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    8D Form

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    vu tuan anh
    The 8-step problem solving process involves: 1) establishing a team, 2) defining the problem, 3) developing interim containment actions, 4) identifying and verifying the root cause, 5) identifying permanent corrective actions, 6) implementing and validating the corrective actions, 7) preventing recurrence, and 8) recognizing the team's efforts. The document provides guidance on completing each step, including developing process flow diagrams, cause and effect diagrams, action plans, and an action item table to track containment and corrective actions.

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    Download as XLSX, PDF, TXT or read online from Scribd

    8D Form

    Uploaded by

    vu tuan anh
    70 views12 pages
    The 8-step problem solving process involves: 1) establishing a team, 2) defining the problem, 3) developing interim containment actions, 4) identifying and verifying the root cause, 5) identifying permanent corrective actions, 6) implementing and validating the corrective actions, 7) preventing recurrence, and 8) recognizing the team's efforts. The document provides guidance on completing each step, including developing process flow diagrams, cause and effect diagrams, action plans, and an action item table to track containment and corrective actions.

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    The 8-step problem solving process involves: 1) establishing a team, 2) defining the problem, 3) developing interim containment actions, 4) identifying and verifying the root cause, 5) identifying permanent corrective actions, 6) implementing and validating the corrective actions, 7) preventing recurrence, and 8) recognizing the team's efforts. The document provides guidance on completing each step, including developing process flow diagrams, cause and effect diagrams, action plans, and an action item table to track containment and corrective actions.

    Copyright:

    © All Rights Reserved
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    70 views12 pages

    8D Form

    Uploaded by

    vu tuan anh
    The 8-step problem solving process involves: 1) establishing a team, 2) defining the problem, 3) developing interim containment actions, 4) identifying and verifying the root cause, 5) identifying permanent corrective actions, 6) implementing and validating the corrective actions, 7) preventing recurrence, and 8) recognizing the team's efforts. The document provides guidance on completing each step, including developing process flow diagrams, cause and effect diagrams, action plans, and an action item table to track containment and corrective actions.

    Copyright:

    © All Rights Reserved
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    of 12

    Tracking Number: Customer Number: Response Due Date:

    Step 0 1 2 3 4 5 6
    Action The Planning Stage Establishing the Problem Definition / Developing Interim Identifying & Identifying Implementing
    Team Statement & Containment Action Verifying Root Permanent & Validating PCA
    Description Cause Corrective Actions
    (PCA)
    The Planning Stage: Is an Emergency Response Action Needed?
    The 8-D method of problem solving is appropriate in "cause unknown" (If needed document actions in Action Item Table)
    situations and is not the right tool if concerns center solely on decision-
    making or problem prevention. 8-D is especially useful as it results in not just
    0 a problem-solving process, but also a standard and a reporting format. Does
    this problem warrant/require an 8D? If so comment why and proceed.

    Establishing the Team: Team Goals: Team Objectives:


    Establish a small group of people with the process/ product knowledge,
    allocated time, authority and skill in the required technical disciplines to solve
    1 the problem and implement corrective actions.

    Department Name Skills Responsibility

    Problem Definition Sketch / Photo of Problem


    Provides the starting point for solving the problem or
    nonconformance issue. Need to have “correct” problem description
    to identify causes. Need to use terms that are understood by all.

    2A
    Part Number(s):

    Customer(s):

    List all of the data and documents that might help you to define the problem
    more exactly?

    Action Plan to collect additional information:

    Prepare Process Flow Diagram for problem use a separate sheet if needed

    2B IS IS NOT
    Who is affected by the problem? Who first observed the problem? Who is not affected by the problem? Who did not find the problem?
    Who To whom was the problem reported?

    What type of problem is it? What does not have the problem? What could be happening but is not?
    What has the problem (part id, lot #s, etc)? the problem but is not?
    What is happening with the process & with containment? Do we have
    physical evidence of the problem?
    What

    Why is this a problem (degraded performance)? Is the process stable? Why is it not a problem?
    Why

    Where was the problem observed? Where does the problem occur? Where could the problem be located but is not? Where else could the p
    located but is not?
    Where

    When was the problem first noticed? When has it been noticed since? When could the problem have been noticed but was not?
    When

    Quantity of problem (ppm)? How many could have the problem but don’t? How big could the proble
    How Much/ Many

    How much is the problem costing in dollars, people, & time?

    What is the trend (continuous, random, cyclical)? Has the problem occurred What could the trend be but is not?
    How Often

    previously?

    Problem Description
    (based on the information gathered so far, provide a concise problem description)

    2C

    Developing Interim Containment Actions


    Temporary actions to contain the problem and “fix” until permanent correction is in place - document actions in Action Item Table
    3
    Identifying & Verifying Root Cause
    Analyze for “Root Cause” of the problem. Identify and verify the Escape Point

    4A Brainstorm the possible causes of the problem

    4A Cause and Effect Diagram

    5 Why Analysis
    4B

    Ask – Why did this happen?


    Ask – Why did this happen?
    Ask – Why did this happen?
    Ask – Why did this happen?
    Ask – Why did this happen?

    Action Plan
    Based on the team’s discussions. Begin to complete the Root Cause Action Plan to verify and validate the root causes and test the escape point. Docu
    Action Item Table

    4C
    Identify Permanent Corrective Actions
    solutions that address and correct the root cause. Solutions determined to be the best of all the alternatives. Document and verify the Permanent Corre
    (PCA) in the Action Item Table

    Implementing & Validating the PCA


    Implement and validate to ensure that corrective action does “what it is supposed to do.” Detect any undesirable side effects. Document this on the Act
    Return to root cause analysis, if necessary

    Preventing Recurrence
    determine what improvements in systems and processes would prevent problem from recurring. Ensure that corrective action remains in place and suc

    Address Similar Systems


    7A

    Process / Item Who Responsible When

    7B Review the following documents / systems


    Completion Date
    Document Who Responsible
    Planned
    Management System Manual

    Manufacturing Work Instructions

    Inspection Work Instructions

    Process Flow Charts

    Process Control Plans

    Design FMEA

    Process FMEA

    Gages

    PPAP

    Engineering Change Approval

    Congratulate Your Team


    Use all forms of employee recognition and document as necessary
    8 Celebrate successful conclusion of the problem solving effort
    Formally disengage the team and return to normal duties

    Was this problem solving exercise effective? Has it been verified with a follow-up?

    Yes No Signature / Title / Date Findings

    Action Item Table


    Actions Implement & Verify Actions

    Action # Problem Containment / Corrective How Verified Action Who Responsible Planned
    Action
    7 8
    Preventing Recognizing Team
    Recurrence Efforts

    tion Needed?
    n Item Table)

    Responsibility
    Who did not find the problem?

    hat could be happening but is not? What could be

    but is not? Where else could the problem be

    noticed but was not?

    ut don’t? How big could the problem be but is not?

    n Item Table
    s and test the escape point. Document this on the
    nt and verify the Permanent Corrective Action

    effects. Document this on the Action Item Table.

    ve action remains in place and successful

    n
    mpletion Date

    nned Actual

    Planned Actual Status

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