Team Oriented Problem Solving

Team Oriented Problem Solving-89
In some cases, you may need new processes to route around the problem until you have a permanent fix.Many auto manufacturers make the error of stopping at this point, confusing containment for corrective action.8D is also known as: Global 8D, Ford 8D, or TOPS 8D. Ford Motor Company first documented the 8D method in 1987 in a course manual entitled "Team Oriented Problem Solving".

It’s a tool that’s stood the test of time, becoming the main problem-solving method used in the company, today called Global 8D.

Even though the 8D approach has been around for more than thirty years, many companies still struggle with ineffective problem-solving and weak implementation of corrective action.

The 8D Problem Solving (Eight Disciplines) approach can be used to identify, correct and eliminate the recurrence of quality problems.

8D is a problem-solving methodology for product and process improvement.

And that kind of engagement—the kind where people take personal ownership of quality—is only possible when people can see that their actions have an impact.

We’re reshaping the world of archaic paper-based processes like layered process audits (LPAs), 5s, health & safety, Gemba, and mitigation management, all through our intuitive mobile software, Beacon Quality.Brainstorming sessions combined with tools like can help organize ideas based on their relationships and determine the most effective course of action.It’s worth noting that six steps into the 8D method is when you’re finally ready to implement the corrective action, highlighting the key role of planning in this method.This overview looks at 8D best practices and pitfalls to avoid, helping manufacturers better understand how to use the method to address nonconformances and reduce risk.Before you take any action to solve the problem, you need a plan to identify the appropriate people and resources for the job.Management needs to be an active participant in verifying implementation of corrective actions.That means they need to be a visible presence both on the shop floor and in regular reviews of key performance indicators (KPIs) to measure effectiveness.Leadership needs to set an example, examining processes through the eyes of the customer paying the bills.Verification could also involve tools like accelerated life testing to simulate conditions that could lead to failure.Whether it’s a financial bonus, special event or simply mentioning the team in a meeting or newsletter, this step is critical to building a culture of quality.Because at its core, quality culture requires active participation from top management to front-line operators.


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