THE FORD D-8

Team Oriented Problem Solving

TOPS

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0-D D-8 Scope

• Determines whether or not the internal or external

customer needs to be protected from any adverse
effects.
• Explains how to use the Global 8D application
criteria to determine whether or not to use the
Global 8D process to solve the problem.
• Details the assessing questions to use as a
formative process check and a confirmation of
readiness to continue to the next step.

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1-D Form team

• Perhaps, the focus on teamwork is the core of 8-

D's resounding success.
• Step one is to form a problem-solving team (from 4
to 10 members) and select a leader, champion
and recorder.
• Although a greater diversity of backgrounds leads
to more possibilities for solutions, members
should have process/product knowledge, time
available, sufficient authority and skills in
required technical disciplines.

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2-D Describe problem

• The next step is to identify the root cause of a

problem and understand why it came about.
• An in-depth analysis should be used to assure
that symptoms are not confused with the problem.
• It is best to define the problem in quantitative
terms (who, what, when, where, why, how, how
many) and use terminology standard to all team
members.

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3-D Contain symptoms

• It is now time to take stop-gap measures to

prevent the problem from growing and to isolate
customers from its effects.
• Despite the cost of some "band-aid"-type
measures (i.e., inspection before shipment, etc.),
the customer must be protected until permanent
corrective actions can be implemented and
verified.
• The effectiveness of the containment actions must
be verified.

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4-D Define/verify root causes

• This step emphasizes the "why" behind the

problem.
• Team members investigate all identified potential
causes using process flow and stratification
cause-and-effect (C&E) diagrams.
• If this is a new problem, a time line analysis,
which examines detailed events occurring over a
specified period, may provide clues as to timing of
events.
• Members must determine which potential causes
are most significant.
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5-D Define Corrective Actions (1 of 2)

• This is the most critical step.

• Several alternate solutions should be evaluated;
however, temporary fixes must be avoided.
• The team should note that the solution must be
incorporated into production of future products.
• Various approaches are available for short-term
and long-term verification.

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5-D Define Corrective Actions (2 of 2)

• From an engineering standpoint, design

verification and production validation testing
provide a wealth of information.
• Additionally, bench lab tests and statistical
process control charts can verify that the problem
has been resolved.
• Any method selected must emphasize who
(individuals responsible), what (action to be
taken), and when (deadlines).

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6-D Implement corrective actions

• Corrective Actions MUST be permanent.

• The team now establishes an action plan, again
specifying the who, what, and when.
• Data are gathered to verify that actions are
working.
• Changes coming as a result of corrected actions
must be noted.
• Perhaps training, re-engineering, re-designing,
selecting new suppliers, etc., are needed.
Contingency plans must also be developed.

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7-D Prevent recurrence

• Develop C&E diagrams to analyze which segment

of the process caused the problem to occur.
• Often, a change in a management system or style
must be implemented, as the current system may
lead to yet another failure.
• Additional training of personnel also may be
required.
• This may be the time to establish another team
focusing on management systems.

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8-D Congratulate the team

• Recognize team members collectively and

individually.
• Some ideas include:
– preparation of a case study,
– publication of a paper,
– development of a videotape detailing the problem and
its solution,
– a lunch, award, or gift.

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