8D problem solving is an excellent framework for addressing complicated manufacturing problems and beyond. I’ve watched it turn around many a troubled production line. It’s a systematic way to analyze a problem step by step and ensure you don’t miss anything. You’ll learn to build the right team, determine the root causes, and fix the problems for good. So, here are the specifics of the framework.
What is 8D Problem Solving?
Ford Motor Company developed the 8D model in the 1980s, originally called Team Oriented Problem Solving (TOPS). However, the company borrowed the structure from earlier problem-solving processes implemented by the U.S. government and military.
At its essence, 8D adheres to these core principles:
- Team-oriented problem solving
- Data-driven decision making
- Root Cause Analysis
- Permanent corrective action
- Prevent recurrence
You’ll see 8D utilized throughout various industries, including:
- Automotive manufacturing
- Aerospace
- Electronics
- Healthcare
- Food manufacturing
Implementing 8D delivers numerous benefits. You’ll observe higher product quality, lower costs, and improved customer satisfaction. Plus, it instills a culture of continuous improvement in your company.
In my consulting experience, companies that embrace 8D experience fewer recurring problems. In other words, you’re not just solving problems – you’re also stopping them from coming back.
The 9 Steps of 8D Problem Solving
Originally, the process consisted of 8 steps. However, a planning step (D0) was later added to the beginning of the process, making it a 9-step approach. Let’s discuss each step:
- D0: Plan and Prepare
- D1: Build the Team
- D2: Define the Problem
- D3: Stop the Current Problem from Getting Worse
- D4: Find and Verify the Root Cause
- D5: Implement Permanent Corrective Actions
- D6: Implement and Validate the Solution
- D7: Prevent Problem from Recurring
- D8: Congratulate the Team and Turn the Game off
Each step is essential to solving the problem at hand. You cannot skip any steps, nor should you rush through them. Companies will always come up with a reason to shorten the process—but it never fails to result in an incomplete solution or the problem arising again.
The D0 step, in particular, is of utmost importance, as executing the step ensures you have the resources, data and political support to solve the problem as you now intend to.
When I do consulting work, I preach this methodical approach to problem solving. Using this structured approach will make you a more thorough and effective problem solver.
Forming the 8D Team (D1)
Building the right team is essential to effective 8D problem solving. You need a combination of skills, expertise, and viewpoints, as 8D problem solving deals with complex issues.
In 8D problem solving, the core team is usually 3 people for data analysis and a larger team of subject matter experts when you need to brainstorm or experiment. This two-tier team structure enables effective data analysis and broader brainstorming or experimentation.
When selecting your team, consider the following:
- Relevant technical expertise
- Problem-solving skills
- Communication skills
- Availability to participate throughout the process
It’s important to have clear team members and roles defined. You should have:
- A team leader to guide the process
- A recorder to document any findings and actions
- Subject matter experts
Diverse cross-functional teamwork is essential. If teams are too homogeneous, I’ve noticed that they struggle to find the right solution. You need different insights to collectively challenge assumptions and recognize innovative solutions.
Team size is another consideration. I’ve found that a core team of 3 to 5 people works well. If you have too many people, the process becomes cumbersome and slow.
Describing the Problem (D2)
To define the problem accurately, look at the following:
- Quantitative data (measurements, frequencies, costs)
- Qualitative data (customer complaints, any anecdotal information)
- The “5 W’s and 1 H” (Who, What, When, Where, Why, How)
- A problem statement that is specific, measurable and ideally objective
If the problem could be interpreted as a vague or subjective statement, it isn’t specific enough. For example, “Quality is bad” isn’t specific enough. “We’re finding that 10% of all weld joints are failing inspection due to surface defects” is specific enough.
This is where the actual data comes into play. Look at the data both quantitatively and qualitatively. What are you seeing that tells you you have this problem? Then, what are those numbers saying with respect to patterns, trends or anomalies? This will help you determine the real problem you’re dealing with.
Remember: A problem well-stated is a problem half-solved. If you have to go back and redefine it later, you’ll waste a lot of time and energy on the later steps of the 8D process.
Implementing Interim Containment Actions (D3)
Containment actions are short-term steps that prevent the customer from feeling the problem’s impact. These aren’t true solutions, but they allow you time to identify and implement permanent solutions.
Common types of interim containment actions include:
- Increased inspection
- Sorting suspect product
- Process changes
- Customer communication
- Temporary design changes
The key with these actions is speed. You should do everything in your power to stop the customer from feeling the pain. Many companies get stuck at this phase, worrying about the cost or admitting there’s a problem. This short-term thinking always results in bigger headaches later.
Assess whether your containment actions are effective. Are they truly stopping the problem from reaching the customer? If not, how can you adjust or add another containment action?
Thoroughly document all of your containment actions. You’ll use this information later to develop permanent solutions and ensure the problem doesn’t happen again.
Identifying and Verifying Root Causes (D4)
Root cause analysis is the process of delving deep to discover why a problem truly occurred. It’s not about who is to blame – it’s about understanding why the problem occurred in the first place.
The method uses a variety of problem-solving tools, including:
- 5 Whys
- Fishbone diagrams
- Pareto charts
- Failure Mode and Effects Analysis (FMEA)
- Statistical process control
Personally, I’ve found the 5 Whys to be particularly helpful. This involves asking “why” multiple times to get to the root cause of a problem. It’s a very basic strategy, but it’s surprisingly effective.
A common mistake to avoid is confusing symptoms with causes. For example, “operator error” is almost never the root cause of a problem. You need to dig deeper to figure out why the operator made an error. Was it due to a lack of training? Poorly written instructions? Bad equipment design?
Once you have a list of potential causes, verify them through data analysis. Can you recreate the problem using the suspected cause? Can you prevent the problem by controlling the cause?
This step can be tedious and requires patience. Don’t accept the first explanation you come across. Keep asking “why” until you’re confident you’ve found the true root cause.
Developing Permanent Corrective Actions (D5)
Now that you’ve identified the root cause, it’s time to brainstorm permanent solutions. This is the fun part where you get to be creative and innovative.
The most effective corrective actions will:
- Address the root cause of the problem.
- Be possible to execute.
- Not create other problems.
- Prevent the issue from happening again.
Gather your team and brainstorm potential solutions. It’s important to encourage creativity here. Some of the best solutions I’ve seen have come from someone who wasn’t directly involved in the problem.
Evaluate each potential solution based on your criteria. Also, evaluate the long-term impact of the solution. It’s easy to fall into the trap of implementing a quick fix, so ask yourself, “Will this solution truly prevent the issue from happening again?”
Include the people who will execute the solution in the brainstorm. This might be the line operator, an engineer, a quality person, etc. The people closest to the problem will often have the best solutions.
Remember, the objective is to solve the problem forever. Don’t allow the team to implement a solution that will only fix the problem for now.
Implementing and Validating Solutions (D6)
The 8D framework places a strong emphasis on using data and quantitative analysis to verify that your selected corrective actions will actually fix the problem. To do this, set up measurements and define what success looks like before implementing your solutions.
When you implement your solutions:
- Create a detailed plan of attack.
- Assign each step to an owner along with a due date.
- Communicate changes to everyone who needs to know.
- Train people or provide resources so they can execute your solution.
- Monitor the implementation process closely.
After implementing your solutions, verify that they actually worked. Are you seeing the improvements you expected? If not, you may need to revisit your solution.
Thoroughly document all of the changes you made. This documentation is essential for creating standard operating procedures, training new hires, and making sure the issue never happens again.
In my consulting content, I constantly reinforce the importance of verifying that your solutions worked. Don’t just assume they did – show it with data.
Preventing Problem Recurrence (D7)
Prevention is about implementing systemic changes so the issue doesn’t happen again. It’s a step many people forget, but it’s arguably the most important.
Here are a few prevention strategies:
- Update procedures and standards
- Add error proofing
- Enhance training
- Improve communication
- Change design or manufacturing
Think conceptually about the issue. What other processes or products might have the same problem? If so, make sure to prevent it there as well.
Training is often the solution. Make sure all relevant employees understand the issue, why it happened, and how to prevent it from happening in the future.
Set up continuous improvement processes. Preventative checks, audits, process reviews, and feedback loops help you catch issues before they become huge problems.
I’ve also witnessed companies change their entire business with effective prevention. It’s not just about fixing issues – it’s building a quality and continuous improvement culture.
Recognizing the Team and Closing the Process (D8)
The eighth and final step of the 8D methodology is often neglected, yet it is key to long-term success. Recognizing the team’s efforts and formally closing the process yields closure and encourages future engagement.
When recognizing the team:
- Recognize individual team members
- Celebrate the team’s success and learnings
- Explain the impact of their work
- Contemplate offering formal recognition or rewards
Capture lessons learned. What worked well? What didn’t? This learning is invaluable for future problems that arise.
Communicate success stories to your entire organization. This step generates additional buy-in for continuous improvement and motivates other teams.
Formally close the 8D process. This action signifies the end of immediate problem solving and the beginning of ongoing monitoring and improvement.
In my experience, teams that feel recognized are more engaged and hungry for the next problem to solve. Once you play this last step, you’ll realize the ROI of 8D again and again.
Tools and Techniques for 8D Problem Solving
Effective 8D problem solving requires various tools and techniques. The 8D process itself is a methodology, so training in the 8D process and various data analysis tools is necessary to effectively execute the process.
Common 8D tools include:
- Pareto charts
- Fishbone diagrams
- 5 Why analysis
- Scatter plots
- Control charts
- Failure Mode and Effects Analysis (FMEA)
Using the right tool for each step is critical. For example, you might use a Pareto chart to prioritize issues in the problem description step and a fishbone diagram to identify potential root causes.
The key to making these tools work in the 8D process is to ensure the 8D process integrates them. They’re not tools sitting in isolation from one another; they all fit together to create a comprehensive problem-solving strategy.
Training is also key to effectively using the tools. I’ve seen many teams struggle with the 8D process simply because they didn’t have the data analysis tools down pat. So, invest in training for your team members to make the problem solving process itself more effective.
8D Reporting and Documentation
An 8D report is how suppliers communicate with customers about what they have done to address a complaint. Therefore, it’s an essential communication piece in the 8D process.
The key to a great 8D report is:
- • A clear description of the problem
- • Details of containment actions
- • Results of the root cause analysis
- • The corrective actions taken
- • Evidence that corrective actions worked
- • Preventative measures
Best practices for writing the report:
- Use clear, concise language.
- Use data to justify your conclusions.
- Use visuals when they clarify the point.
- Keep the report updated as you move through the 8D process.
Why document each step? It creates a paper trail of your problem-solving process, supports decision making, and allows other people in your company to learn from what you’ve already tried.
Use 8D reports to update stakeholders on your progress (both during and at the end of the 8D process). Keeping stakeholders informed aligns everyone involved in solving a problem. And a rule I live by is that the more aligned all stakeholders are, the more trust and support you’ll have in your problem-solving process.
Challenges and Best Practices in 8D Implementation
While implementing 8D is complex, the benefits justify the investment. Common challenges include change resistance, resource constraints, and difficulty determining the true root cause.
- To mitigate these challenges:
- Get management buy-in
- Offer proper training
- Allow time to conduct a thorough analysis
- Create a blameless culture that focuses on making things better
- Tips to ensure successful implementation of 8D:
- Start with small pilot projects to gain confidence
- Use a skilled facilitator to ensure early success
- Standardize your 8D process and tools
- Continuously assess and improve your 8D system
Measuring the effectiveness of your 8D process is essential. Use KPIs such as problem recurrence, time to solve, and customer satisfaction.
In consulting, I’ve witnessed companies completely change their ability to solve problems accurately by implementing a robust 8D process. It’s not easy, but the quality improvements and cost savings are significant.
Parting Thoughts
The 8D problem solving process is a great framework for addressing complicated problems. It offers a systematic way to discover root causes and resolve them with permanent solutions. In my experience, the key to success is ensuring proper execution through commitment, training, and cross-functional teamwork.
You’ll encounter challenges, but the benefits of the 8D process justify the investment. By using the 9 step methodology and selecting the right tools, you can instill a culture of continuous improvement within your company. Just keep in mind that effective problem solving is a continuous journey. Continue to optimize your strategy, and you’ll notice a significant increase in both efficiency and quality.
