Problem Solving with 8D

Many of us have experienced situations in which we either could not solve a problem, or we implemented a solution that we thought was effective, only to discover shortly afterwards that the problem was back.

The 8D (or "Eight Disciplines") method is a structured and systematic approach to problem-solving. It is widely used in a variety of sectors, from manufacturing to services. The technique is known for its effectiveness in analysing complex problems and implementing permanent solutions, preventing failures from recurring. 8D is particularly important in the context of quality management, due to its systematic nature and focus on preventing future problems.

1. Introduction

In any organization, especially in industrial and manufacturing environments, problems and failures are almost inevitable. However, the way in which these problems are addressed and resolved can have a major impact on the efficiency and quality of processes and products. Organizations that use problems as opportunities to learn more about their processes and implement systematic improvements are better positioned to meet the challenges of competitiveness.

2. What is the 8D Method?

8D is a structured methodology comprised of eight disciplines (or steps) that seek to effectively solve complex problems and ensure that the solution is permanent. The main goal of this approach is to understand the cause of the problem, implement corrective and preventive actions, and prevent the problem from recurring. The eight disciplines are:

D1: Definition of the Work Team

D2: Problem Description

D3: Immediate Containment

D4: Identifying and Analysing the Causes

D5: Defining Permanent Corrective Actions

D6: Implementation of Corrective Actions

D7: Prevention of Recurrence

D8: Team Recognition

2.1. Origin of the method

The 8D method was initially developed by Ford Motor Company in the 1980s as a way to improve the quality of manufacturing processes and ensure customer satisfaction. Since then, the methodology has been adopted by many companies in various sectors, including automotive, electronics, technology, services and healthcare.

3. Details of the Eight Disciplines

D1: Defining the Work Team

The first discipline involves creating a multidisciplinary team to analyse and solve the problem. The team should be made up of people with knowledge of the process in question, so that the problem can be approached from different perspectives and so that each person can contribute ideas about possible causes. Typically, people from different departments and hierarchical levels come together. One of the team members will act as the leader and this person should be very familiar with 8D, as well as the various techniques used in it, in order to guide the team through the process.

The team should be well organized and committed to the process, being responsible for collecting information, analysing data, identifying causes and implementing solutions. In addition, the team should have the authority to make decisions and implement improvements to the process.

D2: Problem Description

The second discipline is essential to ensure that all team members have a clear understanding of the problem. At this stage, the team should gather as much information as possible about the defect or failure, including the nature of the problem, its occurrence, and the effects it has caused. An accurate problem description should include details such as:

• Where the problem occurred

• When it occurred

• How it was detected

• The impact on production, quality or safety

• The severity and frequency of the problem

A clear and precise description of the problem is essential to direct the team's efforts effectively, avoiding hasty or imprecise solutions.

D3: Immediate Containment

In the third discipline, the focus is on taking temporary or containment measures to minimize the effect of the problem on the customer while the root cause is being investigated.

For example, if a defect is found in a product, the containment measure may involve selecting 100% of the parts already produced and/or implementing detection mechanisms in addition to the normal control plan. It is important to note that these measures should be withdrawn later, immediately after D6, when the effectiveness of the corrective actions is confirmed.

D4: Identifying and Analysing the Causes

The fourth discipline focuses on the detailed analysis of the causes of the problem and its objective is to identify the root cause(s) at the origin of the failure or defect. To perform this analysis, the team can use one or more of the following tools:

• Ishikawa Diagram (Fishbone): Used to facilitate the brainstorming exercise, sorting the possible causes according to predefined categories.

• 5 Why: Technique in which you successively ask “Why?” until you reach a point where you find the root cause.

• Scatter Diagram: To validate the most likely causes, with data.

This analysis must be careful and based on facts and data because if the team is not able to find the root cause, it will be difficult to find an effective solution in the next stage.

D5: Define Permanent Corrective Actions

Once the cause(s) have been identified, the next step is to develop solutions, or corrective actions, that permanently resolve the problem. These actions must be specific, feasible, and effective, and must focus on eliminating the root cause identified in the previous discipline. Corrective actions may involve changes to the production process, improvements to product design, team training, or even changes to suppliers or raw materials. The goal is to eliminate the root cause or, if that is not feasible, to make the process less sensitive to that cause.

D6: Implementing Corrective Actions

The sixth discipline deals with the implementation of the corrective actions defined in the previous stage. The team must carefully plan how these actions will be implemented, determining resources, responsibilities and timetable. It is also important to monitor the implementation to ensure that the actions are carried out correctly and within the established deadline.

Also at this stage, it is essential to verify the effectiveness of the corrective actions. This can be done after implementation or even beforehand, through tests or simulations. The objective is to confirm with data that the actions actually solve the problem without generating undesirable side effects.

D7: Prevention of Recurrence

The seventh discipline focuses on preventing the reoccurrence of this problem and/or similar problems in the future. Such a need may lead to the implementation of additional actions and some of the techniques typically used in this phase include:

• Mistake proofing (Poka-Yoke): Features implemented in the process that prevent human error or prevent the error from causing a problem.

• Statistical Process Control (SPC): A statistical technique that enables the online monitoring of an indicator (KPI) and flags up specifications that are unusual, thus triggering an investigation and eventually a corrective action.

  
  

D8: Team Recognition

Finally, the eighth discipline involves recognizing the team's efforts in problem-solving. Such recognition, unfortunately not very common in Brazilian culture, promotes team member motivation and contributes to strengthening the culture of continuous improvement within the organization. Recognition can be given in many ways, from a simple thank you to an award or public recognition within the company.

4. Benefits of the 8D Method

The application of the 8D method brings several benefits to organizations, among which the following stand out:

1. Systematic Problem Solving: By following a structured process, 8D helps to avoid rushed solutions that don’t address the root cause of the problems.

2. Recurrence Prevention: The focus is not just on correcting the problem, but on ensuring that it doesn’t recur in the future, through preventative actions and structural changes.

3. Continuous Improvement: The 8D method contributes to a culture of continuous improvement, encouraging teams to improve processes, increase quality and reduce waste.

4. Increased Customer Satisfaction: Effective problem solving and fault prevention contribute to the delivery of higher quality products and services, increasing customer confidence and satisfaction.

5. Increased Operational Efficiency: By systematically identifying and correcting the causes of problems, organizations can optimise their processes, reduce failures and increase efficiency.

   
   

5. Conclusion

The 8D method is a powerful tool for solving complex problems where the cause is unknown. Its structured approach allows for a careful analysis of the causes of failures, ensuring that the solutions implemented are long-lasting and effective. By applying the disciplines of 8D, companies will not only solve problems more efficiently, but also foster a culture of continuous improvement, with a focus on quality, customer satisfaction and operational efficiency.

Although implementing 8D requires time and commitment from teams, the long-term benefits make this methodology an essential practice for any organization that wants to achieve higher levels of excellence in quality management.