The Ford Motor Company Developed The 8D Process

8D Methodology :
Origins of the Tool
The Ford Motor Company developed the 8D (8 Disciplines) Problem Solving Process, and published it in their 1987 manual, "Team Oriented Problem Solving (TOPS)." In the mid-90s, Ford added an additional discipline, D0- Plan. The process is now Ford 's global standard, and is called Global 8D.
Ford created the 8D Process to help teams deal with quality control and safety issues; develop customized, permanent solutions to problems; and prevent problems from recurring. Although the 8D Process was initially applied in the manufacturing, engineering, and aerospace industries, it 's useful and relevant in any industry or domain.

The 8D Process is a problem solving method for product and process improvement. It

D3 – Develop an Interim Containment Action
D4 – Define or Verify Root Cause
D5 – Choose or Verify Permanent Corrective Action
D6 – Implement or Validate Permanent Corrective Action
D7 – Prevent Recurrence
D8 – Recognize the Team

The 8D system is powerful in creating proper activities with a specific end goal to dispose of main drivers and in executing the lasting right activities to dispense with them. It contributes likewise to investigate the arrangement of control that permitted the break of the issue. There are reports of the fruitful utilization of this approach to manage ceaseless repeating issues, for the most part abandons or guarantee issues . All in all, this philosophy was never expected to supplant a systemic quality framework. The 8 controls goal is to confront the issues and find the shortcomings or imperfections in the administration frameworks that allowed the issue to happen in any case.
Applying the Tool
To use the 8D Process, address each of the disciplines listed , in sequence. Take care not to skip steps, even when time is less, the process is only effective when you follow each and every

Discipline 2: Describe the Problem
Once your team has settled in, describe the problem in detail. Specify the who, what, when, where, why, how, and how many; and use techniques like CATWOE and the Problem-Definition Process to ensure that you 're focusing on the right problem.
Start by doing a Risk Analysis – if the problem is causing serious risks, for example, to people 's health or life, then you need to take appropriate action. (This may include stopping people using a product or process until the problem is resolved.)
If the problem is with a process, use a Flow Chart , Swim Lane Diagram , or Storyboard to map each step out; these tools will help your team members understand how the process works, and, later on, think about how they can best fix it.
Discovering the root cause of the problem comes later in the process, so don 't spend time on this here. Right now, your goal is to look at what 's going wrong, and to make sure that your team understands the full extent of the