How you respond when problems arise is one of the most defining qualities of a manager. Luckily, there are tools you can use to master problem-solving. The 8D method of problem-solving combines teamwork and basic statistics to help you reach a logical solution and prevent new issues from arising.
You’ve spent months overseeing the development of your company's newest project. From initiation, planning, and execution, you’re confident this may be your best work yet.
Until the feedback starts rolling in.
There’s no sugar-coating it—things don’t always go as planned. But production or process issues are hardly a signal to throw in the towel. Instead, focus on honing your problem-solving skills to find a solution that keeps it from happening again.
The 8D method of problem solving emphasizes the importance of teamwork to not only solve your process woes but prevent new ones from occurring. In this guide, we’ll break down what 8D is, how to use this methodology, and the benefits it can give to you and your team. Plus, get an 8D template to make solving your issue easier.
The eight disciplines (8D) method is a problem-solving approach that identifies, corrects, and eliminates recurring problems. By determining the root causes of a problem, managers can use this method to establish a permanent corrective action and prevent recurring issues.
First introduced by Ford, the 8D method offers a consistent way of identifying a problem and solution, making it optimal for organizational learning. Many different fields use this method to aid in product and process improvement.Melhore a colaboração da equipe com a Asana
The 8D method is a proven strategy for avoiding long-term damage from recurring problems. If you’re noticing issues in your workflow or processes, then it’s a good time to give this problem-solving method a try.
To complete an 8D analysis, follow “the eight disciplines” to construct a statistical analysis of the problem and determine the best solution.
8D stands for the eight disciplines you will use to establish an 8D report. As you may notice, this outline starts with zero, which makes nine total disciplines. The “zero stage” was developed later as an initial planning stage.
To illustrate these steps, imagine your organization experienced a decline in team innovation and productivity this past year. Your stakeholders have noticed and want to see changes implemented within the next six months. Below, we’ll use the 8D process to uncover a morale-boosting solution.
Before starting the problem-solving process, evaluate the problem you want to solve. Understanding the background of the problem will help you identify the root cause in later steps.
Collect information about how the problem has affected a process or product and what the most severe consequences may be. Planning can include:
Determining the prerequisites for solving the problem
Collecting feedback from others involved
If we look back at our example, you may want to figure out whether this decline in morale is organization-wide or only applies to a few departments. Consider interviewing a few employees from different departments and levels of management to gain some perspective. Next, determine what knowledge and skills you will need to solve this lapse in productivity.
Create a cross-functional team made up of people who have knowledge of the various products and workflows involved. These team members should have the skills needed to solve the problem and put corrective actions in place.
Steps in this discipline may include:
Appointing a team leader
Developing and implementing team guidelines
Determining team goals and priorities
Assigning individual roles
Arranging team-building activities
From our example, a solid team would consist of people with first-hand experience with the issues—like representatives from all departments and key people close to workshop-level work. You may also want to pull someone in from your HR department to help design and implement a solution. Most importantly, make sure the people you choose want to be involved and contribute to the solution.Read: Qualities of a leader: 17 traits of effective leadership
You may have a good understanding of your problem by now, but this phase aims to break it down into clear and quantifiable terms by identifying the five W’s a and two H’s (5W2H):
Who first reported the problem?
What is the problem about?
When did it occur and how often?
Where did it occur (relating to the sector, supplier, machine, or production line involved)?
Why is solving the problem important?
How was the problem first detected?
How many parts/units/customers are affected?
Use your team’s insights to answer these questions. From our example, your team may conclude that:
Employees feel overwhelmed with their current workload.
There is no real structure or opportunity to share new ideas.
Managers have had no training for meetings or innovation settings.
Disgruntled employees know they can achieve more—and want to achieve more—even if they seem disengaged.
Once you answer these questions, record an official problem statement to describe the issue. If possible, include photos, videos, and diagrams to ensure all parties have a clear understanding of the problem. It may also help to create a flowchart of the process that includes various steps related to the problem description.Read: How to use problem framing to solve team inefficiencies
Much like we can expect speedy first aid after an accident, your team should take immediate actions to ensure you contain the problem—especially if the problem is related to customer safety.
An interim containment plan will provide a temporary solution to isolate the problem from customers and clients while your team works to develop a permanent corrective action. This band-aid will help keep your customers informed and safe—and your reputation intact.
Because your findings revealed workers were overworked and managers lacked training, your team suggests scheduling a few mandatory training sessions for leaders of each department covering time and stress management and combating burnout. You may also want to have a presentation outlining the topics of this training to get key managers and stakeholders interested and primed for positive upcoming changes.
Refer back to your findings and consult with your team about how the problem may have occurred. The root cause analysis involves mapping each potential root cause against the problem statement and its related test data. Make sure to test all potential causes—fuzzy brainstorming and sloppy analyses may cause you to overlook vital information.
In our example, focus on the “why” portion of the 5W2H. You and your team identify six root causes:
Managers have never had any training
There is a lack of trust and psychological safety
Employees don’t understand the objectives and goals
Communication is poor
Time management is poor
Employees lack confidence
In addition to identifying the root causes, try to pinpoint where you first detected the problem in the process, and why it went unnoticed. This is called the escape point, and there may be more than one.
Work with your team to determine the most likely solution to remove the root cause of the problem and address the issues with the escape points. Quantitatively confirm that the selected permanent corrective action(s) (PCA) will resolve the problem for the customer.
Steps to choosing a PCA may include:
Determining if you require further expertise
Ensuring the 5W2Hs are defined correctly
Carrying out a decision analysis and risk assessment
Considering alternative measures
Collecting evidence to prove the PCA will be effective
Your team decides to roll out the training used in the interim plan to all employees, with monthly company-wide workshops on improving well-being. You also plan to implement meetings, innovation sessions, and team-coaching training for managers. Lastly, you suggest adopting software to improve communication and collaboration.
Once all parties have agreed on a solution, the next step is to create an action plan to remove the root causes and escape points. Once the solution is in effect, you can remove your interim containment actions.
After seeing success with the training in the interim phase, your stakeholders approve all of your team’s proposed PCAs. Your representative from HR also plans to implement periodic employee wellness checks to track employee morale.
To ensure your corrective action was a success, monitor the results, customer, or employee feedback over a long period of time and take note of any negative effects. Setting up “controls” like employee wellness checks will help you validate whether your solution is working or more needs to be done.
One of the main benefits of using the 8D method is the improved ability to identify necessary systematic changes to prevent future issues from occurring. Look for ways to improve your management systems, operating methods, and procedures to not only eliminate your current problem, but stop similar problems from developing later on.
Based on our example, the training your team suggested is now adopted in the new manager onboarding curriculum. Every manager now has a “meeting system” that all meetings must be guided by, and workloads and projects are managed as a team within your new collaboration software. Innovation is improving, and morale is at an all-time high!
The 8D method of problem-solving is impossible to accomplish without dedicated team members and first-class collaboration. Once notes, lessons, research, and test data are documented and saved, congratulate your teammates on a job well done! Make an effort to recognize each individual for their contribution to uncovering a successful solution.
Check out our 8D report template below to help you record your findings as you navigate through the eight disciplines of problem solving. This is a formal report that can be used as a means of communication within companies, which makes for transparent problem-solving that you can apply to the entire production or process chain.Free 8D template
The 8D method is one of the most popular problem-solving strategies for good reason. Its strength lies in teamwork and fact-based analyses to create a culture of continuous improvement—making it one of the most effective tools for quality managers. The benefits of using the 8D method include:
Improved team-oriented problem-solving skills rather than relying on an individual to provide a solution
Increased familiarity with a problem-solving structure
A better understanding of how to use basic statistical tools for problem-solving
Open and honest communication in problem-solving discussions
Prevent future problems from occurring by identifying system weaknesses and solutions
Improved effectiveness and efficiency at problem-solving
No matter how good a manager you are, production and process issues are inevitable. It’s how you solve them that separates the good from the great. The 8D method of problem solving allows you to not only solve the problem at hand but improve team collaboration, improve processes, and prevent future issues from arising.
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