Presentation On G8D

This analytical and problem solving tool is widely used in Western Countries.

1. 11
GLOBAL 8DGLOBAL 8D

2. 22
WelcomeWelcome to this overview session on to this overview session on
Global 8D…..Global 8D…..
The session will provide you,The session will provide you,
•Necessary analytical and procedural Necessary analytical and procedural
description about G8Ddescription about G8D
•Necessary inputs to participate in the Necessary inputs to participate in the
concern resolution process using G8D concern resolution process using G8D
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3. A primary responsibility of every level of an Organisation
is to solve problems.
Rarely easy, this has been recognised as essential but
challenging work.
Disciplined and rigorous use of the G8D process within a
robust Quality Operating System manages the overall
problem solving efforts of an Organisation.
- QP&L, FAO
33
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4. Problems in Problem Solving :
 Management Impatient leading to
Quick fixes are appreciated
Incorrect description of the problem
Illogical prioritisation
Poor team participation
Possible causes become root causes
Corrective actions are not permanent
No / incomplete documentation and storage, hence
Corporate Memory starves
44
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5. 55
Global 8DGlobal 8D is a Standardised is a Standardised
Problem Solving Technique used by Problem Solving Technique used by
FAO that provides an effective FAO that provides an effective
framework through step-by-step framework through step-by-step
disciplines and integration of disciplines and integration of
different skills, to resolve concerns different skills, to resolve concerns
and prevent their recurrence.and prevent their recurrence.
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6. 66
G8D G8D Overview Overview ::
D0D0
Prepare for G8DPrepare for G8D
D1D1
Establish TeamEstablish Team
D2D2
Describe ProblemDescribe Problem
D5D5
Choose & Verify PCAChoose & Verify PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
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7. 77
G8D G8D has been proven over time and has been proven over time and
supports the Ford 2000 Seven Strategiessupports the Ford 2000 Seven Strategies
•Empowered PeopleEmpowered People to implement corrective actions, to implement corrective actions,
prevent recurrence through right people with right skills prevent recurrence through right people with right skills
at the right timeat the right time
•Nimble through Process LeadershipNimble through Process Leadership : A standard : A standard
process, hence, global communication is faster, process, hence, global communication is faster,
Corporate Memory avoids duplication, helps with Corporate Memory avoids duplication, helps with
replication & assistance facilities for faster and effective replication & assistance facilities for faster and effective
problem solvingproblem solving
•Lead in Customer SatisfactionLead in Customer Satisfaction : Customer protected : Customer protected
throughout the problem solving process - ERA / ICA, throughout the problem solving process - ERA / ICA,
Concern Definition, Verification & Validation Concern Definition, Verification & Validation
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8. 88
G8D G8D addresses 3 types of problem addresses 3 types of problem
solving approachessolving approaches
•Rational ApproachRational Approach : Fact & Data based : Fact & Data based
•People ApproachPeople Approach : Team Work, Employee : Team Work, Employee
Involvement, Participative Management and Involvement, Participative Management and
Experience SharingExperience Sharing
•Creative ApproachCreative Approach : Brain Storming, SIT, : Brain Storming, SIT,
etc.etc.
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9. 8
G D
tasks to be carried out throughout the resolution
process
Common Tasks :
Document changes
Review Team
Review Measurables
Determine if any additional action / service is required
Address & review the Assessing Questions
Update G8D format(s)
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10. Assessing Questions - Purpose
Keep the team and the champion linked, on task and in
agreement
Provide Quality Assurance Check for each discipline
Serve as an advance organiser for planning activities and
resources
Trigger actions that need to be taking place in the
organisation outside the G8D process
1010
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11. 1111
D0D0
Prepare for G8DPrepare for G8D
D1D1
Establish TeamEstablish Team
D2D2
Describe ProblemDescribe Problem
D5D5
Choose & Verify PCAChoose & Verify PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
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12. 1212
D0D0
Prepare for G8DPrepare for G8D
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13. 1313
D0D0
Prepare for G8DPrepare for G8D
D0 D0 :: PURPOSE : Prepare for G8DPURPOSE : Prepare for G8D
•In response to a Symptom, In response to a Symptom,
evaluate the need for the G8D evaluate the need for the G8D
processprocess
•If necessary, provide Emergency If necessary, provide Emergency
Response Action to protect the Response Action to protect the
Customer and initiate the G8D Customer and initiate the G8D
processprocess
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14. 0 :
D
8
G DApplicationCriteria
The Symptom has been identified and quantified
Customers / Affected Parties who experienced the
symptom(s) have been identified
Performance gaps exist between the symptoms and the
desired and / or the priority of the symptom warrants
initiation of G8D
The Root Cause of the Concern is not known
1414
D0D0
Prepare for G8DPrepare for G8D
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15. 0 :
D
8
G DApplicationCriteria
….
contd
Symptom complexity exceeds the ability of one person to
resolve the Problem
The Concern (same or similar in nature) was not resolved in
the past
The Management is committed to dedicate the necessary
resources to fix the problem at the root-cause level and
prevent its recurrence
1515
D0D0
Prepare for G8DPrepare for G8D
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16. 0 :
D
8
G DApplicationCriteria
….
contd
G8D can be applied to ‘ ’
ChangeInducedSituation
as well
as to ‘ ’
NeverBeenThereSituation
1616
D0D0
Prepare for G8DPrepare for G8D
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17. 1717
D1D1
Establish TeamEstablish Team
D2D2
Describe ProblemDescribe Problem
D5D5
Choose & Verify PCAChoose & Verify PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
D0D0
Prepare for G8DPrepare for G8D
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18. 1818
D1D1
Establish TeamEstablish Team
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19. 1 :
D
:
Purpose FormTEAM
Establish a small group of people with
required product / process knowledge
allocated time
authority
requisite technical skills in respective discipline(s)
to solve the problem(s) and implement corrective action(s)
1919
D1D1
Establish TeamEstablish Team
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20. 1 :
D
‘ ’
The TEAM Process
Composition / Membership
a good mix of members with technical skills required for
concern resolution
size should be limited between four & ten members
membership need not be constant throughout and should
change according to the stage within the concern resolution
process
2020
D1D1
Establish TeamEstablish Team
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21. 1 :
D
‘ ’
The TEAM Process
…..
contd
Team Functions
Champion
Leader
Facilitator
Time Manager
Scribe
Recorder
2121
D1D1
Establish TeamEstablish Team
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22. 1 :
D
‘ ’
The TEAM Process
…..
contd
TEAM Meetings : The 3 phases through
which any TEAM meeting should go through are,
2222
D1D1
Establish TeamEstablish Team
TASKSTASKS
OBSERVATIONSOBSERVATIONSMAINTENANCEMAINTENANCE
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23. 1 :
D
‘ ’
The TEAM Process
…..
contd
TEAM Meetings ( …)
contd
:
Task is the Business Plan. Any agenda item that addresses
business occurs in the Task phase. e.g. information, decision,
solution, etc.
Maintenance involves recognition of feelings that affect
TEAM process and addressing them. e.g. attention, respect,
sense of belonging, etc.
Observation relates to dynamics of the meeting & guiding
back into the Meeting Process Phase. e.g. cautioning about
‘time’, ‘one at a time’, 'your attention please’, etc.
2323
D1D1
Establish TeamEstablish Team
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24. 1 :
D
‘ ’
The TEAM Process
…..
contd
TEAM Operating Procedures :
Adopting roles assists the TEAM making guidelines for
any TEAM meeting
follow meeting time disciplines, meet agenda requirements
perform roles - share process oriented roles (Facilitator,
Time Manager)
complete homework - come prepared and do tasks between
meetings
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D1D1
Establish TeamEstablish Team
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25. 1 :
D
‘ ’
The TEAM Process
…..
contd
TEAM Operating Procedures ( …)
contd
:
do not offer opinions, trace them to observations
restate and build on proposals
2525
D1D1
Establish TeamEstablish Team
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26. 2626
D2D2
Describe ProblemDescribe Problem
D1D1
Establish TeamEstablish Team
D5D5
Choose & Verify PCAChoose & Verify PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
D0D0
Prepare for G8DPrepare for G8D
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27. 2727
D2D2
Describe ProblemDescribe Problem
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28. 2 :
D
:
Purpose DescribeProblem
Describe internal / external problem by
identifying ‘what is wrong with what’
detailing the problem in quantifiable terms
“The Goal is to translate Customer’s Symptoms into a
Problem Statement and Problem Description”
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D2D2
Describe ProblemDescribe Problem
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29. 2 :
D
Function
The function of D2 is to
identify the Object and the Defect
describe the problem based on data and observations
define the problem as accurately as possible
drive the rest of the G8D process based on this problem
definition
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D2D2
Describe ProblemDescribe Problem
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30. 2
D

WhyDefinetheProblem
???
Any vagueness or inaccuracy at D2 will lead the team to
wrong cause followed by a wrong corrective action
Reexamination of facts is extremely difficult, once
conclusion(s) is/are drawn
3030
D2D2
Describe ProblemDescribe Problem
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31. 2 :
D
Problem Statement to Problem Description
3131
D2D2
Describe ProblemDescribe Problem
Problem StatementProblem Statement
Problem DescriptionProblem Description
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32. 2 :
D

ProblemStatement
…..
contd
Development
Step 1 :
identify the ‘object’ and the ‘defect’ by asking “WHAT IS
WRONG WITH WHAT”
‘what is wrong….’ is the defect
‘….with what’ is the object
Step 2 :
after establishing the object and the defect, ask “WHY IS
THAT HAPPENING”
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D2D2
Describe ProblemDescribe Problem
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33. 2 :
D

ProblemStatement
…..
contd
Development (contd…)
Step 2 :
Continue asking WHY until there is no certain answer.
WHY excludes illogical possibilities
Refine the statement to get as near as possible to the root
cause using the existing data
Devise the problem statement following the above steps
based on ‘object - defect - certain reason’
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D2D2
Describe ProblemDescribe Problem
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34. 2 :
D

ProblemStatement
…..
contd
Development (contd…)
In case of complex problems (with multiple defect / multiple
root causes)
Separate : Symptoms are broken down and subdivided
according to complexity
Prioritise : Pareto Charts are used to identify problems that
create difficulties with highest frequency.
Certain other criteria also can be used such as severity,
urgency based on Customer Inputs
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D2D2
Describe ProblemDescribe Problem
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35. 2 :
D

ProblemDescription
Problem Description narrows down
the search for concern resolution
Provide information on
What the problem is and what it is not, but could be
Where the problem is and where it is not, but could be
When the problem occurs and when it does not, but
could
How big the problem is and how big it is not, but
could be
3535
D2D2
Describe ProblemDescribe Problem
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36. 3636
D3D3
Develop ICADevelop ICA
D2D2
Describe ProblemDescribe Problem
D1D1
Establish TeamEstablish Team
D5D5
Choose & Verify PCAChoose & Verify PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
D0D0
Prepare for G8DPrepare for G8D
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37. 3737
D3D3
Develop ICADevelop ICA
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38. 3 :
D
:
Purpose DevelopICA
Define, Verify, Validate and Implement Interim
Containment Action (ICA) to isolate the effects of the
problem from any internal / external customer & affected
party until a Permanent Corrective Action (PCA) is
implemented
3838
D3D3
Develop ICADevelop ICA
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39. 3 :
D
D3 is the only optional Step in G8D
The rationale is to,
‘buy time’ to identify the root cause
further protect the Customer from the effects of the
problem
contain the problem from cost, performance & time
perspective
3939
D3D3
Develop ICADevelop ICA
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40. 3 :
D
???
WhatisanICA
Improved derivation of an ERA but must not create other
problem downstream
Unlike ERA, an ICA is chosen after preliminary
investigation and data collection in D2 (effective ICA
makes ‘Is’ from ‘Is / Is Not’ Analysis go away)
Requires continuous monitoring for effectiveness
Adds costs
4040
D3D3
Develop ICADevelop ICA
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41. 3 :
D
Activities involved
Verify and Validate ICA
Develop an Action Plan for implementation & follow-up
What - describe the action
Who - responsibility of the action
When - action completion time
4141
D3D3
Develop ICADevelop ICA
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42. 4242
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D2D2
Describe ProblemDescribe Problem
D1D1
Establish TeamEstablish Team
D5D5
Choose & Verify PCAChoose & Verify PCA
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
D0D0
Prepare for G8DPrepare for G8D
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43. 4343
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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44. 4 :
D
:
Purpose RootCauseand

EscapePoint
Isolate and verify the root cause by testing each Root
Cause Theory against the Problem Description and Test
Data
Isolate and Verify the place in the process where the
effects of the Root Cause could have been detected and
contained, but was not (Escape Point)
4444
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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45. 4 :
D
Identify the Most Likely Cause of the Problem
Identify the Escape Point of the problem
Verify Root Cause and Escape Point of the Problem
4545
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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46. 4 :
D

DeterminingRootCause
In cases ‘change induced’ systems (when the desired and
the actual were same but are now different), the Root
Cause will be a CHANGE of some type.
Anchor the search based on the thorough defect profile
built around the Problem Statement & Problem
Description
4646
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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47. 4 :
D

DeterminingRootCause
…..
contd
Arriving at a Root Cause will be based on deductive logics
A series of questions that yield answers, to which another
question is applied
The result is a steady reduction of the number of possible
causes to be investigated
Two Methods can be applied
4747
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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48. 4 :
D

DeterminingRootCause
…..
contd
‘
Method A
‘ ’
Method B
1. Problem Statement 1. Problem Statement
2. Problem Description 2. Problem Description
3. List changes over time 3a. List differences
3b. List changes in differences
4. Develop theories based 4. Develop theories based
on changes on changes
5. Trial run Theories 5. Trial run Theories
6. Verify most likely cause 6. Verify most likely cause
4848
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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49. 4 :
D

DeterminingRootCause
…..
contd
The Problem solver can use a series of questions to gather
information, as this information, though useful, is not
considered significant by the one who have it.
STEP 1 : Develop Problem Statement
What is wrong with what
4949
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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50. 4 :
D

DeterminingRootCause
…..
contd
STEP 2 : Develop Problem Description
What ……. Is / Is Not the defect
Where ……. Is / Is Not the defect
When ……. Is / Is Not the defect
How big ……. Is / Is Not the defect
5050
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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51. 4 :
D

DeterminingRootCause
…..
contd
STEP 3 (Method ‘A’) : List all changes on a time line
What is unique, peculiar, different, distinctive and unusual
about ‘Is’
consider features such as people, methods, material,
machines and environment
5151
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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52. 4 :
D

DeterminingRootCause
…..
contd
STEP 3a (Method ‘B’) : List Differences
Same as Step 3 of Method ‘A’
STEP 3b (Method ‘B’) : List Changes in Differences
What has changed ‘in’, ‘on’, ‘around’ or ‘about’ this
difference
consider features such as people, methods, material,
machines and environment
5252
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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53. 4 :
D

DeterminingRootCause
…..
contd
STEP 4 : Develop Root Cause Theories based on Changes
In what ways might this change create the defect on the
object
OR
How could this change create the defect on the object
During this step be specific and avoid using terms like
‘out of specs’, ‘poor quality’, etc.
5353
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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54. 4 :
D

DeterminingRootCause
…..
contd
STEP 5 : Trial Run the theories using Test Matrix
Does this ‘change how’ theory completely explain ‘Is’ as
well as ‘Is Not’
Explains Fully : If the data explains fully why the
effect manifests itself in the ‘Is’ dimension but never
manifests itself in the ‘Is Not’ dimension, then a plus
(+) symbol should be entered in the Test Matrix for
that element.
THISTHEORYFULLYEXPLAINSTHE
ELEMENT
5454
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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55. 4 :
D

DeterminingRootCause
…..
contd
Cannot Explain : If the data cannot explain why the
effect manifests itself in the ‘Is’ dimension and / or
never manifests itself in the ‘Is Not’ dimension, then a
minus (-) symbol should be entered in the Test Matrix
for that element.
THISTHEORYDEFINITELYDOES

NOTEXPLAINTHISELEMENTANDTHEREFORE

CANNOTBETHECAUSE
5555
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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56. 4 :
D

DeterminingRootCause
…..
contd
Insufficient Data : If the theory could explain the
effect but there are insufficient data to explain fully
why the effect manifests itself in the ‘Is’ dimension
and / or never manifests itself in the ‘Is Not’
dimension, then a question mark (?) symbol should be
entered in the Test Matrix for that element and a
comment added at that point to indicate the further
data collection / analysis required.
THISTHEORY

COULDEXPLAINTHISELEMENTELEMENTBUT
/
MOREDATA ANALYSISAREREQUIRED
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D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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57. 4 :
D

DeterminingRootCause
…..
contd
Insufficient Data (contd…) : In practice, particularly
when multiple root causes are considered, more than
one theory may pass the trial run with a combination
of pluses and question marks. In such cases, and
where it is feasible and practical, collect and analyse
the missing data and reexamine the theory to resolve
the question marks to either pluses or minuses. Else,
proceed to Step 6, starting with the theory with most
pluses.
5757
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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58. 4 :
D

DeterminingRootCause
…..
contd
STEP 6 : Verify Most Likely Cause
Verification has to be done in the real world and not on a
problem solving form
Verification is either Passive (done by observation) or
Active (make the defect come & go)
5858
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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59. 4 :
D

DeterminingRootCause
…..
contd
STEP 7 : Acknowledge the Root Cause
Confirmed root cause is then acknowledged as the as the
Root Cause
5959
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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60. 4 :
D

DeterminingRootCause
…..
contd
For ‘never been there’ situation, there is a need for
process or design change as the product / service is
functioning normal but the customers or management
seeks a higher performance.
 As there is no root cause that created the effect,
uncovering differences unique to the ‘Is’ when
compared to the corresponding ‘Is Not’ may help in
developing a theory to create desired improvement
6060
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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61. 4 :
D

EscapePointConcepts
Determine where in the process the root cause could have
been detected, but was not. Review the Control System
and the Control Point
6161
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
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62. 6262
D5D5
Choose & Verify PCAChoose & Verify PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D2D2
Describe ProblemDescribe Problem
D1D1
Establish TeamEstablish Team
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
D0D0
Prepare for G8DPrepare for G8D
BACKBACK

63. 6363
D5D5
Choose & Verify PCAChoose & Verify PCA
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64. 5 :
D
:
Purpose ChooseVerifyPCA
Select the best Permanent Corrective Action (PCA) to
eliminate Root Cause
Select the best Permanent Corrective Action (PCA) to
address the Escape Point
Verify that both the decisions will demonstrate success
when implemented and not cause any other undesirable
effect
6464
D5D5
Choose & Verify PCAChoose & Verify PCA
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65. 5 :
D

DecisionMaking
Decision Making can be done by
Unilateral : Autocratic approach
Polling : Democratic way, where every one is involved,
however, can result in a wrong decision based on majority
psychology
Compromise : Compromise can reduce conflict and allow
everyone to be heard. Necessary when results are not
achieved
6565
D5D5
Choose & Verify PCAChoose & Verify PCA
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66. 5 :
D

DecisionMaking
…..
contd
Prioritisation : Rational process that weighs the pros &
cons. Though time consuming, it allows for several courses
of alternatives. Criteria can be based on nature of situation
which can influence decision
Consensus : 70% approval and 100% support Most
powerful method for the TEAM process (agreement, force,
support, etc.)
6666
D5D5
Choose & Verify PCAChoose & Verify PCA
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67. 5 :
D

DecisionMaking
…..
contd

Weighting
: Decisions reached analytically through
assigning weightages to various alternatives
Judgement : Alternatives offered for reviews to the subject
matter experts
6767
D5D5
Choose & Verify PCAChoose & Verify PCA
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68. 5 :
D

DecisionMaking
…..
contd
Weighting : Decision Making Process
Describe the end result
List the Decision Criteria
Decide the relative importance of the wants
Identify Choices
Compare choices against decision criteria
Analyse the risks
Make a full balanced choice
6868
D5D5
Choose & Verify PCAChoose & Verify PCA
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69. 5 :
D

DecisionMaking
…..
contd
Describe the End Result :
WHAT : End result is brief statement that describes the
desired outcome of the decision
WHY : End result is identified in order to define the scope
of the decision and provide a focus
HOW : Describe the end result by identifying an action and
an object
6969
D5D5
Choose & Verify PCAChoose & Verify PCA
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70. 7070
D5 : D5 : Decision Making Decision Making contd…..contd…..
Weighting : Decision Making ProcessWeighting : Decision Making Process
Describe the end resultDescribe the end result
List the Decision CriteriaList the Decision Criteria
Decide the relative importance of the wantsDecide the relative importance of the wants
Identify ChoicesIdentify Choices
Compare choices against decision criteriaCompare choices against decision criteria
Analyse the risksAnalyse the risks
Make a full balanced choiceMake a full balanced choice
D5D5
Choose & Verify PCAChoose & Verify PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

71. 5 :
D

DecisionMaking
…..
contd
List the Decision Criteria :

GIVENS
: These are objectively measurable, non-
negotiable, realistic features of the decision. Givens are
the constraints (minimum criteria) and are used as
filters. Givens often concern money, deadlines,
company procedures, legislations, etc.

WANTS
: These are desirable (as opposed to essentials)
features of the decision and enable to determine which
remaining choices are preferable
7171
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72. 7272
D5 : D5 : Decision Making Decision Making contd…..contd…..
Weighting : Decision Making ProcessWeighting : Decision Making Process
Describe the end resultDescribe the end result
List the Decision CriteriaList the Decision Criteria
Decide the relative importance of the wantsDecide the relative importance of the wants
Identify ChoicesIdentify Choices
Compare choices against decision criteriaCompare choices against decision criteria
Analyse the risksAnalyse the risks
Make a full balanced choiceMake a full balanced choice
D5D5
Choose & Verify PCAChoose & Verify PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

73. 5 :
D

DecisionMaking
…..
contd
Decide the Relative Importance of Wants
WHAT : Wants have an importance relative to each other
when considered against the end result
WHY : The relative importance enables the performance of
each available option to be evaluated that reflects its
relative merit
HOW : Rate on a 0 to 10 scale, with 10 points to the most
important
7373
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74. 7474
D5 : D5 : Decision Making Decision Making contd…..contd…..
Weighting : Decision Making ProcessWeighting : Decision Making Process
Describe the end resultDescribe the end result
List the Decision CriteriaList the Decision Criteria
Decide the relative importance of the wantsDecide the relative importance of the wants
Identify ChoicesIdentify Choices
Compare choices against decision criteriaCompare choices against decision criteria
Analyse the risksAnalyse the risks
Make a full balanced choiceMake a full balanced choice
D5D5
Choose & Verify PCAChoose & Verify PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

75. 5 :
D

DecisionMaking
…..
contd
Identify Choices
WHAT : Generate a list of alternatives
WHY : Generate choices to ensure a Quality Decision by
having a range from which to choose
HOW : Devised based on Team Experience, External
Information, Subject Matter Experts, Educational Institutes,
Literature, etc.
7575
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76. 7676
D5 : D5 : Decision Making Decision Making contd…..contd…..
Weighting : Decision Making ProcessWeighting : Decision Making Process
Describe the end resultDescribe the end result
List the Decision CriteriaList the Decision Criteria
Decide the relative importance of the wantsDecide the relative importance of the wants
Identify ChoicesIdentify Choices
Compare choices against decision criteriaCompare choices against decision criteria
Analyse the risksAnalyse the risks
Make a full balanced choiceMake a full balanced choice
D5D5
Choose & Verify PCAChoose & Verify PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

77. 5 :
D

DecisionMaking
…..
contd
Compare choices against Decision Criteria :
WHAT : Comparison allows evaluation of how well each
choice meets the decision criteria in relative terms
WHY : Make comparisons arrive at the most desirable
HOW : Compare the choices against the GIVENs, using a
go / no-go process
7777
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78. 5 :
D

DecisionMaking
…..
contd
Compare choices against Decision Criteria :
HOW : Evaluate choices against WANTs. Rate each want
on a 0 to 10 scale
Multiply the ‘how good’ value of choice by the importance
value of each want
Total the scores for each choice
7878
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79. 7979
D5 : D5 : Decision Making Decision Making contd…..contd…..
Weighting : Decision Making ProcessWeighting : Decision Making Process
Describe the end resultDescribe the end result
List the Decision CriteriaList the Decision Criteria
Decide the relative importance of the wantsDecide the relative importance of the wants
Identify ChoicesIdentify Choices
Compare choices against decision criteriaCompare choices against decision criteria
Analyse the risksAnalyse the risks
Make a full balanced choiceMake a full balanced choice
D5D5
Choose & Verify PCAChoose & Verify PCA
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

80. 5 :
D

DecisionMaking
…..
contd
Analyse Risk :
WHAT : Look at what can go wrong
WHY : Examine if choices with big benefits have big risks
HOW : Make a Risk Statement - ‘If (an event) happens
then ….. will be the consequence
Consider probability and seriousness, and ask ‘does the
choice - just meets GIVENs ….. performs poorly against
an important want
8080
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81. 8181
D5 : D5 : Decision Making Decision Making contd…..contd…..
Weighting : Decision Making ProcessWeighting : Decision Making Process
Describe the end resultDescribe the end result
List the Decision CriteriaList the Decision Criteria
Decide the relative importance of the wantsDecide the relative importance of the wants
Identify ChoicesIdentify Choices
Compare choices against decision criteriaCompare choices against decision criteria
Analyse the risksAnalyse the risks
Make a full balanced choiceMake a full balanced choice
D5D5
Choose & Verify PCAChoose & Verify PCA
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

82. 5 :
D

DecisionMaking
…..
contd
Make Best Balanced Choice :
WHAT : A balanced choice must be based on information
WHY : Confident that the balanced choice is the best
choice possible
HOW : Balance the Risks & Benefits
8282
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83. 5 :
D
Verification
Once the decision is made
test it practically for feasibility in order to avoid an
expensive failure
include real world usage conditions
examples of verification methods are test bed runs, road
tests, production run, etc.
8383
D5D5
Choose & Verify PCAChoose & Verify PCA
BACKBACK

84. 8484
D6D6
Implement & Validate PCAImplement & Validate PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D2D2
Describe ProblemDescribe Problem
D1D1
Establish TeamEstablish Team
D5D5
Choose & Verify PCAChoose & Verify PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
D0D0
Prepare for G8DPrepare for G8D
BACKBACK

85. 8585
D6D6
Implement & Validate PCAImplement & Validate PCA
BACKBACK

86. 8686
D6 : D6 : Purpose : Implement and Purpose : Implement and
Validate PCAValidate PCA
·Plan and execute Implementation of the Plan and execute Implementation of the
selected PCAselected PCA
·Plan and execute Validation of the Plan and execute Validation of the
selected PCA selected PCA
·Remove ICARemove ICA
·Monitor Long Term ResultsMonitor Long Term Results
D6D6
Implement & Validate PCAImplement & Validate PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

87. 8787
D6 :D6 :
·Planning Steps …..Planning Steps …..
.What could make anything go wrongWhat could make anything go wrong
aWhat could be done to prevent it from What could be done to prevent it from
creating troublecreating trouble
nWhat needs to be done if it happens What needs to be done if it happens
anywayanyway
Who needs to initiate Contingent ActionWho needs to initiate Contingent Action
tWhat Information should tell him to What Information should tell him to
proceed with contingency Actionsproceed with contingency Actions
D6D6
Implement & Validate PCAImplement & Validate PCA
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

88. 8888
D6 :D6 :
·Planning Steps …..Planning Steps …..
PlanPlan
.State the ObjectiveState the Objective
iIdentify Standards & Conditions to be metIdentify Standards & Conditions to be met
dIdentify the Action Plan StepsIdentify the Action Plan Steps
PreventPrevent
8Identify Key StepsIdentify Key Steps
pIdentify BarriersIdentify Barriers
sIdentify Prevention ActionsIdentify Prevention Actions
D6D6
Implement & Validate PCAImplement & Validate PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

89. 8989
D6 :D6 :
·Planning Steps (Planning Steps (contd…..)contd…..)
PreventPrevent
?Identify Protection ActionsIdentify Protection Actions
iDevelop cues (date / event) for Protection Develop cues (date / event) for Protection
ActionsActions
tDefine who is responsible for initiating the Define who is responsible for initiating the
Protection ActionProtection Action
PlanPlan
nReview, Revise and Communicate the Final Review, Revise and Communicate the Final
PlanPlan
D6D6
Implement & Validate PCAImplement & Validate PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

90. 9090
D6 : D6 :
Key Points : For Planning Implementation, Key Points : For Planning Implementation,
and Validation of PCAand Validation of PCA
fEvaluate the need of support required from Evaluate the need of support required from
other concerned departmentsother concerned departments
dInclude representatives from the other Include representatives from the other
concerned departments in the team concerned departments in the team
D6D6
Implement & Validate PCAImplement & Validate PCA
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

91. 9191
D6 : D6 : ValidationValidation
?Collect evidence that implemented action is Collect evidence that implemented action is
doing what was intended, without introducing doing what was intended, without introducing
a new problema new problem
nValidation may include tests, inspections, Validation may include tests, inspections,
observations and on-going Customer input observations and on-going Customer input
datadata
D6D6
Implement & Validate PCAImplement & Validate PCA
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

92. 9292
D7D7
Prevent RecurrencePrevent Recurrence
D5D5
Choose & Verify PCAChoose & Verify PCA
D3D3
Develop ICADevelop ICA
D2D2
Describe ProblemDescribe Problem
D1D1
Establish TeamEstablish Team
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D6D6
Implement & Validate PCAImplement & Validate PCA
D8D8
Recognise ContributionsRecognise Contributions
D0D0
Prepare for G8DPrepare for G8D
BACKBACK

93. 9393
D7D7
Prevent RecurrencePrevent Recurrence
BACKBACK

94. 9494
D7 : D7 : Purpose : Prevent RecurrencePurpose : Prevent Recurrence
·Modify the Systems, Practices and Modify the Systems, Practices and
Procedures to prevent recurrence of the Procedures to prevent recurrence of the
problem and similar onesproblem and similar ones
·Make recommendations for systemic Make recommendations for systemic
improvements, if necessaryimprovements, if necessary
D7D7
Prevent RecurrencePrevent Recurrence
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

95. 9595
D7 : D7 : RationaleRationale
·Fix the Root Cause of the Root Fix the Root Cause of the Root
Cause of the Problem - ASK Cause of the Problem - ASK
REPEATED WHYsREPEATED WHYs
·Address issues that allowed the Address issues that allowed the
problem to occur and escapeproblem to occur and escape
·Strengthen Corporate memory to Strengthen Corporate memory to
provide databaseprovide database
D7D7
Prevent RecurrencePrevent Recurrence
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

96. 9696
D7 : D7 : Possible Responses to thePossible Responses to the
Team RecommendationsTeam Recommendations
·D7 output within the scope of the teamD7 output within the scope of the team
·Champion desires the same team to implement Champion desires the same team to implement
D7 actionsD7 actions
·Champion desires to use other resources to Champion desires to use other resources to
implement D7 actionsimplement D7 actions
·Champion carries team recommendations up the Champion carries team recommendations up the
chain of commandchain of command
·Champion rejects team recommendationsChampion rejects team recommendations
D7D7
Prevent RecurrencePrevent Recurrence
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

97. 9797
D8D8
Recognise ContributionsRecognise Contributions
D5D5
Choose & Verify PCAChoose & Verify PCA
D3D3
Develop ICADevelop ICA
D2D2
Describe ProblemDescribe Problem
D1D1
Establish TeamEstablish Team
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D0D0
Prepare for G8DPrepare for G8D
BACKBACK

98. 9898
D8D8
Recognise Recognise ContributionsContributions
BACKBACK

99. 9999
D8 : D8 : Purpose : RecognisePurpose : Recognise
ContributionsContributions
·Finish unfinished Business Activities Finish unfinished Business Activities
before disbanding the teambefore disbanding the team
·Recognise Contributions of theRecognise Contributions of the
bTeamTeam
bIndividualsIndividuals
bOthers outside the teamOthers outside the team
·Celebrate Celebrate
D8D8
Recognise Recognise ContributionsContributions
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G8D Problem Solving MethodologyG8D Problem Solving Methodology

100. 100100
D8 :D8 :
Finish Team Business ActivitiesFinish Team Business Activities
nFinalising & archiving documentationFinalising & archiving documentation
hRecognition of Lessons LearnedRecognition of Lessons Learned
eMaking Presentation to the Champion & the Making Presentation to the Champion & the
Top ManagementTop Management
iExpressing gripes & regrets within the teamExpressing gripes & regrets within the team
sExpressing appreciation within the teamExpressing appreciation within the team
cClosing the team exercise (call also those Closing the team exercise (call also those
who are not in the team now)who are not in the team now)
D8D8
Recognise Recognise ContributionsContributions
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

101. 101101
D8 :D8 :
Recognise ContributionsRecognise Contributions
bFit, Focussed and TimelyFit, Focussed and Timely
dTangible (Award, Plaque)Tangible (Award, Plaque)
Recognition encourages Team Members and Recognition encourages Team Members and
Motivates othersMotivates others
Recognition shows that the Organisation is result Recognition shows that the Organisation is result
orientedoriented
D8D8
Recognise Recognise ContributionsContributions
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology

102. 102102
G8D G8D RECAP RECAP ::
D0D0
Prepare for G8DPrepare for G8D
D1D1
Establish TeamEstablish Team
D2D2
Describe ProblemDescribe Problem
D5D5
Choose & Verify PCAChoose & Verify PCA
D4D4
Root Cause & Escape PointRoot Cause & Escape Point
D3D3
Develop ICADevelop ICA
D6D6
Implement & Validate PCAImplement & Validate PCA
D7D7
Prevent RecurrencePrevent Recurrence
D8D8
Recognise ContributionsRecognise Contributions
BACKBACK

103. 103103?
ANY QUESTIONSANY QUESTIONS
BACKBACK
G8D Problem Solving MethodologyG8D Problem Solving Methodology