This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach

1. 8D – Problem Solving Process Using 8 Disciplines - a structured approach (Ford Motor Company) to continuously improve quality, eliminate root causes and prevent their reoccurrence Anand Subramaniam

2. 2 “An undefined problem has an infinite number of solutions.” - Robert A. Humphrey

3. Quality Process - Definition Vendor / partner management Corrective & preventative action Continuous improvement Review operations results Customer management / satisfaction Quality Process Process targets linked to business results People performance / training Cross functional teams along with people & process measures Non conforming material 3

4. Problem Solving Challenges Lack procedures Poor team participation No priorities, resources, $, approvals Management Impatient for a quick fix No logical thought process Problem solving steps skipped in order to obtain a quick solution Challenges Potential causes misidentified as root cause No action taken to implement a permanent corrective action Problem defined incorrectly Lack of technical skills / knowledge 4

5. Problem Solving – Why 8D is used ? Cause(s) unknown Major non conformances Special Cause Continuously improve quality Reoccurring issues Why 8D? Customer complaints Tackle engineering problems Cross functional team approach needed To prevent recurrence 5

6. 8 Discipline – Process D1. Define Team D2. Define Problem / Failure D3. Choose & Verify Interim Containment Action (ICA) D4. Define & Verify Root Cause(s) D5. Choose & Verify Permanent Corrective Action(s) (PCA) D6. Implement & Validate PCA D7. System Prevention Actions to Prevent Recurrence D8. Team Recognition / Celebration

9. Pareto analysis to select priority problems

10. Control charts to indicate special causes

13. Use Check sheet, comparison plots, histograms etc to evaluate stratification factors

14. Use Scatter plots to evaluate relationships between characteristics

16. Check sheets to collect product or process evaluation information

18. Comparison plots to periodically ensure stratification factors are not influencing process output

20. Action plan to coordinate needed changes

22. 16 “If the only tool you have is a hammer, you tend to see every problem as a nail.” - Abraham Maslow

23. 17 Good Luck http://www.linkedin.com/in/anandsubramaniam