As someone who is an expert in condition monitoring and optimizing industrial equipment, I’ve encountered many issues in manufacturing plants. The 8D problem-solving method is one of the most effective tools you can use to eliminate recurring problems by as much as 80%.
It’s a systematic process originally developed by Ford Motor Company, and it offers a step-by-step framework for solving complicated problems. So how can the 8D problem-solving method transform your approach to problem solving and help you achieve continuous improvement in your company?
What is the 8D Problem-Solving Method?
The 8D methodology is a systematic problem-solving process. I’ve personally leveraged it many times throughout my career in engineering to resolve difficult problems. It’s an excellent tool to systematically identify the root causes of problems and fix them permanently.
8D stands for Eight Disciplines. Ford Motor Company developed the 8D methodology in the 1980s. They needed a standard way to address repetitive quality problems they were experiencing, and the 8D methodology delivered impressive results. 8D is a documented process, and that’s why it’s so effective.
It’s a step-by-step methodology It promotes teamwork and collaboration It emphasizes making data-driven decisions It emphasizes fixing problems permanently (as opposed to just putting band-aids over them) You’ll see the 8D methodology used in virtually any industry.
It’s particularly common in manufacturing (automotive, aerospace, etc.), but I’ve also seen it used successfully in healthcare IT and even various service industries. When applied correctly, the 8D methodology can eliminate up to 80% of any repetitive problem you’re experiencing in your business. The most common use case for the 8D methodology is solving repetitive problems that companies couldn’t solve any other way.
Historical Background of 8D
The 8D method didn’t just magically materialize. It actually evolved from earlier problem solving methodologies. In the 1960s and 1970s, the 3D and 4D methodologies were developed, which served as the foundation for what we now know as 8D.
Ford Motor Company was instrumental in standardizing the 8D process we use today. In 1987, Ford Motor Company put structure around the process. Before that time, the methodology was not standardized, and everyone at Ford was solving problems in different ways.
I remember when 8D was first introduced outside of Ford. In the early 1990s, other automotive companies started to use 8D as an approach, quality strategy, or methodology. This was because they were aligning with Ford, and they knew that Ford was doing 8D, and getting great results because of it.
Over time, use of the 8D problem solving process expanded beyond automotive. The aerospace industry was one of the first to adopt it. Aerospace companies loved 8D because it’s a complex engineering environment and 8D is a very good process for solving complex engineering problems. From there, the broader manufacturing industry started to adopt the 8D methodology as well.
One of the biggest things that caused 8D to be more widely adopted globally was in the late 1990s. During this time, we saw an uptick in companies becoming ISO 9001 certified. Quality management systems and standards started to require that companies have a structured problem solving methodology. This was the best thing that ever happened to 8D, as it forced companies to use it.
Today, the 8D problem solving process is used in various industries as far reaching as healthcare and software. The reason it’s so widely used is that 8D is a very flexible methodology. It’s universal, but the specific way a company uses it might be slightly different.
The Eight Disciplines Explained
The 8D process is made up of eight disciplines – and each step is a discipline. Each discipline logically builds upon the previous one, and this particular sequence is a key reason for its effectiveness.
Here’s a brief overview of the eight disciplines:
- D0: Prepare
- D1: Form a team
- D2: Describe the problem
- D3: Contain the problem
- D4: Identify the root cause
- D5: Plan the solution
- D6: Execute the solution
- D7: Prevent the problem from happening again
- D8: Score the team and close the discipline
You must tackle them in this sequence. Any deviation from the sequence or skipping of disciplines will significantly reduce the process’s effectiveness. I’ve seen teams to try to jump straight to D5 (Plan the solution) without going through the earlier disciplines, and it always fails miserably.
Each discipline has a specific objective. D0 sets the foundation for success. D1, D2, and D3 are all about understanding and containing the problem. D4 and D5 are about defining and planning the solution. D6 and D7 are about executing it and then ensuring it doesn’t happen again in the future. Finally, D8 wraps the discipline and celebrates the team’s victory.
Each discipline is also interrelated with the others. The output (or lack thereof) from one discipline will significantly impact your ability to complete the following ones. For example, if you don’t complete D2 properly, identifying the root cause in D4 is an absolute nightmare.
The 8D process usually requires a team of 4-10 people. This gives it enough diversity of thinking while still being small enough to control.
D0: Prepare for the 8D Process
Preparation is key to 8D success. I repeat: do not skip this step. If you jump right into problem solving without doing the proper prep work, you’ll waste a lot of time and resources.
Start by evaluating the problem at hand. Is it a serious issue that warrants the 8D process? Not all problems are ideal candidates for the 8D process – you’re looking for significant recurring problems that are impacting your business.
Compile all relevant data and resources. This can include production records, quality reports, customer complaints, previous attempts to address the problem, data, etc. The more information, the better.
Ensure you have support from management. The 8D process is time consuming and resource intensive, so you’ll need leadership buy-in.
Consider your timeline. You should be able to complete the D0-D3 steps within 24-48 hours at most. This rapid response is important to contain the issue and prevent additional problems from cropping up.
Decide whether the 8D process is the right way to solve the problem. For simple problems with an obvious solution, a less formal approach might be more appropriate. The 8D process really excels when you’re dealing with a complex, persistent problem.
D1: Establish the Team
Selecting the right team is crucial. You need a group of people with different skills and perspectives who can solve the problem at hand.
As you select team members, look for people who have:
- Direct experience with the problem
- Analytical skills
- Decision making power
- Good communication skills
Include people from different departments to ensure you have a diverse set of perspectives. A cross functional team creates diverse insights. I’ve seen maintenance engineers quality experts and production supervisors work together to solve a problem.
Keep the team small enough that you don’t have an overwhelming number of people making decisions, but large enough that you have a variety of perspectives represented. I’ve found that about 4-10 people is usually the ideal team size. If you have fewer than this, you might not have enough diverse perspectives to solve the problem. If you have more, decision making can become slow.
Clearly define each person’s role and responsibilities. When everyone knows what they’re supposed to do, no one steps on each other’s toes. This avoids confusion and ensures that every aspect of the problem is solved.
Don’t forget that the team doesn’t have to be permanent. You can bring in additional experts to help the team complete a specific task.]
D2: Define and Describe the Problem
A clearly defined problem is essential. Without it, you’ll just be guessing at the solution.
So, start by data collection. Gather data, not opinions. You’ll need facts to analyze.
The 5W2H method is a simple yet effective tool:
- What – What is the problem?
- Where – Where does the problem occur?
- When – When does it occur?
- Who – Who does the problem impact?
- Why – Why is the problem happening?
- How often – How often does it occur?
- How – How do you know it’s a problem?
Be specific. “Product quality is bad” is not a specific problem. “15% of widgets fail final inspection due to dimension errors” is very specific.
Don’t draw any conclusions yet. Your job is to identify the problem, not to solve it. I’ve seen a team spin its wheels for weeks because it prematurely assumed the cause.
Keep everything clearly documented. This problem statement will guide the 8D process, so getting it right is half the battle.
D3: Implement Interim Containment Actions
Containment focuses on controlling the immediate issue at hand. You want to prevent it from getting any worse while you execute a permanent fix.
Time is of the essence. Initiate interim containment actions within 24-48 hours. Acting this quickly is imperative to minimize the overall impact.
Select from a range of containment actions:
- Quarantining non-conforming products
- Adding an extra checkpoint in the inspection process
- Temporarily changing a process
- Communicating with your customers
Record all containment activities. You need to have a record of the specific steps you took and when. This data will be useful later on.
Remember, containment is a temporary fix. Don’t get attached to these actions. They should merely help you buy more time to identify the root cause.
Assess the effectiveness of your containment. Are these actions preventing additional issues from occurring? If not, tweak your approach.
D4: Identify and Verify Root Causes
Root cause analysis is where you start feeling like a detective. You want to identify why the problem is really there.
Use analysis techniques that have a proven track record:
- Fishbone diagrams
- 5 Why analysis
- Fault tree analysis
- Pareto charts
Use a data driven approach. You can’t rely on speculation and gut feelings. You should have data to back up the causes you identify.
Consider all potential causes. Don’t just stop when you find an explanation that seems plausible. Teams I’ve worked with have missed significant causes because they stopped looking too soon.
Validate your analysis. If you believe you have discovered the root cause, can you make the problem happen by mimicking the cause? If not, you might be missing more information.
Don’t make these mistakes:
Blaming a specific person for the cause, rather than a systemic process error
Concentrating exclusively on technical factors and neglecting human factors
Stopping when you find a cause that seems plausible (if a bit of investigation would reveal deeper causes)
Keep in mind that problems often have more than one root cause. So you might discover that complex problems are the result of several factors. It’s important to use various root cause analysis methods to ensure you’re capturing all potential causes.
D5: Develop Permanent Corrective Actions
Now, it’s time to solve the problem. This is where creativity intersects with pragmatism.
Brainstorm potential solutions. Let people get a little crazy with their initial ideas. You can always filter them out later.
Evaluate each solution. Ask:
- Will it solve the root cause?
- Is it feasible?
- How much will it cost in time and money?
- Will it create any unintended side effects?
Choose the best solutions. It may take a combination of solutions to fully address the problem.
Plan how to execute the solutions. Who will do what by when and with what resources and how will you measure success?
Don’t skimp on this step. A good plan makes solving the problem much easier.
D6: Implement and Validate Corrective Actions
Implementation is when your strategy meets reality, so expect some challenges.
Stick to your implementation plan, but be flexible if unexpected issues come up.
Monitor the implementation step by step. Is each corrective action being properly implemented?
Ensure the corrective actions have solved the problem. Gather data proving the issue is fixed.
Be patient. It may take some time for the corrective actions to work. However, you should see progress within a reasonable time frame.
If the corrective actions you’ve chosen aren’t working, don’t be afraid to return to D5. It’s better to acknowledge that a solution isn’t working than to stubbornly stick to it.
Communicate with stakeholders throughout this process. Giving them regular updates will help them trust your process.]
D7: Prevent Recurrence
Preventing future occurrence is all about systemic changes. You want to make sure the same issue doesn’t happen again.
Update procedures and standards. Change the procedures and standards to ensure the issue doesn’t happen in the future.
Create training programs. Make sure everyone is trained on the new procedures and why they are critical.
Think about broader use cases. Could the issue happen elsewhere in the business? Prevent the issue from happening before it actually occurs.
Document everything meticulously. In some regulated industries, you need to keep this documentation for at least two years. Even if you’re not a regulated industry, the documentation will be extremely helpful.
Track long-term effectiveness. Put in place systems to monitor any signs of the issue recurring.
Remember that prevention never stops. Always keep your guard up, and if you see any warnings, take action.
D8: Recognize the Team and Close the Problem
The final step is one that many people forget. Yet it’s essential for long-term success.
Formally close out the 8D process. Review the steps and ensure you’ve documented everything.
Acknowledge the team. Recognize who did what well and celebrate the team’s success.
Share lessons with the organization. Schedule a knowledge-sharing meeting with the company.
Celebrate the changes. You should see a big improvement from the 8D process. Acknowledge it.
Use this step to start a flywheel. The insight from one 8D can lead to improvements in other areas.
Remember that 8D is a continuous improvement tool. After completing each 8D, the organization should be better and capable of more.
Final Takeaways
The 8D problem solving process is a great tool for solving complicated problems. I’ve personally seen it eliminate recurring issues by as much as 80% if executed properly. From its roots at Ford to its widespread adoption in every industry, 8D has stood the test of time. The eight disciplines give a systematic process that, if you execute it with discipline, will help you solve problems. Just remember to prepare.
If you execute D0-D3 within 48 hours, you will see the best results. People tend to forget step 0, documenting the process, and step 1, giving your team credit, so make sure you remember these steps as you use 8D to solve your problems.
