This product is copyrighte

federal law. However, feel

share with other Six Sigma
effort has been made to en
any calculations, howev
expressed or implied a

This product is copyrighted and protected by

federal law. However, feel free to distribute or
share with other Six Sigma professionals. Every
effort has been made to ensure the accuracy of
any calculations, however no guarantee is
expressed or implied as to its accuracy.
Watch the Video

8 Disciplines (8D) Problem Solving Pro

Watch the Video

This Template should only be used by someone trained in th

8D, or 8 Disciplines, is an 8 step problem solving methodology for both products and processes.
problems involving defects where the cause is unknown. 8D is not suitable for problem prevent
elimination.

Begin by clicking the 'Preliminary Data' hyperlink below. Then proceed sequentially through eac

The 8 Disciplines
D0
D1
D2
D3
D4
D5
D6
D7
D8

Preliminary Data
Team selection
Problem Definition
Contain problem
Identify Root Cause
Identify Corrective Action
Implement
Prevent Recurrence
Congratulate Team
8D Summary Report

Notes:
1. There are several tabs in this workbook, with at least 1 tab dedicated to each of the eight dis
2. Discipline 1 is D1, Discipline 2 is D2, etc.
3. When more than 1 tab is used for a given discipline, a D4-1, D4-2 . . . format is used.
4. Each tab contains the instructions, templates and decision tools appropriate for that disciplin

g Process

d in the techniques presented herein

esses. It is best suited to existing

revention, problems of variation or waste

ugh each Discipline (D0, D1 . . . D8)

ght disciplines.

scipline.

D0 - Preliminary Data
Watch the Video
8D Instructions
Next >>>
Customer:
Customer Address:
Date of Failure:
Time of Failure:
Part Number or Description of Failed Item:
Lot or Batch Number:
Failure Rate:
Tracking Number:
Product Name:

D1 - Team Selection
Watch the Video
8D Instructions
Next >>>
Dept

Name

Role

Champion

Responsibilities

Ensure team has required resources. Remove roadblocks

experienced by the team.

Process Owner Ensure right team members are on the team.

Project Lead

Completing the project.

Pro(cess/duct)
Ensure corrective actions do not conflict with required inputs
Supplier
Pro(cess/duct)
Ensure corrective actions do not conflict with required outputs
Customer
SME's
QA
Other

Technical or detailed product or process knowledge

Ensure tools are used correctly and Root Cause is verified
As needed

D2 - Problem Definition
Watch the Video
8D Instructions
Answer the following questions and then summarize the results below.

HOW

WHY

WHEN

WHERE

WHAT

WHO

What the problem

IS

What else it might be but

IS NOT

Who reported the problem?

Who did not report the problem?

Customer A & B

Customer C

Who is affected by the problem?

Who is not affected by the problem?

What is the product ID or reference number?

What ID's or reference # are not affected?

What is (describe) the defect?

What is not the defect?

Where does the problem occur?

Where is it not occurring but could?

Where was the problem first observed?

Where else might it occur?

When was the problem first reported?

When was the problem not reported?

When was the problem last reported?

When might it reappear?

Why is this a problem?

Why is this not a problem?

Why should this be fixed now?

Why is the problem urgent?

How often is the problem observed?

How often is it not observed?

How is the problem measured?

How accurate is the measurement?

OTHER

Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?

Incident Date:

What is the start of the pro(cess/duct)?

Lot #:

12/30/99

Part Number:

What is the end of the pro(cess/duct)?

Application:

Failure Rate:

OBLEM
SCRIPTI
ON

MISC

SCOPE

Customer:

Based on answers to the questions above, please describe the problem and/or the opportunity

PROBLE
DESCRI
ON

Note: the description of the problem should use a noun - verb format and not have any opinions, judgments
assumptions, presumed causes, solutions, blame or compound problems contained in it.

Next >>>

w.

More Info

t)?

0.00%

ments,

Next >>>

D3 - Contain Problem

Watch the Video

Use the Checklist and Risk Assessment below to manage
These actions are temporary until permanent corre
8D Instructions

Containment Checklist
Problem Definition
Team selection
Risk Assessment
Containment recommendation
Communication Plan
Containment agreement
Containment Action Taken
Risk Assessment
Failure

Severity
1-10

Occurrence
1-10

Detection
1-10

Risk
Number

10

10

10

1000

Rating
Severity
Occurrence
Detection

Containment Recommendation (Describe)

1
Nuisance or distraction
Unlikely
Detectible

Communication Plan

Audience

Objective

Person to reach

What are we seeking? Awareness,

support, decision, advocate, advice,
assistance

Delivery
Method

Feedback Measure

Telecon, email, meeting, IM, Text,

Videocon, etc.

How will we know the message was

received?

Containment Agreement (Describe - Who, What, Where, When, Why, How)

Containment Action Plan

No.

1
2
3
4
5
6
7

Action Item

Deliverable

Noun + Verb

Be Specific

Date

Contain Problem

Watch the Video

ssment below to manage the Containment Action
ry until permanent corrective action is taken

ainment Checklist

ion

nt

commendation

n Plan

greement

ction Taken

Yes
No
No
No
No
No
No
Next >>>

Containment Action Taken

5
Loss of primary function
Moderate frequency
Difficult to detect

Revised
Severity
1-10

Revised
Occurrence
1-10

Revised
Detection
1-10

Risk
Number

125

10
Loss of life or loss of significant $
Almost certain
Cannot detect

Feedback Measure

Key Message

ow will we know the message was

received?

What are we doing What does it mean What does the

What support can
& why?
to the person? person need to do the person expect
differently?
from us?

Assigned
Who will deliver
the message

Due date
Completion date

hy, How)

Responsible
The
Doer

Accountable

Consult

Ultimately Responsible Advisor or Consultant

Inform

Notes

Needs to Know

Next >>>

Failure

D4 - 1 Identify Root Cause

Watch the Video

Select one or more tools below to help identify Root
8D Instructions

e
us
a
c
nt
ot
iv
e
o
y
r
ct
m
it
e
d
x
j
e
e
b
ir
fin
pl
su
qu
o
m
f
t
e
o
o
R
y
it
e
el
lC
lit
i
v
o
tu
m
b
i
To
T
A
Le
In

Root Cause Tool

IS / IS NOT

Fault Tree

Process Map

5 Why's

Multi Vari

FMEA

Pareto

Fish Bone

Inter-relationship Diagram

Current Reality Tree

Scatter Plots

Concentration Chart

Design of Experiments

Tree Diagram

Brainstorming

Regression Analysis

Artificial Neural Networks

Component Search

L = Low

M = Medium

H=H

t Cause

p identify Root Cause

)
m
e
se
ea
s
T
u
u
l
of
ca
na
ty
e
i
t
o
i
s
o
t
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ed
tiv
ro
nc
(e
di
ec
u
d
u
j
s
F
t
s
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su
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to
iti
ui
el
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q
v
F
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e
In
R
#

um

H = High

D4 - 2 IS / IS NOT
Watch the Video

Root Cause List

Complete the 'Problem Definition' on tab D2 Before Proceeding

8D Instructions

HOW

WHY

WHEN

WHERE

WHAT

WHO

What the problem

IS

What else it might be but

IS NOT

Who reported the problem?

Who did not report the problem?

Customer A & B

Customer C

Who is affected by the problem?

Who is not affected by the problem?

What is the product ID or reference number?

What ID's or reference # are not affected?

What is (describe) the defect?

What is not the defect?

Where does the problem occur?

Where is it not occurring but could?

Where was the problem first observed?

Where else might it occur?

When was the problem first reported?

When was the problem not reported?

When was the problem last reported?

When might it reappear?

Why is this a problem?

Why is this not a problem?

Why should this be fixed now?

Why is the problem urgent?

How often is the problem observed?

How often is it not observed?

How is the problem measured?

How accurate is the measurement?

OTHER

Can the problem be isolated? Replicated? Is there a trend? Has the problem occurred previously?

LEM
RIPTI
N

MISC

SCOPE

Customer:

What is the start of the pro(cess/duct)?

0
0
Lot #:

Incident Date:

Part Number:

What is the end of the pro(cess/duct)?

0
0
Application:
Failure Rate:

Based on answers to the questions above, please describe the problem and/or the opportunity

PROBLEM
DESCRIPT
ON
0

Highlight the differences between IS and IS NOT and i

More Info
0
0
0
0
0
0
0
0
0
0
0
0

t)?

0.00%

START HERE
Differences

Changes

Customer A & B are long time Customer C added in the last

customers, Customer C is not month

1 month ago

Possible Cause
New customer onboarding
process

2
au
se
C
os
si
b
le

Date & Time

N
on ew
p b c
ro o u
ce ar st
ss din om
g er

IS NOT and identify possible causes

Possible Cause 2
Possible Cause 3
Possible Cause 4
Possible Cause 5
Possible Cause 6
Possible Cause 7
Possible Cause 8
Possible Cause 9
Possible Cause 10
Possible Cause 11
Possible Cause 12
+
Total

1
0
1

RESULTS

Based on IS / IS NOT, the mos

Order
1
2
3
4
5
6
7
8

9
10
11
12

0
0
0

0
0
0

1
0
0
0
0
0
0
0

Cause
New customer onboarding process
Possible Cause 2
Possible Cause 3
Possible Cause 4
Possible Cause 5
Possible Cause 6
Possible Cause 7
Possible Cause 8

le
P

os
si
b

le
os
si
b
P

0
0
0

C
au
se

6
C
au
se

5
C
os
si
b
le
P

0
0
0

/ IS NOT, the most likely causes(s) are:

+

au
se

4
P

os
si
b

le

C
au
se

3
C
au
se
le
os
si
b
P

os
si
b

le

C
au
se

er

Select "+" when both "IS" and "IS NOT" are explained by the Possible Cause. S

0
0
0

0
0
0
0

Possible Cause 9
Possible Cause 10
Possible Cause 11
Possible Cause 12

0
0
0

0
0
0

0
0
0

le
P

os
si
b

le
os
si
b
P

0
0
0

C
au
se

11
C
au
se

10
P

os
si
b
le

au
se

9
P

os
si
b

le

C
au
se

8
P

os
si
b

le

C
au
se

7
P

os
si
b

le

C
au
se

ossible Cause. Select "-" when "IS" or "IS NOT" is explained by the Possible Cause.

0
0
0

0
0
0

P
os
si
b
le
C
au
se
12

11

D4 - 3 Fault Tree
Watch the Video
Root Cause List

Using the basic fault tree symbols on the left, construc

8D Instructions

Example:
Light Doesn't Turn
On

Event

Logic "AND" Gate

Switch
Inoperable

Logic "OR" Gate

Basic Event

Contacts
Burned

Connector
TOP Event: failure or undesirable state
"AND" Gate: output produced if all inputs co-exist
"OR" Gate: output produced if any input exists
"Basic" Event: initiating event

Failure Not
Visible

No
Power

Equipment
Failure

Repairman
Not
Available

nstruct a fault tree here

airman
Not
ilable

Instructions:
Step 1: Identify Failure (TOP Event)
Step 2: Identify first level contributors

Step 3: Link contributors to Failure using logic gate

Step 4: Identify second level contributors
Step 5: Link second level contributors to Failure
using logic gates

Bulb
Faulty

Step 6: Repeat Step 4 and Step 5 for subsequent

level contributors

Bulb
Burned
Out

Bulb
Not
Replaced

Step 7: Review all "Basic Events" for likely Root Cau

sing logic gates

utors

s to Failure

subsequent

likely Root Cause

D4 - 4 Process Map

Watch the Video

Using the basic flow chart symbols on the left, constru
Root Cause List
8D Instructions

Example:

Problem: processing orders takes longer than corpo

Start
Start

Receive
Order

Process Step
1

Process Step
2

No
Return to
customer

Price
Match?

Match Ord
to quo

Yes

Enter ord
syste

Decision

Stop

Confirm order
with customer

St

Possible Root Cause of order delay: cannot fin

Connector

onstruct a high level process map

n corporate standard

Instructions:
Step 1: Construct process map

tch Order price

to quote

Enter order in
system

Step 2: Identify areas where:

Handoffs occur
Data is transformed
Special attention is required
Inputs are not clear
Outputs are not clear
Instructions are not clear
Specialized training is required
The process is confusing
Spec limits are poorly defined
Unusual behavior is required
Inconsistency exists
Step 3: Identify potential Root Cause

Stop

nnot find quote to match price

red

ed

D4 - 5 Why's

Watch the Video

By asking successive 'Why's' the team may be able to ident
Root Cause List
8D Instructions

Therefore

What is the failure?

The car won't start

Therefore

Why did this occur?

It ran out of gasoline

Therefore

Why did this occur?

I forgot to fill it up

Is Confirmation Necessary?
Yes
No
Yes
No

Therefore

Why did this occur?

The fuel gage is not working

Yes
No

Therefore

Why did this occur?

I forgot to have it repaired

Yes
No

Why did this occur?

I didn't put it on the repair list when it broke
Root Cause

Yes

able to identify Root Cause

Necessary?

Instructi

STEP 1 : Define the prob

How is this confirmed?

STEP 2 : Ask: Why did th

STEP 3 : Answer: Does th

If Yes, then rec
How is this confirmed?

STEP 4 : Repeat Step 2 &

How is this confirmed?

Fuel gage testing

STEP 5 : Verify Root Caus

it to the previo

STEP 6 : Repeat Step 5 u

How is this confirmed?
Maintenance records

How is this confirmed? See D6

STEP 7 : If there is a logi

to the problem

Instructions:
Define the problem. What is the product, process or service that has failed.
Ask: Why did this occur?
Answer: Does this reason need to ne confirmed? If No proceed to next 'Why?'
If Yes, then record how confirmation was made.
Repeat Step 2 & 3 until Root Cause is identified.
Verify Root Cause by starting at the probable Root Cause and connecting
it to the previous cause using 'Therefore'
Repeat Step 5 until you reach the problem
If there is a logical connection between each pair of statements back
to the problem then you have likely found the Root Cause

D4 - 6 Multi Vari
Watch the Video
Root Cause List
8D Instructions
STEP 1 : Define the problem. What is the product, process or service that has failed

STEP 2: Using a Families of Variation (FOV) tree, identify the potential root causes to be included
STEP 3: Determine the number of Time-to-Time samples required (Cell: I42)
STEP 4: Determine the number of Unit-to-Unit samples required (Cell: F42)
STEP 5: Determine the number of Within samples required (Cell: C42)

STEP 6: Multiply the results in 3, 4 and 5 to determine the total number of units to be studied (C

STEP 7: Develop the data collection plan (Row 47). This should be automatically created for you
STEP 8: Collect data (Column H beginning at cell H48) & select alpha risk (Cell: I178)
STEP 9: Analyze results (Cell: I203)

Families of Variation Tree

Failure (Unit)

Between
Units

Within
Unit
Example:

Widget

to Widget

1. WU1
2. WU2
3. WU3
4. WU4
5. WU5
Sub-Total:

to
to
to
to
to
5

Line

WU1
WU2
WU3
WU4
WU5

to Line

1. BU1
2. BU2
3. BU3
4. BU4
5. BU5

to
to
to
to
to

Shift

BU1
BU2
BU3
BU4
BU5

Sub-Total:

Over Tim
1. OT1
2. OT2
3. OT3
4. OT4
5. OT5
Sub-Total:

Data Collection Plan

Time

OT1
OT1
OT1
OT1

Between

BU1
BU1
BU1
BU1

Within

WU1
WU2
WU3
WU4

Data

15.2038
14.5407
17.7464
-5.9591

OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT1
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT2
OT3
OT3
OT3
OT3
OT3

BU1
BU2
BU2
BU2
BU2
BU2
BU3
BU3
BU3
BU3
BU3
BU4
BU4
BU4
BU4
BU4
BU5
BU5
BU5
BU5
BU5
BU1
BU1
BU1
BU1
BU1
BU2
BU2
BU2
BU2
BU2
BU3
BU3
BU3
BU3
BU3
BU4
BU4
BU4
BU4
BU4
BU5
BU5
BU5
BU5
BU5
BU1
BU1
BU1
BU1
BU1

WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5

1.5015
5.085
2.0017
14.327
13.4002
8.4973
10.5661
2.3631
14.3202
11.2544
5.6699
8.2522
6.56
10.6228
10.9
7.6223
12.7573
4.7375
12.5654
12.4333
8.7628
9.9244
0.1141
-1.4824
15.8033
12.5319
-6.1473
6.2406
11.2063
8.9289
9.2612
10.7074
22.8168
1.5132
12.6059
15.3474
0.6442
7.5193
-1.5645
1.1046
15.1475
10.3788
9.0094
11.1262
14.5717
17.9293
6.3712
11.5806
12.0327
9.6751
3.6259

OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT3
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT4
OT5
OT5
OT5
OT5
OT5
OT5

BU2
BU2
BU2
BU2
BU2
BU3
BU3
BU3
BU3
BU3
BU4
BU4
BU4
BU4
BU4
BU5
BU5
BU5
BU5
BU5
BU1
BU1
BU1
BU1
BU1
BU2
BU2
BU2
BU2
BU2
BU3
BU3
BU3
BU3
BU3
BU4
BU4
BU4
BU4
BU4
BU5
BU5
BU5
BU5
BU5
BU1
BU1
BU1
BU1
BU1
BU2

WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1

10.6511
19.4126
7.0036
3.0633
8.8978
19.1382
4.8535
16.7445
15.347
4.86
13.5403
9.183
4.6844
10.4372
15.7935
7.7077
11.0995
6.3901
1.4156
9.106
12.138
-0.4652
17.8094
9.6149
3.7846
14.7737
12.027
13.0729
16.7324
16.2477
10.4786
9.1015
14.4461
6.3935
-0.1846
8.2401
14.105
20.253
3.4503
14.7921
7.6012
12.0057
5.6789
9.9809
8.1625
5.8427
7.9791
8.847
9.0764
0.7376
11.3831

OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5
OT5

Time
Time [a]:

Units [b]: 1

Obs [n]:
1
2
3
4
5
yk
y
Units [b]: 2

2
k

1
2
3
4
5
yk
y

2
k

Units [b]: 3

Between
Units [b]: 5

1
2
3
4
5
yk

BU2
BU2
BU2
BU2
BU3
BU3
BU3
BU3
BU3
BU4
BU4
BU4
BU4
BU4
BU5
BU5
BU5
BU5
BU5

WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5
WU1
WU2
WU3
WU4
WU5

Within
Obs [n]:

Time [a]: Time [a]: Time [a]: Time [a]: Time [a]:
15.2038
9.9244
6.3712
12.138
5.8427
14.5407
0.1141
11.5806
-0.4652
7.9791
17.7464
-1.4824
12.0327
17.8094
8.847
-5.9591
15.8033
9.6751
9.6149
9.0764
1.5015
12.5319
3.6259
3.7846
0.7376
43.0333

36.8913

43.2855

1851.865 1360.968 1873.635

42.8817

15.9762
13.5327
24.2123
6.8937
15.8558
3.0716
12.708
12.113
18.9813
3.9473
11.3194
17.0748
18.656
15.4013
16.6658
12.9875
11.3974
7.8947
3.0871

0.05

A=

32.4828

1838.84 1055.132

B=

5.085
2.0017
14.327
13.4002
8.4973

-6.1473
6.2406
11.2063
8.9289
9.2612

10.6511
19.4126
7.0036
3.0633
8.8978

14.7737
12.027
13.0729
16.7324
16.2477

11.3831
15.9762
13.5327
24.2123
6.8937

C=

43.3112

29.4897

49.0284

72.8537

71.998

D=

1875.86 869.6424 2403.784 5307.662 5183.712

10.5661
2.3631
14.3202
11.2544
5.6699

10.7074
22.8168
1.5132
12.6059
15.3474

19.1382
4.8535
16.7445
15.347
4.86

10.4786
9.1015
14.4461
6.3935
-0.1846

15.8558
3.0716
12.708
12.113
18.9813

44.1737

62.9907

60.9432

40.2351

62.7297

Time
Be
W

yk2 1951.316 3967.828 3714.074 1618.863 3935.015

2within =

Units [b]: 4

Contribution

1
2
3
4
5
yk
y

Units [b]: 5

2
k

1
2
3
4
5
yk
y

2
k

8.2522
6.56
10.6228
10.9
7.6223

0.6442
7.5193
-1.5645
1.1046
15.1475

13.5403
9.183
4.6844
10.4372
15.7935

8.2401
14.105
20.253
3.4503
14.7921

3.9473
11.3194
17.0748
18.656
15.4013

43.9573

22.8511

53.6384

60.8405

66.3988

1932.244 522.1728 2877.078 3701.566 4408.801

12.7573
4.7375
12.5654
12.4333
8.7628

10.3788
9.0094
11.1262
14.5717
17.9293

7.7077
11.0995
6.3901
1.4156
9.106

7.6012
12.0057
5.6789
9.9809
8.1625

16.6658
12.9875
11.3974
7.8947
3.0871

51.2563

63.0154

35.7189

43.4292

52.0325

2627.208 3970.941

1275.84 1886.095 2707.381

yk 225.7318 215.2382 242.6144 260.2402 285.6418

yk2 50954.85 46327.48 58861.75 67724.96 81591.24

Std Dev

Note: high % c

ncluded in the study - see below

died (Cell: L42)

or you.

r Time
to Shift

to
to
to
to
to

OT1
OT2
OT3
OT4
OT5
125 < < < Total Data Points Required

12,092.70

12,218.41

12,943.50

Time - Time
Between
Within

SS
125.71
725.09
3,237.21
4,088.02

16180.72

df
4
20
100
124

MS
31.43
36.25
32.37
32.97

Fcalc
0.87
1.12

Fcrit
2.87
1.68

Significant
No
No

32.37
98.2%
5.69

2between =
Contribution
Std Dev

0.78
2.4%
0.88

2time - time =
Contribution
Std Dev

gh % contribution may indicate that the family is, or contains, the root cause

-0.193
-0.6%
Err:502

D4 - 7 Failure Modes

Complete the FMEA (columns A:I) and select the high scoring Risk Priorit
Root Cause List
8D Instructions

Process Step / Input

Potential Failure
Mode

Potential Failure
Effects

Potential Causes

S
E
V
E
What is the impact on R
What is the process
In what ways does the
the Key Output
I
step or input under
Key Input go wrong? Variables (Customer T
investigation?
Requirements)?
Y

Match Order price to

Quote price

What are the existing

controls and
procedures (inspection
and test) that prevent
either the cause or the
Failure Mode?

Cannot find correct

quote

Delay in entering
order

Quote filing not

properly organized

None

Price doesn't match

Delay in entering
order

Customer references
wrong quote

Create new quote or

return Order to
customer

RESULTS
Based on the FMEA, the most likely causes(s) are:
Order
1
2
3
4
5
6
7
8
9
10
11
12

Current Controls

O
C
C
U
R
R
What causes the Key E
Input to go wrong? N
C
E

RPN
128
64
0
0
0
0
0
0
0
0
0
0

Cause
Quote filing not properly organized
Customer references wrong quote
0
0
0
0
0
0
0
0
0
0

Modes and Effects Analysis

Watch the Video

Risk Priority Number (RPN)'s as potential root causes (refer to Cell A24 in this tab)

Actions
Recommended

D
E
T
E
C
T
I
O
N

Resp.

Actions Taken

O
C
C
U
R
R
E
N
C
E

S
E
V
E
What are the actions for
Who is responsible for What are the completed R
reducing the occurrence
the recommended
actions taken with the I
of the cause, or
T
action?
recalculated RPN?
improving detection?
Y

R
P
N

128

Introduce formal quote

filing system

Customer Service
Manager

Filing system

64

Make all customers

quotes available online

IT Dept

Online quote system

0
0
0
0
0
0
0
0
0
0

D
E
T
E
C
T
I
O
N

R
P
N

Severit
y

Rating

32

High

10

Hazardous without warning

Low

8
6
4
2

Loss of primary function

Loss of secondary function
Minor defect
No effect

32

0
0
0
0
0
0
0
0
0
0

Occuran
ce

Detectio
n

Very High and almost inevitable

Cannot detect or detection with very low probability

High repeated failures

Moderate failures
Occasional failures
Failures unlikely

Remote or low chance of detection

Low detection probability
Moderate detection probability
Almost certain detection

D4 - 8 Pareto

Watch the Video

Complete the Pareto and select the high count causes a
Root Cause List
8D Instructions
Chart Title:

Pareto Chart Example

Count

Defect 1
Defect 2
Defect 3
Defect 4
Defect 5
Defect 6
Defect 7
Defect 8
Defect 9
Defect 10
Total

% Count

26
15
6
3
2
2
2
1
1
1
59

44%
25%
10%
5%
3%
3%
3%
2%
2%
2%
100%

Cume

% Cume

26
41
47
50
52
54
56
57
58
59

44%
69%
80%
85%
88%
92%
95%
97%
98%
100%

30
25
20
15
10
5
0

Defect 1

areto

Video
ount causes as potential root causes

Pareto Chart Example

30
25
20
15
10
5
0
Defect 1 Defect 2 Defect 3 Defect 4 Defect 5 Defect 6 Defect 7 Defect 8 Defect 9 Defect 10

Defects that account for 80% of observed frequencies are treated as Root Cause

D4 - 9 Fish Bone

Watch the Video

Identify possible causes of the problem and when finished, select all those
Root Cause List
8D Instructions

Measurement

People

Environment

Methods

l those believed to be potential root causes

Instruct
Materials

STEP 1 : Define the pr

STEP 2 : Starting with

might contri

STEP 3 : Repeat asking

Record each

Problem

STEP 4 : Repeat Step 2

STEP 5 : Identify the c

STEP 6 : If further "scr

and "Implem

Machines

Instructions:
Define the problem. What is the product, process or service that has failed.
Starting with 'Materials' or any other label, ask: is there anything about materials that
might contribute to the problem. Record it next to one of the arrows under Materials.
Repeat asking "is there anything about materials that might contribute to the problem"
Record each result next to an arrow.
Repeat Step 2 & 3 for each successive category.
Identify the candidates that are the most likely Root Cause
If further "screening" is necessary, assess the likely Root Causes using the "Impact"
and "Implement" matrix, selecting items marked 1, then 2 . . . 4 as priorities.

D4 - 10 Inter - Relationship Diagram

Watch the Video
Using the basic Inter-Relationship Diagram Symbols on the left, construct an Inter-Relationship Diagram here

Instructions:

Root Cause List

8D Instructions

Problem:

We don't use a structured methodology to solve difficult problems - why?

Step 1: Develop the problem statement

Example

IN: 0

IN:

OUT:

IN: 0

Step 3: Arrange the issues in a circle

Don't think it will

help

OUT: 2

IN: 3

Want to avoid

embarrassment

OUT: 0

Don't know
any methods

Strong (1 point)
IN: 1

Step 2: Identify issues related to the problem

OUT: 1.5

Step 4: Identify cause and effect (C&E) relationships:

A. Use any issue as a starting point
B. Pair it with any other issue
C. For every pair of issues determine:
i. If there is no cause and effect relationship
ii. If there is a weak cause and effect relationship
ii. If there is a strong cause and effect relationship

OUT: 1

Weak (1/2 point)

IN: 1

Afraid to ask
questions

OUT: 0

Methodology is
too slow

Step 5: If there is a C&E relationship, identify which is the

cause and which is the effect
Step 6: Draw a 1 headed arrow (only) pointing to the effect
Step 7: For each issue, record the arrows "in" and "out"

Possible Root Causes:

1. Want to avoid embarrassment
2. Don't think it will help

Step 8: Issues with the highest "out" are possible

Root Causes

D4 - 11 Current Reality

Watch the Video

Using the basic Current Reality Tree symbols on the left, construc
Root Cause List
8D Instructions

Standard Practices
Not Used

Undesirable
Effect

UDE

Connector

Viewed as a tool for

the inexperienced &
incompetent

AND"
Competent people
don't need Standard
Practices

People want to be
viewed as
competent

Stand
ar

Standard Practice
don't exist for all jo

ality Tree

Video
nstruct a Current Reality Tree here

Instructions:

ctices
d

Step 1: List the undesirable effects (UDE's) related

the situation (up to 10)
Step 2: Identify any two UDE's with a relationship

Company doesn't
enforce use of
Standard Practices

Standard Practices
are incorrect

ractices
or all jobs

Standard Practices
not updated regularly

No system in place to
create and update
standard practices
Standard Practices
are not valued by the
company

Step 3: Determine which UDE is the cause and whic

is the effect

Step 4: Continue connecting the UDE's using "if-the

until all UDE's are connected. Additional c
be added using "and" logic
Step 5: Clarify relationships using adjectives

Step 6: Continue this process until no other causes

added to the tree

Step 7: UDE's with no preceeding entities are the li

Root Causes

UDE's) related to

relationship

cause and which

's using "if-then" logic

d. Additional causes can

jectives

o other causes can be

tities are the likely

D4 - 12 Scatter Plot
Watch the Video
Follow the directions on the right to complete the Scatter Plot
Root Cause List
8D Instructions
Data Points
X
Y
38.26
2.081381
91.23
4.706895
106.29
3.649935
268.31
9.622546
470.63 25.962171
216.82
7.124237
307.75
7.199636
213.78
9.542106
352.17 16.402771
128.26 10.687631
125.44
9.089371
185.70 11.430855
119.93
5.731392
158.64
7.569877
186.30
9.673238
292.41 17.305745
338.46 19.560302
405.83 27.898421
227.94 15.441851
285.26 19.425977
192.43 12.254396
248.85 30.174186
512.06
37.54775
545.07 48.281938
186.95 20.595593
208.56 17.888325
182.72 19.081187
459.35 40.326252
414.24 30.300325
276.57 31.892381
254.89 22.175021
368.50 22.243916
203.20 11.651808
363.92 29.876299
46.60
3.377931
506.60 45.387671
225.27 14.434076
340.61
28.64869
193.25 14.264056
170.16
9.112769
161.13 10.187908
131.80 11.596628

70
60
50
40

30
20
10
0
0

100

200

300

400

500

600

279.55
161.96
512.89
807.69
177.67
539.72

20.186701
11.07718
29.678582
59.404809
12.047774
45.28834

Scatter Plot

500

Instructions:

Step 1. Enter data in columns A & B (Cells: A9 & B

Step 2. Position the red lines parallel to the existi
so that all data points are between the red line
Step 3. Identify the upper and lower spec for 'Y'
Step 4. Calculate the vertical distance between th
Step 5. Conclude: 'X' is a root cause when:
(Upper Spec - Lower Spec) * 0.2 > = R

Upper Spec:

60

Lower Spec:

20

R:

26

X: Not Root Cause

600

700

800

900

ells: A9 & B9)

o the existing 'best fit' line
the red lines
pec for 'Y'
between the red lines: R
hen:
R

D4 - 13 Concentration Chart

Watch the Video

The Concentration Chart may point to a particularly problematic area
Root Cause List
8D Instructions
STEP 1 : Define the problem. What is the product, process or service that has failed.

STEP 2 : Draw a diagram of the item under consideration. A sketch, engineering drawing or proc
STEP 3 : Plot the frequency and location of errors on the diagram.
STEP 4 : Based on the results, identify potential root causes.
STEP 5 : If additional analysis is needed, try using:
a. FMEA
b. Fault Tree
c. 5 Why's
d. Multi Vari
e. Scatter Plot

ic area

or process map works well.

D4-14

D4 - 14 Design of Experiments
23 Factorial Design with up to 5 Replicates
Watch the Video
Root Cause List
8D Instructions
Factors
A
-1
1
-1
1
-1
1
-1
1
ave ave +
effect

B
-1
-1
1
1
-1
-1
1
1

24.13
45.46
21.33

25.49
44.09
18.60

Interations
C
-1
-1
-1
-1
1
1
1
1

AB
1
-1
-1
1
1
-1
-1
1

30.98
38.60
7.62

32.00
37.58
5.58

AC
1
-1
1
-1
-1
1
-1
1

BC
1
1
-1
-1
-1
-1
1
1

33.63
35.96
2.33

A Effect
50.00
40.00
30.00
20.00
10.00
0.00
ave -

Response Replications

34.03
35.56
1.53

ABC
-1
1
1
-1
1
-1
-1
1

2
16.3
29.7
27.0
52.3
20.8
36.7
34.0
64.0

3
14.8
29.6
27.9
51.3
19.8
37.6
33.9
63.0

4
15.3
29.0
27.6
51.0
18.7
37.6
33.4
63.7

34.52
35.07
0.55

C Effect

B Effect
50.00

50.00
40.00
30.00
20.00
10.00
ave +

40.00
30.00
20.00
10.00

0.00
ave -

Page 72

ave +

0.00
ave -

50.00
40.00
30.00
20.00
10.00

50.00
40.00
30.00
20.00
10.00
0.00
ave -

ave +

50.00
40.00
30.00
20.00

D4-14

10.00

0.00
ave -

AB Interaction

0.00
ave -

ave +

BC Interaction

AC Interaction

80.00
60.00
40.00
20.00
0.00

60.00

60.00
BB+

40.00

C-

40.00

20.00

C+

20.00

0.00
A-

A+

0.00
A-

A+

B-

B+

REGRESSION MODEL
Y Axis Intercept
A:
B:
C:
AB:
AC:
BC:
ABC:

34.79
10.67
9.30
3.81
2.79
1.17
0.77
0.27

Sources
A
B
C
AB
AC
BC
ABC
Error
Total

CODED VALUES FOR EACH FACTOR

A:
0.55 Predicted Response
B:
1
=
56.86
C:
1

A:

UNCODED
High
Low
180
160

CODED
High
?
1
0.55

SS
2730.67
2075.76
348.08
187.04
32.67
14.11
1.81
6.28
5396.42

df
1
1
1
1
1
1
1
16
23

MS
2730.67
2075.76
348.08
187.04
32.67
14.11
1.81
0.39

F
6957.11
5288.56
886.83
476.54
83.23
35.94
4.62

F table
4.49
4.49
4.49
4.49
4.49
4.49
4.49

TO FIND AN UNCODED FACTOR SETTING REQUIRED TO ACHIEVE A GIVE

1. Select factor settings for 2 of the 3 factors and enter them in as "coded values
2. From the Excel Ribbon above select Data > What-If Analysis > Goal Seek
3. In the dialogue Box, Set Cell D57 . . .
4. To value = whatever Response value you desire

Low
-1

Page 73

D4-14

5. By changing cell B56 or B57 or B58 (whichever one was left blank from 1. ab
6. Select OK then OK
7. Enter the uncoded equivalent of 'High' in cell B63 and the 'Low' in cell C63. S
8. So ...
A =
1
coded and A =

Page 74

D4-14

ns
5

Sum
46.40
88.30
82.50
154.60
59.30
111.90
101.30
190.70

Average
15.47
29.43
27.50
51.53
19.77
37.30
33.77
63.57

Instructions:
Step 1: Identify the factors of interest (3 Max)
Step 2: Assign each one as A, B and C
Step 3: Based on the settings of A, B & C beginning in
cells B9, C9 & D9, run the experiment and
record the response in cell I9
Step 4: Repeat step 3 for all A, B & C combnations
Step 5: Repeat the above for each Replicate and
record responses beginning in J9
Step 6: Select the alpha risk level in cell O51

C Effect

Step 7: Determine Root Cause for Main Effects (A, B, C)

and interactions (AB, AC, BC, etc. beginning
in cell M48 ("Yes" is significant)
Step 8: For Uncoded values see instructions H62
ave +

Page 75

D4-14
ave +

BC Interaction

CC+

B+

Significant
Yes
Yes
Yes
Yes
Yes
Yes
Yes

0.05

UIRED TO ACHIEVE A GIVEN RESPONSE:

ter them in as "coded values" (Cells B56, B57 and B58)
t-If Analysis > Goal Seek

Page 76

D4-14

ne was left blank from 1. above)

and the 'Low' in cell C63. See answer in 8. below . . .
175.5 uncoded

Page 77

D4 - 14 Tree Diag
Watch the Video
Root Cause List
8D Instructions

Problem

Cause

Cause

Cause

Cause

Cause

D4 - 14 Tree Diagram
Watch the Video

Cause

Instructions:
Step 1: Define the problem. Place it

Step 2: Ask: 'What causes this?" or "W

Brainstorm all possible answ

Step 3: Determine if all items from St

Ask: "are all items at this lev

Cause

Step 4: Using each item from Step 2,

each response from Step 2 a

Cause

Step 5: Repeat the process until spec

Step 6: Identify Root Cause

Instructions:

fine the problem. Place it at the top.

k: 'What causes this?" or "Why did this happen?"

Brainstorm all possible answers and write each below the problem

termine if all items from Step 2 are sufficient and necessary.

Ask: "are all items at this level necessary for the one on the level above?"

ing each item from Step 2, repeat Step 2 & 3. In other words, treat
ach response from Step 2 as the new problem and repeat Step 2 & 3

peat the process until specific actions can be taken

entify Root Cause

D4 - 16 Brainstorming
Watch the Video
Root Cause List
8D Instructions

Step 1: Warm up . . . ask each particpant to describe their ideal job. Examples: profession
Step 2: Then, describe the problem you are trying to solve to the group
Step 3: Ask "What could be causing this problem?"
Step 4: Have participants write down their suggestions on sticky notes

Step 5: When all suggestions are received, seek clarification so everyone else understands
Step 6: Arrange all ideas into "logical" or "like" groups - use an Affinity Diagram
Step 7: Remove duplicate ideas and infeasible answers
Step 8: Select most likely Root Cause

Brainstorming

h the Video

job. Examples: professional golfer, photographer, travel consultant, etc.

he group

everyone else understands

Affinity Diagram

D4 - 17 Regressio
GB
11,528
240

Docs
56,291,839
1,172,747

37

256,936

89

671,045

104

725,230

262
212

1,540,736
863,173

209

792,843

344
125
123

1,315,431
1,229,587
1,019,737

181

1,262,217

117

421,386

155

835,398

182
286

1,427,470
1,483,527

331

1,835,340

396

1,672,662

223

1,114,091

279

1,608,812

188
243

887,604
1,256,176

GB

500

Docs

183
204
178
449
405
270
249
360
198
355
46
220
333
189
166
157

996,818
1,014,372
1,384,045
2,294,320
1,988,651
1,617,172
1,310,009
1,759,851
616,722
1,465,105
203,325
908,955
1,155,898
735,376
514,246
941,943

Docs

3,000,000

GB

2,500,000
2,000,000
1,500,000

Docs

1,000,000
500,000
-

100

200

300

40

GB

Regression Equation: Docs = 204486.843 + 40

R2 = 0.8164
Confidence
95%

e.g. 95%

Known

129
273
158
501
174
378
547
41
74
177
538
494

465,914
1,099,136
666,556
2,307,524
626,189
1,762,608
2,109,892
182,682
262,055
1,248,915
2,152,805
2,281,354

00

D4 - 17 Regression Analysis
Watch the Video
Root Cause List
8D Instructions

Instructions:

Step 1. Enter variable names in cells

Step 2. Enter data in columns A & B (

Step 3. Select the Confidence Level o

Step 4. Enter a known X (cell D25) an

(cell F25) and the prediction int

200

300

400

500

600

GB

Step 5. Enter a known Y (cell D27) an

(cell F27)

Notes:

1. The Regression Equation, R2 and R

tion: Docs = 204486.843 + 4031.443 * GB

R2 adj

= 0.8124

Prediction Interval
Predicted
2,220,208.4
693.4

Lower

Upper

1,688,920.0

2,751,496.8

uctions:
Enter variable names in cells A1 (X) and B1(Y)

Enter data in columns A & B (1000 data points max)

Select the Confidence Level of the analysis (Cell D22)

Enter a known X (cell D25) and observe the predicted Y

ell F25) and the prediction interval (cells H25 & I25) or . . .

Enter a known Y (cell D27) and observe the predicted X

Regression Equation, R2 and R2adj are located below the plot

D5 Identify Corrective Actio

8D Instructions

Likely Root Cause 1: LRC 1

Corrective Action 1: CA 1
Likely Root Cause 2: LRC 2
Corrective Action 2: CA 2
Likely Root Cause 3: LRC 3
Corrective Action 3: CA 3

Describe and summarize the Root Cause and Corre

Watch the Video

ify Corrective Action

e the Root Cause and Corrective Actiion

h the Video
Next >>>

Next >>>

D6 Implement

and Verify

Implement the Corrective Action and Validate Effective

Watch the Video

8D Instructions
STEP 1
The 3 Corrective Actions:
1.
CA 1
2.

CA 2

3.

CA 3

STEP 3
Tukey Quick Test:
1: Select a sample of 8 from the process with the defect
2: Implement the first Corrective Action from the above list
3: Select a second sample of 8 from the process
4: Rank the sample readings from low to high
5: Identify each as either 'good' or 'bad'
6: Verify Root Cause then return to 1. above for next Corrective Action
STEP 4
Sample Set
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2

#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16

Reading

Good/Bad
Bad
Bad
Bad
Good
Good
Good
Good
Good
Bad
Good
Good
Good
Good
Good
Good
Good

Beginning at Sample 1, # 1 and moving do

the number of consecutive Bad units =

Beginning at Sample 2, # 16 and moving u

the number of consecutive Good units =

Total 'End Count'

Based on the Total 'End Count of 10, th

that the likely Root Cause is an actual R

fy

e Effectiveness
Next >>>

STEP 2
Verifying Root Cause can be accomplished using a variety of tools, such as, but not lim
1. Design of Experiements
2. Hypothesis Testing
3. Components Swapping
4. Regression Analysis
5. On/Off Switching
6. Process Capability
7. Tukey Quick Test (see Step 3)
8. Control Charts
9. Sampling

d moving down the list,

units =
3 in Sample 1

nd moving up the list,

d units =

7 in Sample 2

10

nt of 10, there is 99% confidence

an actual Root Cause
Next >>>

but not limited to:

D7 P

Ensure Corre
8D Instructions
Low Control
Low Effort

Verbal

Written

Visu

All preventive measures must address People, Product, Process

Error
Suggested Prevention / CA
People:

Misunderstanding
Unaware (of task, etc.)
Misidentification
Inexperience
Inadvertent
Caused by Delay
Lack of Standards
Malfunction
Forgetfulness

Process:

Incomplete
Too complex
Difficult to understand
Poor Design/sequence
Unfamiliar with process
No transparency
Unaware of process
Inputs not understood
Outputs not understood
Poor Spec Limits
Not formalized
Inconsistent use
Lack of process training
Poor/no documentation
Variation
Poor decision rules

Product:

Unexpected behavior
Incomplete
Too complex
Misunderstood
Poor Design/sequence

1, 2, 3, 4, 5
1, 4, 5, 6, 8
7, 14, 17, 22
2, 4
Any Visual CA
7
5, 6, 9
27
7, 9
31
30
8, 30
30
1, 5, 8, 9, 12
1, 3, 5, 9
2, 10
5, 7, 9
5, 7, 9
25
11
5
1, 2, 3, 5, 6, 7, 9
5, 6, 7, 8, 9, 12
5, 23, 24
12
5, 9, 36
35
29, 34
1, 5, 7, 8, 9
34, 36

New
Unaware
Inputs not understood
Outputs not understood
Consistency of use
Training
Documentation

1, 5, 7, 8, 9
1
5, 7, 29
5, 7
5
1, 2, 3, 8, 9, 12
5, 7, 8, 9, 12

D7 Prevent Recurrence
Ensure Corrective Actions Prevent Recurrence
Watch the Video

erbal

Written

Visual

SPC

Mistake Proofing

New Design

High
Control
High Effort

People, Product, Process

ested Prevention / CA
1, 2, 3, 4, 5
1, 4, 5, 6, 8

Step 1: Capture error (Root Cause) from D6

7, 14, 17, 22
2, 4
Any Visual CA
7
5, 6, 9
27
7, 9

Step 2: Locate Root Cause in 'Error' column

on the left

31
30
8, 30
30
1, 5, 8, 9, 12
1, 3, 5, 9
2, 10
5, 7, 9
5, 7, 9
25
11
5
1, 2, 3, 5, 6, 7, 9
5, 6, 7, 8, 9, 12
5, 23, 24
12
5, 9, 36
35
29, 34
1, 5, 7, 8, 9
34, 36

Step 3: Select one or more numbers from

'Suggested Prevention'
Step 4: Look up associated action in
columns on the right
Step 5: Apply these preventions where failure
could possibly have occurred but didn't
Step 6: Document when prevention was put in
place and person responsible

Prevention (document here)

1, 5, 7, 8, 9
1
5, 7, 29
5, 7
5
1, 2, 3, 8, 9, 12
5, 7, 8, 9, 12

High
Control
High Effort
Next >>>
Typical Prevention Corrective Action (CA)
1 Verbal instruction
2 Shadowing
Verbal
3 Audio recording
4 Mentoring / Coaching
5 Standard Operating Procedure
6 Standard Work
7 Checklist
8 Technical manuals
Written
9 Work Instructions
10 Announcement / Memo
11 Document Control
12 Playbook
13 Andon lights
14 Status indicators
15 Transparent containers & dispensers
16 Layout templates
17 Orientation
Visual
18 Illustrations
19 Color
20 Signage
21 Pictures/Placards
22 Observation
23 Early warning systems
24 Process Control
SPC &
25 Pre-Control
VOC
26 Customer Specifications
27 Kitting
28 Go / No-Go
29 Position Locators
Mistake
30 Lock-in's
Proofing
31 Lock out's
32 Shadow Boards
33 Takt Time

New
Design

Next >>>

34
35
36

Simplification
Additional features
White Sheet design

D8 Congratulate Team
Watch the Video
8D Instructions
Step 1: Team lead gathers team together
Step 2: Team lead and management summarize achievements
Step 3: Management congratulated team
Step 4: 8D report is signed

Describe Activities

Next >>>

e Team

8D Summary Report
D0 WHO IS EFFECTED BY THE PROBLEM?
Customer: 0
Address: 0
Date of Failure: 0
Time of Failure: 0
Part No.: 0
Product Name: 0
D1 TEAM MEMBERS
Champion:
0
Team Leader:
0
Process Owner:
0
Supplier:
0
Customer:
0
SME:
0
QA:
0
Other:
0
PICTURE OR SKETCH OF FAILURE

Tracking Number: 0
1st Person to report problem: 0
Product Manager: 0
Value Stream Manager: 0
Description of use: 0
8D Report Number:
D2 PROBLEM DESCRIPTION
0

D3 INTERIM CONTAINMENT ACTIONS

0

D4 ROOT CAUSE
LRC 1
LRC 2
LRC 3
D5 CORRECTIVE ACTION
CA 1
CA 2
CA 3
D6 CORRECTIVE ACTION IMPLEMENTATION & DATE
1.

Date

Yes

2.

Yes

3.

Yes

D7 ACTIONS TAKEN TO PREVENT RECURRENCE

0

D8 TEAM RECOGNITION
0

APPROVAL

Verified

Name

Signature

Date