8D method

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8 Disciplines (8D) Problem Solving Process

This Template should only be used by someone trained in the techniques presented herein

Begin by clicking the 'Preliminary Data' hyperlink below. Then proceed sequentially through each Discipline (D0, D1 . . . D8)

D0

D1

D2

D3

D4

D5

D6

D7

D8

Notes:

1. There are several tabs in this workbook, with at least 1 tab dedicated to each of the eight disciplines.

2. Discipline 1 is D1, Discipline 2 is D2, etc.

3. When more than 1 tab is used for a given discipline, a D4-1, D4-2 . . . format is used.

4. Each tab contains the instructions, templates and decision tools appropriate for that discipline.

8D Summary Report

8D, or 8 Disciplines, is an 8 step problem solving methodology for both products and processes. It is best suited to existing problems involving

defects where the cause is unknown. 8D is not suitable for problem prevention, problems of variation or waste elimination.

Implement

Prevent Recurrence

Congratulate Team

The 8 Disciplines

Identify Corrective Action

Preliminary Data

Team selection

Problem Definition

Contain problem

Identify Root Cause

This Template should only be used by someone trained in the techniques presented herein

Begin by clicking the 'Preliminary Data' hyperlink below. Then proceed sequentially through each Discipline (D0, D1 . . . D8)

8D, or 8 Disciplines, is an 8 step problem solving methodology for both products and processes. It is best suited to existing problems involving

defects where the cause is unknown. 8D is not suitable for problem prevention, problems of variation or waste elimination.

8D Instructions

Next >>>

Lot or Batch Number:

Failure Rate:

Product Name:

D0 - Preliminary Data

Customer:

Date of Failure:

Part Number or Description of Failed Item:

Customer Address:

Tracking Number:

Time of Failure:

8D Instructions

Next >>>

Dept

Other As needed

D1 - Team Selection

SME's Technical or detailed product or process knowledge

QA Ensure tools are used correctly and Root Cause is verified

Pro(cess/duct)

SupplierEnsure corrective actions do not conflict with required inputs

Pro(cess/duct)

CustomerEnsure corrective actions do not conflict with required outputs

Process Owner Ensure right team members are on the team.

Project Lead Completing the project.

Name Role Responsibilities

ChampionEnsure team has required resources. Remove roadblocks experienced

by the team.

D2 - Problem Definition

8D Instructions

Answer the following questions and then summarize the results below.Answer the following questions and then summarize the results below.

What the problem

IS

What else it might be but

IS NOT More InfoWho reported the problem? Who did not report the problem?

Who is affected by the problem? Who is not affected by the problem?

What is the product ID or reference number? What ID's or reference # are not affected?

What is (describe) the defect? What is not the defect?

Where does the problem occur? Where is it not occurring but could?

Where was the problem first observed? Where else might it occur?

When was the problem first reported? When was the problem not reported?

When was the problem last reported? When might it reappear?

Why is this a problem? Why is this not a problem?

Why should this be fixed now? Why is the problem urgent?

How often is the problem observed? How often is it not observed?

How is the problem measured? How accurate is the measurement?

Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?

Customer: Incident Date: 01/00/00 Part Number:

What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?

Lot #: Application: 0 Failure Rate:

Based on answers to the questions above, please describe the problem and/or the opportunity

What the problem

IS


IS NOT More Info

WH

AT

WH

O Customer A & B Customer C

WH

ERE

WH

YW

HEN

OTH

ERH

OW

MIS

CP

RO

BLE

M

DES

CR

IPTI

ON

SCO

PE

0 0

0 0.00%

Note: the description of the problem should use a noun - verb format and not have any opinions, judgments,

assumptions, presumed causes, solutions, blame or compound problems contained in it.

PR

OB

LEM

DES

CR

IPTI

ON

Next >>>

Answer the following questions and then summarize the results below.

More Info

D2 - Problem Definition

0

0.00%

Next >>>

8D Instructions

Severity

1-10

Occurrence

1-10

Detection

1-10

Risk

Number

10 10 10 1000

Containment Recommendation (Describe)

Communication Plan

Team selection

Risk Assessment

Yes

No

No

D3 - Contain Problem

Use the Checklist and Risk Assessment below to manage the Containment Action

These actions are temporary until permanent corrective action is taken

Containment Checklist

Problem Definition

Rating

Loss of primary function

Moderate frequency

Difficult to detect

Severity

Occurrence

Detection

Failure Containment Action Taken

No

No

No

No

Communication Plan

Containment agreement

Containment recommendation

Containment Action Taken

Risk Assessment

1

Nuisance or distraction

Unlikely

Detectible

5

What are we

doing & why?

Containment Agreement (Describe - Who, What, Where, When, Why, How)

Containment Action Plan

No. Date Responsible Accountable

The

Doer

Ultimately

Responsible

1

2

3

4

5

6

7

Action Item

Noun + Verb Be Specific

How will we know the message

was received?

Key Message

Person to reach What are we seeking?

Awareness, support, decision,

advocate, advice, assistance

Telecon, email, meeting, IM,

Text, Videocon, etc.

Audience ObjectiveDelivery

MethodFeedback Measure

Deliverable

Next >>>

Revised

Severity

1-10

Revised

Occurrence

1-10

Revised

Detection

1-10

Risk

Number

5 5 5 125

D3 - Contain Problem

Use the Checklist and Risk Assessment below to manage the Containment Action

These actions are temporary until permanent corrective action is taken

Loss of primary function

Moderate frequency

Difficult to detect

Containment Action Taken

10

Loss of life or loss of significant $

Almost certain

Cannot detect

5

Assigned Due date Failure

What does it

mean to the

person?

What does the

person need

to do

differently?

What support

can the person

expect from us?

Who will

deliver the

message

Completion

date

Consult Inform

Advisor or

Consultant

Needs to Know

Next >>>

Notes

Key Message

8D Instructions

Select one or more tools below to help identify Root Cause

D4 - 1 Identify Root Cause

Root Cause Tool Tool C

omple

xity

Time R

equir

emen

t

Abilit

y to f

ind ro

ot cau

se

Level o

f subje

ctivit

y

Intuit

ivene

ss (ea

se of

use)

Requ

ires X

Funct

ional T

eam

IS / IS NOT M H H L M M

Fault Tree M M H L L H

Process Map L L L L H L

5 Why's L L M M H L

Multi Vari H M H L L L

FMEA M H M M M M

Pareto L L L L H L

Fish Bone L M L M H M

Inter-relationship Diagram M L H L M M

Current Reality Tree M M M L L M

Scatter Plots L L H L M L

Concentration Chart L L L L H L

Design of Experiments H H H L L M

Tree Diagram L L L L H M

Brainstorming L L L H H M

Regression Analysis L L H L H L

Artificial Neural Networks H M H L L L

Component Search L M H L H L

L = Low M = Medium H = High

Select one or more tools below to help identify Root Cause

D4 - 1 Identify Root Cause

Level o

f subje

ctivit

y

Intuit

ivene

ss (ea

se of

use)

Requ

ires X

Funct

ional T

eam

# Fact

ors St

udied

M

M

L

L

M

H

H

M

H

L

L

L

L

H

L

L

H

H

L = Low M = Medium H = High

D4 - 2 IS / IS NOT

Root Cause List Complete the 'Problem Definition' on tab D2 Before Proceeding

8D Instructions

What the problem

IS


IS NOT More InfoWho reported the problem? Who did not report the problem?

Who is affected by the problem? Who is not affected by the problem?

What is the product ID or reference number? What ID's or reference # are not affected?

What is (describe) the defect? What is not the defect?

Where does the problem occur? Where is it not occurring but could?

Where was the problem first observed? Where else might it occur?

When was the problem first reported? When was the problem not reported?

When was the problem last reported? When might it reappear?

Why is this a problem? Why is this not a problem?

Why should this be fixed now? Why is the problem urgent?

How often is the problem observed? How often is it not observed?

How is the problem measured? How accurate is the measurement?

Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?

Customer: Incident Date: 0 Part Number:

What is the start of the pro(cess/duct)? What is the end of the pro(cess/duct)?

Lot #: Application: 0 Failure Rate:

Based on answers to the questions above, please describe the problem and/or the opportunity

What the problem

IS


IS NOT More Info

WH

AT

WH

O

0

0

WH

ERE

WH

EN

0

WH

YH

OW

0

0

OTH

ERSC

OP

E

0

0

0 0

0.00%

0

Customer C

0

0

0

0

0

MIS

CP

RO

BLE

M

DES

CR

IPTI

ON

Customer A & B

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0 0

0

0

0

0

0

0

0

0

0

0

PR

OB

LEM

DES

CR

IPTI

ON

0

D4 - 2 IS / IS NOT

Highlight the differences between IS and IS NOT and identify possible causes

More Info

START HERE

Differences Changes Date & Time Possible Cause

Possible Cause 2

Customer A & B are long time

customers, Customer C is not

Customer C added in the last

month

1 month ago New customer onboarding

process

Possible Cause 3

0

0

Possible Cause 5

Possible Cause 4

Possible Cause 6

Possible Cause 7

Possible Cause 9

Possible Cause 8

Possible Cause 10

Possible Cause 11

0

0

Possible Cause 12

0.00%

0

0

0

0

0

0

0

0

0

0

0

0

0

+ 1 0 0 0

- 0 0 0 0

Total 1 0 0 0

RESULTSBased on IS / IS NOT, the most likely causes(s) are:Order +

1 1 New customer onboarding process

2 0 Possible Cause 2








Select "+" when both "IS" and "IS NOT" are explained by the Possible Cause. Select "-" when "IS" or "IS NOT" is explained by the Possible Cause.

Highlight the differences between IS and IS NOT and identify possible causes

Possible CauseNe

w cu

stom

er

onbo

ardi

ng p

roce

ss

Poss

ible

Cau

se 2

Poss

ible

Cau

se 3

Poss

ible

Cau

se 4

Possible Cause 2

New customer onboarding

process+

Possible Cause 3

Possible Cause 5

Possible Cause 4

Possible Cause 6

Possible Cause 7

Possible Cause 9

Possible Cause 8

Possible Cause 10

Possible Cause 11

Possible Cause 12

Cause


Poss

ible

Cau

se 9

Poss

ible

Cau

se 1

0

Poss

ible

Cau

se 5

Poss

ible

Cau

se 6

Poss

ible

Cau

se 7

Poss

ible

Cau

se 8

0 0 0 0 0 0

0 0 0 0 0 0

0 0 0 0 0 0

Poss

ible

Cau

se 9

Poss

ible

Cau

se 1

0

Poss

ible

Cau

se 5

Poss

ible

Cau

se 6

Poss

ible

Cau

se 7

Poss

ible

Cau

se 8


Poss

ible

Cau

se 1

1

Poss

ible

Cau

se 1

2

0 0

0 0

0 0

Poss

ible

Cau

se 1

1

Poss

ible

Cau

se 1

2

D4 - 3 Fault Tree

Using the basic fault tree symbols on the left, construct a fault tree hereRoot Cause List Using the basic fault tree symbols on the left, construct a fault tree here

8D Instructions

TOP Event: failure or undesirable state

"AND" Gate: output produced if all inputs co-exist

"OR" Gate: output produced if any input exists

"Basic" Event: initiating event

Connector

Event

Logic "AND" Gate

Logic "OR" Gate

Basic Event

Example:

Light Doesn't Turn On

Switch No

Contacts

Repairman Not

Equipment Failure Not

Step 1: Identify Failure (TOP Event)

Step 2: Identify first level contributors

Step 3: Link contributors to Failure using logic gates

Step 4: Identify second level contributors

Step 5: Link second level contributors to Failure

using logic gates

Step 6: Repeat Step 4 and Step 5 for subsequent

level contributors

Step 7: Review all "Basic Events" for likely Root Cause

D4 - 3 Fault Tree

Instructions:

Using the basic fault tree symbols on the left, construct a fault tree here

Bulb Burned

Bulb

Bulb Not

D4 - 4 Process Map

Using the basic flow chart symbols on the left, construct a high level process mapUsing the basic flow chart symbols on the left, construct a high level process map

Root Cause List

8D Instructions Problem: processing orders takes longer than corporate standard

Possible Root Cause of order delay: cannot find quote to match price

Connector

Example:

Start

Stop

Process Step 1

Process Step 2

Decision

Start Receive Order

Match Order price to quote

Enter order in system

Confirm order with customer

Stop

Price Match? Return to

customer

No Yes

Problem: processing orders takes longer than corporate standard

Step 1: Construct process map

Step 2: Identify areas where:

Handoffs occur

Data is transformed

Special attention is required

Inputs are not clear

Outputs are not clear

Instructions are not clear

Specialized training is required

The process is confusing

Spec limits are poorly defined

Unusual behavior is required

Inconsistency exists

Step 3: Identify potential Root Cause

Possible Root Cause of order delay: cannot find quote to match price

Instructions:

Using the basic flow chart symbols on the left, construct a high level process map

D4 - 4 Process Map

Root Cause List

8D Instructions

Therefore

Is Confirmation Necessary?

Therefore Yes

No

Therefore Yes

No

Therefore Yes

No

Therefore Yes

No

Yes

Root Cause

How is this confirmed?

Fuel gage



Fuel gage testing


Maintenance records

How is this confirmed? See D6

What is the failure?

The car won't start

Why did this occur?

It ran out of gasoline

Why did this occur?

I forgot to fill it up

Why did this occur?

The fuel gage is not working

Why did this occur?

I forgot to have it repaired

Why did this occur?

I didn't put it on the repair list when it broke

By asking successive 'Why's' the team may be able to identify Root Cause

D4 - 5 Why's

STEP 1 : Define the problem. What is the product, process or service that has failed.

STEP 2 : Ask: Why did this occur?

STEP 3 : Answer: Does this reason need to ne confirmed? If No proceed to next 'Why?'

If Yes, then record how confirmation was made.

STEP 4 : Repeat Step 2 & 3 until Root Cause is identified.

STEP 5 : Verify Root Cause by starting at the probable Root Cause and connecting

it to the previous cause using 'Therefore'

STEP 6 : Repeat Step 5 until you reach the problem

STEP 7 : If there is a logical connection between each pair of statements back

to the problem then you have likely found the Root Cause

Instructions:


Fuel gage



Fuel gage testing


Maintenance records

How is this confirmed? See D6

By asking successive 'Why's' the team may be able to identify Root Cause

D4 - 5 Why's


STEP 3 : Answer: Does this reason need to ne confirmed? If No proceed to next 'Why?'

STEP 5 : Verify Root Cause by starting at the probable Root Cause and connecting

STEP 7 : If there is a logical connection between each pair of statements back

to the problem then you have likely found the Root Cause

D4 - 6 Multi Vari

Root Cause List

8D Instructions

STEP 1 : Define the problem. What is the product, process or service that has failed

STEP 2: Using a Families of Variation (FOV) tree, identify the potential root causes to be included in the study - see below

STEP 3: Determine the number of Time-to-Time samples required (Cell: I42)

STEP 4: Determine the number of Unit-to-Unit samples required (Cell: F42)

STEP 5: Determine the number of Within samples required (Cell: C42)

STEP 6: Multiply the results in 3, 4 and 5 to determine the total number of units to be studied (Cell: L42)

STEP 7: Develop the data collection plan (Row 47). This should be automatically created for you.

STEP 8: Collect data (Column H beginning at cell H48) & select alpha risk (Cell: I178)

STEP 9: Analyze results (Cell: I203)

Example: Widget to Widget Line to Line Shift to Shift

1. WU1 to WU1 1. BU1 to BU1 1. OT1 to OT1





Sub-Total: 5 Sub-Total: 5 Sub-Total: 5

Time Between Within Data

OT1 BU1 WU1 15.2038

OT1 BU1 WU2 14.5407

OT1 BU1 WU3 17.7464

OT1 BU1 WU4 -5.9591

OT1 BU1 WU5 1.5015

Families of Variation Tree

Data Collection Plan

Failure (Unit)

Within Unit

Over Time Between

Units

OT1 BU2 WU1 5.085

OT1 BU2 WU2 2.0017

OT1 BU2 WU3 14.327

OT1 BU2 WU4 13.4002

OT1 BU2 WU5 8.4973

OT1 BU3 WU1 10.5661

OT1 BU3 WU2 2.3631

OT1 BU3 WU3 14.3202

OT1 BU3 WU4 11.2544

OT1 BU3 WU5 5.6699

OT1 BU4 WU1 8.2522

OT1 BU4 WU2 6.56

OT1 BU4 WU3 10.6228

OT1 BU4 WU4 10.9

OT1 BU4 WU5 7.6223

OT1 BU5 WU1 12.7573

OT1 BU5 WU2 4.7375

OT1 BU5 WU3 12.5654

OT1 BU5 WU4 12.4333

OT1 BU5 WU5 8.7628

OT2 BU1 WU1 9.9244

OT2 BU1 WU2 0.1141

OT2 BU1 WU3 -1.4824

OT2 BU1 WU4 15.8033

OT2 BU1 WU5 12.5319

OT2 BU2 WU1 -6.1473

OT2 BU2 WU2 6.2406

OT2 BU2 WU3 11.2063

OT2 BU2 WU4 8.9289

OT2 BU2 WU5 9.2612

OT2 BU3 WU1 10.7074

OT2 BU3 WU2 22.8168

OT2 BU3 WU3 1.5132

OT2 BU3 WU4 12.6059

OT2 BU3 WU5 15.3474

OT2 BU4 WU1 0.6442

OT2 BU4 WU2 7.5193

OT2 BU4 WU3 -1.5645

OT2 BU4 WU4 1.1046

OT2 BU4 WU5 15.1475

OT2 BU5 WU1 10.3788

OT2 BU5 WU2 9.0094

OT2 BU5 WU3 11.1262

OT2 BU5 WU4 14.5717

OT2 BU5 WU5 17.9293

OT3 BU1 WU1 6.3712

OT3 BU1 WU2 11.5806

OT3 BU1 WU3 12.0327

OT3 BU1 WU4 9.6751

OT3 BU1 WU5 3.6259

OT3 BU2 WU1 10.6511

OT3 BU2 WU2 19.4126

OT3 BU2 WU3 7.0036

OT3 BU2 WU4 3.0633

OT3 BU2 WU5 8.8978

OT3 BU3 WU1 19.1382

OT3 BU3 WU2 4.8535

OT3 BU3 WU3 16.7445

OT3 BU3 WU4 15.347

OT3 BU3 WU5 4.86

OT3 BU4 WU1 13.5403

OT3 BU4 WU2 9.183

OT3 BU4 WU3 4.6844

OT3 BU4 WU4 10.4372

OT3 BU4 WU5 15.7935

OT3 BU5 WU1 7.7077

OT3 BU5 WU2 11.0995

OT3 BU5 WU3 6.3901

OT3 BU5 WU4 1.4156

OT3 BU5 WU5 9.106

OT4 BU1 WU1 12.138

OT4 BU1 WU2 -0.4652

OT4 BU1 WU3 17.8094

OT4 BU1 WU4 9.6149

OT4 BU1 WU5 3.7846

OT4 BU2 WU1 14.7737

OT4 BU2 WU2 12.027

OT4 BU2 WU3 13.0729

OT4 BU2 WU4 16.7324

OT4 BU2 WU5 16.2477

OT4 BU3 WU1 10.4786

OT4 BU3 WU2 9.1015

OT4 BU3 WU3 14.4461

OT4 BU3 WU4 6.3935

OT4 BU3 WU5 -0.1846

OT4 BU4 WU1 8.2401

OT4 BU4 WU2 14.105

OT4 BU4 WU3 20.253

OT4 BU4 WU4 3.4503

OT4 BU4 WU5 14.7921

OT4 BU5 WU1 7.6012

OT4 BU5 WU2 12.0057

OT4 BU5 WU3 5.6789

OT4 BU5 WU4 9.9809

OT4 BU5 WU5 8.1625

OT5 BU1 WU1 5.8427

OT5 BU1 WU2 7.9791

OT5 BU1 WU3 8.847

OT5 BU1 WU4 9.0764

OT5 BU1 WU5 0.7376

OT5 BU2 WU1 11.3831

OT5 BU2 WU2 15.9762

OT5 BU2 WU3 13.5327

OT5 BU2 WU4 24.2123

OT5 BU2 WU5 6.8937

OT5 BU3 WU1 15.8558

OT5 BU3 WU2 3.0716

OT5 BU3 WU3 12.708

OT5 BU3 WU4 12.113

OT5 BU3 WU5 18.9813

OT5 BU4 WU1 3.9473

OT5 BU4 WU2 11.3194

OT5 BU4 WU3 17.0748

OT5 BU4 WU4 18.656

OT5 BU4 WU5 15.4013

OT5 BU5 WU1 16.6658

OT5 BU5 WU2 12.9875

OT5 BU5 WU3 11.3974

OT5 BU5 WU4 7.8947

OT5 BU5 WU5 3.0871

Time Between Within

Time [a]: 5 Units [b]: 5 Obs [n]: 5 a = 0.05

Obs [n]: Time [a]: Time [a]: Time [a]: Time [a]: Time [a]:

1 15.2038 9.9244 6.3712 12.138 5.8427

2 14.5407 0.1141 11.5806 -0.4652 7.9791

3 17.7464 -1.4824 12.0327 17.8094 8.847 A =

4 -5.9591 15.8033 9.6751 9.6149 9.0764

5 1.5015 12.5319 3.6259 3.7846 0.7376

yk 43.0333 36.8913 43.2855 42.8817 32.4828

yk2

1851.865 1360.968 1873.635 1838.84 1055.132 B =

1 5.085 -6.1473 10.6511 14.7737 11.3831

2 2.0017 6.2406 19.4126 12.027 15.9762

3 14.327 11.2063 7.0036 13.0729 13.5327 C =

4 13.4002 8.9289 3.0633 16.7324 24.2123

5 8.4973 9.2612 8.8978 16.2477 6.8937

yk 43.3112 29.4897 49.0284 72.8537 71.998 D =

yk2

1875.86 869.6424 2403.784 5307.662 5183.712

1 10.5661 10.7074 19.1382 10.4786 15.8558

2 2.3631 22.8168 4.8535 9.1015 3.0716

3 14.3202 1.5132 16.7445 14.4461 12.708

4 11.2544 12.6059 15.347 6.3935 12.113

5 5.6699 15.3474 4.86 -0.1846 18.9813

yk 44.1737 62.9907 60.9432 40.2351 62.7297

yk2

1951.316 3967.828 3714.074 1618.863 3935.015 s2

within = 32.37

Un

its

[b]:

1U

nit

s [b

]: 2

Un

its

[b]:

3

Time - Time

Between

Within

Contribution 98.2%

1 8.2522 0.6442 13.5403 8.2401 3.9473 Std Dev 5.69

2 6.56 7.5193 9.183 14.105 11.3194

3 10.6228 -1.5645 4.6844 20.253 17.0748

4 10.9 1.1046 10.4372 3.4503 18.656 Note: high % contribution may indicate that the family is, or contains, the root cause

5 7.6223 15.1475 15.7935 14.7921 15.4013

yk 43.9573 22.8511 53.6384 60.8405 66.3988

yk2

1932.244 522.1728 2877.078 3701.566 4408.801

1 12.7573 10.3788 7.7077 7.6012 16.6658

2 4.7375 9.0094 11.0995 12.0057 12.9875

3 12.5654 11.1262 6.3901 5.6789 11.3974

4 12.4333 14.5717 1.4156 9.9809 7.8947

5 8.7628 17.9293 9.106 8.1625 3.0871

yk 51.2563 63.0154 35.7189 43.4292 52.0325

yk2

2627.208 3970.941 1275.84 1886.095 2707.381

yk 225.7318 215.2382 242.6144 260.2402 285.6418

yk2

50954.85 46327.48 58861.75 67724.96 81591.24

Un

its

[b]:

4U

nit

s [b

]: 5

D4 - 6 Multi Vari

STEP 2: Using a Families of Variation (FOV) tree, identify the potential root causes to be included in the study - see below

125 < < < Total Data Points Required

= 12,092.70

= 12,218.41

= 12,943.50

= 16180.72

SS df MS Fcalc Fcrit Significant

125.71 4 31.43 0.87 2.87 No

725.09 20 36.25 1.12 1.68 No

3,237.21 100 32.37

4,088.02 124 32.97

s2

between = 0.78 s2

time - time = -0.193

Contribution 2.4% Contribution -0.6%

Std Dev 0.88 Std Dev #NUM!

Note: high % contribution may indicate that the family is, or contains, the root cause

D4 - 7 Failure Modes and Effects Analysis

Complete the FMEA (columns A:I) and select the high scoring Risk Priority Number (RPN)'s as potential root causes (refer to Cell A24 in this tab)Complete the FMEA (columns A:I) and select the high scoring Risk Priority Number (RPN)'s as potential root causes (refer to Cell A24 in this tab)

Root Cause List

8D Instructions

Process Step /

Input

Potential Failure

Mode

Potential Failure

Effects

Potential

CausesCurrent Controls

What is the

process step or

input under

investigation?

In what ways

does the Key

Input go wrong?

What is the

impact on the

Key Output

Variables

(Customer

Requirements)?

What causes the

Key Input to go

wrong?

What are the

existing controls

and procedures

(inspection and

test) that prevent

either the cause or

the Failure Mode?

Match Order

price to Quote

price

Cannot find

correct quote

Delay in entering

order8

Quote filing not

properly

organized

2 None 8 128

Price doesn't

match

Delay in entering

order8

Customer

references wrong

quote

4

Create new quote

or return Order to

customer

2 64

0

0

0

0

0

0

0

0

0

0

RESULTSBased on the FMEA, the most likely causes(s) are:

Order RPN

1 128 Quote filing not properly organized

2 64 Customer references wrong quote

3 0 0

4 0 0

5 0 0

6 0 0

7 0 0

8 0 0

9 0 0

10 0 0

11 0 0

12 0 0

Cause

S

E

V

E

R

I

T

Y

O

C

C

U

R

R

E

N

C

E

D

E

T

E

C

T

I

O

N

R

P

N

Actions

RecommendedResp. Actions Taken

What are the

actions for

reducing the

occurrence of the

cause, or

improving

detection?

Who is responsible

for the

recommended

action?

What are the

completed actions

taken with the

recalculated RPN?

Introduce formal

quote filing system

Customer Service

ManagerFiling system 8 2 2 32

High

Make all

customers quotes

available online

IT DeptOnline quote

system8 2 2 32

0

0

0 Low

0

0

0

0

0

0

0

D4 - 7 Failure Modes and Effects Analysis

Complete the FMEA (columns A:I) and select the high scoring Risk Priority Number (RPN)'s as potential root causes (refer to Cell A24 in this tab)

O

C

C

U

R

R

E

N

C

E

D

E

T

E

C

T

I

O

N

R

P

N

S

E

V

E

R

I

T

Y Rating

10 Hazardous without warning Very High and almost inevitable

8 Loss of primary function High repeated failures

6 Loss of secondary function Moderate failures

4 Minor defect Occasional failures

2 No effect Failures unlikely

Rating Severity Occurance

Cannot detect or detection with very low probability

Remote or low chance of detection

Low detection probability

Moderate detection probability

Almost certain detection

Detection

D4 - 8 Pareto

Complete the Pareto and select the high count causes as potential root causesComplete the Pareto and select the high count causes as potential root causes

Root Cause List

8D Instructions

Chart Title:

Count % Count Cume % Cume

Defect 1 26 44% 26 44%

Defect 2 15 25% 41 69%

Defect 3 6 10% 47 80%

Defect 4 3 5% 50 85%

Defect 5 2 3% 52 88%

Defect 6 2 3% 54 92%

Defect 7 2 3% 56 95%

Defect 8 1 2% 57 97%

Defect 9 1 2% 58 98%

Defect 10 1 2% 59 100%

Total 59 100%

Defects that account for 80% of observed frequencies are treated as Root Cause

Pareto Chart Example

Defect 1 Defect 2 Defect 3

Count 26 15

% Count 44% 25%

Cume 26 41

% Cume 44% 69%

0

10

20

30

40

50

60

70

Defects that account for 80% of observed frequencies are treated as Root Cause

D4 - 8 Pareto

Complete the Pareto and select the high count causes as potential root causes

Defect 3 Defect 4 Defect 5 Defect 6 Defect 7 Defect 8 Defect 9Defect

10

6 3 2 2 2 1 1 1

10% 5% 3% 3% 3% 2% 2% 2%

47 50 52 54 56 57 58 59

80% 85% 88% 92% 95% 97% 98% 100%

Pareto Chart Example

D4 - 9 Fish Bone

Identify possible causes of the problem and when finished, select all those believed to be potential root causes Identify possible causes of the problem and when finished, select all those believed to be potential root causes

Root Cause List

8D Instructions

Measurement People

Environment Methods


STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that

might contribute to the problem. Record it next to one of the arrows under Materials.

STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"

Record each result next to an arrow.

STEP 4 : Repeat Step 2 & 3 for each successive category.

STEP 5 : Identify the candidates that are the most likely Root Cause

STEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact"

and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.

Problem

D4 - 9 Fish Bone

Identify possible causes of the problem and when finished, select all those believed to be potential root causes

Instructions:

Materials

Machines


STEP 2 : Starting with 'Materials' or any other label, ask: is there anything about materials that

might contribute to the problem. Record it next to one of the arrows under Materials.

STEP 3 : Repeat asking "is there anything about materials that might contribute to the problem"

Record each result next to an arrow.

STEP 4 : Repeat Step 2 & 3 for each successive category.

STEP 5 : Identify the candidates that are the most likely Root Cause

STEP 6 : If further "screening" is necessary, assess the likely Root Causes using the "Impact"

and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.

Root Cause List

8D Instructions

Step 1: Develop the problem statement

Step 2: Identify issues related to the problem

Step 3: Arrange the issues in a circle

Step 4: Identify cause and effect (C&E) relationships:

A. Use any issue as a starting point

B. Pair it with any other issue

C. For every pair of issues determine:

i. If there is no cause and effect relationship

ii. If there is a weak cause and effect relationship

ii. If there is a strong cause and effect relationship

Step 5: If there is a C&E relationship, identify which is the

cause and which is the effect

Step 6: Draw a 1 headed arrow (only) pointing to the effect

Step 7: For each issue, record the arrows "in" and "out"

Possible Root Causes:

1. Want to avoid embarrassment Step 8: Issues with the highest "out" are possible

2. Don't think it will help Root Causes

Weak (1/2 point)

D4 - 10 Inter - Relationship Diagram

Instructions:We don't use a structured methodology to solve difficult problems - why?Problem:

Example

Using the basic Inter-Relationship Diagram Symbols on the left, construct an Inter-Relationship Diagram here

Strong (1 point)

IN: OUT:

Don't know any methods

IN: 3 OUT: 0

Don't think it will help

IN: 0 OUT: 1.5

Methodology is too slow

IN: 1 OUT: 0

Afraid to ask questions

IN: 1 OUT: 1

Want to avoid embarrassment

IN: 0 OUT: 2

D4 - 11 Current Reality Tree

Using the basic Current Reality Tree symbols on the left, construct a Current Reality Tree hereUsing the basic Current Reality Tree symbols on the left, construct a Current Reality Tree here

Root Cause List

8D Instructions

AND"

UDE

Connector

Undesirable Effect

Standard Practices

Viewed as a tool for the inexperienced &

People want to be viewed as

Competent people don't need Standard

Standard Practices

Standard Practices

No systemcreate and update

Standard Practicesare not valued by the

Step 1: List the undesirable effects (UDE's) related to

the situation (up to 10)

Step 2: Identify any two UDE's with a relationship

Step 3: Determine which UDE is the cause and which

is the effect

Step 4: Continue connecting the UDE's using "if-then" logic

until all UDE's are connected. Additional causes can

be added using "and" logic

Step 5: Clarify relationships using adjectives

Step 6: Continue this process until no other causes can be

added to the tree

Step 7: UDE's with no preceeding entities are the likely

Root Causes

Instructions:

Using the basic Current Reality Tree symbols on the left, construct a Current Reality Tree here

D4 - 11 Current Reality Tree

Company doesn't enforce use of

Standard Practices

Standard Practices

No system in place to create and update

Standard Practices are not valued by the

D4 - 12 Scatter Plot

Follow the directions on the right to complete the Scatter PlotFollow the directions on the right to complete the Scatter Plot

Root Cause List

8D Instructions

Data Points

X Y

38.26 2.081381

91.23 4.706895

106.29 3.649935

268.31 9.622546

470.63 25.962171

216.82 7.124237

307.75 7.199636

213.78 9.542106

352.17 16.402771

128.26 10.687631

125.44 9.089371

185.70 11.430855

119.93 5.731392

158.64 7.569877

186.30 9.673238

292.41 17.305745

338.46 19.560302

405.83 27.898421

227.94 15.441851

285.26 19.425977

192.43 12.254396

248.85 30.174186

512.06 37.54775

545.07 48.281938

186.95 20.595593

208.56 17.888325

182.72 19.081187

459.35 40.326252

414.24 30.300325

276.57 31.892381

254.89 22.175021

368.50 22.243916

203.20 11.651808

363.92 29.876299

46.60 3.377931

506.60 45.387671

225.27 14.434076

340.61 28.64869

193.25 14.264056

170.16 9.112769

161.13 10.187908

131.80 11.596628

279.55 20.186701

161.96 11.07718

Data Points

0

10

20

30

40

50

60

70

0 100 200 300 400 500 600 700

Y

X

R

512.89 29.678582

807.69 59.404809

177.67 12.047774

539.72 45.28834

D4 - 12 Scatter Plot

Follow the directions on the right to complete the Scatter Plot

Instructions:Step 1. Enter data in columns A & B (Cells: A9 & B9)

Step 2. Position the red lines parallel to the existing 'best fit' line

so that all data points are between the red lines

Step 3. Identify the upper and lower spec for 'Y'

Step 4. Calculate the vertical distance between the red lines: R

Step 5. Conclude: 'X' is a root cause when:

(Upper Spec - Lower Spec) * 0.2 > = R

Upper Spec: 60

Lower Spec: 20

R: 26

X: Not Root Cause

Instructions:

700 800 900

D4 - 13 Concentration Chart

The Concentration Chart may point to a particularly problematic area The Concentration Chart may point to a particularly problematic area

Root Cause List

8D Instructions


STEP 2 : Draw a diagram of the item under consideration. A sketch, engineering drawing or process map works well.

STEP 3 : Plot the frequency and location of errors on the diagram.

STEP 4 : Based on the results, identify potential root causes.

STEP 5 : If additional analysis is needed, try using:

a. FMEA

b. Fault Tree

c. 5 Why's

d. Multi Vari

e. Scatter Plot

STEP 2 : Draw a diagram of the item under consideration. A sketch, engineering drawing or process map works well.

D4 - 13 Concentration Chart

The Concentration Chart may point to a particularly problematic area

D4-14

Root Cause List

8D Instructions

A B C AB AC BC ABC 1 2 3 4 5 Sum Average

-1 -1 -1 1 1 1 -1 16.3 14.8 15.3 46.40 15.47

1 -1 -1 -1 -1 1 1 29.7 29.6 29.0 88.30 29.43

-1 1 -1 -1 1 -1 1 27.0 27.9 27.6 82.50 27.50

1 1 -1 1 -1 -1 -1 52.3 51.3 51.0 154.60 51.53

-1 -1 1 1 -1 -1 1 20.8 19.8 18.7 59.30 19.77

1 -1 1 -1 1 -1 -1 36.7 37.6 37.6 111.90 37.30

-1 1 1 -1 -1 1 -1 34.0 33.9 33.4 101.30 33.77

1 1 1 1 1 1 1 64.0 63.0 63.7 190.70 63.57

ave - 24.13 25.49 30.98 32.00 33.63 34.03 34.52

ave + 45.46 44.09 38.60 37.58 35.96 35.56 35.07

effect 21.33 18.60 7.62 5.58 2.33 1.53 0.55

D4 - 14 Design of Experiments23 Factorial Design with up to 5 Replicates

Response ReplicationsFactors Interations

0.00

10.00

20.00

30.00

40.00

50.00

ave - ave +

A Effect

0.00

10.00

20.00

30.00

40.00

50.00

ave - ave +

B Effect

0.00

10.00

20.00

30.00

40.00

50.00

ave - ave +

C Effect

Page 71

D4-14

REGRESSION MODEL

Y Axis Intercept 34.79 Sources SS df MS F F table Significant

A: 10.67 A 2730.67 1 2730.67 6957.11 4.49

B: 9.30 B 2075.76 1 2075.76 5288.56 4.49

C: 3.81 C 348.08 1 348.08 886.83 4.49 a

AB: 2.79 AB 187.04 1 187.04 476.54 4.49 0.05

AC: 1.17 AC 32.67 1 32.67 83.23 4.49

BC: 0.77 BC 14.11 1 14.11 35.94 4.49

ABC: 0.27 ABC 1.81 1 1.81 4.62 4.49

Error 6.28 16 0.39

CODED VALUES FOR EACH FACTOR Total 5396.42 23

A: 0.55 Predicted Response

B: 1 = 56.86

C: 1

TO FIND AN UNCODED FACTOR SETTING REQUIRED TO ACHIEVE A GIVEN RESPONSE:

High Low High ? Low 1. Select factor settings for 2 of the 3 factors and enter them in as "coded values" (Cells B56, B57 and B58)

A: 180 160 1 0.55 -1 2. From the Excel Ribbon above select Data > What-If Analysis > Goal Seek

3. In the dialogue Box, Set Cell D57 . . .

4. To value = whatever Response value you desire

5. By changing cell B56 or B57 or B58 (whichever one was left blank from 1. above)

6. Select OK then OK

7. Enter the uncoded equivalent of 'High' in cell B63 and the 'Low' in cell C63. See answer in 8. below . . .

UNCODED CODED

Yes

Yes

Yes

Yes

Yes

Yes

Yes

0.00

20.00

40.00

60.00

80.00

A - A +

AB Interaction

B -

B +

0.00

20.00

40.00

60.00

A - A +

AC Interaction

C-

C+

0.00

20.00

40.00

60.00

B - B +

BC Interaction

C-

C+

Page 72

D4-14

8. So ... A = 1 coded and A = 175.5 uncoded

Page 73

D4-14

Step 1: Identify the factors of interest (3 Max)

Step 2: Assign each one as A, B and C

Step 3: Based on the settings of A, B & C beginning in

cells B9, C9 & D9, run the experiment and

record the response in cell I9

Step 4: Repeat step 3 for all A, B & C combnations

Step 5: Repeat the above for each Replicate and

record responses beginning in J9

Step 6: Select the alpha risk level in cell O51

Step 7: Determine Root Cause for Main Effects (A, B, C)

and interactions (AB, AC, BC, etc. beginning

in cell M48 ("Yes" is significant)

Step 8: For Uncoded values see instructions H62

D4 - 14 Design of Experiments23 Factorial Design with up to 5 Replicates

Instructions:

Page 74

D4-14

TO FIND AN UNCODED FACTOR SETTING REQUIRED TO ACHIEVE A GIVEN RESPONSE:

1. Select factor settings for 2 of the 3 factors and enter them in as "coded values" (Cells B56, B57 and B58)

5. By changing cell B56 or B57 or B58 (whichever one was left blank from 1. above)

7. Enter the uncoded equivalent of 'High' in cell B63 and the 'Low' in cell C63. See answer in 8. below . . .

Page 75

Root Cause List

8D Instructions

each response from Step 2 as the new problem and repeat Step 2 & 3

Step 5: Repeat the process until specific actions can be taken

Step 6: Identify Root Cause

D4 - 14 Tree Diagram

Problem

Cause Cause

Cause Cause Cause Cause

Step 1: Define the problem. Place it at the top.

Step 2: Ask: 'What causes this?" or "Why did this happen?"

Brainstorm all possible answers and write each below the problem

Step 3: Determine if all items from Step 2 are sufficient and necessary.

Ask: "are all items at this level necessary for the one on the level above?"

Step 4: Using each item from Step 2, repeat Step 2 & 3. In other words, treat


Step 5: Repeat the process until specific actions can be taken

Step 6: Identify Root Cause

D4 - 14 Tree Diagram

Instructions:

Brainstorm all possible answers and write each below the problem

Step 3: Determine if all items from Step 2 are sufficient and necessary.

Ask: "are all items at this level necessary for the one on the level above?"

Step 4: Using each item from Step 2, repeat Step 2 & 3. In other words, treat


Root Cause List

8D Instructions

Step 1: Warm up . . . ask each particpant to describe their ideal job. Examples: professional golfer, photographer, travel consultant, etc.

Step 2: Then, describe the problem you are trying to solve to the group

Step 3: Ask "What could be causing this problem?"

Step 4: Have participants write down their suggestions on sticky notes

Step 5: When all suggestions are received, seek clarification so everyone else understands

Step 6: Arrange all ideas into "logical" or "like" groups - use an Affinity Diagram

Step 7: Remove duplicate ideas and infeasible answers

Step 8: Select most likely Root Cause

D4 - 16 Brainstorming

Step 1: Warm up . . . ask each particpant to describe their ideal job. Examples: professional golfer, photographer, travel consultant, etc.

D4 - 16 Brainstorming

GB Docs

11,528 56,291,839

240 1,172,747

37 256,936

89 671,045

104 725,230

262 1,540,736

212 863,173

209 792,843

344 1,315,431

125 1,229,587

123 1,019,737

181 1,262,217

117 421,386

155 835,398

182 1,427,470 R2

= 0.8164 R2 adj

286 1,483,527

331 1,835,340 Confidence

396 1,672,662 95% e.g. 95%

223 1,114,091

279 1,608,812 Known Predicted

188 887,604 GB 500 Docs 2,220,208.4

243 1,256,176

183 996,818 Docs 3,000,000 GB 693.4

204 1,014,372

178 1,384,045

449 2,294,320

405 1,988,651

270 1,617,172

249 1,310,009

360 1,759,851

198 616,722

355 1,465,105

46 203,325

220 908,955

333 1,155,898

189 735,376

166 514,246

157 941,943

129 465,914

Regression Equation: Docs = 204486.843 + 4031.443 * GB

D4 - 17 Regression Analysis

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

- 100 200 300

Do

cs

GB

273 1,099,136

158 666,556

501 2,307,524

174 626,189

378 1,762,608

547 2,109,892

41 182,682

74 262,055

177 1,248,915

538 2,152,805

494 2,281,354

Root Cause List

8D Instructions

Instructions:Step 1. Enter variable names in cells A1 (X) and B1(Y)

Step 2. Enter data in columns A & B (1000 data points max)

Step 3. Select the Confidence Level of the analysis (Cell D22)

Step 4. Enter a known X (cell D25) and observe the predicted Y

(cell F25) and the prediction interval (cells H25 & I25) or . . .

Step 5. Enter a known Y (cell D27) and observe the predicted X

(cell F27)

Notes:1. The Regression Equation, R2 and R2adj are located below the plot

= 0.8124

Lower Upper

1,688,920.0 2,751,496.8

Regression Equation: Docs = 204486.843 + 4031.443 * GB

Prediction Interval

D4 - 17 Regression Analysis

400 500 600

8D Instructions

Likely Root Cause 1:

Corrective Action 1:





D5 Identify Corrective Action

Describe and summarize the Root Cause and Corrective Actiion

Next >>>

Next >>>

D5 Identify Corrective Action

Describe and summarize the Root Cause and Corrective Actiion

8D Instructions

STEP 1 STEP 2

The 3 Corrective Actions: Verifying Root Cause can be accomplished using a variety of tools, such as, but not limited to:

1. 1. Design of Experiements

2. Hypothesis Testing

2. 3. Components Swapping

4. Regression Analysis

3. 5. On/Off Switching

6. Process Capability

STEP 3 7. Tukey Quick Test (see Step 3)

Tukey Quick Test: 8. Control Charts

1: Select a sample of 8 from the process with the defect 9. Sampling

2: Implement the first Corrective Action from the above list

3: Select a second sample of 8 from the process

4: Rank the sample readings from low to high

5: Identify each as either 'good' or 'bad'

6: Verify Root Cause then return to 1. above for next Corrective Action

STEP 4

Sample # Reading Good/Bad

1 1 Good Beginning at Sample 1, # 1 and moving down the list,

1 2 Good the number of consecutive Good units = 8

1 3 Good

1 4 Good

1 5 Good Beginning at Sample 2, # 16 and moving up the list,

1 6 Good the number of consecutive Bad units = 1

1 7 Good

1 8 Good

2 9 Good

2 10 Good Total 'End Count' 9

2 11 Good

2 12 Good

2 13 Good Based on the Total 'End Count of 9, there is 95% confidence

2 14 Good that the likely Root Cause is an actual Root Cause

2 15 Good

2 16 Bad

D6 Implement and Verify

Implement the Corrective Action and Validate Effectiveness

Next >>>

Verifying Root Cause can be accomplished using a variety of tools, such as, but not limited to:

1. Design of Experiements

2. Hypothesis Testing

3. Components Swapping

4. Regression Analysis

5. On/Off Switching

6. Process Capability

7. Tukey Quick Test (see Step 3)

8. Control Charts

9. Sampling

in Sample 1

in Sample 2

Based on the Total 'End Count of 9, there is 95% confidence

Next >>>

D6 Implement and Verify

Implement the Corrective Action and Validate Effectiveness

8D Instructions

Verbal * Written * Visual * SPC * Mistake Proofing * New Design

Error

1, 2, 3, 5, 6, 7, 9

5, 6, 7, 8, 9, 12

5, 23, 24

1, 3, 5, 9

2, 10

5, 7, 9

5, 7, 9

25

Poor Design/sequence

Unfamiliar with process

No transparency

1, 2, 3, 4, 5

1, 4, 5, 6, 8

7, 14, 17, 22

2, 4

Any Visual CA

7

5, 6, 9

27

7, 9

31

30

8, 30

30

1, 5, 8, 9, 12

Misunderstanding

Unaware (of task, etc.)

Misidentification

Inexperience

Inadvertent

Caused by Delay

Lack of Standards

Malfunction

Forgetfulness

Incomplete

Too complex

1, 5, 7, 8, 9

Unaware of process

34, 36

1, 5, 7, 8, 9

1

12

5, 9, 36

35

29, 34

11

5

All preventive measures must address People, Product, Process

New

Unaware

Unexpected behavior

Incomplete

Too complex

Misunderstood

Poor Design/sequence

Lack of process training

Product:

D7 Prevent Recurrence

Ensure Corrective Actions Prevent Recurrence

Suggested Prevention / CA

People:

Process:

Poor/no documentation

Variation

Poor decision rules

Inputs not understood

Outputs not understood

Poor Spec Limits

Not formalized

Inconsistent use

Difficult to understand

Low Control Low Effort

51, 2, 3, 8, 9, 12

5, 7, 8, 9, 12

5, 7

5, 7, 29

Training

Documentation

Inputs not understood

Outputs not understood

Consistency of use

Verbal * Written * Visual * SPC * Mistake Proofing * New Design

1

Step 1: Capture error (Root Cause) from D6 2

3

Step 2: Locate Root Cause in 'Error' column 4

on the left 5

6

Step 3: Select one or more numbers from 7

'Suggested Prevention' 8

9

Step 4: Look up associated action in 10

columns on the right 11

12

Step 5: Apply these preventions where failure 13

could possibly have occurred but didn't 14

15

Step 6: Document when prevention was put in 16

place and person responsible 17

18

19

Prevention (document here) 20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

Written

SPC &

VOC

Typical Prevention Corrective Action (CA)

Verbal

New

Design

Mistake

Proofing

Visual



High Control High Effort

36

Next >>>

New

Design

Next >>>

Verbal instruction

Shadowing

Audio recording

Mentoring / Coaching

Standard Operating Procedure

Standard Work

Checklist

Technical manuals

Work Instructions

Announcement / Memo

Document Control

Playbook

Andon lights

Status indicators

Transparent containers & dispensers

Layout templates

Orientation

Illustrations

Color

Signage

Pictures/Placards

Observation

Early warning systems

Process Control

Pre-Control

Customer Specifications

Kitting

Go / No-Go

Position Locators

Lock-in's

Lock out's

Shadow Boards

Takt Time

Simplification

Additional features

Typical Prevention Corrective Action (CA)



White Sheet design

8D Instructions

Step 1: Team lead gathers team together

Step 2: Team lead and management summarize achievements

Step 3: Management congratulated team

Step 4: 8D report is signed

Describe Activities

Next >>>

D8 Congratulate Team

D8 Congratulate Team

Tracking Number:

Customer: 0 1st Person to report problem:

Address: 0 Product Manager:

Date of Failure: 0 Value Stream Manager:

Time of Failure: 0 Description of use:

Part No.: 0 8D Report Number:

Product Name: 0

Champion: 0

Team Leader: 0

Process Owner: 0

Supplier: 0

Customer: 0

SME: 0

QA: 0

Other: 0

Date Verified

APPROVAL Name Date

PICTURE OR SKETCH OF FAILURE

Signature

Yes

Yes

D7 ACTIONS TAKEN TO PREVENT RECURRENCE

0

0

D8 TEAM RECOGNITION

3.

2.

D3 INTERIM CONTAINMENT ACTIONS

0

0

D1 TEAM MEMBERS D2 PROBLEM DESCRIPTION

0

8D Summary Report

0

0

0

D0 WHO IS EFFECTED BY THE PROBLEM?

0

0

0

0

D4 ROOT CAUSE

D5 CORRECTIVE ACTION

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Yes

D6 CORRECTIVE ACTION IMPLEMENTATION & DATE

1.

8D method

Documents

Transcript of 8D method