eight-disciplines-problem-solving

What Is Eight Disciplines Problem Solving? The Eight Disciplines Problem Solving In A Nutshell

Eight disciplines problem solving was initially developed by the Ford Motor Company to solve problems associated with engineering design and manufacturing. Management wanted to develop a system where key personnel could work on recurring or chronic issues. Eight disciplines problem solving (8D) is a problem resolution method focused on product and process improvement.

Understanding eight disciplines problem solving

Eight disciplines problem solving was initially developed by the Ford Motor Company to solve problems associated with engineering design and manufacturing. Management wanted to develop a system where key personnel could work on recurring or chronic issues.

A manual and subsequent course material was later developed and incorporated into Ford’s Team Oriented Problem Solving (TOPS) system in 1987. Today, Ford’s 8Ds manual is extensive and features chapters on addressing, quantifying, and resolving engineering issues. 

Though common in the automotive industry, eight disciplines problem solving has also been used in retail, finance, healthcare, and government. Generally speaking, the method is useful in any industry where a product or process improvement is desired. It has achieved relative success because it is easy to teach and utilizes the best practices from various existing approaches.

Ultimately, 8D is designed to find the root cause of a problem and devise a short-term fix. Then, a longer-term solution is found to prevent problem recurrence.  

Implementing the 8D approach

The model typically includes eight disciplines, or stages, that the problem solving team must work through:

  1. Form a team (D1) – the problem-solving team should only include competent persons actively involved in the process. Smaller teams are more efficient and should be made up of members from different disciplines. Teams must also be led by an individual familiar with the 8D process.
  2. Describe the problem (D2) – the problem must then be described in detail and supported by data. In other words, it should not be based on opinion. What went wrong? How did it happen? Who was involved? How many times has it happened and what is the extent of the failure? 
  3. Interim Containment Action (D3) – during the third stage, a short-term (interim) solution is devised before a more permanent action is developed. The Interim Containment Action (ICA) must prevent additional customer dissatisfaction. Examples of ICAs include customer complaint awareness training or the segregation of defective materials or equipment.
  4. Root cause analysis (D4) – then, identify every root cause that could explain why the problem occurred. Teams may choose to use the 5 Whys, Affinity Diagram, or Fishbone Diagram tool to identify problem root causes. Each root cause must be validated through data collection and its location identified on a process flow diagram.
  5. Permanent Corrective Action (PCA) (D5) – the goal of the fifth stage is to permanently remove a root cause to prevent problem recurrence. Acceptance criteria should be established, including mandatory requirements and wants. Each PCA should also undergo a risk assessment or Failure Mode and Effects Analysis (FMEA) to identify potential vulnerabilities. 
  6. Implement and validate the PCA (D6) – successful implementation of a PCA requires proper planning. The plan should detail implementation steps, clarify success standards, and reflect on the lessons learned. Lastly, the efficacy of the PDA should be measured.
  7. Prevent recurrence (D7) – to prevent a recurrence, standard operating procedures must be modified. Horizontal deployment can also be utilized to ensure a similar type of problem does not occur in other products, services, or machines.
  8. Closure and team celebration (D8) – in the final stage, team and individual efforts should be recognized and celebrated. The lessons the team has learned should also be reflected upon, as should the “before and after” comparison of the original problem. All of these measures allow for closure and solidifies the 8D approach as a habitual practice. 

Key takeaways:

  • Eight disciplines problem solving (8D) is a problem resolution method focused on product and process improvement. It was originally developed by the Ford Motor Company to identify and solve engineering and manufacturing problems.
  • While synonymous with the automotive industry, eight disciplines problem solving has also been successfully used in healthcare, finance, and government.
  • Eight disciplines problem solving requires teams to move through eight disciplines or stages. The 8D approach is relatively easy to teach and understand and combines the best practices of other similar tools.

Connected Brainstorming Frameworks

Starbusting

starbursting
Starbursting is a structured brainstorming technique with a focus on question generation. Starbursting is a structured form of brainstorming allowing product teams to cover all bases during the ideation process. It utilizes a series of questions to systematically work through various aspects of product development, forcing teams to evaluate ideas based on viability.

Appreciative Inquiry

appreciative-inquiry
Appreciate Inquiry (AI) is an organizational change methodology that focuses on strengths and not on weaknesses. Appreciate Inquiry was created by management professors David Cooperrider and Suresh Srivastva in the 1980s. The Appreciate Inquiry is also known as the 5-D Cycle, an iterative cycle describing five distinct phases, made of define, discover, dream, design, and destiny.

Round-robin Brainstorming

round-robin-brainstorming
Round-robin brainstorming is a collective and iterative approach to brainstorming. Brainstorming is an effective way of generating fresh ideas for an organization. Round-robin brainstorming is a balanced approach, employing an iterative, circular process that builds on the previous contribution of each participant.

Constructive Controversy

constructive-controversy
Constructive controversy is a theory arguing that controversial discussions create a good starting point for understanding complex problems. A constructive controversy discussion is performed by following six steps: organize information and derive conclusions; presenting and advocating decisions; being challenged by opposing views; conceptual conflict and uncertainty; epistemic curiosity and perspective-taking; and reconceptualization, synthesis, and integration.

Affinity Grouping

affinity-grouping
Affinity grouping is a collaborative prioritization process where group participants brainstorm ideas and opportunities according to their similarities. Affinity grouping is a broad and versatile process based on simple but highly effective ideas. It helps teams generate and then organize teams according to their similarity or likeness.

The Fishbone Diagram

fishbone-diagram
The Fishbone Diagram is a diagram-based technique used in brainstorming to identify potential causes for a problem, thus it is a visual representation of cause and effect. The problem or effect serves as the head of the fish. Possible causes of the problem are listed on the individual “bones” of the fish. This encourages problem-solving teams to consider a wide range of alternatives.

Rolestorming

rolestorming
Rolestorming as a term was first mentioned by personal development guru Rick Griggs in the 1980s.  Rolestorming is a brainstorming technique where participants pretend they are other people when sharing their thoughts and ideas.

Reverse Brainstorming

reverse-brainstorming
Reverse brainstorming takes advantage of the natural human tendency to more easily see problems than solutions. What’s more, many individuals when placed in a traditional brainstorming environment will find it difficult to become creative on command. Reverse brainstorming is an approach where individuals brainstorm the various ways a plan could fail. 

Lotus Diagram

lotus-diagram
A lotus diagram is a creative tool for ideation and brainstorming. The diagram identifies the key concepts from a broad topic for simple analysis or prioritization.

Futures Wheel

futures-wheel
The futures wheel was invented in 1971 by Jerome C. Glenn while he was studying at the Antioch Graduate School of Education.  The futures wheel is a brainstorming framework for visualizing the future consequences of a particular trend or event.

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