- History of 8D Methodology
- 8D Methodology Examples Table
- 8D Pros and Cons
- Root Cause Analysis Processes & Methods
History of 8D Methodology
Similar methodology was used for the first time already during the World War II, i.e. by the Government of the USA and related to Military standard 1520 (Corrective measures and system of disposition with non-compliant material). Present form of 8D methodology was elaborated by company Ford Motor Company in 1987 and at the same time also a course „Team oriented problem solving“ was created. This course was created upon request of TOP management of car industry organisations who needed to find an effective method for repeating problems elimination.
8D Methodology
This methodology is used for setting of problem root cause, upon this a proposal of corrective measures and provision of elimination of repeated occurrence of the problem. 8D represents a methodology of products improvement as well as processes. It comprises of eight steps which require a team work.
8D methodology comes out from presumption that the problem can be solved after detecting of root cause. For purposes of root cause defining various tools and methods are used which assist in systematic defining of root cause of the problem while tools and techniques for root cause defining are consequently used:
- Defining of possible causes through brainstorming,
- Exclusion of least possible causes,
- 5 why,
- Analysis is / is not,
- Diagram of causes and effects,
- Pareto analysis,
- Active and passive verification of cause (evaluation and testing of samples under various conditions).
| Step | Name | Expected result |
|---|---|---|
| D0 | Being aware of the problem | Being aware of the problem, resp. possibilities for improvement and making an obligation to improve the situation |
| D1 | Compiling of team | Defining of solution-making team and awarding to necessary competences to team members by company management |
| D2 | Description of problem | Exact problem defining + quantification |
| D3 | Plan of immediate measures | Defining of measures for client's isolation from problem; measures shall secure that client shall receive good product only |
| D4 | Analysis of root cause | Defining of all possible causes of problem and places of “escape” of the problem, i.e. places where problem could have been caught but was not |
| D5 | Setting of corrective measures | Defining of corrective measures and consideration of benefits of such measures, determination of action plan |
| D6 | Implementation of corrective measures | Implementation of corrective measures according to action plan (measures for prevention of problem occurrence and detection of problem in case of its repeated occurrence) |
| D7 | Preventive measures | Summary of history of problem with aim to reveal causes of “non prevention” and defining of measures for system prevention of occurrence |
| D8 | Appreciation of team effort | Appreciation of team effort and defining of“ lessons learnt”, stimulation of continuous improvement |
8D Pros
Simplicity and flexibility – use in various situations. This means that methodology can be used upon solving of local problems of teams of specialists in the specific field and upon solution of complex issues of multi-disciplinary teams where solution of problem exceeds competences of one department.
Isolation of client from problems in the first phase of problem occurrence – supplier is obliged to provide and take temporary corrective measures in order to guarantee the client delivery of error-free products within 24 hours.
Fast and exact determination of root cause of the problem and corrective measures for permanent problem elimination – from the point of costs, time point of view, influences on client and the organisation itself.
Prevention – preventive measures which shall systematically prevent from occurrence of solving problem and similar problems. As part of proposal of preventive measures the need of FMEA update, control plans and control shall be re-evaluated.
8D Cons, Resp. Dangers
8D reports are required from suppliers also in case of accidental errors which root cause is hardly determined and accidental influences in the process are not possible to be eliminated – this causes following de-motivation of solving team. Participants of the team are de-motivated in a way that they can´t see results of problem solving and consider 8D methodology as useless.
Finally also serious problems are handled and solved only broadly and the root cause is not searched for. „Fast conclusions“ according to feelings, not according to facts – Team must concentrate on facts. The role of team moderator is to prevent from drawing conclusions from feelings of individual team participants. Most often the root cause is found somewhere else than it may appear at the first sight.
Situation at labour market – vast majority of accidental errors is finally caused by high fluctuation and insufficient level of personnel training. Due to this fact 8D reports arise with root cause „Personnel error“ and corrective measures „Re-training of personnel“. These 8D reports are not accepted for client as the training shall not guarantee 100% problem elimination. On the other side: can accidental efforts be eliminated in the process? In some cases it is the only possible measure. In case that these measures are not accepted by the client suppliers can write 8D reports pro-forma in a way to be accepted by the client. In reality the corrective measures are not effective which finally can again lead to de-motivation of problem solving team.
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Conclusion
The 8D Methodology is a valuable tool for solving recurring quality issues, especially in the automotive industry. Its structured approach helps teams quickly isolate problems, identify root causes, and implement lasting solutions. However, its success depends on proper use. When applied superficially or just to satisfy formal requirements, it loses impact and demotivates teams. For 8D to be effective, it must be used thoughtfully, with a focus on facts, teamwork, and real improvement.
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