problem solving 8d process

Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

• Improved team oriented problem solving skills rather than reliance on the individual
• Increased familiarity with a structure for problem solving
• Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
• Better understanding of how to use basic statistical tools required for problem solving
• Improved effectiveness and efficiency at problem solving
• A practical understanding of Root Cause Analysis (RCA)
• Problem solving effort may be adopted into the processes and methods of the organization
• Improved skills for implementing corrective action
• Better ability to identify necessary systemic changes and subsequent inputs for change
• More candid and open communication in problem solving discussion, increasing effectiveness
• An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

• Safety or Regulatory issues has been discovered
• Customer complaints are received
• Warranty Concerns have indicated greater-than-expected failure rates
• Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

• The Core Team Structure should involve three people on the respective subjects: product, process and data
• Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:

• The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
• The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

• Problem Statement
• Affinity Diagram (Deductive tool)
• Fishbone/Ishikawa Diagram (Deductive tool)
• Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

• Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

• Comparative Analysis listing differences and changes between “Is” and “Is Not”
• Development of Root Cause Theories based on remaining items
• Verification of the Root Cause through data collection
• Review Process Flow Diagram for location of the root cause
• Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

• Establish the Acceptance Criteria which include Mandatory Requirements and Wants
• Perform a Risk Assessment /  Failure Mode and Effects Analysis (FMEA) on the PCA choices
• Based on risk assessment, make a balanced choice for PCA
• Select control-point improvement for the Escape Point
• Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

• Develop Project Plan for Implementation
• Communicate the plan to all stakeholders
• Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

• Review Similar Products and Processes for problem prevention
• Develop / Update Procedures and Work Instructions for Systems Prevention
• Capture Standard Work / Practice and reuse
• Assure FMEA updates have been completed
• Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

• Archive the 8D Documents for future reference
• Document Lessons Learned on how to make problem solving better
• Before and After Comparison of issue
• Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

• Problem Symptom is quantified and converted to “Object and Defect”
• Problem Symptom is converted to Problem Statement using Repeated Whys
• Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
• Problem Statement is converted into Problem Description using Is / Is Not
• Problem Description reduces the number of items on the deductive tool (from step 3)
• Comparative Analysis between the Is and Is Not items (note changes and time)
• Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
• Compare theories with current data and develop experiments for Root Cause Verification
• Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

• Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
• Why? In every case “SUV’s Roll Over”
• Why? In every case, it was preceded by a “Blown Tire”
• Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
• Therefore, the Problem Statement is “Blown Tire”
• Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
• Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

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The 8D problem-solving process: A step-by-step guide

Browse topics.

The global 8D problem-solving process provides a structured, consistent decision-making framework that helps teams identify, correct, and prevent recurring problems. The process is a powerful and effective tool for addressing and resolving complex challenges.

This article defines the 8D process and discusses its use in various industries. It then describes the eight disciplines of the 8D process, summarizes some of its benefits, and offers strategies and best practices for success.  Finally, it explores how companies can effectively implement and manage the 8D process with Confluence to improve their problem-solving capabilities.

What is the 8D problem-solving process?

The 8D process is a decision-making process designed specifically to help teams identify, correct, and prevent recurring problems. It focuses on root cause analysis , resolution, and prevention of problems that can degrade quality, efficiency, and customer satisfaction. 

The Ford Motor Company developed the 8D process in the 1980s in response to a spate of quality issues with vehicle manufacturing. Despite its origin in the automotive industry, the 8D process is now widely used across various sectors, including healthcare, manufacturing, and technology. Alongside Six Sigma and total quality management, it is a proven and successful methodology for quality improvement.

The 8 disciplines explained

The 8D process focuses on eight elements called disciplines, each making a critical contribution to successful problem-solving.

D1: Establish the team

The first step toward success with the 8D process is selecting the right team. Remember that once your team uses collaboration and the 8D process to solve a problem, they must have the skills and leverage to implement the solution. Assemble a cross-functional team that can work with decision-makers across the company. Outline the roles and responsibilities of team members, keeping information updated and accessible.

D2: Describe the problem

Your team needs a clear, concise, focused description of the problem. Consider using the 5W2H method for a structured approach to developing and asking practical questions:

• W ho does this involve or affect?
• W hat is the specific issue to address?
• W hen did or will the problem arise?
• W here is the problem happening or affecting the company?
• W hy must the business address it?
• H ow did this happen, or how will the team resolve it?

How much will solving the problem cost in terms of money and other resources?

Another popular method for developing concise problem statements is the fishbone diagram . This is a visual tool teams use to help identify the cause of a problem. The diagram resembles the skeleton of a fish, with the head depicting the problem and each of the bones a potential cause. Causes typically fall into one of five categories:

• Manpower refers to people-related issues, such as experience or training.
• Machine issues relate to equipment or machinery.
• Method issues involve procedures and processes.
• Material issues affect components, raw materials, or supplies.

Measurement issues pertain to assessment, inspection, or measurement, including alignment with relevant objectives and key results ( OKRs ).

D3: Develop interim containment actions

Once your team defines the problem, they must implement effective temporary fixes to isolate and limit its effects rapidly and safely while developing a longer-term resolution. These temporary fixes are interim containment actions (ICAs). 

To create effective ICAs, identify the problem, assess the risks, and collaboratively consider containment options. These include isolation, mitigation, correction, and prevention. Consider the feasibility and likely effectiveness of each option, and then implement ICAs that are feasible and likely to succeed. Monitor performance and adjust if and as necessary.

D4: Determine root causes

This discipline of the 8D process is critical to preventing problems from recurring. Success here requires your team to differentiate root causes from symptoms, which can look enough like root causes to shift focus.

One of several popular root cause analysis techniques, known as the five whys, involves repeatedly asking, “Why?”. Doing so five times allows you to drill down to actual root causes. 

Another popular technique is fault tree analysis. This visual tool resembles the fishbone diagram but uses a tree metaphor instead. The tree's root depicts the problem, while its branches represent contributing causes.

D5: Develop permanent corrective actions

After identifying the root cause and pinpointing ICAs, shift your focus to permanent corrective actions (PCAs). Use your team’s efforts to craft ICAs and assess their effects to help create PCAs. Ensure careful, comprehensive validation and testing. Failure of a PCA can disrupt or even halt critical business operations. Avoid deploying PCAs until you complete rigorous testing to validate their functionality.

D6: Implement PCAs

Create an implementation plan after developing, testing, and ensuring the safety and effectiveness of a PCA. Include clear and frequent communication with stakeholders about anticipated and possible effects on their work. Monitor each PCA closely during real-time operation. Validate the performance of your PCAs with regular testing and after every significant incident.

D7: Prevent recurrence

Fully integrate PCAs into your company’s policies, procedures, and processes to provide maximum protection. Achieve this goal by communicating concisely and credibly with all stakeholders and involved decision-makers before, during, and after every significant step. Monitor and update all related procedures and training as changes in the environment or relevant conditions warrant. This ensures that corrective actions remain effective.

D8: Congratulate the team

Resolving problems and preventing their recurrence requires a significant, sustained effort from every team member. Support and encourage them throughout their efforts and celebrate when they succeed. Take advantage of all available tools and resources to capture, document, and provide access to knowledge gained and lessons learned. Include appropriate acknowledgments of achievements in any reports provided to your team, stakeholders, and involved decision-makers.

Strategies used in the 8D process

A key element of your success strategy with the 8D process is leveraging tools and techniques to ease and speed that success. Explore tools and techniques for data collection and analysis, collaboration, documentation, quality management, and other functions your colleagues already use. Incorporating these into your 8D process journey can reduce training time and effort and shorten time to success.

Leveraging incumbent tools, techniques, and expertise is one of several best practices for 8D process success. Others include building and empowering a cross-functional team, fostering and enabling clear, constant communication, and crafting clear problem statements. 

Focus on root-cause analysis and building, monitoring, and testing all corrective actions before, during, and after deployment. Regular standups or other meetings are also suggested, especially if your company encourages and captures sparring among your team members.

To further streamline your 8D process, use Confluence as a central hub for collaboration, documentation, and communication. Its seamless integration with other tools can enhance team productivity, ensure transparency, and keep everyone aligned throughout each process stage.

Benefits of the 8D problem-solving process

The 8D process offers multiple benefits to teams trying to resolve recurring problems. Focusing on root causes helps teams address underlying issues, not just their symptoms. Including preventive measures helps prevent problems from resurfacing. The focus on teamwork and collaboration maximizes all team members' collective experiences, perspectives, and skills.

The 8D process helps companies reduce production defects and errors, improve product and service quality, and increase customer satisfaction. It also helps make companies more efficient and agile by improving collaboration and problem-solving.

Leverage Confluence for effective 8D problem solving

The 8D problem-solving process can help make your business more efficient, agile, and resistant to disruptive recurring challenges. Your business likely already has multiple procedures, processes, techniques, and tools in place. Leverage these tools in support of your 8D problem-solving efforts.

Confluence can help your team and company streamline, document, institutionalize, and nurture your company’s 8D efforts. Confluence is a powerful, flexible, easily navigable platform that helps teams create, organize, and share knowledge. It supports multiple content types and access methods, facilitates comments and discussions, and offers templates for speedier and more consistent task execution. 

Confluence enhances collaboration, transparency, and efficiency as you pursue success. Quickly find all company documentation with the AI-powered search function, and when you’re ready, share your 8D process document with the necessary stakeholders.

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What is 8D? A Simple Way to Find and Fix Problems Quickly

The 8D ( Eight Disciplines ) problem-solving methodology is a systematic, team-based approach used to address and resolve complex problems in various industries.

The U.S. military originally developed 8D during World War II . Later, in the 1980s, Ford Motor Company popularized it, and it is now widely recognized in the automotive, manufacturing, and engineering sectors.

The approach focuses on identifying, analyzing, and correcting root causes of problems to prevent their recurrence. Its structured process emphasizes teamwork, data-driven decisions, and fact-based analysis, making it highly effective in ensuring product and process improvements.

Table of contents

What is a problem, when to use 8d problem solving, why the 8d methodology, comparison of 8d with other problem-solving methods, d1: establish the team, d2: define the problem, d3: implement interim containment actions, d4: identify the root cause, d5: develop permanent corrective actions, d6: implement permanent corrective actions, d7: prevent recurrence, d8: recognize the team, timeline of the 8d process, root cause analysis tools in 8d, 8d vs. six sigma, benefits of the 8d methodology, final words, related articles.

In the context of 8D, we define a problem as a deviation from a set target or goal. Specifically, this target could be pre-determined by customers, stakeholders, or agreed upon within the organization.

Problems may not always be evident at the start of a project; they can emerge at any point in the product development lifecycle. There are generally three types of deviations:

• Instantaneous Deviation: The problem appears suddenly without warning.
• Gradual Deviation: The issue emerges over time, often as performance slowly worsens.
• From the Beginning: The problem has been present since the start of a process or product lifecycle but may not have been immediately identified.

Typically, a problem arises when:

• The causes are unknown.
• There is a risk of negative consequences.
• The complexity of the issue requires the involvement of a team to resolve.

The 8D methodology is particularly beneficial when:

• The root cause of the issue is unclear.
• The problem has significant risks or consequences, such as safety concerns or product failure.
• A problem requires team collaboration to solve due to its complexity.

The primary strengths of 8D include:

• Its simplicity and effectiveness in eliminating root causes.
• Its ability to prevent the recurrence of problems.
• Its potential to optimize time by providing quick and efficient solutions for similar cases in the future.

What is 8D?

The 8D (Eight Disciplines) methodology is a problem-solving process designed to identify, correct, and eliminate recurring problems. It is a highly effective technique that focuses on uncovering the root cause of a problem and implementing permanent corrective actions.

The approach was first developed by the Ford Motor Company in the 1980s and is still widely used in various industries today. The “eight disciplines” refer to the eight key steps that guide teams through the process of solving complex problems in a structured way.

The primary goal of the 8D methodology is to eliminate problems in products or processes and to prevent their recurrence. Its systematic approach makes it a highly effective tool for enhancing efficiency in problem-solving. Key benefits of the 8D method include:

• Root Cause Identification: The methodology enables teams to accurately identify the underlying cause of a problem.
• Efficient Complaint Processing: Both internal and external complaints can be addressed in a timely and structured manner.
• Documentation and Reporting: The 8D process ensures that problem-solving steps are documented continuously and systematically.
• Stakeholder Involvement: The approach encourages involving relevant stakeholders, especially in cross-functional teams , to ensure comprehensive problem resolution.
• Knowledge Transfer: Lessons learned from the 8D process can be applied to future projects, helping prevent similar problems from arising again.

In addition to 8D, two other widely used problem-solving methodologies are PDCA and Six Sigma :

• PDCA (Plan-Do-Check-Act) : This approach involves continuous improvement cycles through planning, execution, verification, and corrective actions. PDCA is ideal for problems of low complexity and where multiple employees are involved in the problem-solving process.
• Six Sigma ( DMAIC ) : This data-driven method focuses on improving existing processes by defining, measuring, analyzing, improving, and controlling (DMAIC) process variables. It is a more rigorous and statistical approach than 8D and is commonly used for complex problems that require specialized knowledge and statistical tools.
• 8D : Unlike PDCA and Six Sigma, the 8D methodology is more focused on customer complaints or quality issues. It follows a structured, step-by-step approach to solve problems, with a specific emphasis on immediate containment actions to minimize customer impact and prevent further issues.

All three methods rely on problem-solving tools like 5 Whys , Fishbone Diagrams (Ishikawa), and brainstorming sessions. However, Six Sigma includes more advanced statistical tools like hypothesis testing , Design of Experiments (DOE) , and Analysis of Variance (ANOVA) , often requiring specialized software like Minitab.

The 8D methodology consists of eight steps, each representing a “discipline” that addresses specific aspects of the problem-solving process. These steps ensure that the problem is well understood, the root cause is identified, and corrective actions are implemented to prevent the issue from recurring.

The first discipline involves forming a cross-functional team with the right skills, knowledge, and authority to solve the problem.

A team leader is usually appointed to oversee the entire process. This team typically includes members from various departments such as quality control , engineering, production, and customer service. The key is to have a diverse group with the expertise necessary to analyze the problem from multiple angles.

This step requires the team to clearly describe the problem in detail, focusing on answering questions like “What is happening?” and “Where is it happening?”. A good problem statement is specific and quantifiable, outlining the issue in terms of who is affected, what is affected, when the issue occurs, and how often it happens.

At this stage, the team implements temporary measures to contain the problem and prevent it from causing further issues. Containment actions must be quick and effective to prevent the problem from spreading.

As a result, these actions ensure that the customer or downstream processes do not experience further impact. However, the team does not design these actions to provide a permanent solution to the problem.

In this step, the team must investigate and pinpoint the root cause of the problem. There are various tools that can help with root cause analysis, depending on the nature and complexity of the issue:

• 5 Whys : This is a simple but powerful technique where the team asks “Why?” five times (or more) to drill down into the root cause of a problem.
• Fishbone Diagram (Ishikawa) : This tool helps organize potential causes into categories like “People,” “Methods,” “Machines,” “Materials,” “Measurement,” and “Environment,” visually displaying how various factors contribute to the problem.
• Fault Tree Analysis (FTA) : This method involves breaking down the problem into multiple layers. Furthermore, it requires analyzing potential causes and working through each layer until the true root cause is identified.

Once the team identifies the root cause, they develop long-term corrective actions that permanently eliminate the problem. Additionally, they must test these actions to ensure they effectively address the root cause. Finally, the team verifies the results to confirm the effectiveness of the implemented solutions.

At this stage, it’s important to consider the most efficient and cost-effective solution that will prevent the problem from recurring.

After the team develops and verifies the corrective actions, they must implement them. Furthermore, the team should monitor the implementation to ensure that they carry out the actions correctly. Finally, this monitoring will confirm whether the actions effectively resolve the problem.

This step may involve process changes, retraining employees, or updating documentation to reflect the new practices.

In addition to solving the immediate problem, the team must take steps to ensure that similar issues do not occur in the future. This often involves revising company policies, updating procedures, or introducing new quality controls. The team should also document the lessons learned from the process, so that future teams can avoid making the same mistakes.

The final step is to celebrate the success of the team and recognize their efforts in solving the problem. This can be done through formal recognition programs, awards, or simply acknowledging their hard work in team meetings. Recognizing the team’s contribution boosts morale and encourages a proactive problem-solving culture within the organization.

The team designs the 8D process to be both thorough and timely. Typically, the process follows a structured timeline:

• Within 2 days, the team should complete D1 and D2 (team formation and problem definition), along with initial containment actions (D3).
• Within 7 days, the team should finish the root cause analysis (D4) and update the 8D report with findings.
• Within 14 days, the team should define corrective actions (D5) and outline implementation steps (D6).
• Within 60 days, the team should finalize the entire 8D report, including verification of corrective actions and preventive measures.

Root cause analysis serves as the heart of the 8D process, and teams can use various tools depending on the complexity and nature of the problem:

• 5 Whys : This tool proves most effective for simple, well-defined problems. By repeatedly asking “Why?” the team traces the problem back to its root cause.
• Fishbone Diagram (Ishikawa) : Teams use this tool for more complex problems with multiple potential causes. It organizes these causes into categories, allowing the team to systematically investigate each one.
• Fault Tree Analysis (FTA) : Teams employ FTA as a more advanced tool for multi-parameter problems with many potential causes. It breaks the problem down into layers, enabling the team to eliminate possible causes one by one.
• Statistical Tools : For highly complex problems, teams may require statistical methods like Design of Experiments ( DOE ) and hypothesis testing to identify the root cause. These tools typically support Six Sigma projects but can also integrate into the 8D process when needed.

While both 8D and Six Sigma aim to solve problems and improve processes, they differ in their focus and approach.

• 8D is primarily used for reactive problem-solving, especially when dealing with customer complaints or quality issues. It focuses on resolving specific incidents and ensuring that they do not recur.
• Six Sigma , on the other hand, is a proactive, data-driven methodology aimed at reducing process variation and improving overall quality. Six Sigma projects are more complex and typically involve statistical analysis to improve processes over the long term.

The 8D process also includes the unique step of interim containment actions, which is not part of Six Sigma or PDCA. This step ensures that the problem does not worsen while the team works on identifying and resolving the root cause.

The 8D methodology offers several key benefits to organizations:

• Structured Approach : The 8D process provides a clear, step-by-step method for solving problems, making it easy to follow and implement.
• Team-Based Problem Solving : The cross-functional nature of the 8D process ensures that teams consider different perspectives, leading to more comprehensive solutions.
• Focus on Root Cause : This methodology emphasizes identifying and addressing the root cause instead of simply treating symptoms.
• Prevention of Recurrence : By implementing corrective actions and improving processes, the 8D approach prevents problems from recurring.
• Immediate Containment : The interim containment actions minimize the impact of the problem while the team develops a permanent solution.

The 8D methodology is a powerful problem-solving tool that helps organizations address issues quickly and effectively. By focusing on the root cause and implementing long-term corrective actions, 8D ensures that problems are resolved and do not recur.

When used alongside other problem-solving methodologies like PDCA and Six Sigma, 8D provides a comprehensive approach to improving quality, reducing costs, and maintaining customer satisfaction.

With its structured process, team-based approach, and emphasis on long-term solutions, the 8D methodology is a valuable asset for any organization looking to improve its problem-solving capabilities.

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8D Problem Solving Process

Solving major problems in a disciplined way.

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(also known as global 8d problem solving).

When your company runs into a major problem, you need to address it quickly. However, you also need to deal with it thoroughly and ensure that it doesn't recur – and this can take a lot of effort and elapsed time.

The 8D Problem Solving Process helps you do both of these seemingly-contradictory things, in a professional and controlled way. In this article, we'll look at the 8D Problem Solving Process, and we'll discuss how you can use it to help your team solve major problems.

Origins of the Tool

The Ford Motor Company® developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0: Plan. The process is now Ford's global standard, and is called Global 8D.

Ford created the 8D Process to help teams deal with quality control and safety issues; develop customized, permanent solutions to problems; and prevent problems from recurring. Although the 8D Process was initially applied in the manufacturing, engineering, and aerospace industries, it's useful and relevant in any industry.

The eight disciplines are shown in figure 1, below:

Figure 1: The 8D Problem Solving Process

The 8D Process works best in teams tasked with solving a complex problem with identifiable symptoms. However, you can also use this process on an individual level, as well.

Applying the Tool

To use the 8D Process, address each of the disciplines listed below, in order. Take care not to skip steps, even when time is limited; the process is only effective when you follow every step.

Discipline 0: Plan

Before you begin to assemble a team to address the problem, you need to plan your approach. This means thinking about who will be on the team, what your time frame is, and what resources you'll need to address the problem at hand.

Discipline 1: Build the Team

You should aim to put together a team that has the skills needed to solve the problem, and that has the time and energy to commit to the problem solving process.

Keep in mind that a diverse team is more likely to find a creative solution than a team of people with the same outlook (although if outlooks are too diverse, people can spend so much time disagreeing that nothing gets done).

Create a team charter that outlines the team's goal and identifies each person's role. Then, do what you can to build trust and get everyone involved in the process that's about to happen.

If your team is made up of professionals who haven't worked together before, consider beginning with team-building activities to ensure that everyone is comfortable working with one another.

Discipline 2: Describe the Problem

Once your team has settled in, describe the problem in detail. Specify the who, what, when, where, why, how, and how many; and use techniques like CATWOE and the Problem-Definition Process to ensure that you're focusing on the right problem.

Start by doing a Risk Analysis – if the problem is causing serious risks, for example, to people's health or life, then you need to take appropriate action. (This may include stopping people using a product or process until the problem is resolved.)

If the problem is with a process, use a Flow Chart , Swim Lane Diagram , or Storyboard to map each step out; these tools will help your team members understand how the process works, and, later on, think about how they can best fix it.

Discovering the root cause of the problem comes later in the process, so don't spend time on this here. Right now, your goal is to look at what's going wrong and to make sure that your team understands the full extent of the problem.

Discipline 3: Implement a Temporary Fix

Once your team understands the problem, come up with a temporary fix. This is particularly important if the problem is affecting customers, reducing product quality, or slowing down work processes.

Harness the knowledge of everyone on the team. To ensure that each person's ideas are heard, consider using brainstorming techniques such as Round Robin Brainstorming or Crawford's Slip Writing Method , alongside more traditional team problem solving discussions.

Once the group has identified possible temporary fixes, address issues such as cost, implementation time, and relevancy. The short-term solution should be quick, easy to implement, and worth the effort.

Discipline 4: Identify and Eliminate the Root Cause

Once your temporary fix is in place, it's time to discover the root cause of the problem.

Conduct a Cause and Effect Analysis to identify the likely causes of the problem. This tool is useful because it helps you uncover many possible causes, and it can highlight other problems that you might not have been aware of. Next, apply Root Cause Analysis to find the root causes of the problems you've identified.

Once you identify the source of the problem, develop several permanent solutions to it.

If your team members are having trouble coming up with viable permanent solutions, use the Straw Man Concept to generate prototype solutions that you can then discuss, tear apart, and rebuild into stronger solutions.

Discipline 5: Verify the Solution

Once your team agrees on a permanent solution, make sure that you test it thoroughly before you fully implement it, in the next step.

• Conducting a Failure Mode and Effects Analysis (FMEA) to spot any potential problems.
• Using Impact Analysis to make sure that there will be no unexpected future consequences.
• Using Six Thinking Hats to examine the fix from several different emotional perspectives.

Last, conduct a Blind Spot Analysis to confirm that you and your team haven't overlooked a key factor, or made an incorrect assumption about this solution.

Discipline 6: Implement a Permanent Solution

Once your team reaches a consensus on the solution, roll your fix out. Monitor this new solution closely for an appropriate period of time to make sure that it's working correctly, and ensure that there are no unexpected side effects.

Discipline 7: Prevent the Problem From Recurring

When you're sure that the permanent solution has solved the problem, gather your team together again to identify how you'll prevent the problem from recurring in the future.

You might need to update your organization's standards, policies, procedures, or training manual to reflect the new fix. You'll likely also need to train others on the new process or standard. Finally, you'll need to consider whether to change your management practices or procedures to prevent a recurrence.

Discipline 8: Celebrate Team Success

The last step in the process is to celebrate and reward your team's success . Say "thank you" to everyone involved, and be specific about how each person's hard work has made a difference. If appropriate, plan a party or celebration to communicate your appreciation.

Before the team disbands, conduct a Post-Implementation Review to analyze whether your solution is working as you thought, and to improve the way that you solve problems in the future.

In the late 1980s, Ford Motor Company developed the 8D (8 Disciplines) Problem Solving Process to help manufacturing and engineering teams diagnose, treat, and eliminate quality problems. However, teams in any industry can use this problem solving process.

The eight disciplines are:

• Build the Team.
• Describe the Problem.
• Implement a Temporary Fix.
• Identify and Eliminate the Root Cause.
• Verify the Solution.
• Implement a Permanent Solution.
• Prevent the Problem From Recurring.
• Celebrate Team Success.

The 8D Problem Solving Process is best used with a team solving complex problems; however, individuals can also use it to solve problems on their own.

Ford is a registered trademark of the Ford Motor Company: https://www.ford.com/

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