8डी समस्या-समाधान पद्धति की व्याख्या
The Eight Disciplines (8D) of Problem Solving is a problem solving methodology designed with the aim of finding the root cause of a problem, devising a short-term fix and implementing a long-term solution to prevent recurrence of a problem. When a product is found defective or out-of-specification, the 8D methodology serves as an excellent first step in addressing the issue, through quality improvement which in turn, builds reliability.
This problem-solving methodology was developed by Ford Motor Company. It was formerly known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and it is still in use by them to this day. 8D have become a very popular technique among manufacturers because of its effectiveness and ease of use.
Eight Disciplines of Problem Solving (8D) Defined
8D problem-solving process is defined as a detailed, team oriented approach to solving critical problems in the manufacturing process.
The goals of the 8D method includes:
- Finding the root cause of a problem,
- Developing containment actions to protect customers,
- And, taking corrective action to prevent similar problems from occurring in the future.
The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives incremental and systematic changes, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a similar failure in the system.
The 8D is one of the most popular problem solving methodologies used in many manufacturing, assembly and service Industries.
Benefits of the 8D Problem Solving Process
One of the reasons for the popularity of the 8D methodology is because it offers a consistent, easy-to-learn and thorough approach to solving any type of problems that might arise at various stages in a production, manufacturing or service delivery process.
The following are some other benefits:
- It improves team oriented problem solving skills and collaboration.
- It increases familiarity with a structure for problem solving.
- It assists in creation and expansion of a database of past failures and lessons learned to prevent problems in the future.
- It aids better understanding of how to use basic statistical tools required for problem solving.
- It improves effectiveness and efficiency at problem solving.
- It acts as a practical guide to understanding the Root Cause Analysis (RCA) of a problem.
- It aids the adoption of problem solving effort into the processes and methods of the organization.
- It improves skills required for implementing corrective action.
- It provides better ability to identify necessary systemic changes and subsequent inputs for change.
- It enhances more candid and open communication in problem solving discussion, increasing effectiveness.
- It provides an improvement in management understanding of problems and problem resolution.
When to Apply the 8D Problem Solving Process
The 8D problem solving process is necessary and typically required when:
- Safety or regulatory issues have been discovered to be of concern.
- Customer complaints are received and needs to be addressed.
- Warranty Concerns have indicated greater-than-expected failure rates.
- Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels.
The Eight (8) Steps of the 8D Methodology
- D0 – Planning
This starts with a customer complaint about a problem with a product and establishing a plan to curtail it. It comprises coming up with a report on the problem, with an initial evaluation of the problem scope. At this stage, the team is formed, the resources needed are identified and a scheduled for resolution are drafted.
- D1 – Team Formation
The team should be multidisciplinary including expertise involved in the lifecycle of the product. The team roles involve drafting the purpose statement stating why the team exist and their responsibilities.
- D2 – Problem Definition
The problem should be defined in quantitative terms which requires establishing test methods and data collection, interviewing the customers, or discussing with the workers who are involved with making the product.
- D3 – Implementing a Temporary Fix
This involves identifying, evaluating and implementing a temporary fix. These may involve reworking the product, adding additional quality checks, or inspecting and sorting incoming parts from the suppliers. The temporary fix should be safe, reasonably effective, easy and cost effective to implement.
- D4 – Identifying the Root Causes and Choosing a Solution
The primary purpose of the 8D Methodology is to permanently eliminate the problem which can only be effectively done if the root cause is identified and eliminated. After implementing the temporary fix, the next step will be to identify the root cause of the problem. Various tools such as the 5 whys, Fish-bone diagrams, Pareto Analysis, or Fault Tree Analysis can be used.
- D5 – Confirming the Solution Resolves the Problem
Next, test and monitor the effectiveness of solution to be implemented on a small level. Techniques such as Failure Mode and Effect Analysis (FMEA) can be used to analyze proposed changes to the system or product.
- D6 – Fully Implementing the Solution
Once the solution has been verified effective enough to eliminate the root cause of the problem without starting new problems, the solution can then be fully implemented by making permanent changes.
- D7 – Preventing Recurrence
After implementing the solution, adequate steps must be taken to ensure that the solutions remain effective, which may involve incorporating the changes in written standards, training the personnel to speed on new methods, procedures, and standards.
About the Author
Adebayo is a thought leader in continuous process improvement and manufacturing excellence. He is a Certified Six Sigma Master Black Belt (CSSMBB) Professional and Management Systems Lead Auditor (ISO 9001, 45001, ISO 22000/FSSC 22000 etc.) with strong experience leading various continuous improvement initiative in top manufacturing organizations.
You can reach him here.
