8D REPORT

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What is it: 8D Report is a structured step-by-step problem solving methodology for product and process improvement. The 8D Report involves identifying the root cause of a problem using data collection and data analysis, taking actions to resolve the problem, and preventing similar problems from occurring in the future. The 8D Report is structured into eight specific steps which require team synergy. Hence, the philosophy behind 8D is that the team as a whole is better and smarter than the quality sum of an individual.

Why use it: The primary difference between the 8D Report and other problem-solving approaches is the emphasis on involving the collective skills and knowledge of the TEAM versus doing it all yourself.

When to use it: The 8D Report is a problem solving tool for product and process problematic non-conformance's and improvement activities, ideally used for complex or urgent issues which an individual is unable to solve with a quick fix.

How to use it: The 8D Report consists of the 8 following steps below, please refer to the instruction presentation in the 8D Report template package for a more detailed explanation:

1D ESTABLISHING THE TEAM

First step is establish the team consists of few persons, that will be responsibility for realised particular step of 8D. Quantity of team and their making-up depends of complexion of the problem and taken decision.

The team should fulfil the following steps:

1. Have a good knowledge of the product and processes.

2. Multidisciplinary – that’s mean person with different department: Engineers (designers ), Technologists (production), Rework operator, , production staffs, Quality Engineers, Buyers, Others

3. Have adequate capability to introduce proper solution of the problem.

4. The team should have a Leader, who supervises and closes 8D.

2D Problem description

This is the stage where you need to most accurately describe the problem. Properly problem description is the starting point to further step of analysis and proper understanding of the nature of the problem for the Team as well as people from outside.

It’s recommend that description of the problem include:

1. Properly described the problem. Not restricted to laconic statements.

2. Place problem detected.

3. Scale of problem, eg. % of reject or qty of pcs / range deviations beyond the tolerance etc.

4. It’s very important that problem was „measurable” that is how many % or ppm or in another unit of measure.

5. Later this allows to properly assess whether corrective actions are implemented efficiently or not.

3D Containment action

This is the stage where are taken right containment action to prevent escalation of the problem (further making defects) or at the worst delivering not conforming products to the customer.

Example of action:

1. Stoppage of production / shipment

2. Additional visual control

3. Informing the Customer about the problem (for verification of the goods at the Custom.)

4. Segregation goods on OK / NOK

5. Informing operators about the problem

6. Check if similar products or processes, there is a similar risk (if yes – should be implemented the containment action)

4D Root Cause

To really eliminate the problem should be identify the real cause of the problem “root cause”. This is not a simple issue. This is why it is important the Team’s work to look at the problem with few sites. Often the real causes of many problems are deep in the management of the company.

The production process often throws up the cause of the problem on “operator error”. It is a mistake. The reasons are much deeper:

1. Lake of properly tools.

2. Lake of training or training aren’t efficient.

3. Overtime work in hurry (effect of wrong decisions of the management).

4. The production process is not suitable for quality requirements.

5. The others.

4D Root Cause

Define the cause of the problem using 5-WHY methodology (WHY 5 times)

Cause: A lot of short circuit on connector’s legs on PCB (after wave soldering

1-WHY: Why problem occurred? To less flux putting on pbca surface (that was the root cause of short circuits).

2-WHY: Why problem occurred? Wave soldering machine adjustment (flux amount) incorrect set up

3-WHY: Why problem occurred? Operator / Technologist didn’t know how process improvement.

4-WHY: Why problem occurred? Operator / Technologist training is incorrect (no efficiently). .

5-WHY: Why problem occurred?  No standard training material and no trainer to assure high level of Operators / Technologists knowledge.

If we identify the cause of the problem correctly then “eliminate” the root cause allows to really solve the problem and often many others

5D Corrective action

The Team determines which actions should be introduced in the short period of time to ensure that the process / product is controlled.

Examples:

1. Introducing additional control in process

2. Introducing additional other process (eg. Component reworked, test corrected)

3. Rework defective units found inside

4. Rework units returned from Customer

5. Inform the Supplier about defective part delivered and their Exchange, etc.

6D Validate corrective action

Please verify that the corrective actions taken are efficiently. It should be based on “ real data” from the process. Action should not be estimated on the basis of only the same opinion of the persons interested

Examples:

1. Less reject % (ppm) in process.

2. Test / control results shows improvement.

3. Engineering’s measurements (dimension, units appearance ) are correct (according to tolerance, specification).

4. Other proofs shows on Introducing corrective action.

5. Supplier delivers goods of better quality.

7D Prevent recurrence

Next step is is to determine what action should be taken to prevent recurrence of the problem. Here we define the action system to replace the actions defined in 5D.

Examples:

1. Modified or make proper jig (tooling).

2. Changing the process parameters in order to prevent defects.

3. Changing process / tools by Supplier which make parts.

4. Changing procedures (organisation change).

5. Changing documentation / specification (if was incorrect).

6. Preparing systematic and full training for staff.

8D Verify and congratulate Team

The last step is verified that the introduced actions in 7D are effective. It is

recommended that verification be made by comparing the scale of the problem (as described in 2D) with results from next deliveries of material or results from rejecting of next batches.

The verification must be based on that measurable data.   Leader of the Team is made verification During the verification it is worth to draw conclusions as the Team worked, what the individual members have learned and what are the conclusions for future – what can be improved on problem solving, etc.

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