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 – 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 – 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