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8D Training

The document outlines basic problem-solving tools such as 8D, DMAIC, and PDCA, emphasizing a structured approach to identifying and resolving issues. It details the 8D process, which includes forming a cross-functional team, identifying root causes, validating corrective actions, and monitoring their effectiveness. The final step encourages team recognition and the establishment of a 'Lessons Learned' database to foster continuous improvement.

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rajbgholap159
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409 views2 pages

8D Training

The document outlines basic problem-solving tools such as 8D, DMAIC, and PDCA, emphasizing a structured approach to identifying and resolving issues. It details the 8D process, which includes forming a cross-functional team, identifying root causes, validating corrective actions, and monitoring their effectiveness. The final step encourages team recognition and the establishment of a 'Lessons Learned' database to foster continuous improvement.

Uploaded by

rajbgholap159
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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BASIC PROBLEM-SOLVING TOOLS

 8D
 7 STEP APPROACH
 4W1H
 PDCA
 DMAIC (Define, Measure, Analyze, Improve, Control)
1. D1 Problem Statement – Detailed description of why the part is
unacceptable. – If the problem description differs from the customer or
supplier definition, both shall be recorded and identified accordingly.
2. D2 Form a Cross-Functional Team – Not a team of one! – A cross functional team. –
Team members should be appropriate to the problem you want to solve. – A Team
Leader is “assigned to” each corrective action.
3. D3 Containment/Interim Corrective Action –Use 48-hour Response– Don’t keep
shipping suspect stock unless special authorizations are made to accept stock in the
nonconforming condition via the PCN or ECN process
4. D4 Root Cause: Why Made and How Escaped? – There are at least three root cause
levels:
• The specific root cause(s) that resulted in the problem. Why Made?
• The systemic root cause - the design or manufacturing system that allowed the
specific root cause(s) to occur. Why Made?
• The root cause that allowed defect(s) to escape. How Escaped? – What has
changed? (Machine, material, method, personnel, supplier, instructions, shift, print,
gages etc.).
5. D4 Root Cause: Why Made and How Escaped? – There are at least three root cause
levels: • The specific root cause(s) that resulted in the problem. Why Made? • The
systemic root cause - the design or manufacturing system that allowed the specific
root cause(s) to occur. Why Made? • The root cause that allowed defect(s) to
escape. How Escaped? – What has changed? (Machine, material, method,
personnel, supplier, instructions, shift, print, gages etc.).
6. D6 Validate if your Corrective Action Works – Did you test or validate your fix? – Did
you run trial parts through the system? – Have you used data to test your fix? –
Prove that you have identified the correct root cause(s) and that the permanent
corrective action taken will fix the problem forever.
7. D7 Verify and Monitor Ongoing Corrective Action Effectiveness – Use your tools. LPA
(Layered Process Audit) or internal audits. Is the fix still in place? – What have you
done to ensure your fix will be used on future production runs? – Are procedures
being followed? – Does the system really work, or did we do a great job of window
dressing? – Include a read across to similar parts and processes. – Standardize the
“fix.” – Creation may audit a SCAR and may do an onsite audit
8. D8 Congratulate the Team – We appreciate your team’s proactive response and
communication on this important issue. – Thank your team, encourage prevention,
and learn from this process. – Establish a “Lessons Learned” database and close the
loop with design engineering, quality, operations, manufacturing, and supplier
management also include other departments and locations.

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