Learn what the 8D methodology is and how to use the 8 disciplines for troubleshooting

Can you think of any situation that refers to a process that you perform consecutively generating an unnecessary effort?

But can you identify any relationship between the concept of 8D Methodology and the rework of these activities?

In the 8D methodology, the resolution of problems is treated differently, specifying what are the reasons and root causes of them and thus making the process of change increasingly effective.

Thus, much of the process differs through the strategic planning of its actions, which are focused on immediate solutions and long-term measures, so that situations can be prevented.

So that you can learn more and more about the functioning of the 8D methodology within organizations, we have separated in this article some important information about this concept. Check it out!

• What is the 8D methodology?
• The 8 phases of the 8D methodology
• Why deploy the 8D methodology?
• Ready to learn even more?

Ready to continue your reading?

What is the 8D Methodology?

The 8D methodology is widely used as a form of process quality control and aggregation of trust, making the activities performed within organizations safer and making the external vision of customers increasingly positive.

Much of the benefit of the effective application of this methodology is observed when analyzing customer behavior and the reliability of the organization. In addition, in the 8D Methodology, it is possible to identify the way your team works, optimize your process and expand synergy between members.

The objective of the 8D methodology is to identify, analyze and eliminate the root causes of the problems encountered within organizations.

The emergence of the 8D methodology occurred in the mid-1970s, in one of the main companies, Ford Motor Company. At the time, however, the methodology was not yet known as today, and only in the 1990s, after improvement was what we know today as the 8D Methodology established.

The 8D methodology can offer several results, but it must be applied to processes that require more attention or even a certain level of complexity since other tools can help solve simpler problems.

Although some concepts of the Lean Six Sigma methodology serve to solve problems that also relate to the 8D methodology, some more complex situations end up requiring slightly greater attention, so the 8D methodology being the most indicated process.

Although the Six Sigma Methodology is also specifically indicated for this type of problem, it differs from the 8D Methodology by dealing with solutions that are not initially clear. 8D acts on identifiable causes, and the team is responsible for discovering the root cause, as well as developing containment action to prevent future recurrence.

It is precisely when identifiable causes become visible that a potential application of the tool is identified. This occurs, for example, through the receipt of customer complaints, through which the demand for corrective actions arises.

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The 8 phases of the 8D methodology

D1: Formation and definition of a work team

One of the first steps for the application of the 8D methodology is the definition of the strategic team that will be responsible for the development of the project, for example.

Therefore, it is important to understand what will be the main demands for the situation, how is the time management of the people who will be inserted within the 8D methodology, and the knowledge that each of them.

In addition, a fundamental point is a synergy between the team and the choice of the leader. This should both know the tool, as well as present a series of exemplary leadership characteristics and practices.

D2: Detailed description of the problem to be solved

The second phase or item within 8D Methodology is based on the process of describing the problem so that it can be properly understood by the team. At this stage, several aspects of the problem will be discussed, analyzing its influence on the entire context, its improvement process, and all the ideas that can be proposed during this time.

For this, it is necessary to carry out a wide data collection. A tool that can help in this process and prevent any important detail from going unnoticed is the 5W2H technique.

D3: Containment of identified problems

Throughout the application of the methodology, it is important to identify and control problems, so that risks are reduced and failures do not occur.

Otherwise, the harm will reach even greater proportions and generate great losses for the business.

D4: Complete definition of the origin of the problem (root causes)

After identifying what are the problems or root causes, they must be excluded from this process.

For this stage of the 8D Methodology, several devices can be used to make the process more agile and effective. One of them is to build a Brainstorming spreadsheet, where everyone on the team can contribute ideas that will later be organized and studied.

Another tool that can be very beneficial for this process ends up being the Ishikawa diagram, which, in addition to helping to identify the root cause, the diagram can see other problems not seen previously.

D5: Choosing the most appropriate solution to the problem

The choice of solution in the 8D Methodology should be made in such a way that it completely avoids future occurrences and the emergence of new problems.

At this stage, it is also convenient to perform Brainstorming so that the entire team strives to generate solutions according to the complete analysis of the origin of the problem.

The team should also consider the impacts of the solutions thought out on the departments involved to make the most assertive decision.

D6: Implementation of the permanent solution

The time has come to monitor the solution chosen at the previous time for it to run successfully. A good way to ensure the permanence of the level of failure within the desired is to use tools such as PokaYoke, which structures procedures aimed at preventing the emergence of errors in a production process through the elimination of its generating causes.

D7: Prevention of new problems

Correcting is much more expensive than preventing in most cases, so that's what we should do! In the seventh stage of the 8D Methodology, it will be necessary to use methods and tools to ensure that the problem does not return to unexplored causes.

It is important to remember that the solution found is for the root cause, but the other possible causes have not been solved or eradicated and may cause the same situation as we are leaving. It can be from a failsafe device that protects the process as a whole, but also risk management, which will provide for actions to be taken according to the new cause of the problem.

D8: Formal completion and celebration

Interestingly, the formal completion of the implementation of the 8D Methodology is combined with a celebration to congratulate the employees involved in its development and expose the results to the entire company.

Recognizing the effort of each of those involved is fundamental to reinforce team sentiment and motivation at work. This only helps in the personal and professional growth of the individual and especially in the growth of the organization.

Why deploy the 8D methodology?

By forming an 8D team, you will get the integration of professionals with different knowledge and multifunctional character. With this, the process of generating ideas will be fostered and innovations will be developed, which can result in important competitive differentials.

In addition, troubleshooting will be more agile and there is a guarantee that the situation will not repeat itself in the future.

Ready to learn even more?

The performance evaluation can be defined as the identification and measurement of the actions that the employees of an organization carry out during a certain period. The performance evaluation aims to diagnose and analyze the individual and group performance of employees, promoting personal and professional growth as well as better performance. In addition, it provides human resource management with information for making decisions about salaries, bonuses, promotions, layoffs, training and career planning, providing the growth and development of the person being evaluated.

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