1.GLOBAL 8D

2. Welcometo this overview session on Global 8D.. The session will provide you,

Necessary analytical and procedural description about G8D

Necessary inputs to participate in the concern resolution process using G8D

BACK 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 managesthe overall problem solving efforts of an Organisation.

- QP&L, FAO

BACK 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

BACK 5. BACK Global 8Dis a Standardised Problem Solving Technique used by FAO that provides an effective framework through step-by-step disciplines and integration of different skills, to resolve concerns and prevent their recurrence. 6. G8DOverview: Prepare for G8D Establish Team Describe Problem Choose & Verify PCA Root Cause & Escape Point Develop ICA Implement & Validate PCA Prevent Recurrence Recognise Contributions BACK D0 D1 D2 D5 D4 D3 D6 D7 D8 7. G8Dhas been proven over time and supports the Ford 2000 Seven Strategies

Empowered Peopleto implement corrective actions, prevent recurrence through right people with right skills at the right time

Nimble through Process Leadership:Astandard process, hence, global communication is faster, Corporate Memory avoids duplication, helps with replication & assistance facilities for faster and effective problem solving

Lead in Customer Satisfaction: Customer protected throughout the problem solving process - ERA / ICA, Concern Definition, Verification & Validation

BACK 8. G8Daddresses 3 types of problem solving approaches

Rational Approach: Fact& Data based

People Approach: Team Work, Employee Involvement, Participative Management and Experience Sharing

Creative Approach: Brain Storming, SIT, etc.

BACK 9.

G8Dtasks 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)

BACK 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

BACK 11. BACK D1 Establish Team D2 Describe Problem D5 Choose & Verify PCA D4 Root Cause & Escape Point D3 Develop ICA D6 Implement & Validate PCA D7 Prevent Recurrence D8 Recognise Contributions 12. BACK 13. D0: PURPOSE : Prepare for G8D

In response to a Symptom, evaluate the need for the G8D process

If necessary, provide Emergency Response Action to protect the Customer and initiate the G8D process

BACK 14.

D0:G8D Application Criteria

• 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

BACK 15.

D0:G8D Application Criteria 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

BACK 16.

D0:G8D Application Criteria contd.

• G8D can be applied toChange Induced Situationas well as toNever Been There Situation

BACK 17. BACK D1 Establish Team D2 Describe Problem D5 Choose & Verify PCA D4 Root Cause & Escape Point D3 Develop ICA D6 Implement & Validate PCA D7 Prevent Recurrence D8 Recognise Contributions D0 Prepare for G8D 18. BACK 19.

D1:Purpose : Form TEAM

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)

BACK 20.

D1: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

BACK 21.

D1:The TEAM Processcontd..

Team Functions

• Champion

• Leader

• Facilitator

• Time Manager

• Scribe

• Recorder

BACK 22.

D1:The TEAM Processcontd..

TEAM Meetings : The 3 phases through

which any TEAM meeting should go through are,

TASKS OBSERVATIONS MAINTENANCE BACK 23.

D1:The TEAM Processcontd..

TEAM Meetings(contd):

• Taskis the Business Plan. Any agenda item that addresses business occurs in the Task phase. e.g. information, decision, solution, etc.

• Maintenanceinvolves recognition of feelings that affect TEAM process and addressing them. e.g. attention, respect, sense of belonging, etc.

• Observationrelates 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.

BACK 24.

D1:The TEAM Processcontd..

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

BACK 25.

D1:The TEAM Processcontd..

TEAM Operating Procedures(contd):

• do not offer opinions, trace them to observations

• restate and build on proposals

BACK 26. BACK D2 Describe Problem D1 Establish Team D5 Choose & Verify PCA D4 Root Cause & Escape Point D3 Develop ICA D6 Implement & Validate PCA D7 Prevent Recurrence D8 Recognise Contributions D0 Prepare for G8D 27. BACK 28.

D2:Purpose : Describe Problem

Describe internal / external problem by

• identifying what is wrong with what

• detailing the problem in quantifiable terms

The Goal is to translate Customers Symptoms into a Problem Statement and Problem Description

BACK 29.

D2: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

BACK 30.

D2

Why Define the Problem???

• 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

BACK 31.

D2 :Problem Statement to Problem Description

Problem Statement Problem Description BACK 32.

D2 :Problem Statementcontd..

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

BACK 33.

D2 :Problem Statementcontd..

Development(contd)

Step 2 :

• Continue asking WHY until there is no certain answer.WHYexcludes 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

BACK 34.

D2 :Problem Statementcontd..

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, urgencybased on Customer Inputs

BACK 35.

D2 :Problem Description

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

BACK 36. BACK D3 Develop ICA D2 Describe Problem D1 Establish Team D5 Choose & Verify PCA D4 Root Cause & Escape Point D6 Implement & Validate PCA D7 Prevent Recurrence D8 Recognise Contributions D0 Prepare for G8D 37. BACK 38.

D3:Purpose : Develop ICA

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

BACK 39.

D3:

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

BACK 40.

D3:What is an ICA ???

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

BACK 41.

D3: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

BACK 42. BACK D4 Root Cause & Escape Point D3 Develop ICA D2 Describe Problem D1 Establish Team D5 Choose & Verify PCA D6 Implement & Validate PCA D7 Prevent Recurrence D8 Recognise Contributions D0 Prepare for G8D 43. BACK 44.

D4:Purpose : Root Cause and

Escape Point

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)

BACK 45.

D4:

Identify the Most Likely Cause of the Problem

Identify the Escape Point of the problem

Verify Root Cause and Escape Point of the Problem

BACK 46.

D4:Determining Root Cause

In cases change induced systems (when thedesiredand theactualwere same but are now different), the Root Cause will be aCHANGEof some type.

Anchor the search based on the thorough defect profile built around the Problem Statement & Problem Description

BACK 47.

D4:Determining Root Cause

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

BACK 48.

D4:Determining Root Cause

contd..

Method A Method B

1.Problem Statement1.Problem Statement

2. Problem Description2.Problem Description

3. List changes over time3a. List differences

3b. List changes in differences

4. Develop theories based 4.Develop theories based

on changes on changes

5. Trial run Theories5.Trial run Theories

6. Verify most likely cause6.Verify most likely cause

BACK 49.

D4:Determining Root Cause

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

BACK 50.

D4:Determining Root Cause

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

BACK 51.

D4:Determining Root Cause

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

BACK 52.

D4:Determining Root Cause

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

BACK 53.

D4:Determining Root Cause

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.

BACK 54.

D4:Determining Root Cause

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.THIS THEORY FULLY EXPLAINS THE ELEMENT

BACK 55.

D4:Determining Root Cause

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.THIS THEORY DEFINITELY DOES NOT EXPLAIN THIS ELEMENT AND THEREFORE CANNOT BE THE CAUSE

BACK 56.

D4:Determining Root Cause

contd..

Insufficient Data : If the theory could explain theeffect 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.THIS THEORY COULD EXPLAIN THIS ELEMENT ELEMENT BUT MORE DATA / ANALYSIS ARE REQUIRED

BACK 57.

D4:Determining Root Cause

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.

BACK 58.

D4:Determining Root Cause

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)

BACK 59.

D4:Determining Root Cause

contd..

STEP 7 : Acknowledge the Root Cause

• Confirmed root cause is then acknowledged as the as the Root Cause

BACK 60.

D4:Determining Root Cause

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

BACK 61.

D4:Escape Point Concepts

Determine where in the process the root cause could have been detected, but was not. Review the Control System and the Control Point

BACK 62. BACK D5 Choose & Verify PCA D4 Root Cause & Escape Point D3 Develop ICA D2 Describe Problem D1 Establish Team D6 Implement & Validate PCA D7 Prevent Recurrence D8 Recognise Contributions D0 Prepare for G8D 63. BACK 64.

D5:Purpose : Choose Verify PCA

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

BACK 65.

D5:Decision Making

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

BACK 66.

D5:Decision Makingcontd..

• 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% supportMost powerful method for the TEAM process (agreement, force, support, etc.)

BACK 67.

D5:Decision Makingcontd..

• Weighting: Decisions reached analytically through assigning weightages to various alternatives

• Judgement: Alternatives offered for reviews to the subject matter experts

BACK 68.

D5:Decision Makingcontd..

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

BACK 69.

D5:Decision Makingcontd..

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

BACK 70.

D5:Decision Makingcontd..

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

BACK G8D Problem Solving Methodology 71.

D5:Decision Makingcontd..

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

BACK 72.

D5:Decision Makingcontd..

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

BACK G8D Problem Solving Methodology 73.

D5:Decision Makingcontd..

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

BACK 74.

D5:Decision Makingcontd..

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

BACK G8D Problem Solving Methodology 75.

D5:Decision Makingcontd..

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.

BACK 76.

D5:Decision Makingcontd..

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

BACK G8D Problem Solving Methodology 77.

D5:Decision Makingcontd..

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

BACK 78.

D5:Decision Makingcontd..

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

BACK 79.

D5:Decision Makingcontd..

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

BACK G8D Problem Solving Methodology 80.

D5:Decision Makingcontd..

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

BACK 81.

D5:Decision Makingcontd..

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

BACK G8D Problem Solving Methodology 82.

D5:Decision Makingcontd..

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

BACK 83.

D5: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.

BACK 84. BACK D6 Implement & Validate PCA D4 Root Cause & Escape Point D3 Develop ICA D2 Describe Problem D1 Establish Team D5 Choose & Verify PCA D7 Prevent Recurrence D8 Recognise Contributions D0 Prepare for G8D 85. BACK 86.

D6:Purpose : Implement and

Validate PCA

Plan and execute Implementation of the selected PCA

Plan and execute Validation of the selected PCA

Remove ICA

Monitor Long Term Results

BACK G8D Problem Solving Methodology 87.

D6:

Planning Steps ..

• What could make anything go wrong

• What could be done to prevent it from creating trouble

• What needs to be done if it happens anyway

• Who needs to initiate Contingent Action

• What Information should tell him to proceed with contingency Actions

BACK G8D Problem Solving Methodology 88.

D6:

Planning Steps ..

• Plan

• State the Objective

• Identify Standards & Conditions to be met

• Identify the Action Plan Steps

• Prevent

• Identify Key Steps

• Identify Barriers

• Identify Prevention Actions

BACK G8D Problem Solving Methodology 89.

D6:

Planning Steps ( contd..)

• Prevent

• Identify Protection Actions

• Develop cues (date / event) for Protection Actions

• Define who is responsible for initiating the Protection Action

• Plan

• Review, Revise and Communicate the Final Plan

BACK G8D Problem Solving Methodology 90.

D6:

Key Points : For Planning Implementation, and Validation of PCA

• Evaluate the need of support required from other concerned departments

• Include representatives from the other concerned departments in the team

BACK G8D Problem Solving Methodology 91.

D6:Validation

• Collect evidence that implemented action is doing what was intended, without introducing a new problem

• Validation may include tests, inspections, observations and on-going Customer input data

BACK G8D Problem Solving Methodology 92. BACK D7 Prevent Recurrence D5 Choose & Verify PCA D3 Develop ICA D2 Describe Problem D1 Establish Team D4 Root Cause & Escape Point D6 Implement & Validate PCA D8 Recognise Contributions D0 Prepare for G8D 93. BACK 94.

D7:Purpose : Prevent Recurrence

Modify the Systems, Practices and Procedures to prevent recurrence of the problem and similar ones

Make recommendations for systemic improvements, if necessary

BACK G8D Problem Solving Methodology 95.

D7:Rationale

Fix the Root Cause of the Root Cause of the Problem - ASKREPEATEDWHYs

Address issues that allowed the problem to occur and escape

Strengthen Corporate memory to provide database

BACK G8D Problem Solving Methodology 96.

D7:Possible Responses to the

Team Recommendations

D7 output within the scope of the team

Champion desires the same team to implement D7 actions

Champion desires to use other resources to implement D7 actions

Champion carries team recommendations up the chain of command

Champion rejects team recommendations

BACK G8D Problem Solving Methodology 97. BACK D8 Recognise Contributions D5 Choose & Verify PCA D3 Develop ICA D2 Describe Problem D1 Establish Team D4 Root Cause & Escape Point D6 Implement & Validate PCA D7 Prevent Recurrence D0 Prepare for G8D 98. BACK 99.

D8:Purpose : Recognise

Contributions

Finish unfinished Business Activities before disbanding the team

Recognise Contributions of the

• Team

• Individuals

• Others outside the team

Celebrate

BACK G8D Problem Solving Methodology 100.

D8:

Finish Team Business Activities

• Finalising & archiving documentation

• Recognition of Lessons Learned

• Making Presentation to the Champion & the Top Management

• Expressing gripes & regrets within the team

• Expressing appreciation within the team

• Closing the team exercise (call also those who are not in the team now)

BACK G8D Problem Solving Methodology 101.

D8:

Recognise Contributions

• Fit, Focussed and Timely

• Tangible (Award, Plaque)

Recognition encourages Team Members and Motivates others

Recognition shows that the Organisation is result oriented

BACK G8D Problem Solving Methodology 102. G8DRECAP: Prepare for G8D Establish Team Describe Problem Choose & Verify PCA Root Cause & Escape Point Develop ICA Implement & Validate PCA Prevent Recurrence Recognise Contributions BACK D0 D1 D2 D5 D4 D3 D6 D7 D8 103. ANY QUESTIONS BACK G8D Problem Solving Methodology