3d vs 8d problem solving

Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

• Improved team oriented problem solving skills rather than reliance on the individual
• Increased familiarity with a structure for problem solving
• Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
• Better understanding of how to use basic statistical tools required for problem solving
• Improved effectiveness and efficiency at problem solving
• A practical understanding of Root Cause Analysis (RCA)
• Problem solving effort may be adopted into the processes and methods of the organization
• Improved skills for implementing corrective action
• Better ability to identify necessary systemic changes and subsequent inputs for change
• More candid and open communication in problem solving discussion, increasing effectiveness
• An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

• Safety or Regulatory issues has been discovered
• Customer complaints are received
• Warranty Concerns have indicated greater-than-expected failure rates
• Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

• The Core Team Structure should involve three people on the respective subjects: product, process and data
• Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:

• The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
• The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

• Problem Statement
• Affinity Diagram (Deductive tool)
• Fishbone/Ishikawa Diagram (Deductive tool)
• Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

• Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

• Comparative Analysis listing differences and changes between “Is” and “Is Not”
• Development of Root Cause Theories based on remaining items
• Verification of the Root Cause through data collection
• Review Process Flow Diagram for location of the root cause
• Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

• Establish the Acceptance Criteria which include Mandatory Requirements and Wants
• Perform a Risk Assessment /  Failure Mode and Effects Analysis (FMEA) on the PCA choices
• Based on risk assessment, make a balanced choice for PCA
• Select control-point improvement for the Escape Point
• Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

• Develop Project Plan for Implementation
• Communicate the plan to all stakeholders
• Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

• Review Similar Products and Processes for problem prevention
• Develop / Update Procedures and Work Instructions for Systems Prevention
• Capture Standard Work / Practice and reuse
• Assure FMEA updates have been completed
• Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

• Archive the 8D Documents for future reference
• Document Lessons Learned on how to make problem solving better
• Before and After Comparison of issue
• Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

• Problem Symptom is quantified and converted to “Object and Defect”
• Problem Symptom is converted to Problem Statement using Repeated Whys
• Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
• Problem Statement is converted into Problem Description using Is / Is Not
• Problem Description reduces the number of items on the deductive tool (from step 3)
• Comparative Analysis between the Is and Is Not items (note changes and time)
• Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
• Compare theories with current data and develop experiments for Root Cause Verification
• Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

• Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
• Why? In every case “SUV’s Roll Over”
• Why? In every case, it was preceded by a “Blown Tire”
• Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
• Therefore, the Problem Statement is “Blown Tire”
• Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
• Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of 8D Consulting , 8D Training or 8D Project Support .

Contact Us | Discover the Value!

(248) 280-4800 | [email protected]

Remember Me

• Don't have an account? Register
• Lost your password? Click here
• Already have an account? Log in

• Product overview
• All features
• App integrations

CAPABILITIES

• project icon Project management
• Project views
• Custom fields
• Status updates
• goal icon Goals and reporting
• Reporting dashboards
• workflow icon Workflows and automation
• portfolio icon Resource management
• Time tracking
• my-task icon Admin and security
• Admin console
• asana-intelligence icon Asana Intelligence
• list icon Personal
• premium icon Starter
• briefcase icon Advanced
• Goal management
• Organizational planning
• Campaign management
• Creative production
• Marketing strategic planning
• Request tracking
• Resource planning
• Project intake
• View all uses arrow-right icon
• Project plans
• Team goals & objectives
• Team continuity
• Meeting agenda
• View all templates arrow-right icon
• Work management resources Discover best practices, watch webinars, get insights
• What's new Learn about the latest and greatest from Asana
• Customer stories See how the world's best organizations drive work innovation with Asana
• Help Center Get lots of tips, tricks, and advice to get the most from Asana
• Asana Academy Sign up for interactive courses and webinars to learn Asana
• Developers Learn more about building apps on the Asana platform
• Community programs Connect with and learn from Asana customers around the world
• Events Find out about upcoming events near you
• Partners Learn more about our partner programs
• Support Need help? Contact the Asana support team
• Asana for nonprofits Get more information on our nonprofit discount program, and apply.

Featured Reads

• Project management |
• What is 8D? A template for efficient pr ...

What is 8D? A template for efficient problem-solving

How you respond when problems arise is one of the most defining qualities of a manager. Luckily, there are tools you can use to master problem-solving. The 8D method of problem-solving combines teamwork and basic statistics to help you reach a logical solution and prevent new issues from arising.

You’ve spent months overseeing the development of your company's newest project. From initiation, planning, and execution, you’re confident this may be your best work yet.

Until the feedback starts rolling in.

There’s no sugar-coating it—things don’t always go as planned. But production or process issues are hardly a signal to throw in the towel. Instead, focus on honing your problem-solving skills to find a solution that keeps it from happening again. 

The 8D method of problem solving emphasizes the importance of teamwork to not only solve your process woes but prevent new ones from occurring. In this guide, we’ll break down what 8D is, how to use this methodology, and the benefits it can give to you and your team. Plus, get an 8D template to make solving your issue easier. 

What is 8D?

The eight disciplines (8D) method is a problem-solving approach that identifies, corrects, and eliminates recurring problems. By determining the root causes of a problem, managers can use this method to establish a permanent corrective action and prevent recurring issues. 

How do you use the 8D method?

The 8D method is a proven strategy for avoiding long-term damage from recurring problems. If you’re noticing issues in your workflow or processes, then it’s a good time to give this problem-solving method a try. 

To complete an 8D analysis, follow “the eight disciplines” to construct a statistical analysis of the problem and determine the best solution.

The eight disciplines of problem-solving

8D stands for the eight disciplines you will use to establish an 8D report. As you may notice, this outline starts with zero, which makes nine total disciplines. The “zero stage” was developed later as an initial planning stage. 

To illustrate these steps, imagine your organization experienced a decline in team innovation and productivity this past year. Your stakeholders have noticed and want to see changes implemented within the next six months. Below, we’ll use the 8D process to uncover a morale-boosting solution.

D0: Prepare and plan

Before starting the problem-solving process, evaluate the problem you want to solve. Understanding the background of the problem will help you identify the root cause in later steps. 

Collect information about how the problem has affected a process or product and what the most severe consequences may be. Planning can include:

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

If we look back at our example, you may want to figure out whether this decline in morale is organization-wide or only applies to a few departments. Consider interviewing a few employees from different departments and levels of management to gain some perspective. Next, determine what knowledge and skills you will need to solve this lapse in productivity. 

D1: Form your team

Create a cross-functional team made up of people who have knowledge of the various products and workflows involved. These team members should have the skills needed to solve the problem and put corrective actions in place. 

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

From our example, a solid team would consist of people with first-hand experience with the issues—like representatives from all departments and key people close to workshop-level work. You may also want to pull someone in from your HR department to help design and implement a solution. Most importantly, make sure the people you choose want to be involved and contribute to the solution.

D2: Identify the problem

You may have a good understanding of your problem by now, but this phase aims to break it down into clear and quantifiable terms by identifying the five W’s a and two H’s (5W2H):

Who first reported the problem?

What is the problem about?

When did it occur and how often?

Where did it occur (relating to the sector, supplier, machine, or production line involved)?

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

Use your team’s insights to answer these questions. From our example, your team may conclude that: 

Employees feel overwhelmed with their current workload. 

There is no real structure or opportunity to share new ideas.

Managers have had no training for meetings or innovation settings.

Disgruntled employees know they can achieve more—and want to achieve more—even if they seem disengaged.

Once you answer these questions, record an official problem statement to describe the issue. If possible, include photos, videos, and diagrams to ensure all parties have a clear understanding of the problem. It may also help to create a flowchart of the process that includes various steps related to the problem description.

D3: Develop an interim containment plan

Much like we can expect speedy first aid after an accident, your team should take immediate actions to ensure you contain the problem—especially if the problem is related to customer safety. 

An interim containment plan will provide a temporary solution to isolate the problem from customers and clients while your team works to develop a permanent corrective action. This band-aid will help keep your customers informed and safe—and your reputation intact.

Because your findings revealed workers were overworked and managers lacked training, your team suggests scheduling a few mandatory training sessions for leaders of each department covering time and stress management and combating burnout . You may also want to have a presentation outlining the topics of this training to get key managers and stakeholders interested and primed for positive upcoming changes. 

D4: Verify root causes and escape points

Refer back to your findings and consult with your team about how the problem may have occurred. The root cause analysis involves mapping each potential root cause against the problem statement and its related test data. Make sure to test all potential causes—fuzzy brainstorming and sloppy analyses may cause you to overlook vital information. 

In our example, focus on the “why” portion of the 5W2H. You and your team identify six root causes:

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

In addition to identifying the root causes, try to pinpoint where you first detected the problem in the process, and why it went unnoticed. This is called the escape point, and there may be more than one. 

D5: Choose permanent corrective actions

Work with your team to determine the most likely solution to remove the root cause of the problem and address the issues with the escape points. Quantitatively confirm that the selected permanent corrective action(s) (PCA) will resolve the problem for the customer. 

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

Your team decides to roll out the training used in the interim plan to all employees, with monthly company-wide workshops on improving well-being. You also plan to implement meetings, innovation sessions, and team-coaching training for managers. Lastly, you suggest adopting software to improve communication and collaboration. 

D6: Implement your corrective actions

Once all parties have agreed on a solution, the next step is to create an action plan to remove the root causes and escape points. Once the solution is in effect, you can remove your interim containment actions.

After seeing success with the training in the interim phase, your stakeholders approve all of your team’s proposed PCAs. Your representative from HR also plans to implement periodic employee wellness checks to track employee morale .

To ensure your corrective action was a success, monitor the results, customer, or employee feedback over a long period of time and take note of any negative effects. Setting up “controls” like employee wellness checks will help you validate whether your solution is working or more needs to be done. 

D7: Take preventive measures

One of the main benefits of using the 8D method is the improved ability to identify necessary systematic changes to prevent future issues from occurring. Look for ways to improve your management systems, operating methods, and procedures to not only eliminate your current problem, but stop similar problems from developing later on.

Based on our example, the training your team suggested is now adopted in the new manager onboarding curriculum. Every manager now has a “meeting system” that all meetings must be guided by, and workloads and projects are managed as a team within your new collaboration software . Innovation is improving, and morale is at an all-time high!

D8: Celebrate with your team

The 8D method of problem-solving is impossible to accomplish without dedicated team members and first-class collaboration. Once notes, lessons, research, and test data are documented and saved, congratulate your teammates on a job well done! Make an effort to recognize each individual for their contribution to uncovering a successful solution.

8D report template and example

Check out our 8D report template below to help you record your findings as you navigate through the eight disciplines of problem solving. This is a formal report that can be used as a means of communication within companies, which makes for transparent problem-solving that you can apply to the entire production or process chain.

Benefits of using the 8D method

The 8D method is one of the most popular problem-solving strategies for good reason. Its strength lies in teamwork and fact-based analyses to create a culture of continuous improvement —making it one of the most effective tools for quality managers. The benefits of using the 8D method include: 

Improved team-oriented problem-solving skills rather than relying on an individual to provide a solution

Increased familiarity with a problem-solving structure

A better understanding of how to use basic statistical tools for problem-solving

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

No matter how good a manager you are, production and process issues are inevitable. It’s how you solve them that separates the good from the great. The 8D method of problem solving allows you to not only solve the problem at hand but improve team collaboration, improve processes, and prevent future issues from arising. 

Try Asana’s project management tool to break communication barriers and keep your team on track.

Related resources

What are story points? Six easy steps to estimate work in Agile

What is a flowchart? Symbols and types explained

How to choose project management software for your team

7 steps to complete a social media audit (with template)

How it works

For Business

Join Mind Tools

Article • 8 min read

8D Problem Solving Process

Solving major problems in a disciplined way.

By the Mind Tools Content Team

(Also known as Global 8D Problem Solving)

When your company runs into a major problem, you need to address it quickly. However, you also need to deal with it thoroughly and ensure that it doesn't recur – and this can take a lot of effort and elapsed time.

The 8D Problem Solving Process helps you do both of these seemingly-contradictory things, in a professional and controlled way. In this article, we'll look at the 8D Problem Solving Process, and we'll discuss how you can use it to help your team solve major problems.

Origins of the Tool

The Ford Motor Company® developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D.

Ford created the 8D Process to help teams deal with quality control and safety issues; develop customized, permanent solutions to problems; and prevent problems from recurring. Although the 8D Process was initially applied in the manufacturing, engineering, and aerospace industries, it's useful and relevant in any industry.

The eight disciplines are shown in figure 1, below:

Figure 1: The 8D Problem Solving Process

The 8D Process works best in teams tasked with solving a complex problem with identifiable symptoms. However, you can also use this process on an individual level, as well.

Applying the Tool

To use the 8D Process, address each of the disciplines listed below, in order. Take care not to skip steps, even when time is limited; the process is only effective when you follow every step.

Discipline 0: Plan

Before you begin to assemble a team to address the problem, you need to plan your approach. This means thinking about who will be on the team, what your time frame is, and what resources you'll need to address the problem at hand.

Discipline 1: Build the Team

You should aim to put together a team that has the skills needed to solve the problem, and that has the time and energy to commit to the problem solving process.

Keep in mind that a diverse team is more likely to find a creative solution than a team of people with the same outlook (although if outlooks are too diverse, people can spend so much time disagreeing that nothing gets done).

Create a team charter that outlines the team's goal and identifies each person's role. Then, do what you can to build trust and get everyone involved in the process that's about to happen.

If your team is made up of professionals who haven't worked together before, consider beginning with team-building activities to ensure that everyone is comfortable working with one another.

Discipline 2: Describe the Problem

Once your team has settled in, describe the problem in detail. Specify the who, what, when, where, why, how, and how many; and use techniques like CATWOE and the Problem-Definition Process to ensure that you're focusing on the right problem.

Start by doing a Risk Analysis – if the problem is causing serious risks, for example, to people's health or life, then you need to take appropriate action. (This may include stopping people using a product or process until the problem is resolved.)

If the problem is with a process, use a Flow Chart , Swim Lane Diagram , or Storyboard to map each step out; these tools will help your team members understand how the process works, and, later on, think about how they can best fix it.

Discovering the root cause of the problem comes later in the process, so don't spend time on this here. Right now, your goal is to look at what's going wrong and to make sure that your team understands the full extent of the problem.

Discipline 3: Implement a Temporary Fix

Once your team understands the problem, come up with a temporary fix. This is particularly important if the problem is affecting customers, reducing product quality, or slowing down work processes.

Harness the knowledge of everyone on the team. To ensure that each person's ideas are heard, consider using brainstorming techniques such as Round Robin Brainstorming or Crawford's Slip Writing Method , alongside more traditional team problem solving discussions.

Once the group has identified possible temporary fixes, address issues such as cost, implementation time, and relevancy. The short-term solution should be quick, easy to implement, and worth the effort.

Discipline 4: Identify and Eliminate the Root Cause

Once your temporary fix is in place, it's time to discover the root cause of the problem.

Conduct a Cause and Effect Analysis to identify the likely causes of the problem. This tool is useful because it helps you uncover many possible causes, and it can highlight other problems that you might not have been aware of. Next, apply Root Cause Analysis to find the root causes of the problems you've identified.

Once you identify the source of the problem, develop several permanent solutions to it.

If your team members are having trouble coming up with viable permanent solutions, use the Straw Man Concept to generate prototype solutions that you can then discuss, tear apart, and rebuild into stronger solutions.

Discipline 5: Verify the Solution

Once your team agrees on a permanent solution, make sure that you test it thoroughly before you fully implement it, in the next step.

• Conducting a Failure Mode and Effects Analysis (FMEA) to spot any potential problems.
• Using Impact Analysis to make sure that there will be no unexpected future consequences.
• Using Six Thinking Hats to examine the fix from several different emotional perspectives.

Last, conduct a Blind Spot Analysis to confirm that you and your team haven't overlooked a key factor, or made an incorrect assumption about this solution.

Discipline 6: Implement a Permanent Solution

Once your team reaches a consensus on the solution, roll your fix out. Monitor this new solution closely for an appropriate period of time to make sure that it's working correctly, and ensure that there are no unexpected side effects.

Discipline 7: Prevent the Problem From Recurring

When you're sure that the permanent solution has solved the problem, gather your team together again to identify how you'll prevent the problem from recurring in the future.

You might need to update your organization's standards, policies, procedures, or training manual to reflect the new fix. You'll likely also need to train others on the new process or standard. Finally, you'll need to consider whether to change your management practices or procedures to prevent a recurrence.

Discipline 8: Celebrate Team Success

The last step in the process is to celebrate and reward your team's success . Say "thank you" to everyone involved, and be specific about how each person's hard work has made a difference. If appropriate, plan a party or celebration to communicate your appreciation.

Before the team disbands, conduct a Post-Implementation Review to analyze whether your solution is working as you thought, and to improve the way that you solve problems in the future.

In the late 1980s, Ford Motor Company developed the 8D (8 Disciplines) Problem Solving Process to help manufacturing and engineering teams diagnose, treat, and eliminate quality problems. However, teams in any industry can use this problem solving process.

The eight disciplines are:

• Build the Team.
• Describe the Problem.
• Implement a Temporary Fix.
• Identify and Eliminate the Root Cause.
• Verify the Solution.
• Implement a Permanent Solution.
• Prevent the Problem From Recurring.
• Celebrate Team Success.

The 8D Problem Solving Process is best used with a team solving complex problems; however, individuals can also use it to solve problems on their own.

Ford is a registered trademark of the Ford Motor Company: https://www.ford.com/

You've accessed 1 of your 2 free resources.

Get unlimited access

Discover more content

Win-win negotiation.

Finding Solutions That Work for Everyone

Thomas Davenport and Larry Prusak: Working Knowledge

The Five Modes of Knowledge Generation According to Davenport and Prusak

Add comment

Comments (0)

Be the first to comment!

Gain essential management and leadership skills

Busy schedule? No problem. Learn anytime, anywhere. 

Subscribe to unlimited access to meticulously researched, evidence-based resources.

Join today and take advantage of our 30% offer, available until May 31st .

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Most Popular

Latest Updates

Winning Body Language

Business Stripped Bare

Mind Tools Store

About Mind Tools Content

Discover something new today

Nine ways to get the best from x (twitter).

Growing Your Business Quickly and Safely on Social Media

Managing Your Emotions at Work

Controlling Your Feelings... Before They Control You

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

Breaking the glass ceiling video.

How to Smash Through Invisible Barriers

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

• Guide: 8D Problem Solving

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: June 13, 2023
• Learn Lean Sigma

8D Problem Solving is a systematic and structured approach used to solve business related problems. It names has been given by the fact there are 8 steps or 8 disciplines that are followed to identify, correct and eliminate recurring problems.

8D Problem Solving is regarded as robust methodology that has proven its worth across multiple industries and manufacturing in particular. The methodology was Initially developed within the automotive industry, it has since been widely adopted in manufacturing, logistics and health care to name a few. The 8D approach goes beyond helping team just identify the root cause of problem but also provides a structured approach for implementing and verifying corrective actions.

Table of Contents

What is 8d problem solving.

The 8D Problem-Solving methodology was developed in the late 1980s  by Ford Motor Company. The term “8D” stands for “Eight Disciplines,” which represent the eight critical steps in problem-solving.

Initially it was only intended to resolve issues within the automotive manufacturing process. However, over the year since then the methodology has gained universal acceptance and is now applied across various sectors. The 8D approach was heavily influenced by quality management systems like Total Quality Management (TQM) and methodologies like Six Sigma and forms a key part of quality roles and Six sigma qualifications.

8D is also encourages collaborative team based approach to addressing issues in the workplace This methodology was purposefully designed to be a cross-functional effort, ensuring to bring together expertise from different departments or disciplines to comprehensively address an issue by looking at it from all point of view. Here are the key components:

Preparation : Before diving into problem-solving, the team gathers all necessary resources and tools.

Team Establishment : A cross-functional team is assembled, each member having a specific role and responsibility.

Problem Description : The issue at hand is clearly defined to ensure everyone has a shared understanding.

Interim Actions : Short-term solutions are implemented to contain the problem and prevent further damage.

Root Cause Analysis : Various tools and methods are used to identify the real cause of the problem.

Permanent Corrective Actions : Long-term solutions are selected and verified to eliminate the root cause.

Implementation : The long-term solutions are implemented across the board, including necessary changes to policies and procedures.

Prevent Recurrence : Measures are taken to ensure that the problem does not occur again.

Team Recognition : The team is congratulated and acknowledged for their efforts.

How does 8D Compare to over Problem-Solving Methods?

Between quality management systems and lean six sigma there are several problem-solving methodologies such as PDCA (Plan-Do-Check-Act), DMAIC (Define-Measure-Analyze-Improve-Control), and A3 . However the combination of the 8D steps results in a comprehensive frame work that is:

Team-Oriented : Unlike some methodologies that can be carried out by individuals, 8D strongly emphasizes team collaboration as a core principle as seen in steps D1 and D8.

Structured Framework : 8D provides a very detailed, step-by-step guide for solving complex problems, by breaking it down in to logical steps making it easier to manage and track progress.

Broad Applicability : While some methodologies like DMAIC are closely tied to Six Sigma, 8D can be applied in various contexts without being tied to a particular quality management system.

Focus on Prevention : 8D not only aims to solve the problem but also focuses on implementing changes to prevent its recurrence, making it a complete approach to problem solving.

The 8 Disciplines Explained

D0: prepare for the process.

Before you start 8D you should prepare for the 8D process. This phase sets the foundation for the entire methodology, ensuring that the team is able to tackle the problem effectively. Therefore, effective preparation helps in avoiding unnecessary delays and ensures that you’re not solving the wrong problem.

Within the initial preparation step you should also the time to think about what knowledge, expertise and experience you need within the team. Cross-functional teams are important, as they bring alternative perspectives and skills to the table rather than everyone looking at the problem from one point of view. Make sure you consider expertise, availability, and interest when selecting team members.

D1: Establish the Team

In D1 you should establish the team by clearly defining the roles and responsibilities for each team member. This includes assigning a team leader, subject matter experts, and roles for data collection , analysis, and communication this helps to provide the team members clarity on how they will be involved and contribute to the success of the problems solving activity.

Team Composition

Once roles are defined, where possible ensure that the team is balanced in terms of skills and expertise. A well-rounded team will be more effective in tackling various aspects of the problem.

Communication

Establish clear methods communication, both within the team and with external stakeholders. Such as deciding on regular meeting schedules that everyone can attend, reporting formats, and tools for collaboration.

D2: Describe the Problem

In D2 it is time to create a well formed problem statement. This step is key as it provides a foundation for understanding the problem which will lead to generally more successful problem-solving. It ensures that everyone clearly understands what needs to be addressed, setting the scope for the entire process. Ensure that the problem is clearly understood by everyone in the team at this stage to prevent confusion later on in the process.

5W1H Method of creating a Problem Definition

Use data gathering techniques such as observations, interviews, and document reviews can help to precisely identify the problem. A useful tool to use at this stage could be the 5W1H Problem definition method.

You can find out more about this method with our 5W1H guide .

Problem Definition – is / is not template

When creating your problem definition ensure to be specific, measurable, and unambiguous when stating the problem. You should avoid generalities and ensure that the problem statement is understandable to someone unfamiliar with the issue. If you are new to this process it may be helpful to give the statement to someone unfamiliar to the process and see if they understand it or if they have questions. You can then clarify any questions by adjusting the problem description to improve the claity.

D3: Implement and Verify Interim Actions

In D3 while the team is investigating the root cause, interim actions are must be implement to contain the problem and minimize its impact. This is particularly important in critical situations affecting safety, compliance, or customer satisfaction. 

In this step you should identify, plan, and execute short-term fixes that can quickly contain the problem. This could include quarantining the product to ensure it is not sent out to the customer or even pausing production lines that continue to product defects. Ensure these actions are documented for future reference.

Use metrics and KPIs to gauge the effectiveness of the interim actions. Make adjustments as necessary.

D4: Root Cause Analysis

D4 is where you start to understand what is causing the issue by identifying the underlying reason for the problem. The objective is to find the root cause, not just the symptoms.

At this stage there are a range of quality and lean six sigma tools that can be used to conduct root cause analysis , which can include the Fishbone Diagram for structured brainstorming and the 5 Whys technique for causal chain analysis.

We have a range of guides on all of these techniques for you to use.

Once identified, it is important validate the root cause through experimentation or additional data analysis to ensure it’s the actual cause and not a symptom, this can often be an overlook critical step in the root cause process.

D5: Choose and Verify Permanent Corrective Actions

In D5 you need to choose what actions to be taken to prevent the problem reoccurring and any solutions implemented should be verified that the actions correct the problem this can involve trial runs, further data collection and inspections of product or services being produced.

You should also consider factors like cost, impact, and feasibility when choosing a permanent corrective action and should also conduct a risk assessment to evaluate potential negative outcomes of the actions taken

An implementation or action plan is often useful to document at this stage to detail the steps for implementation, assign responsibilities, and set timelines.

D6: Implement Permanent Corrective Actions

Once verified, implement the corrective actions across all relevant departments or processes. This can involved documenting the new process and training out to all stakeholders involved to ensure the new process is followed and that the stakeholders understand the reason for the change.

At this point you should continue to regularly monitor the situation to ensure the corrective actions are sustained and effective, this could be for a period of 30, 60 or 90 days after the problem was resolved to ensure the new process has become a sustained and issues do not reoccur. 

D7: Prevent Recurrence

In D7 to prevent recurrent you should review and update organizational policies or standard operating procedures (SOPs) to prevent a recurrence of the problem and document the new standard process

It is important to conduct regular reviews to continuously monitor the process and ensure procedures are being followed but also to identify further opportunities for process improvement.

D8: Congratulate the Team

The final step D8, after the hard work and successful problem resolution, it is important to acknowledging and congratulating the team is vital for morale and future engagement. With the recognition of a successful 8D Problem-solving activity complete you are more likely to encourage future participation as the method gets a reputation as being useful and successful at solving problems. 

Whether it’s a team lunch, certificates of achievement, or simply a public acknowledgment, celebrate the success in a way that resonates with your team.

Finally it is always important to conduct a lessons-learned session and document the insights gained during the process for future reference. This can be used as a future point of reference for problem solving activities.

Mastering the art of problem-solving is crucial in today’s complex and fast-paced environment. The 8D Problem-Solving methodology offers a structured, team-based approach to tackling challenges that can arise in any sector, be it manufacturing, public services, or logistics. This guide has walked you through each of the eight disciplines, offering best practices and highlighting common pitfalls to avoid. We’ve also enriched your understanding through real-world case studies that demonstrate the methodology’s versatility and effectiveness. Remember, the strength of 8D lies not just in identifying and resolving problems, but also in preventing their recurrence through systemic improvements. By adhering to the principles and steps outlined in this guide, you’re well on your way to becoming an adept problem solver, capable of driving continuous improvement in your organization.

• Zarghami, A. and Benbow, D.W., 2017.  Introduction to 8D problem solving . Quality Press.
• Camarillo, A., Ríos, J. and Althoff, K.D., 2017. CBR and PLM applied to diagnosis and technical support during problem solving in the Continuous Improvement Process of manufacturing plants .  Procedia Manufacturing ,  13 , pp.987-994.

Q: What is 8D problem solving?

A: 8D problem solving is a systematic approach used to address and resolve complex problems. It is widely utilized in various industries to identify the root causes of issues, develop effective solutions, and prevent their recurrence.

Q: Why is it called "8D" problem solving?

A: The name “8D” refers to the eight disciplines or steps involved in the problem-solving process. Each discipline represents a specific stage in the methodology, allowing for a structured and comprehensive approach to problem resolution.

Q: What are the eight disciplines (8D) in problem solving?

A: The eight disciplines in problem solving, often abbreviated as 8D, are as follows:

• D1: Form a team
• D2: Define the problem
• D3: Implement containment actions
• D4: Determine the root cause
• D5: Develop and implement corrective actions
• D6: Validate the effectiveness of corrective actions
• D7: Prevent recurrence
• D8: Congratulate the team

Q: What is the purpose of forming a team in the 8D problem-solving process?

A: Forming a team at the beginning of the 8D problem-solving process helps ensure that the right individuals with the necessary expertise are involved in addressing the problem. The team collaboratively works towards understanding the issue, analyzing data, and developing effective solutions.

Q: How is the root cause determined in the 8D problem-solving process?

A: Determining the root cause (D4) involves conducting a thorough analysis of the problem. Various tools and techniques, such as cause-and-effect diagrams, 5 Whys, and data analysis, are employed to identify the underlying factors contributing to the problem.

Q: Can the 8D problem-solving methodology be applied to any type of problem?

A: Yes, the 8D problem-solving methodology is a versatile approach that can be applied to various types of problems across different industries. It provides a structured framework for problem resolution and can be tailored to suit the specific needs and requirements of different situations.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

Download Template

Free Lean Six Sigma Templates

Improve your Lean Six Sigma projects with our free templates. They're designed to make implementation and management easier, helping you achieve better results.

Other Guides

8D Chess: How to Use The 8 Disciplines for Problem Solving

Hospitals have developed something of a reputation for being rife with bad processes . When processes aren’t adequate, the result is an abundance of “workarounds”.

For example, when equipment or supplies are missing, a nurse might waste time running around searching for what is needed, and once the item is found, return to their previous duties.

One study indicates that nurses spend 33 minutes of a 7.5-hour shift completing workarounds that are not part of their job description.

This may well “put out the fire” so-to-speak, but really it is just a hastily applied band-aid that does nothing to treat the root cause of the problem.

More time is wasted and more problems will arise in the future because nothing has been done to prevent the initial problem from happening again.

Individual nurses are not at fault here; workplace culture often values expertise in the form of those who “get the job done”, which tends to pull against the notion of spending time building good processes (time in which the job is perhaps not “getting done”).

So how to approach the problem of problem solving ?

In a lean context, problem solving can be distilled into two simple questions:

• What is the problem and how did it happen?
• How can we make sure that it doesn’t happen again?

The 8D, or eight disciplines methodology, is a problem solving process – most likely one of the most widely used problem solving processes out there. It is used by many different countries, in many different industries, and many different organizations.

8D is designed to help you put out those fires, and make sure they don’t happen again.

In this article, I’ll introduce you to the 8D problem solving methodology and provide you with an outline of the basic process that you can hopefully apply in your own business, plus how you can enhance 8D with other tools and methodologies like Six Sigma , FMEA , and Process Street .

Here’s what I hope you’ll take away after reading:

• An understanding of the basics of 8D
• Advantages of using 8D
• The purpose and objectives of each phase of the 8D process
• An understanding of how to use 8D for problem solving
• How 8D works with other problem solving tools
• How you can use Process Street to maximize the potential of the 8D framework

Let’s begin with the origins of 8D – what is it, and where did it come from?

What is 8D?

8D (sometimes Global 8D or G8D) stands for eight disciplines, and is a problem solving methodology. It’s basically a process for understanding and preventing problems.

Much like how risk management seeks to take a proactive, preventative stance, 8D aims to gain insight into the root causes of why the problems happen, so they won’t happen again.

The 8D process involves eight (sometimes nine) steps to solve difficult, recurring problems. It’s a transparent, team-based approach that will help you solve more problems in your business.

8D origins: Where did it come from?

Despite the popular story that 8D originated at Ford, it was in fact developed in 1974 by the US Department of Defence, ultimately taking the form of the military standard 1520 Corrective Action and Disposition System for Nonconforming Material .

Ford took this military standard, which was essentially a process for quality management , and expanded on it to include more robust problem solving methods.

In 1987, Ford Motor Company published their manual, Team Oriented Problem Solving (TOPS) , which included their first iteration of the 8D methodology.

Initially termed Global 8D (or G8D) standard, it is currently used by Ford and many other companies in the automotive supply chain.

8D, PDSA, & other problem solving processes

The disciplines of 8D follow the same logic as the Deming Cycle (also known as PDSA, and sometimes PDCA).

PDSA stands for Plan, Do, Study, Act (or Check, in the case of PDCA).

The similarity lies in the fact that both PDSA and 8D are designed to be used to improve processes. They’re both examples of cycles of continuous improvement.

Whereas 8D may be painted as a more generic problem-solving framework, structurally speaking both 8D and PDSA share a lot in common.

The simple idea of beginning with a clear objective, or desired output, and then testing, analyzing , and iteratively tweaking in a continuous cycle is the basis for both methodologies.

There are, of course, differences. We’ll cover the different applications of both 8D and PDSA in this article.

8D advantages

One of the main strengths of 8D is its focus on teamwork. 8D philosophy encourages the idea that teams, as a whole, are more powerful than the sum of the individual qualities of each team member.

It’s also an empirical methodology; that is to say that it is a fact-based problem solving process.

A branch of continuous improvement, proper use of 8D will help you coordinate your entire team for effective problem solving and improved implementation of just about all of the processes used in your business.

The 8 disciplines for problem solving

As you may have noticed, we’re starting with zero, which makes nine total disciplines. This “zero” stage was developed as an initial planning step.

D0: Plan adequately

Make comprehensive plans for solving the problem including any prerequisites you might determine.

Be sure to include emergency response actions.

D1: Establish your team

Establish your core team with relevant product or process knowledge. This team will provide you with the perspective and ideas needed for the problem solving process.

The team should consist of about five people, from various cross-functional departments. All individuals should have relevant process knowledge.

A varied group will offer you a variety of different perspectives from which to observe the problem.

It is advisable to establish team structure, roles, and objectives as far ahead in advance as possible so that corrective action can begin as quickly and effectively as possible.

D2: Describe the problem

Have your team gather information and data related to the problem or symptom. Using clear, quantifiable terms, unpack the problem by asking:

D3: Contain the problem (temporary damage control)

Depending on the circumstances, you may need to mobilize some kind of temporary fix, or “firefighting”.

The focus of this stage should be on preventing the problem from getting worse, until a more permanent solution can be identified and implemented.

D4: Identify, describe, and verify root causes

In preparation for permanent corrective action, you must identify, describe, and verify all possible causes that could contribute to the problem happening.

You can use various techniques for this, including a Failure Modes and Effects Analysis , or Ishikawa (fishbone) diagram .

It’s important that the root causes are systematically identified, described in detail, and promptly verified (or proved). How each cause is verified will depend on the data type and the nature of the problem.

Take a look at the section towards the end of this article for some more problem solving tools to help you decide the right approach.

D5: Identify corrective actions

You must verify that the corrective action you identified will in fact solve the problem and prevent it from happening again in the future (or whatever is your desired threshold of recurrence).

The best way to do this is to collect as much data as possible and by performing smaller-scale “pilot” tests to get an idea of the corrective action’s impact.

You can’t begin to identify the optimal corrective action until you have identified the root cause(s) of the problem.

D6: Implement and validate corrective actions

Carry out the corrective actions, and monitor short and long term effects. During this stage, you should assess and validate the corrective actions with empirical evidence.

Discuss and review results with your team.

D7: Take preventative measures (to avoid the problem happening again)

Here is where you make any necessary changes to your processes, standard operating procedures , policies , and anything else to make sure the problem does not happen again.

It may not be possible to completely eliminate any chance of the problem recurring; in that case, efforts should focus on minimizing possibility of recurrence as much as possible.

D8: Congratulate your team

It’s important to recognize the joint contribution of each and every one of the individuals that were involved in the process.

Team members should feel valued and rewarded for their efforts; this is crucial and perhaps the most important step – after all, without the team, the problem would not have been fixed.

Providing positive feedback and expressing appreciation helps to keep motivation high, which in turn improves the sense of process ownership and simply increases the likelihood your team will actually want to improve internal processes in the future.

How to use 8D for problem solving

The 8D method above outlines a proven strategy for identifying and dealing with problems. It’s an effective problem solving and problem prevention process.

In addition to avoiding long-term damage from recurring problems, 8D also helps to mitigate customer impact as much as possible.

More than just a problem-solving methodology, 8D sits alongside Six Sigma and other lean frameworks and can easily be integrated with them to minimize training and maximize efficacy.

8D is definitely a powerful framework on its own, but it really shines when combined with other synergistic concepts of lean and continuous improvement.

More problem solving tools that synergize well with 8D

8D has become a leading framework for process improvement, and in many ways it is more prescriptive and robust than other more simplistic Six Sigma approaches.

However, there are many Six Sigma methodologies, and even more frameworks for problem solving and process improvement .

The following improvement tools are often used within or alongside the 8D methodology.

DMAIC: Lean Six Sigma

DMAIC stands for:

The DMAIC process is a data-driven cycle of process improvement designed for businesses to help identify flaws or inefficiencies in processes.

Simply put, the goal with DMAIC is to improve and optimize existing processes.

Interestingly, the development of the DMAIC framework is credited to Motorola , whose work built upon the systems initially developed by Toyota .

In terms of working alongside 8D, you could use DMAIC to identify root causes as in D4; you could also implement the same techniques to better understand prospects for corrective actions as in D5, and D6.

We have a whole article on the DMAIC process, if you’re interested.

SWOT analysis

Strengths, Weaknesses, Opportunities, and Threats. You can use a SWOT analysis to gain insight into your organization as a whole, or on individual processes.

The main synergy with 8D is in the identification of opportunities, threats, and weaknesses.

These can represent opportunities for process improvements, weaknesses in your process that could produce problems further down the line, and threats, both internal and external, that may be out of your direct control but that could cause problems for you.

Here’s a SWOT analysis checklist you can use to structure your own analysis:

FMEA: Failure Mode and Effects Analysis

FMEA (Failure Mode and Effects Analysis) is a way of understanding the potential for problems and making preemptive preparations in order to avoid them. It is a method of risk management .

It is a type of preventative risk management process, and so works well in the context of identifying causes of problems so you can better deal with them.

FMEA and 8D work well together because:

• 8D can make use of information gathered during an FMEA process, like brainstorming sessions, to identify potential problems and their root causes.
• You can reuse possible cause information gathered during an FMEA process to feed into different representational diagrams like the Ishikawa (fishbone) diagram, which will help in the 8D process.
• 8D brainstorming data is useful for new process design. This allows the FMEA to take actual process failures into account, which produces more effective results.
• FMEA completed in the past can be used as databases of potential root causes of problems to inform 8D process development.

Here’s a free FMEA template for you to get started ASAP:

The Pareto Chart

The Pareto Chart helps us understand the impact of different variations of input on our output.

In relation to 8D, Pareto Charts can help us prioritize which root cause to target, based on which will have the greatest impact on improvement (where improvement is the desired output of the 8D process).

Here’s the Six Sigma Institute’s example Pareto Chart :

Here we have a simple deductive reasoning technique that asks “why?” five times to dig into the root cause of a problem.

The logic here is that by asking the same question five times, you work progressively “deeper” into the complexity of the problem from a single point of focus.

Ideally, by the fifth question you should have something that has a high likelihood of being a root cause.

This example from Wikipedia does a great job of conveying how the process works:

• The vehicle will not start. (the problem)
• Why? – The battery is dead. (First why)
• Why? – The alternator is not functioning. (Second why)
• Why? – The alternator belt has broken. (Third why)
• Why? – The alternator belt was well beyond its useful service life and not replaced. (Fourth why)
• Why? – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

Ishikawa diagrams (fishbone diagrams)

Sometimes called “cause-and-effect diagrams”, they are as such used to visualize the cause and effect of problems.

The approach takes six different categories and places information about the problem into different categories to help you understand what factors could be contributing to the problem.

One advantage over the 5 Whys approach is the way this method forces a more holistic perspective, as opposed to the potentially narrow vantage point offered by zooming in on a single aspect or question.

According to the Six Sigma Institute, the 6 key variables pertaining to root causes of problems are:

• Machine: Root causes related to tools used to execute the process.
• Material: Root causes related to information and forms needed to execute the process.
• Nature: Root causes related to our work environment, market conditions, and regulatory issues.
• Measure: Root causes related to the process measurement.
• Method: Root causes related to procedures, hand-offs, input-output issues.
• People: Root causes related people and organizations.

There’s also this useful illustration of a company using a fishbone diagram to better understand what factors contribute to a company’s high turn around time.

Gap analysis

A gap analysis is concerned with three key elements:

• The current situation, or “performance”
• The ideal situation, or “potential”
• What needs to be done in order to get from performance to potential, or “bridging the gap”

The “gap” is what separates your current situation from your ideal situation.

Businesses that perform a gap analysis can improve their efficiency and better understand how to improve processes and products.

They can help to better optimize how time, money, and human resources are spent in business.

There’s a lot that goes into a gap analysis, and quite a few different ways to approach it. Check out our article for a deeper dive into the gap analysis process.

Superpowered checklists

Checklists can be a great way to simplify a complex process into a series of smaller, easy-to-manage tasks. They’re one of the best ways to start using processes in your business.

By using checklists, you can reduce the amount of error in your workflow , while saving time and money by eliminating confusion and uncertainty.

What’s more, if you’re using Process Street, you have access to advanced features like conditional logic , rich form fields and streamlined template editing .

How to use Process Street for 8D problem solving

Good problem solving relies on good process. If you’re trying to solve problems effectively, the last thing you want is your tools getting in your way.

What you want is a seamless experience from start to finish of the 8D methodology.

The best kinds of processes are actionable. That’s why you should consider using a BPM software like Process Street to streamline recurring tasks and eliminate manual work with automation .

Process Street’s mission statement is to make recurring work fun, fast, and faultless. By breaking down a process into bite-sized tasks , you can get more done and stay on top of your workload.

Sign up today for a free Process Street trial!

Problem solving is an invaluable skill. What’s your go-to process for problem solving? We’d love to know how it compares with the 8D method. Let us know in the comments!

Get our posts & product updates earlier by simply subscribing

Oliver Peterson

Oliver Peterson is a content writer for Process Street with an interest in systems and processes, attempting to use them as tools for taking apart problems and gaining insight into building robust, lasting solutions.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Take control of your workflows today

Designorate

Design thinking, innovation, user experience and healthcare design

What is the 8D Problem Solving? And How to use the 8D Report?

The 8D problem-solving process (also known as the 8 Disciplines) is very different from previous processes we explored previously, such as the Double Diamond process or the IBM Design Thinking. The 8D process works in a rigid standardised nature to address the crisis caused by problems. The 8D process aims to walk with the team to highlight the problem, its root causes and propose a long-term solution. The process is documented in an 8D report which includes details of each of the eight stages. At the end of this article, we will explore an example report, and you can find a free 8D report template to download.

In times of crisis, companies face the challenge of analysing and solving problems efficiently in a short time to save developed projects. Problem-solving techniques such as the  TRIZ method  and  Hurson’s Production Thinking Model  allow companies to overcome crises and solve problems using less effort and time.

• Stage Gate Process: The Complete Practice Guide
• The Double Diamond Design Thinking Process and How to Use it
• A Guide to the SCAMPER Technique for Creative Thinking
• Design Thinking Tools: Reverse Brainstorming

Brief History of the 8D Problem Solving

The 8D method was first implemented by the US government during WW II as a military standard and was referred to as the Army Directive 1520, “Remedies and disposal of nonconforming materials.” In 1987, the demand for a team-oriented problem-solving method increased among the management organisation in the automotive industry to find a way to eliminate recurring issues.

Ford Motor Company published their manual,  Team Oriented Problem Solving (TOPS),  which includes their 8 Disciplines of the problem-solving process. The process was initially used to deal with quality control and safety issues inside the company but later expanded its role to a team approach problem-solving method. The 8D process is employed by engineers and designers to identify, analyse, and correct problems by eliminating the primary source that caused the problem.

So, what are the eight steps in the 8D methodology? The 8D problem solving process includes 8 Disciplines. In the mid-90s, a D0 step for planning was added to the process. The 8D steps include the following:

• D1: Team formation
• D2: Describe the problem
• D3: Develop a temporary containment plan
• D4: Determine and verify root causes
• D5: Verify the permanent solution
• D6: Implement the permanent solution
• D7: Prevent recurrence
• D8: Congratulate your team

The 8 Disciplines aim to achieve the following targets while solving the specified problem:

• Think as a team while solving the problem
• Isolate the situation and understand its causes
• Identify the factors that contribute to the problem
• Provide a temporary solution to halt the impact of the problem
• Eliminate the causes of the problem and the factors contributing to it
• Prevent the problem from recurring

When Should the 8D Problem Solving be Used?

Based on the above targets, the 8D problem solving process is designed for complex problems whose solution exceeds the ability of one expert. Also, it aims to establish communication for problem resolution through different levels inside the company. In some situations, the consumer or the management team requests the application of the 8D process through several forms or documentation.

While 8D problem solving is suitable for recurring problems that may repeatedly occur within a project or company, it is not ideal for simple issues that can be solved quickly by individual efforts. The process is unsuitable for a problem that can be solved with a straightforward solution. The 8D process is designed for complex issues, which require several weeks to solve and the involvement of at least four people.

8D problem solving provides a systematic process to find and solve problems. Therefore, if the situation requires choosing between alternative solutions, 8D acknowledges that other tools may help solve the problem better than the 8D process.

How to Apply the 8D Problem Solving Process?

The steps below form the 8 Discipline process to achieve targeted problem solving through the eight steps.

This discipline is also known as the Pre 8D because it aims to understand the problem and determine if the 8D process is the correct method to use. At this stage, the team aims to answer general questions such as:

• Is this a new problem, or has it happened before?
• Is this a recurring problem?
• What is the history of this issue?
• What was the method used to solve the problem before?

At this stage, the target is to learn about the problem’s history and decide if the 8D process is the best tool to solve the problem.

D1: Team Formation

Thinking as a team can produce more efficient solutions than trying to solve a problem alone. The team includes all the stakeholders involved in the situation. The team communicates with each other and performs brainstorming to solve the problem (check  Design Thinking Tools: Reverse Brainstorming ). If the team does not know each other, the brainstorming time can be used to learn how to teach members to explore ideas together. Methods can be used in brainstorming sessions such as mind mapping , Six Thinking Hats , and  Lego Serious Play.

D2: Describe the Problem

After team formation, the second step is to understand the problem and its risks. This stage starts with a risk analysis to identify the situation and how it can affect the project flow. Several methods can be used to analyse the problem from different perspectives, including  SWOT analysis ,  SCAMPER technique , and similar tools. This stage is essential to building a clear vision of the problem and ensuring all stakeholders have the same understanding of the situation.

D3: Develop a Temporary Containment Plan

While solving the problem, there should be a temporary containment plan to prevent the problem from affecting the rest of the project or the final product. This temporary containment solution is a short-term operation such as adding more labour, increasing the quality measurements, applying a risk plan, etc.

It is essential to understand that the containment action is not the real solution and can only be used for the short term. Therefore, this action can be applied internally and not affect the process of reaching a permanent solution.

D4: Determine and Verify Root Causes

This stage aims to investigate the root causes of the problem; it can be considered the core of the 8D problem solving process. In many problems, what we see as causes are symptoms of other root causes. This misunderstanding can lead to inaccurate attempts at solutions that can have negative consequences in the future and leave the underlying problem unsolved.

An intensive investigation should be implemented because, in many cases, the root cause is hidden inside the process and covered by many symptoms, which is confusing. Some tools can be used to define the root causes of the problem, such as  brainstorming , statistical analysis, flow charts, audits, etc.

D5: Verify the Permanent Solution

Once the root cause is defined, the solution becomes apparent, and the team better understands how to solve the problem. However, the symptoms and other related factors may create difficulties deciding how best to apply the solution. So, these other factors should be considered when determining the permanent solution to the dilemma.

When choosing the permanent solution to the problem, it should meet the following criteria to ensure it is the ideal solution for the problem:

• The solution should be practical
• The solution should be feasible
• The solution should be cost-effective
• The solution should not fail during production
• The solution should be implemented in all affected facilities in the company

D6: Implement the Permanent Solution

Once the solution is approved, this step tends to work as an action plan. This plan aims to outline the steps to implement the solution. It is common to ask questions in this stage: What should be done? Who should be involved in the correction plan?

More documentation and detailed plans should be created if the solution is complex and needs further procedures. The method may include training the team and checking the plan’s progress for further development and improvement.

D7: Prevent Recurrence

Once the action plan is set and ready to be implemented, the team should establish a plan to prevent the problem from occurring in the future. The action plan should be tested and documented as part of the process to avoid the recurrence of the problem. Some of the tools that can achieve this goal are Control Charts, Capabilities Analysis, and Control Plans.

D8: Congratulate the Team

After completing the task and implementing the solution, the team deserves an acknowledgement of their work and a celebration. This event will positively impact the stakeholders and reflect recognition of employees’ efforts from the management inside the company.

How do you Write an 8D Report?

The primary documentation used in the problem solving process is the 8D report. Korenko et al. (2013) presented an example of the 8D problem-solving application, Application 8D Method For Problems Solving . After this example, you can find a free 8D Report template that you can download and use for both commercial and noncommercial applications. The first part of the report, D0, includes information about the problem and the project details related to the project. D1 section contains details of the team involved in the project, roles, titles and contact information. D2 part of the report includes a detailed description of the problem and possible visual images to show the problem clearly. The report can consist of the type of damage of the failure and the function where the problem occurs (Figure 2).  

D3 includes details of the temporary solution for the problem required to stop the damage rapidly. In this part, the temporary remedy is described, particularly the symptoms affect, the responsibility, and the validation of the action. In D4, the team uses a root-cause method such as the 5WHYs or the Cause-Effect analysis (Fish Bone method). These methods help the team to identify the root causes of the problem. In Figure 3, the 5WHYs method is used several times to identify the root cause of the problem. 

D5 of the report provides details about the permanent solution to fix the problem. Unlike the temporary solution, this aims to element the root causes of the problem. This section includes the procedure’s name, the reason to use it, the responsibility, the management approval to apply it and the expected date of completing the utilisation of the solution, as seen in Figure 4. In the following stage, D6, the team provides details on the implementation and validation of the permanent action.

D7 provides details about preventing the recurrent problem, such as the name of the action after the validation process in the previous stage. Also, this stage provides details of the cause behind this action and elements about its responsibility and implementing details. Finally, in D8, the report includes a summary of the procedure and the proper approvals related to the procedure implementation (Figure 5). 

Free 8D Report Template Download

You can download the below 8D report, which you can use for commercial and noncommercial projects. Don’t forget to mention Designorate as the source of this free 8D report.

The 8D Problem Solving process provides a reliable and systematic method that ensures that the problems inside a company or project are solved by eliminating their root causes and preventing recurrence. However, it is most suitable for complex problems that can take weeks or even months to solve. Therefore, the first stage aims to determine if the 8D process is ideal for the problem or if more straightforward tools should be implemented. If the 8D problem solving method is appropriate for your business problem, you have a step-by-step template to guide you through your attempts to find a suitable solution to the obstacle you need to overcome.

Wait, Join my Newsletters!

As always, I try to come to you with design ideas, tips, and tools for design and creative thinking. Subscribe to my newsletters to receive new updated design tools and tips!

Dr Rafiq Elmansy

As an academic and author, I've had the privilege of shaping the design landscape. I teach design at the University of Leeds and am the Programme Leader for the MA Design, focusing on design thinking, design for health, and behavioural design. I've developed and taught several innovative programmes at Wrexham Glyndwr University, Northumbria University, and The American University in Cairo. I'm also a published book author and the proud founder of Designorate.com, a platform that has been instrumental in fostering design innovation. My expertise in design has been recognised by prestigious organizations. I'm a fellow of the Higher Education Academy (HEA), the Design Research Society (FDRS), and an Adobe Education Leader. Over the course of 20 years, I've had the privilege of working with esteemed clients such as the UN, World Bank, Adobe, and Schneider, contributing to their design strategies. For more than 12 years, I collaborated closely with the Adobe team, playing a key role in the development of many Adobe applications.

You May Also Like

Applying Design Thinking in Education to Fight Extremism

Design Thinking Tools and Methods Complete Guide

Can We Apply Design Thinking in Education?

What are Design Research Types and Applications?

How to Use Decision Trees in the Decision-Making Process

How to Create a Professional Creative Brief?

Leave a reply cancel reply.

Your email address will not be published. Required fields are marked *

Sign me up for the newsletter!

Certainty Blog

Mastering 8d problem solving: a comprehensive guide for businesses.

Table of contents

• What is 8D Problem Solving?
• The 8 Disciples of Problem Solving
• Implementing 8D Problem Solving Methodology

Example of Successful 8D Problem Solving

• Common Challenges and Best Practices

Measuring the Effectiveness of 8D Problem-Solving Efforts

Problem solving is a vital skill for any business that wants to survive and thrive in today’s competitive and dynamic environment. However, not all problems are created equal. Some are simple and straightforward, while others are complex and multifaceted. How can businesses effectively tackle these challenging problems and prevent them from recurring?

One of the most powerful and proven problem-solving methodologies is 8D problem solving. 8D stands for eight disciplines, which are a series of steps that guide teams through the process of identifying, analyzing, resolving, and preventing problems. 8D problem solving can help businesses improve their quality, reduce their costs, and enhance their customer satisfaction.

What is 8D Problem Solving

8D problem solving is a structured and systematic approach to solving complex problems that require cross-functional collaboration and root cause analysis. It was developed by Ford Motor Company in the late 1980s as a way to address customer complaints and improve product quality. Since then, it has been widely adopted by many organizations across various sectors.

The core principles and objectives of 8D problem solving are:

• Focus on the customer’s needs and expectations
• Involve a multidisciplinary team with relevant expertise and authority
• Use data and facts to support decision making
• Identify and eliminate the root causes of the problem
• Implement corrective actions that prevent reoccurrence
• Document and communicate the problem-solving process and results

The 8D methodology differs from other problem-solving approaches in several ways. First, it emphasizes team-oriented problem-solving. Second, it follows a sequential and logical order of steps that ensures thoroughness and consistency. Third, it uses various tools and techniques to facilitate analysis and action. Fourth, it incorporates feedback loops and verification methods to ensure effectiveness and sustainability.

The Eight Disciples of Problem Solving

D1: establish the team.

The first step in the 8D approach is to form a team that will work on the problem. The team should consist of members who have knowledge, experience, or involvement in the problem area. The team should also have a leader who will coordinate the activities and communicate with stakeholders.

The purpose of establishing the team is to:

• Define the roles and responsibilities of each team member
• Establish the scope and boundaries of the problem
• Set the goals and expectations for the problem-solving process
• Allocate the resources and time required for the process

D2: Describe the Problem

The second step in this problem-solving method is to define and describe the problem in detail. The team should use data and facts to describe the problem as accurately as possible. The team should also use tools such as the 5W2H method (who, what, where, when, why, how, how much), Six Sigma, or an IS/IS NOT matrix to clarify the aspects of the problem.

Defining and describing the problem allows businesses to:

• Establish a common understanding of the problem among the team members
• Identify the symptoms, effects, and impacts of the problem
• Quantify the magnitude and frequency of the problem
• Specify the criteria for evaluating potential solutions

D3: Develop Interim Containment Actions

The third step in 8D problem solving is to develop interim containment actions that will prevent or minimize the negative consequences of the problem until a permanent solution is found. The team should identify and implement actions that will isolate, control, or eliminate the causes or sources of variation that contribute to the problem.

When you develop interim containment actions, you:

• Protect the customer from defective products or services
• Reduce the risk of further damage or harm
• Maintain operational continuity and stability
• Buy time for root cause analysis and corrective actions

D4: Determine Root Causes

The fourth step in the 8D method is to determine the root causes responsible for creating or allowing the problem to occur. The team should use data analysis tools such as Pareto charts, histograms, scatter plots, or fishbone diagrams to identify possible causes. The team should also use root cause analysis techniques such as 5 Whys, fault tree analysis, or Failure Modes and Effect Analysis (FMEA) to verify or validate the causes.

The purpose of determining root causes is to:

• Understand why the problem happened
• Identify all possible factors that influence or contribute to the problem
• Eliminate superficial or symptomatic causes
• Prevent jumping to conclusions or making assumptions

D5: Choose Permanent Corrective Actions

The fifth step in 8D problem solving is to choose permanent corrective actions that will address or remove root causes permanently. The team should generate multiple possible solutions using brainstorming techniques such as SCAMPER (substitute, combine, adapt, modify, put to another use, eliminate, reverse) or TRIZ (theory of inventive problem solving). The team should also evaluate each solution using criteria such as feasibility, effectiveness, cost, risk, or impact.

Choosing permanent corrective actions helps to:

• Select the best solution that meets customer needs and expectations
• Ensure that root causes are eliminated or prevented from recurring
• Consider trade-offs between different solutions
• Plan for implementation challenges or barriers

30+ Audit and inspection checklists free for download.

D6: implement permanent corrective actions.

The sixth step in 8D problem solving is to implement permanent corrective actions that were chosen in D5. The team should develop an action plan that specifies who will do what by when using tools such as Gantt charts or PDCA cycles (plan-do-check-act). The team should also execute the action plan according to schedule using tools such as checklists or standard operating procedures.

The purpose of implementing permanent corrective actions is to:

• Put the chosen solution into practice
• Monitor progress and performance during implementation
• Resolve any issues or problems that arise during the implementation
• Document changes or modifications made during implementation

D7: Prevent Recurrence

The seventh step in 8D problem solving is to prevent recurrence by ensuring that permanent corrective actions are effective and sustainable. The team should verify that root causes have been eliminated using tools such as control charts or statistical process control (SPC). The team should also validate that customer requirements have been met using tools such as surveys or audits.

Preventing reoccurrence helps to:

• Confirm that permanent corrective actions have solved the problem
• Evaluate customer satisfaction with products or services after implementation
• Identify opportunities for further improvement or optimization
• Standardize best practices or lessons learned from implementation

D8: Recognize Team Efforts

The eighth step in 8D problem solving is recognizing team efforts by acknowledging their contributions and achievements throughout the process. The team should celebrate their success by sharing their results with stakeholders using tools such as reports or presentations. The team should also appreciate their efforts by rewarding them with recognition or incentives.

The purpose of recognizing team efforts is to:

• Motivate team members for future challenges
• Build trust and rapport among team members
• Enhance team morale and cohesion
• Promote a culture of continuous improvement

Implementing 8D Problem-Solving Methodology

Implementing an 8D problem-solving methodology can be challenging for many businesses due to various factors such as organizational culture, resources, or complexity. However, with proper planning, preparation, and execution, it can be done successfully.

Here is some practical guidance on how businesses can effectively implement the 8D process:

Define clear roles & responsibilities for each discipline

One of the key factors for successful implementation is having clear roles & responsibilities for each discipline within the 8D process. Each discipline requires specific skills, knowledge, or authority that may not be available within a single person or department.

Therefore, it is important to assign appropriate roles & responsibilities for each discipline based on their expertise & involvement in the problem area.

Some examples of roles & responsibilities are:

By defining clear roles & responsibilities for each discipline, businesses can ensure accountability, transparency, and collaboration throughout the process.

Establish a common language & framework for communication

Another key factor for successful implementation is having a common language & framework for communication among team members & stakeholders. Communication is essential for sharing information, ideas, or feedback during the process.

However, communication can also be challenging due to different backgrounds, perspectives, or expectations among team members & stakeholders. Therefore, it is important to establish a common language & framework for communication that can facilitate understanding, alignment, and agreement throughout the process. Some examples of common language & framework are:

• Using standard terminology & definitions for the 8D process
• Implementing visual tools & templates to document & present the 8D process
• Using common metrics & criteria to measure & evaluate the 8D process
• Establishing feedback mechanisms & channels to communicate & collaborate during the 8D process

By establishing a common language & framework for communication, businesses can ensure clarity, consistency, and quality throughout the process.

Provide adequate training & support for team members

A third key factor for successful implementation is providing adequate training & support for team members who are involved in the 8D process. Team members need to have sufficient knowledge, skills, or confidence to perform their roles & responsibilities effectively. However, team members may not have prior experience or exposure to the 8D process or its tools & techniques. Therefore, it is important to provide adequate training & support for team members that can enhance their competence & capability during the process. Some examples of training & support are:

• Providing formal training sessions or workshops on the 8D process or its tools & techniques
• Offering coaching or mentoring from experts or experienced practitioners on the 8D process or its tools & techniques
• Contributing access to resources or references on the 8D process or its tools & techniques
• Maintaining feedback or recognition of team members’ performance or improvement during the 8D process

By providing adequate training & support for team members, businesses can ensure effectiveness, efficiency, and engagement throughout the process.

To illustrate the versatility and applicability of 8D problem solving across different industries and contexts, here is a hypothetical example of successful 8D problem solving:

Example: Reducing Customer Complaints in a Food Manufacturing Company

A food manufacturing company was facing a high rate of customer complaints due to foreign materials found in their products. The company used 8D problem solving to address this issue and improve product quality. Here are the steps they took within each discipline:

The company formed a cross-functional team consisting of representatives from quality assurance, production, engineering, and customer service. The team leader was the quality assurance manager who had the authority and responsibility to coordinate the activities and communicate with stakeholders.

The team defined and described the problem using data and facts from customer complaints and product inspection records. The team used the 5W2H method to clarify the aspects of the problem. The problem statement was: “In the past six months, we have received 25 customer complaints due to foreign materials such as metal shavings, plastic pieces, or wood chips found in our products.”

The team developed interim containment actions that would prevent or minimize the occurrence of foreign materials in their products until a permanent solution was found. The team identified and implemented measures such as increasing the frequency and intensity of product inspection, installing additional metal detectors and filters in the production line, and segregating and quarantining any products that were suspected or confirmed to contain foreign materials.

The team determined the root causes that were responsible for creating or allowing foreign materials to enter their products. They then used data analysis tools such as Pareto charts and fishbone diagrams to identify potential causes. Root cause analysis techniques such as 5 Whys to verify or validate the causes were also implemented.

Ultimately, they found that there were three main root causes:

• inadequate maintenance of equipment that resulted in metal shavings or plastic pieces falling off during operation;
• improper handling of raw materials that resulted in wood chips or other contaminants being mixed in during storage or transportation;
• lack of awareness or training of staff on how to prevent or detect foreign materials in products.

The team chose permanent corrective actions that would address or remove root causes permanently. The team generated multiple possible solutions using brainstorming techniques such as SCAMPER and TRIZ. They also evaluated each solution using criteria such as feasibility, effectiveness, cost, risk, or impact. Eventually, they selected the best solutions that met customer needs and expectations.

The solutions were:

• implementing a preventive maintenance program for equipment that included regular inspection, cleaning, and replacement of parts;
• establishing a quality control system for raw materials that included verification, testing, and labeling of incoming materials;
• conducting a training program for staff on how to prevent, detect, and report foreign materials in products.

The team implemented permanent corrective actions that were chosen in D5. An action plan that specified who would do what by when using tools such as Gantt charts and PDCA cycles was then developed. They then executed the action plan according to schedule using tools such as checklists and standard operating procedures.

The team prevented recurrence by ensuring that permanent corrective actions were effective and sustainable. They first verified that root causes had been eliminated using tools such as control charts and statistical process control (SPC). Next, they validated that customer requirements had been met using tools such as surveys and audits. After implementing permanent corrective actions, the rate of customer complaints due to foreign materials dropped by 90%.

Team efforts were recognized by acknowledging their contributions and achievements throughout the process. The team celebrated their success by sharing their results with stakeholders using tools such as reports and presentations. Management also appreciated their efforts by rewarding them with recognition or incentives such as certificates, gift cards, or bonuses.

Common Challenges and Best Practices in 8D Problem Solving

Despite its benefits and advantages,

8D problem solving can also pose some challenges for businesses that want to implement it effectively. Some of these challenges are:

• Resistance to change from staff or management who are used to existing processes or practices
• Lack of commitment or support from senior leaders who do not see the value or urgency of problem-solving
• Difficulty in defining or measuring problems
• Insufficient data or information to support analysis or decision making
• Conflicts or disagreements among team members or stakeholders due to different opinions or interests

To overcome these challenges and ensure successful 8D problem solving, businesses can adopt some best practices such as:

• Communicating the benefits and objectives of 8D problem solving to staff and management
• Securing the buy-in and sponsorship of senior leaders who can provide direction and resources
• Using clear and objective criteria to define and measure problems
• Collecting and analyzing relevant and reliable data or information
• Resolving conflicts or disagreements through constructive dialogue and compromise

To ensure that 8D problem-solving efforts are not wasted or forgotten, businesses need to measure the effectiveness and impact of their initiatives. Measuring the effectiveness of 8D problem-solving efforts can help businesses:

• Assess whether they have achieved their goals and expectations
• Evaluate whether they have improved their performance and customer satisfaction
• Identify areas for further improvement or optimization
• Demonstrate their value and credibility to stakeholders

To measure the effectiveness of 8D problem-solving efforts, businesses can use various methods such as:

• Key performance indicators (KPIs) that can be used to quantify the results or outcomes of 8D problem-solving initiatives. Some examples of KPIs are customer satisfaction scores, defect rates, cycle times, or cost savings.
• Data collection and analysis tools that can be used to gather and interpret data or information related to 8D problem-solving initiatives. Some examples of data collection and analysis tools are surveys, audits, control charts, or statistical process control (SPC).
• Periodic reviews and feedback mechanisms can be used to monitor and evaluate the progress and performance of 8D problem-solving initiatives. Some examples of periodic reviews and feedback mechanisms are reports, presentations, meetings, or feedback forms.

By measuring the effectiveness of 8D problem-solving efforts, businesses can ensure that they are continuously improving their quality, efficiency, and customer satisfaction.

You might also be interested in:

How to Use Key Risk Indicators to Manage Risks and Improve Performance

ISO 19011: A Comprehensive Guide to Quality Management Auditing

Certainty Software is a proven solution for any audit/inspection based performance improvement program in virtually all sectors of the economy from global Fortune 500 multinationals in food manufacturing to leading national companies in the hospitality sector.

Email: [email protected] Tel (Canada): + 1 888 871 0027

Quick Links

• Technical Support
• Book a Demo
• Getting Started

Download the app

Newsletter Signup

• " onclick="window.open(this.href,'win2','status=no,toolbar=no,scrollbars=yes,titlebar=no,menubar=no,resizable=yes,width=640,height=480,directories=no,location=no'); return false;" rel="nofollow"> Print

The  8D  Problem  Solving  Process

The 8D (Eight Disciplines) Problem Solving Process is a team-oriented and structured problem-solving methodology that is mainly used to identify, correct, and eliminate recurring problems.

The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later improved and popularized by the Ford Motor Company in the early ‘90s.

Today, the 8D Problem Solving Process has become a standard in many industries as problem-solving, as an internal Corrective Action Request (CAR) Process, and as a Supplier Corrective Action Request (SCAR) Process.

The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishing permanent corrective and preventive actions. It follows a systematic eight-step process with integrated basic problem-solving tools.

D1 Establish the Team : Establish a small group of people with the process and/or product knowledge, allocated time, authority, and skills in the required technical disciplines to solve the problem and implement corrective actions. Key Deliverables include:

• Review the problem or improvement opportunity
• Review priorities, scope, and complexity
• Identify if a team is needed
• Identify team members and establish the team
• Nominate a team leader and project champion
• Establish basic team guidelines
• Consider team-building exercises

D2 Describe the Problem : Describe the internal or external problem by identifying “what is wrong with what” and detailing the problem in quantifiable terms. Develop a clear problem statement and problem description.

• Develop a Problem Statement
• Develop a Problem Description using the “IS – IS NOT Matrix”
• Develop a flowchart of the process and identify critical process steps with respect to the Problem Description
• Develop a Fishbone Diagram or Process Variables Map to identify possible causes?
• Determine whether this problem describes a “something changed” or a “never been there” situation
• Establish a high-level project plan, including milestones, project goals, and objectives

D3 Develop Interim Containment Actions : Define, verify and implement interim containment action to isolate the effects of the problem from any internal and/or external Customer until permanent corrective (preventive) actions are implemented.

• Define potential Interim Containment Action
• Verify the effectiveness of potential Interim Containment Action
• Select and implement Interim Containment Action
• Validate the effectiveness of implemented Interim Containment Action with the Customer

D4 Define and Verify Root Cause(s) and Escape Point(s) : Isolate and verify the root cause by testing each root cause theory against the problem description and test data. Isolate and verify the place in the process where the effect of the root cause could have been detected and contained but was not (escape point).

• Establish any additional data collection plans needed to learn more about the problem and/or possible causes
• Utilize the Fishbone Diagram or Process Variables Map created earlier to identify the most likely cause(s)
• Isolate and verify the most likely cause(s) by testing each Root Cause Theory against the Problem Description and the collected data
• Isolate and verify the place in the process where the effect of the root cause could have been detected and contained but was not (escape point)

D5 Choose and Verify Permanent Corrective Actions : Select the best permanent corrective actions to remove the root cause and address the escape point in the process. Verify that both decisions will be successful when implemented and not cause any undesirable effects.

• Develop solution(s) to remove the root cause(s)
• Develop solution(s) to address the escape point(s)
• Select the best solution(s) to remove the root cause(s)
• Select the best solution(s) to address the escape point(s)
• Verify that effectiveness of the selected solutions
• Verify that selected solutions do not cause undesirable effects

D6 Implement and Validate Permanent Corrective Actions : Plan and implement selected permanent corrective actions, and remove the interim containment action. Monitor long-term results.

• Implement the best solution(s) to remove the root cause(s)
• Implement the best solution(s) to address the escape point(s)
• Validate the effectiveness of the implemented solutions from the Customer perspective
• Monitor the effectiveness of the implemented solutions and assure that they do not cause any undesirable effects
• Remove Interim Containment Action

D7 Prevent Recurrence : Modify the necessary systems, including policies, methods, and procedures, to prevent the recurrence of the problem and similar ones.

• Identify opportunities to improve and standardize systems, policies, methods, and procedures for the present problem
• Identify opportunities to improve and standardize systems, policies, methods, and procedures for similar problems

D8 Recognize Team and Individual Contribution : Complete the team experience and sincerely recognize both team and individual contributions. Celebrate success and identify lessons learned.

• Perform a final review of the problem-solving project
• Finalize and archive project documentation
• Recognize the team’s success and individual contributions
• Capture lessons learned and integrate findings into the 8D Problem Solving Process
• Reward and celebrate

While some basic problem-solving tools, such as the 5 Whys, Process Flow Charting, Is/Is Not Analysis, Fishbone Diagram, Process Variables Mapping, Comparative Analysis, Root Cause Verification, and Process Control Plans are an integral part of the overall 8D Problem Solving Process, others tools can be added to this process based on the organization’s needs.

Operational Excellence Consulting offers a one- and two-day The 8D Problem Solving Process Workshop . To learn more about our 8D (Eight Disciplines) Problem Solving Process Solution, please Contact Us and visit our OpEx Academy for Training Materials , eLearning Modules , Online Courses , and Public Workshops .

Experience. Passion. Results.

• OPEX Insights
• OPEX Academy

CALL  US   +1  (888)  372 - 8705

The Lean Post / Articles / Dueling Methods: 8D and A3

Problem Solving

Dueling Methods: 8D and A3

By David Verble

August 20, 2020

One of the scores of questions sent in by attendees at our recent webinar on the A3 problem-solving process was what's the difference between it and the 8Ds. Webinar presenter and continuous improvement coach David Verble explains.

Several hundred managers and continuous improvement professionals attended the recent  Lean Enterprise Institute webinar “ Beyond Problem-Solving: Other Facets of the A3 Process You Should Know and Practice ” — and sent in scores of questions.

They were more than presenter David Verble could answer in an hour, so he’ll tackle them in follow-up articles on the Lean Post . Here is the first. (Make sure you are  subscribed  to the Lean Post  to get alerts when we post new content.)

Q: What’s the difference between A3 and 8Ds and when or in what kind of problems do I need to use each?

David:  The  8Ds  or eight disciplines were developed by Ford in the 1980s as a team problem-solving approach. The A3 process is a Toyota-pioneered practice of getting the problem, analysis, corrective actions, and action plan on a single sheet of large (A3) paper, often with the use of graphics. The main difference is that the  8Ds, summarized below, are oriented toward organizing and leading a team through a structured problem-solving process.

The 8Ds (which start with plan for solving the problem; determine prerequisites):

• Form a team with product or process knowledge
• Describe the problem in quantifiable terms such as what, where, how many, etc.
• Implement containment actions to isolate the problem from customers.
• Determine and verify all applicable causes
• Select and verify permanent corrections
• Implement the best corrective actions 
• Take actions to prevent the problem from recurring
• Recognize and congratulate the team

By the way, I like the term “corrective actions.” I think it allows for more options than “countermeasures” because it’s broader and includes countermeasures plus temporary actions.

A Report Is Just a Report

It’s important to remember that 8D reports and A3 reports describe the problem-solving after it has happened. Filling out the reports does not — in either case — do the problem-solving. You can use the reports to document your progress, but you don’t do the problem-solving by completing the report. You must do the problem-solving work before you enter anything in the reports.

There is a similarity between the 8Ds and the problem-solving process used by Toyota’s quality circles, which follow a cycle of forming teams and clarifying roles. But the 8Ds shouldn’t be confused with Toyota’s  eight-step problem-solving process , which is not oriented toward teams.

Toyota’s 8-Step Process:

• Clarify the problem
• Breakdown the problem
• Set a target
• Analyze the root cause
• Develop countermeasures
• Implement countermeasures
• Monitor the process and results
• Standardize successful processes

The process starts with clarifying the problem, which is essentially grasping the problem situation, understanding what’s going on, and pinpointing the problem. The next step, breaking down the problem, is a key feature that is unique to Toyota’s problem-solving process. I’m not aware of another method that has this emphasis on identifying the problem as a gap in performance and then examining the work in the underperforming process or procedure to learn what is contributing to the gap.

The A3 Emphasis

If you read  Managing to Learn , which is about how to use the A3 problem-solving process, middle manager character Desi Porter ultimately captures the current flow of a language translation process, which had caused a host of problems and created many more for the operation . He leads people in the process of agreeing on a future-state workflow that eliminates the problems.

As part of the process, you may have to — as Porter did — collect data and sort out the different types of defects or delays. That’s part of breaking down the problem, but sooner or later, you’re going to end up examining the process or procedure that has the issues in timing or delivery that you’re concerned about. And you are going to look for the specific things that are not working as they should in the workflow resulting in that performance gap. That’s what Toyota means by “breakdown the problem.”

In that way, it is like using value - stream mapping. First, you visualize the current workflow, identify the things about the way the work is being done that are affecting flow and timing, and then decide what changes need to be made to create a better performing future-state process.

I’m obviously biased, but I think the A3 process goes into a depth of problem-solving thinking that most other methods don’t. For instance, I don’t believe the 8D process goes as deep into monitoring results or checking what happened during execution, reflection, and making decisions on next steps: should you standardize, continue problem-solving, or start over?  In other words, it does not seem to put the kind of emphasis on completing the plan-do-check-adjust ( PDCA ) cycle that A3 problem-solving and Toyota’s eight-step problem-solving do.

The Big Difference Between A3 and 8D

I have seen both approaches used successfully with most kinds of problems. I saw a variation of 8D used effectively at NUMMI, the Toyota-General Motors joint-venture plant in California. It was an effective means of engaging teams of operators in dealing with problems in the scope of their work. A simplified A3 process was the method used by Toyota Quality Circles. In fact, the A3 format originated as a tool for quality circles to report their problem-solving work to management.

The biggest difference in how the two methods are used that I see is in the scope of problems they are used to tackle. The 8D process seems to be more frequently used at the operational and staff levels to investigate and resolve problems within their work environments.  

The A3 problem-solving process and the A3 report  — at least as they are done in Toyota — are most often used for management level problems which are often cross-functional or strategic. 

After starting out as a report format for quality circles, the A3 was taught to Toyota managers to level up their PDCA problem-solving thinking and skills. (See the Lean Posts How the  A3 Process Developed to Help Build Better Managers  Parts 1 and 2 by John Shook and Isao Yoshino for more information).

In Toyota, the A3 format is used as a communication and reporting tool in strategy deployment , multi-leveling planning for major projects, cross-functional process improvement initiatives (such Porter’s translation project), and performance improvement efforts at the department, value stream , operating unit, and group levels. It is the primary tool for leading and managing the many organizational change, improvement, and problem-solving processes based on the PDCA cycle.

  Keep Learning

• Watch the webinar with David Verble.
• For a deep-dive into the A3 problem-solving method, register for the comprehensive online workshop “Managing to Learn Remotely” with LEI Coach David Verble. Learn more about the curriculum and enroll.

Related book

Managing to Learn: Using the A3 management process

by John Shook

Written by:

About David Verble

A performance improvement consultant and leadership coach since 2000, David has been an LEI faculty member for 17 years. Recognized as one of the first Toyota-trained managers to bring A3 thinking from Japan to the United States, he has conducted A3 problem-solving and leadership programs for 30 years. Overall, his…

The difference is how they do cause finding.

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Revolutionizing Logistics: DHL eCommerce’s Journey Applying Lean Thinking to Automation  

Podcast by Matthew Savas

Transforming Corporate Culture: Bestbath’s Approach to Scaling Problem-Solving Capability

Teaching Lean Thinking to Kids: A Conversation with Alan Goodman 

Podcast by Alan Goodman and Matthew Savas

Related books

A3 Getting Started Guide

by Lean Enterprise Institute

The Power of Process – A Story of Innovative Lean Process Development

by Eric Ethington and Matt Zayko

Related events

June 10, 2024 | Coach-Led Online Course and Oakland University in Rochester, Michigan

Managing to Learn

June 12, 2024 | Morgantown, PA

Building a Lean Operating and Management System 

Explore topics.

Subscribe to get the very best of lean thinking delivered right to your inbox

Privacy overview.

• Lean Six Sigma

8D Problem Solving Report

8D is a problem solving method used globally, mainly in manufacturing industry by Quality Engineers and Operations managers. The purpose of 8D problem solving method is to identify, correct and prevent problems affecting customers and operational efficiency. It is a problem solving approach similar to PDCA cycle (Plan – Do – Check – Act).

8D stands for 8 Disciplines. It is a methodology that emphasizes “No problem should be repeated but fixed permanently”.

8D Problem Solving Method originally evolved during Second World War. But it became an official methodology in 1974, when it was used by US Government for its Military Operations as ‘Military Standard 1520’. Later it was adapted and popularized by Ford Motors with slight modification in the methodology.

As the name indicates 8D has 8 disciplines that any process or operations should follow to solve the problems occurring. The outcome of 8D is a report called ‘8D Report’ that records the problems, root cause(s) and corrective and preventive actions.

The below are the D’s in 8D approach:

Figure 1: 8D Problem Solving Approach

1D  – Team Formation: The first and foremost step not only in 8D but also in any other initiative or project is Team Formation, for any initiative cannot be successful without a right team. The team selected should be committed, competent, co-ordinated, cross-functional with representation from all teams, and should be knowledgeable in 8D methodology.

2D – Problem Description: After selecting the team, our concentration should be on detailing the problem. The team should collect details about the problem, for completely understanding the depth of the problem. All details should be data and fact based.

3D – Interim Containment Actions: Once the problem is described, before heading up to problem solving, the team should fix the effect of the problem, especially on customers. It might involve actions like isolating the items affected, replacing defective parts, before it reaches the customers. This step is mainly to prevent the problem from reaching the market and customers, which might become a competitive disadvantage and reduce customer loyalty.

4D – Root Cause Analysis: After taking containment actions, the team should involve in identifying the root cause(s) for the problem. Methods and tools like 5-Why Analysis , Fishbone diagram , Pareto Analysis , 7 Old QC tools , New QC tools etc. can be used for identifying the root cause. An important point to be noted is: Whatever method is used for RCA , it should be data & fact based.

5D – Formulate Corrective Actions: After successfully arriving at the root cause, the team should formulate corrective actions to be taken to correct the problem. Tools like Brain storming, Affinity diagram etc. can be used.

6D – Validate Corrective Actions: After arriving at the corrective actions, the team should validate whether the solutions are effective. There are several tools like Accelerated life testing , simulation etc. available for this purpose. Then the solution can be implemented in the process. The solution approach from step 4-6 should be repeated until the problem is completely eliminated.

7D – Preventive Action: Identifying and implementing corrective actions is only a temporary solution that keeps the system running or is like ‘Living with the problem by taking counter measures’. The permanent solution is to identify a potential long term solution that will not allow the problem (similar problems) from occurring into the system again. Sometimes corrective action will be a costly, time being measure. Preventive action makes changes in the system, upstream or downstream processes so that the entire system is modified or aligned for ‘Problem Free’ operations.

8D – Team and Individual Recognition: Once the problem is completely solved, the team and the extra-ordinary contributors must be rewarded and recognized appropriately. This will act as a motivation factor for other employees.

These are the steps of 8D methodology. To summarize, 8D is a holistic, systematic and proven methodology for problem solving.

Previous post: Change Management

Next post: Project Portfolio Management

• 10 Things You Should Know About Six Sigma
• Famous Six Sigma People
• Six Sigma Software

Recent Posts

• Control System Expansion
• Energy Audit Management
• Industrial Project Management
• Network Diagram
• Supply Chain and Logistics
• Visual Management
• Utilizing Pareto Charts in Business Analysis
• Privacy Policy

Take advantage of your time, International Six Sigma Inc. offers both Instructor-led Live Virtual classes as well as Online Self-Paced training . Enroll Today!

8D Process: Its Importance and Advantages

The 8Ds — also known as the 8 Disciplines — Problem Solving Process is a team-oriented methodology that is mainly used to identify, correct, and eliminate recurring problems.

The methodology focuses on the origin of a problem by determining the root cause and establishes a permanent corrective and preventive action accordingly. It is an 8 tier process with integrated basic problem-solving tools.

This article will help you looks at 8D best practices how it can be helpful for manufacturers to better understand tools and techniques to address nonconformances and reduce risk.

History of 8D Problem Solving Process

There was a dire need for a team-oriented problem-solving strategy based on the use of statistical methods of data analysis. Ford Motors during World War II were manufacturing war vehicles in bulk. To ease up the assembly lines and the entire management in general, the executives of Powertrain Organization wanted a methodology where teams could work on recurring problems.

In 1986, the assignment was given to develop a manual and a course that will teach a new approach to solving tough engineering design and manufacturing defects. The manual for this methodology was documented and defined in “Team Oriented Problem Solving (TOPS)”, published in 1987.

The manual and courses were led at World Headquarters in Dearborn, Michigan. Subsequent changes and revisions were made based on the feedback from pilot sessions. The materials were extensive and the 8D titles were mere chapter headings for the steps in the process. Ford also refer to their current variant of the 8D process as G8D (Global 8D)

Use of 8D Process in Military

The US Government recognized the full caliber of the 8D process. During World War II, they standardized a process as Military Standard 1520 “Corrective Action and Disposition System for Non-confirming Materials”

Their 8D process was used to identify, correct, and eliminate recurring problems, whilst the methodology was useful in product and process improvement. It established a permanent corrective action based on a statistical analysis of the problem. It also focused on the origin of the problem by determining the root cause. 

The 8D approach

The 8D model establishes a permanent corrective action based on statics and data of the problem. It focuses on the origin of the problem by determining its root causes. The earlier 8D models comprised of eight stages, the model got changed as time progressed. It was later expanded by an initial planning stage.

The stages (or Disciplines) are as follow:

D0 — Plan adequately

Proper planning and preparation is of utmost necessity before taking any action. So, before forming a team for the project, you’ll need to consider the following:

• Problem description
• Timeframe of the task
• Amount of resources

D1 — Establish your team

Create a diverse team with extensive portfolios. Make sure they have enough experience so that they can lead to the best quality inputs and complete solutions. For teams to function smoothly, define clear roles and responsibilities.

D2 — Describe the problem

The 8D methodology focuses on describing a problem objectively, capturing every vital information. During the analysis, a loop of 5W1H (why, what, who, where, when, and how) should be applied to develop a clear problem description.

D3 — Contain the problem

Projects that are big and take days to run a single task on them require a temporary problem containment plan to minimize the impact of a problem until a permanent solution is found. On developing the plan based on hypothetical cases, the resources for addressing the main problem can be released.

D4 — Identify the root cause

When the problem is temporarily contained, you can work on identifying the root cause of the nonconformance. You can use the 5W1H framework to understand the problem in-depth, or the Fishbone diagrams to categorize visually, or Pareto Charts to identify the vital causes.

D5 — Identify corrective actions

Once the root cause is recognized, the team can start brainstorming permanent corrections to identify the best long-term solution. Brainstorming with the team along with taking help from tools like affinity diagrams can help in organizing ideas.

D6 — Implement and validate corrective actions

Once a solution is identified, the management needs to implement and verify the corrective action. The PDCA (plan-do-check-act) approach is beneficial in this stage to do small-scale testing. To successfully implement a permanent change, a project plan should incorporate:

• Project plan development for implementation
• Communication of the plan with stakeholders
• Validating improvements using measurements

D7 — Implement preventive actions

A complete solution always provides no reoccurrence of problems. Even if you have created a complete solution, you should still work on preventive measures (after all, better today than tomorrow!).

In this stage, teams must consider actions that include updating audit process questions and verifying corrective actions periodically to reduce risk in processes. Teams can utilize the Poka-Yoke/Error Proofing methodologies to run tests to find defects.

D8 — Recognize team and individual efforts

At the end of the day, everyone wants their work to be recognized. Don’t be shy about that. Celebrate the team’s success and congratulate individuals for their work contribution. Doing such will facilitate motion and employee engagement while helping the organization to improve quality control.

Six Sigma tools that synergize with 8D

8D has become one of the leading frameworks for process improvement. It is robust and can mix easily with other prominent methodologies such as Six Sigma.

The following are improvement tools often used in Six Sigma processes. Learn how the addition of 8D can improve the process even further.

DMAIC – Lean Six Sigma

The DMAIC process is a data-driven cycle for process improvement. It is designed for businesses to identify flaws, errors, defects, or inefficiencies in a process.

Learn more on DMAIC and the process here .

In terms of combining 8D:

• One can use DMAIC to identify the root cause as in step D4
• One can implement the same technique to better understand prospects for corrective actions in steps D5 & D6

FMEA – Failure Mode & Effects Analysis

FMEA helps in understanding the potential for problems and making preemptive preparations to avoid them. This methodology is used majorly by Risk Management teams.

FMEA & 8D:

• 8D can use information gathered during an FMEA process to identify potential problems and the root causes. 
• The information gathered during the FMEA process can be reused to feed into representational diagrams like Ishikawa (Fishbone) diagram.
• 8D brainstorming data can be used for new design processes. This allows the FMEA to take actual failures into account, thus producing effective results.
• Database from previous FMEA can be used as a benchmark for root causes of the problem to inform on 8D process development.

Pareto Charts

Pareto charts are majorly used to analyze data on the frequency of problems/causes in a process. It helps in understanding the impact of different variations of input and outputs via data and graphical representation.

• In relation to 8D, Pareto charts help in prioritizing which root cause to target based on which will have the greatest impact on the improvement process.

The 5 Whys is a deductive reasoning technique that asks “Why?” five times. The logic here is to ask the same question (WHY?) over and over again, making the reasoning process dig deeper into the complexity of a problem from a single point of focus.

When someone reaches the “5th Why?”, they should have something that has a high likelihood of being a root cause.

Benefits of 8D Problem Solving

8D focuses on teamwork. The framework’s philosophy is to encourage teams as a whole and individually. It’s a pragmatic methodology, i.e. a fact-based problem-solving process. 

One of the main strengths of 8D is its focus on teamwork. 8D philosophy encourages the idea that teams, as a whole, are more powerful than the sum of the individual qualities of each team member.

Here are a few of the benefits that you can expect from the 8D problem-solving process:

• Institutes a structured and consistent problem-solving approach within an organization
• Enables individuals to become more effective at problem-solving
• Encourages team-based approach
• Helps ensure customers receive a timely and effective response to any concern
• Supports the requirements of quality management systems for corrective action, problem-solving, and continual improvement
• Helps in avoiding future problems by solving them in the present time
• Reduces Cost of Poor Quality (COPQ) by using the lessons learned in process improvement actions
• Assists organizations to comply with the customer-specific requirement for management concerns

SixSigma.com offers both Live Virtual classes as well as Online Self-Paced training. Most option includes access to the same great Master Black Belt instructors that teach our World Class in-person sessions. Sign-up today!

Comments are disabled for this post.

At home or workplace, we have you covered

Training Options

More than 500 locations

Classroom Training

Learn anytime, anywhere

Online Training

Live instructor-led training

Webinar Training

Customized training programs

On-site Training

Accelerated training programs

Blended Training

For streamlined business plans

Operational Excellence

Exclusive consulting services

Consulting Services

Fully customized programs

Group/Corporate Training

International six sigma inc. accreditation & affiliations.

Email: [email protected] Toll Free in the US: (866) 409-1363

Courses / Training

8D and A3 Formalize Problem-Solving

If you have been around for a while, you may recall the “Parts is Parts” commercial from the Wendy’s fast-food chain. As bad as the “parts is parts” idea is for chicken sandwiches, it’s equally bad for manufacturing. Parts are not necessarily parts, especially when some portion of those part numbers have defects. If we have clearly identified the part numbers with the defects, it is important to segregate this group from the other part numbers. Not taking this seriously will result in a bigger problem: more parts that will have to be pored over to determine if there is a fault.

We will need to get to the bottom of the problem. In the automotive world, we may employ either the 8 Discipline (8D) or A3 approach. The 8D approach is called that because of the number of steps that are taken to identify the cause of the problem and walk through its resolution. The disciplines are as follows:

• Create team.
• Describe the problem.
• Containment action.
• Identify root cause.
• Develop corrective action.
• Implement corrective action.
• Preventive measures.
• Recognize the team.

The A3 approach is named after the paper size that is used for the root-cause analysis and corrective action. A3 does the same thing as 8D; it provides guidance for solving a problem and a method for communicating the actions taken and results to the team. The A3 approach encourages engineers to create graphical representations of the problem and the corrective actions.

Experience suggests either approach works well. Personally, I have a mild preference for the A3, because it is possible to diagram the root cause graphically in a predefined space on the form. Graphical representations of a situation can be more quickly and easily understood compared with an abundance of words.

More important than the document format is the approach we take to understanding the situation. For example, it is more important to approach the problem without preconceived notions of the problem. We should follow the chain of evidence. When we think we know the source of the problem, we are inclined to find evidence that supports our assertion or find evidence that we interpret as confirming this assertion. This is called confirmation bias, and this is not helpful for determining the true root cause and not just another interim symptom or a contributor to the resulting failure.

In fact, there are a multitude of biases and distractions that can creep into our exploration of the problem. To reduce the possibility of these intrusions, it’s best to formalize the processes associated with finding, reviewing and interpreting the evidence. We will also work to understand the evidence by performing experiments that test what we think is evidence of cause and effect.

To truly get to the root of the situation, engineers will need an open mind, critical thinking and a formal structure to keep from jumping to conclusions or drawing errant conclusions from our root-cause analysis. Either of the latter will likely result in us seeing this same failure symptom again. And again. And again.  

Listen to our interview with Jon Quigley

Browse ASSEMBLY Audible podcasts

Editor’s note: The author of numerous books on project management, Jon has held engineering and management positions at Volvo Trucks, PACCAR and other companies. Email Jon at [email protected]

Share This Story

Restricted Content

You must have JavaScript enabled to enjoy a limited number of articles over the next 30 days.

Related Articles

Solving the Wrong Problem

Quality in assembly: problem-solving system helps cabinet maker win, how to write an a3 report, get our new emagazine delivered to your inbox every month., stay in the know on the latest assembly trends..

Copyright ©2024. All Rights Reserved BNP Media.

Design, CMS, Hosting & Web Development :: ePublishing

• Choosing the Right Corrective Action Form

To choose the right corrective action form you need to understand the D(s) involved with corrective action. The D stands for Discipline. There are 3 main corrective action types and these are 5D, 8D, and 9D. There are 9 different Ds that support each type. These are D1, D2, D3, D4, D5, D6, D7, D8 and D9. 

This article explains the differences between the Dx steps and how to select a corrective action method that fits a given situation.

D1, D2, D3, D4, D5, D6, D7, D8 and D9 are the individual steps within a corrective action process.

5D, 8D, and 9D are the full corrective action methods.  They consist of the Dx (where x is 5, 8 and 9) corrective action steps and include the previous steps. 8D consist of D1, D2, D3, D4, D5, D6, D7 and D8 steps.  5D consist of the D1, D2, D3, D4 and D5 steps. 9D consist of the D1, D2, D3, D4, D5, D6, D7, D8 and D9 steps.

If you create a 5D corrective action form, you need to make sure you include the D1, D2, D3, D4 and D5 steps. The same is true for a 8D and 9D corrective action form.

8D Manager Software with 5D, 8D, 9D, and RMA report generator. Corrective action software for every company needs.

The Dx Steps of the Corrective Action Form

D1 stands for forming a team.

D2 stands for identifying a problem.

D3 describes the containment actions you take to prevent the problem from getting to a customer. Or if it is at the customer, how you get it away from the customer.

D4 stands for identifying the root cause of the problem.

D5 describes the corrective actions you take to permanently fix or remove the problem.

D6 describes the preventive actions you take to further prevent the problem from occurring again.

D7 identifies the verification steps you take to make sure D3 through D7 (and D9) are complete.

D8 stands for congratulating the team.   

D9 stands for risk and / or safety actions taken as the result of the corrective action.

For more details on the Dx steps, see this article .

Differences between Corrective Actions

Short corrective action form usually require a 5D investigation. Which means you form a team, you identify a problem, you take containment actions, you identify the root cause and you issue corrective action.

More important corrective actions require an 8D investigation. This includes the 5D investigation plus you conduct preventive actions, you verify all the previous actions and you congratulate the team.

Some companies require an 9D investigation which includes the 8D and add Risk / Safety Actions.

Selecting a Corrective Action Form Method.

Many companies struggle with determining the corrective action method that best suits them. In fact, for many small companies, or companies new to corrective action, they may have not documented their method or given it much thought. Because of this, they may use different approaches depending on the individual handling the complaint. This causes an unwanted amount of variation when it comes to conducting corrective actions. Further, this causes confusion at the customer location, confusion with auditors and confusion with management.

I recommend a multi method approach based on the situation. Below is a flowchart that you can use for selecting a corrective action form depending on the situation. Please download and edit to your needs.

You can use this flowchart whether the problem / complaint / defect / issue started internally or externally.

Harmful to the Individual

The first question, you should answer... could this problem cause harm to an individual? If this defect can hurt someone then conduct a full 9D investigation. You need to make sure these defects don’t escape your company.  Your corrective action must assure you permanently fix the problem. In addition you need to make sure the root cause of the defect doesn’t spread to other parts. If people were harmed or could be harmed, you need to address this too. The 9D investigation assures these actions occur.

Does the Problem Affect the QMS?

The new requirements of ISO 9001:2015 requires Risk Analysis. Plus, ISO based most of the other QMS standards on the ISO 9001:2015 standard. Auditors now audit for Risk Management and how it affects your QMS.   If the problem or defect affects the QMS, you need to conduct Risk Analysis on that issue. This means you should conduct a 9D corrective action form investigation and make sure the identified risks feed into your corrective action software ( 8D Manager! ) and your QMS Management review.

Normal vs Non Normal Issue

Company’s usually set up inspection stages to catch possible normal issues. Inspections include process, final, receiving, SPC, shipping and many others. If the issue got past the inspection and caused any  unsuspected costs to the company, then issue an 8D Analysis.

What kind of unsuspected costs?

• Machine Damage
• Production Delay
• Management Meetings

If the issue was found at your customer receiving inspection, how do you classify this? It is up to your company and your customer. They may require an 8D Analysis. Or they may require a simpler 5D Analysis.  For example if the customer finds a label issue, then 5D may be sufficient. If they find defects and the customer cannot use the parts then 8D may be needed.

If your customer found the issue during their processing with your parts, then classify that as unsuspected costs and you should issue an 8D Analysis.

Normal Inspection Problem

If the defect was found during normal internal inspection then this would only require a 5D analysis. The inspection is there to catch that issue. The 5D will find the root cause and implement the actions to further prevent it.  If you find the issue to be constantly reoccurring then you may want to upgrade the corrective action to an 8D analysis

Document Verification Actions

For 8D corrective action process you need to verify the actions were completed. You usually prove this with just a name and date of the verification. You want to make sure the verification takes place by someone different than the person conducting the action.

However, when addressing external (found by a customer) issues with the 8D process and with any 9D corrective action, you should describe how you conducted the verification. Describe exactly what the person did to make sure the action was executed.

8D Manager Software

This article discussed the differences between D8 steps and the 8D steps. It also provided a flowchart for selecting an appropriate corrective action method.  

Companies face the difficulties of issuing the exact corrective action approach and keeping everything for corrective action together. 8D Manager lets you simplify all of this. You can quickly issue 5D, 8D, 9D corrective actions and create professional reports. 8D Manager assures you don’t skip a step. 8D Manager lets the corrective action be as simple or as complex as you need. 8D Manager stores them all in one location and you can review and edit any of them quickly and easily.

5 Why Problem Solving

Learn 5 why problem solving and how this connects to 8D problem solving. See how to use 5Y analysis for customer corrective actions.

Dealing with Customer Complaints

Best methods when dealing with customer complaints. We recommend reaction to business complaints, consumers complaints, and product complaints.

Corrective and Preventive Action Management Systems for ISO 9001.

We break down the differences between corrective and preventive action management systems and preventive maintenance for ISO 9001

Corrective Action Forms Implementation and Measurement Tips

Tips on issuing corrective action forms, measuring corrective actions preventive action and creating an effective corrective action system.

Root Cause Corrective Action System documentation

Describes the important items to include in your Root Cause Corrective Action System. Corrective Action is critical to your ISO 9001 certification.

Learn 8D Eight Disciplines!

Learn the 8D Eight Disciplines, see it in action, and apply global 8D software to your business.

Corrective Action Software in Action

See how to use corrective action software to solve customer complaints. Here is a detailed example of 8D Manager in Action.

Root cause analysis

Root cause analysis (RCA) is a process designed for use in investigating and categorizing the root ...

Preventive Corrective Action With 6 Steps

An effective Preventive Corrective Action may require many integral processes that function together for best results. These processes may include

Discusses 8D Problem Solving Details and 8D Reports.

Review this for detail information on 8D problem solving. This article discusses your customer requirements for 8D reports.

How to Handle Customer Complaints

Learn to how to handle customer complaints. Your intitial response sets the tone and builds a relationship with your customer.

Sound Containment Theory is Important to Keeping Customers.

Execution of containment theory prevents escaping defects and improves customer satisfaction. We describe the best approaches to containing defects.

8D Manager, Corrective Action Software for Instant Download.

Download 8D Manager Today. Only $89. Prevent corrective action mistakes that may harm your relationship with your customer. Use 8D Manager for your corrective action software. Satisfaction guaranteed.

8D Manager FAQ

Concerns for Business Owners

Dealing with concerns for business owners and a golden book that helps address them.

Block Out Negative Comments

Tips to block out negative comments. What to do for your business, before, during and after you receive a negative review.

Would you prefer to share this page with others by linking to it?

• Click on the HTML link code below.
• Copy and paste it, adding a note of your own, into your blog, a Web page, forums, a blog comment, your Facebook account, or anywhere that someone would find this page valuable.

Stay in Touch

• Contact & Follow
• The QA Blog
• StreamLining
• Data Analysis
• Brainstorming
• Benchmarking
• Control Plan
• Cost of Quality
• On Time Delivery
• Corrective Action
• Calibration
• Document Control
• Traceability
• Material Control
• Preventive Action
• Risk Management
• Knowledge Mgmt
• Staff Suggestions
• Training Software
• Team Building
• Employee Evaluation
• Communication
• Characteristics
• Setting Goals
• Project Management
• Virtual Teams

Other Business

• Public Speaking
• Copywriting
• Building Security
• Information Security

Website Info

• Terms & Conditions
• Anti Spam Policy
• Privacy Policy

• Search forums
• National and International Business System Standards
• ISO 9000, ISO 9001, and ISO 9004 Quality Management Systems Standards

5D and 8D as an option, can it be both or one of them in the system?

• Thread starter YAZIDM
• Start date Jul 29, 2010
• Jul 29, 2010

Hi, Our system just practice 5D as for our Corrective Action record. Since most of the customer asking for 8D , should i remove 5D from the procedure and replace it with 8D or is it possible to have both? My boss is asking can it be both in the procedure since he want the 5D to be used internally.  

YAZIDM said: Hi, Our system just practice 5D as for our Corrective Action record. Since most of the customer asking for 8D , should i remove 5D from the procedure and replace it with 8D or is it possible to have both? My boss is asking can it be both in the procedure since he want the 5D to be used internally. Click to expand...

Hi Jane / qusys, Actually this is the first time I saw 5D, fyi, I’m the freshie new guy who taking care the QMS. Our 5D consist; D1: Define the Problem D2: Define & Verify the Root Cause(s) D3: Identify & Verify Proposed Permanent Corrective Action D4: Implement Permanent Corrective Action D5: Action to Prevent Re-occurrence While for 8D ; D1: Identify Team Member/Roles & Responsibilities D2. Define the Problem D3. Implement & Verify Interim Containment Actions(s) D4. Define & Verify Root Cause(s) D5. Identify & Verify Proposed Permanent Corrective Action(s) D6. Implement Permanent Corrective Action(s) D7. Action(s) to Prevent Re-Occurrence D8. Communicate Results & Recognize Team As we all well know, nowadays ALL customers demanding 8D. But my supr. asking me whether is it possible to have them both in the system, reason is 5D for internal use and 8D for external. To me, i will agree with qusys....I’m not sure about this. The procedure only mentions one report that is 5D. My boss wants them both which is ‘as an option’. My concern is will I face any problem in future especially during audits? I believe it’s explainable as what my boss said, but in term of requirement or possibility or necessary maybe logic? Beside "add-in" 8D as an option, should I amend anything on the procedure? Please review attachment. Were gonna arrange Internal audit this coming sept and ISO audit is soon after that. thanks in advance  

Attachments

• QA,PROC-13-01,MAL EDI 1 Corrective Action_.pdf 54.1 KB · Views: 1,228
• QA,PROC-13-03,MAL EDI 1 Customer Complain.pdf 134.9 KB · Views: 745

There's nothing wrong with using multiple models, but as some have pointed out, people need to know which to use when. To me the 5D is simply the 8D without use of a team. Many problems do not require a team.  

YAZIDM said: ................. should i remove 5D from the procedure and replace it with 8D or is it possible to have both?.................... Click to expand...

Duke Okes said: There's nothing wrong with using multiple models, but as some have pointed out, people need to know which to use when. To me the 5D is simply the 8D without use of a team. Many problems do not require a team. Click to expand...

• May 15, 2015

Does anyone know where I can download a thorough 5D CAR form?  

Similar threads

• Feb 6, 2024

• Mar 15, 2024
• Manufacturing and Related Processes
• Jan 30, 2024

• Sep 6, 2023
• Inspection, Prints (Drawings), Testing, Sampling and Related Topics
• DariusPlumdon
• Jul 4, 2023
• IATF 16949 - Automotive Quality Systems Standard
• This site uses cookies to help personalise content, tailor your experience and to keep you logged in if you register. By continuing to use this site, you are consenting to the use of cookies. Accept Learn more…