Problem Solving 8D and QRQC Tools for Quality Improvement

By the end of this training, you will be able to:

•Understand why the focus on 8D training

•Understand the 8 Disciplines / Do’s of Problem Solving

•Understand how to create successful 8D’s

•Work out full 8D example

•Interpret, review and challenge 8D’s

•Concept of Fish bone Diagram (Ishikawa),5 Whys,Pareto Analysis and Factor tree analysis

A Problem-Solving method is :

-a method to correct a problem and avoid repetition

-used for any deviation from contractual specification requirements

-or when technical function is not achieved

An 8D is a problem-solving method for commercial service issues :

•means “8 Do’s” = succession of 8 mandatory steps

•mandatory for problems which occur during warranty or revenue service

•based upon a weekly or monthly animation through Top10 meetings

A QRQC is a quick and operational problem-solving method :

-means “Quick Response Quality Control”

-applicable to all types of problem / deviations

-based upon a daily animation on the shopfloor (EPU)

8D (Eight Disciplines):

• Focus: Structured approach to problem-solving and continuous improvement.

• Purpose: Primarily used for tackling complex, recurring, or significant quality issues that need thorough investigation and long-term solutions.

• Approach: It’s a step-by-step process to identify, analyze, and correct root causes of problems, while also putting preventive actions in place to ensure that the issue doesn't recur.

• Use Case: Often applied to larger-scale, systemic issues, particularly those with customer complaints or safety implications.

QRQC (Quick Response Quality Control):

• Focus: Rapid identification and resolution of quality issues as they occur, with an emphasis on immediate response and short-term fixes.

• Purpose: Quickly address problems at the source to prevent defects from escalating, focusing on immediate containment actions and fast resolution.

• Approach: A more immediate, practical, and front-line focused methodology that encourages quick reaction to quality problems, often on the shop floor.

• Use Case: Typically used for day-to-day issues, especially in manufacturing environments where issues need quick containment and resolution.

8D is a systematic and structured approach to break down problems, implement interim

containment actions, identify root cause(s) and implement permanent sustainable solutions. The solution becomes the new standard.

8 Do’s

D1 DESCRIPTION of the issue

D2 DEFINE the team

D3 CHARACTERIZATION of the issue

D4 CONTAINMENT Activities (stop the bleeding)

D5 Identify and Verify ROOT CAUSES (occurrence & non detection)

D6 Verify and implement CORRECTIVE SOLUTION

D7 REX Return of Experience. Prevent occurrence in similar process/area

D8 CLOSURE: Feedback / Close problem and Team recognition

problem solving is reactive, focused on solving specific issues as they arise, often with short-term fixes, while continuous improvement is proactive, aiming to make gradual, long-term improvements across an organization. Both are essential components of quality management, and when applied together, they create a robust framework for driving organizational excellence and maintaining high standards of quality.

Once we hear about the issue, we need to quickly understand the potential duration and magnitude of the problem and stop the bleeding.

✓1 problem = 1 statement = 1 8D

✓Only Facts, no assumptions. Be specific with facts, data and observations.

✓Describe the effects and the symptoms

✓Have an assumption of Kx classification.

✓Capture emergency activities which have been done

✓A clear Problem Statement is key to progress in the right direction...

Everybody can be concerned and appointed as part of the core team

Team must be cross functional with subject matter experts; everyone is aware of the specific problem:

-Project Management

-Quality

-Engineering

-Logistics & supply chain

-Manufacturing

Warranty/Service

The Team Leader must be identified and have Leadership skills to drive the Team to the resolution of the problem. This person has the authority to act in order to resolve the problem and implement solutions

Quality facilitation: ensure that all steps are followed

5W2H Framework

1. What?

   • What is the problem?

     • Define the issue clearly. What exactly is happening or needs to be solved?

     • Example: What is causing the system to crash during peak usage?

2. Why?

   • Why is it happening?

     • Investigate the root cause. Why is this problem occurring?

     • Example: Why does the server crash when more users access the website? (Could be related to insufficient server capacity, code issues, or hardware problems.)

3. Where?

   • Where is the problem occurring?

     • Specify the location (physical, digital, or process-wise) where the issue arises.

     • Example: Where in the application does the crash occur? (Is it only during checkout or elsewhere in the system?)

4. When?

   • When is it happening?

     • Define the time or conditions under which the problem occurs.

     • Example: When does the issue manifest? (Is it during certain hours, under heavy load, or after a specific action is taken by the user?)

5. Who?

   • Who is involved or affected?

     • Identify who is impacted by the problem or who is contributing to its cause.

     • Example: Who is impacted by the website crash? (Are customers experiencing issues? Are support staff getting an influx of complaints? Are developers being affected by troubleshooting?)

6. How?

   • How is the problem occurring?

     • Determine the method or process by which the issue occurs. Understand the mechanisms or systems involved.

     • Example: How is the error happening? (Is it a server timeout, a bug in the code, a failure in the database connection?)

7. How Much?

   • How much is the problem impacting the business or process?

-A containment action is an immediate action to stop the non-conformity. Any action that prevents customers from experiencing the symptoms of a problem.

-Work against the problem symptoms and not the root cause

Examples of Containment actions:

1)Stop sending ‘bad’ parts

2)Check stock & parts already sent / control situation on customer’s site.

3)Often containment actions introduce additional processes such as: Part replacement, 100% inspection, additional handling processes etc.

➢Each problem has at least one root cause

➢Many problems have multiple and interacting causes

➢Drill down to find the real root causes of the problem

➢Supporting tools and techniques help to find the real root cause(s)

Principle:

-Select possible permanent corrective action and verify their feasibility

-Put in place permanent corrective action to eradicate root cause

-Remove containment actions (if applicable) after the permanent corrective action is validated, approved by the customer and implemented

-

Corrective Solution deadlines:

-8D = 240 days max to validate and start to deploy solution

-QRQC on site = 11 days max to define corrective actions

-Supplier NCR = 15 days max

-

Main rules:

-At least one action for each validated root cause (creation & non detection)

-Validate action / solution before full deployment

-Corrective action is applied on all concerned lines / project

Principle :

-Preventive REX action is taken to make sure any similar process will not experience the same problem in the future

-

PREVENTIVE action versus CORRECTIVE action :

-CORRECTIVE actions are implemented where the problem occurred

-They are communicated to similar processes to eliminate root cause

-PREVENTIVE REX actions are taken to make sure any similar process will not experience the same problem in the future. (based on REX … Return of Experience)

The CORRECTIVE action aim is to kill the root cause and avoid recurrence The Preventive REX action aim is to prevent occurrence of a similar problem, or same problem in similar environment.

Feedback / Close problem and Team recognition

Principle:

-Close issue in templates / IT tools

Thank the stakeholders!

Closure deadlines:

-8D D6 KPI closure = D1 + 240 days

-QRQC = 30 days max

-NCR Supplier = 30 days max

-

Recommendations:

-Communicate on closure outside the team, celebrate it -> ie. Recognition letters, etc.

-Give people recognition (motivation for next issue to solve)

Closure deadlines:

-8D D6 KPI closure = D1 + 240 days

-QRQC = 30 days max

-NCR Supplier = 30 days max

The Lean* School of Management originated in Japan in 1972 in the Toyota Production System (TPS). Adapted to all economic sectors, Lean* is mainly used to reduce cycle times, based on 7 type of Waste.

Created in 1986 by Motorola (semiconductor) to improve manufacturing yields and eliminate defects, by reducing or eliminating the variation based on a statistical approach

Problem solving method is a structured and disciplined approach

Problem solving methods require appropriate Facilitation

The PST / 8D follows the 8D method

Application of the 8D method brings customer satisfaction and reduces Cost of Non-Quality (CoNQ)

QRQC instead of 8D is allowed inside EPU and Sites for site issues.