8D Report
DISTRIBUTED TO
ALL TEAM MEMBERS
Spec No. / Part No:
CORRECTIVE ACTION:
______ ACCEPTED
______ SOME QUESTIONS REMAIN FOR CLARIFICATION
______ NOT ACCEPTED – PLEASE EXPLAIN
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________________________________ ________________________
SIGNED: DATE:
Please return to the Attention of _________ via fax at (?)?? - Thank you!
FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)
CHECK, SIGN, AND DATE BELOW SHOWING APPROVAL ON STATUS OF 8D.
PLEASE FAX BACK TO ME WITHIN 5 DAYS OF RECEIPT.
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PROBLEM SOLVING WORKBOOK Disciplined
Problem Solving
Note; See instruction book for guidance at each discipline.
THE DISCIPLINED PROBLEM SOLVING PROCESS SUMMARY REPORT
Quality
Title: Date Opened: Last Updated
Product/Process Information: Organization Information: Ref. No.:
D0 Symptom(s):
D0 Emergency Response Action(s): % Effective: Date Implemented:
Verification/Validation: Customer Contact:
D1 Team (Name, Dept., Tel)
Champion:
D2 Problem
Problem Statement:
D3 Interim Containment Action(s): % Effective: Date Implemented:
D4 Root Cause(s) and Escape Point(s) % Contribution:
D5 Chosen Permanent Corrective Action(s) % Effective:
D6 Implemented Permanent Corrective Action(s):
Validation:
Date Implemented:
D7 Prevent Actions: Date Implemented:
D7 Systemic Prevent Recommendations: Responsibility:
D8 Team and Individual Recognition: Date Closed: Reported by:
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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)
THE DISCIPLINED PROBLEM SOLVING PROCESS
Use this process flow to guide you through the disciplined problem solving process. Also refer to the Instruction Book for
further guidance. If you need any further advice or help seek out someone in the Quality Assurance Department who has been
trained to a more detailed level of problem solving.
D0 Consider emergency response action (ERA); decision to use, and preparation for, this or
the more detailed approach,.
D1 Establish the team and use teamworking approach, if required.
D2 Describe the problem.
D3 Develop, validate and implement the interim containment action (ICA), if required.
D4 Find, define and verify root cause(s) and escape point(s).
D5 Choose and verify permanent corrective actions (PCAs) for root cause and escape point.
D6 Implement and validate permanent corrective actions (PCAs).
D7 Prevent recurrence of this and possible similar failures, also identify systematic
improvement opportunities.
D8 Recognise team and individual contributions, as appropriate.
DISCIPLINE D0
You are aware that something has gone wrong, and you don’t know the reason why. Before you can describe the problem
accurately and thus find root cause(s), you may need to protect the customer (internal or external) from continuing to
experience the symptom, if this has not already been done.
•What was the Emergency Response action(s):
All inventory was accounted for. Lot “1” remaining samples put in quarantine.
Possible Actions What did we actually do (results!)
(Use the following as a check list)
•WIP on hold
•WIP checked
•Warehouse stock on hold
•Warehouse stock checked
•Deliveries in transit identified
•Deliveries in transit checked
•Deliveries at customer checked
•Verify control plan controls are properly working
•Review all past inspection data
•Other actions
Note: See Instruction book for guidance at each Discipline.
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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)
TIME LINE OF EVENTS
As you proceed through the Disciplines, you will find out information concerning the product and process associated with the
problem. Document any information such as date of approval of first batches made and any changes to process, material,
methods, machines, people or the environment with dates. Keep this Time Line live through the investigation.
Dates Event(s) i.e. changes or happenings
DISCIPLINE 2 PROBLEM STATEMENT
Define very simply “What is wrong with what” i.e. what object has what defect?
Use the techniques of “Sub Dividing” and “Stair Stepping” to assist you, to show the relationship of the Problem Statement to
the symptom.
Note: See Instruction Book for guidance at each discipline.
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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)
DISCIPLINE 2 DESCRIBE THE PROBLEM
Before trying to define the root cause or jump to solutions – stop and take time to describe the problem, using as much data
and facts as you can gather. Use the questions below to guide you and, if it helps, draw a diagram on the next page. It is
possible that the problem was not described correctly on the complaint/DMR you received. If so re-state the problem correctly.
PROBLEM PROFILE
DESCRIPTION AREA
DESCRIPTION DATA
Be as specific as possible, identifying part numbers,
machines, dates, quantities etc.
QUESTIONS CHECKLIST
WHAT
Object? What object has the defect?
Defect? What is the defect?
WHERE
Seen on object? .Where specifically on the object do
you see the defect?
Seen geographically? Where geographically is the
defective object observed?
WHEN
First seen?
•By the customer?
•When did we make the part?
When in time, was the defect first
observed?
When were the defectives made?
When seen since? When, since the first observation,
has the defect been observed?
(e.g. continuously, in patterns,
only on Mondays?)
When seen in
•Process flow?
When is the defect seen in the
process of making the object?
1. Operating
cycle?
When is the defect seen in the
operating cycle of the object? (i.e.
when the object/system is used)
1. Life cycle? When is the defect seen in the life of
the object? (e.g. when new or after
200 hours?)
HOW BIG
How many objects have the
defect?
How many objects have the defect?
How many/much defect(s) per
object?
How much or how many defect(s)
per object? (ie are all bad
parts defective to the same
extent?)
What is the trend? How has the trend developed since
first observation and what is it
now? (e.g. stable/erratic,
getting better/worse)
Consider Similar Parts
Could this problem affect other similar parts: on other lines, in other plants with the same
process, other parts with the same materials/process? List those areas or parts you
consider at risk, and inform the Champion to enable communication with others.
Similar parts
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FM 341.12/08-05-02 (Replacing FM341.11/06-07-01)