8D CAPA Process

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    8D Problem

    Solving

    TOTAL QUALITY MANAGEMENT

    8D Problem Solving

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    Ford Motor Company started aproblem solving process known as

    8Dwhich takes

    8 Disciplines

    and uses them to tackle engineering

    problems

    What is 8D?

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    CORRECTIVE ACTION REPORT8D METHOD: 8D TEAM:

    CUSTOMER: CAR RAISED BY:

    PART NO: DATE:

    DESCRIPTION: LOG NO:

    DEFECT/FAULT DESCRIPTION: INTERNAL:EXTERNAL:

    ACTION BY: DATE:

    IMMEDIATE CORRECTIVE/CONTAINMENT ACTION:

    ACTION BY: DATE:

    ROUTE CAUSE DEFINITION:

    ACTION BY: DATE:

    PERMANENT CORRECTIVE ACTION:

    ACTION BY: DATE:

    VERIFY PERMANENT CORRECTIVE ACTION:

    ACTION BY: DATE:

    PREVENT RECURRENCE (DOCUMENT UPDATE):

    F.M.E.A. REVIEWED (Y/N)

    CONTROL PLAN REVIEWED (Y/N)

    WORKS ORDER TEXT REVIEWED (Y/N)

    ACTION BY: DATE:

    COMMENTS: DISTRIBUTION:

    QC19 ISSUE4 DATED 06/11/02

    A typicalform is used

    for the 8Dapproach to

    problem

    solving

    8 Disciplines

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    By taking this approach we can

    continuously improve quality byeliminating the causes of

    problems and prevent theirreoccurrence.

    8D Problem Solving

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    1. Define the problem.

    2. Build a team.

    3. Containment action.

    4. Determine the root cause.

    5. Verify the root cause.

    6. Corrective Action.7. Prevention.

    8. Congratulate the team.

    What are the 8 Disciplines?

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    Do we know EXACTLY what theproblem is?

    Have we seen the problem before?

    What evidence of the problem isavailable?

    D1. Definethe Problem

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    Once a problem has beenbought to our attention, a

    team must be formed to

    tackle the problem.

    Ideally, this will be a team

    of people with a variety ofskills and knowledge

    related to the problem.

    D2. Build a Team

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    What action can be taken immediately?

    Do we have stocks that need sorting?

    Are we still manufacturing parts withthe problem?

    Will the actions that we take causeother problems?

    D3. Containment Action

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    Has the cause of the problem beenidentified?

    Is there more than one cause?

    Did we refer to the F.M.E.A.?

    D4. Determine the Root Cause

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    Brainstorming

    Purpose - generate a

    list of

    problems

    opportunities

    ideas

    Success requires

    no criticism

    no arguing

    no negativism

    no evaluation

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    Example of a Cause-and-effect diagram

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    Example for 5-Why Analysis

    Define Problem

    Why

    ?

    Why ?

    Why ?

    Why ?

    Use this Path for Investing why the

    process failure happened

    Use this Path for Investing why the

    problem was not detected

    Root Cause Corrective

    Actions

    A

    A

    BWhy ?

    Why ?

    Why ?

    Why ?

    Why

    ?

    Why

    ?

    B

    Resp /

    Date

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    D6. Corrective Action

    Has everyone been notified of theactions taken?

    Have we reviewed and updated therelevant F.M.E.A.?

    Have any temporary short term fixesbeen removed?

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    D7. Prevention

    Have we taken all actions to

    prevent reoccurrences?

    Have we considered othersimilar products or processes?

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    D8. Congratulate the Team

    Have we identified each individual

    team members contribution tosolving the problem?

    Have we acknowledged and

    appreciated the efforts involved?

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    8D

    We have now seen the 8D problemsolving method.

    You may be called upon to help solve aproblem.

    Understanding the 8D approach willhelp in tackling future problems.