1. 1 -: 8D Problem Solving Technique :- Prepared By: Mr. Prashant S. Kshirsagar (Sr.Manager-QA dept.)

2. -: Content :-  Defining 8D  Overview of 8D  Review of 8D steps  Step wise description of 8D  Benefits of 8D

3. -: What is the Problem? :-

4. -: What is 8D methodology?:- 8 disciplines 8D stands for the “8 disciplines” or the 8 critical steps for solving problems. It is a highly disciplined and effective scientific approach for resolving chronic and recurring problems. US dept. of Defense Ford Motor Company” It was developed by “US dept. of Defense” (DoD) in 1974 and popularized by “ Ford Motor Company”

5. -: Overview of “8D Process” :-

6. -:”0D Or Pre 8D” is called Planning:-

7. This is the preparation step that needs to be done before starting the 8D process. What kind of preparation is done here? -A deeper understanding of the problem and its history are necessary for solving the problem. -Plan your approach -You need to Consider: -a) Who will be on your team? -b) What is your time frame? -c) What resources will you require? -d) Is it a new problem? Is it chronic/continuing? -e) Has it occurred before? -f) What is the history of the problem? -g) How was it solved before?

8. -:Discipline 1: Establish the team:- This discipline is very important as the 8D is based on the foundation of team synergy. This first discipline will establish a small group of people with the process/product knowledge, allocated time, authority and skill in the required technical expertise to solve the problem and implement corrective actions.  People from Multidisciplinary – that’s mean person with different department: It comprises of 4 to 8 people who are closely related to the problem A) Engineers (designers) B) Technologists (production) C) Rework operator, production staffs (often have the biggest experience) D) Quality Engineers E) Buyers F) Others  Why is team approach important? A team can perform more effectively than individuals to solve problems. A group of people can communicate and think creatively. Brainstorming as a group can stimulate ideas giving the team a better perspective of the problem.

9. -:Discipline 1: Establish the team:- Who should be on the 8D team and their responsibilities? Champion (i.e. an executive sponsor not a working team member) that is ultimately responsible for fixing the problem. Team Leader (i.e. Quality engineering or Product Manager) - The person who coordinates the entire 8D project through-out all of its disciplines. Scheduling periodic meetings. Makes sure the team is on track and all team members are working together to resolve the problem. Team members must complete their responsibilities & actions and report back to the team leader for further progress.

10. -:Discipline 2: Describe the Problem:- This is the stage where you need to most accurately describe the problem. Properly problem description is the starting point to further step of analysis and proper understanding of the nature of the problem for the Team as well as people from outside.

11. -:Discipline 3: Containment action:- Example of an interim containment actions are: Stoppage of production / shipment Additional visual control Informing the Customer about the problem (for verification of the goods at the Customer.) Segregation goods on OK / NOK Informing operators about the problem An interim containment action means: A “Band-Aid” is put in place to prevent the effect of the problem from impacting customers and/or employees while a permanent solution is being developed and implemented.

12. -:Discipline 4: Root Cause analysis:- Defining the root causes of a problem is the core of the 8D problem- solving process. This is normally the toughest aspect of the problem- solving process Tools to be used for finding root cause: 1) Pareto Charts 2) Affinity Diagram 3) Brainstorming Session 4) 5-Whys Process 5) Fishbone Diagram 6) Fault Tree Analysis 7) Statistical Analysis 8) ANOVA 9) DOE 10) Regression Analysis 11) Hypothesis Testing 12) GR&R 13) Flow Charts 14) Audits 15) FMEA

13. -:Discipline 4: Root Cause analysis:-

14. -:Discipline 5: Permanent Corrective Actions:- The Team determine which actions/ solution should be introduced in the short period of time to ensure that the process/product is controlled & will make the problem go away without leading into other unwanted issues. Criteria for choosing the best solution: Practical - The 8D team should be able to implement the solution practically. Feasible - The solution must be feasible. Cost effective - Implementing and using the solution must be cost effective. Robust - The solution shouldn’t fail when used in production. Robustness of the solution is an essential characteristic (error proofing, impact-effort matrix) Team Champion must have full buy-in to PCA’s and facilitate their implementation.

15. -:Discipline 5: Permanent Corrective Actions:- Examples of PCA’s: Introducing additional control in process Introducing additional other process (e.g. component reworked, test corrected) Rework defective units found inside Rework units returned from Customer Inform the Supplier about defective part delivered and their Exchange, etc.

16. -: Discipline 6: Implement PCA’s:- Ensure that everyone in the group follows the action plans Make a status of the action plan which would contain actions to get new tools, to provide training and to write/update applicable documented procedure. Begin tracking results.  Tools to Use : You can use the following tools to accomplish: Check sheets Run charts Control charts Once the solution and its implementation are approved, the next step is to create an Action Plan. The Action Plan outlines what steps are needed to implement the solution, who will do them, and when they will be completed.

17. -: Discipline 6: Validate PCA’s:- Please verify that the corrective actions taken are efficiently. It should be based on " Real Data" from the process. Action should not be estimated on the basis of only the same opinion of the persons interested Examples: Less reject % (ppm) in process. Test / control results shows improvement. Engineering’s measurements (dimension, units appearance ) are correct (according to tolerance, specification). Other proofs shows on Introducing corrective action. Supplier delivers goods of better quality.

18. -: Discipline 7: Prevent Re-occurrence:- Next step is to determine what action should be taken to prevent recurrence of the problem. Preventing recurrence is an important part of a problem’s solution. To prevent recurrence of the problem, the team must verify that the outcome of their Action Plan works and on-target.  Tools to be used: 1) Control charts 2) Control plans 3) Histogram 4) Capability Analysis 5) FMEA 6) GR&R Examples: Modified or make proper jig (tooling). Changing the process parameters in order to prevent defects. Changing process / tools by Supplier which make parts. Changing procedures (organization change). Changing documentation / specification (if was incorrect). Preparing systematic and full training for staff.

19. -: Discipline 8: Recognize the Team:- Once a team has completed implementing the solution and ensured that the solution works, all team members deserve to be congratulated. Team members need to know that their efforts are appreciated and that the organization knows about their accomplishments. Once the problem has been resolved, the team should publish and release a final report along with lessons learned.  The 8D report gives a quick snapshot of what was done in the project and categorizes them under the 8 Disciplines.  The report serves as a communication tool showing overall progress of the 8D project along with actions taken.  Also, a very useful tool to share is the "Lessons Learned" and project findings.  Completed 8Ds to be posted on the shared quality site (under 8D reports).

20. -:Benefits of 8D:-