To prevent a problem from recurring, it is necessary to identify its root cause and implement a corrective action that works in the long term. In this article, we explain the 8D methodology, an analysis tool integrated in MapexQM, which facilitates the management and resolution of customer complaints, and which is used to improve production processes.
The 8D (Eight Disciplines of Problem Solving) methodology is a team-oriented Lean Manufacturing tool used to identify, correct and eliminate problems. It is an eight-step process, which aims to resolve client complaints. In fact, it is customers who request the 8D report from their suppliers when they detect a non-conformity.
Ford Motor Company developed this methodology first called Team Oriented Problem Solving (TOPS) in the late eighties. The initial use of this tool was so successful that it was adopted by the multinational as a standard procedure for documenting all its problem-solving efforts.
Today, 8D is not only implemented by companies in the automotive sector. It is a method that has become part of the quality management system of all types of manufacturers due to its effectiveness in eliminating the root cause of non-conformities and driving continuous improvement.
Having said that, the 8D problem-solving methodology is often necessary when companies:
- Receive complaints from customers.
- Discover safety and/or regulatory problems.
- Detect a high percentage of waste and scrap during their production processes.
- Experience operational inefficiencies and low production yields.
The eight disciplines of problem solving
The 8D analysis tool is composed of eight disciplines. The starting point is D0, which consists of establishing a work plan to solve a specific problem. From here, the process is as follows:
D1: Creation of the team
The first step in the 8D methodology is the creation of a multidisciplinary team, consisting of a leader and professionals with the necessary experience and expertise to solve the problem.
D2: Description of the problem
The team should then understand the problem and provide an answer to the following questions (5W2H tool):
- Who?: To whom does the problem occur or pertain? Who first detected it? Who was informed?
- What?: What kind of problem is it? What is the object or part affected? Is there any physical evidence?
- Where?: At what point in the production process has the problem occurred?
- When?: When was the problem first discovered? When else has it been detected?
- Why?: What apparent conditions are causing the problem (machine failure, improper handling, etc.)?
- How much/many?: What is the magnitude of the problem (cost, number of parts affected, etc.)?
- How often?: Has the problem occurred in the past? Does it occur sporadically, frequently, etc.?
D3: Development and implementation of a temporary containment plan
Once the problem has been described, a temporary solution needs to be implemented. The aim of this containment plan is to protect the customer while permanent measures are designed to eliminate the root cause. For example:
- Reviewing all production in stock pending shipment to the customer.
- Implementing plant alerts to inform operators of the likelihood of the problem occurring and the preventive or conservative actions they should take to avoid it.
D4: Root cause identification and analysis
This is the phase in which the team must find and define the true source of the problem: root cause, systemic root cause, escape point or systemic escape point.
Different tools can be used for this purpose: the 5 Whys technique, statistical data analysis, Fault tree analysis, Ishikawa diagram, Interrelationship diagram, Pareto chart, etc.
D5: Selection of permanent corrective actions
From the information obtained in the previous steps, the team determines the best corrective action (one for each root cause) to permanently eliminate the problem.
D6: Implementation of permanent corrective measures
The team proceeds with the implementation of the action plan. As the solution is implemented, it should be closely monitored to see if it works as intended or if it causes short-term negative effects.
D7: Solution monitoring to prevent the problem from happening again
One of the strengths of the 8D methodology is that it helps to prevent the problem from happening again. For this to succeed, once it has been demonstrated that the permanent solution is effective, it must be communicated throughout the organization. In this way, we establish a standard procedure for dealing with similar problems during the production process and the workers have the necessary tools to act correctly.
D8: Closing the problem and acknowledging the work of the whole team
Finally, the organization should recognise the work of team members and congratulate them in order to motivate their participation and commitment.
Benefits of 8D methodology
8D methodology is key to applying best practices in the problem-solving process. It is a tool that streamlines the management of non-conformities, encourages continuous improvement efforts in the organisation and turns companies into preferred suppliers.
In short, 8D is a major tool for:
- Establishing a structured and efficient approach to problem resolution.
- Ensuring that customers receive a timely and effective response to any complaints.
- Avoiding future problems by resolving them now.
- Creating a document register and database describing non-conformities and their solutions.
- Reducing the costs associated with non-quality.
- Maximizing the performance, efficiency and production capacity of the company.
- Achieving greater profitability.
- Improving communication, transparency and team problem-solving skills.
If your company applies the 8D methodology to resolve customer complaints, with the Mapex Quality module you can register these analyses, enter all the information and documentation related to each of the eight disciplines, and visualize the history of the actions.
Contact us and request a demo to find out how this new MapexQM functionality allows you to manage 8D reports on a single platform and without having to use paper documents.
