8D

8D Problem Solving
 CUSTOMER FOCUS

Win-Win Negotiations

Customer Awareness

QFD
8D Problem Solving
8D
Effective Customer Service Skills

Dealing with the Disappointed Customer

Value Analysis

FMEA

System Modeling and System Knowledge

2
JCI Desired Outcomes
JCI

The 8D/PSD format be the standard tool to communicate

and solve significant problems
8DPSD

Increase usage of 8Discipline Problem Solving

8D
Develop usage in all parts of our business

3
JCI Desired Outcomes
JCI

Create a common vocabulary

Improve JCI cycle time and quality in solving problems

4
JCI Desired Outcomes
JCI

Emphasize the documentation of solved problems

Understand
U d t dh how 8D relates
l t tto JCI quality
lit objectives
bj ti and
d
goals.
8D
Encourage personal growth

5
 8-D Problem Solving
8-D

Excellent planning, tracking, and documentation tool.

Recognized industry standard
(Internet search 8d problem solving)
8d problem
solving
solving

6
JCI Problem Solving Toolset

8D Problem Solving

8
PSD
Problem solving discipline

7
JCI Problem Solving Toolset

Six Sigma
Complex problem solving tool. When 8D has multiple potential root
causes and requires more complex tools.
8D
8D

8
 8D Problem Solving Process

0. Become Aware of the

Problem
5. Define and Verify
Permanent Corrective Actions
1. Assemble a Team if
N
Necessary

6. Implement Permanent
2. Describe the Problem Corrective Actions
and the Expectation

3. Implement and Verify

f 7 P
7. Preventt R
Recurrence
Interim Containment Actions

8 JOB WELL DONE!

8.
4. Define and Verify
Root Causes

9
 8-D

0.
5.

1.

6
6.
2.

7.
3.

8.
4.

10
Step 0

0

Become Aware of the Problem

 How We Become Aware of Problems

Customer call
First Pass Yield
Quality
Cost (Excessive scrap, etc.)
Delivery
Warranty Data
?

12
Step 1
Assemble a Team if Necessary

Form a smallll tteam off people

F l
with the interest and the
necessary skills to effectively
work through the 8-D process.
8-D
8 D

8-D

13
 Assemble a Team: Steps

Select a small number of people

Determine roles

Develop ground rules

D t
Determine
i customer
t

Determine scope, timetable, deliverables

14
 Team Member Roles and Responsibilities

Champion Team Leader Subject Matter Expert Facilitator

Forms the team Calls meetings Provide required (Optional)()
Empowers the Project manager knowledge and Monitors team
t
team skills
progress
Directs meetings to
Assures corrective agenda Helps keep the
Help map the
actions will be team on track
Keeps the team on- direction of the
implemented
track problem solving
Neutral member
effort
Removes
Establishes
roadblocks meeting times and Provide data as Encourages
Obtains necessary locations needed consensus,
consensus
involvement
resources for team

Process specialist

15
Forming the Problem Solving Team

The optimum team size is between 3 and 7. Too few may mean a lack of synergy but to many can make
teamwork difficult.
37
The should almost always be cross-functional. First identify the functions (knowledge and skills)
required to describe the problem and find the root cause.
()
One key missing resource may cause delays or incomplete/incorrect decisions.

Additional resources may be needed on the team once underway.

Use the team champion as required to assure that all key resources are available

AS you progress through the 8-d

8-d, the team composition may need to change
change. For example
example, different
expertise may be needed for corrective action and prevention
8D

16
 Step 2
Describe the Problem and the Expectation

Specify the internal/external customer problem by identifying in

quantifiable terms the who, what, when, where, why, how, how many
(5W2H) for the problem
problem.
:
Describe in quantifiable terms the customer expectation and the
vision.

who (), what (), when (), where (), why (),
how (), how many () 5W2H

17
Describe the Problem: Steps

Describe the problem

Refine problem statement

Write p
problem statement

Write customer expectation

Write vision statement

18
Keys to Problem Statement

The Problem Description phase involves as complete of data

collection as possible.

May require time to collect the data

It is key to get the Problem Statement accurate.

19
Tools for Problem Description

Data Collection

5Ws & 2 Hs
who (), what (), when (), where (), why
(), how (), how many ()
Charting

5 Whys
5

20
5 Ws & 2 Hs

Who (Customer, end user,)

What (What product, What p/n, s/n,)

Where (Location, On what machine, )

When (On what dates were failures, After how many hours, )

Why (Include any partial conclusions.)

How (Under what circumstances, what type of failure)

How many (How many failures, Out of how many total)

21
5 Ws & 2 Hs

()

(, , ,)

(, , )

( ,
(, )

()

(, )

(, )

22
 Problem Investigation Worksheet

Whats wrong with what?

Ask Why Five Times
Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

Why?____________________________________________
Can yyou p
prove it? ((if yes,
y , proceed.
p If no,, go
g back 1 step)
p) Y N

Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

23


?
5
?____________________________________________
(

(

?____________________________________________
?
((

?____________________________________________
? (

?____________________________________________
? (
(

?____________________________________________
?
((

24
5 Whys Example

Initial problem statement

M46 pumps are leaking at pressure decay
decay.
Why?
The
e fastener
aste e torque
to que is
s low.
o
Can you prove it?
Yes, the torque was measured below spec.
Why?
The torque tool is not calibrated.
C you prove iit?
Can ?
No, there could be many reasons for low torque.
Final problem statement
statement
The fastener torque is below spec on some M46 pumps prior to pressure
decay test.

25
5

M46 .

?
.

?
.
?
.
?
.

M46

26
Customer Expectation and Our Vision

Customer Expectation

What will the situation look like to the customer after the 8D is finished?
8D

Get customer agreement.

Vision Statement

What will our process look like internally to meet the customer
expectation?

27
Step 2: Required Information

Problem Statement:

Who (Customer, end user,)

What (What product, What p/n, s/n,)

Where (Location, On what machine, )

When (On what dates were failures, After how many hours, )

Why (Include any partial conclusions.)

How (Under what circumstances, what type of failure)

How many (How many failures, Out of how many total)

Customer Expectation:

Vision Statement:

28


()

(, , ,)

(, , )

(, , )

()

( )
(,

(, )

29
 Step 2 Checklist

Does the team have a preliminary problem statement?

I the
Is th problem
bl statement
t t t refined
fi d with
ith whys?
h ?
Have actions been assigned for more information
needed?
Does the team have a final problem statement that can
be proven?
Has a customer expectation been written?
Has a vision statement been written?
Does the customer agree with the problem statement
and expectation?
30
2

?
5Why?

?
?
?
?
?

31
JCI Standard

32
Team Activity
Problem Statement

Problem Statements

Details The swing, travel, hoist, tilt, tool cylinder, and stick cylinder functions
powered by the S-D 155H4776 (5 section) and 155H4778 (3 section) PVG
120 proportional valve move intermittently without an electrical command
signal on the LA Grant BDRE tool carriers. This problem has been
experienced on multiple BDRE tool carriers over the past 3 years in
multiple locations. The problem is intermittent and tends to progress with
machine usageg ((>500 hours). )

-LA Grant BDRE , S-D 155H4776 (5 section)

155H4778 (3 section) PVG 120

3 BDRE
>500

34
Problem Statements

Statement: Flow control spool moves from neutral intermittently without an electrical
command signal
Who----- LA Grant BDRE tool carrier
What---- PVG 120 155H4776 and 155H4778 proportional valves
Where--- Multiple locations (exact count is not available)
Wh
When---- After 500 hours of operation at the customer.
Why------ ? not due to electrical command needs investigation
How------ ? needs investigation
How Many-> ? - needs investigation
:
Who----- LA Grant BDRE

What---- PVG 120 155H4776 155H4778
Where--- ()
When----
When 500
Why------ ?
How------ ?
How Many
Many-> >
? -

35
 LA Grant BDRE Tool Carrier Intermittent Move From Neutral
8-D Revision Date:

Step 1 Assemble a team if necessary:

Name Function

Charles Tebbutt (Facilitator) Technical Sales

???? Quality Egr
???? Mfg Egr

???? Service Egr / Tech

???? Purchasing / Buyer

Step 2 Describe the problem and the expectation:

p
Problem statement: Flow control spool moves from neutral intermittently
y
without an electrical command signal

Customer: LA Grant BDRE tool carrier

Who
Product: PVG 120 155H4776 and 155H4778 proportional valves
What
S i l no:
Serial ????

Where Multiple locations (exact count is not available)

When After 500 hours of operation at the customer

Why ? not due to electrical command needs investigation

How ? needs investigation

How many ? - needs investigation

Champion: Rocky Dai / Terry Larson / ??????

36
 LA Grant BDRE Tool Carrier Intermittent Move From Neutral
8-D :

1 :

Charles Tebbutt ()
????
????
???? /
???? /

2 :

:

: LA Grant BDRE tool carrier

: PVG 120 155H4776 and 155H4778

: ????

()

500

? -

Champion: Rocky Dai / Terry Larson / ??????

37
Problem Statements

Details General Electric (GE) is experiencing shaft seal and pump failures on the S-D
Series 90 250cc Hydrostatic Piston Pump on a turbine starter application. The
shoulder of the Series 90 pump front roller bearing fails in approximately 2 hours
hours,
causing the shaft seal to wear and leak, and creating a low charge pressure condition,
rendering the pump unable to operate. This failure mode has been observed on 6
pumps built in a time period of November 2001 through June 2002 2002. Expectation for
starter system life (pump life) is 500 hours.

S-D 90 250cc
90
90
2

200111200266
200111200266
500

38
Problem Statements

Statement: Series 90 250cc Hydrostatic Piston Pump shaft seal fails on a turbine starter application.
Multiple GE turbine starter installations
installations.
Who----- Series 90, 250cc Hydrostatic Pumps.
What----
Seal leak and bearing failure.
Where---
After 2 hours of operation.
Wh
When----
Seal leaks / bearing fails / ? needs investigation.
Why------
How------ ? needs investigation
y
How Many-> 6 (need S-D part number(s) and manufacturing dates)

: 90 250 cc

Who-----
Who
What---- 90, 250cc
Where---
When---- 2

Why------ // ?
How------ ?
How Many
Many-> > 6 (S D )
(S-D

39
 General Electric Turbine Starter Bearing Failure 8D
8-D Revision Date:

S
Step 1 A
Assemble
bl a team if necessary:

Name Function

(Facilitator)

Step 2 Describe the problem and the expectation:

expectation
Problem statement: Series 90 250cc Hydrostatic Piston Pump shaft seal fails on
a turbine starter application. Multiple GE turbine starter installations.

Who Customer: General Electric

Product: Series 90, 250cc Hydrostatic Pumps
What
Serial no: ?????
Where Seal leak and bearing failure

When After 2 hours of operation

Why Seal leaks / bearing fails / ? needs investigation

How ? needs investigation

How many 6 (need S-D part number(s) and manufacturing dates)

Champion: Rocky Dai / Terry Larson / ????

40
 General Electric Turbine Starter Bearing Failure 8D
8-D :

1 :

()

2 :
: 90 250 cc .

:

: 90, 250cc

: ?????

// ?

6 ( S-D
S D )

41
Champion: Rocky Dai / Terry Larson / ????
JCI Standard

42
 Step 3
St
Implement and Verify Interim Containment Actions

Define and implement interim containment actions to

isolate the effect of p
problem from anyy
internal/external customer until corrective action is
implemented. Verify the effectiveness of the interim
containment
t i t action.
ti

43
 Hows the Customer?

44
Containment: definition

Contain
Keep within limits

Restrain, control, check, halt

Stop
St ththe bleeding
bl di

45
Containment Steps

Stop the process if necessary

Retrieve / Isolate any defective products

Make list of possible containment actions

Consensus on containment actions

Test the containment

Implement the containment

Document the containment

46
 Containment Actions

Action Taken by Date Taken

1. Track and Return transmission failures: CQAR 2003-01043 was initiated to track G. Hansen & 16 June 2003
analysis of initial 5 units. W. Smith

2. Stop Shipment: Stop Order 1423 was initiated stopping shipment of all mid and L. Meier & W. 16 June 2003
large frame Cut transmissions. Smith

3. Customer inventory placed on hold Caterpillar 16 June 2003

4. Safety Team Review: Reviewed actions with HST product liability team and L. Meier 25 June 2003
gained approval

5. Revert to (1200338) design which had been used successfully during the previous W. Smith 25 June2003
16 months; Serial number start of containment:
o A-03-25-23527 (1200350), Mid Frame
o A-03-25-20450 (1200355), Large frame
6. Reworked in-house inventory & Resumed Shipment. G. Hansen 25 June 2003

7 Customer returned 300 transmissions: Transmissions built on June 3 were

7. M Gibson
M. 25 June 2003
removed from tractors in factory (34 pcs) & at dealers (60 pcs). All in-process mid-
frame transmissions returned (200 pcs). CQARs 2003-01185, 2003-01186, & 2003-
01190 were initiated to track application of containment to customer inventory.

47
Containment Actions

1. : CQAR 2003-01043 5. G. Hansen & 16 June 2003

W. Smith

2. : 1423 L. Meier & W. 16 June 2003

Smith

3. Caterpillar 16 June 2003

4. :
HST
L. Meier 25 June 2003

5. W. Smith 25 June2003
o A-03-25-23527 (1200350), Mid Frame
o A-03-25-20450 (1200355), Large frame

6. Reworked in-house inventory & Resumed Shipment. G. Hansen 25 June 2003

7 300: Transmissions built on June 3 were removed from tractors in

7. M Gibson
M. 25 June 2003
factory (34 pcs) & at dealers (60 pcs). All in-process mid-frame transmissions returned
(200 pcs). CQARs 2003-01185, 2003-01186, & 2003-01190 were initiated to track
application of containment to customer inventory.

48
 JCI Standard

49
Break

 Step 4
Define and Verify Root Causes

Identify
Id tif allll potential
t ti l causes which
hi h could
ld
theoretically explain why the problem
occurred.

51
 Step 4
Define and Verify Root Causes

IIsolate
l t andd verify
if the
th roott cause by
b mental
t l
and/or physical test of potential causes
against the problem description and data.

52
 Define & Verify Root Cause Steps

Review problem statement

Develop a list of facts (Is / Is Not)
/
Chronological list of changes

List of possible causes

Compare possible causes to facts

Verify probable root cause

Write root cause statement

53
Tools to help Define and Verify Root Causes

9Is / Is Not?
/
9Ask Why 5 times?
5
9Chronological Sequence?

9Brain Storming?

9D t b
9Database S
Search?
h?

9Failure Mode Effects Analysis (FMEA)?

9Design Of Experiments (DOE)?
54
 Problem-Solving Tools
IS / IS NOT table

Problem Statement
(S
(See S
Step 2 above)
b )
Description of the
Problem Is Is Not
What Product

What customers /
applications

Where have failures

been seen on product

Where have failures

f
been seen
geographically
When first seen in field
or plant

When
h else
l h
have we
seen failure

When seen in process

(raw material through
field)
H
How much
h ((percent
affected)

Number of occurrences
found (dates /
locations)
Si
Size / extent

55

/

( 2 )

(
()
)

(/)

/

56
 Verifying Root Cause
(IS / IS NOT) ( / )

Is Is Not

What Product TMT 315 / 380 / 400 ccm TMT motors < 250 ccm
OMT motors
TMT < 250 ccm
OMT

Wh t customers
What t / applications
li ti Skid t
Skidsteer loader
l d (high
(hi h lload
d cycle)
l ) applications
li ti Other market
Oth k t segments
t
/

Where have failures been seen on product Splines curve on cardan shafts using C- Splines curve on cardan shafts with other
program. programs (A,B,D)
C (A,B,D)

Where have failures been seen America + Europe

geographically +

When first seen in field or plant Field first complaints in May 03

20035

When else have we seen failure None

When seen in process (raw material to New milling machine (500T) used to All other (older) milling machines.
field) manufacture carden shafts starting in August

() 2001
20018
20018
(500T)

57
 Problem Investigation Worksheet

Whats wrong with what?

Ask Why Five Times
Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

Why?____________________________________________
Can yyou p
prove it? ((if yes,
y , proceed.
p If no,, go
g back 1 step)
p) Y N

Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

Why?____________________________________________
Can you prove it? (if yes, proceed. If no, go back 1 step) Y N

58


?
5
?____________________________________________
(

(

?____________________________________________
?
((

?____________________________________________
? (

?____________________________________________
? (
(

?____________________________________________
?
((

59
Verifying Root Cause
(asking WHY 5 times)
(5)

Customer vehicle can not move. Brakes on customer vehicle

will not release
release.

WHY?
Investigations found metal particles in the brake
release valve and in the S-D LSHT motor case drain.

S-D DLSHT

WHY?
Metal particles are originating from premature fatigue
chipping of the splines on the S-D LSHT motor shaft.
MS D LSHT
MS-D
)

60
Verifying Root Cause
(asking WHY 5 times)
(5)

WHY?
The profile of the splines on the LSHT motor shaft do not match
design specifications causing interference with mating parts and
excessive loading/stress levels.
TLSHT
/
/
WHY?
New CNC machining center was introduced to manufacturing process
in August 2001. The shaft profile was measured at start
start-up
up with an
insufficient measuring procedure. The results were not documented.
N2001 8CNC

WHY?
Existing procedure for change management to C type cardan shaft is
not adequate when considering a change to the tools used in the
manufacturing
f t i process.
C

61
 Chronological Sequence

Documented North American S90 Servo Arm Pin Walkout Failures

4Q1997 - Surface finish requirement added to all
8 pins & FMEA tables added to 55-100cc pins.
Servo arm hole diameter and tolerance change on
55-100cc parts to increase retention force. 2Q2002 - NMS supplier proof
Other Frame Size load check changed from 13
2Q1998 - Lead in chamfer added
7 130cc Frame Size kN to 16 kN on 130cc parts.
to NMS parts and optional on 55-
100cc parts. 100% proof load 4Q2002 - NMS supplier
inspection started on 130cc. increased diameter of pin
6 4Q1998 - Precision Machine to reduce failure rate per
changes from honing to a proof load check.
Diamond Abrasive Boring process
for finishing the servo arm hole. 1Q2003 - 130cc se
5 pin drawing change
to callout only one
ntity

material choice an
tightened diameter
Quan

4 tolerance.

3 1988 - Press fit 1991 Slider block

change in 75cc? changed to blind hole

0
1Q1988

3Q1988

1Q1989

3Q1989

1Q1990

3Q1990

1Q1991

3Q1991

1Q1992

3Q1992

1Q1993

3Q1993

1Q1994

3Q1994

1Q1995

3Q1995

1Q1996

3Q1996

1Q1997

3Q1997

1Q1998

3Q1998

1Q1999

3Q1999

1Q2000

3Q2000

1Q2001

3Q2001

1Q2002

3Q2002

1Q2003

3Q2003
Date Code Quarter

62
 Problem-Solving Tools
Cause / Effect Diagram /

Measurements Personne
Materials
l

Effect

Environment
E ir m t Machines Methods
M th d

Rev. A, 2004-04-16 Page 1 of
63
 Ask Why 5 times:
Whyy

Why

Why

Why

Why

64
 Step 5
Define and Verify Permanent Corrective Actions

Through pre-production test programs, quantitatively confirm

that the selected permanent corrective actions will resolve the
problem for the customer, and will not cause undesirable side
effects. Define contingency
g y actions,, if necessary,
y, based on risk
assessment.

65
Permanent: definition

Continuing or enduring

St bl
Stable

Lasting

66
 Permanent Corrective Actions: Steps

Develop a list of musts and wants

Brainstorm possible corrective actions

Determine best corrective action

Verify effectiveness

Verify no adverse side effects

Commit to best corrective action

67
Define and Verify Permanent Corrective Actions

Test your fix in house before releasing product to the

customer.

If risk is high, have a backup plan to keep customer satisfied.

68
 Step 6
Implement Permanent Corrective Actions

Define and implement the best permanent corrective

actions (PCAs).
(PCAs) Choose on on-going
going controls to ensure
the root cause is eliminated. Once in production,
monitor the process and results.
(PCAs)

69
Implement Corrective Actions: Steps

Evaluate team

Develop implementation plan

Anticipate Problems

Review related FMEAs

FMEAs
Execute plan

Monitor results

Remove containment

70
 Step 7 7
Prevent Recurrence

Modify the management systems

systems,
operating system, practices and
procedures
d to
t preventt recurrence.

71
Prevent: definition

To act ahead of

To meet or satisfy in advance

To keep from happening

72
Corrective Action and Prevention

Corrective Action is the response to a specific cause.

Corrective Action reduces the risk of the specific cause from
recurring.
recurring

Prevention is the identification/review of similar elements (systemic)

and the application of the corrective action to those elements.

73
Prevent Recurrence: Steps

Identify the system that allowed problem

Think beyond this problem

Share

S
Suggest
t changes
h

74
 How is the Customer?

75
Step 8

Celebrate your success!

76
Celebrate: definition

To demonstrate satisfaction by festivities or other deviation

f
from routine
ti

To hold up for public notice

To observe a notable occasion with festivities

77