8d: Problem Solving Worksheet

Tracking Number Customer Number reply Due Date 8-D is a quality management tool and is a vehicle for a cross-functional team to articulate thoughts and provides scientific determination to lucubrate of chores 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 beat out to the idea of a difficulty and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the aforesaid(prenominal) problem is unlikely to recur. Step 0 1 1 Establishing the group team up Goals Establish a small group of people with the cognitive process/ product knowledge, allocated clock, authority and skill in the required technical disciplines to knead the problem and implement pass upive Team Objectives actions. Department Name Skills obligation 2A conundrum Definition Sketch / Photo of chore Provides the starting smirch for solving the problem or nonconformance issue. Need to have correct problem description to identify causes.Need to use terms that are soundless by all. Part Number(s) Customer(s) List all of the data and enrolments that might table service you to define the problem more exactly? Action Plan to pull together additional information Prepare Process Flow Diagram for problem use a separate sheet if needed 2B IS IS NOT Who Who is touched by the problem? Who is non affected by the problem? Who starting observed the problem? Who did not find the problem? To whom was the problem account? What What type of problem is it? What does not have the problem? What has the problem (part id, get by s, etc)? What could be guideing but is not? What is happening with the process & with persua dement? What could be the problem but is not? Do we have physical tell apart 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 spy? When could the problem have been noticed but was not? When has it been noticed since? How more/Quantity of problem (ppm)? How many could have the problem but go int? Many How much is the problem costing in dollars, people, & time? How big could the problem be but is not? How OftenWhat is the way (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 proble m description) 3 Developing Interim Containment Actions Temporary actions to contain the problem and fix until permanent correction is in place document actions in Action pointedness disconcert 4A Identifying & Verifying Root sire Analyze for Root Cause of the problem.Identify and verify the Escape Point insight the possible causes of the problem 4A Cause and Effect Diagram circle the nearly likely contributors (a maximum of three) from each side. 4B 5 Why Analysis wait 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 utter(a) the Root Cause Action Plan to verify and validate the etymon causes and test the escape point. Document this on the Action Item Table 5 Identify Permanent restorative Actions sol utions that address and correct the root cause. Solutions visitd to be the best of all the alternatives.Document and verify the Permanent Corrective Action (PCA) in the Action Item Table 6 Implementing & confirmative the PCA Implement and validate to ensure that corrective action does what it is supposed to do. encounter any undesirable side effects. Document this on the Action Item Table. Return to root cause analysis, if necessary 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 obligated When 7B Review the following documents / systems Document Who Responsible Completion Date be after eff ective Management System Manual Manufacturing Work Instructions brushup Work Instructions Process Flow Charts Process Control Plans aim FMEA Process FMEA Gages PPAP Engineering Change Approval 8 Congratulate Your Team Use all forms of employee recognition and document as necessary abide by successful conclusion of the problem solving effort Formally discharge the team and return to normal duties Was this problem solving exercise impressive? Has it been verified with a follow-up? Yes Signature / Title / 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 Machine Method Environment metre Measurement Environment Method Machine Materials Peo ple Why did it get out? How is it made?