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 – 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 – 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

FMEA - Determine Causes of failure and Rank their likely occurrence

Having identified the failure modes and the effects of failure, we now need to determine the possible causes of failure. In this article we will be looking at establishing those causes and the processes used to ensure all causes are considered and their likely occurrence determined by the FMEA team.

Introduction

At this point we need to understand that the effect of the failure mode and the cause are not linked, other than through the failure mode itself. In other words, we are looking for the cause/s of the failure mode. The failure mode has effects that are experienced (sometimes called symptoms) as a result of that failure mode.

This is described in the sentencing model opposite.

To ensure that the best result is achieved the following should be noted: -

• Ensure that brainstorming is managed effectively (this a creative process and should have the basic rules applied)

• Do not constrain thoughts around current detection methods, this comes later

• Keep the boundary diagram and other visual aids in view to focus the brainstorming effort

• One cause can be the cause of more than one failure mode

• All failure modes are captured and recorded for discussion and analysis after the brainstorming session

• Causes are limited to those of the specific failure modes and cannot include errors outside of the boundary diagram

• Potential mistakes that could be made during manufacture of the design can only be considered if they are as a direct result of poor design (the principles of design for manufacture).

• A causal theory should be developed to root cause level for all failure modes with a severity of 9 or 10.

• Robustness linkages should be considered if they are within the agreed scope of the FMEA.

The team should brainstorm all the possible causes of failure. Failure of the design to perform as intended.

Once the causes of failure have been established, they are arranged in order against the failure mode (a continuation of the flow established during the last process step (see diagram below).

Using the Design FMEA Ranking tables, each potential cause is ranked as to the likelihood of occurrence. The ranking is recorded alongside the cause in question.

Because the use of ranking tables is not an “exact science”, the introduction of past experiences and other data is useful.

The FMEA flow is imprtant. Ensure that the causes are arranged against each failure mode. You will now have an FMEA report that has the effects of the failure mode and the causes of the failure mode aligned to the individual failure modes (see graphic above left). This is critical at the next stage because we will want to be looking at how to reduce the likelyhood of failure and this is around the failure mechanism for each failure mode.

Assessing Questions

On completion of this and every stage of the FMEA, assessing questions need to be addressed. This will include: -

• Have all failure modes been considered fully?

• Have cause theories been developed for all causes (these must be what could actually happen)?

• Have causes met the correct sentencing criteria (see above figure)?

• Has the scope of the FMEA been adhered to for each possible cause?

• Has the FMEA report structure been completed correctly (this is important when calculating RPN)?

• Have all previous questions been closed out and any new ones entered on the question log?

• Has the FMEA report been communicated to all interested parties?

Next Time

In the next article I will explain how to assess current preventative and detection controls and their effectiveness. I will also describe how to calculate RPN as a method of establishing action priorities.

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