Global 8D - Implement and Validate the Permanent Corrective Action

Having established and verified the best PCA’s for the root cause and escape point, the next step is the implementation of the PCA’s.

To do this we employ the Deming 'Plan Do Check Act' cycle to ensure successful implementation.

The Global 8D Problem Solving Process is a structured approach to getting to the root cause and the escape point and taking actions to ensure that these are eradicated permanently through effective controls and actions that are embedded in the operations of the business.

In this article I will explain the steps that need to be taken to ensure that this is done efficiently and effectively.

Implement and Validate the PCA’s

The Deming cycle is used in the Global 8D process, starting with the G8D form and is used at various steps through the process.

In this current step the cycle is used to: -

PLAN – The implementation of the Permanent Corrective Action (PCA) giving particular attention to:

• Plan for validation of the PCA

• Plan to remove the Interim Containment Action (ICA) as part of implementation of the PCA

• Integrate check for side effects

• Plan for continued monitoring of effectiveness of the PCA’s

• Plan for all the necessary resources

• Plan for all documentation, process instructions, training and communication for the implementation of the PCA’s

• Define clearly the what, when, who and when (team roles and responsibilities)

DO – Initiate the implementation plan for both the root cause and escape point, ensuring that all the necessary steps have been managed and adhered to.

CHECK – Check that the PCA’s have been fully implemented and integrated into the operational and business processes. Validate the PVA’s for both the root cause and escape points (see item below on validation). Validation will be carried out at this stage and on an on-going basis.

The measures for effectiveness of the PCA’s should use the same measurables that we used to describe the problem in the article Describe the Problem. In other words comparing like for like data.

ACT – Take actions on any variation from the plan or expected outcomes.

Validation

Validation is proof that is developed after implementation has taken place, over a period of time and must:

• Follow successful verification

• Provide a data driven comparison before and after implementation

• Check that the implementation does not introduce a new problem or side effects

Validation is:

• Normally performed under defined operating conditions on the final product or process

• May be necessary in earlier stages prior to product completion

• Uses the same indicators that demonstrated the problem and may be easily tracked

Complete the G8D Report (Template)

Complete the Global 8D form and circulate. Remember to update team composition for any changes that are made, at the end of this stage.

The G8D form is a summary of the problem solving activity and is supported by all of the other worksheets, data and supporting information including the validation results that is generated as a results of the problem solving activity.

There are two more steps to complete the Global 8D problem solving activity. A lot of problem solvers would normally stop at this point assuming that the job is done. However, for the problem solving process to be truely completed we need to: 

• Recognise that there was a process, procedure or other activity that allowed this problem to occur in the first place. This is the root cause of the root cause.

• Having put a lot of effort into the problem solving process, the final stage is to acknowledge the contributions made to the problem solving and to ensure that all lessons learnt are shared and recorded

So join me next week for the final two articles that explain these last two stages. I will also provide access to further help to enable you to apply this world class problem solving methodology in your workplace.

Graham Cripps

Results Consortium Ltd

Global 8D – D5: Choose and Verify Permanent Corrective Action (PCA)

Having determined the root cause/s of the problem and the escape point you are now in a position to determine and choose the most appropriate Permanent Corrective Action (PCA).

PCA’s need to be considered for both the root cause and the escape point.

The PCA needs to meet several requirements that satisfy both customer and business needs.  Given that there may be a number of possible permanent corrective actions that may be applied, I will describe how the most appropriate PCA is arrived at.

The process for determining the possilbe PCA's will be driven by the nature of the root cuases and the business objectives.

The final choice of which PCA's to implement will be determined from:

• The best interest of the customer

• The needs of the business

Define Permanent Corrective Actions

Having identified the root cause of the problem under investigation, the team will have the data and information at hand to determine what corrective action options there might be available to implement. These are all considered and articulated in such a ways as to ensure that all the necessary steps needed to remove and protect against the route cause have been considered.

As stated above, the process for determining the possilbe PCA's will be driven by the nature of the root cuases and the business objectives.

Chose The Permanent Corrective Action

For this activity we will consider two levels of needs: 

• Givens – those criterion that must be met (mandatory) and that are measureable and realistic to achieve and satisfy both customer and business needs

• Wants – those criterion that are nice to have but not necessarily critical and also cover both customer and business aspirations

Examples

Givens could be: 

• Must be implemented within three months

• Must not cost more than £25,000 to set up

• Must be able to continue delivering product during implementation

• Must solve the root cause of the problem permanently

Wants could be: 

• To be cost effective in the first year of operation (Set up costs plus running costs within the first year)

• To be introduced as soon as possible

• To be implemented without overtime

• To have zero impact on energy consumption

• To work on both lines simultaneously

There are two worksheets that are used in this process, the Criteria Worksheet and the Decision Making Worksheets.

Criteria Worksheet

Using the Criteria Worksheet on the right, the Wants are scored in terms of relative importance, 10 being the highest. This score will be used as part of the "choosing" process.

The Givens are not scored, these are things that must be achieved by the PCA

This is worksheet used for recording the givens and wants. These are normally populated by the business management team.

A copy of this can also be downloaded free, accessed via a 'button' at the end of this article.

Decision Making Worksheet

Having established the Givens and Wants, you can now rank each proposed PCA against these criteria. To help this process we use the Decision Making Worksheet.

NOTE: the number of Givens and Wants worksheets used will depend upon the number of proposed PCA's. One complete section must be recorded for each proposed PCA

The Decision Making Worksheets are used to rank each of the PCA’s by first determining if the PCA meets all of the givens.

If the PCA does not meet all of the givens, then it cannot be progressed in its current form.

Then the wants are scored as to how well the PCA achieves each criteria.10 is completely and 0 is not at all.

The scores are added up to and this summative score is used to rank the PCA’s

The highest scoring PCA option is normally the one chosen to move forward with.

Verify The Chosen PCA

Before the PCA is fully confirmed, the Global 8D team need to verify that the PVA will actually meet all of the givens and the wants are achieved at the level declared in the decision making worksheets

The Team must verify that the PCA will eliminate the root cause permanently for both the root cause and the escape point.

When verification testing is carried out, it is critical to remeber that an Interim Containment Action has been put in place. Verification must be carried out in such a way that there is no influence on the outcome of verification testing. e.g remove the ICA for testing purposes.

Complete The G8D Form (Template)

Complete the Global 8D form and circulate. Remember to update team composition for any changes that are made at the end of this stage.

The G8D form is a summary of the problem solving activity and is suppoirted by all of the other worksheets, data and supporting information. At this stage the report should include the decision making worksheets, verification testing process and data generated as a results of the problem solving activity.

Graham Cripps 

Results Consortium Ltd

Global 8D – D4: Define and Verify Root Cause and Escape Point

At this stage in the G8D problem solving process you have now established the Interim Containment Action (ICA) thus buying some valuable time to concentrate on solving the problem permanently. Also you will have reviewed the team composition to include all the right skills and experience are available for the next step in the problem solving effort.

Before I go any further I need to establish two key definitions: -

Escape Point: - the place in the process where the root cause of the problem went undetected allowing the problem to occur

Root Cause: - the lowest level event that can be attributed and proven as that which caused the problem to occur

The Global 8D process uses a number of forms to help drive this process and are as follows: -

• Differences and changes worksheet

• Possible causes worksheet

• Possible root causes worksheet

These sheets are used to drive the discussions and problem solving efforts and form part of the process for narrowing down causal theories to the root cause.

As already mentioned, the G8D process is structured in a way that drives down from the effect or symptom, to the problem and then the root cause. Like a funnel, the process is about filtering out all the theories and ideas using facts (data driven) to be able to find and verify the root cause.

The object of all problem solving is to get to root cause and then take action to correct and sustain the improvement.

Define Root Cause

To explain the process I will use sections of the worksheets to aid understanding and to demonstrate how these worksheets are used.

STEP 1 – Define what is different about the 'IS' compared to the 'IS NOT'

For this step we use the differences and changes worksheet to help drive the process.

This model shows the Is/Is Not worksheet and the Differences and Changes Worksheet side by side.

You will notice that the Is/Is Not and the Differences and Changes worksheets align.

The reason for this is that the question is asked for each entry on the Is/Is Not form “what is different in, on or around the “IS” when compared with the “IS NOT”?

Fundamentally there must be differences between the 'IS' and the 'IS NOT' or both would have the problem

Then we need to ask the question what has changed in, on or around the 'IS'? Something must have changed or the problem would have always been there. This must be factual so it’s OK to generate a question log or ask a team member to go and find out.  

STEP 2 – Develop Possible Causal Theories

The Possible Root Causes Worksheet is used to record each root cause theory.

First brainstorm the possible causes and record on a separate media.

For each of the causes develop a causal theory that explains how that possible cause would result in the problem being experienced.

Example: the problem could be that the car would not start and the possible cause is 'the auxiliary belt is slipping'. The developed causal theory might read 'the auxiliary belt has worn and is now slipping causing the slow rotation of the alternator thus delivering reduced charge for the battery. The battery has therefore lost charge over time'.

A causal theory is developed for each possible cause.

STEP 3 – Establish Possible Root Causes

Using the Possible Root Causes Worksheet (which is again aligned to the 'Is/Is Not' worksheet), ask for each causal theory the question for each entry on the 'Is/Is Not' worksheet, does this explain the reason why the problem exists on the 'IS' and not on the 'IS NOT'

For each time the answer is yes put a plus (+) sign. If you do not know or need to find out put a question mark (?). If the answer is no, put a minus sign (-)

When a no is established then this possible cause cannot be a possible root cause. Move onto the next causal theory. Complete this for all causal theories. The results you will be left with are all of the possible route causes.

This is a complex step in the problem solving process and needs diligence on the part of the G8D Team members to ensure assumptions are not made. If in doubt, go and find out!

STEP 4 – Verify Possible Root Causes

For each of the possible root causes, there now needs to be a practical activity to verify the possible root cause. This should be carried out in practical terms where ever possible. However, in some instances modelling may be required.

If the possible root cause is introduced then this should 'switch the problem on'. Once the possible root cause has been removed, this should 'switch the problem off'

This process is repeated for both the root cause of the problem and the root cause for the escape point.

Complete the G8D Form (Template)

Complete the Global 8D form and circulate. Remember to update team composition for any changes that are made at the end of this stage.

The G8D form is a summary of the problem solving activity and is suppoirted by all of the other worksheets, data and supporting information (including the worksheets above) that is generated as a result of the Global 8D problem solving activity.

Graham Cripps

Resuts Consortium Ltd

Global 8D – Team Based Problem Solving

Have you ever said, or heard someone else say, something like “the last time we had this problem we did this”? If this is the case then we have to ask, how effective is our problem solving effort?

In reality we spend a lot of time solving problems in the business, some much more difficult than others. There are four levels of problem that we can consider:

1. Simple problems that can be solved by one individual

2. Simple problems that we know the answer to (this is more a task than a problem solving effort)

3. Difficult problems that we do not know the answer to and will take more than one person/discipline to solve

4. Problems that have been around for some time

I want to concentrate on the third type of problem and suggest a method that is tried and tested, Global 8D (G8D).

Using a number of analytical tools and a multi-disciplined team approach, G8D has a number of clearly defined steps and dosciplines. G8D is a comprehensive problem solving methodology developed by Ford Motor Company and used widely in industry throughout the world. However, it must be said that whilst the approach may be used for smaller problems, G8D should be reserved for those problems that: 

• Have a definition of the symptom(s). That is, the symptom has been quantified.

• Have identified the customer(s) and affected parties who experienced the symptom/s.

• Have measurements to quantify the symptom(s) and demonstrate that a performance gap exists, and/or the priority (severity, urgency, growth) of the symptom warrants initiation of the process.

• Have an unknown cause.

• Has management commitment to dedicating the necessary resources to fix the problem at root cause level and to prevent recurrence.

• Have a problem symptom complexity that exceeds the ability of one person to resolve the problem.

The G8D Process

The following is a brief outline of the G8D process steps: 

D0   Prepare for the Global 8D Process

In response to a symptom, evaluate the need for the G8D process.  If necessary, provide Emergency Response Action to protect the customer, and initiate the G8D process.

D1   Establish the Team

Establish a small group of people with the process and/or product knowledge, allocated time, authority, and skills in the required technical disciplines to solve the problems and implement corrective actions. The group must have a designated Champion and Team Leader. The group initiates the team building process.

D2   Describe the Problem

Describe the internal/external problem by identifying ‘what is wrong with what’, and detail the problem in quantifiable terms (Problem Description).

D3   Develop the Interim Containment Action (ICA)

Define, verify and implement the Interim Containment Action (ICA) to isolate the effects of the problem from any internal/external customer until Permanent Corrective Actions (PCAs) are implemented.  Validate the effectiveness of the containment actions.

D4   Define and Verify Root Cause and Escape Point

Isolate and verify the root cause by testing each possible cause against the Problem Description and test data.  Also isolate and verify the place in the process where the effects of the root cause should have been detected and contained but was not (escape point).

D5   Implement and Validate Permanent Corrective Actions (PCAs) for Root Cause and Escape Point

Select the best permanent corrective action to remove the root cause.  Also select the best permanent corrective action to address the escape point.  Verify that both decisions will be successful when implemented without causing undesirable effects.

D6   Implement and Validate Permanent Corrective Actions (PCAs)

Plan and implement selected Permanent Corrective Actions.  Remove the ICA.  Validate the actions and monitor long-term results.

D7   Prevent Recurrence

Modify the necessary systems including policies, practices and procedures, to prevent recurrence of this and similar problems.  Make recommendations for systemic improvements, as necessary.

D8   Recognise Team and Individual Contributions

Congratulate the team and complete the team experience. Recognise both team and individual contributions, and celebrate success.

The Global 8D Reporting Format

The G8D reporting format uses a Report Form which can be downloaded free by clicking on the button below. This form is backed up by the data, activity reports and other evidence of the problem solving activity which includes: 

• Pre-data analysis
• Is/Is not report
• Differences and changes
• Root Cause analysis
• After-data analysis
• Decision Making worksheets
• Action plans

The key forms and explanations for their use, will become available via these G8D series of articles over the next three weeks.

Graham Cripps

Results Consortium Ltd

www.resultsresults.co.uk