Global 8D - D7 & D8: Prevent Recurrence and Recognise Team and Individual Contributions

In this article I am going to cover the last two stages of the Global 8D problem solving process

I mentioned in my last article that some problem solvers’ activity will stop after having implemented and validated the permanent corrective action

These last two important steps ensure that: 

• This type of problem could never occur again
• Reinforce behaviours and esteem of the team and individuals

These last two steps in the G8D problem solving process are fairly short to explain and technically not much of a stretch. However, their importance should not be underestimated.

Astute problem solvers know that whenever a problem occurs there is normally a procedure, policy or practice (systemic) that has allowed it to happen. I call this the 'root cause of the root cause'. This needs to be established and resolved.

Just as important is recognition of the problem solving effort that has been afforded by the G8D Team and other individuals in the business.

Prevent Recurrence

As stated above, the next step is to examine the evidence established during the problem solving process and establish the policies, procedures and practices that led to this particular problem. For this we use a problem solving tool called 5 Why’s (sometimes called stair stepping).

In essence this involves asking the question “why” of the root cause until the root cause of the root cause is established. The question may be asked more or less than 5 times, it does not have to be 5!

Example: A small engineering company had problems with hole positions being out of tolerance in some instances. Having 'masked the problem' for some time with constant drill changes, the problem solving team discovered the root cause as being a worn spindle bearing. The 5Y’s exercise went something like this: 

• WHY – was the bearing worn?

• BECAUSE – it had become dry

• WHY – did the bearing become dry?

• BECAUSE – the operator did not carry out shift autonomous maintenance routines fully

• WHY – didn’t the operator follow maintenance routine fully?

• BECAUSE – he was not properly trained during induction

• WHY – was he not trained on induction?

• BECAUSE – his induction programme missed this off the sheet

• WHY – was this missing from the sheet?

• BECAUSE – the induction plan was not signed off by Engineering (Root Cause)

In fact, the induction process allowed for any manager to sign the induction plan (the systemic issue). The induction planning was changed to require function based sign off.

These systemic issues need to be fixed. The goal is to change the system that allowed the problem to occur in the first place and to prevent similar problems from happening.

Because these systemic issues are normally beyond the brief of the G8D team, these changes are made at management level. However the team does have the opportunity to offer recommendations for systemic improvements.

Recognise Team and Individual Contributions

This final step in the Global 8D process is about closing the process and involves: 

• Recognition and review of team experience (Cooperative Learning)

• Completing any unfinished business

• Closure process

Recognition and Review of Team Experience

The application of the process requires skills and experience of the business to be able to make progress towards a satisfactory problem resolution.

These skills and experiences are the reason the team are selected.

The problem solving process drives improved data-driven understanding of the problem at each step of the process. As more is understood about the problem, root cause and resolution, different skills and experiences will need to be 'drafted in' at various stages throughout the process.

Recognising the effort of the team and other individuals involved is important as it tends to reinforce behaviour and self-esteem.

Completing unfinished business

Making sure all the problem solving activities have been completed and include:

• Finalising and archiving documentation

• Recognising technical lessons learned

• Making final presentation to the Champion

• Expressing experiences from team member to team members (Cooperative Learning)

• Archiving all the lessons learnt from the problem solving effort

• Ensuring all other related documentation is revisited and up to date (e.g. FMEA’s, Control Plans, etc.)

Closure Process

In this final activity the team ensures that the completed 8D report is circulated to all concerned detailing all the above activities including the recommendations for systemic changes.

Next Time

There are a number of ways you can gain the skills necessary to apply this world class problem solving methodology in your workplace. Shortly I will share with you how you can gain access to training at various levels, quickly and easily that will get you on the path to solving problems effectively.

If your problem needs immediate attention, then you can contact me directly on graham.cripps@resultsresults.co.uk or you can visit our web site www.resultsresults.co.uk for more information.

Graham Cripps
Results Consortium Ltd

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 – D3: Develop an Interim Containment Action (ICA)

Having already put into place an emergency response action (ERA), the G8D Team now need to replace this with a more considered ICA.

In this article I will describe and discuss the Interim Containment Action (ICA).

Like all structured problem solving methodologies, the continuous review of the G8D Team composition is important to ensure that the team has all the right skills and knowledge to maximise the problem solving efforts.

Having established that we have a problem we need to protect the customer (internal or external) from the effects or symptom of the problem. This is done for two reasons: 

• To ensure the customer has minimal or no impact felt as a result of the problem 
• To buy time for the problem to be investigated and solved

Having already put in place an ERA the team now to apply a more considered option to portect the customer, and that is the ICA. By its nature, an ICA will normally be expensive to implement as it will probably involve an additional process being introduced and could include:

• 100% Inspection
• Rework
• Sorting good from bad
• Field service action

As can be seen, any one of these actions would add considerable cost, however they are necessary to protect the customer. Remember that some of the above actions are not 100% effective, even 100% inspection is subject to variation.

Note: Sometimes the ERA might be considered as the best ERA. In these cases, make sure this is recorded and why.

An ICA is, as it states, interim. The Global 8D process drives learning about the problem to enable a fuller understanding of the problem so that, in some cases, a more cost effective containment action can be derived.

Example: An automotive manufacturer was experiencing water leaks between the inner and outer front wing of a vehicle under water test at the factory. The ICA was to add a thin bead of mastic sealant the whole length of the inner wing before welding the inner and outer together. Once the problem was better understood the length of the mastic sealant applied was reduced to one small area. When making several hundred a day, these few seconds and material savings were significant. 

The choosing and implementation of the ICA uses the Deming Plan Do Check Act Cycle.

PLAN – Chose the most effective ICA and plan its implementation. This will involve verifying that the ICA is effective and that all the necessary work instructions, resources and equipment are made available, on time. It is important to ensure that the ICA is made “official” for accounting and operational purposes.

DO - Implement the ICA as per the plan, ensuring that the action is clearly communicated at operational and management levels.

CHECK - Check that the ICA has been implemented exactly according to the plan and that it continues to be effective.

ACT – Take action to ensure ICA remains effective and sustained within daily operations as necessary.

Assessing Questions

• Are ICAs required?

• Is a Service Action required as part of the ICA?

• What can you learn from the ERA that will help in the selection of the ‘best’ ICA?

• Based on consultation with the G8D Customer and Champion, have criteria been established for ICA selection?

• Based on the criteria established, does the ICA provide the best balance of benefits and risks?

• How does this choice satisfy the following conditions?

  • The ICA protects the customer 100 % from the effect.

  • The ICA is verified.

  • The ICA is cost-effective and easy to implement. 

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 supported by all of the other worksheets, data and supporting information that is generated as a results of the problem solving activity.

Ensure that a a full account of the ICA and supporting documents are alailable to support this summary.

Graham Cripps 

Results Consortium Ltd

Global 8D – D2: Define the Problem

Defining the problem is a process for 'digging down' and getting a more detailed and refined understanding of the problem.

At this stage of the problem solving process we are looking to provide concise data and determine the exact nature of the problem.

A common problem in any problem solving activity is distinguishing between the problem and the symptom of the problem.

Describing the problem is carried out in two stages: 

Problem Statement - A concise statement that identifies the object experiencing the defect and the nature of the defect (the defect will typically be a symptom for which the cause is unknown)

Problem Description - Established by asking the question "What is wrong with what?" and testing it with repeated Whys (Stair-stepping)

Problem Statement

At this stage it is important to note that problem solving is about taking all of the data and information around the problem (or symptom) and drilling down, using a structured process and a multi-disciplined team. However, if assumptions are made without gathering the data, too often the symptom may well become the focus of the effort rather than the problem itself

Let me explain using a simple example

Example: “Every time I put the wall mounted heater on in the kitchen it blows a fuse”. So, the problem is the heater and the symptom or effect is a blow fuse? This is an assumption at this stage as we do not have any other information like: 

• How much load is on the circuit already?

• Is the socket used for any other electrical appliance of this size?

• Has the heater been plugged into another socket to try it out?

• And so on……

This is a simple example but does demonstrate how easy it is to jump to what appears to be a natural conclusion.

If we are to get to the bottom of the problem and fix it for good then we must be driven by facts and not assumptions.

Starting with the problem description, we must ensure we keep focused on what we know. So using the above example and what we actually know at this point, using the sentencing technique of what is wrong (the problem) with what (the object), our problem statement becomes 'the fuse blows'

So, if I assumed that the heater was faulty, scrapped it and bought a new one, would this necessarily solve the problem? At this point I don’t actually know. However, think about a problem in the workplace and how expensive replacing an item could end up!

We now have a problem statement, we now need to look at developing this to a full problem description

Problem Description

A Problem Description is the output of a process that utilises the IS/IS NOT Form to amplify the Problem Statement. This is the next step in better understanding the problem.

This techniques looks at 'what the problem is and what the problem is not but logically could have been' and looks to provide information on: 

what the defect is/is not but could be

where it does/does not occur but could

when it does/does not occur but could

how big it is/is not but could be

The IS/IS NOT process also identifies data that needs to gathered where necessary to better understand the problem.

Example: A factory is making metal lamp shades for the domestic market. These are fabricated and then painted using a robotic paint plant in several colours. Some of the blue finished product has a defect, paint runs. Therefore:

What: the problem is on the blue lamp shades and is not on any of the other colours, but could be

Where: the defect is on the top flat and is not anywhere else, but could be

When: the defect is apparent after the finish coat and is not apparent after the base coat

How big: the defect is consistently on 20% of all blue product and is not higher or lower, increasing or decreasing but could be.

NOTE: This is only a part of the data and information that is gathered during this process. For more information download our free Is/Is Not template by clicking on the button at the end of this article.

The problem description could now be formatted as follows: 

'20% of the blue finished product are consistently rejected for paint runs on the top flat. Defects are not seen after base coat'

Next Time

Having determined what the problem is and what it is not, the next article will be focusing on what is the differencebetween the products that have the problem and those that do not and what has changed for the problem to have appeared.

Graham Cripps

Results Consortium Ltd

www.resultsresults.co.uk

Global 8D – D1: Establish the G8D Team

In this article I will look at teamwork and how to establish a problem solving team that will be effective and cohesive.

Having an effective team is crucial to the success of the problem solving effort. We need a multidiscipline and experienced team to be able to provide the effort needed in getting to the root cause of the problem. This is the goal of all structured problem solving tools.

In this article I will discuss the following issues: 

• Team skills

• Team roles

• Team responsibilities

Having established management support for the G8D process to be applied to the problem, this implies that the right people will be released at the right time.

Team Skills (And Knowledge)

The skills that the team members require will include, but are not restricted to: 

• Knowledge of the process where the problem has manifested itself

• Knowledge of the item (part, sub-assembly, outcome)

• Technical knowledge of the item under analysis

• Customer usage and application knowledge (internal or external customers)

• Decision making

• Conflict resolution

• Communication skills

• Data analysis skills

The makeup of the team will depend upon the initial perception of the problem. However, the team composition may need to change during the G8D process. This is because the team’s understanding of the problem will grow and as it does may need additional of different skills to help resolve the process.

Team Roles

There are a number of roles in effective teamwork that, when applied in the spirit of supporting the team, ensure that the team has the very best chance of success.

Before we go any further I would like to give a definition of a team.

'A team is a small number of people with complementary skills who are committed to a common purpose, performance goal and approach for which they hold themselves mutually responsible'

In other words a cohesive team.

The recommended team roles are: 

Champion: the champion will normally be the responsible person that is feeling the pain of the problem. The champion will not normally attend the meetings but will support the team, in particular gaining access to the resources required for the problem solving effort

Team Leader: the team leader’s role is to manage the business of the team for the team. The activities will include setting the agenda, arranging the meeting venue, managing the activities and communicating with the champion

Time Manager: this is not a time keeper! The time manger takes on the responsibility on behalf of the team to manage the allotted team meeting time. Working with the team leader, they will issue a timed agenda, allocating fixed times for each topic on the agenda. During the meeting, the time manager will advise the team of remaining time for each subject and, with the team, agree amendments on a running basis if a topic is running over and considered important enough to do so

Scribe: is the person that captures the outcomes of the meeting as agreed by the team and publishes on behalf of the team

Facilitator: the facilitator looks after the team process and ensures that everyone is involved in the process steps and captures what went well for the team members

G8D Coach – this is optional, but recommended where some, or all, of the team members have no experience of G8D process application. This should be an internal resource where ever possible to maximise the possible problem solving effort

Team Responsibilities

The responsibilities of the individual team members will be allocated by the team and will involve some or all of the following: 

• Data collection

• Data analysis

• Decision making processes

• Experimentation

• Solution verification and validation

• Modelling and/or experimentation

• Managing resources

• Planning and implementation of solution (see also Plan-Do-Check-Act)

• Communication

These are the common skills required in addition to the general problem solving and technical skills required to contribute to the problem solving effort

Complete G8D Report (Template)

The G8D report has is a reporting summary for the G8D process efforts and is designed to be completed at each stage of the process

At this stage the G8D Report is completed by the team to show all the team members and circulated to all interested parties.

Circulation of the G8D report will vary at different stages of the G8D process and will normally be agreed with the Champion before circulation.

You can dowload a free, editable version of this report template via the button at the bottom of this article.

Assessing Questions

At the end of each stage there are a number of assessing questions that should be asked by the team leader or champion to ensure that all the factors have been considered and all necessary actions completed

In particular at this stage the questions will include: 

• Have all changes been documented?

• Is the ERA continuing to be effective?

• Is the team composition correct to proceed to the next step?

• Have all the measurables been established?

• Is a Service Action required?

Next Time

I hope you will join me again for the next article when I will be discussing how to clearly describe the problem (Problem Description), and look at one of the main reasons problem solving efforts fail to succeed

Graham Cripps
Results Consortium Ltd

www.resultsresults.co.uk

Global 8D – D0: Prepare for the G8D process

This is the first article in a series of nine that I will be publishing over the next two weeks, they will give a high level explanation of the  Global 8D Problem Solving process. In the this article I will be looking at the first step.

Each step will be complete with access to tools and templates that support the G8D process as well as those hints and help topics that would normally be included in our training program.

The steps are: 

D0 – Prepare for the G8D process

D1 – Establish the Team

D2 – Describe the problem

D3 – Develop the Interim Containment Action (ICA)

D4 – Define and verify root cause and escape point

D5 – Implement and validate the Permanent Corrective Action (PCA)

D6 - Implement and validate the PCA

D7 – Prevent recurrence

D8 – Recognise team and individual contributions

As we go through the G8D process I will be using a number of terms that may not be familiar to everyone. In all cases I will try and pre-empt your questions. However, if you need any further explanations you can contact me via our web site www.resultsresults.co.uk and I will do my best to assist you.

D0 – Prepare for the G8D Process

There are three activities within this first step: -

• Determine if the problem warrants the effort of a full G8D process.

• Protect the customer

• Complete the G8D repsort

If it is established that a full G8D is not required then a simpler problem solving model should be used that will solve the problem at root cause.

Root cause is the level at which, when identified and eliminated, the problem cannot recur.

Determine if the problem warrants the effort of a full G8D process

The G8D process is a team based problem solving methodology. Team members will be involved, some times over long periods of time, in this problem solving activity. The G8D process is used if a problem meets the following criteria, it:

• Has a definition of the symptom(s) - the symptom has been quantified.

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

• Has 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.

• Has an unknown cause.

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

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

If any of the above is not met then a practical problem solving method should be applied. e.g. 5Y’s analysis etc.

Protect the customer

Protect the customer from the effects of the problem (symptom) by introducing an Emergency Response Action (ERA), this could either be an external or internal customer. The purpose of the ERA is to protect the customer from the effects of the problem and 'buy time' to be able to solve the problem at route cause.

The ERA should be verified before full implementation to ensure that it stops the symptom reaching the customer.i.e. should switch problem off whan put in place and switch problem on again when removed. Note: in some complex sittuations it may be necessary to model the ERA for verification purposes.

By its nature an ERA will add cost, so it is important to resolve the problem as quickly as possible. Once the problem has been fully understood, the ERA is reviewed and replaced with an Interim Containment Action (ICA). The ICA is normally more considered, and often more cost effective, than the ERA. We will discuss this further in D3.

Complete the G8D report (Template)

The G8D report has is a reporting summary for the G8D process efforts and is designed to be completed at each stage of the process (D0 to D8)

The report is laid out to facilitate a summary report at each stage of the process. This must be fully supported by all the data and activity reports that will be generated as a result of the problem solving effort.

The G8D report cannot be completed without the problem solving effort having identified the root cause(s) and the necessary corrective actions having taken place.

At every stage effort needs to be made to gather and record the necessary data and information to ensure the corrective actions are effective and for the business to benefit from the lessons learnt.

Assessing Questions

At the end of each stage there are a number of assessing questions that should be asked by the team leader or champion to ensure that all the factors have been considered and all necessary actions completed. 

You can download a copy below

I hope you will join me again for the next article when I will be discussing how to form an effective G8D Team.

Graham Cripps

Results Consortium Ltd