Why we use 8D？

The 8D method is often familiar yet unfamiliar to many people.

Familiar because if you are a quality professional, you have likely encountered the need to fill out an 8D report; unfamiliar because every time you see the 8D report, you might get a headache, not knowing what new problem has emerged and what deep corrective actions the customer now requires from us.

There are many situations where you might want to avoid dealing with them, but why do many customers require us to use the 8D method to complete improvements? What are the benefits of 8D? And how can we implement it effectively?

Let's first think from the customer's perspective. If your supplier sells you a product and issues like quality or delivery arise, how would you want the supplier to resolve it?

First, you would certainly hope that the same problematic products, or products with similar issues, are no longer sold to you. The supplier cannot simply say, "I promise not to sell them to you anymore." There must be concrete actions to prevent this from happening. These actions might involve the supplier halting production, inspecting their production lines, warehouses, and logistics, and ensuring defective products are not sold to you.

Second, if the supplier has sold you a product, and you have already submitted it to the customer, you would need the supplier's assistance to trace the product, and even implement measures like recall to ensure the defective product does not have further impact.

Next, you would want the supplier to analyze the cause of the issue. Confirming the reasons at several levels: why did it pass through (for example, were the testing measures adequate)? Why was it manufactured (for example, were the manufacturing controls reasonable)? Are there any system-level issues (for example, are our processes and responsibilities reasonable)?

Then, based on the root cause analysis, you woul

From the above, it is clear that by strictly following this process, we can solve any problem that arises.

So:

• Are all problems suitable for 8D?

• What are the prerequisites for using 8D?

• Should 8D be used when the customer’s description of the issue is unclear?

• Apart from customer complaints, can we apply 8D internally within our organization?

• When implementing 8D, what type of personnel should be selected to form the team?

• When should the root cause analysis be involved?

• Should urgent measures be taken first, or should temporary measures come first?

• What is the relationship between emergency measures, temporary measures, and permanent measures?

• Can emergency and temporary measures be converted into permanent measures?

• How should standardization be implemented?

• ...

These are all important questions that need to be addressed when implementing 8D.

d expect the supplier to take reasonable corrective actions to address the identified causes. These corrective actions should also be verified for their effectiveness. If there are measures that seem to be "dodging the issue," such as blaming "human negligence," "lack of responsibility," "many new employees," or "supplier's weak quality control," you might need the supplier to conduct further analysis.

Finally, if the corrective measures are feasible and effective, you would want the supplier to standardize their improvements, such as:

• If process documents were modified, have control plans, FMEA, process flow charts, etc., been reviewed?

• Have similar products been modified?

• Are the changes applicable to improvements in similar processes?

• Has training been provided to the personnel?

• Have the documents been revised?

• If there was a design change, was the design change process followed and the system improved?

Regarding the final group celebration, you are not particularly concerned about whether the supplier goes out for a meal or celebration; what matters more to you is whether there are any remaining gaps in the improvement.

Now, from the supplier’s perspective, how would they think about the issue?

1. We must minimize the impact on the customer before thoroughly investigating the cause, as this could result in fines or a reduction in orders. Possible actions might include halting production, conducting inspections, recalls, and other follow-up measures.

2. While ensuring the follow-up actions, emergency measures may be implemented to ensure the customer’s production line continues running, such as airlifting qualified products or sourcing from overseas or other company branches.

3. We need to identify the root cause: why was the product produced, and even if it was produced, why was it released? Are the current methods and processes reasonable?

4. Finally, corrective actions are taken to close the identified causes, and the effectiveness of the actions must be verified.

5. If the corrective measures are feasible and effective, the changes should be promoted and implemented across similar products and processes. Any necessary document revisions or design changes should be made.

Of course, resolving these issues is rarely something one person can accomplish, especially for complex issues. Different departments and personnel from different positions need to collaborate across various levels, such as in fact description, follow-up actions, root cause analysis, and corrective measures.

At the same time, as the boss, you would likely prefer a standardized problem-solving process, where problems are diverse and multidimensional, but the process can be standardized.

Let’s now take a look at the 8D process.