Introduction to 8D Problem Solving

Donald W. Benbow, Ali Zarghami

Description

The eight discipline (8D) problem-solving methodology includes the following:
Select an appropriate team
Formulate the problem definition
Activate interim containment
Find root cause(s)
Select and verify correction(s)
Implement and validate corrective action(s)
Take preventive steps
Congratulate the team
This unique book provides an overview of the 8D process, gives guidance on tools for finding root causes, shows 8D in action in eight case studies, and gives five unsolved problems for readers to apply 8D themselves for practice.
Anyone who wants to improve quality, regardless of the industry they come from, will benefit from the 8D approach. It has been successfully applied in healthcare, retail, finance, government, and manufacturing.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Problem Solving
• Decision-Making
• Gestion et management
• Ocho disciplinas para la resolución de problemas
• Economics
• 8D

Informations

• Publié par: ASQ Quality Press
• Date de parution: 21 avril 2017
• Nombre de lectures: 1
• EAN13: 9781953079343
• Langue: English

Extrait

Introduction to 8D Problem Solving
Including Practical Applications and Examples
Ali Zarghami and Don Benbow
ASQ Quality Press
Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee 53203
© 2017 by ASQ
All rights reserved.
Library of Congress Cataloging-in-Publication Data
Names: Zarghami, Ali, author. | Benbow, Donald W., 1936– author.
Title: Introduction to 8D problem solving : including practical applications
and examples / Ali Zarghami and Don Benbow.
Description: Milwaukee, Wisconsin : ASQ Quality Press, [2017] | Includes
bibliographical references and index.
Identifiers: LCCN 2017006518 | ISBN 9780873899550 (pbk. : alk. paper)
Subjects: LCSH: Group problem solving.
Classification: LCC HD30.29 .Z37 2017 | DDC 658.4/036—dc23
LC record available at https://lccn.loc.gov/2017006518
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Director of Products, Quality Programs and Publications: Ray Zielke
Managing Editor: Paul Daniel O’Mara
Sr. Creative Services Specialist: Randy L. Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
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Preface
We received a call from the local community college’s business and technology coordinator requesting we teach a class in 8D for two local manufacturing operations. We had never delivered this training before, although we had been teaching application of statistical tools in many industries to improve efficiency and solve technical problems for over 30 years.
To understand the client requirements, we met with the HR manager, the operations manager, and the two plant quality managers. We wanted to understand client requirements before we developed the training. We wanted to connect the 8D process as much as we could to traditional quality tools, mainly more statistical tools. The more we tried to enforce our agenda, the tools that we liked, the less the clients agreed with our approach.
The clients did not have much interest in hard statistical tools. They were more interested in simple tools that can be easily learned and applied and that are available to everyone, not in tools that a few chosen people can use. They were saying, “The simpler the tools, the more people we can get involved, and the better off we will be.” The clients did not want any computer, Microsoft Excel worksheet, or data analysis tools. They wanted a pencil and paper and an open mind. For old folks like us, that is a hard paradigm shift. Less than enthusiastically we accepted this project and developed a simple 8D training program for the clients.
This 8D training reminded us of the quality circles that were popular in the 1970s and used by many industries. As we recalled, the quality circle used simple tools and tried to get everyone to participate, in particular those on the shop floor who were closest to the processes. It seems like every few years we repeat ourselves. The concept is the same, the name is different.
We designed the course per client requirements and taught it in two different plants. Participants were from the traditional manufacturing areas of industrial engineering, maintenance, shop floor management, quality, purchasing, scheduling, and human resources. The course lasted 16 hours, conducted four hours a week for four weeks. We did this purposely so we could repeat training material several times and work on as many projects as possible to reinforce learning.
One thing that separates the training in this book from other training is the requirement for documentation of learning for immediate communication and future use. Unfortunately, each customer has its own format to document learning, which makes paperwork confusing for the client’s workers to learn. We have addressed this shortcoming by recommending an 8D documentation format. It is targeted to anyone who wants to improve quality regardless of the industry they come from. Healthcare, retail, finance, government, and even manufacturing people can use it.
It was a pleasure to see the aha moments on the participants’ faces as they addressed real customer issues. At the end of the day, what our clients requested was what was needed; and maybe the ones who required change were us. There should definitely be room for a simple tool, and the 8D format provides an excellent structure for teamwork.
There are some good tools in this cookie jar. The cookie jar is not on the top shelf; it is on the table. And it is ready for everyone’s use. The more you use it, the better you get at it. What are you waiting for?



1
Introduction and Documentation
1.1 Introduction
Problem solvers are a very important resource in any organization. These are the people who are able to creatively identify and remove barriers that keep the organization from accomplishing its mission. All personnel should understand that part of their job is to solve problems, that is, identify and overcome barriers to improvement. Some organizations find it useful to require periodic written reports detailing problems identified and progress toward their resolution.
Many problems can be solved by an individual working alone. Other problems require a group effort involving people with various skills and knowledge bases. The purpose of this book is to provide a structure for the problem-solving process.
What does “fad” mean? Merriam-Webster OnLine defines “fad” as “a practice or interest followed for a time with exaggerated zeal” ( https: / /www.merriam-webster.com/dictionary/fad ). Is the 8D process another fad that will fade away in a few years? Before we answer this question, let us review a practice called the quality circle (QC), which was popular beginning in the 1970s.
The QC worked as follows: A team of volunteers was assembled The team members worked in the same area The team members selected their own project/problem to work on Almost all of the projects were related to the area they worked in Typical projects addressed safety, human resources, and other area-related issues On most projects, the team used very basic analysis tools to solve problems Once the problem was solved, the team reported its findings to management The team selected another project and started working on it Eventually the team ran out of meaningful projects The team failed to receive managerial support and the QC died
We are not here to judge whether management made a good or bad decision. The bottom line is that management often perceived team projects with a short-term return on investment (ROI) perspective. If the project did not pay back for the time the team was spending on it, the QC was abandoned.
There was nothing wrong with the QC team concepts and basic statistical tools that the team used to solve problems. It appears as though the type of project the team selected was not judged to have sufficient return for the time being invested, thereby killing the QC. That is exactly why the 8D process will not die.
In the current environment it is not the worker or management selecting projects; it is the customer. Management and workers have a similar interest in solving the problem. Both parties want to save the job, making it a win–win for everyone.
The customer who pays the bill demands a solution to the problem. The customer wants to know why the quality system in place to protect the customer has failed, and perhaps caused production issues on the customer’s production floor. It is also an issue that could have surfaced after the consumer received the product, which is the worst case. The bottom line is that a solution to the problem is in everyone’s interest. The 8D format itself is not unique. There are dozens of multistep problem-solving tools around that are very similar. For example, the seven-step method we put together in the 1980s denoted step three “Quick Fix: Procedure used to keep alligators at bay during swamp draining.” The 8D process is almost a de facto standard in the manufacturing sector and is unique in its origination with the customer.
In its simplest form, this is how the 8D process works: Customer has a very specific problem and requests a solution Producer of problem assembles a team of experts to address the problem Team resolves the issue and reports finding Team disbands
Of course, the problem could come from anywhere, not exclusively from the customer, as long as the project is deemed important enough to assemble a team to work on it.
Overview of the 8D Problem-Solving Methodology
8D stands for eight discipline problem-solving methodology. The 8Ds are: Select an appropriate team Formulate the problem definition Activate interim containment Find root cause(s) Select and verify correction(s) Implement and validate corrective action(s) Take preventive steps Congratulate the team
There is some parallelism between the 8D steps and the DMAIC steps used by Six Sigma practit