations or awards ceremonies, can be organized to showcase the team’s accomplishments and highlight the impact of their work on the organization’s quality, customer satisfaction, and overall performance.

By completing the eight disciplines of the 8D process, organizations can effectively navigate complex problems, identify root causes, implement sustainable solutions, and establish a foundation for continuous improvement and organizational learning.

Integrating 8D Corrective Action with Quality Management Systems

While the 8D problem-solving methodology offers a robust framework for addressing quality issues and driving continuous improvement, its effectiveness can be further amplified by integrating it with an organization’s quality management systems . 

Leveraging enterprise-level software solutions can streamline the 8D process, enhance collaboration, and foster a culture of continuous improvement.

The Role of EQMS in 8D Corrective Action

Enterprise Quality Management Software (EQMS) plays a pivotal role in supporting the successful implementation of the 8D corrective action methodology. 

By utilizing an EQMS, teams can benefit from features such as:

• Standardized 8D Workflows: Pre-configured 8D workflows and templates ensure consistency and adherence to best practices, guiding teams through each discipline with clearly defined tasks, responsibilities, and timelines.
• Collaboration and Communication: EQMS platforms facilitate cross-functional collaboration by providing secure document sharing, real-time updates, and centralized communication channels, ensuring that all stakeholders remain informed and engaged throughout the 8D process.
• Data Management and Reporting: Comprehensive data management capabilities within an EQMS enable teams to easily capture, analyze, and report on quality data, facilitating data-driven decision-making and root cause analysis during the 8D process.
• Integration with Quality Systems: EQMS solutions often integrate with other quality management systems, such as corrective and preventive action (CAPA) systems, enabling seamless information sharing and ensuring that the insights gained from the 8D process are incorporated into broader quality improvement initiatives.

Automating 8D Corrective Action Workflows

One of the key advantages of leveraging an EQMS is the ability to automate 8D workflows, streamlining the process and reducing the administrative burden on teams. 

Automated workflows also facilitate consistent documentation and record-keeping, which is essential for maintaining compliance with industry regulations and standards, as well as enabling knowledge sharing and organizational learning.

Data-Driven Decision-making

The 8D corrective action methodology heavily relies on data-driven decision-making, particularly during the root cause analysis and corrective action selection phases. 

An EQMS provides teams with powerful data analysis and reporting capabilities, enabling them to quickly identify trends, patterns, and correlations that can inform their decision-making process.

Continuous Improvement Culture

Ultimately, the integration of the 8D methodology with an EQMS fosters a culture of continuous improvement within an organization. 

The insights gained from the 8D process, coupled with the robust reporting and analytics capabilities of an EQMS, provide organizations with a wealth of data and knowledge that can be leveraged to drive ongoing process optimization and quality enhancement initiatives.

Case Studies and Examples of 8D Corrective Action

To illustrate the practical application and impact of the 8D problem-solving methodology, let us explore a few real-world case studies and examples from various industries. 

These examples will showcase how organizations have successfully leveraged the 8D approach to address quality issues, resolve complex problems, and drive continuous improvement.

Manufacturing Quality Issues

In the manufacturing sector, where quality and reliability are paramount, the 8D methodology has proven invaluable in addressing a wide range of issues. 

One notable example is a leading automotive parts manufacturer that faced recurring quality issues with a critical component, resulting in costly rework and customer dissatisfaction.

By implementing the 8D process, a cross-functional team was assembled to investigate the problem. Through root cause analysis , they identified a flaw in the supplier’s raw material handling processes, leading to inconsistencies in the component’s material properties.

The team implemented interim containment actions to segregate and inspect incoming materials, while also working with the supplier to implement permanent corrective actions, such as upgrading their material handling equipment and revising their quality control procedures.

Service Industry Applications of 8D Corrective Action

While the 8D corrective action approach is often associated with manufacturing, it has also proven valuable in the service industry, where quality and process excellence are equally critical. 

A prominent financial institution faced challenges with excessive customer complaints related to billing errors and account discrepancies.

By implementing the 8D methodology, a cross-functional team analyzed the problem, identifying root causes such as outdated software systems, inadequate training for customer service representatives, and inefficient data entry processes.

The team implemented interim containment actions, including manual account audits and increased customer communication, while also developing permanent corrective actions, such as upgrading their billing software, revising training programs, and streamlining data entry procedures.

Healthcare and Life Sciences

In the healthcare and life sciences industries, where patient safety and regulatory compliance are paramount, the 8D methodology has proven invaluable in addressing quality issues and mitigating risks.

A prominent pharmaceutical company faced a recurring issue with contamination in one of its drug products, posing potential health risks and regulatory concerns.

By implementing the 8D corrective action process, a cross-functional team investigated the issue, identifying root causes related to inadequate environmental controls in the manufacturing facility and inconsistencies in the cleaning and sterilization procedures.

Interim containment actions included quarantining and recalling affected product batches, while permanent corrective actions focused on upgrading the facility’s HVAC systems, revising cleaning and sterilization protocols, and implementing enhanced environmental monitoring.

Automotive Industry (origin of 8D Corrective Action)

It is fitting to revisit the automotive industry, where the 8D methodology originated. In a recent case study, a major automaker faced recurring issues with engine failures in one of their popular vehicle models, leading to costly warranty claims and customer dissatisfaction.

By implementing the 8D process, a cross-functional team investigated the issue, identifying root causes related to a design flaw in the engine’s cooling system and inadequate testing procedures during the product development phase.

Interim containment actions included issuing technical service bulletins and providing temporary cooling system modifications for affected vehicles.

Permanent corrective actions focused on redesigning the engine’s cooling system, implementing more rigorous testing protocols, and enhancing communication between the engineering and manufacturing teams.

Through the 8D process and integration with their quality management practices, the automaker successfully resolved the engine failure issue, regained customer trust, and enhanced their overall product quality and reliability.

The 8D corrective action problem-solving method has proven extremely useful for handling thorny quality issues, continuously upgrading workflows, and cultivating an excellence culture in businesses.

By pairing its structured team approach with analytical tools and fact-based choices, the 8D process empowers companies to uncover root causes. It also helps implement lasting fixes and prevent repeating mistakes through establishing protective measures.

As the case studies and examples show, it’s been put to great use across many industries from manufacturing to healthcare where it originated in automotive.

Its flexibility and power have made 8D valued for boosting quality, improving customer satisfaction and staying ahead competitively no matter the market.

The Eight Disciplines methodology remains a strong tool for companies serious about excellence, innovation, and customer focus.

By wholeheartedly embracing this robust framework and blending it with modern quality practices, businesses can expertly handle complex problems. They can also unlock fresh opportunities and build the foundation for sustainable success.

In other words, don’t sleep on 8D corrective action problem-solving. Its fact-based, team-centric transformation approach strengthens any organization now and into the future.

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• Process Improvement

How to Solve Any Problem with the Eight Disciplines (8D)

Problem solving is a critical skill for business success. It involves identifying problems, determining root causes, and implementing effective solutions.

A structured problem solving approach like the 8 Disciplines (8D) methodology can help guide you through the process. Tallyfy provides real-time tracking to monitor the status of problem solving workflows without manual follow-up.

Who is this article for?

• Manufacturing, engineering, and technology companies
• Operations, quality assurance, and product development departments
• Managers, engineers, analysts, and team leaders involved in problem solving

These roles need effective problem solving skills to identify and resolve issues that impact product quality, process efficiency, and customer satisfaction. A structured methodology can help align teams and drive continuous improvement.

A Structured Approach to Problem Solving

Problem solving is the process of identifying problems, determining root causes, prioritizing potential solutions, and implementing corrective actions. While the specific steps may vary, most problem solving methodologies aim to enable faster issue resolution and prevent problem recurrence. For example, the 8 Disciplines (8D) approach, originally developed by Ford, outlines a series of steps:

• D0: Prepare and establish a team
• D1: Use a team approach
• D2: Describe the problem
• D3: Develop interim containment actions
• D4: Determine and verify root causes
• D5: Verify permanent corrections
• D6: Implement and validate corrective actions
• D7: Take preventive measures
• D8: Congratulate the team

Similarly, methodologies like Six Sigma and Lean focus on structured problem solving to eliminate defects and streamline processes. Hippel (1994) notes that the locus of problem solving tends to shift to where needed information resides, as “sticky” information that is costly to transfer often dictates where problems get solved.

Problems are nothing but wake-up calls for creativity.

– Gerhard Gschwandtner

Key Elements of Effective Problem Solving

Assemble a cross-functional team.

Complex problems often span multiple departments and disciplines. Assembling a diverse, cross-functional team ensures you incorporate different perspectives and expertise into the problem solving process. Aarikka-Stenroos and Jaakkola (2012) highlight the importance of supplier-customer collaboration in knowledge-intensive problem solving. Suppliers and customers jointly diagnose needs, design and produce solutions, and manage conflicts through an interactive co-creation process.

Include representatives from affected departments on your problem solving team to get a full picture of the issue and potential solutions. Make sure team roles and responsibilities are clearly defined.

Clearly Define the Problem

Investing time upfront to thoroughly define the problem pays dividends later in the problem solving process. Use frameworks like the 5 Whys and Ishikawa diagrams to dig deeper and uncover the true nature of the problem you’re trying to solve. Be specific in your problem statement. Quantify the issue in terms of defect rates, costs, lost productivity, or other relevant metrics. Clarify the desired target state you want to achieve. Schrader et al. (1993) argue that problem solvers choose the levels of uncertainty and ambiguity to operate under, rather than treating them as exogenous factors. Framing the problem therefore shapes the trajectory of the problem solving process.

On average, employees spend 2.8 hours per week trying to resolve workplace conflicts, costing U.S. companies an estimated $359 billion in paid hours. (CPP Inc.)

Take Interim Containment Actions

Once you’ve defined the problem, take immediate steps to limit further damage. Containment actions like halting production, blocking shipments, or rolling back changes prevent the problem from growing while you investigate root causes and develop permanent solutions. Balance the need for swift action with the potential risks and costs of containment. Consider factors like customer impact, compliance requirements, and resource constraints. Communicate plans with all affected stakeholders.

Quote – Rhonda Toston

Tallyfy provided us with a modern, global platform to automate, maintain, and cascade content to a wide array of stakeholders, effectively eliminating the need for our teams to ask, “Where can I find the latest version of a playbook?”. We’re excited to continue our partnership with Tallyfy and welcome their growth-forward mindset as we deliver on our commitments to our stakeholders.

Jones Lang LaSalle (NYSE:JLL) is a Fortune 500 company with over 100,000 employees across 80 countries. See more quotes

Identify and Verify Root Causes

With containment in place, it’s time to dig into root causes. Resist the urge to jump to conclusions. Gather data, analyze processes, and test hypotheses to identify the underlying factors contributing to the problem. Techniques like the 5 Whys, fishbone diagrams, and statistical analysis help structure your investigation. Look for patterns and trends that point to systemic issues. Validate root causes by seeing if you can turn the problem on and off by removing and reintroducing the suspected cause. MacDuffie (1997) emphasizes the importance of organizational factors in successful root cause analysis. Effective problem solving relies on rich data from multiple perspectives, fluid problem categories, common language, framing problems as learning opportunities, and seeing standardization as a foundation for further improvement.

Implement and Verify Corrective Actions

Armed with validated root causes, generate a range of potential corrective actions. Evaluate options based on criteria like effectiveness, feasibility, cost, and time to implement. Select and execute the solution that best addresses the root causes. Develop a detailed implementation plan with milestones and responsibilities. Provide any necessary training and resources to support the rollout. Verify the effectiveness of corrective actions by measuring results against baseline data and targets. Thomke (2000) advocates “front-loading” the problem solving process by shifting more problem identification and experimentation upstream. Techniques like rapid prototyping, computer simulation, and digital design allow for faster iterations and reduce the cost of downstream changes.

Pilot solutions on a small scale to validate their effectiveness before rolling out more broadly. Have a plan to quickly adjust if initial results aren’t as expected.

Implement Preventive Measures

Corrective actions fix the immediate issue, but preventive measures stop problems from recurring. Based on learnings from the problem solving process, update standards, policies, and procedures to eliminate the root causes. Consider what similar issues could arise in the future. Proactively address potential failure points through process improvements, training, and early detection mechanisms. Document and share knowledge gained to drive organizational learning. Postrel (2002) notes that the degree of knowledge specialization versus mutual understanding shapes problem solving effectiveness. Developing “islands of shared knowledge” in key areas like product development, while allowing specialization elsewhere, optimizes overall performance.

NASA’s “faster, better, cheaper” approach in the 1990s aimed to reduce costs and accelerate project lifecycles. However, it resulted in a higher project failure rate due to reduced testing, poor risk management, and loss of institutional knowledge.

Common Problem Solving Pitfalls to Avoid

• Jumping to conclusions without validating assumptions
• Implementing solutions that don’t address true root causes
• Failing to contain problems, allowing them to grow unchecked
• Not considering the systemic impact of changes
• Declaring victory too soon without verifying long-term results

Hsieh et al. (2007) argue that problem complexity shapes the optimal approach to problem solving. Simpler problems benefit from experiential, trial-and-error learning, while complex problems require more theoretical analysis and knowledge integration. Failing to match your problem solving approach to the problem at hand leads to delays and suboptimal solutions. Liao (2002) cautions against “knowledge inertia” that stems from over-reliance on existing knowledge, routine procedures, and past experiences. While established expertise provides a valuable starting point, it can also inhibit the search for novel solutions. Effective problem solvers balance leveraging current knowledge with exploring new possibilities.

Quote – David Christopher Castillo

Tallyfy is absolutely amazing. It’s perfect for medium to large businesses. They also assure you that they have setup data and security measures which makes it perfect for medium to large businesses as well. 5 stars, no questions asked.

Senior Business Analyst – Voyager. See more quotes

How Tallyfy Enables Effective Problem Solving

Tallyfy is a workflow management platform that digitizes and streamlines business processes, including problem solving. With Tallyfy, you can:

Structure intake

Go from standalone forms to trackable workflows. Structure the intake process to capture all necessary problem information upfront.

Set conditional rules

Use simple if-this-then-that logic to route problems to the right people and automatically set task assignments and deadlines based on problem criteria.

Track real-time status

Monitor problem solving progress in real-time with automatic notifications and audit trails. Quickly identify and address bottlenecks.

Collaborate with customers

Provide secure external access for customers to submit issues, provide input, and track case status without needing a separate login.

Standardize problem solving

Build problem solving templates that codify best practices like 8D. Improve consistency while allowing flexibility to handle case-specific details. By digitizing problem solving workflows, Tallyfy helps you resolve issues faster, increase customer satisfaction, and facilitate continuous improvement. Tallyfy provides the structure and visibility needed to drive effective problem solving across your organization.

Quote – Karen Finnin

Tallyfy is a reliable way to delegate and track tasks with confidence. It has taken the guesswork out of the equation and has helped our team focus on delivering a service within deadlines. Thank you for making my life as a business owner easier!

Physiotherapist & Director – Online Physio. See more quotes

How Is AI Changing the Way We Solve Problems?

Artificial intelligence and related technologies like machine learning are fundamentally transforming how we approach problem solving. Rather than relying solely on human cognition and reasoning abilities, AI allows us to leverage the power of computing to tackle problems in radically new ways.

One of the key shifts is that AI enables a more data-driven approach to problem solving. With machine learning, algorithms can be trained on massive datasets to identify patterns, correlations and insights that would be difficult or impossible for humans to discern. This allows problems to be dissected and understood in much more granular detail.

For example, a study by Brusoni (2005) looked at the impact of modular design and specialization on problem solving in engineering projects. The research found that there are cognitive limits to the division of labor in problem solving. Coordinating increasingly specialized knowledge requires firms with broad in-house capabilities that can integrate knowledge from different domains. AI could potentially expand these limits by enhancing an organization’s ability to manage complexity.

AI is also changing problem solving by enabling much more complex problems to be tackled in the first place. Many real-world issues involve huge numbers of variables interacting in nonlinear ways. These kinds of systems are difficult for humans to model mentally. But with AI and massive computing power, we can build sophisticated models and simulations of complex systems to understand their dynamics. Agent-based models and reinforcement learning are some of the AI tools enabling this.

According to a McKinsey study , organizations that successfully combine human and machine capabilities can reduce their manufacturing costs by up to 30%.

Another impact of AI is in enabling more automated and autonomous problem solving. Rather than just being a tool to augment human intelligence, advanced AI systems can be set up to explore problem spaces and search for solutions on their own, with minimal human intervention. Evolutionary algorithms and generative design powered by AI are examples of this.

A study by Hsieh, Nickerson and Zenger (2007) presents a theory of the entrepreneurial firm based on opportunity discovery via problem solving. They argue that as problems become more complex, experiential “trial-and-error” search becomes less effective compared to cognitive search guided by theories and heuristics. AI could support this kind of cognitive search at scale.

What Are the Potential Future Impacts of AI on Problem Solving?

As AI continues to advance, it is likely to have even more transformative impacts on problem solving in the future:

• AI could enable more proactive and predictive problem solving, identifying and resolving issues before they manifest
• Collaborative human-AI problem solving could become the norm, combining the strengths of human and machine intelligence
• AI may allow us to solve problems that are currently considered intractable, such as curing diseases or reversing climate change
• Automated AI problem solving could handle an increasing share of routine issues, freeing up humans for higher level creative work

Liao (2002) discusses the issue of “knowledge inertia” that can arise from routine problem solving procedures and relying on past experience. AI could potentially help organizations overcome this inertia by dynamically generating novel solutions and approaches.

At the same time, increased reliance on AI in problem solving raises important questions and concerns. There are risks of over-automation leading to brittleness and failures when facing “edge cases”. Potential biases in training data and algorithms could lead to discriminatory or unethical outcomes. And there are challenging questions around transparency and accountability when AI is involved in high-stakes decisions.

Despite these challenges, the overall potential of AI to enhance human problem solving is immense. By expanding our cognitive limits and enabling more complex, data-driven and proactive approaches, AI promises to help us tackle some of the most vexing issues facing organizations and society. Continuing to develop effective human-AI collaboration and interaction will be key to realizing this potential in a beneficial way.

Tallyfy Tango – A cheerful and alternative take

Two coworkers, Zoe and Max, are taking a coffee break in the office kitchen. Zoe looks frustrated as she stirs her latte.

Max: Hey Zoe, why the long face? Did the copier jam on you again?

Zoe: No, it’s this project I’m working on. I’ve hit a wall and can’t seem to find a solution. I feel like I’ve tried everything!

Max: Ah, the dreaded problem solving roadblock. We’ve all been there. Have you tried looking at it from a completely different angle?

Zoe: What do you mean? Like standing on my head while brainstorming ideas?

Max: No, no, nothing that drastic! I mean, try to approach the problem in a way you haven’t considered before. What if you pretended you were explaining the issue to a 5-year-old? Or imagined you were an alien from another planet trying to tackle it?

Zoe: Hmm, I never thought about it like that. Maybe if I break it down into really simple terms, I can see it from a fresh perspective.

Max: Exactly! And don’t forget the power of collaboration. Sometimes just talking it through with someone else can spark new ideas and solutions.

Zoe: You’re right. I’ve been so focused on solving it myself, I forgot I have a whole team of brilliant minds to tap into. Thanks Max, I feel better already!

Max: Anytime! Now let’s put our heads together and show this problem who’s boss. With a little creative problem solving, there’s no challenge we can’t overcome!

Related Questions

What are the 7 steps to problem-solving.

While there are many approaches to problem-solving, a simple 7-step process can often help you work through the issues and find solutions:

• Identify the problem clearly
• Understand everyone’s interests
• List the possible solutions
• Evaluate the options
• Select an option or options
• Document the agreement(s)
• Agree on contingencies, monitoring, and evaluation

How to solve the problem?

Solving problems effectively requires a systematic approach:

• First, analyze the problem to get clear on what exactly the issue is.
• Next, generate potential solutions – get creative and come up with options.
• Then, evaluate the pros and cons of each solution.
• Finally, implement the solution you choose and monitor the results to see if it’s working.

Problem-solving is a process – remain open to trying different approaches until you find one that works.

What are the 4 strategies of problem-solving?

Four key problem-solving strategies are:

• Brainstorming: Generating a list of potential solutions freely without judgment
• Research: Gathering more information to better understand the problem and potential solutions
• Breaking it Down: Separating a large, complex problem into smaller, more manageable sub-problems to solve individually
• Trial and Error: Testing out different solutions to see what works, learning and improving with each attempt

What are the 4 processes of problem-solving?

The problem-solving process can be broken down into four key steps:

• Define the problem – Analyze the situation to identify the specific issue that needs to be resolved
• Generate alternatives – Use strategies like brainstorming to come up with potential solutions
• Evaluate and select – Assess the pros and cons of each option and choose the best solution to implement
• Implement – Put the chosen solution into action and monitor the results to ensure it is effective

Following a step-by-step problem-solving process can help you approach issues in a structured way and increase your chances of finding an optimal solution.

References and Editorial Perspectives

Aarikka‐Stenroos, L., & Jaakkola, E. (2012). Value Co-Creation in Knowledge Intensive Business Services: A Dyadic Perspective on the Joint Problem Solving Process. Industrial marketing management, 41, 15 – 26. https://doi.org/10.1016/j.indmarman.2011.11.008

Summary of this study

This study examines the collaborative process of value co-creation between suppliers and buyers of knowledge intensive business services. It provides a framework depicting the joint problem solving process, including activities like diagnosing needs, designing solutions, managing resources and value conflicts, and implementing the solution. The insights are relevant for understanding how workflow software can facilitate problem-solving between different parties.

Editor perspectives

At Tallyfy, we find this study fascinating because it highlights how a structured joint problem-solving process is key to delivering value in knowledge-based services. A workflow platform like ours is the perfect tool to enable this type of collaborative problem-solving framework between service providers and clients.

Brusoni, S. (2005). The Limits to Specialization: Problem Solving and Coordination in ‘Modular Networks’. Organization studies, 26, 1885 – 1907. https://doi.org/10.1177/0170840605059161

This paper argues there are cognitive limits to the division of labor and specialization of knowledge, even with modular products. It explains why firms with broad in-house capabilities are needed to coordinate specialized suppliers and integrate distributed knowledge to solve complex problems. This highlights the importance of knowledge integration in problem-solving.

We believe the insights from this research are very relevant as more companies rely on specialized external partners. While workflow tools are great for coordinating modular tasks, this study shows you still need strong internal expertise to solve overarching problems that span different knowledge domains. It’s given us food for thought on how Tallyfy can better support this type of knowledge integration.

Gray, P. (2001). A Problem-Solving Perspective on Knowledge Management Practices. Decision support systems, 31, 87 – 102. https://doi.org/10.1016/s0167-9236(00)00121-4

This study develops a framework for categorizing knowledge management practices based on their role in problem-solving and the type of problem addressed. It finds that practices can be grouped into two higher-order factors corresponding to exploration and exploitation. The research emphasizes the importance of focusing knowledge management on enabling problem-solving to drive business value.

At Tallyfy, we’re always looking for ways to make knowledge more actionable for solving real business problems. This problem-solving lens for knowledge management practices really resonates with us. It’s a good reminder that documenting and sharing knowledge is not enough – we need to bake it into the workflows where problems actually get solved to have an impact. This framework has inspired us to think more about how our platform can directly enable problem-solving activities.

Hippel, E., v. (1994). “Sticky Information” and the Locus of Problem Solving: Implications for Innovation. Management science, 40, 429 – 439. https://doi.org/10.1287/mnsc.40.4.429

This influential paper introduces the concept of “sticky information” that is costly to acquire, transfer and use in a new location. It explores how the stickiness of information determines the locus of problem-solving and innovation. Key insights are that problem-solving occurs where sticky information resides, may iterate between multiple sites of sticky information, and can be partitioned or unstuck through investments. This has important implications for understanding patterns of problem-solving.

The concept of information stickiness is so relevant for how we think about workflow design at Tallyfy. Often the reason workflows are inefficient is that the information needed to complete them is stuck in certain people’s heads, legacy systems, or siloed departments. If we can use our platform to make information more fluid and less sticky, we can dramatically streamline and accelerate problem-solving for our users. This research is a great conceptual foundation for that.

Hsieh, C., Nickerson, J., A., & Zenger, T. (2007). Opportunity Discovery, Problem Solving and a Theory of the Entrepreneurial Firm. Journal of management studies, 44, 1255 – 1277. https://doi.org/10.1111/j.1467-6486.2007.00725.x

This paper presents a theory of the entrepreneurial firm grounded in opportunity discovery via problem-solving. It argues that opportunities equate to problem-solution pairings, and that discovery occurs through either trial-and-error experiential search or cognitive search based on theorizing. Cognitive search is more useful for complex problems but requires knowledge sharing, which markets, authority-based hierarchy, and consensus-based hierarchy each facilitate to different degrees. Entrepreneurs with strong opportunity recognition abilities can efficiently adopt authority-based structures for a wider range of complexity.

We love how this research connects organizational structure to problem-solving efficiency – it’s a link we think about a lot at Tallyfy. The distinction between experiential and cognitive search also maps well to different use cases we see for workflow software, from standardizing best practices to facilitating collaboration on novel problems. It would be really interesting to explore how our platform could more directly support these different problem-solving modes for entrepreneurs and innovators.

Liao, S. (2002). Problem Solving and Knowledge Inertia. Expert systems with applications, 22, 21 – 31. https://doi.org/10.1016/s0957-4174(01)00046-x

This study examines how knowledge inertia, the tendency to rely on past routines and knowledge, can both enable and inhibit problem-solving for individuals and organizations. It proposes a knowledge-based architecture incorporating case-based, heuristic, and rule-based knowledge to manage inertia. A case study of a military training institute overcoming inertia to implement training innovations is presented.

At Tallyfy we’ve definitely seen how past processes can become ingrained and hard to change, even when better ways of doing things are available – the “this is how we’ve always done it” mentality. But this research helps explain why that knowledge inertia exists and how it can be overcome. I think workflow software has a big role to play in codifying institutional knowledge while also making processes more visible and agile so they can evolve as needed. The knowledge architecture proposed here gives us a nice blueprint to work from.

MacDuffie, J., P. (1997). The Road to “Root Cause”: Shop-Floor Problem-Solving at Three Auto Assembly Plants. Management science, 43, 479 – 502. https://doi.org/10.1287/mnsc.43.4.479

This paper uses case studies of problem-solving for quality issues at three auto plants to examine organizational factors behind process improvement. Focusing on early problem-solving stages, it finds that improvement is influenced by how the organization shapes members’ cognitive processes. Beneficial factors include: capturing diverse problem perspectives, using “fuzzy” problem categories, having common language, framing problems as learning opportunities, and treating standardization as a starting point for further improvement.

These insights about organizational influences on frontline problem-solving are so relevant for any operational excellence initiative. At Tallyfy we’re always thinking about how to shape users’ interactions with workflows to drive the right problem-solving behaviors. Things like using flexible templates, supporting cross-functional collaboration, and making processes living documents that are easy to optimize are all ways we try to enable the positive dynamics described in this research.

Postrel, S. (2002). Islands of Shared Knowledge: Specialization and Mutual Understanding in Problem-Solving Teams. Organization science, 13, 303 – 320. https://doi.org/10.1287/orsc.13.3.303.2773

This paper examines when it makes sense for specialists to invest in mutual understanding versus remain in mutual ignorance. Using a model of product design, it shows that specialist knowledge and trans-specialist understanding are substitutes, implying that learning across specialties is only sometimes efficient. Situations where cross-specialty learning is valuable are rare in the economy overall but common where key managerial activities occur, making “islands of shared knowledge” important.

This is such an interesting economic perspective on a challenge we see companies grappling with all the time – how to balance specialization and knowledge sharing across functions. The concept of “islands of shared knowledge” is a useful way to prioritize where to focus cross-training and collaboration efforts. As a workflow platform, Tallyfy is well-positioned to facilitate these islands by making it easy to create shared process understanding in pockets where it matters most, like new product development, while letting specialization reign in other areas.

Schrader, S., Riggs, W., M., & Smith, R. (1993). Choice Over Uncertainty and Ambiguity in Technical Problem Solving. Journal of engineering and technology management, 10, 73 – 99. https://doi.org/10.1016/0923-4748(93)90059-r

This paper argues that problem-solving involves choices about how much uncertainty and ambiguity to engage with, which are determined by the problem framing process rather than being entirely external. Uncertainty and ambiguity require different approaches and resources to manage. Problem-solvers select the levels of each to contend with based on factors like past experiences, organizational context, and available resources. The fit between the levels engaged and the supporting context shapes problem-solving efficiency and outcomes.

We spend a lot of time thinking about how to help people make good choices when designing their workflows, so the idea that problem-solvers have some agency in how much uncertainty and ambiguity they take on is really intriguing. It suggests that the way you structure a workflow can actually shape the types of problems you surface and have to solve downstream. There’s an opportunity for Tallyfy to provide more explicit support for navigating ambiguity and uncertainty in workflows, perhaps with branching logic, parallel paths, or low-code flexibility.

Thomke, S. (2000). The Effect of “Front-Loading” Problem-Solving on Product Development Performance. The Journal of product innovation management, 17, 128 – 142. https://doi.org/10.1016/s0737-6782(99)00031-4

This article examines how “front-loading” problem-solving, or shifting more problem identification and solving to earlier stages of product development, can improve development efficiency. Methods for front-loading include transferring knowledge from past projects, using technologies that enable faster iterations, and combining new and traditional technologies optimally. A case study of Toyota demonstrates systematic front-loading in practice.

Front-loading is such a powerful concept – it’s essentially about shifting the curve of when you incur the costs of solving problems to get the benefits sooner. At Tallyfy we’re huge believers in putting in the work upfront to design robust processes that prevent issues downstream. A lot of the techniques described here, like using templates and post-mortems to enable knowledge transfer between projects, are exactly the types of things our platform is great for. We’d love to see more workflow owners adopt this front-loading mindset, and we’re thinking about how to build even more front-loading best practices into the Tallyfy product itself.

Glossary of terms

Ambiguity in problem-solving refers to a lack of clarity about the problem definition, interpretation, or appropriate solution method. It arises from missing, complex, or conflicting information. Ambiguous problems often require more judgment and exploration to solve compared to problems with clear uncertainty.

Front-loading

Front-loading is the strategy of investing more effort in the early stages of a problem-solving or development process to prevent problems and maximize efficiency downstream. Methods can include transferring knowledge from past projects, using technologies to enable faster iterations, and systematically identifying issues as soon as possible.

Knowledge inertia

Knowledge inertia refers to the tendency for individuals and organizations to rely on existing knowledge, routines, and problem-solving approaches even when better alternatives are available. Some degree of inertia is necessary for efficiency, but too much can inhibit innovation and adaptation. Overcoming inertia often requires deliberate unlearning.

Problem framing

Problem framing is the process by which a problem-solver defines a problem and its boundaries. Framing involves determining the scope, variables, constraints, and solution space to consider. The choice of frame influences the level of uncertainty and ambiguity engaged with and the ultimate efficiency and effectiveness of the problem-solving process.

Sticky information

Sticky information refers to knowledge that is difficult and costly to transfer or apply in new contexts. Information can be sticky due to attributes like tacitness, complexity, and context-dependence. The location of sticky information often determines where problem-solving occurs, as it is more efficient to bring the problem to the knowledge than vice versa.

Is this post written for a search engine or for you?

Many B2B cloud software companies invest in blog posts in the hope of ranking high on search engines like Google. What they’re doing is writing articles around keywords, which are terms customers are likely to search for on Google. The posts don’t offer valuable information or make any sense.

But then if you’re reading something that doesn’t make sense, how are you supposed to make informed buying decisions?

We have a lot to say about workflow and we truly believe in continuos improvement. But it’s not really about us. We publish these articles to help you find Tallyfy, and to provide you with information that will help you make informed buying decisions.

Ready to automate your workflows? Check out Tallyfy .

How exactly do we conduct research?

We research topics down to the bone. We nitpick, we argue about what to keep and what to throw out. It’s a lot of work. We consult academic sources for scholarly citations to support our points. We gather data to summarize particular points. At Tallyfy – 3 independent experts validate and edit every article from the draft stage. That includes verifying facts and their sources.

Why did we write this article?

Tallyfy believes in helpful and authoritative content that helps people. Our customers requested us to write about this topic so we attempted to put together the highest quality article available anywhere – that’s our goal. Work like this takes a lot of effort. If you liked this article please share the link with your coworkers via email, or on LinkedIn.

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8D Problem Solving: Great for Process Improvement【Excel Template】

The 8D Problem-Solving is utilized in process and product improvement. I made a template for the 8D Problem-Solving. This post shows you the comparison between the 8D Method and DMAIC and explain each step of 8D on the template.

(Duration: 7:30)

DOWNLOAD   ← Click this to download the “8D Problem Solving” template file.

＜＜ Related Posts ＞＞

• A3 Report that Toyota Created, Template and How to Use it【Excel Template Practice】
• 【What is DMAIC?】 The Kaizen Projects’ Winning Pattern (Lean Six Sigma)
• 1. What’s the 8D Problem-Solving?
• 2.1. “D0: Prepare and Plan for the 8D.”
• 2.2. “D1: Form a Team.”
• 2.3. “D2: Describe the Problem.”
• 2.4. 5W2H questions that clarify a problem
• 2.5. “D3: Conduct Interim Containment Actions.”
• 2.6. “D4: Identify the Root Cause.”
• 2.7. “D5: Develop Permanent Corrective Actions.”
• 2.8. “D6: Implement and Validate the Permanent Corrective Actions.”
• 2.9. “D7: Take Preventive Measures.”
• 2.10. “D8: Close and Congratulate the Team.”

What’s the 8D Problem-Solving?

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 your 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 above 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.

Explanation of each step of 8D Problem-Solving Method

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: Prepare and Plan for the 8D” 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.

“D0: Prepare and Plan for the 8D.”

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.

“D1: Form a Team.”

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 advisers. Then, gather the project team members who were selected.

“D2: Describe the Problem.”

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.

5W2H questions that clarify a problem

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.”

“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.”

“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 articles and templates about these tools. Please utilize them.

“D5: Develop Permanent Corrective Actions.”

“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.”

“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.

“D7: Take Preventive Measures.”

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.

“D8: Close and Congratulate the Team.”

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.

Examples Of 8D Problem-Solving

Product defects are not uncommon but an organization must act quickly to eliminate them. This will ensure customers have a…

Product defects are not uncommon but an organization must act quickly to eliminate them. This will ensure customers have a good experience and the brand doesn’t suffer. In the event of a complaint, an organization can rely on the analysis of an 8D report sample to address errors and improve quality.

The 8D methodology is a structured and systematic approach to problem-solving. From an 8D problem-solving example it’s clear that it not only identifies a problem but also recognizes the weaknesses in the system. Analysis of an 8D report example prevents future occurrences of similar issues.

Examples Of 8D Reports

8d problem-solving report example, 8d problem-solving example.

An 8D problem-solving example shows the strength of this model lies in its methodology, structure and discipline. Organizations can effectively use an 8D report example to analyze defects, its root causes and ways to implement corrective actions.

Let’s have a look at these 8D reports.  

An organization had a problem with holes appearing in its metal cast toy parts. They found that about 3% of their last batch received complaints after operations due to pin-hole defects. An analysis was submitted after the purchase head asked for a full 8D report example . Here’s a look at the 8D report sample that was submitted.

D1 : Names of team members, team leader and manager.

D2 : The problem reported by the customer is described by answering the following questions:

• What is the problem? A pin-hole defect
• Who reported it? Tulip Pvt Ltd
• When did it occur? Seen in the last batch
• Why did it happen? Due to a defect in the casting base
• How much production is affected? 3% of the products are defective.

  These questions aim to simplify their approach to problem-solving.

D3 : Once the problem is defined, the defective parts are segregated.

D4 : The root cause of the problem is identified by answering the following questions:

• Why is there a pin-hole defect?
• Why are core problems arising?
• Why wasn’t the core cured properly?
• Why was drying/curing time not modified?

These questions reveal that curing time was not validated and that was the root cause of the problem.  

D5 : A permanent corrective plan is recommended to the quality assurance engineer. It is proposed that product and process should be validated for new drying time.

D6 : Permanent corrective actions are implemented. 10 samples are collected. Product and process characteristics of each sample are checked.

D7 : Preventive measures are recommended to ensure the problem doesn’t recur.

D8 : Team and individual contributions are recognized by the manager. The team leader and team members are rewarded for their efforts.  

An organization received customer complaints about shrinkage on an automobile part. The management demanded a thorough analysis based on an 8D problem-solving example . Here’s the 8D report sample that was submitted:

D1 : A team is created with supply team members, team leader and manager.

D2 : A customer complaint is used to describe the problem. The problem is established by answering the following questions:

• What is the complaint? Shrinkage on sump.
• When was it seen? In the last batch.
• Why did it happen? Due to a defect in the entrance area.
• Who reported the problem? Albert D’Souza
• How much production is affected? Nearly 2%

These questions allow the team to devise a containment plan.  

D3 : As a containment action the team decides to stop consignments and segregate the good parts immediately.

D4 : To identify the root cause, the team has to answer the questions defining the problem. They are:

• Why was there a shrinkage at the ingate area?
• Why were high pouring temperatures used?
• Why was the pyrometer reading incorrect?
• Why was the pyrometer condition not checked?

The root cause of the problem is revealed to be a faulty pyrometer.

D5 : As a permanent corrective plan, periodic checking of the pyrometer is suggested to the maintenance supervisor.

D6 : Permanent corrective action is implemented and pyrometers are scheduled for weekly checks.

D7 : Periodic checking and proper maintenance of pyrometers are factors to prevent a recurrence.

D8 : The team effort is recognized. The manager and team are praised for solving the problem.

An 8D report example will show that Root Cause Analysis (RCA) is an integral part of the 8D process. It helps managers establish problem statements, identify potential causes, compare theories and confirm the main cause of a problem. You can establish the root cause in an 8D report example by asking the most relevant questions related to the defect.

Harappa’s Structuring Problems course equips learners with frameworks to strengthen problem-solving skills. Explore the various causes behind a problem before solving it. Learn how to simplify problems, manage them better and scrutinize them in depth. The course helps professionals, managers and team leaders master logic trees, impact analysis, MECE principle and PICK framework.  Take the team to newer heights with Harappa.

Explore Harappa Diaries to learn more about topics such as What Is Problem Solving , Different Problem Solving Methods , Common Barriers To Problem Solving , and What are the essential Problem Solving Skills to classify problems and solve them efficiently.

Free Lean Six Sigma Templates

By Kate Eby | June 12, 2017

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Lean Six Sigma combines two methods that streamline business processes in order to reduce waste, improve quality, and increase efficiency and product value. Both approaches originated in the manufacturing industry - Lean by Toyota and Six Sigma by Motorola - but today they are used to improve many processes within an organization, from customer support to administration.    The templates provided here are suitable for Yellow, Green, and Black Belts. You’ll find Six Sigma project templates designed to support the different phases of an improvement process, all of which are free to download. Simply click on the link to download and open a template file, and customize it to suit your needs.

Six Sigma Tools

Six Sigma is a quality measurement that represents 3.4 Defects Per Million Opportunities. That’s a lofty goal for many business processes, but you can use Six Sigma methods to improve quality and performance in varying degrees based on the needs and objectives of a business or project. Six Sigma tools range from statistical charts, illustrative diagrams, and data collection methods to project management and process analyzation worksheets. These tools may not be exclusive to Six Sigma, but they can be applied in specific ways to focus on process improvement. The tools required depend on the project requirements and team roles. Depending on one’s training and experience, a Six Sigma professional may be involved in improvement initiatives at the White, Yellow, Green, or Black Belt level. White Belts generally have supporting roles, while Yellow Belts act as team members, Green Belts collect and analyze data, and Black Belts serve as project leaders.    In the following sections, you’ll find a number of free, downloadable templates that you can use as Six Sigma tools.

Project Management Guide

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Ready to get more out of your project management efforts? Visit our comprehensive project management guide for tips, best practices, and free resources to manage your work more effectively.

View the guide

Project Charter Template

This Six Sigma Excel template is designed to help you create a project charter that will serve as an agreement between management and your team. A project charter provides an overview of a project including team roles and responsibilities, financial information, goals, and constraints. Creating a detailed project charter will help define your project and its expected outcome, and provide a high-level roadmap to follow.  

Download Project Charter Template

Excel | Word | Smartsheet

Implementation Plan Template

It’s important to refer to previous research and planning to help create an effective action plan. Once you know what actions to take, this implementation plan template helps you organize them by priority, assign ownership, track progress, and update the plan as needed. This is an important Six Sigma tool for taking concrete actions toward achieving measurable objectives.

Download Implementation Plan Template

Excel | Smartsheet

Stakeholder Analysis Template

You can use this template to identify and analyze stakeholders in order to enlist support for a project. The template allows you to closely examine important factors such as issues that may be influencing stakeholders, their vested interest in a project, or the level of influence and support. Understanding the views and expectations of stakeholders can help you anticipate and address issues in advance and move your project toward success.

Download Stakeholder Analysis Template

SWOT Analysis Template

Use this SWOT analysis template for strategic planning and to create dynamic PowerPoint presentations. List the strengths, weaknesses, opportunities, and threats related to an idea, process, or organization, and use this information for strategic analysis. Easily add this PowerPoint slide to any presentation for visual communication with project team members or other stakeholders.  

Download SWOT Analysis Template - PPT

PPT | Smartsheet

Fishbone Diagram Template

A fishbone diagram, also known as a cause and effect diagram or Ishikawa diagram, helps  teams brainstorm the causes of a certain event. Use this Six Sigma tool along with the 5 Whys template to determine root causes. One of the benefits of using a fishbone diagram is the visual layout, which makes it easy to compile and view information, and see the relationships between different elements. 

‌ Download Fishbone Diagram Template - Excel

A3 Template

A3 is an approach to problem solving that grew out of Lean Manufacturing at Toyota. The A3 report condenses project information onto a single page in an easy-to-read, graphical format. This A3 template provides sections for describing background information, current conditions, root cause analysis, target conditions, implementation plan, and follow-up.

‌ Download A3 Template - Excel

5 Whys Template

A 5 Whys worksheet can help you undertake a root cause analysis to determine the sources of defects or performance issues. After defining the problem, you ask five questions to drill down into why the problem is happening, and track the issue back to its root cause. The final step is to determine what action you should take to eliminate that root cause.

Download 5 Whys Template

 Excel  |  Word | PDF   

Project Prioritization Analysis

This template can help you prioritize and select projects based on various factors, such as likeliness to succeed, cost, and how critical a project is to business processes. Once you collect your data, you can also use a Pareto chart to get a visual representation of the results. This Six Sigma project template is a simple tool that can have a big impact on decision making.

‌ Download Project Prioritization Analysis - Excel

SIPOC Diagram Template

SIPOC stands for Suppliers, Inputs, Process, Outputs, and Customers. A SIPOC diagram provides a high-level, visual overview of a business process, which is helpful for identifying and summarizing all of the elements in a process improvement project from start to finish. This Excel template provides five columns to create a simple, easy-to-read diagram. 

‌ Download SIPOC Diagram Template - Excel

Communication Plan Template

A communication plan outlines how and when you will communicate a project to stakeholders. Effective messaging is important for securing buy-in as well as ensuring continued support for the duration of a project. Consistent reporting on project progress and milestones can help keep stakeholders informed and engaged.

Download Communication Plan Template

  Excel | PDF

Voice of Customer (VOC) Six Sigma Template

Use this VOC template to gather information about customer expectations and needs. Gaining insight into customer requirements can inform your improvement process and help ensure a successful end product. This template is designed to help you document the voice of the customer and translate those messages into measurable requirements.

‌ Download Voice of Customer (VOC) Template - Excel

Data Collection Plan Template

During the “measure” phase of DMAIC, you can use a data collection plan template as a framework for describing what type of data to collect, how to gather it, when, and by whom. This spreadsheet template provides columns for entering data sources and locations, operational definitions, what statistical tools to use, and more. You can also edit the template to include any additional information that is relevant for your project.

‌ Download Data Collection Plan Template - Excel

FMEA Template

A Failure Modes and Effects Analysis (FMEA) seeks to prevent possible failures in a design or process. This FMEA template is designed to help you follow a systematic approach to identifying, understanding, and preventing failures. The template includes a section for recording what actions were taken to address each issue, as well as the completion date.

‌ Download FMEA Template - Excel

Control Plan Template

During the “control” phase, an effective plan serves as a guide for monitoring process and sustaining improvements. In this simple spreadsheet template, you can document process control activities to help ensure that quality standards continue to be met. Customize the template as needed to create a control plan for your specific project.

‌ Download Control Plan Template - Excel

Cause and Effect Matrix

A cause and effect matrix allows you to evaluate and quantify the relationships between process inputs and outputs. Use the matrix to prioritize process inputs based on the level of impact each one has on outputs. Once you collect your data in the matrix, you can also represent the results in a Pareto chart.

‌ Download Cause and Effect Matrix - Excel

Pareto Chart Template

Use this template to perform a Pareto analysis of your data to determine the frequency of problems or defects occurring in a process. The template provides a typical Pareto diagram, with a bar chart representing whatever issues you want to analyze, and a line graph showing the cumulative percentage of occurrences.

‌ Download Pareto Chart Template - Excel

Tree Diagram Template

A tree diagram breaks down a central concept, issue, or activity into increasingly smaller components. In Six Sigma, tree diagrams are used for determining root causes, brainstorming ideas related to a central topic, understanding a process from top to bottom, and approaching issues systematically. This is a useful tool for teams at many levels.

‌ Download Tree Diagram Template - Excel

8D Report Template

This template guides you through the 8D (eight disciplines) approach to problem solving and process improvement. The 8D report includes separate sections for each step, from describing the problem and root causes to identifying corrective actions and ways to prevent reoccurrence. This is a systematic way to help organizations attain their Lean Six Sigma goals.

‌ Download 8D Report Template - Excel

Six Sigma Process Map Template

Create a process flow diagram using flowchart symbols to show each step in a Six Sigma process. This provides a visual representation of process flow with a map that is easy to understand and modify. As a Six SIgma tool, you can use this template for analyzing and revising a process, and as a communication tool for stakeholders.

‌ Download Six Sigma Process Map Template - Excel

Check Sheet with Histogram Template

This template combines a weekly check sheet with a histogram for a graphical representation of defects or issues occurring over time. Enter your data on the check sheet, and the template will automatically create the histogram for your analysis. You can also print the check sheet to collect data by hand.

‌ Download Check Sheet with Histogram Template - Excel

Force Field Analysis Template

A force field analysis helps determine what factors are driving or inhibiting efforts to reach a goal. Identifying these forces and rating the strength of each can provide insight on how to maximize the driving forces and reduce inhibiting forces. On the template, list the desired change along with acting forces, then use your analysis to create an action plan.

Download Force Field Analysis Template

  Word  | PDF

How Lean and Six Sigma Work Together

While both Lean and Six Sigma aim to reduce waste, they are distinct methodologies. Six Sigma focuses on reducing defects by limiting variation within a process, while Lean removes unnecessary steps for a more efficient process. Combining these two methodologies can improve business performance by emphasizing both quality improvement and profitability. Learn more about Lean Six Sigma by reading Everything You Need to Know About Lean Six Sigma .   The acronym “DMAIC” represents a key aspect of Lean Six Sigma. DMAIC stands for the five phases of an improvement cycle: Define, Measure, Analyze, Improve, Control. You can use these steps as a roadmap for resolving issues with a Six Sigma approach:  

• Define the project goals or problem to be addressed, internal and external customer requirements, and project boundaries.
• Measure the current performance of the process and describe the process in quantifiable terms.
• Analyze the process and identify the root causes of defects and sources of variation.
• Improve performance by resolving the root causes of issues and eliminating defects.
• Control future process performance by maintaining improvements.

  Another version of this process is DMADV (Define, Measure, Analyze, Design, and Verify). The DMADV framework is typically applied to new products or services, rather than improving an existing process, or when an existing process has been improved but is not meeting a Six Sigma level. The process is similar to DMAIC but focuses on product or process design and how to implement that design effectively.

Discover How Six Sigma Practitioners use Smartsheet Templates for Optimal Results

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Home » Lean Six Sigma Templates » 8D Report Template Excel

Need an 8D Template for Team-Oriented Problem Solving (TOPS)?

Qi macros add-in has the ready-made 8d excel template you want.

To create an 8D Report:

• Use Find Tools to locate the "8D" template
• Enter your data into the template.

Why 8D Matters: Structured Problem Solving Delivers Thorough Solutions

The 8D is deceptively simple. It's a sequence of boxes in a template. It helps people structure their problem solving:

8D template in QI Macros add-in for Excel

8 Disciplines (8D) for team-oriented problem solving and its structure create a logical improvement "story". While made popular by Ford, the 8D has its roots in MIL-STD-1520. 8D's power lies in a consistent way of identifying problem and solution, and it's ability to create organizational learning. The 8D and  Toyota's A3 report  serve the same purpose: structured problem solving.

8D Template Steps

• Establish the Team
• State the Problem-Who, What, When, Where, Why, How Much
• Containment Plan
• Root Cause Analysis (RCA) using fishbone or Love Bug Diagram
• Permanent Corrective Actions (PCAs)
• Implement Corrective Actions
• Prevent Recurrence
• Honor the Team

Love Bug Diagram

The 8D template uses a version of the "Love Bug" diagram to analyze cause-and-effect:

The 8D template is one of many tools included in QI Macros add-in for Excel.

QI Macros adds a new tab to Excel's menu, making it easy to find any tool you need. If you can't locate a tool, use the find tools feature on the far right side of QI Macros menu.

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How to create an 8D report Template in Microsoft Excel

Here at Sanzubusinesstraining.com we love tools that help us solve business problems ( if you’re the same you might like to take a look at our Problem Solving guide that includes further tools like   A3 Problem Solving Template or our Kaizen Card Template )

We believe that if you choose to follow a standard process for resolving problems the battle is already half won, I’ve lost count of the businesses I’ve seen who approach this sort of thing ad-hoc with each problem being targeted with a unique process/perspective with ahem….varying results.

So, standard methodology/consistency wins every time, especially where the audience is one that is multi-disciplined (i.e. consists of Engineers, manufacturing team, Quality, Supply-chain for example).

In previous posts we’ve covered Problem Solving Tools  like the A3 report, another tool that’s commonly used to solve business problems is the 8d report.

While it’s often called an 8d report, 8d is, in fact, a methodology. There is an 8d process where the report (the 8d report) is the output.

When your business faces problems with its products (either finding this out yourselves or being informed by your customer) the 8D method provides an invaluable starting point in driving improvement in Quality

What makes a good problem-solving tool

One of the challenges for selecting problem-solving tools is what exactly do you look for? In Lean the best tools for problem-solving tend to have the following attributes:

* They facilitate team-work to solve problems and help create an open dialogue between those participating. * They have a structure (a regimented process to follow) * They use data and facts and root cause analysis to drive the process rather than supposition and guesswork. * They make problem-solving (and remedy) as efficient as possible * They support better selection and implementation of the final corrective action. * They help with building an archive/database of problems coupled with the corrective action (i.e. they make a great learning archive).

The 8d method builds on all of these and is an excellent yet simple tool to deploy.

What is an 8D report

As we described above, the 8D Report is a problem-solving tool, that follows a series of pre-defined steps, that can be used as part of a continuous improvement methodology.

The business that’s utilizing the tool usually has someone (typically a quality engineer) familiar with the tool that can coach the other members of the team in its deployment.

Like many lean tools the 8d originated in industry, this one within automotive but as with many of the other lean tools it can readily be deployed in most businesses.

The 8D tool is often used to identify and remedy recurring problems, and is especially useful in an environment where there are “products” and an environment that has established processes.

As with most lean tools the “products” don’t necessarily have to be those within a manufacturing environment (although the tool excels in these, anywhere where there are processes that result in some form of output will benefit from an approach like 8d.

The other thing to recognize with 8d is that it doesn’t look to solve the issue temporarily rather than the method targets a permanent corrective action (eradicating the issue).

As with the best lean tools 8d uses a combination of statistical evidence and root cause analysis, and anyone familiar with that approach should be able to utilize the 8d method fairly quickly.

As described above the 8d tool follows a series of steps in order to work –

The 8D are:

1/ Establish a team 2/ Define the problem statement 3/ Define interim containment actions 4/ Undertake root cause analysis 5/ Define the corrective actions 6/ Implement the corrective actions 7/ Implement preventative actions (so it doesn’t happen again, typically this is closing the loop updating processes, FMEA etc) 8/ Close the project and congratulate the team

Using a step-based approach has a number of benefits

1. It facilitates a team approach where the whole team is aware of the process and their role in it. Problems are rarely solved by individuals and usually require a cross-functional team. By having a structured methodology this team has a process to follow with a designated output.

2. It can be deployed rapidly, indeed 8d has much in common with the Analyze, countermeasure, root-cause, fix approach that is similar to many lean tools.

As with any problem-solving project, the chance of success is greatly enhanced if you prepare first, jumping straight in without knowing the facts is likely to result in reduced success.

Ok so let’s look at how we produce an 8d report in Excel.

Creating an 8D report template in excel

As a template to create this is a fairly easy one, there are no calculated fields, so it’s just a matter of devising the report and formatting it.

You can see the 8D template below:

Let’s cover each section – I’ll include screen-shots showing the columns/rows so you can copy and create your own.

This reports been formatted to be able to be printed on one side of A4. To assist with this I’ve had to think about how the report is structured, place each “D” on top of each other produced a report that was too long if printed on one piece of paper so I’ve found by placing two “D’s” next to each other, you still have enough space to capture what’s required while producing a printer friendly report.

Header The header of the 8D is used to capture background information (for example the date the 8D was raised, some generic information around the issue

Section a) – Team Members & Probelm statement

Fairly rudimentary use of columns to capture the team members, you could expand on it to include contact details if required.

The Problem statement is just a group of cells that’s been merged in order to capture free text description of the problem.

Section b) – Interim containment actions & Root Cause Analysis

This section captures interim actions via a table (I’ve included spaces for 10 actions but again you could expand as required).

For the root cause analysis out of personal choice I’ve used a table to capture the 5 Why (together with a notes block at the bottom of the section). I like 5 why as a process, but you could use a decision tree or other if required in this space.

Section c) Corrective Action(s) & Implementation

For the corrective actions, I’ve used a merged cell for free text entry.

For the implementation, I’ve used a table with 10 lines to capture the implementation steps.

Section d) Preventative actions & Project Closure / Team recognition

For the 7D Preventative actions, I’ve used a mix of a table to capture actions and a checklist of things to do. In the checklist I’ve included things like an FMEA, procedure update etc, this is personal preference but I like the use of a tick box here as it ensures the user follows some sort of process to go an update documentation or other following the “fix” being implemented.

For the project closure section, I’ve used merged cells to create a text box for free text entry.

So there’s our example 8D report – got some comments or ideas? Use the feedback section below – we’d love to hear from you.

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8D Report Template

8D form for 8D Problem Solving

Corrective Action Plan using 8 disciplines

to systematically focus your team's problem solving skills

8d Template for Problem Solving

Your 8D form (8D.xlsx) provides a systematic way for a team to resolve an issue that has uncertain root causes

in a way that ensures that root causes have been identified and verified

and that both interim and permanent corrective actions are validated for effectiveness and instituted in a way that prevents a similar situation from ever recurring or escaping again.

When is 8D the right problem solving process?

The 8 D methodology is appropriate in situations where the root cause is uncertain.

If concerns center primarily on decision making or problem prevention, then you are better off using a simple Supplier Corrective Action Request or other problem-solving techniques

Compare problem solving methods

Step 1) Become familiar with your

There are 3 sheets in your Excel template.

8d form 1) the primary 8D Report

The primary Corrective Action Plan template serves as a summary for:

• Header information
• Release and approval status
• Each of the 8 steps

8 disciplines of problem solving

• Establish the team
• Define the problem
• Implement & verify Interim Containment Action(s)
• Determine root cause(s)
• Identify & verify proposed Permanent Corrective Action(s)
• Implement & validate Permanent Corrective Action(s)
• Prevent recurrence
• Congratulate the team

8d form 2) Problem Analysis

All problem solving strategies are useless if the presenting problem is not clearly defined, and the ultimate root causes are not systematically revealed.

Those are the purposes of the second worksheet to apply very thorough and systematic problem solving methods — without cluttering up the the clean looking primary 8d report.

What, where, when, and how big IS the problem? And (equally importantly) IS NOT the problem?

What's different? What might be causes of those differences? What might be the root causes? How can those theories be verified to ensure that these truly are the root causes?

Your 8d template also provides easy ways to Insert Sheet or Link to related documents — like approval form , root cause analysis , brainstorming template , Is Is Not Analysis , Pareto chart , or standard work .

8d form 3) Action List

Problem solving techniques often restrict the user to one fixed approach for every situation — forcing the user to fill in fields that may not make sense for the current type of creative problem solving situation.

While some of this is unavoidable, the Systems2win 8d report is intentionally designed to provide more flexibility than any problem solving system you have probably seen.

One key to this flexibility is the separation of the summary 8d form from the Action List — avoiding the common mistake of commingling the 2 concepts in insipid ways that seem to make sense at first, and then tangle the user's thoughts when approaching a different type of problem — for example, trying to resolve an internal corrective action while using a form designed for supplier corrective action.

Like every Systems2win template — you can use everything you already know about Excel to personalize your template to be exactly the way YOU need it for THIS problem.

The 8D Process

How to use your 8d problem solving form, find and open your 8d template.

Find and open your 8D Report template

in the same way that you find and open your other 150+ Systems2win templates.

Save your working document

following the usual document storage and naming conventions established by your leaders

Open a Blank Sheet

When you're ready to start doing your own real work...

click the button to 'Open a Blank Sheet'

Excel Ribbon > Systems2win tab > Open a Blank Sheet

This blank sheet is where you will do your real work

( not on the Sample sheet — which gives you sample data that is extremely helpful for learning how to use your new tool, but is the wrong place to do your real work)

Rename your new sheet.

If English is not your preferred language

Switch to your language , just like every Systems2win Excel template.

Now your team is ready to start using your

8D template for problem solving

Follow the Steps on the Action Sheet

Follow the steps on the Action sheet.

Allow time to think

Distribute to unlimited users

Using the button to ‘Generate a Working Document'

The 8D template that has a special button called Generate a Working Document .

Click that button to generate a fully functional working document that can be used in ANY version of Excel

including Macintosh, tablets, etc.

and can be used even by users that do not own a license for Systems2win (perhaps your suppliers)

See full details of License Agreement

Another way to publish ANY of your 150+ Systems2win templates to make available to unlimited users that don't own Systems2win is to follow our online training for how to use free PDF writing software .

Most of our customers find it best to 'Generate a Working Document' (in Excel format).

Team Roles for creative 8D problem solving

When you make your list of team members on the 8D sheet, those names automatically appear in the dropdown lists in the Action sheet.

The 2 roles that are common to every team are:

• Team Leader — Responsible for leading the team (and usually authoring the 8d report)
• Champion — Manager or Executive that has ultimate responsibility for resolving this issue

The Relationship between 8D and FMEA

"An FMEA is an 8D waiting to happen"

Learn more about FMEA

Suggested Reading and Resources for your

8D Problem Solving Form

• 8D Problem Solving Process, by Martha Begley Schade
• The 8 Disciplines Problem Solving Method, by Michael Carter

Is it your job to put out fires? or to prevent them?

This 8D template comes with many other useful Problem Solving Tools and Lean Six Sigma Excel templates

to empower every team member to improve every process

Related Topics

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