SUPPLIER QUALITY TRAINING

Problem Solving

8D Eight Disciplines
Five-Whys Process
Ishikawa-fishbone diagram

CLARIOS
Confidential and Propietary
Eight Disciplines of Problem Solving (8D)
8D method is a team based problem solving approach/process of 8 critical steps with a
focus on actions to contain, correct and prevent recurrence of the problem
ESTABILISHING
1D THE TEAM
Establish the team from different departments and choose a team leader

2D PROBLEM DESCRIPTION Clearly describe the problem in order to understand what went wrong

3D CONTAINMENT ACTION Stop the process, put a temporary fix in place (e.g., introducing 100% inspection)

4D ROOT CAUSE Brainstorm on finding the root cause(s) of the problem, why was is not detected

5D CORRECTIVE ACTION Choose and verify the permanent action plan

VALIDATE CORRECTIVE Validate whether corrective action(s) are efficient, problem is monitored
6D ACTIONS

7D PREVENT RECURRENCE Improvements in systems and processes would prevent problem from recurring

CONCLUDE AND
8D CONGRATULATE TEAM
Summarize the learnings and close the case

CLARIOS
Confidential and Propietary
 1D – Establishing the team

First step is establish the team consisting of persons, that will be responsible for realizing particular steps of 8D

Quantity of team and their making-up depends of the complexity of the problem and taken decision

The team should fulfill the following steps :

• Have a good knowledge of the product and processes

• Multidisciplinary – people from different departments

• Have adequate capability to introduce proper solution of the problem

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

CLARIOS
Confidential and Propietary
 2D – Problem description
During this step, you need to describe the problem in the most accurate way

It is recommended that the description of the problem includes :

• Proper description of the problem, not restricted to laconic statements

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

It’s very important that the problem is „measurable”,

How many %, ppm or in any another unit of measure

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

Problem Definition => clear and accurate, problem defined as the customer sees it,
do not add cause(s) into the problem definition

CLARIOS
Confidential and Propietary
 3D – Containment action (emergency action)

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

Example of action(s) :

• Stoppage of production/shipment

• Additional visual control

• Informing the customer about the problem (for verification of the goods at the customer)

• Segregation goods on OK/NOK

• Informing operators about the problem

Check if similar products or processes, there is a similar risk

(if yes - should be implemented within the containment action)

CLARIOS
Confidential and Propietary
4D – Root Cause

To really eliminate the problem, the real cause(s) of the problem needs to be identified.

This is not a simple step, therefore it is important to work in a team and to look at the
problem from different sides

䕮 Several tools can be used

The production process often throws up the cause of the problem on "operator error".

This is a mistake, the reason(s) are much deeper :

• Lack of properly tools

• Lack of training and/or training are not efficient

• Overtime work in a hurry (effect of wrong decisions of the management)

• The production process is not suitable for quality requirements

CLARIOS
Confidential and Propietary
5D – Corrective action

The Team determines which action(s) should be introduced in a mid term period of time

to ensure that the process/product is under control

Examples :

• Introducing additional control in the process

• Introducing additional other process (e.g., component reworked, test corrected)

• Rework defective units found inside

• Rework units returned from customer

• Inform the supplier about defective part delivered and their exchange, etc.

CLARIOS
Confidential and Propietary
6D – Validate corrective action

Verify that the corrective action(s) taken are efficient.

It should be based on "real data" from the process.

Examples :

• Less reject % (ppm) in process

• Test/control results show improvement

• Engineering’s measurements (dimension, units appearance ) are correct,

according to tolerance, specification

• Supplier deliver goods of better quality

CLARIOS
Confidential and Propietary
7D – Prevent recurrence

Next step is to determine what action(s) should be taken to prevent recurrence of the problem

Examples :

• Modify or make proper tooling

• Change the process parameters in order to prevent defects

• Change process/tools by supplier which make the parts

• Change procedure(s) (organization change)

• Change documentation (FMEA, PCP, Work Instruction …) /specification (if it was incorrect)

CLARIOS
Confidential and Propietary
 8D – Verify and congratulate Team

The Leader of the Team will verify the 8D before closing the case

Draw conclusions as the Team worked, what the individual members have learned and what
are the conclusions for the future - what other process can be improved, what tools, etc…

Lessons learned should be documented, and at the end of the process, congratulate the team.

CLARIOS
Confidential and Propietary
 5 Why

5-Why is a simple approach for exploring root causes, it is applicable when you are facing problems
where responses can be given through a discussion rather than analysis and/or experimentation.

Analysis of 5-Why must include 2 aspects :

1/ Why did the problem exists ?

We are wondering about root cause(s) of the problem and why the defect was produced ?

2/ Why was it not detected ?

We have to think why our current system/method of control/monitoring process did not detect

the problem when it has occurred ?

CLARIOS
Confidential and Propietary
 How to use 5-Why?
1. Collect all possible information
What exactly happened ? When ? What is the scale of the problem ? What is the risk for customer ?

2. Create the Team

Find the right people that could help to determine the cause

3. Clearly describe the problem

4. We begin to question
Method 5-Why is all about to ask 5 times questions Why ?

Problem Root
cause

Why?
May be Why?
more than 5 Whys Why?
or
Why?
Why?
less than 5 Whys

CLARIOS
Confidential and Propietary
 5-Why – Drill Deep Analysis

1/ Specific - Problem statement

Why did we have this "Specific
Problem" ?

Why did we have the problem/the

specific non-conformance ?

2/ Detection
Why was the problem not detected
(internally) ?

Why did the problem reach the

customer ?

3/ Systemic
What system(s) failed ?

Why did the system allow it to occur ?

CLARIOS
Confidential and Propietary
 Example of 5-Why

PROBLEM : Missing hole "A"

Question 1 : Why is hole "A" missing?

Answer : Skipped operations - a detail was not treated (drilling)
Question 2 : Why did the operator skipp operations and did not give detail treatment ?
Answer : Details before and after drilling are next to each other
Question 3 : Why are the details before and after drilling next to each other?
Answer : There is no clearly defined place on the machine, the parts before and after drilling the hole
Question 4 : Why is not there a clear space on the machine for parts before and after drilling the hole
Answer : Process of production area has not established rules for identification of parts before and after drilling
Question 5 : Why did this area of production technologist not establish rules for identification of parts before and

after drilling

Answer : There are no clear rules (guidelines) for the determination of products before and after the operation
in the entire factory machining

CLARIOS
Confidential and Propietary
 5-Why
Advantages of 5-Why

• This method is simple to use and easy to apply to any organization

• Does not require knowledge of statistics

• You can easily and quickly make this method (simple and short training)

Summary : The method of 5-Why is just about to ask 5 questions “Why", but not all the time.
Sometimes when you are asking the fifth question, can lead to absurd answers, so sometimes it is better
to stop for e.g., on the 4th question. Of course, it may happen that you will ask 6-7 questions to get to the
bottom of the case. Everything depends on the common sense approach to the subject.

Notice than, in most of the cases, "operator error" (human error), the real cause of the problem usually is
somewhere in the system, organization, or in the method of operation.

CLARIOS
Confidential and Propietary
Ishikawa (fishbone diagram)

The left side of the diagram is where the causes are listed. The causes are broken out
into major cause categories. The causes you identify will be placed in the appropriate
cause categories as you build the diagram.

The right side of the diagram lists the effect. The effect is written as the problem
statement for which you are trying to identify the causes.

CLARIOS
Confidential and Propietary
 Ishikawa (fishbone diagram)

1. Draw Problem Statement - Define problem correctly, that everyone agrees on the problem statement.
Once your problem statement is ready, write it in the box on the right hand side of the diagram

2. Draw Major Cause Categories.

Draw the major cause categories on the left hand
side and connect them to the "backbone"
of the fishbone chart
In a manufacturing environment, Machinery Measurement system
Methods
the traditional categories are 6Ms
• Machines
• Methods
• Measurement Systems
• Mother Nature
Mother Nature Materials Manpower
• Materials
• Manpower

CLARIOS
Confidential and Propietary
Ishikawa (fishbone diagram)

3. Brainstorm Causes

Brainstorming the causes of the problem is where most of the effort in creating your Ishikawa diagram
takes place

4. Categorize Causes

Once your list of causes has been generated, you can start to place them in the appropriate category
on the diagram

Machinery Methods Measurement system

Mother Nature Materials Manpower

CLARIOS
Confidential and Propietary
Ishikawa (fishbone diagram)

5. Determine Deeper Causes

Each cause on the chart is then analyzed further to determine if there is a more fundamental cause for
that aspect. This can be done by asking the question, "Why does it happen ?„ Use your judgment
to decide when to stop.

CLARIOS
Confidential and Propietary
 Ishikawa (fishbone diagram)

6. Identify Root Causes

Identifying the root causes of the problem can be done in several ways ...

Look for causes that appear repeatedly

Select using group consensus methods

Select based on frequency of occurrence

In Conclusion Fishbone Diagram (FD)

FD is an excellent way to explore and visually depict the causes of a problem. The FD enables
to determine the root causes of a problem. This will help to be more effective by focusing the
actions on the true causes of a problem and not on its symptoms.

CLARIOS
Confidential and Propietary