8d: Problem Solving Worksheet

Tracking Number Customer Number Response Due Date 8-D is a calibre management tool and is a vehicle for a cross-functional team to articulate thoughts and provides scientific determination to expatiate of enigmas and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to pay back to the root of a occupation and ways to check that the solution actually works. Rather than healing the symptom, the infirmity is cured, thus, the same hassle is unlikely to recur. Step 0 1 1 gaining the Team Team Goals Establish a small group of people with the process/ product knowledge, allocated time, authority and skill in the infallible technical disciplines to solve the problem and implement corrective Team Objectives actions. Department Name Skills Responsibility 2A job D efinition Sketch / Photo of Problem Provides the starting point for solving the problem or nonconformity issue. Need to have correct problem description to identify causes.Need to use terms that are silent by all. Part Number(s) Customer(s) List all of the data and documents that might help you to define the problem more than exactly? exploit fancy to collect additional information Prepare Process Flow draw for problem use a separate sheet if needed 2B IS IS NOT Who Who is affected by the problem? Who is non affected by the problem? Who offset observed the problem? Who did not find the problem? To whom was the problem reported? What What type of problem is it? What does not have the problem? What has the problem (part id, lot s, etc)? What could be proceeding besides is not? What is happening with the process & with take aimment? What could be the problem but is not? Do we have physical evidence of the problem? Why Why is this a problem (degraded performance)? Why is it not a problem? Is the process stable? Where Where was the problem observed? Where could the problem be located but is not? Where does the problem occur? Where else could the problem be located but is not? When When was the problem first noticed? When could the problem have been noticed but was not? When has it been noticed since? How Much/Quantity of problem (ppm)? How many could have the problem but dont? Many How much is the problem cost in dollars, people, & time? How big could the problem be but is not? How OftenWhat is the propensity (continuous, random, cyclical)? What could the trend be but is not? Has the problem occurred previously? 2C Problem Description (based on the information gathered so far, provide a concise problem description) 3 Developing Interim C ontainment Actions Temporary actions to contain the problem and fix until permanent correction is in blank space document actions in Action full point tabularize 4A Identifying & Verifying Root Cause Analyze for Root Cause of the problem.Identify and verify the Escape address Brainstorm the possible causes of the problem 4A Cause and Effect Diagram circle the most likely contributors (a maximal of three) from each side. 4B 5 Why Analysis 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? 4C Action Plan Based on the teams discussions.Begin to complete the Root Cause Action Plan to verify and validate the root causes and test the escape point. Document this on the Action Item Table 5 Identify Permanent nonindulgent Actions solutions that address and correct the root cause. Solutions determined to be the dress hat of all the alternatives.Document and verify the Permanent Corrective Action (PCA) in the Action Item Table 6 Implementing & Validating the PCA Implement and validate to ensure that corrective action does what it is supposed to do. Detect any unsuitable side effects. Document this on the Action Item Table. Return to root cause analysis, if demand 7 Preventing Recurrence determine what improvements in systems and processes would prevent problem from recurring.Ensure that corrective action remains in place and successful 7A Address Similar Systems Process / Item Who liable When 7B Review the following documents / systems Document Who Responsible Completion Date Planned Actual Management System Manual Manufacturing Work I nstructions charge Work Instructions Process Flow Charts Process Control Plans Design FMEA Process FMEA Gages PPAP Engineering vary Approval 8 Congratulate Your Team Use all forms of employee recognition and document as necessary Celebrate successful conclusion of the problem solving effort Formally disengage the team and indemnification to normal duties Was this problem solving exercise effective? Has it been verified with a follow-up? Yes Signature / call / Date Findings No Action Item Table Actions Implement & Verify Actions Action Problem Containment / Corrective Action How Verified Action Who Responsible Planned Actual Status Problem People Materials mould Method Environment Measurement Measurement Environment Method Machine Materials People Why did it realise out? How is it made?