iSixSigma

Eileen Beachell

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  • #72477

    Eileen Beachell
    Participant

    Not really. It is just the opposite. The 8D problem solving is not a spin on continuous improvement. You couldn’t be more wrong.
    The 8Ds were a stand alone strategy to try to understand why Ford still had some chronic problems associated with their product. Many other efforts were in place to address the continous improvement by reduction of variation. Senior executives – led by Louis Ross (head of North American operations) were frustrated and tired of seeing the same problem over and over again after they believed they had “solved” it. This approach was intended to focus on these chronic product problems and address the management systems that had failed.
    There were no other problem solving/ci strategies that were around in 1986 that addressed what the 8Ds have done.
    Eileen Beachell
    Quality Disciplines
     

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    #72476

    Eileen Beachell
    Participant

    Wow! – this is really becoming an urban legend!!
    No- We did not steal any Kepner-Tregoe stuff. I wrote the material and resisted all attempts to do anything with KT material. The focus of the 8Ds was to get away from the touch-feely KT approach and stick with a data-based statistical assessment of the problem.
    A man from HR insisted that some KT material be included for reference. He had assured everyone that Ford did have a license to reference some of that material. A small section was placed in the appendix. This included a description of is/is not, etc.
    Once the manual was in print, KT who feels it owns any problem solving approach or strategy filed a lawsuit. The case was thrown out. There was absolutely not merit to this case and I suspect KT is propogating this to their own advantage. I can assure you that I did a lot of research before writing the 8Ds. It was based on the traditional statistical approach to data analysis and was not based in any way on the KT approach. Ford senior management was totally fed up with the KT approach and wanted a new data-based strategy. That is why I wrote it. KT has held companies to ransom for the last 35 years. There strategy is a poor one for an engineering/manufacturing based product. The 8Ds have become a standard they wish they had developed.
    Eileen Beachell
    Quality Disciplines

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    #72475

    Eileen Beachell
    Participant

    Nicolas,
    I can help you understand the background of the 8D problem solving strategy. I wrote it for Ford. Let me know what questions you have and I will try to give you the background.
    Eileen J. Beachell
    Quality Disciplines

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    #72207

    Eileen Beachell
    Participant

    I received Ford Motor Company’s Quality award for the development and writing of the 8D problem solving methodology. I wrote this methodology in 1986-87 upon the request of senior managment in the Powertrain engineering groups. Many of the posts have identified pieces of what the 8Ds are and how they are used. Some are not really reflective of the intent. The manual I wrote for Ford that introduced the 8D problem solving strategy was titled “Team-Oriented Problem Solving”(TOPS). It was not based on any Kepner-Tregoe(KT) material – with the exception of some material in the appendix for reference. Ford senior mangement was very unhappy with the results of KT and felt they need a statistical based approach. The material was written specifically for Ford and issues they had to address. It was never written with the intent to be used by the supply base. Hence, there are some issues as other companies try to apply the methodology. In addition, in the 1990s, Ford rewrote some of my material and retitled it “Global 8D” and put back most of the KT stuff. Hence, now you have a structure of the 8Ds trying to be supported with tools and techniques that don’t fit. Sadly, many Tier1 suppliers write some pretty awlful 8Ds and obviously don’t have the management understanding of the purpose. Many focus on the the containment actions and stop at that point – only to see the problem recur and add cost to their production centers. I am sure in most cases there is not change to the mangement structure that allowed the defect to occur in the first place. Unless the systems change, it will just be chasing one problem after another. Of course, many of the tools are used in both the 8D investigation as well as Six sigma projects. In some cases, the actual steps will be very similar. My intent with the 8Ds was to be a tempory band-aid fix to address chronic problems that have continued to recur and change the underlying management system that have allowed them to exist.
    Eileen J. Beachell, Quality Disciplines
     

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