Implementation of 8D problem solving methodology at a manufacturing enterprise in the form of SRM/ERP systems/Part 1
I was prompted to prepare this note by a picture that I saw quite recently on a high-speed, double-decker train of JSC FPC in the Novorossiysk-Moscow direction. A train of 15 new cars produced at the Tver Carriage Works (TVZ, part of Transmashholding JSC). They have been produced serially since 2011, and they went on rails in 2013.
So, three restrooms (WC) per carriage. In each restroom, the aluminum threshold (in the doorway) had a non-factory cut along the edges, as did part of the platband, which was also filed with a grinder in order to install the threshold in the opening. Probably, at some stage of production a mistake was made, which is now systemic and widespread. The door threshold is a mere trifle, but what if the car parts have such an error? Or your car? Or a tractor/harvester? And this “trifle” remains uncorrected for many years.
Some time ago, we were developing an SRM system, one of the modules of which was working with complaints using the 8D methodology. This is the first (basic) version of the software at this enterprise, and a big step towards improving the quality of the final product. As usual – work under NDA, so no screenshots, prototypes, results 🙁
The more I immersed myself in the project, the more different suggestions and improvements we came up with as design and development progressed. But the process of introducing everything new can take years, and it was important to launch an MVP, which will subsequently be scaled across other departments and divisions.
Well, I’ll try to describe in more detail what it is, because to us, the developers, all this seemed incomprehensible and far from any lean manufacturing methodologies.
Ensuring product quality is a relevant topic for any enterprise and production. There are quality management systems, one of the main goals of which is to ensure the production of quality products. This is achieved by system processes and procedures that must function on an ongoing basis. To improve the effectiveness of these processes (and, as a result, product quality), the principle of continuous improvement – PDCA – must be applied.
(Plan->Execute->Analyze->Change)
To solve the problem in the field of collecting and analyzing information (collecting and analyzing inconsistencies and administering the necessary corrective actions), the 8D method (method of 8 disciplines) is used.
This is a simple method and is recommended to be used when defects occur in a company.
The methodology does not have any industry specifics and is designed for various industries. Industry quality standards require the interaction of all departments of a company or enterprise in the process of ensuring product compliance with quality standards, so companies began to think about the development and implementation of software in the form of independent control systems, or modules that are integrated into existing SRM (supplier relationship management system) . Such solutions are designed for team work and have the necessary functionality for this.
How do I see the problem?
Large Russian manufacturers immediately publish regulations for working with suppliers on the title pages of their tender sites (electronic procurement), and often they also contain forms and 8D instructions for solving problems for suppliers.
In the future, such “reports” become a kind of unsubscribe. Teams are not assembled, batches of guaranteed quality are sent at random, and no one particularly likes the technique itself, since it is very cumbersome. And few people understand the veracity of the data provided. Problems seem to be resolved without these reports, and everyone is happy with this.
Thus, control data is not transmitted in any way to the problem analysis system. This system simply does not exist. And these oily protocols and logs lie by the machines…
But the regulations for working with suppliers are observed, and inside the final production, the 8D system is used in much the same way as with external contractors – for reporting.
Hence the question: How to ensure that measurement data by an employee at the workplace, directly from the workplace, bypassing various magazines, forms, statements, reaches specialists, analysts, managers, etc. in the already generalized processed formand then up the chain all the way up to your favorite dashboard to the head of the department and directors?
8D (eight discipline method) – was developed at Ford in 1987 to solve local problems (inconsistencies) in processes using a methodological and analytical method. Issues may be related to quality, safety, productivity, flexibility, controllability, ergonomics or process cost. As part of the 8D method, a thorough study of the process in which the nonconformity occurred is carried out, and a similar phenomenon is prevented from occurring in the future. The method is used to solve local problems that require no more than 2 weeks to resolve (excluding the time for developing and implementing preventive measures).
The main advantages of this method of working with problems:
Provides acquisition of partnership skills;
Helps solve and prevent problems;
Improves quality and productivity;
Prevents future problems;
Improves customer satisfaction.
Main disadvantage – training in this technique is usually labor-intensive, since it requires training in the use of other quality tools and requires strict deadlines for completing the stages.
Stages of the 8D technique
Each step of the technique has the letter D in its name, which means discipline. The 8D technique includes the following steps:
D0 – preparation for analysis8D
D1 – team building
D2 – detailed description of the problem
D3 – development of intermediate containment actions (temporary measures)
D4 – identification and verification of root cause and escape point (EP)
D5 – selection and verification of permanent corrective actions
D6 – implementation and confirmation (validation) of permanent corrective actions
D7 – selection of preventive actions
D8 – recognition of team and individual contributions, closing 8D
This technique distinguishes between a symptom and a problem.
Symptom — an event/consequence experienced by the consumer. For example: an external manifestation of a defect/non-conformity of a product that can be described and which indicates the possibility of one or more problems.
an effect or incident in a customer indicating a quality problem;
perceived by human senses;
takes the form of a complaint or claims;
does not contain a description of the reason.
Example – the bearing is humming
Problem — deviation from requirements/expectations, any undesirable effect from an unknown cause.
So, let's take a closer look.
Step D0 – preparation for 8D analysis
Assessing the need for the use of the 8D methodology. If necessary, immediate response actions are taken to protect the consumer:
100% product inspection;
a batch of finished products is placed in “quarantine”;
notifying the customer about possible defective products;
verification of the production process.
The use of 8D is necessary when:
a problem arises for a new type of product;
problem related to an external customer;
according to the customer's requirement of 8D execution.
Target questions for D0:
How did the defect manifest itself, are its parameters recorded?
Has the consequence been determined?
Was the impact quantified?
Step D1 – Create a Team
The team is created from specialists who know the process, have the time, have the authority, and skills in the required technological disciplines (representatives of different departments, 3-5 people). As a rule, it includes a designer, quality engineer, consumer representative, production foreman, technologist, service, as well as someone who knows the consumer conveyor well.
It is the team that starts the process and determines the course of action:
1. Determining the owner of the business process, who:
provides the team with the necessary resources to solve the problem;
appoints a team leader;
makes decisions on the implementation of activities developed by the team;
controls the implementation of all measures taken to solve the problem;
decides to terminate the team's work and close 8D.
2. The main tasks of the team leader:
organizing and coordinating the work of the team, holding meetings necessary for joint development of decisions;
managing the process of finding solutions;
organizing the collection and analysis of information about the identified problem;
coordination of measures developed to solve the problem with the heads of departments responsible for their implementation;
organization of monitoring the effectiveness of activities;
drawing up a problem solution map, collecting and storing the necessary applications;
preparation of interim and final reports on solving the problem and presentation to management.
3. Main tasks of team members:
participation in meetings;
development of joint decisions;
collection of information;
implementation of measures based on the decisions made, documented in the protocol;
checking the effectiveness of actions before and after implementation (verification and validation of activities).
Target questions for D1:
Has a team leader been appointed?
Who is directly related to the appearance of this defect?
What skills should the team have?
Has the composition of the team been determined?
Does it have command with sufficient authority for decision making?
How will information be exchanged within the team and with other departments?
Step D2 – Detailed description of the problem
Procedure:
verification of existing problem data and decompilation of complex problems down to the level of one object and one nonconformity;
design of a graphical representation of the problem in the form of a sketch or photo;
precise and unambiguous formulation of the problem.
Step D2 Goals:
get a clear idea of the problem, collect, organize, filter and summarize information on the problem;
document and visualize the problem;
describe the problem using clear and specific language;
provide access to information to all interested parties;
give direction for solving the problem;
lay the foundation for subsequent solution and analysis of the problem.
Sources of information for step D2
design documentation;
process;
DFMEA (procedure for analyzing the initially proposed design of a technical object and finalizing this design), PFMEA (analysis of risks associated with the production process);
certificates of development of DSE (parts and assembly units);
reports on discrepancies (complaints), business trip reports;
consumer surveys (internal or external);
performer surveys;
previous 8D reports.
Target questions for step D2:
Is the problem fixed?
How often does the problem occur?
Has this problem occurred before?
What similar object could have the same problem?
Are the start/end dates of the problem recorded?
Where was the problem discovered and where can it still appear at the facility?
Is the defect rate indicated?
Under what conditions does the problem arise and could it arise?
How was the problem discovered and how could it be detected?
Step D3 – development of intermediate containment action (temporary measures)
Step D3 Goals:
Protecting external or internal customers from the impact of the problem until corrective action is taken;
Limiting damage in terms of costs, quality, product supply planning;
Gaining time to find and eliminate the root cause of the discrepancy;
The effectiveness of temporary containment measures must be 100%.
Target questions D3:
What urgent actions are proposed?
Was an urgent check of the backlog carried out in the warehouse, in production, on the way to the Buyer or at the Buyer?
Is the quality control post organized to contain the problem?
Are control methods in place to contain the problem? Will they fix the problem?
Have measures been developed to evaluate the effectiveness of deterrent actions? Are there supporting documents?
Important! The deadline for completing stages D1-D3 is no later than 48 hours from the moment of receiving a message about symptom D0
Step D4 – Identify and Verify Root Cause and Escape Point (EP)
Goals:
Identification and investigation of root causes for their subsequent elimination;
Investigating the root causes of the problem and the earliest point in the process where the problem can be detected;
Determine how deterrent measures should be replaced by permanent corrective action.
The group method of analyzing causes (brainstorming) is considered the most effective. When using the method, it is necessary to provide an atmosphere for group members to freely express opinions about the causes of the problem. The discussion itself should be kept to a minimum, focusing on ideas and facts. It is important that managers do not speak out first and do not evaluate ideas and proposals. Keep a record of discussions.
Cause analysis at step D4.
An Ishikawa cause-and-effect diagram is used (a fish skeleton, the main bones of a fish reflect the factors causing the problem. Each of the possible influencing factors must be checked and confirmed by the corresponding record (tolerance certificate, measurement protocol, strength calculation). Root cause (root cause) is a proven cause that is causing the problem.
To determine the root cause, a “why ladder” tool (5 Whys?) can be used, where the question is asked until the team has the opportunity to provide an adequate answer. That. root causes are identified.
An example of identifying the root cause of a machine stoppage (from Taiichi Ohno)
Question 1: Why did the machine stop?
Answer 1: Because the fuse blew due to overload.
Question 2: Why did the overload occur?
Answer 2: Because the bearing lubrication was insufficient.
Question 3: Why was the lubrication insufficient?
Answer 3: Due to a malfunction of the lubrication pump.
Question 4: Why is the pump faulty?
Answer 4: Because its axle is worn out.
Question 5: Why did the pump shaft wear out?
Answer 5: Because there are contaminants in the lubricant.
In total, at step D4 we must determine the target questions:
Have all the root causes of the occurrence and non-detection (omission) of a defect been identified?
What is the percentage (in %) of each identified cause in the problem?
Step D5 – Select and Test Permanent Corrective Actions
The step aims to develop and select long-term corrective actions to address the root causes of problems. The actions chosen should replace temporary containment actions and most effectively eliminate the problem.
All team proposals must be analyzed and evaluated according to the following criteria:
expected effect;
expected costs;
expected implementation time;
the risk of new problems emerging.
Poka-yoke (poka-yoke) – Foolproof – a special method due to which defects do not appear. This method is needed when the frequency of errors (forgetfulness) occurs, there is the possibility of an immediate human reaction, and the system itself is simple. There are three levels of poka-yoke:
Target questions D5:
Have corrective actions been developed to address the root cause of the problem?
Have these corrective actions been implemented? Are there supporting documents about their implementation?
Have the necessary resources been identified to implement and implement corrective actions?
Has the effectiveness of corrective actions been assessed?
Step D6 – implementation and confirmation (validation) of continuous corrective actions
Development of systemic solutions (changes in processes, procedures, standards) aimed at eliminating the possibility of the problem reoccurring;
Development of preventive actions aimed at eliminating the potential cause of nonconformity;
Planning, introduction, management, control of the implementation of selected actions.
When planning preventive actions, it is necessary to determine:
What should we do differently in the future?
what methods and requirements need to be regulated in internal regulatory documents?
Does the business process owner agree with the proposed preventive action?
analyze possible changes in FMEA, technological process, control plan, operator work instructions, measurement and control equipment, etc.
Target Questions D6
Have preventive actions been developed and implemented?
Do preventive actions apply to the process/product?
Have the necessary resources been identified to implement and implement preventive actions?
Have systems, documents, methods, etc. been updated?
Step D7 – Select Preventive Actions
The main purpose of this step is to evaluate the effectiveness of the actions taken. It is necessary to select an appropriate method and evaluate the effectiveness of previously taken actions.
Target questions D7:
Has the effectiveness of the developed actions been assessed? Has an appropriate valuation method been chosen?
Is relevant evidence provided?
Has the defect been completely eliminated?
Step D8 – recognition of team and individual contributions, closing 8D
Goals:
clearly indicate the moment of completion of work to solve the problem;
ensure that by the time the team stops working there is no unfinished work, open issues or unimplemented activities;
summarize the work done;
confirm the significance of the work performed for the company;
evaluate the contribution of team members to solving the problem;
evaluate the effectiveness of previously taken actions;
close report 8D
The effectiveness of solving a problem is determined by tracking its repetition on 100 units of production (the model on which the problem appeared) from the moment the planned activities were completed. Efficiency assessment is carried out after confirmation of positive performance.
D8 Target Questions:
Has the effectiveness of the developed actions been assessed? Is relevant evidence provided?
Has the defect been completely eliminated? Is the problem recurring?
Conclusions I made:
The introduction of digital products into production makes it possible to significantly change the usual (and often outdated) business processes of production management. The 8D method has become widespread, however, and many companies are adapting and expanding it on the Russian market.
The use of this method will be unsuccessful if the client demands it, and for the enterprise it remains a mere formality. The first question that should be asked when conducting the 8D method is “Who is to blame?”, not “What to do?”
AvtoVAZ, Renault, KamAZ, Rostselmash, RusHydro, TechnoNikol, Uralchem work using this method.
The material turned out to be great and I hope useful.
I propose to discuss how the situation is in your production and perhaps come up with ideas for optimization. Or maybe you have already implemented the 8D methodology in your ERP/SRM system, then share your experience.
The second part will be devoted to examples of how software can be implemented in specific areas of production.
Started to lead my telegram channelsubscribe. It might be interesting 🙂
PS To prepare this publication, data was used from various articles and presentations of commercial organizations that are in the public domain. I’m not sure that I can indicate them, because Roskomnadzor may consider this to be advertising that requires labeling.
