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8D Process

Viewing 14 posts - 1 through 14 (of 14 total)
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  • #28426

    Anonymous
    Participant

    Can you tell me about Ford’s 8D Process?  I’d like a basic overview and some references to get more info.
    Thanks.

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    #70787

    Mike Carnell
    Participant

    I am surprised you are asking this question. From your previous responses to questions you have obviously been around the quality world for a while. Is this a serious question?

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    #70789

    Joy
    Participant

    The 8D Process is a problem solving method for product and process improvement.  It is structured into 8 steps (the D’s) and emphasizes team.  This is often required in automotive.  The 8 basic steps are: Define the problem and prepare for process improvement, establish a team, describe the problem, develop interim containment, define & verify root cause,  choose permanent corrective action,  implement corrective action, prevent recurrence, recognize and reward the contributors.
    Of course, different companies have their different twists on what they call the steps, etc…but that is the basics.
    There is an article that compares this method to TRIZ at:
    http://www.triz-journal.com/archives/2000/07/c/index.htm
    Hope this helps.

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    #70830

    Ovidiu Contras
    Participant

    Doesn’t this sound like DMAIC ?

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    #70858

    Mike Carnell
    Participant

    It is Kemper Trego and has been around for as long or longer than the SS program. They are very similar but all of this stuff is.

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    #70928

    Tom Black
    Member

    One of the steps in 8D is:  Determine root cause.
    Six Sigma is the best methodology for determinine the root cause.  MAI.  D(define) is part of the first steps of 8D.  C(control) is part of the last steps of 8D.  The only problem I have with 8D is that you have to have some method of finding the root cause.  8D is just a form to record the results on.  It is not a problem solving methodolgy.
    I have seen some ridiculous root causes listed on 8D forms.
    Tom Black, MBB

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    #70929

    Ovidiu Contras
    Participant

    You are right . I am not very happy with the Containment Action part , it allows shortcuts and quick fixes that once are in place ,root cause analysis is forgetten . Am I wrong ?

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    #72094

    Anne
    Participant

    Please,
    What do the 8 letters “D” mean ?
    Many thanks
    Anne

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    #72095

    Annonymous
    Participant

    Dear Anne – 8D is shorthand for “The Eight Disciplines of Team-oriented Problem Solving”. The 8 disciplines as I learned them are 1)Use a team approach 2) Define the problem 3) Initiate containment action; if required 4) Identify root cause 5)Brainstorm for corrective action(s) 6)Select and implement the corrective action(s) 7)Verify the corrective action(s) eliminated the problem 8) Congratulate the team! For a couple years I was applying Value Engineering at Ford using this framework. The “problem” was a mismatch between estimated total cost/investment and target; we would use a cost/function matrix to dimentionalize the mismatch, and target our brainstorming for alternative ways to provide the function. It worked very well, but was killed by the advent of the Ford Product Development System. Other correspondents in this thread are correct in their observations that 1) sometimes once there is a containment action in place, all urgency for finding true root cause evaporates 2) some teams, at some times, are pretty lax about verifying the root cause they propose, and 3) this matches up with DMAIC pretty cleanly. 6 sigma, however, does some things in a different order, and ignores the very real possibility that you will NEED a containment action on legal, financial or moral grounds.

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    #72097

    Annonymous
    Participant

    Mike –
    Please consider, when someone posts here pseudonymously, that more than one person may have innocently chosen the same pseudonym. Just as some people may deliberately choose to mis-spell their pseudonym to make it unique. Or is there a feature I haven’t discovered that lets you see the actual e-mail address, so you’re sure that this post was from the same Anonymous?

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    #72106

    mozhgan ellioun
    Participant

     
    8D is infact (Global 8 Dicipline or G8D)

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    #72167

    Doug Rogers
    Participant

    Any process can be used, abused, or short-cutted, but it is important to have a process and just as important to have common process for cross-functional teamwork.communication. Short cutting generally results in “Pay me later” … at a higher price.
    Each “toolkit” tries to be all inclusive in the realm they are dealing and there is usually some, but not complete, overlap. There are excellent tools in Six Sigma, Kepner-Tregoe, and others. Use them and prosper.

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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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    #72220

    Anne
    Participant

    Thanks a lot
    Anne

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