Contents

1 8D Training Material PDF/PPT Download [2025]
2 What is 8D? | 8D Disciplines – What are the 8D Steps?

8D Training Material PDF/PPT Download [2025]

Solving Problems Now Made Easy – An Approach in an Automobile Industry To Solve Problems Effectively

Introduction To 8D Disciplines | Introduction to 8D Problem Solving Pdf and Definition of 8D Disciplines:

The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology that is widely adopted in the manufacturing, process and other industries.

It was first developed and popularized by Ford Motor Company, the 8D methodology has proven to be highly effective in product and process improvement.

It was being used by engineers and professionals to solve problems. The same legacy is being continued till date and is proven as the most effective problem solving tool across the world.

The main purpose of 8D is to identify, correct and eliminate risks of recurring problems.

It involves its depth in more focus on product, process and system improvements thus by nullifying problems with root cause analysis and effective corrective action implementation.

Although it involves 8 steps (8D’s) it was later ambiguity by an addition of 2 steps, 0D called initial planning phase, 9D called horizontal deployment and 10D called effectiveness monitoring. It follows the logic of PDCA Cycle (Deming’s Cycle).

This 8D training material pdf is completely free and can be used by any organization, professionals, engineers, trainers or teachers all over the world for teaching its employees or students.

This is the most effective, and best 8d problem solving training material that you will ever find over the internet.

This training material is highly detailed and you can easily download the 8D training material pdf, or 8D training material download ppt.

Also Read: A3 Report Problem Solving Tool

8D Training Material For Free:

In this 8d training, or this 8D training presentation or 8D training material pdf is highly detailed and is backed by free downloadable training presentations in powerpoint (PPT) form or PDF form (8d problem solving pdf).

You can use this 8d presentation for presentation purposes at school, college, or in companies too. Request you to link back to this site as a credit to the author.

Note:

8D problem solving tool – Please read the full article to understand the principles of 8D Analysis pdf (8d analysis ppt/ 8d report pdf).

After reading the full Article, you are able to download the 8d problem solving pdf.

Checkout: 8D problem-solving training ppt | 8d problem solving process pdf

8D Training PPT Free Download

In order to download 8d pdf, please read the article thoroughly – 8d ppt free download / 8d problem solving ppt pdf:

If you are looking for 8d training material ppt free download, then you are in the right place. Not only that in this article we have clearly explained what is 8 d analysis and how to implement 8d.

We have thoroughly explained all the 8d steps which you can read. If you don’t have time to read, then you can download the 8d pdf version from this article only.

We have provided a download link at the bottom from where you can download the 8d training ppt.

Objectives of Web-based 8D Training:

Here are the 9 objectives of web-based 8D training material:

Background of History of 8D
Understand the Problem Solving Inhibitors and Definition of 8D (Eight-Disciplines)
Understanding Application, Differences between 8D & Continuous Improvements and Advantages of 8D
Understanding the Key Concepts and Principles of 8D Problem Solving
Understand the dynamics of Team-based Problem Solving
Understanding of Types and Tools of Root Cause Analysis
Understanding the Objective of each Step of the 8D Process
Understanding of Basics of PDCA Cycle
Define the Critical Success Factors for effective 8D Problem Solving

What Are the Problem Solving Inhibitors?

Here are 8 of the problem solving inhibitors you should be knowing:

1. Problem Described Incorrectly:

Problem description was not clear enough or thorough enough to focus the team on solving the correct issue

2. Problem-Solving Effort Rushed:

To move quickly, steps in the problem-solving process are skipped

3. Poor Team Participation:

Team members do not participate effectively, so team failed to consider all the causes (lack of cross-functional expertise)

4. No Logical Process:

A disciplined system to prioritize, analyze, and review data / information was not used

5. Lack of Technical Skills:

Statistical and problem-solving methods are not known by team members

6. Management Impatience:

Due to lack of knowledge of the problem-solving process, management demands to know exactly when a problem will be solved. This pressure causes the team to make an inadequate analysis

7. Misidentified Root Cause:

A potential cause is quickly identified as a root cause, concluding the problem investigation. However, the problem returns since the true root cause was not eliminated

8. Permanent Corrective Actions Not Implemented:

Although a root cause may be identified, action is taken to fully implement the permanent corrective actions. These actions often require management to approve costs and implement

Types of Problem Solving:

Here are main types of problem solving:

1. Reactive (8D, 10 Steps):

Activities undertaken to respond to a specific customer complaint (e.g.: product return) where a corrective action response is requested

2. Proactive (A3 Report):

Activities undertaken to address performance gaps identified by data analysis (e.g.: key metrics)

3. Day-To-Day (“Quick Kills”):

– PDCA: Although “Just Do It” activities (e.g.: equipment breakdown)

– No team required

What is Meant by 8D? | What is 8D?

It is short for “Eight Disciplines”, which are 8 distinct steps of a systematic process for solving problems.

0D: Plan – Preparing for the 8D process
1D: Initiate Project Team
2D: Define the Problem
3D: Implement Containment Actions
4D: Identify Root Causes
5D: Develop and Verify Solution
6D: Implement Corrective Actions and Validate Corrective Actions
7D: Prevent Problem Recurrence
8D: Congratulate Project Team and Effectiveness Monitoring

What is Meant by 8D? | What is 8D?

There are several problem-solving approaches available, such as Kepner-Tregoe, the Deming Cycle, A3, and PDCA, etc.

Ford Motor Company combined many of the successful elements from these into their Team Oriented Problem Solving (TOPS) Workshop, which this approach is based on.

Hint:

Corrective action reporting from many diverse customers requires applying the 8D approach.

8 Steps of 8D Problem Solving Methodology:

8 steps of decision making process with examples ppt:

Image: 8 Steps of Problem Solving Process

Applying 8D Methodology?

Here is the right approach to apply 8D methodology in your organization:

Predicated on Team Approach
Use for a Cause – Unknown Situation (all Significant Problems, Not just Customer Returns)
3. Fact-based, Data-Driven Decision Making. “If You Can’t Prove It, Don’t Say It !”
Eliminate the Problem, Not the Symptom
Requires Action Planning and Documentation for each Step of the Process
Focus On effectively using the Process, NOT on writing the report. Keep an Open Mind Facts / Data will guide us

8D vs Continuous Improvement:

Here is the quick view of the differences between 8D vs Continuous Improvement:

8D Process / 8D Approach	Continuous Improvement
Use an 8D Process where there is a Deviation between Actual Performance and Expected Performance 8D is a Reactive Process	Use a Continuous Improvement Process where the Actual Performance meets the Expected Performance, but a Higher Level of Performance is desired Continuous Improvement is a Proactive Process
Step 1: Form A Team	Use A Team Approach
Step 2: Describe the Problem	1. Initiate Project Improvement 2. Identify Customer Needs
Step 3: Implement Containment Actions	1. Initiate Project Improvement 2. Identify Customer Needs
Step 4: Identify Root Cause Actions	3. Understand Current Process 4. Characterize Process with Data
Step 5: Develop & Verify Solution	5. Design New Process 6. Pilot & Verify New Process
Step 6: Implement & Validate Corrective Actions	7. Standardize New System
Step 7: Prevent Problem Recurrence
Step 8: Congratulate the Team

Hint:

The use of six sigma methods involves continuous improvement, and innovation via specific tools used to: Define, Measure, Analyze, Improve, and Control (DMAIC, or a Deming’s Cycle).

Advantages of 8D Methodology:

Here are few of the advantages of 8D, and it also helps you understand why you should use 8D process in an organization:

Why use 8D?

Provides a Structure (Systematic, yet flexible, and Superior to usual)
Common Approach (Efficient departmental, Widespread, Effective management evaluation)
Team Work (More skills, and Creativity, Buy-in eases)
Fact Based (Good data, Eliminates personnel)
Quality Methods (Tied to Deming, Powerful, and commonly available statistical tool, 8D provides framework for application of methods)
Documentation (Standard format for reporting all actions, and later reference provides insights to the problem solutions)

Also Read: Benefits of using 8D in an Organization

What is 8D? | 8D Disciplines – What are the 8D Steps?

It is short for “Eight Disciplines,” which are 8 distinct steps of a systematic process for solving problems.

The 8D (Eight Disciplines) approach is a robust and systematic problem-solving process or methodology that is widely adopted in the manufacturing, process and other industries.

Let’s get started with the 8D Problem Solving Training.

Here are the 8 Disciplines of Problem Solving:

Step 1: Initiate the 8D Project Team
Step 2: Define the Problem
Step 3: Implement Containment Actions
Step 4: Identify Root Causes
Step 5: Develop and Verify Solution
Step 6: Implement Corrective Actions and Validate Corrective Actions
Step 7: Prevent Problem Recurrence
Step 8: Congratulate 8D Project Team and Effectiveness Monitoring

Step 1: Initiate the 8D Project Team

The first step of 8D process starts with establishing the 8D project team which will kickstart the activities of solving a problem systematically:

Objective:

Establish a team of people with product and process knowledge, skill in the various technical disciplines or subject matter expertise (SME’s), and allocate time and authority to implement the actions to solve a problem.

Supporting Concepts & Methods:

Employee involvement / Participative
Team Leadership Skills
Meeting Facilitation Skills

Team Composition:

Good team members are personnel’s who are:

Willing to Contribute
Capable of Diagnosing Problems
Trainable in the Use of Improvement Methods
Team Players, rather than Individual Participants

Team Size:

3 to 7 members is optimum. With fewer than 3 members, creativity and skills are limited and with more than 7 the team is too large for effective team dynamics.

Hint:

Experts with specific skills can be rotated in and out of the team as their skills are needed.

Team Formation:

The 8D Project Team, also called as Multi-Disciplinary Team should comprise of team members from the following departments:

Quality Assurance Team
Product, Design, or Engineering Team
Manufacturing, or Production Team
Stores, or Material Control Team
Tool Manufacturing, or Tool Maintenance Team
Machine Maintenance Team
Purchasing Team
Assembly Team
Supplier
External Customer
Accounting (as, and when required)
Human Resources (as, and when required)
Management (as, and when required)

Key Points to be Noted:

Identify the expected time commitment from team members and ensure availability
Management support needed
Goals must be clearly specified, quantifiable, and supported by all

Why is a Team Approach Important in the 8D Process?

Doing business today is tougher than ever, especially when you don’t have any business idea with you:

More demands
Complex problems
Need to avoid wasted money, time and effort

Hint:

A team of individuals can combine their skills / knowledge to solve these problems that are beyond the capability of any one person to solve alone.

Advantages of Having a Good 8D Project Team:

Here are some of the advantages of having an experienced team:

1. Skills:

More Talent
More Experience
More Knowledge
More Technical Competence

2. Communication:

Cross Departmental Lines
Increased Productivity (More Theories & Ideas)
Increased Dignity & Morale

3. Participation:

Consensus Decision-Making
Buy-in To Changes
Job Enrichment

4. Effectiveness:

Better Solutions
Solutions More Likely To Be Accepted
Responsibility To Complete Slated Mission

Pitfalls To Avoid:

Here are some of the pitfalls to avoid during the first step of 8D implementation:

No leader empowered to implement ideas
No champion assigned or available to assist the team in time of need
Personality conflicts, domination by one member, or negative attitudes (why am I here?)
Excessive management expectations, not enough time
Insufficient problem-solving skills by members
Undefined progress – No sense of urgency, No goals
Lack of data / facts, not shared by all

Hint:

If you don’t know where you’re going, any road will get you there.
If there’s a doubt, then there is no doubt…Get the FACTS!!”

Step 2: Define the Problem

The second step of 8D process is to define the problem statement clearly, in detail, in an understanding manner with all the relevant details:

Objective:

To define the extent of the problem and its effects in quantifiable terms, resulting in a narrower focus for containment and root cause-finding efforts.

Supporting Concepts & Methods:

5W2H
Pareto Diagrams
Control Charts
Is / Is Not Analysis
Check Sheets

Define The Problem:

The following key points to be kept in mind when you are defining the problem:

Rarely will a problem description be complete/final at the beginning of the 8D process
Problem cannot be completely described until it is well understood
Problem description should be revised and updated to incorporate new facts / data
Quantify the gap between what “is” and what “should be”

Hint: “A problem well stated is a problem half-solved”.

Supporting Tools:

Here are some of the supporting tools that can be used during the second step of 8D process:

Willing to Contribute
Capable of Diagnosing Problems
Trainable in the Use of Improvement Methods
Team Players, rather than Individual Participants

1. Customer Complaints

2. 5W2H

3. Data Collection:

Flow Diagram
Collect Data (Attribute & Variable)
Stratify (Checksheets & Pareto’s)
Statistical Data (SPC & Cpk, etc.)

4. Comparative Analysis:

Is / Is Not
Table of Facts

5. Formulate Problem Statement:

Include Benchmark
Incorporate All Important Facts
Concise & Precise

Now let us understand each of the supporting tools in detail:

1. Customer Complaints:

Describe the symptoms experienced by the customer (i.e., user) in their terms
Ensure the complaint is clearly and fully understood

Here are the key details that must be clearly understood when you are registering a customer complaint:

Direct customer contact (ask clarifying questions)
Customer representatives may be on the team
Understand the problem from the customer’s viewpoint

2. 5W2H:

Characterize the problem for further analysis through 5W2H:

– Who?

Identify Who is associated with the problem:

Which customer(s) are complaining?
Which internal group(s) are complaining?

– What?

Describe the problem adequately:

What is the defect and gap from “Target”?
What part or object is involved?
Does the severity of the problem vary?

– Where?

If the defect occurs on a part,

Where is the defect located?
Use a location check sheet / OPL
Where was the defect found (geographically)?
What is the geographic distribution of complaints?

– When?

Identify the time when the problem started and past history (trends):

Do all production shifts experience the same frequencies?
What time of the year does the problem occur?
When did the non-conformance occur?
What was the operating time?
What shift?
What season?

– Why?

Define why this is a problem for the customer or organization. Translates “How Big” (see next slide) into total business impact.

– How?

Answer the following:

In what mode of operation was the problem discovered?
What procedures were being used?
What environmental conditions were present?

– How Big?

Quantify the extent and severity of the problem (Quantity, Percent, Cost, DPPM, etc.)

3. Is / Is Not Tool:

Search:

Search for a comparative basis (act like a detective, include similar parts / situations).

Put boundaries around the problem to narrow the search for a root cause. Ask numerous questions and gather as much data as possible to establish the “Facts” of the problem.

Who is experiencing the problem?
Where was the discrepancy observed?
Where on the part is the defect?
When was the issue observed?
How many bad parts are in the system?
Who could be experiencing the problem but is not?
Where could the issue have been observed but was not?
Where on the part could the defect be but is not?
When could the issue have been observed but was not?
How many bad parts could be in the system but are not?

Know The Facts:

Make a table of the facts discovered in the search.

Is / Is Not Checklist Example:

Here is an example of Is, and Is Not Checklist which will help you identify the problem clearly:

Sl No.	Is	Is Not
1	What is the object with the defect?	What could be, but Is Not, the object with the defect?
2	What is the defect?	What could be, but Is Not, the defect?
3	Where is the object with the defect observed?	Where could the object with the defect be observed, but Is Not?
4	Where is the defect on the object?	Where could the defect be on the object, but Is Not?
5	When was the object with the defect first observed?	When would the object with the defect first have been observed, but was Not?
6	When has the object with the defect been observed since then?	When would the object with the defect have been observed since then, but was Not?
7	When is the defect first observed in the cycle of the object?	When could the defect first be observed in the cycle of the object, but Is Not?
8	How many units of the object have the defect?	How many units of the object could have the defect, but do Not?
9	How much of each unit is affected?	How much of each unit could be affected, but Is Not?
10	How many defects are on each unit?	How many defects could be on each unit, but are Not?
11	What is the trend?	What could be, but Is Not, the trend?

Identify Differences:

Ask questions to understand what is the difference between the “Is” and “Is Not” conditions:

Helps to focus the thoughts towards the specific problem area
Avoids trying to “boil the ocean” by making problem scope more manageable
Important, but often overlooked step in process

Ask, “What Changed?”

Problems appear because something has changed. The search for the root cause is a search for changes.

Ask, “What Changes have occurred?”

What changes have occurred in the plant?
What new suppliers are being used?
Have any new operators been hired?
Has new material been used? A new batch?
Is the process capability the same as usual?
Was the weather or environment or surroundings unusual when the problem occurred?

Hint: No Changes, No Problems.

4. Develop Problem Statement:

The problem statement is the expression of the difference between what should have happened and what actually happened.

Includes the baseline or benchmark for good performance
Contains reference to one problem only
Each problem is unique and need to be clearly understood in order to be solved
Should include information from all of the 5W2H sections

Common Pitfalls:

Here are some of the common pitfalls to avoid when writing problem statements:

Problem statement is too general (lacks detail and specifics). A general problem is difficult to solve correctly
Problem statement describes a root cause instead of problem effects
Don’t get into a root cause debate at Step 2
Step 4 is for determining the root cause
Step 2 is for clearly describing the problem to be solved and quantifying the effects on downstream users or customers
Embedding a solution in the problem statement. When we embed a solution into the problem statement
Steps 5 and 6 are for solutions (corrective actions)
Don’t get locked into a decision before all facts are known

Hint:

Problem Statement with Embedded Solution: Revise order processing procedures to remedy recent delays in processing customer orders
Revised Problem Statement: Frequent delays and errors in processing orders for all customers during the last 2 months
How could this statement be improved further?

Step 3: Implement Containment Actions

The third step of 8D process is to identify, and implement the containment actions:

Objective:

To define, implement and verify the effectiveness of Temporary Actions to isolate customers from the effects of the problem.

Supporting Concepts & Methods:

Manufacturing Records
Histograms
Control Charts

Implement Containment Actions – Containment Actions Are:

Intended to protect a customer from effects of a problem
A temporary fix to buy time for root cause analysis and C/A implementation (“stop the bleeding”)
Not cost effective (use good business sense and judgement when choosing)
Quick fixes designed only to address the effect of a problem (usually detection-based)
Must remain in-place until permanent C/A implemented
Must include a review of product at all phases (see details below)

Hint:

Step applies to all quality issues, not just product returns.

Material / Product Locations (Containment):

Raw Material
Semi-finished Goods (WIP)
Finished Goods
At Customer
At Supplier
In Transit (from Supplier or to Customer)
Shipping and / or Receiving Dock
In Transit (from Supplier or to Customer)
Materials on Order (Future Shipments from Supplier)

Hint:

Danger – Do not consider containment action a permanent solution to a problem.

Common Containment Actions:

100% inspection to sort out defects
Stop production from a known source of the problem
Purchase parts rather than make in-house
Single source to one rather than multiple suppliers
Use back-up tooling (fewer cavities/nests)
Others?

Containment Actions Follow-up:

After implementing containment actions, verify their effectiveness by measuring effects in quantifiable terms:

The effectiveness of the containment action must be monitored to ensure proper protection of the customer is maintained
The benefit of a containment action must last until the root cause is identified and permanent corrective action is implemented
Decision making tools are used in this step to ensure proper thought is given when choosing the actions
Risk assessment is an important step during the decision-making process

Interim Containment Actions Process:

Buy Time:

Interim containment is a legitimate method to buy time.

Containment actions compared to the band approach:

Interim Containment	Characteristics	Band Aid Approach
X	Attack Symptoms	X
X	Added Costs	X
X	Monitored During Use
X	Documented
X	Effectiveness Verified
X	Replaced By Effective CAR

Hint:

Interim containment liabilities:

May be forgotten and remain in effect
Costly due to sort / re-work
Not necessarily 100% effective
Risks must be assessed (customer, plant, etc.)

Step 4: Identify Root Causes

The fourth step of 8D process is to identify the root causes for the identified problem:

Objective:

To identify and test potential causes using the problem description and test data to isolate and verify the root cause.

Supporting Concepts & Methods:

Brainstorming
C/E Diagrams
3L5W (3-Leg 5 Why)
Histograms
Control Charts
Capability Studies
Gauge R&R
Scatter Diagrams
Design of Experiments
FMEA

Types of Root Cause:

There are 2 types of root cause:

1. “Occurrence Root Cause”:

A breakdown in prevention activities (e.g.: training, drawings and fixtures, etc.)
The specific local cause that resulted in the specific problem reported

2. “Escape Root Cause”:

A breakdown in an inspection / detection operation
Explains why the defect / problem was allowed to “Escape” to a downstream operation (e.g.: Next manufacturing step or customer)

Both Types of Root Causes must be addressed:

Only addressing “Occurrence” allows similar causes to continue to escape to the customer (appears to be a repeat occurrence)
Only addressing “Escape” leaves unnecessary wastes (e.g.: scrap / re-work) in the system

The Fact Funnel:

Image: The Fact Funnel Diagram for Root Cause Analysis

Brainstorm Potential Causes:

A good way to produce a maximum number of ideas is to conduct a brainstorming session:

Cause-and-Effect Diagram (C/E Diagram) is an excellent tool to assist in brainstorming for causes
All possible causes of the problem should be identified
The more detailed the C/E Diagram, the greater chance the root cause will be included

Hint:

All likely, potential, and even improbable causes discussed in the meeting should appear on the Fishbone (Cause and Effect) Diagram.

Cause And Effect Diagram:

Possible Causes For Non-Conformance

Possible Causes For Non-Detection

Ask 5 Whys?:

Review symptoms – or effect – of the problem. To drive your team’s understanding from the effect to the causes, Ask, “Why?” Five times. Ensure that at-least a minimum of 3 Why’s are Asked without fail.

Example:

Problem: Machine stoppage

Typical One Why Exchange: “Why did the machine stop?”

Root Cause: “Fuse blew due to an overload”

Corrective Action: Replace the fuse: End of problem?

5 Why Exchange (Example of Why-Why Analysis):

Problem: Machine stoppage

Example of Why-Why Analysis:

Here is the example of 5 why analysis, along with root cause, and corrective actions:

Why-1: Fuse blew (overload)
Why-2: Lubrication inadequate
Why-3: Pump not working
Why-4: Axle damage
Why-5: Impurity in pump

Corrective Action: Install a filter on the lubricator pump

Hint:

Ask “Why?” until the answer is not known or can’t be controlled, then proceed with the investigation.

This tool allows the user to reduce the likelihood of solving effects, rather than the base problem itself.

Is this a good permanent solution to the problem?
Could we have asked “Why?” Once more?
Does a filter on the lubrication pump act as a permanent solution?

Hint:

What must you do with a filter? (clean / replace)
How did the impurity get into the fluid or pump?

Step 5: Develop and Verify Solution, or Corrective Actions

The fifth step of 8D process is to develop, and verify the solution, or corrective actions:

Objective:

To select from alternative solutions to the problem and verify that the problem causes are eliminated, without introducing new problems.

Supporting Concepts & Methods:

Brainstorming
Risk Assessment
Capability Studies
Decision Matrix
Gauge R&R
Control Charts

Choose Verify Corrective Actions:

Corrective action decision criteria are established through the decision-making process
Objectively evaluate each possible action against a predetermined decision criterion
Prove that the corrective action (or combination of actions) will eliminate the problem
Conduct verification tests
Remove containment temporarily
Only normal production influences should be present
Establish indicators to ensure the defect is eliminated with high confidence

Verify The Solution:

It is critical to verify that the solution will eliminate the problem.

Review should happen before implementation of the corrective action.

Prove that the Fix will work as Planned
No unintended Negative Consequences

Verification Approaches:

Design Verification Testing
Production Validation Testing
Bench / Lab Testing
Simulation

Decision Making Results:

1. Describe the end results:

What is the overall objective that must be achieved?

2. List the decision criteria:

Differentiate between “Needs” and “Wants”
Pros and Cons must be measurable and realistic
Make sure you cover all the bases and your criteria represent all areas (Time, Money, Law, People, Production, etc.)

3. Identify the potential solutions:

Identify all the choices you have that may work
Make certain all Ideas are included
Balance reactive (inspection-based) and preventive (error-proofing) activities

4. Evaluate the potential solutions:

Rank options against identified criteria
Identify any potential risks of each solution
Assess the probability of the risk occurring and the seriousness to your decision if it did occur

5. Choose a solution or set of solutions:

Use results of assessment (prior step)
See next slide for decision making worksheet

A robust Solution must consider:

Cost
Timing
Effectiveness
Implementation Issues
Potential Side Effects

Hint:

Select the option which provides the results you want to create and has acceptable risk connected with it.

Step 6: Implement Corrective Actions and Validate Corrective Actions

The sixth step of 8D process is to implement the corrective actions, and then validate all the corrective actions based on the root cause identified:

Objective:

Develop implementation action plan:

Define actions, responsibilities, timing, and required support
Define prevention and protection actions. Involves both action planning and immediate validation of actions

Supporting Concepts & Methods:

PDCA Process
Process Flow Charts
Control Charts
Standard Work
Capability Studies
Control Plans
FMEAs
Error Proofing

PDCA Cycle:

PDCA cycle, also called by the name Deming’s cycle, stands for Plan, Do, Check and Act.

Plan – PDCA Cycle:

Develop plan for implementing specific actions:

What documentation needs to be updated? (Work instructions, drawings, control plans, FMEAs, computer programs, and etc.)
What people need to be retrained? (Operators, inspectors, engineers, other support personnel, and etc.)
What organizations need to be notified? (Internal departments, suppliers, customers, and etc.)
What new problems are presented by changes and how will they be addressed? (FMEA, risk assessment, and etc.)
Who owns each task and what is the targeted implementation date?
How will progress be tracked?
Develop contingency plans if problems are encountered
When will containment actions be removed?

Do – PDCA Cycle:

Execute the plan:

1. Use existing control processes:

Document control
Engineering change (ECO / ECR)
Customer notification or process change (PCN)
Supply chain processes
Training processes

2. Identify the effective date of changes:

Operators, inspectors, engineers, other support personnel, and etc.

Program Management Tools:

Gantt Charts (High Level)
Task Lists (Detail Level)
Report Outs

Hint:

Even a great plan can fail, if not executed properly.

Check – PDCA Cycle:

Review process to ensure things are working according to plan:

Track progress and determine resources needed to meet commitment dates
Review performance results to ensure improvements are being realized
Review costs to ensure financial impacts are in-line with expectations
Ensure that no unintended consequences are happening (Quality, Efficiency, Safety, and etc.)

Act – PDCA Cycle:

Make necessary adjustments as needed:

Reapply containment actions if problems still present and revise corrective actions (back to problem solving and “Plan” phase)
Deploy resources in different way to get execution back on track
Move on to next opportunity if everything is complete and achieving desired results

Remember:

Corrective actions remove the root cause of the problem, not just the effect. Corrective actions are Permanent. The problem should not be able to return.

Step 7: Prevent Problem Recurrence

The seventh step of 8D process is to prevent reoccurrence of a problem:

Objective:

To modify the methods, equipment, materials, process procedures and management systems and practices to prevent related problems from occurring (same or similar issues).

Supporting Concepts & Methods:

Process Flow Charts
Standard Work
Error Proofing
FMEA
Control Plans

Types of Preventive Actions:

1. Sustain the gains for current improvements:

Update procedures / documentation, training, fixtures, error-proofing, and etc.

2. Similar problems within the same work area:

Apply improvements to prevent similar problems from occurring
Use FMEA to help identify opportunities (e.g.: Multiple causes for a single failure mode / symptom)

3. Same or similar problem in another part of the organization:

Apply improvements to prevent future problems
Learn from prior mistakes / problems
Share the learning

Lack of Prevention Leads To A Cycle of Waste:

Step 8: Congratulate 8D Project Team and Effectiveness Monitoring

The eighth step of 8D process is to congratulate the 8D project team, and start monitoring the 8D effectiveness:

Objective:

To recognize all the team members for their individual and collective efforts and develop a climate for on-going improvements.

Supporting Concepts & Methods:

Employee involvement / participative management
Interpersonal communication skills

Recognize The Team:

If recognition is not given, team members are less willing to participate and are likely to become Discouraged. Recognition and feedback is the most effective method available to shape behavior.

Hint: “You Get What You Expect”

Be specific on facts of each individual’s input
Sincerity in both public and private, recognition is required to make it acceptable to the recipient

Hint:

If You Don’t Believe It, The Team Member Won’t Either.

Congratulate The Team:

Recognize the team’s collective efforts (both past and present) in solving the problem and show appreciation for individual contributions.

Team members are in the best position to begin this process:

People respond favorably to sincere, thoughtful recognition
Recognition makes people “Feel Good” about themselves, their achievements, and the organization that took the time to acknowledge them
Recognition provides very positive reasons for team members to participate in future efforts

Forms of Recognition:

1. Top Management Letter:

Deliver at home (Family)
Post on Bulletin Board (Co-Workers)
Place in Personnel File (Management)

2. Performance Review:

Include as Major Contribution

3. Plaque:

For Outstanding Contribution
Personal, and Specific to Problem Solved

Hint:

Recognition needs can differ greatly from person to person.

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8D Training Material PDF [2025] [PDF/PPT] | 8 Disciplines Problem Solving

8D Training Material PDF/PPT Download [2025]

Introduction To 8D Disciplines | Introduction to 8D Problem Solving Pdf and Definition of 8D Disciplines:

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Objectives of Web-based 8D Training:

What Are the Problem Solving Inhibitors?

Types of Problem Solving:

What is Meant by 8D? | What is 8D?

What is Meant by 8D? | What is 8D?

8 Steps of 8D Problem Solving Methodology:

Applying 8D Methodology?

8D vs Continuous Improvement:

Advantages of 8D Methodology:

What is 8D? | 8D Disciplines – What are the 8D Steps?

Step 1: Initiate the 8D Project Team

Step 2: Define the Problem

Step 3: Implement Containment Actions

Step 4: Identify Root Causes

Step 5: Develop and Verify Solution, or Corrective Actions

Step 6: Implement Corrective Actions and Validate Corrective Actions

Step 7: Prevent Problem Recurrence

Step 8: Congratulate 8D Project Team and Effectiveness Monitoring

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8D Problem Solving Example | 8D Examples

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