1 / 40

8D (Eight Disciplines) Problem Solving Process

8D (Eight Disciplines) Problem Solving Process training presentation

oeconsulting
Download Presentation

8D (Eight Disciplines) Problem Solving Process

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 8D PROBLEM SOLVING Your Path to Quality Excellence © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Acquire knowledge of key concepts and principles in 8D problem solving. Understand team-based problem solving dynamics and define roles within the 8D problem-solving team. Familiarize yourself with the step-by-step 8D problem-solving process and the use of analytical tools. Gain practical insights for achieving success in 8D problem solving. 2 © Operational Excellence Consulting

  3. CONTENTS 02 03 04 05 01 KEY CONCEPTS & PRINCIPLES TEAM-BASED APPROACH & ROLES STEPS IN 8D PROBLEM- SOLVING PRACTICAL TIPS ANALYTICAL TOOLS IN 8D 3 © Operational Excellence Consulting

  4. THE BLIND MEN AND THE ELEPHANT It’s a spear! It’s a fan! It’s a wall! It’s a rope! It’s a snake! It’s a tree! Problems are often perceived differently by different people. by different people. Problems are often perceived differently 4 Source: Adapted from Mythgyaan © Operational Excellence Consulting

  5. THE MINDSET OF A TRADITIONAL PROBLEM SOLVER “I have the solution; other ideas won’t work.” “Why bother investigating? It’s probably not that important.” “This problem is too big to solve; there’s no hope.” “Which problem solving process should I use?” “I can’t solve the problem alone!” “Who will get the credit?” 5 © Operational Excellence Consulting

  6. COMMON PITFALLS IN PROBLEM SOLVING Neglecting a disciplined process to prioritize, analyze, and review data/information Rushing through or skipping problem-solving steps Ineffective team participation (lack of cross- functional expertise) Overly ambitious scope (attempting to address everything) Unclear or vague problem description Lack of familiarity with statistical and problem-solving methods among team members (lack of technical skills) Succumbing to management impatience/ pressure, leading to inadequate analysis Failure to implement permanent corrective actions Superficial problem analysis without drilling down Permanent corrective actions failing to address root causes 6 © Operational Excellence Consulting

  7. WHAT IS A PROBLEM? A problem is a deviation from a standard, i.e., a difference between what should be happening and what is actually happening. Standard – what should be happening Gap = Problem Current situation – what is actually happening 7 © Operational Excellence Consulting

  8. PROBLEM SOLVING FUNNEL Big vague concern Breakdown Grasp the situation § Actual vs. standard § Actual vs. ideal Go See Point of cause § Time and place where events cause abnormality 5 Why Analysis Why? Root cause Countermeasures 8 Source: Adapted from Dennis © Operational Excellence Consulting

  9. BENEFITS OF PROBLEM SOLVING Increased market share Faster delivery time Increased efficiency Lower costs Improved customer satisfaction Improved culture of innovation Improved employee morale Increased profitability 9 © Operational Excellence Consulting

  10. WHAT IS 8D PROBLEM SOLVING? 8D is an eight-step systematic problem-solving approach Used to address quality control and safety issues ● ● It integrates best practices from various problem-solving methods Applicable across various industries ● ● Developed by the US Department of Defense and popularized by Ford A comprehensive and effective approach ● ● Suitable for teams and individuals alike ● Widely adopted in the automotive industry ● 10 © Operational Excellence Consulting

  11. WHY USE 8D? Common Approach Provides a Structure Teamwork Provides a common language of understanding. Systematic, yet flexible. Superior to other common methods. More skills and creativity. Team buy-in eases implementation. Quality Methods Based on Facts Documentation Tied to quality management philosophies. Use of statistical/quality tools. Let data do the talking. Eliminates personal biases. Standard format for reporting all actions. Sharing of lessons learned. 11 © Operational Excellence Consulting

  12. 8D PROBLEM SOLVING PROCESS 8 Recognize Project Team 7 Prevent Recurrence 6 Implement Corrective Actions 5 Develop & Verify Solution 4 Identify Root Causes 3 Implement Containment Actions 2 Define the Problem 1 Initiate Project Team 0 Plan 12 © Operational Excellence Consulting

  13. WHAT IS A TEAM? A team refers to a group of individuals with diverse skills, knowledge, and expertise who come together to collaboratively address and resolve a specific problem or challenge. 13 © Operational Excellence Consulting

  14. IMPORTANCE OF TEAM-BASED APPROACH TO PROBLEM-SOLVING Diverse Expertise Comprehensive Analysis Efficiency Innovation Tap into various skills and perspectives for well-rounded problem analysis. Divide tasks for quicker issue resolution. Collaborative brainstorming fosters creative solutions. Consider multiple angles and root causes for a holistic view. Reduced Bias Ownership and Buy-In Learning and Skill Development Minimize individual biases through multiple perspectives. Active participation leads to commitment and implementation. Teams offer a chance to develop new problem- solving skills. 14 © Operational Excellence Consulting

  15. QUALITIES OF AN EFFECTIVE TEAM Trust and accountability within the team for results ● Each member’s investment in the team through actions and attitudes ● Respect, care, and cooperation among team members ● Effective teams serve as the catalyst for achieving world-class results in organizations ● 15 © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

  16. WHAT IS A PROBLEM SOLVING TEAM? A problem-solving team in the context of 8D is a cross- functional group working together to identify, analyze, and solve complex issues. Their goal is to address root causes, prevent recurrence, and improve product quality and customer satisfaction using the 8D methodology. 16 © Operational Excellence Consulting

  17. KEY ROLES IN 8D PROBLEM SOLVING Team Leader Champion § Provides support and resources § Guides the problem-solving team § Acts as a sponsor § Organizes and facilitates meetings § Monitors progress § Approves key decisions § Ensures process adherence § Collaborates with the champion 17 © Operational Excellence Consulting

  18. “ systems and processes… rather than the employee.” 85% of the reasons for failure to meet customer expectations are related to deficiencies in W. EDWARDS DEMING 18 © Operational Excellence Consulting

  19. D2: DEFINE THE PROBLEM 8 Recognize Project Team 7 Prevent Recurrence 6 Implement Corrective Actions 5 Develop & Verify Solution 4 Identify Root Causes 3 Implement Containment Actions 2 Define the Problem 1 Initiate Project Team 0 Plan 19 © Operational Excellence Consulting

  20. D2: DEFINE THE PROBLEM PURPOSE: Describe the internal and external problem by identifying “what is wrong with what” and detailing the problem in quantifiable terms. 20 © Operational Excellence Consulting

  21. D2: DEFINE THE PROBLEM Key Activities 1 5 Document Findings in a Problem Report Gather and Analyze Relevant Data 2 6 Define Problem Boundaries (Is/Is Not) Ensure the Problem Is Well-Defined 3 7 Identify and Analyze the Root Causes of the Problem Use Visual Tools 4 8 Involve the Customer in Problem Definition Focus on Facts and Data 21 © Operational Excellence Consulting

  22. PROBLEM STATEMENT vs PROBLEM DESCRIPTION Aspect Problem Statement Problem Description Definition Clear and concise expression of the difference between what should have happened and what actually happened. In-depth exploration of the boundaries and context of the problem. Focus Singular focus on one specific problem. Comprehensive understanding of the overall problem and its various facets. Purpose Provides a baseline or benchmark for good performance. Supports the analysis of the problem’s impact and scope. Uniqueness Each problem is unique and requires clear understanding for effective resolution. Allows for a detailed examination of the problem’s unique characteristics. Reference in 5W2H Integral part of the 5W2H analysis. Key input for the “What” aspect in the 5W2H framework. 22 © Operational Excellence Consulting

  23. EXAMPLES: PROBLEM STATEMENTS USING “OBJECT & DEFECT” FORMAT Cracked casings on the XYZ Widget affect its structural integrity, leading to reduced product lifespan. Our community’s high school graduation rates have declined over the past five years. Wait times for emergency medical services in our region have become excessively long, putting patients at risk. Plastic waste is accumulating in our oceans, threatening marine life and ecosystems. 23 © Operational Excellence Consulting

  24. IS / IS NOT ANALYSIS IN 8D Defining Problem Boundaries: To understand the problem, examine its boundaries ● Comparative Analysis: Utilize the IS / IS NOT framework ● Quantify the Gap: Measure the difference between “what is” and “what should be” ● 24 24 © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

  25. ACTIVITY: PROBLEM DEFINITION ACTION! 1. In your groups, choose a problem or identify an opportunity for improvement. Time: 10 mins 2. Craft and quantify the Problem Statement by utilizing "object" and "defect." 3. Elaborate on the Problem Statement by creating a Problem Description through Is/Is Not analysis. 4. Showcase both the Problem Statement and Problem Description to the class. 25 © Operational Excellence Consulting

  26. INTRODUCTION TO D4: IDENTIFYING ROOT CAUSES Root Cause Analysis (RCA) aims to unveil the initiating cause(s) of a problem to prevent its recurrence Not all causes are equal; distinguishing the significant ones is crucial ● ● RCA delves into the “what, how, and why” to uncover the underlying reasons behind events or failures Effective RCA tools are available, with a focus on “5 Whys” and “Cause & Effect Diagrams” in this presentation ● ● Root causes are identifiable, manageable, and key to generating effective solutions ● 26 © Operational Excellence Consulting

  27. RELATIONSHIP OF PROBLEMS, SYMPTOMS AND CAUSES PROBLEM (Don’t feel well) SYMPTOMS (Aches and fever) AS A RESULT OF THE PROBLEM ANALYSIS LEADS TO ROOT CAUSES (Infection) 27 © Operational Excellence Consulting

  28. EXAMPLE: ROOT CAUSE ANALYSIS FOR “UNDERSIZED SHAFT DEFECT” ILLUSTRATIVE Pareto by Defect Type % 80 Machine Man 72% 70 Spindle Contamination Main problem! 60 Clamp & locator Grinding wheel setup 50 Grinding wheel Manual offsets Undersized Shaft defect 40 Grinding conditions Dimensions 30 20% Coolant concentration Hardness 20 6% Wheel dressing Surface finish 2% 10 Method Material burn Grinder Others & dents Scratches Undersized shaft 28 © Operational Excellence Consulting Source: Adapted from Sobek & Smalley

  29. LEVERAGING POKA-YOKE FOR ESCAPE POINT CONTROL IN 8D Escape points occur when errors or mistakes go undetected in the process ● Mistake Prevention Implement Poka-Yoke measures here that make mistakes impossible or minimize their occurrence before they reach the customer. To address escape points, we adopt the dual focus of Poka-Yoke systems: ● Process Mistakes Defects Mistake Prevention ● Mistake Detection ● Mistake Detection Apply Poka-Yoke measures here to detect errors promptly, ensuring they don’t evolve into defects. The goal is to safeguard the process against escape points, protecting the customer from latent issues ● 29 © Operational Excellence Consulting

  30. THE ROLE OF THE 8D REPORT Tracks Progress: Keeps stakeholders informed on the status of the problem-solving process Accountability: Assigns responsibilities and deadlines to team members ● ● Continuous Improvement: Helps in learning from each problem- solving experience ● Communication Tool: Facilitates clear communication of findings and solutions ● Remember, the 8D Report is not just paperwork; embrace it as your roadmap to quality and continuous improvement. 30 © Operational Excellence Consulting

  31. EXAMPLE OF AFFINITY DIAGRAM ILLUSTRATIVE Orders Consistently Late Last Quarter Equipment Issues External Factors Communications Issues Major Supplier Filed for Bankruptcy Sales & Marketing Manufacturing Equipment Breakdown Fail to alert when price changes may affect volume Inconsistent adherence to maintenance dates Fail to keep production schedule updated Just-in-time inventory system failed Equipment operated outside of specifications Inconsistent adherence to due dates Fail to keep inventory updated Lack of inventory affects 60 orders Fail to check production schedule before promising product Fail to communicate unscheduled equipment down-time Old equipment, due to be replaced, not operating at peak capacity New supplier overloaded with new clients 31 © Operational Excellence Consulting

  32. 5W2H: QUESTIONS TO EXPLORE Description Description § Describe the problem adequately. § What is the defect and gap from “target”? § What part or object is involved? § Does the severity of the problem vary? § If the defect occurs on a part, where is the defect located? Use a location check sheet. § Where was the defect found (geographically)? § What is the geographic distribution of complaints? What? Where? § Define why this is a problem for the Customer or organization. § Translates “how big” into total business impact. Why? § Identify who is associated with the problem. § Which customer(s) are complaining? § Which internal group(s) are complaining? Who? § Identify the time when the problem started and past history (trends). § Do all production shifts experience the same frequencies? § What time of the year does the problem occur? § When did the nonconformance occur? § What was operating time? § What shift? § What season? § In what mode of operation was the problem discovered? § What procedures were being used? § What environmental conditions were present? How? When? How Much? § Quantify the extent and severity of the problem (quantity, percent, cost, DPMO, etc.) 32 © Operational Excellence Consulting

  33. HOW IS IS / IS NOT ANALYSIS USED? IS IS NOT § Who is affected by the problem? § Who first observed the problem? (internal/external) § To whom was the problem reported? § What type of problem is it? § What has the problem? § What is happening? § Do we have physical evidence of the problem in our possession? § Why is this a problem? § Is the process where the problem occurred stable? § Who is not affected by the problem? § Who did not find the problem? Who Answer, “What the problem is” and “What else it might be but is not” for each of the items on the right. ● § What does not have the problem? § What could be happening but is not? § What could be the problem but is not? What Why § Why is it not a problem? § Where could the problem be located but is not? § Where else could the problem be located but is not? § When could the problem have been noticed but was not? § How many could have the problem but don’t? § How big could the problem be but is not? Add or remove questions as appropriate to the specific project. ● § Where was the problem observed? § Where does the problem occur? Where § When was the problem first noticed? § When has it been noticed since? When § Quantity of problem? § How Much is the problem causing in dollars, people and time? How Many § What is the trend (continuous, random, cyclical)? § Has the problem occurred previously? (If so attach supporting data/information) How Often § What could the trend be but is not? 33 © Operational Excellence Consulting

  34. 5 WHYS – EXAMPLE 1 ILLUSTRATIVE Why? Because… Oil leaks from the cylinder rod when activated. 1 Why is there oil on the floor? 2 Why did oil leak? The O-ring was cut. 3 Why was the O-ring cut? The rod was flawed. 4 Why was the rod flawed? Dirt in the oil abrades the rod. There are holes and gaps on the upper plate of the tank. 5 Why did dirt get in the oil? Root Cause 34 © Operational Excellence Consulting

  35. EXAMPLE 1: CAUSE AND EFFECT DIAGRAM FOR “HIGH SCRAP OF BARCODE LABELS” ILLUSTRATIVE MAN MACHINE Smear Improper training Illegible Torn Machine Breakdown Printwheel Dirty Handling HIGH Wrinkled Worn Ribbon SCRAP OF BARCODE LABELS Ineffective adhesive Design of label Improper storage Improper storage Damage Wrong orientation Size of label Poor printing Process changes Process changes MATERIAL METHOD © Operational Excellence Consulting

  36. PARETO’S PRINCIPLE (80/20 RULE) Examples: Effort Result 80% of your business comes from 20% of your customers ● 20% 80% 80% of your company’s assets are owned by 20% of investors ● 80% 20% 80% of complaints arise from 20% of customers ● Important Not Important 80% of your work results from 20% of your effort ● 36 © Operational Excellence Consulting

  37. FAILURE MODES AND EFFECTS ANALYSIS (FMEA) Purpose: When to Use: Identify and prioritize potential failure modes Product/process design or changes ● ● Assess risks and their impact Quality and safety improvement ● ● Improve processes and prevent issues Compliance and risk reduction ● ● Continuous improvement efforts ● 37 © Operational Excellence Consulting

  38. EXAMPLE OF AN FMEA FORM ILLUSTRATIVE FMEA Form Process Name: Process Owner: Prepared by: FMEA Date (Orig.) Page: Rev. of DECTECTION (D) OCCURRENCE OCCURRENCE DECTECTION SEVERITY (S) Responsibility & Target Completion Date SEVERITY Process Step/ Input Potential Failure Mode Potential Failure Effects Potential Causes Current Controls Actions Recommended RPN RPN (O) Actions Taken How often does the cause of What are the actions for eliminating or reducing the occurrence of the cause, or improving detection of the cause or failure mode? How severe is the effect on How well can you detect the failure mode occur? cause or failure mode? What controls and procedures exist that either prevent or detect the cause of the failure mode? What are the completed actions taken with the recalculated RPN? the customer? What causes the process step or key input to go wrong? Who is What is the process step or key input under investigation? What can go wrong with the process step or key input? S x O x D responsible for the action? When should it be completed? What is the impact on the customer or key output variables? 0 0 0 0 0 0 0 0 0 0 Improvement activities Post-improvement activities Initial development of the FMEA 38 © Operational Excellence Consulting

  39. PRACTICAL TIPS FOR SUCCESS Celebrate Success and Learn from Failures Engage Top Management Involve top management in the 8D process to show commitment and set expectations ● Recognize and celebrate successful 8D outcomes to motivate the team ● Ensure they support resource allocation and the cultural shift toward continuous improvement ● Use failures as learning opportunities for improvement ● 39 © Operational Excellence Consulting

  40. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg © Operational Excellence Consulting

More Related