This is a simple PowerPoint template to compile an Eight Disciplines (8D) problem solving report. Simply follow the guidelines in the slides and insert your own content. Illustrations are provided so that you will quickly know at a glance what is required under each discipline or step of the 8D process. There is a list of deliverables at the end of each step which is helpful in guiding you what to include in the report.

1. 8D Problem Solving
Template
Template for compiling a Problem Solving report
based on the Eight Disciplines process
© Operational Excellence Consulting. All rights reserved.

2. NOTE: This is a PARTIAL PREVIEW.
To download the complete template,
please visit:
http://www.oeconsulting.com.sg
<Title of 8D Problem Solving Project>

3. 3
8D Problem Solving Steps
Plan
Establish the Team
Describe the Problem
Develop an Interim Containment Action
Define & Verify Root Cause
Choose & Verify Permanent Corrective Action
Implement & Validate Permanent Corrective Action
Prevent Recurrence
0
1
2
3
4
5
6
7
8 Recognize the Team

4. D0: Plan
1

5. 5
D0: Plan
Plan
Establish the Team
Describe the Problem
Develop an Interim Containment Action
Define & Verify Root Cause
Choose & Verify Permanent Corrective Action
Implement & Validate Permanent Corrective Action
Prevent Recurrence
0
1
2
3
4
5
6
7
8 Recognize the Team

6. 6
D0: Step Deliverables
1. Detailed information of customer complaint or problem.
2. Emergency response action (if appropriate) to protect customer.
3. Management approval to carry out 8D problem solving process.
4. High level project plan.
5. Create and update the 8D report.

7. 7
Project Schedule (Gantt Chart)
7
Aug
14
Aug
21
Aug
28
Aug
4
Sep
11
Sep
18
Sep
25
Sep
1
Oct
8
Oct
15
Oct
22
Oct
29
Oct
D0: Plan
D1: Establish the team
D2: Describe the problem
D3: Develop interim
containment action
D4: Define & verify root
cause
D5: Choose & verify
permanent corrective action
D6: Implement & validate
permanent corrective action
D7: Prevent recurrence
D8: Recognize the team
Define the schedule for problem solving using the 8D
process.

8. D1: Establish the Team
2

9. 9
D1: Establish the Team
Plan
Establish the Team
Describe the Problem
Develop an Interim Containment Action
Define & Verify Root Cause
Choose & Verify Permanent Corrective Action
Implement & Validate Permanent Corrective Action
Prevent Recurrence
0
1
2
3
4
5
6
7
8 Recognize the Team

10. 10
Name of Project Team (e.g. Problem Busters)
Insert your team photo here.

11. 11
Project Team
Team Leader Enter Name
Team Member 1 Enter Name
Team Member 2 Enter Name
Team Member 3 Enter Name
Team Member 4 Enter Name
Project Sponsor Enter Name
Project Champion Enter Name

12. D2: Describe the Problem
3

13. 13
D2: Describe the Problem
Plan
Establish the Team
Describe the Problem
Develop an Interim Containment Action
Define & Verify Root Cause
Choose & Verify Permanent Corrective Action
Implement & Validate Permanent Corrective Action
Prevent Recurrence
0
1
2
3
4
5
6
7
8 Recognize the Team

14. 14
D2: Step Deliverables
1. Process definition and scope.
2. Data / SPC analysis.
3. Problem description.
4. Confirmation by the customer.
5. Update the 8D report.

15. 15
Process Map
Map out the current process. Use a flowchart or a process
map.
ILLUSTRATIVE

16. 16
60
50
40
30
20
10
0
Types of Scrap in XT3120 Production
Labels form the largest group of scrap.
Labels Balance Weight Gasket Screws Others
Percent of Scrap
Type of Part Scrapped
Construct a Pareto chart to highlight the main problem(s). If
necessary, drill down further by splitting the highest bar(s) with
another Pareto chart.
Pareto Chart
ILLUSTRATIVE

17. 17
“Is / Is Not” Worksheet
IS / IS NOT WORKSHEET
Problem Statement
(What is wrong with what?)
IS IS NOT DISTINCTIONS CHANGES
TEST FOR MOST
LIKELY CAUSES
(+) (-) (?)
Describe what does occur
Describe what does not occur,
but could occur
What could explain the IS-IS
NOT? (People, Methods,
Materials, Machines,
Environment)
What has changed in, on,
around or about this
distinction? When did it
change?
Define possible root cause
theory
What?
Object:
Defect:
Where?
Where is the object when the defect is
observed? Where is the defect on the
object? Are there any pattern or trends
identifiable?
When?
When was the defect observed first?
Can or was the defect be observed
before, during or after other events?
When since has the defect occurred?
Are there any pattern or trends
identifiable?
How Big?
How many objects have the defect?
What is the size of a single defect? How
many defects are on each object? Are
there any pattern or trends identifiable?

18. 18
Examples of Problem Description
1. 20% of the blue finished lampshades are consistently
rejected for paint runs on the top flat. Defects are not
seen before the finish coat is applied.
2. Customers in the Northern region are dissatisfied with
the ordering service. During the past three months,
errors have increased by 23% while complaints from
the other regions have remained stable in the same
period.
3. Since the rationalization of the patient registration
services at the St. Andrew’s Hospital, complaints of
long waiting times have increased by 35% when the
patient traffic has increased by only 7%.

19. 5
D4: Define & Verify Root Cause

20. 20
Identification of Root Causes
HIGH
SCRAP OF
BARCODE
LABEL
MAN MACHINE
Torn
MATERIAL METHOD
Handling
Wrinkled
Improper
training
Machine
Breakdown
Ineffective
adhesive
Illegible
Smear
Printwheel Dirty
Worn Ribbon
Design of label
Damage
Poor printing
Improper storage
Wrong orientation
Process changes
Improper storage
Size of label
Process changes
Legend
Suspected
root causes
Use the fishbone diagram or 5 whys analysis to identify the
possible root causes.
ILLUSTRATIVE

21. 21
Identify Countermeasures
No. Causes Solution
1 Wrong orientation / To change the label roll stock dimensions so that it
process change is symmetrical from either edge.
2 Printwheel dirty Establish maintenance schedule, proper cleaning
agent and cleaning method.
3 Worn print ribbon Establish maintenance and replacement schedules.
4 Damage/torn Establish proper handling procedures.
For each root cause, identify the best solution to correct the
problem.
ILLUSTRATIVE

22. D5: Choose & Verify Permanent
Corrective Action
6

23. 23
Countermeasures Selection Criteria Matrix
Selection Criteria Matrix (1=Bad, 10=Good)
Countermeasures M1 M2 M3 M4 M5 Total Score
Countermeasure #1 2 8 6 4 2 22
Countermeasure #2 2 3 6 4 6 21
Countermeasure #3 2 5 5 6 2 20
Countermeasure #4 4 8 3 2 2 19
Countermeasure #5 5 8 5 2 2 22
Examples of Selection Criteria:
M1 = Easy to Implement
M2 = Feasible
M3 = Cost Effective
M4 = Robust
M5 = Risk
ILLUSTRATIVE

24. 7
D6: Implement & Validate Permanent
Corrective Action

25. 25
60
50
40
30
20
10
0
40% improvement
Barcode Label 1 Label 2 Label 3 Label 4 Label 5
Types of Part Scrapped
Before
After
Pareto Chart Comparison
Use a Pareto chart to compare the ‘Before’ and ‘After’.
Highlight the improvement made in %.
ILLUSTRATIVE

26. 26
Risk Assessment
Process or Product
Name:
Prepared by: Page ____ of ____
Responsible: FMEA Date (Orig) ______________ (Rev) _____________
Process
Function
Potential Failure
Mode
Potential Effects
of Failure
S
E
V
Potential Cause(s)/
Mechanism(s) of
Failure
O
C
C
Current
Process
Controls
D
E
T
R
P
N
Recommended
Action(s)
Responsibility
and Completion
Date
Action Results
Actions Taken
S
E
V
O
C
C
D
E
T
R
P
N
The highest
value process
steps from the
C&E matrix.
In what ways
might the process
potentially fail to
meet the process
requirements
and/or design
intent?
What is the effect
of each failure
mode on the
outputs and/or
customer
requirements?
How Severe is the effect to
the cusotmer?
How can the failure
occur?
Describe in terms of
something that can
be corrected or
controlled. Be
specific.
How often does the cause or
failure mode occur?
What are the existing
controls and
procedures
(inspection and test)
that either prevent or
detect occurrence?
How well can you detect
cause or FM?
SEV x OCC x DET
What are the actions
for reducing the
occurrence, or
improving detection,
or for identifying the
root cause if it is
unknown? Should
have actions only
on high RPN's or
easy fixes.
Who is
responsible for
the
recommended
action?
List the
completed
actions that are
included in the
recalculated
RPN.
Include the
implementation
date for any
changes.
What is the new severity?
What is the new process
capability?
Are the detection limits
improved?
Re-compute RPN after
actions are complete.
Manager
completion of
change form
Not filled out
correctly
Outdated
employee
information in
current profile
6
No incentive for
Manager to comply
completely with
requirement
7
HR checklist for
projects to be
completed upon
change in employee
status
3 126
Issue delinquency
report
C.C. Largelist
5/1/00
Procedure
changed to
include
delinquency
report 7/15/00
5 2 3 30
Communication
from Cust
Service to
Supporting Dept
Representative
No direct
communication
Delayed transfer of
customer case
9
No formal liaison
4
Customer complaints
8 288
ID Dept liaison for all
supporting
Departments
Slim Pickins
8/3/00
Procedure
changed, Dept
liaisons identified
8/31/00
9 2 4 72
0 0
0 0
0 0
Perform an FMEA on the proposed solutions.
ILLUSTRATIVE

27. ILLUSTRATIVE
27
Update SOP & Work Instructions; Set up monitoring system
Internal Quality Checklist 3. Monitoring
Regular Monitoring of Process
 Weekly Compliance Audit
by Quality Team
 Weekly Return Rate Monitoring
Work Instruction & New Quote Process
Define SOPs, work instructions or standard work for the
improved process. Set up a simple monitoring system.

28. © Operational Excellence Consulting. All rights reserved.
About
Operational Excellence
Consulting

29. 29
About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

30. END OF PARTIAL PREVIEW
To download this presentation,
please visit us at:
www.oeconsulting.com.sg
© Operational Excellence Consulting. All rights reserved.