Sharing of Troubles in Exception Handling and the 8D Method
In my work, I have dealt with a large number of abnormal situations. I have issued countless abnormal corrective action forms and also replied to numerous abnormal handling countermeasures. However, I have noticed a frustrating phenomenon. When others handle the countermeasures I propose, they are often extremely careless. They just sign their names with a big stroke and deal with the matter with a single sentence, without even basic preventive countermeasures. In contrast, the countermeasures I reply to customers or other departments are always detailed and comprehensive, with each point well - founded. I can't help but wonder in my heart. Are others really so busy that they don't even have time to seriously handle problems? When encountering such perfunctory situations, I often can't help but point it out face - to - face: "Without countermeasures, are you going to make the same mistake again next time?"
Here, I'd like to share the 8D working method with you. Although there are significant differences in products and business directions among different industries and companies, the processes of problem-solving are essentially similar, and the 8D method is of great reference value.
Technical training for 8D members
Members of the 8D team need to receive relevant technical training first. The training content includes a detailed introduction to the 8D working method. Only by understanding this method can the members better collaborate and execute each step in the subsequent problem - handling process.
The main steps of the 8D working method
Day 1: Establishment of the group
The purpose of this step is to form a professional team. Team members should have knowledge of processes and products, have sufficient time to devote to the work, and be granted corresponding authority. At the same time, the members should have the technical ability to solve problems and implement corrective actions. The team needs a coach and a team leader to guide the work. The key lies in the qualifications of the members, who must have in - depth knowledge of processes and products.
D2: Problem description
This step requires a detailed description of internal and external customer complaints related to the problem in quantitative terms. It is necessary to clarify "what went wrong with what", including information such as the location, time, degree, and frequency of the problem. Methods such as quality risk assessment and FMEA analysis can be used. There are many key points. First, collect and organize all relevant data to illustrate the problem; the problem description should be a summary of useful data for the described problem; review the existing data, identify the problem and determine its scope; break down complex problems into individual problems; find a description that is consistent with the problem confirmed by the customer and the cause is unknown; also determine the risk level.
D3: Implement and verify interim measures
This step is to isolate the problem from internal and external customers before the implementation of permanent corrective measures. Although it was originally an optional step, it is now basically adopted. Methods such as FMEA, DOE, and PPM can be used. The key points include evaluating emergency response measures; finding and selecting the best "temporary containment measures"; making decisions; implementing temporary measures and keeping good records; and verifying through methods such as DOE, PPM analysis, and control charts.
D4: Identify and verify the root cause
In this step, statistical tools should be used to list all potential causes that may lead to the problem. Isolate and test a series of events, environments or causes mentioned in the problem description that result in deviations from each other to determine the root cause of the problem. Methods such as FMEA, PPM, DOE and control charts can be used. The key points include evaluating each cause in the list of possible causes; judging whether the cause can eliminate the problem; conducting verification; and formulating a control plan.
Day 5: Select and verify permanent corrective actions
The purpose is to test the plan before production and review it to ensure that the selected corrective measures can solve the customer's problems without having an adverse impact on other processes. The FMEA method is adopted. The key points include re - examining the qualifications of team members; making decisions and selecting the best measures; re - evaluating the temporary measures and re - selecting if necessary; conducting verification; obtaining management's commitment to implement permanent corrective measures; and formulating a control plan.
D6: Implement permanent corrective actions
A plan for implementing permanent measures should be formulated, and the process control methods should be determined and documented to ensure that the root cause is eliminated. When applying this measure in production, its long - term effects should be supervised. Methods such as error prevention and statistical control can be adopted. The key points are: I. Re - examine the team members; II. Implement permanent corrective measures and abolish temporary measures; III. Use the measurability of the fault to confirm that the fault has been eliminated; IV. Modify the control plan and process documents.
D7: Prevent recurrence
This step involves modifying the existing management systems, operating systems, work practices, designs, and procedures to prevent this problem and all similar issues from recurring. The key points include selecting preventive measures, verifying their effectiveness, making decisions, and redefining aspects such as the organization, personnel, equipment, environment, materials, and documents.
Day 8: Group summary and congratulations
The purpose is to recognize the collective efforts of the group, summarize the group work, and offer congratulations. The key points are as follows: selectively retain important documents; review the group work and document the insights; understand the collective strength of the group and its contribution to problem - solving; provide necessary material and spiritual rewards.
Case Study of 8D Methodology Application
One morning in the rental house, Xiao Wang was washing his face by the faucet, getting ready to go to work. After washing his face, his family suddenly called. He hung up the face towel and went inside the house to answer the phone. After answering the call, he went directly to work. When he got home from work in the afternoon, he found that his house was flooded, and the straw mat and quilt on the floor were floating in the water.
D1 - Establish an improvement team
Xiao Wang immediately called several colleagues next door and formed an accident handling team. The team members are Zhang San, Li Si and Wang Wu.
D2: Problem description
Wang Wu's house was flooded, and all the items placed on the ground were immersed in water, with a defect rate of 100%. Items such as straw mats, quilts, and books were not spared.
D3 - Temporary Containment Operation
The group members divide the work and cooperate. Zhang San is responsible for draining the water at home, while Li Si picks up the items soaked in the water and spreads them out on the balcony to dry.
D4 - Root Cause Analysis
After analysis, I. Xiao Wang forgot to turn off the tap after answering the phone in the morning after washing his face; II. The outlet of the sewer is small and covered with a grid lid. Small pieces of rotten vegetable leaves and stems from yesterday's vegetable washing were stuck on the grid, causing the sewer to drain slowly. The long - term accumulation of water flooded the small room. The person who conducted the analysis is Wang Wu, and the reviewer is Wang Wu's wife.
D5 - Develop permanent countermeasures
Wang Wu is responsible for removing the grid-shaped covers at the sewer outlets and enlarging the water outlets, which is expected to be completed in 2008.
D6 - Implement/Confirm PCA
After Wang Wu conducted the actual operation, he found that after enlarging the sewer outlet, small pieces of vegetable leaves would no longer get stuck at the water outlet. Even when the faucet was turned on to the maximum, the water could be drained in time. It has been verified that this permanent countermeasure is effective and has been implemented.
D7 - Prevent recurrence
Xiao Wang should check whether the faucet is turned off before going to work in the morning; later, when washing vegetables, throw the rotten vegetable leaves into the trash can and clean the floor; don't answer the phone while washing face and answer it after finishing washing. The responsible person is Xiao Wang, and it is expected to be implemented starting from 2007.
D8 - Summarize and congratulate
The problem has been resolved and the case can be closed. Xiao Wang invited Zhang San, Li Si and Wang Wu's wife to "Mao Family Restaurant" to celebrate the team's success.
Through these eight steps, the entire problem - handling process is complete and clear. It not only identifies the cause of the problem and formulates corresponding measures but also ensures that similar problems will not occur again.