Unit #6. The 8D Solving Process Model

The  Reactive Problem Solving Process

What is it?

The Reactive Problem Solving Process Is a systematic process that describes, analyzes, and subsequently uncovers the root cause(s) of the problem. It is used to solve “past” actions that are now causing unwanted effects. Generally, it takes more time, energy, and resources to correct a problem than to prevent it. Problem Solving is a reactive process utilized

by an individual or team for describing a problem, finding its root cause(s), and implementing corrective action/solution.

When to use it?

• When there is a gap between the current state and the documented standard
• When the product does not meet the requirements of the print or the specifications
• When the process is out of control
• When the customers require evidence of problem resolution

Reactive Problem Solving or Proactive Continuous Improvement: Which One?

Using a systematic approach to solve problems can help groups and individuals avoid some of the common pitfalls of ineffective problem solving.

The benefits of this approach:

• Effectively analyzes all aspects of the problem before developing a conclusion
• Gathers all critical data, either about the problem or about proposed corrective actions/solutions
• Tackles problems that are within the control of group members
• Works on problems that are specific, manageable, and well defined
• Develops satisfactory rationale for a corrective action/solution
• Involves critical people – especially those outside the group – when looking for corrective actions/solutions
• Plans how to implement completely and evaluate the recommended corrective action/solution successfully

8D Step		Issues To Be Addressed		Expansion/Divergence
1. Define Concern, Organize and Plan	•	What is our problem topic or opportunity?	• •	What is wrong with what? Identify potential problem topics or
	•	What is our objective?		opportunities.
	•	Who do we need to work on the problem?	•	Develop list of potential problem solving team members.
	•	What is our project plan?
	•	What will our meeting and decision‑ making process be?
2. Describe the Opportunity/Problem	•	What do we want to change?	•	Lots of problem statements for consideration.
3. Contain the Problem	•	What interim containment actions may be implemented to isolate the customer from the problem?	•	Brainstormed list of potential interim actions for containment. Include other part numbers that
	•	Are we following the standards?		were produced using the process
	•	What is the implementation plan for containment?		and that may be defective. Include other processes that
	•	Were the interim action(s) successful?		could cause a similar defect in this product.
				Include all potential locations where the product is stored.
4. Identify and Verify	•	What’s preventing us from reaching	•	Lots of potential causes generated.
Root Causes		the “desired state”?	•	Lots of potential corrective
	•	How could we reach the “desired state”?		actions/solutions generated.
5. Develop Corrective	•	What’s the best corrective action/	•	Lots of criteria for evaluating potential
Action Plan		solution (or set of actions)?		corrective actions/solutions.
	•	What’s the best plan for implementation?	•	Lots of ideas on how to implement and evaluate the selected corrective action(s)/solution(s)
6. Implement and Verify Corrective Action	•	Will the corrective action(s)/solution(s) help us reach the “desired state”?
7. Prevent Recurrence	•	Are we following the plan?	•	Other applicable processes/tools.
8. Celebrate and Communicate Success	•	How do we recognize contributions?	•	Many recognition plans identified.
	•	Is this a new Best Practice that	•	Many plans for communication
		should be shared with others?		identified.
	•	Who should be informed of the outcome of the corrective action(s)/solution(s)?
	•	How do we communicate successes and future opportunities?